Overall Rating Gold - expired
Overall Score 66.79
Liaison Ian Johnson
Submission Date May 26, 2016
Executive Letter Download

STARS v2.0

Colorado College
PA-2: Sustainability Planning

Status Score Responsible Party
Complete 4.00 / 4.00 Ian Johnson
Sustainability Director
Office of Sustainability
"---" indicates that no data was submitted for this field

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) Yes Yes
Campus Engagement Yes Yes
Public Engagement Yes Yes
Air and Climate Yes Yes
Buildings Yes Yes
Dining Services/Food No No
Energy Yes Yes
Grounds Yes Yes
Purchasing No No
Transportation No Yes
Waste Yes Yes
Water No No
Diversity and Affordability Yes Yes
Health, Wellbeing and Work Yes Yes
Investment Yes Yes
Other Yes Yes

A brief description of the plan(s) to advance sustainability in Curriculum:

1. Continue to develop the list of courses applicable for the sustainability certificate
The Colorado College Office of Sustainability has made significant progress in the creation of a Sustainability Certificate available to students. The certificate would involve a number of courses as well as a service project engaging with the local community. The Sustainability Action Plan submitted to the President in the Spring of 2016 states the goal to continue to develop a list of courses available for this certificate. These courses are created through adoption of the stated sustainability learning outcomes while also catering to the structure of the certificate. This goal fits into the college's larger stated goal to "Integrate Sustainability into Curriculum Across Disciplines" as recommended in Colorado College's 2013 strategic plan. This goal works to "enhance our distinctive place of learning-- our campus-- to support our engaged, globally connected academic community and embody our regional and historic identity". The strategic plan recommendation includes emphasizing a "sense of place" in curriculum by utilizing the campus as a "living laboratory" and exploring "the themes important to the region-- healthy living, sustainability, the value of water, and the spirit of nature." Likewise, the plan outlines an effort to "ensure that the college is recognized as a model of environmental stewardship and innovation by advancing both the study and the practice of sustainability" and "integrating sustainability across the breadth of our curriculum more deeply and cultivating the ethic of sustainability in all aspects of campus programing." The sustainability certificate aligns directly with the goals as stated in the college's strategic plan.

2. Provide necessary support to the sustainability certificate
The Sustainability Action plans outlines a goal to ensure the creation of the sustainability certificate. The Academic Subcommittee of Campus Sustainability Council can support the creation of the certificate by providing feedback, outreach, and gauging support where and when needed.

3. Center for Immersive Learning and Engaged Teaching
Colorado College's strategic plan includes a recommendation to provide new forms of resources and to support the block plan. It calls for the establishment of a Center for Immersive Learning and Engaged Teaching. This center will bring together the Office of Sustainability with a number of other current academic support programs such as community engagement, international programs, and the Crowne Center for Faculty Development.

4. Continuing the implementation of "Sustainability Across the Curriculum" Faculty Workshop
The Sustainability Across the Curriculum workshop is a two-day faculty development workshop that has taken place directly after the end of classes May 2014 and May 2015. It was designed to support faculty in incorporating sustainability learning in courses broadly across the curriculum (not only in the environmental sciences). Ten professors participated in the workshop in 2014 and 2015. The workshop included programming on foundational sustainability concepts, health and wellness, local history and sense of place. There was also time for open discussion and brainstorming ideas for courses. The goal was to support professors in redesigning an existing course or developing a new course that would focus on sustainability issues or incorporate a unit or module on sustainability. Faculty received a $500 stipend for participating in the workshop, with another $500 upon completion and approval for a course re-design. In addition, the participants are part of a continuing program as Faculty Sustainability Scholars. The scholars come together once a semester to discuss progress in developing courses. The will also hopefully provide support for future participants in the workshop. The workshop will be a yearly occurrence from here into the future.


The measurable objectives, strategies and timeframes included in the Curriculum plan(s):

1. This plan will Increase STARS points under the Curriculum section. Additionally, adding to the list of approved classes is a critical step in creating a robust Sustainability Certificate at CC. Supporting this plan will provide students with a sustainability literacy as part of their education as well.

2. Supporting the sustainability certificate and broader participation further improves STARS performance. Additionally this plan contributes to the development of a broader stakeholder base and increased involvement in the certificate development and refinement process.

3. Center for Immersive Learning and Engaged Teaching
A steering group made up of 6-9 faculty and staff will begin the Center’s work by setting in motion specific pilot projects to demonstrate how the Center will contribute to the mission of the College in the future.

4. The "Sustainability Across the Curriculum workshop" will result in the creation of more sustainability focused and sustainability related courses with adopted sustainability learning outcomes. Additionally, the workshop results in more courses eligible for the sustainability certificate as stated in plan (1) to advance sustainability in Curriculum.


Accountable parties, offices or departments for the Curriculum plan(s):

-Chair of Strategic Action Team for Environmental Stewardship, Mike Siddoway
-Sustainability Manager, Ian Johnson
-Curriculum Development Intern, Kyra Wolf
-Academics Subcommittee of Campus Sustainability Council (CSC)


A brief description of the plan(s) to advance sustainability in Research (or other scholarship):

1. Create a database to compile faculty and student research and publications regarding sustainability
The Sustainability Action Plan outlines a plan to create a database for faculty and student research. The Academic Subcommittee of the CSC will Create site that lists research, papers, and publications by CC students and faculty specific to sustainability by utilizing the Communications department, ITS, and library staff.


