| Overall Rating | Gold - expired |
|---|---|
| Overall Score | 66.56 |
| Liaison | David Blodgett |
| Submission Date | March 13, 2015 |
| Executive Letter | Download |
Babson College
PA-2: Sustainability Planning
| Status | Score | Responsible Party |
|---|---|---|
|
3.83 / 4.00 |
Leila
Lamoureux Director, Sustainability and Campus Utilization Facilities |
"---"
indicates that no data was submitted for this field
None
Does the institution have current and formal plans to advance sustainability in the following areas? Do the plans include measurable objectives?:
| Current and Formal Plans (Yes or No) | Measurable Objectives (Yes or No) | |
| Curriculum | Yes | Yes |
| Research (or other scholarship) | No | No |
| Campus Engagement | Yes |
No
Date Revised: May 15, 2015
|
| Public Engagement | No | No |
| Air and Climate | Yes | Yes |
| Buildings | Yes | Yes |
| Dining Services/Food | Yes | Yes |
| Energy | Yes | Yes |
| Grounds | Yes | Yes |
| Purchasing | Yes | Yes |
| Transportation | Yes | Yes |
| Waste | Yes | Yes |
| Water | Yes | No |
| Diversity and Affordability | Yes | Yes |
| Health, Wellbeing and Work | Yes | No |
| Investment | No | No |
| Other | No | No |
None
A brief description of the plan(s) to advance sustainability in Curriculum:
From the Babson College Sustainability and Climate Action Plan:
"Babson plans to cement a lead in curriculum innovation by designing the “next generation” curriculum that integrates profit and the common good using UN Principles for Responsible Management Education (PRME).
The curriculum will ensure that students develop varied skills, and are better able to adapt to an ever-changing business environment. Increasingly, this means integrating efficiency, resource management, and sustainability into the fabric of courses."
Date Revised: May 15, 2015
None
The measurable objectives, strategies and timeframes included in the Curriculum plan(s):
Integrate social, environmental, and economic sustainability into the fabric of our curriculum through curriculum redesign and the Babson/Olin/Wellesley Sustainability Certificate program partnership.
Seamlessly integrate sustainability into the education of every Babson student.
None
Accountable parties, offices or departments for the Curriculum plan(s):
Faculty and Provost
None
A brief description of the plan(s) to advance sustainability in Research (or other scholarship):
---
None
The measurable objectives, strategies and timeframes included in the Research plan(s):
---
None
Accountable parties, offices or departments for the Research plan(s):
---
None
A brief description of the plan(s) to advance Campus Engagement around sustainability:
From Babson's College Sustainability and Climate Action Plan:
1. Work with students to improve the sustainability of
the campus
2. Work with students to improve communication about
sustainability at Babson
3. To develop Babson students as leaders and change
agents within the College
Date Revised: May 15, 2015
None
The measurable objectives, strategies and timeframes included in the Campus Engagement plan:
N/A
Date Revised: May 15, 2015
None
Accountable parties, offices or departments for the Campus Engagement plan(s):
Sustainability Office
None
A brief description of the plan(s) to advance Public Engagement around sustainability:
---
None
The measurable objectives, strategies and timeframes included in the Public Engagement plan(s):
---
None
Accountable parties, offices or departments for the Public Engagement plan(s):
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None
A brief description of the plan(s) to advance sustainability in Air and Climate:
ACUPCC Signatory with a target date of climate neutrality of 2050. See Babson's Climate Action Plan.
None
The measurable objectives, strategies and timeframes included in the Air and Climate plan(s):
Stage I: 2011-2015
GHG Reduction Goal: 25% below 2005
Overview of Key Actions: Energy efficiency investments, Invest in solar power generation
Stage II: 2016-2020
GHG Reduction Goal: 50% below 2005
Overview of Key Actions: Procurement of electricity from renewable sources
Stage III: 2021-2030
GHG Reduction Goal: 70% below 2005
Overview of Key Actions: Enhanced energy efficiency investment, Improved vehicle fuel efficiency
Stage IV: 2031-2050
GHG Reduction Goal: Climate Neutrality
Overview of Key Actions: Purchase quality offsets
None
Accountable parties, offices or departments for the Air and Climate plan(s):
Sustainability Office & Sustainability Leadership Team
None
A brief description of the plan(s) to advance sustainability in Buildings:
Babson’s current policy is for all new construction and major renovations to be LEED Silver compliant or better.
None
The measurable objectives, strategies and timeframes included in the Buildings plan(s):
Babson’s current policy is for all new construction and major renovations to be LEED Silver compliant or better.
