Overall Rating Platinum - expired
Overall Score 85.29
Liaison Tonie Miyamoto
Submission Date March 23, 2015
Executive Letter Download

STARS v2.0

Colorado State University
PA-2: Sustainability Planning

Status Score Responsible Party
Complete 4.00 / 4.00 Tonie Miyamoto
Director of Communications and Sustainability
Housing and Dining Services
"---" 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 --- ---
Energy Yes Yes
Grounds Yes Yes
Purchasing --- ---
Transportation Yes Yes
Waste Yes Yes
Water Yes Yes
Diversity and Affordability Yes Yes
Health, Wellbeing and Work Yes Yes
Investment --- ---
Other Yes Yes

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

The School of Global Environmental Sustainability (SoGES) at CSU oversees issues of research and education. Their guiding document defines a strategy for making decisions and allocating resources to advance sustainability in curriculum including a vision, goals, timelines, and metrics for success. This guiding document is available publicly at http://www.sustainability.colostate.edu/about/background.

CSU is also a signatory of the Talloires Declaration which has curriculum-relevant commitments.


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

Colorado State University will be graduating the most environmentally literate population of students, and the most well-prepared students in environmentally related majors, in the country.
FY09-FY15 Goals:
• Goal: Every student will have a transcriptable experience (course, seminar, field experience, internship) related to environmental studies before graduating from CSU.
• Goal: Every department offers a course that relates to environmental studies.
• Goal: The number of courses, concentrations, certificate programs, minors, and majors related to environmental studies at CSU dramatically increases.
• Goal: Every undergraduate program of study has the ability to incorporate a concentration, certificate program or minor in environmental studies, without exceeding COF credit limits."

Within the Talloires Declaration, CSU has committed to:
3) Educate for Environmentally Responsible Citizenship Establish programs to produce expertise in environmental management, sustainable economic development, population, and related fields to ensure that all university graduates are environmentally literate and have the awareness and understanding to be ecologically responsible citizens.
4) Foster Environmental Literacy For All Create programs to develop the capability of university faculty to teach environmental literacy to all undergraduate, graduate, and professional students.


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

Within SoGES, primary responsibility for curriculum objectives falls on the Curriculum Development Committee.

Adherence to the Talloires Declaration is the responsibility of the Office of the President and his Cabinet.


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

The School of Global Environmental Sustainability at CSU oversees issues of research and education. Their guiding document includes goals/metrics/timelines for sustainability research, which can be viewed at http://www.sustainability.colostate.edu/about/background.


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

Research: The research productivity of our School members (faculty, staff, and students) is demonstrably in the top ten of such units in the country. Goals for FY09-FY15:
• Goal: The number of publications, citations, and presentations by our faculty increases dramatically.
• Goal: External grant funding increases dramatically.
• Goal: Workshops and nationally prominent seminar series on our campus increase dramatically.
• Goal: High-Impact projects resulting from translational research efforts increase in number and effectiveness.


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

Within SoGES, primary responsibility for research objectives falls on the Executive Council in conjunction with the VP of Research.


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

The School of Global Environmental Sustainability at CSU oversees issues of research and education. Their guiding document includes goals/metrics/timelines for sustainability engagement, which can be viewed at http://www.sustainability.colostate.edu/about/background.

The Bicycle Master Plan will guide CSU’s bikeway development over the next decade to become a more bicycle friendly campus and to achieve the goals of improved safety, sustainability, and health.

CSU is also a signatory of the Talloires Declaration which has engagement-relevant commitments.


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

Faculty: The School’s faculty will, as individuals, represent the highest levels of achievement in the country. They will form teams to offer exciting interdisciplinary instruction to our students, and to solve national and international problems facing our society and our planet. Collectively, they will be recognized as the most effective environmentally-focused major unit on any US campus. Goals for FY09-FY15:
• Goal: Every department on campus has a School faculty member.
• Goal: The number of faculty on our campus able and willing to be affiliated with the School increases by 50%.
• Goal: Every School faculty member has a collaborator in the School, not in their home department.
• Goal: The number of our faculty who are presidents of their professional societies, editors of major journals, NAS members, etc. increase dramatically.