The measurable objectives, strategies and timeframes included in the Research plan(s):

1. The measurable objectives from the creation of a research database are an increase in STARS rating under research as well as access to research for the Office of Sustainability, admissions, students seeking thesis advisors, alumni, et cetera.


Accountable parties, offices or departments for the Research plan(s):

-Academics Subcommittee of Campus Sustainability Council
-Curriculum Intern for the Office of Sustainability, Kyra Wolf
-Communication Department
-ITS
-library staff


A brief description of the plan(s) to advance Campus Engagement around sustainability:

1. Increase Communication and student participation around sustainability efforts
The Sustainability Action Plan goals outline the specific ways to increase communication and student participation on campus as: Utilize projects like library and East Campus Project to mobilize student involvement; Promote the Office of Sustainability and CSC through the Facebook page and new Instagram account; Expand volunteer program through Office of Sustainability; Use online sustainability tour to promote broader efforts of the Office of Sustainability (in development); Establish a clear line of communication with the student trustee; and Create a monthly reporting procedure for Office of Sustainability team leaders/CSC co-chairs to catalog projects and efforts, and provide successional information.

2. Track and report community service hours and set percentage increase goal
This goals involves the creation of a database to track volunteer hours and community partners as well as specifically tracking volunteer hours in each office, department, program, and unit.

3. The creation of a Sense of Place Living Learning Community
In the fall of 2016, the Office of Sustainability has partnered with Residential Life to create a Living Learning Community focused specifically on 'Sense of Place.' Students must apply to live in this community for the year.

4. Semester in Environmental Education
The College is currently piloting a residential Teaching and Research in Environmental Education (TREE) Program which started with undergraduate students in the fall of 2015. The program involves a partnership between Colorado College and Catamount Center, an environmental non-profit organization that operates the Catamount Mountain Campus in Woodland Park, 40 minutes from Colorado College. Undergraduate participants would be teaching about 100 hours of environmental education over the course of the semester in the outdoors and in K-12 classrooms. Students competing the program will be eligible to apply for Colorado Association for Environmental Education basic and master level certifications.

5. The Global Sustainability Summer Internship Program is a summer program the college began offering the summer of 2013 in collaboration with the Foundation for Sustainable Development. The course revolves around a 9 week internship in Nicaragua, Bolivia, or India with a community-based organization working on a dimension of sustainable development. Through both theory and practice, the course engages fundamental debates over the goals, practices, and power dynamics of international development efforts. Additionally, each student is introduced to the larger social, political, economic, cultural, and geographic characteristics of their host country that impact local community development efforts. The college plans to continue this program in the future to increase the number of students the program reaches while also strengthening relationships with the community partners most specifically in India.

6. The State of Sustainability Report is an annual report started during the 2013-2014 academic year. The report is a condensed version of the STARS report and includes "Best Practices" and "Priority Actions" for each major section of the STARS report. The State of Sustainability Report is distributed to the campus community and is heavily referenced by the Sustainability Council for recommendations and guidance. There are formal plans in the State of Sustainability intern's job description to create the State of Sustainability Report for the 2016 school year.

7. Continuing the growth and sustainment of Office of Sustainability Interns and Volunteers
The Sustainability interns in the Office of Sustainability work to access various aspects of sustainability on campus and increase campus engagement by working in other offices and with different campus groups. A list of official intern titles are as follows: Student Intern Manager, Communications Intern, Buildings and Grounds Intern, Local Food Liaison, Curriculum Development Intern, State of Sustainability Intern, Website Development Intern, Residential Life Intern and Greenhouse Gas Intern. The interns promote initiatives around campus, such as "Sense of Place" or food justice, to name a few. In the fall of 2015, the OoS expanded to recruit volunteers to work for each intern. These volunteers will work for the office for a year in order to become acquainted with and to further initiatives before applying to be interns themselves. The inclusion of volunteers works to reach a broader campus community specifically under classmen in order to increase campus engagement.

7. Inclusion of Sustainability in Position/Job Descriptions
This goal is outlined in the Sustainability Action Plan with the intention of institutionalizing continued sustainability efforts and providing accountability for sustainability related projects.

8. Provide funding for a full-time paraprofessional or manager in the Office of Sustainability
This plan is set forth by the Steering Committee of Campus Sustainability Council. This position will allow further expansion of the Office of Sustainability, further guidance for interns and volunteers in the office, and work to further campus engagement around sustainability.


The measurable objectives, strategies and timeframes included in the Campus Engagement plan:

1. Increased communication and student participation in sustainability efforts will result in better environmental performance specifically an improved STARS performance and reduced carbon emissions. It will remove barriers to campus-wide participation in sustainability efforts, increase Office of Sustainability and Sustainability Council presence on campus, promote student involvement with sustainability efforts, and create project accountability.

2. The measurable objectives associated with tracking community service hours are; setting a goal to increase community service hours in the future (once current hours can be accurately tracked); Growing and encouraging a volunteer base; Creating awareness of differing social statuses; Fostering positive relationships with the outside community; and increasing STARS performance.

3. The creation of a Sense of Place Living Learning Community further institutionalizes Sense of Place beyond just New Student Orientation and Office of Sustainability Sense of Place trips. Students living in this community will experience sense of place every day and will be heavily involved in engaging the campus community around sense of place as well. In this way, students living in the LLC become learners and student educators furthering an ethic of sustainability at Colorado College.