By 2015, Babson will require that all new construction and major renovation work achieve LEED Gold certification with energy performance of at least 20 percent below code. By 2020, the policy will require that all new construction and major renovation work achieve LEED Platinum certification with energy performance of at least 36 percent below code. We are estimating that by 2050 approximately 700,000 square feet or almost one-half of the built environment on the campus will have been constructed under these green building policies.
None
Accountable parties, offices or departments for the Buildings plan(s):
Facilities Management & Capital Projects
None
A brief description of the plan(s) to advance sustainability in Dining Services/Food:
From the Babson College Sustainability and Climate Action Plan:
Sodexo is working actively with Babson to increase the environmental, social, and economic sustainability of Babson’s food supply, and Babson is continuing to ask for increasingly sustainable practices as part of its service.
Date Revised: May 15, 2015
None
The measurable objectives, strategies and timeframes included in the Dining Services/Food plan(s):
The primary objective in Dining is to increase the amount of purchases from sustainable sources (local/organic/fair trade, as appropriate for the food type)
Additionally, Sodexo's Commitments for a Better Tomorrow include:
-sourcing local, seasonal, or sustainably grown and raised products
-sourcing sustainable fish and seafood
-Complying with Global Sustainable Supply Chain Code
None
Accountable parties, offices or departments for the Dining Services/Food plan(s):
Sodexo Dining Services
None
A brief description of the plan(s) to advance sustainability in Energy:
As part of the ACUPCC goals, Babson's Climate Action plan has provisions for renewable energy sourcing and energy efficiency.
None
The measurable objectives, strategies and timeframes included in the Energy plan(s):
Stage I: 2011-2015
GHG Reduction Goal: 25% below 2005
Overview of Key Actions: Energy efficiency investments, Invest in solar power generation
Stage II: 2016-2020
GHG Reduction Goal: 50% below 2005
Overview of Key Actions: Procurement of electricity from renewable sources
Stage III: 2021-2030
GHG Reduction Goal: 70% below 2005
Overview of Key Actions: Enhanced energy efficiency investment, Improved vehicle fuel efficiency
Stage IV: 2031-2050
GHG Reduction Goal: Climate Neutrality
Overview of Key Actions: Purchase quality offsets
None
Accountable parties, offices or departments for the Energy plan(s):
Facilities Management
None
A brief description of the plan(s) to advance sustainability in Grounds:
Babson's Climate Action Plan: As an environmental steward, the College’s objectives include maintaining an attractive and highly functional campus in the most environmentally responsible manner feasible.
None
The measurable objectives, strategies and timeframes included in the Grounds plan(s):
-Conserve resources presently devoted to maintaining unused and little-used areas of the campus. This involves further tree planting to reforest where appropriate, as well as installing low-maintenance perennial plantings in these and other locations, and mowing low-use areas monthly instead of weekly.
-Minimize the impact of pesticides by applying them only where necessary, using formulations that are the least harmful to the environment, and switching to non-pesticide methods of insect control wherever appropriate
-To the extent possible use native and other low maintenance species in new plantings to lessen the demand for ongoing maintenance
None
Accountable parties, offices or departments for the Grounds plan(s):
Facilities Management
None
A brief description of the plan(s) to advance sustainability in Purchasing:
From Babson's Green Purchasing Policy: Babson will strive to balance environmental and fiscal responsibilities in making Green Purchasing decisions. We will promote the purchase of products with the highest percentage of recycled content available, provided that the products meet acceptable use and performance standards.
Date Revised: May 15, 2015
None
The measurable objectives, strategies and timeframes included in the Purchasing plan(s):
Babson will strive to purchase materials that are:
-Durable, as opposed to single use or disposable
-Non-toxic or minimally toxic, preferably biodegradable
-Highly energy-efficient
-Recyclable or safely disposable
-Made from raw materials obtained in an environmentally sound, sustainable manner
-Manufactured in an environmentally sound manner
-The cause of minimal or no environmental damage during normal use or maintenance
-Shipped with minimal packaging (consistent with care of the product), preferably made of recycled and/or recyclable materials
None
Accountable parties, offices or departments for the Purchasing plan(s):
Business & Financial Services
None
A brief description of the plan(s) to advance sustainability in Transportation:
From the Babson College Sustainability and Climate Action Plan:
Our overriding objective in this regard is to reduce the overall carbon output arising from all vehicular transportation associated with the College.