Student Goal: Every qualified and interested student at CSU has access to experiential learning opportunities (field work, internships, undergraduate research, service learning, etc.) during their undergraduate career.

The CSU Bicycle Master Plan is a ten year plan designed to make CSU a more bicycle friendly campus and to achieve the goals of improved safety, sustainability, and health all while attaining a Platinum level Bicycle Friendly Designation.

The Bicycle Plan advances the goal to reduce single-occupancy vehicle commuting by 5 percent. Alternatives to single-occupancy vehicle commuting can reduce greenhouse gas emissions, improve air quality, and encourage healthy walking and cycling habits, thereby advancing the University’s goal of becoming a climate neutral campus.

TALLOIRES:
2) Create an Institutional Culture of Sustainability
Encourage all universities to engage in education, research, policy formation, and information exchange on population, environment, and development to move toward global sustainability

CSU also includes campus-engagement objectives in its Climate Action Plan:
4.3  Outreach, Smart Metering, and Behavioral Changes 
While this plan identifies many strategies addressing specific topic areas such as energy efficiency and renewable energy, its successful implementation will ultimately hinge on the CSU community’s awareness and willingness to learn, change behaviors, and take
action. Research indicates that education alone can result in 5 percent to 30 percent energy savings. This strategy builds on and provides additional sustained resources for CSU’s education and outreach efforts, focusing on expanding these efforts over
the long term, building campus leadership and capacity, and providing greater incentives and recognition for outstanding efforts.
Other related campus engagement efforts are discussed under Strategy 5.7, Solid Waste Diversion (listed below). Examples of programs and initiatives that could be expanded are provided on the following page.
Other organizations that could be leveraged to expand current education and engagement efforts include:
• The Student Sustainability Center’s (SSC) mission is to empower students to advance sustainability principles and practices at Colorado State University and beyond. Through innovation and collaboration with the campus community, we work to raise awareness about opportunities for positive environmental impact and lead projects to achieve personal and institutional sustainability.


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

Within SoGES, primary responsibility for engagement objectives falls on the Executive Council. The Student Leadership, Involvement, and Community Engagement office (SLiCE) oversees major student opportunities for experiential learning, volunteering, and engagement.

The accountable parties for the CSU bicycle master plan include Parking and Transportation Services, Police Department, Facilities, Housing and Dining Services, and the Associated Students of Colorado State University.

Adherence to the Talloires Declaration is the responsibility of the Office of the President and his Cabinet.


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

The School of Global Environmental Sustainability at CSU oversees issues of research and education. Their strategic plan includes goals/metrics/timelines for public engagement around sustainability, which can be viewed at http://www.sustainability.colostate.edu/about/background.

CSU's Bicycle Master Plan is intended to help the University increase bicycling on campus as a way to enhance campus sustainability and reduce demand for automobile travel and parking. The Plan provides clear vision and guidance to improve the bicycle environment on campus while also aligning with the City of Fort Collins Bicycle Master Plan (Fort Collins Bike Plan).

CSU is also a signatory of the Talloires Declaration which has engagement-relevant commitments.


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

Community engagement goals for FY09-FY15:
• Goal: All residents of Fort Collins have an opportunity to increase their environmental literacy through seminars and workshops offered throughout the community to all levels of audiences.
• Goal: The city of Fort Collins and surrounding communities benefit directly from advances developed through collaborations with the School of the Environment
• Goal: Every program within the school will have an outreach and engagement component for Fort Collins, Colorado, the US, and the world.
• Goal: The School of the Environment will provide usable solutions on environmental issues for communities, and all students at CSU have the opportunity to work directly with communities on pressing environmental issues regardless of their disciplines.