4. The Semester in Environmental Education will increase the number of environmental education certified students and solidify Colorado College's collaborative relationship with the Catamount Center. This semester has the potential to foster the creation of a Sustainability Literacy Assessment while also increasing the number of students exposed to this assessment. In the fall of 2015, all of the students at the TREE semester took this assessment.

5. The Global Sustainability Summer Internship program results in more CC students being exposed to international development and sustainability at Colorado College. These students create real projects at local organizations to target sustainability efforts locally which have a tangible impact on communities, NGO's, and students.

6. The State of Sustainability Report is continually used as a reference manual for students, faculty, staff, and especially the Campus Sustainability Council. The report informs goals and decisions related to sustainability and directly impacts the STARS rating of the school as well as the number, type, and robustness of sustainability efforts. This report will continue to have tangible impacts into the future.

7. This plan is an innovative step in improving the sustainable culture and involving the
entire college community; it will engage the college employees in demonstrating the commitment of the college community to the core value related to nurturing an ethic of
environmental sustainability; The students and local community would observe, experience, learn, and participate with college employees in changing the culture and setting examples for integrating sustainable practices into everyday work and living activities; and those positions with specific responsibilities for achieving sustainability related performance goals would have those relevant duties listed by supervisors.

8. The measurable outcomes include: Additional program staff would affect carbon neutrality goal and STARS Platinum goal through increased time to focus on and coordinate these efforts; Provide full-time assistance to sustainability director to oversee growing
sustainability efforts across campus; Ability to continue growth of sustainability efforts across campus; Improve ability to focus on and achieve carbon neutrality and STARS
Platinum; Paraprofessional position would create an interim career-track position
that sets a trajectory and provides professional experience and references
beyond the current sustainability intern positions; Paraprofessional position creates a peer bridge between students and Sustainability Director; Permanent manager position would allow for continuity in operations; Program growth further removes barriers to participation. The paraprofessional position will be created for the fall of 2016 or 2017.


Accountable parties, offices or departments for the Campus Engagement plan(s):

-Sustainability Manager, Ian Johnson
-Collaborative for Community Engagement
-Outdoor Recreation Club
-Residential Life and Housing
-Catamount Center
-Sociology Department, Eric Popkin
-Office of Sustainability Communications Intern
-Office of Sustainability Web Development Intern
-The Communications Department, Mark Lee, Karen To
-Campus Sustainability Council


A brief description of the plan(s) to advance Public Engagement around sustainability:

1. Host events through the Office of Sustainability and Campus Sustainability council that collaborate with other organizations on and off campus. Invite stakeholders from the community
This goal is outlined in the Sustainability Action Plan as: Hosting open house-type events first block each year recapping prior-year’s progress; Announcing co-chairs and projected efforts for the year; and using eighth block meeting as celebration and final feedback gathering.
forum

2. Strategic Plan: Innovation Institute
The third recommendation of the strategic plan outlines the development of an Innovation Institute, that would provide resources, structure, and encouragement to students and faculty as they investigate social and environmental challenges, understand the context in which they exist, identify sustainable solutions, and put them into action. The Institute will connect several of programs already in place that help students pursue ideas related to the environment and social entrepreneurship such as the State of the Rockies Project, the Keller Venture Grants, The Big Idea, and the Public Interest Fellowship Program.

3. ASHOKA Change-Maker Designation
As Colorado College was awarded the ASHOKA Change-Maker Designation, the college has been able to pursue both the Global Sustainability Summer Internship Program as well as a zero-waste program in collaboration with Care and Share to encourage local engagement between the school and community. The zero-waste program turns food waste from donated expired food to Care and Share (a Colorado Springs non-profit) into animal feed. The program is partnered with Future Point Farms, which assesses the nutritional value of the feed and adds necessary nutrients. The program creates a revenue stream from products that would have otherwise been landfilled while also awarding the college with carbon offset credits. The Office of Sustainability has created a new internship position starting in the spring of 2015 dedicated solely to the zero-waste program with Care and Share.

4. Track and report community service hours and set percentage increase goal
This goal influences both campus engagement and public engagement and is specifically focused on creating a database to track volunteer hours and community partners. By tracking service hours with specific partners, the college can solidify relationships with community partners in order to encourage future collaboration.

5. Local school energy efficiency and/or renewable energy projects
This plan is put forth by the Steering Committee of Campus Sustainability Council in the Sustainability Action Plan. The plan is to execute renewable energy projects in the Colorado Springs community, specifically at public schools. The plan will provide renewable energy to schools while Colorado College receives the carbon offset credits. The steps to complete this plan include: Engage school districts; Identify appropriate building/project; Develop legal framework for ownership of environmental benefits & project payback; Design and install project; and Communicate innovative strategy to build on success.


The measurable objectives, strategies and timeframes included in the Public Engagement plan(s):

1. The goal will result in an increased Office of Sustainability and Sustainability Council presence on and off campus; Promotion of student involvement and public engagement with sustainability efforts; and an improved community engagement STARS category.

2. Strategic Plan: Innovation Institute
CC's President Jill Tiefenthaler has appointed a strategic action team to further the execution of the Innovation Institute.

