| Overall Rating | Silver - expired |
|---|---|
| Overall Score | 46.37 |
| Liaison | Jessica Spence |
| Submission Date | July 27, 2016 |
| Executive Letter | Download |
Central New Mexico Community College
EN-9: Community Partnerships
| Status | Score | Responsible Party |
|---|---|---|
|
3.00 / 3.00 |
Does the institution have at least one formal sustainability partnership with the local community that meets the criteria as “supportive”?:
A brief description of the institution’s supportive sustainability partnership(s) with the local community:
CNM participates in Americorps program in two different ways:
CNM currently employees 12 CNM college workstudy employees who are hired to work in the community. In partnerships with the University of New Mexico, students are hired to work in community gardens, health clinic, transitional center for at risk students. The students assist and provide input into the day to day operations of the organizations.
The jobs are located in underserved areas the clinic (Casa DeSalud) serves residents without health insurance, this includes immigrants, and migrants as well as US citizens. The Community Garden brings locals as well as at risk students and transitional residents (from incarceration) to help develop the gardens. Also the Transitional Center (La Placita) a safe zone for members and past members of gangs to come together to discuss issues as well as provide support for residents in abusive situations. Both these programs are located in a minority rich neighborhood which battles high drop out rates as well as economic hardship.
La Placita institute is also connected to Bernalillo County Open Spaces (Sanchez Farms). They utilize the space for community gardening for undeserved peoples in society.
Scholarships are available through CNM for students participating in Americorps.
Timeframe: ongoing
Reported by Eugene Padilla, CNM
Does the institution have at least one formal sustainability partnership with the local community that meets the criteria as “collaborative”?:
A brief description of the institution's collaborative sustainability partnership(s):
CNM is involved with ABQ 2030 District, which adheres to nationally set goals of all 2030 districts which are to reduce energy, water, transportation emissions and waste. It is also meant to increase economic development. Each category's goals are modified and enhanced to meet local challenges. This is a collaborative effort as CNM has helped govern the process through which ABQ 2030 will function. CNM Sustainability Project Manager sits on the board of ABQ 2030 District to assist in developing program goals and overseeing/advising implementation plans and tracking mechanisms. CNM has already met many certification levels in the High Five Certification Program developed by the district; therefore CNM will be used as a "template" for large institutions that join the district and wish to become The High Five Certification Program is in place to measure and verify success of goals set forth under the district. This includes sharing measurement and verification methods used in the five areas (energy, water, transportation, waste, economy) as well as marketing this success to involve other property owners in several neighborhoods and of several types and sizes. Timeframe: This is an ongoing partnership (at least until 2030!).
BACKGROUND
2030 Districts are being formed to meet the energy, water and vehicle emissions targets called for by Architecture 2030 in the 2030 Challenge for Planning.
Through unique public/private partnerships, property owners and managers are coming together with local governments, businesses, and community stakeholders to provide a business model for urban sustainability through collaboration, leveraged financing, and shared resources. Together, they are developing and implementing creative strategies, best practices, and verification methods for measuring progress towards a common goal.
Spurred by national impetus to create corridors of sustainable development and the Albuquerque Chapter of the American Institute of Architects 2030 Lecture Series, public and private sector stakeholders are coming together.
http://www.2030districts.org/
Does the institution have at least one formal sustainability partnership with the local community that meets the criteria as “transformative”?:
A brief description of the institution's transformative sustainability partnership(s) with the local community:
CNM partners with Street Food Institute for culinary arts program to provide real-world experiences and connects students with community farms and local food suppliers. This partnership is in lieu of the energy- intensive "cafeteria" model which CNM has omitted from campuses, so that they may support local businesses, teach students how to run their own business (food truck system and bistro) and to use local and organically sourced food, which supports the larger community. These new food truck areas on campus bring together local vendors, artists, students, staff and faculty. The food trucks are situated outdoors along the wayfinding pathway, which students use to navigate the campus. The pathway also bring awareness to sustainable initiatives, such as the garden beds which also sit along the pathway. Local vendors are encouraged to apply to CNM to be a part of this sustainable culinary program. (reported by Molly Blumhoefer).
BACKGROUND
SFI’s purpose is:
To become a sustainable and effective catalyst for local economic revitalization in underserved areas; To increase access to nourishing and affordable local food by training entrepreneurs to provide it in smaller community-based venues such as trucks, carts and public gathering places;
To reduce some of the barriers to starting a food-related business for aspiring food entrepreneurs; and
To support the development of public food hubs that serve community members of all income levels.
SFI works with young adults and emerging culinary students and practitioners to develop the business and technical skills to realize their entrepreneurial dreams.
Since CNM has done away with energy intensive cafeteria model, to support local vendors and other stakeholders, this is an ongoing effort and has no time-frame, thus it is ongoing.
A brief description of the institution’s sustainability partnerships with distant (i.e. non-local) communities:
The website URL where information about sustainability partnerships is available:
Data source(s) and notes about the submission:
Street Food Institute information reported by Molly Blumhoefer, 2016
District 2030 information provided by Molly Blumhoefer, 2016
Street Food Institute information reported by Molly Blumhoefer, 2016
District 2030 information provided by Molly Blumhoefer, 2016
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.