Goals for the CSU Bicycle Master Plan for the next decade around public engagement include:
• Prioritizes investments to the built environment;
• Equips CSU to apply for North Front Range Metropolitan Planning Organization funding in partnership with the City of Fort Collins (City);
• Guides programmatic investments for education, enforcement, and encouragement;
• Recommends data collection measures to support ongoing investment in the bicycle environment at CSU and to be shared with the City of Fort Collins
• Informs Master Plan updates and decisions about placement of new buildings and open spaces on campus; and
• Provides guidance for accommodating bicycles on campus in new residences, office and educational buildings, and parking garages.

TALLOIRES:
1) Increase Awareness of Environmentally Sustainable Development
Use every opportunity to raise public, government, industry, foundation, and university awareness by openly addressing the urgent need to move toward an environmentally sustainable future.
6) Involve All Stakeholders
Encourage involvement of government, foundations, and industry in supporting interdisciplinary research, education, policy formation, and information exchange in environmentally sustainable development. Expand work with community and nongovernmental organizations to assist in finding solutions to environmental problems.
9) Broaden Service and Outreach Nationally and Internationally
Work with national and international organizations to promote a worldwide university effort toward a sustainable future.


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

Within SoGES, primary responsibility for engagement objectives falls on the Executive Council.

Accountable parties for the CSU Bicycle Masterplan include CSU (Facilities, Police, Parking and Transportation Services), City of Fort Collins, and the Bicycle Pedestrian Education Coalition.

Adherence to the Talloires Declaration is the responsibility of the Office of the President and his Cabinet.


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

CSU has signed the American College and University President's Climate Commitment and our Climate Action Plan includes specific, long term metrics, designed to achieve campus carbon neutrality by 2050, which can be viewed at http://www.fm.colostate.edu/sustain/index.cfm?page=initiatives/cap.


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

4.14 Develop Wind Power on CSU Lands
For this strategy, CSU would acquire significant wind power assets and take advantage of the favorable wind power generation conditions on CSU lands. Projects may involve partnering with third-parties, or may involve collaborating with other institutions. Such projects would reduce CSU’s carbon footprint and create opportunity for University research. There are two phases to this strategy in the Climate Action Plan (CAP). One phase is medium term (3-10 years), while the other phase is long term (> 10 years). Current feasibility studies at the CSU facility near Akron, CO show great promise for meeting these goals.


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

CSU's Climate Action Plan is a campus-wide responsibility. Progress towards goals is evaluated by Facilities and the Climate Action Plan Working Groups with oversight from the President's Sustainability Committee.


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

CSU has signed the American College and University President's Climate Commitment and our Climate Action Plan includes specific, long term metrics, designed to achieve building energy efficiency, re-commissioning, and high standards for new construction. The Climate Action Plan can be viewed at http://www.fm.colostate.edu/sustain/index.cfm?page=initiatives/cap.


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

4.1 Building Energy Efficiency
The University has made significant strides in increasing building energy efficiency and identifying conservation opportunities in a number of its facilities. This strategy focuses on a number of energy efficiency opportunities, grouped into six phases, which can be implemented over the short (0-3 years), medium (3-10 years), and long term (>10 years) based on anticipated payback. These strategies are largely based on energy assessments completed for CSU in 2009. While some projects have been funded and are underway, more than 100 potential projects have been identified, including:
• Lighting upgrades
• Controls upgrades
• Heat Recovery
• Variable-air-volume terminals
• Synchronous belt drives
• Heat-exchanger upgrades
• Demand control ventilation

4.4 Re-Commissioning and Retro-Commissioning
The strategy expands on and will be used to refine efforts currently being implemented by CSU to recommission or retro-commission its existing buildings. It includes both short (0-3 years) and medium (3-10 years) term goals and the resources to conduct commissioning and implement changes in all of the buildings on CSU’s local campuses.
Commissioning is a quality assurance process that takes place after construction of a new building is complete, while re-commissioning essentially consists of a “tune-up” of an existing building’s mechanical and control systems. Commissioning verifies that building systems are performing as intended. Retro-commissioning, or commissioning of existing buildings for the first time (as opposed to re-commissioning), optimizes building systems so that they operate efficiently and effectively, resulting in reduced energy use and increased occupant comfort.