3. The ASHOKA change maker designation will result in a continued relationship with the Care and Share Food Bank with the specific goal of reaching zero-waste for the food bank. The designation will also result in the college coming closer to its goal of Carbon Neutrality by 2020 as it receives the carbon offsets from Care and Share's diversion of waste.

4. Tracking community service hours will increase the STARS rating while also institutionalizing the college's relationship with the outside community holding the college and community partners more responsible for current and future collaborations.

5. The measurable objectives include: Ownership of verifiable carbon offsets towards carbon neutrality; Creates community engagement; Projects can be selected to provide financial payback and ROI; Innovative solution that serves as a nationally innovative model; Independent of utility company/grid connection implications. The plan is to be an overarching goal of Campus Sustainability Council in the coming years.


Accountable parties, offices or departments for the Public Engagement plan(s):

Zero-Waste Program/Carbon Offsets, Ian Johnson
ASHOKA Designation, Eric Popkin
Office of Sustainability
Office of Communications
Collaborative for Community Engagement
Steering Committee of CSC
School District Administration


A brief description of the plan(s) to advance sustainability in Air and Climate:

1. Carbon Neutrality
The Colorado College Sustainability Plan (CCSP) and a plan for carbon neutrality were presented to the Colorado College Board of Trustees in 2009. The Board voted formally to accept the CCSP on February 21st, 2009 and voiced support for committing to carbon neutrality. President Celeste signed the ACUPCC in April of 2009, with a target date for eliminating greenhouse gas emissions by 2020 and a long-term goal to become carbon-regenerative and a net energy producer. The college is currently working with local and community partners on innovative ways to meet this goal.

2. Per Proposed Funding Schedule, Increase Annual R&R Sustainability Projects Funding by $250,000 annually through 2019
The Sustainability Action Plan outlines this goal with specific intentions for the college to reach its Carbon Neutrality Goal by 2020.

3. Research and implement measures to reduce the carbon footprint of field science, with the long-term goal of offsetting carbon emissions from field science
This goal works to decrease carbon emissions from an academic perspective at Colorado College in order to work toward Carbon Neutrality by 2020. The steps necessary to implement this goal are: Assess transportation data from the Environmental Program to estimate the carbon footprint of fieldwork; Work with faculty in the Environmental Program to reduce the carbon footprint of field trips and field research where possible; Monitor effects, and expand best practices to all field science programs; and Research possibilities for ecologically legitimate carbon offsets, preferably local and with pedagogical value.



The measurable objectives, strategies and timeframes included in the Air and Climate plan(s):

1. Carbon Neutrality
In order to meet its ACUPCC goal, the College has adopted the following strategy:
-Invest $22 million for local solar installation and a combined heat and power system at the College's Central Plant
-Use savings from solar and central plant investments to fund efficiency strategies in existing buildings and at the Central Plant

2. Increasing annual sustainability funding will: Stimulate and accelerate the achievement of the college’s attainment of carbon neutrality; Validate that Colorado College is committed to its Strategic Plan, as it seriously “walks-the-talk”, and merits being recognized as a national leader in environmental sustainability; Individual sustainability-funded projects will aid in reaching STARS Platinum; and Since the 2008 baseline year, utility cost avoidance has been nearly $3.4 million and the cost avoidance for 2015 is estimated at $676,000. Additional annual sustainability projects funding would achieve greater cost avoidance.

3. This goal will result in: Reduced Scope 1 and 2 emissions to reach carbon neutrality; beneficial ecological impacts of reducing/offsetting carbon emissions; Enhancing CC’s unique field trip program, educational potential in reducing and/or offsetting these emissions. A local carbon offset program could be used as a teaching tool in courses; and increased collaboration with faculty and students will encourage creativity and
innovation.


Accountable parties, offices or departments for the Air and Climate plan(s):

-Energy Manager, Mark Ferguson
-Sustainability Manager, Ian Johnson
-College Administration
-Facilities Services
-The Office of Sustainability
-Sustainability Council


A brief description of the plan(s) to advance sustainability in Buildings:

1. Make Olin Hall's replacement/renovation a net zero laboratory building
This goal is outlines in the Sustainability Action Plan and is proposed by the Green Sciences Subcommittee of Campus Sustainability Council. The goal states the most important step is for the administration to adopt the aim of net zero or the highest level of energy efficiency possible for the new science building that replaces Olin Hall (and for all new building projects). The committee will research existing green labs and attempt to Instill a culture of sustainable behaviors in labs across campus.

2. Net zero library design
The college is currently designing a new library to be net zero carbon emissions and energy use. The building design is planned to be implemented in building construction in 2016.

3. Launch the Green Room Certification program and certify at least 20 rooms
This program certifies "green" dorm rooms on campus. These rooms meet a minimum environmental standard and are certified by Eco-RAs.

4. Develop criteria for a green office certification program
The green office certification program would certify offices as "green" meeting some minimal environmental and energy use standards. The Conservation Campaigns Subcommittee has outlined this plan in the Sustainability Action Plan.


The measurable objectives, strategies and timeframes included in the Buildings plan(s):

1. The goal to make Olin Hall's replacement/renovation a net zero laboratory building has great implications: It is a significant step closer to the goal of carbon neutrality by 2020; It will boost STARS ratings in the “buildings and operations” category and
distinguish us from other institutions; It will result in reductions in energy use which lead to ecological sustainability by limiting carbon emissions and increased economic savings; It will provide the opportunity for education about sustainability and environmental issues.