Date Revised: May 15, 2015
None
The measurable objectives, strategies and timeframes included in the Transportation plan(s):
-Improve fleet fuel efficiency by phasing out old, less efficient vehicles in favor of new more
efficient versions
-Reduce air travel by relying more on teleconferencing
-Reduce commuting by focusing on behavior change
-Increase commuter vehicle efficiency
None
Accountable parties, offices or departments for the Transportation plan(s):
Multiple stakeholders on campus: Facilities Management, Public Safety (Parking), Student Affairs
None
A brief description of the plan(s) to advance sustainability in Waste:
Our primary goal is to reduce the emissions from waste, per our Climate Action Plan.
None
The measurable objectives, strategies and timeframes included in the Waste plan(s):
Because the College generates waste of many types and across many campus locations, it employs multiple strategies to address the issue effectively and to date, has made significant progress:
-Minimizing trash output
-Increasing recycling
-Educating the Babson community about waste management
-Using technology to further reduce waste streams
None
Accountable parties, offices or departments for the Waste plan(s):
Facilities Management & Sustainability Office
None
A brief description of the plan(s) to advance sustainability in Water:
Babson Climate Action Plan: Babson plans to continue its program of replacing sanitary fixtures with low consumption versions as we renovate spaces.
None
The measurable objectives, strategies and timeframes included in the Water plan(s):
The strategy for reducing water consumption is to install new fixtures in a building whenever it is renovated, and to take advantage of all utility incentives to install new fixtures.
Additionally, as noted in the Grounds plan, there are efforts to reduce the irrigated area of campus.
None
Accountable parties, offices or departments for the Water plan(s):
Facilities Management
None
A brief description of the plan(s) to advance Diversity and Affordability:
From HR's "Talent Acquisition and Employee Relations Goals" plan:
HR is working to develop a Diversity Fellowship Program that will work to ensure diversity within the candidate pools and in hiring of staff positions
The Diversity Leadership Award is a four-year merit scholarship awarded to students with the greatest potential for leadership in creating a diverse community. Candidates for the scholarship are evaluated based on the information in their admission applications; no separate application is required. Students are considered who have demonstrated leadership in bridging differences, and in building inclusive communities across individual and intersecting identities such as race, ethnicity, religion, social class, nationality, (dis)ability, sexual preference and gender expression.
Date Revised: May 15, 2015
None
The measurable objectives, strategies and timeframes included in the Diversity and Affordability plan(s):
Student Diversity: classes are measured based on gender, language, and portion of international students.
Staff diversity: creation and implementation of the Diversity Fellowship program
Affordability: Portion of financial need met each year and number of international students on scholarship
None
Accountable parties, offices or departments for the Diversity and Affordability plan(s):
Student Financial Services, Human Resources, Development Office
None
A brief description of the plan(s) to advance sustainability in Health, Wellbeing and Work:
From Babson's Wellness Philosophy plan:
At Babson College, we believe supporting the college’s strategy requires alignment and partnership with Human Resource practices. Recognizing that employees are our greatest asset, we strive to create a holistic wellness program to educate, promote, and empower members of the Babson community to live a healthier lifestyle. Through the introduction and integration of wellness-based initiatives, our goal is to establish a culture of health that benefits both the employees and the College.
Date Revised: May 15, 2015
None
The measurable objectives, strategies and timeframes included in the Health, Wellbeing and Work plan(s):
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None
Accountable parties, offices or departments for the Health, Wellbeing and Work plan(s):
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None
A brief description of the plan(s) to advance sustainability in Investment:
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None
The measurable objectives, strategies and timeframes included in the Investment plan(s):
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None
Accountable parties, offices or departments for the Investment plan(s):
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None
A brief description of the plan(s) to advance sustainability in other areas:
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None
The measurable objectives, strategies and timeframes included in the other plan(s):
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None
Accountable parties, offices or departments for the other plan(s):
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The institution’s definition of sustainability:
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None
Does the institution’s strategic plan or equivalent guiding document include sustainability at a high level?:
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None
A brief description of how the institution’s strategic plan or equivalent guiding document addresses sustainability:
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None
The website URL where information about the institution’s sustainability planning is available:
Data source(s) and notes about the submission:
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The information presented here is self-reported. While AASHE staff review portions of all STARS reports and institutions are welcome to seek additional forms of review, the data in STARS reports are not verified by AASHE. If you believe any of this information is erroneous or inconsistent with credit criteria, please review the process for inquiring about the information reported by an institution or simply email your inquiry to stars@aashe.org.