4.15  Improvements in New Construction 
Buildings are the major users of energy on the CSU campus and nationwide. According to the U.S. Green Building Council, in the U.S. today buildings consume approximately 70 percent of electricity and account for nearly 40 percent of CO2 emissions. As a result, in addition to exploring energy efficiency in existing buildings, this plan also includes a focus on high-performance building in new construction. All new major construction on CSU’s campus is being designed to a standard of LEED Gold or higher, resulting in higher performing, more energy-efficient buildings. This strategy is being implemented now & is considered on-going.


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

CSU's Climate Action Plan is a campus-wide responsibility. Progress towards goals is evaluated by Facilities and the Climate Action Plan Working Groups with oversight from the President's Sustainability Committee.


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):

Housing and Dining Services is one of CSU's most active departments in the area of Sustainability with a full-time dedicated sustainability coordinator. While a formal strategic plan around sustainable dining has not yet been created, their achievements are summarized each year in an Annual Report:
http://housing.colostate.edu/Data/Sites/1/documents/fy13-sustainability-report.pdf


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:

CSU has signed the American College and University President's Climate Commitment and our Climate Action Plan includes specific, long term metrics, designed to achieve campus energy efficiency which can be viewed at http://www.fm.colostate.edu/sustain/index.cfm?page=initiatives/cap.


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

4.2 Biomass Boilers or Cogeneration
This strategy builds on a pilot project already implemented - the installation of a biomass boiler - by adding a second boiler or cogeneration facility to provide energy for campus operations. This strategy is a medium term (3-10 year) goal.

4.5  Net Metered Solar Facilities 
This strategy includes net metering of existing solar photovoltaic (PV) facilities on CSU’s Main Campus, Foothills Campus, and at Chrisman Field that have been installed since the fiscal year 2009 inventory. Net metering is a policy that allows owners to take full credit for the cost of the electricity that their solar energy system produces and thereby reduces the amount of electricity that CSU has to purchase from the grid and the emissions associated with that electricity. Solar projects on campus fall into short (0-3 years) and long-term (>10 years) in the Climate Action Plan. The goals set for the short term have already been realized. Add'l systems now underway will help meet the long-term goals when environmental attributes revert to the university in the future.

4.9 Computer Power Management and Server Virtualization
The objective of this strategy is to explore how to improve efficiency by reducing redundancies in common functions in information technology (IT) across campus, resulting in more streamlined and efficient IT services and more standardized power management practices. This strategy is a medium term (3-10 year) goal.


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

CSU's Climate Action Plan is a campus-wide responsibility. Progress towards goals is evaluated by Facilities and the Climate Action Plan Working Groups with oversight from the President's Sustainability Committee.


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

The Main Campus Physical Master Plan is a planning document for the campus, coordinated by the Facilities Department. The timeframe for goals and metrics within the plan is 10 years. The plan can be viewed at www.fm.colostate.edu/files/forms/2014_Masterplan.pdf.


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

Goal: Demonstrate the University’s leadership role in society and wise stewardship of the land. 1) Set example by demonstrating best practices in environmental sustainability, energy, water, and transportation management. 2) Provide an environment that promotes the use of alternative modes of transportation and reduces the dependency on single occupant motor vehicles. 3) Maximize flexibility of facilities and infrastructure to accommodate unforeseen future conditions. 4) Conserve land resources by building at appropriate densities and avoiding sprawl. 5) Conserve water resources by demonstrating best practices in landscape design and maintenance.

Goal: Encourage, through the University facilities, a sense of community between the faculty, staff, and students. 1) Provide a wide variety of appropriate settings for formal and informal activities. 2) Support campus diversity by designing an inclusive campus that is inviting to persons of all backgrounds. 3) Maintain and strengthen campus accessibility for persons with disabilities.