2. The net zero library design will result in significant energy reductions contributing to Carbon Neutrality by 2020 and will be a model library for schools across the country.

3. This will result in a reduction in waste, energy use, etc. for Scopes 1, 2, and 3 towards carbon neutrality goal; Reduction in waste, energy use, etc.; Improve sustainable living habits in residential halls; Increase education around low-impact living; and remove barriers to campus-wide participation in sustainability efforts.

4. A green office certification will result in: Improved waste diversion; Altered purchasing behaviors and individual habits among faculty and staff; and removed barriers to campus-wide participation in sustainability efforts.


Accountable parties, offices or departments for the Buildings plan(s):

-Facilities, George Eckhardt
-Knowledge Development Team for the campus master plan, Robert Moore
-Building and Grounds Intern (OoS)
-Green Sciences Subcommittee
-Campus Sustainability Council
-Residential Life Intern (OoS)
-Eco-RAs
-Communications Department
-Department Chairs
-Conservation Campaigns Subcommittee of CSC


A brief description of the plan(s) to advance sustainability in Dining Services/Food:
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The measurable objectives, strategies and timeframes included in the Dining Services/Food plan(s):
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Accountable parties, offices or departments for the Dining Services/Food plan(s):
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A brief description of the plan(s) to advance sustainability in Energy:

1. Reduce the energy use of laboratory science
This goal is outlined in the Campus Sustainability Action Plan by the Green Sciences Subcommittee by first monitoring energy use of large equipment and setting priorities for replacement; Promoting a pilot program for supplementing the costs of replacing broken
instruments with more efficient models using savings from utility budget
funds and/or dedicated funds from an increased sustainability budget; and investigating the possibility of developing a revolving fund in which energy
savings can be recouped by departments and used to fund future projects.

2. Tutt Library Design Review
The Tutt Library design review project is a continuous effort to ensure the owners project requirements are accurately captured in the building’s design documents. The new Tutt Library is to be a building whose design teaches critical lessons about how to create and sustain healthy, productive, and flexible student, staff, and faculty spaces. The purpose of this project is to make sure that the design meets the Colorado College’s innovative high performance standards. High performance at Colorado College means achieving the optimal balance between maximizing building performance and occupant comfort while minimizing operational life cycle cost, energy consumption and carbon emissions. Achieving high performance design requires collaboration and integrated solutions from each discipline of the design team and owner collaboration throughout the design process.

3. Central Plant Water Conservation & Heat Recovery
The central plant water conservations & heat recovery project will work to optimize water use and heat recovery at the central plant. Currently CC utilizes domestic water to cool the bearings on our central high temperature hot water pumps. This project would automate the flow of water to these pumps and look at recovering heat from this water. The recovered heat could be sent to either the low temperature heating loop or the chilled water loop during the heating season. The project will also look at recovering heat from the ice rink cooling tower.

4. Baca PV Solar
The Baca PV solar project is nearly complete. This project will provide more power than is consumed at the Baca Campus. The project is a hands on opportunity for students to learn about renewable energy.

5. Campus Controls Upgrades Phase 2
This project is phase 2 of a 3 phase project to replace obsolete controls on campus with the latest platform of AX direct digital controls.

6. Campus LED Lighting Upgrades
The campus LED lighting upgrade project is an ongoing project to replace lighting on campus with more efficient LED lighting. This project assists leverages utility rebates to assist with the restoration and replacement of campus lighting.

7. Honnen Firm Natural Gas Transportation
The Honnen firm natural gas transportation project is a change in the way we buy natural gas at our Honnen Ice Arena. Currently we are on an interruptible rate meaning Colorado Springs Utilities can stop natural gas delivery to us at any time. When this happens, Honnen Ice Arena is without heat. This project moves us from interruptible service to firm service meaning our service cannot be interrupted. For this project the College will utilize its existing contract to purchase natural gas from ontinuum Energy.

8. El Pomar Electrical Service Upgrades
The El Pomar electrical service upgrades project will either split the buildings electrical service or combine it with the central plant to reduce cost. Due to demand at El Pomar the building experiences rates as high as $018/kWh which is more than double the campus average of $0.085/kWh. The buildings use profile is unique because its peak demand occurs between 4 pm and 10 pm during the winter which is an on‐ peak period. During this time student are utilizing the fitness center and the field lights at on. During this same period, the central chiller plant is idle and could supply the additional capacity required.

9. Central Plant Controls Upgrade Phase 2
The central plant controls upgrade phase 2 project will improve the automation of the central plant heating operation. The controls work includes adding controls and system logic to enable remote starting and automate temperature modulation of the high temperature hot water generators and distribution system pumps. These controls optimize central heating plant reliability and efficiency. The project will expand alarms for safety allowing the plant to be controlled remotely and left unmanned for extended periods beyond just the summer. The extended periods of time will allow central plant operators time to perform maintenance activities on the distribution system and respond to after‐hours emergencies on campus.

10. Barnes Repair 1st & 3rd Floor Heating Piping
Barnes repair 1st & 3rd floor piping is the third phase of piping repairs in Barnes Science Center. The project includes work to weld leaky Victaulic fittings and replace pneumatic controls on the 1st & 3rd floor. The project saves energy because the old piping must be maintained at higher operating temperatures through the summer to prevent leaking. Welding the piping will allow heating system temperatures to be setback in the summer.