Goal: Maintain the health, safety and well being of all users. 1) Develop a circulation system that minimizes conflicts between pedestrians, cyclists, and motorists. In particular, facilitate inner campus pedestrian movement and discourage the use of automobiles through the central core. (Note: a map of the proposed new bicycle and pedestrian planning, meant to be implemented by 2015, is available on page 78 of the CSU Campus Master Plan). 2) Create an environment that instills a sense of personal safety and security by using appropriate lighting levels. Maintain highly visible pedestrian ways.


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

Facilities is the primary party in charge of implementing the plan.


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:

CSU has signed the American College and University President's Climate Commitment and our Climate Action Plan includes specific, long term metrics related to campus transportation and can be viewed at http://www.fm.colostate.edu/sustain/index.cfm?page=initiatives/cap.


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

4.11 Reduce Single Occupancy Vehicle Commuting by 5 Percent
This strategy is focused on reducing single-occupancy vehicle commuting by the CSU community by 5 percent. Alternatives to single-occupancy vehicle commuting can reduce greenhouse gas emissions, contribute to good air quality, and encourage healthy walking and cycling habits. This strategy is a medium term (3-10 year) goal.

4.6 Reduce Fleet Fuel Consumption by 10 Percent
This strategy includes opportunities to reduce the CSU campus fleet’s conventional fossil fuel consumption by 10 percent through a number of measures. This could include purchasing more efficient fleet vehicles when existing vehicles are due for replacement, optimizing fleet routes and combining trips to reduce vehicle miles traveled, more comprehensive maintenance practices, and use of alternative fuels. This is a medium term (3-10 years) goal.


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

CSU's Climate Action Plan is a campus-wide responsibility. Progress towards goals is evaluated by Facilities and the Climate Action Plan Working Groups with oversight from the President's Sustainability Committee. The Climate Action Plan can be viewed at http://www.fm.colostate.edu/sustain/index.cfm?page=initiatives/cap.


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

CSU has signed the American College and University President's Climate Commitment and our Climate Action Plan includes specific, long term metrics, designed to reduce waste and increase waste diversion and can be viewed at http://www.fm.colostate.edu/sustain/index.cfm?page=initiatives/cap.


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

4.7 Increase Waste Diversion to 75 Percent
Under this strategy, CSU would increase the solid waste diversion rate to 75 percent using a combination of reduction, recycling, and composting. The University currently recycles more than one-half of the waste generated including bottles, cans, plastics, cardboard, and paper waste. Practices are also in place for composting food waste and recycling construction and demolition waste. This strategy is a medium term (3-10 year) goal.


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

CSU's Climate Action Plan is a campus-wide responsibility. Progress towards goals is evaluated by Facilities and the Climate Action Plan Working Groups with oversight from the President's Sustainability Committee.


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

The Main Campus Physical Master Plan is a planning document for the campus, coordinated by the Facilities Department. The time frame for goals and metrics within the plan is 10 years and can be www.fm.colostate.edu/files/forms/2014_Masterplan.pdf.


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

- Irrigation Water System
Through the irrigation system, untreated water is drawn from College Lake on the Foothills Campus, and transported via a University-owned 14-inch pipe to Main Camus. This system irrigates approximately 215 acres on the Main Campus.

Future plans include: (1) adding variable frequency drive to the two pump motors, (2) upgrading pump station controls, (3) completing the loop at the east end of the Central Campus, and (4) adding more control valves to limit water loss when sprinkler heads and irrigation mains fail.


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

Facilities is the primary party in charge of implementing the plan.


A brief description of the plan(s) to advance Diversity and Affordability:

Diversity and Affordability have their own dedicated section in the CSU Strategic Plan, which can be viewed publicly at http://static.colostate.edu/client-files/provost/csu-strategic-plan-01-11-13.pdf.