11. Cutler HVAC System Replacement
This project will replace the existing heating, ventilation and air conditioning (HVAC) systems at Cutler Hall. Currently Cutler utilizes steam for heating provided from Bemis Hall. The systems do not have good zone control, so as a result occupants are often too hot or too cold. The new system will utilize a new variable refrigerant flow heat pump system to maximize occupant comfort and efficiency while maintaining the historic characteristics of the building. The system will also help support renovation to repurpose the second floor of the facility.

12. Cornerstone Retro‐Commissioning
The Cornerstone retro‐commissioning project will reduce the overall energy intensity at Cornerstone Arts Center. The project is to evaluate the operation of building systems and return them to the intended design parameters. From there additional savings opportunities will be identified and pursued to maximize the buildings energy performance. Currently the building utilizes large quantities of outside air. As part of this project we will attempt to minimize the amount of conditioned air that leaves the building when indoor air quality is at acceptable levels. In many cases commissioning work also improves occupant comfort.


The measurable objectives, strategies and timeframes included in the Energy plan(s):

1. This goal will contribute to the carbon neutrality goal by 2020 while also reducing emissions and helping department who use funding for high-energy lab equipment.

2. The Tutt Library Design Review will result in: Net zero building energy use; Net zero carbon emissions; Reduced annual energy costs; Reduced total building envelope performance; Reduced artificial lighting; A building that educates occupants about its sustainable features and how to properly use them; and a building that supports campus recycling practices all by 2017.

3. This plan will result in improved central plant efficiency and reduced water use and cost within the next few years.

4. This plan will result in a decreased carbon footprint contributing to Carbon Neutrality by 2020 and education for students about PV solar power at the Baca Campus. The panels have already been installed.

5. The updated controls allow the College to apply more sophisticated logic and manage energy consumption more closely. In addition to updating controls, the project allows more space for archiving data and alarms. This data is essential for benchmarking continuous operational improvements. The plan is currently in phase 2 of 3.

6. This plan takes advantage of utility rebates; will improve lighting levels; and will reduce energy consumption. The project is on-going.

7. The project will result in increased security of the college's natural gas supply and up-to-date energy facilities for optimal performance. The project is in the construction phase.

8. The electrical services upgrades plan would result in reduced energy costs in the next few years as it is still in the planning phase of implementation.

9. The central plant controls upgrade will result in improved central plant efficiency, improved reliability, and improved after-hours response to campus emergencies. The project is in its planning phase of implementation.

10. The measurable objectives include: summer energy savings, improved system reliability, and improved occupant comfort. This plan is in the planning phase to be completed in the next few years.

11. The measurable objectives include: improved system reliability and comfort and improved occupant comfort. The project is in the design phase to be completed in upcoming years.

12. The measurable objectives of retro-commissioning are: reduced energy use and increased occupancy comfort. The project is in the planning phase to be completed in upcoming years.


Accountable parties, offices or departments for the Energy plan(s):

Energy Manager, Mark Ferguson
Campus Planner, Facilities Services, George Eckhardt


A brief description of the plan(s) to advance sustainability in Grounds:

1. The Office of Sustainability is currently pursuing its goal to certify Colorado College as a Tree Campus USA. This goal requires completing the certification process, of which the college is currently undergoing.
2. Colorado College has an Integrated Pest Management (IPM) plan which establishes a sustainable approach to managing pests by combining biological, cultural, physical and chemical tools. The plan outlines procedures to be followed to protect the health and safety of staff, students and faculty from pest and pesticide hazards


The measurable objectives, strategies and timeframes included in the Grounds plan(s):

1. The measurable objectives associated with this goal are: the submission of the Tree Campus USA application by December 2016,the institutionalization of tree conservation and sustainable tree management on campus; an increased rating in the STARS report; and increasing the accredits to the institution as a sustainability-driven campus.
2. The measurable objectives of this goal are: the voluntary compliance with policies and regulations promulgated by the Department of Agriculture for public buildings and health care facilities and the prevention of loss or damage to structures or property by pests. Its measurable strategies include that all pesticide storage, transportation, and application will be conducted in accordance with the requirement of the Federal Insecticide, Fungicide, and Rodenticide Act (7 United States Code136 et seq.), Environmental Protection Agency regulations in 40 CFR, Occupational Safety and Health Administration regulations, Colorado College policies and procedures, and local ordinances. An Integrated Pest Management decision is made by following five steps: 1. Identify pest species, 2. Estimate pest populations and compare to established action thresholds, 3. Select the appropriate management tactics based on current on-site information, 4. Assess effectiveness of pest management, and 5. Keep appropriate records. Furthermore, Colorado College will maintain records of all Service Provider visits and pest control treatments for at least three (3) years. The IPM committee will address issues as needed and at least annually.


Accountable parties, offices or departments for the Grounds plan(s):

-Facilities Services, George Eckhardt
-Office of Sustainability Buildings and Grounds Intern
-Landscape and Grounds Supervisor, Josh Ortiz
-Facilities Services


A brief description of the plan(s) to advance sustainability in Purchasing:
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The measurable objectives, strategies and timeframes included in the Purchasing plan(s):
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Accountable parties, offices or departments for the Purchasing plan(s):
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A brief description of the plan(s) to advance sustainability in Transportation:

1. Improve Sustainable Transportation
This goal is outlined in the Sustainability Action Plan. The steps to achieve this goal include; Develop and maintain relationships between parties and support the organizations with funding, advertising, and advocacy; and Increase campus participation in alternative transportation through cooperative events, program incentives, bike-to-work days, etc.


The measurable objectives, strategies and timeframes included in the Transportation plan(s):

1. The measurable outcomes associated with improving sustainable transportation include: Reduce faculty commuting and improve Scope 3 carbon emissions; Increase STARS performance from reduced Scope 3 emissions and available transportation alternatives; Increase overall sustainable transportation use on campus; and provide transportation options to students, faculty, and staff who don’t have access to other transportation options.


Accountable parties, offices or departments for the Transportation plan(s):

-Sustainability Manager, Ian Johnson
-Transportation Manager, Bob Winkelblech
-Bike Co-op
-Bike Share
-Office of Sustainability
-Campus Sustainability Council


A brief description of the plan(s) to advance sustainability in Waste:

1. New waste minimization and recycling improvement program system should be implemented in approximately 30 major buildings campus-wide with design adjustments as appropriate for individual buildings
This goal is outlined in the Sustainability Action plan to expand the current waste minimization initiative. In the fall of 2015, new waste receptacles were placed in the Worner Student Center to facilitate increased waste diversion from landfills and clearly mark the streams of waste. The steps of this goal include: Implement pilot project using new MAX-R cabinets and newly labeled room trash & recycling containers to demonstrate effectiveness and aesthetics of the recycling improvements and replace unlabeled gray trash and blue recycle containers in individual rooms to new labeled landfill/trash containers, blue single-stream recycle containers, and green compost containers; Improve sorting, collection, and pickup processes through better material handling techniques and coordination between parties; The new waste/recycle system is being incorporated into the new Center for Immersive Learning & Engaged Teaching/Tutt Library renovation; and Prioritize buildings and rollout schedule.

2. Reduce the number of pages printed on campus on a year-to-year basis.
The steps required to implement this goal as outlined in the Sustainability Action Plan are: Contact Chad Schonewill and David White to discuss capabilities of reporting technology; Develop promotional materials; and email students, faculty, and staff with monthly reports detailing individual print performance (# of pages printed, % reduction/ increase compared to previous block, individual performance v. CC average, etc.


The measurable objectives, strategies and timeframes included in the Waste plan(s):

1. Implementing the new waste initiative across campus will result in: Improvements for Scope 3 carbon neutrality; Address the college waste stream going into the landfill as it is currently actually about 80% recyclable materials; create room for considerable improvements in waste diversion through education and better processes for waste minimization and proper recycling of waste materials. According to a student study there was a 13.1 % reduction in landfill waste with a comparable increase in recycling diversion accredited to the new custom designed MAX-R recycling cabinets in common areas and this is expected to be maintained as these cabinets are implemented throughout campus.

2. This goal will contribute savings that can be used to substantiate sustainability
expenditures towards goal of increasing sustainability funding; cause substantial reductions on paper consumption; Save money on paper and ink; Reduce printer maintenance; and Increase awareness of individual printing habits, especially as compared to other societal norms and access while also bolstering CC's STARS rating.


Accountable parties, offices or departments for the Waste plan(s):

-Office of Sustainability
-Residential Life
-Student Eco-RAs
-Facilities Services, Groundskeeper as Recycling Coordinator
-Bon Appetit
-Sodexo staff
-Bestway Disposal
-ITS
-Conservation Campaigns Subcommittee of Campus Sustainability Council


A brief description of the plan(s) to advance sustainability in Water:
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The measurable objectives, strategies and timeframes included in the Water plan(s):
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Accountable parties, offices or departments for the Water plan(s):
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A brief description of the plan(s) to advance Diversity and Affordability:

1.Strategic Plan: Diversity and Inclusion
The strategic plan identifies three primary areas in which to advance diversity and affordability:
a. Building additional resources for financial aid in order to recruit talented students of all backgrounds
b. Eliminating program fees to make field trips, blocks abroad, and other experiences accessible to students regardless of family income
c. Fostering an inclusive campus culture that values different backgrounds, experiences, and ideas in order to attract and retain diverse faculty, staff, and administrators


The measurable objectives, strategies and timeframes included in the Diversity and Affordability plan(s):

1. Strategic Plan: Diversity and Inclusion
To achieve its goal of fostering a more diverse and inclusive campus, the College is adopting innovative strategies for hiring and retention. For example, recently the College added a talent acquisition manager to the community to ensure that the institution does all it can to hire and retain a highly talented, diverse staff and faculty. Furthermore, President Tiefenthaler appointed an "action team" to ensure the execution of the diversity and inclusion goals included in the Strategic Plan. The team's objectives include undertaking an inventory of student support services at CC, evaluating best practices at other liberal arts projects for supporting students from disperse backgrounds, and making recommendations for changes and/or new programs. The team will report on progress throughout the year.


Accountable parties, offices or departments for the Diversity and Affordability plan(s):

Strategic Action Team for Diversity and Inclusion, Rochelle Masion
Financial Aid Office


A brief description of the plan(s) to advance sustainability in Health, Wellbeing and Work:

1. The Wellness Resource Center is constantly working to understand student mental health and wellness, and stay on top of addressing these issues in a proactive and wholesome way. The Center plans to settle into a cycle of assessment including various surveys in order to track student issues as well as assess the Center's own effectiveness.

2. The Wellness Resource Center is also pursuing a 7-dimensional model of health and wellness, which includes environmental wellness, intellectual wellness, and spiritual wellness to list a few. More information about the 7-dimensional model of health and wellness can be found on the Wellness Resource Center's website https://www.coloradocollege.edu/other/wellness/.


The measurable objectives, strategies and timeframes included in the Health, Wellbeing and Work plan(s):

1. In 2015, the Wellness Resource Center at Colorado College administered a National College Health Association assessment. This assessment will be administered every 2-3 years so that data trends among students may be observed and the effectiveness of the Center's initiatives assessed. The Campus Climate Survey was administered in February of 2015. This survey looks at power and gender based violence among students. The survey will be completed annually or bi-annually so as to look at data trends and patterns and create effective campaigns to lessen these issues.


Accountable parties, offices or departments for the Health, Wellbeing and Work plan(s):

Director of the Wellness Resource Center, Heather Horton


A brief description of the plan(s) to advance sustainability in Investment:

1. Institutionalize the proxy voting committee and process
This plan is outlined in the Sustainability Action Plan by the Investment Subcommittee of Campus Sustainability Council. The steps required for implementation are: Develop guidelines to recommend proxy votes based upon voting history and voting standards/ethics; Development of proxy voting engagement strategy to standardize and streamline proxy voting for the future.

2. Investigate Portfolio 21 Fund to determine if current investment is reasonable, should be placed more appropriately somewhere else, should be revamped, or abandoned entirely.
This plan proposed by the Investment Subcommittee is with the intent to increase CC's sustainable investment in the future through informed and educated investing.

3. Creation of a Sustainable Investment Advisory Committee
This plan is upon the recommendation of the STARS report and will be implement by the Investment Subcommittee of CSC. The committee will be made up of students, faculty, staff, and board members. First the committee will identify channels and develop timelines for making investment recommendations, what the proper procedure is for recommending (changing investments, new investments, etc. and their timelines; Create and development of sustainable investment guidelines; and define “responsible investments” and advise the board.


The measurable objectives, strategies and timeframes included in the Investment plan(s):

1. This plan will provide mechanisms to ensure that notices are reviewed and voted on according to established guidelines, including socially responsible guidelines; Engage stakeholders who may not otherwise be in a position to participate in proxy voting processes; and improve CC's STARS rating.

2. Investigating Portfolio 21 will result in: (If decided that keeping this fund is worthwhile and viable to continue) Redirect funds into this investment; Potential to increase donor funds if sustainable investment options exist; Opportunity to investigate and increase investments in socially responsible funds; and improved STARS rating.

3. The creation of a Sustainability Investment Advisory Committee has implications on all of the divestment conversations and discussions at CC. It will shift the conversation from divestment to a socially responsible investment and provide an educational opportunity for students to gain experience in investing.


Accountable parties, offices or departments for the Investment plan(s):

-Campus Sustainability Council
-Investment Subcommittee, CSC


A brief description of the plan(s) to advance sustainability in other areas:

1. Create a sustainability category within the policy framework
This plan aims to institutionalize sustainability efforts further at Colorado College. If sustainability is integrated into the overall school-wide policy, sustainability efforts will be supported and furthered. The steps to complete this goal include: Solicit President’s Office with recommendation for implementation; Analyze needs and actions and draft framework accordingly; and Create sustainability grouping.


The measurable objectives, strategies and timeframes included in the other plan(s):

1. The measurable objectives associated with this plan are: External metrics like STARS and the Climate Commitment reward written policy; Will create ease and efficiency when trying to implement STARS related projects, increasing ratings; Communication of commitment; Continuity of procedures. This is an overarching plan for the Steering Committee of Campus Sustainability Council to be pursued in the future.


Accountable parties, offices or departments for the other plan(s):

Office of Sustainability
Campus Sustainability Council
Steering Committee of CSC
President's Office
Board of Trustees


The institution’s definition of sustainability:

The Colorado College mission commits us to providing the finest Liberal Arts education in the country by embodying our core values. Among our core values are to live with integrity; serve as stewards of the traditions and resources of Colorado College; nurture a sense of place and an ethic of environmental sustainability; encourage engagement and social responsibility at local, national and global levels; and seek excellence, constantly assessing our policies and programs. Sustainability isn't optional for the Colorado College community; it's who we are and how we have defined ourselves. We aspire to make Colorado College a model for campus and community sustainability - an academic village that instantiates a commitment at all levels to a sustainable and desirable future, not only for the human economy but for the larger ecosystem in which it is embedded.


Does the institution’s strategic plan or equivalent guiding document include sustainability at a high level?:
Yes

A brief description of how the institution’s strategic plan or equivalent guiding document addresses sustainability:

Sustainability is an integral part of the College's strategic plan. The State of Sustainability report is an annual publication started in 2014 which details best practices and priority actions for sustainability. The report outlines numerous opportunities in which to expand sustainability efforts on campus through areas such as diversity and inclusion, the built environment, landscaping, and campus and public engagement based upon the guidelines of STARS.


The website URL where information about the institution’s sustainability planning is available:

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 and complete the Data Inquiry Form.