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

Strategic Planning Area 5: Diversity
Objective: Colorado State University is committed to enhancing its diversity through the inclusion of individuals reflective of characteristics such as: age, different ideas and perspectives, disability, ethnicity, gender identity, national origin, race, religious and spiritual beliefs, sex, sexual orientation, and socioeconomic and geographic background. The University’s commitment to diversity is a longstanding one that reflects the essential function a diverse community, spanning international boundaries, plays in the furtherance of its role and mission as a land-grant institution.
Given the historic and legal discrimination that has existed in American society, particular emphasis needs to be placed on the inclusion of individuals who are members of groups that have been excluded, e.g., racial/ethnic minorities, women in non-traditional areas and persons with disabilities.
The University strives to foster for its members recognition of their role in a global community with greater understanding of their own and other cultures and perspectives.

Goal 35: Campus Climate
Colorado State University will continue to shape and maintain a campus climate designed to welcome, encourage, and embrace differences so all community members are recognized, affirmed, and valued.
Strategy 35.1
35.1 Encourage respectful and meaningful interactions in the classroom, residential and dining areas, professional offices, and communal campus spaces
to promote a welcoming and engaging campus climate.
35.1.a. Provide curriculum and educational resources on topics of diversity across academic disciplines and departments to students, employees, and members of the community.
35.1.b. Conduct educational outreach for the Colorado State community
on how to be more inclusive
and supportive of traditionally marginalized and/or underrepresented populations and other diversity-related topics.
35.1.c. Encourage cross-status, cross-division dialogues in the campus community about diversity.
35.1.d. Increase programmatic support for faculty, staff, and students in diversity-related initiatives and exploration, both inside and outside the classroom.
Strategy 35.2
35.2 Provide educational, social, and personal support systems for traditionally marginalized and/or underrepresented populations to find a sense of belonging and home.
35.2.a. Continue to create and improve upon programs and services designed to support the diverse communities and populations of Colorado State University.

Strategic Planning Area 5: Diversity
35.2.b. Raise community awareness about Colorado State University services for traditionally marginalized and/or underrepresented populations.
Strategy 35.3
35.3 Identify, support and celebrate upcoming campus-wide diversity initiatives and those currently in progress.
35.3.a. Start an institutional record of campus-wide efforts in areas of diversity – a universal listing of projects, programs and services at Colorado State University that pertain to diversity.
35.3.b. Increase institutional funding support for programs related to diversity.
35.3.c. Establish and maintain awards and commendations to recognize the achievements of groups, departments, and/or individuals
in service of equity, inclusion, and diversity.
35.3.d. Institutionalize policies
that support and value individual and collective work and scholarship related to diversity.
Strategy 35.4
35.4 Openly, intentionally, and consistently communicate about diversity on campus through all facets of Colorado State University.
35.4.a. Increase ways of learning about and evaluating Colorado State University’s campus climate for faculty, staff, and students.
35.4.b. Increase the visibility of existing diversity-related resources across campus to promote opportunities that already exist at Colorado State University.
35.4.c. Continue to administer a periodic campus climate assessment for faculty, staff, and students and develop and disseminate action plans based on the results.
35.4.d. Ensure the maintenance of a robust, current and comprehensive website for diversity.
35.4.e. Implement and sustain
a communications and marketing campaign focused on informing the campus and greater community about diversity-related events, resources, initiatives, and services.
Strategy 35.5
35.5 Improve the physical and technological foundations of Colorado State to ensure accessibility, safety, and equity for all members.
35.5.a. Increase documentation and communication, including periodic assessment, about mobility space, campus accessibility, and gender- neutral/unisex restrooms.
35.5.b. Improve existing mobility space and campus accessibility.
35.5.c. Evaluate current campus restrooms and implement gender neutral/unisex restrooms across campus.
35.5.d. Increase details and visibility of campus maps to identify accessible and disability-friendly spaces.
35.5.e. Fund, support, and create solutions for improved internet accessibility for students with disabilities.
Strategy 35.6
35.6 Encourage appointed levels of leadership across the Colorado State community to explore diversity initiatives and hold leaders accountable for the diversity efforts in their respective departments.
35.6.a. Fund fully and extend to full- time status the current Vice President for Diversity position to better align with the University’s goals around diversity and campus initiatives in diversity.
35.6.b. Relocate and incorporate an independent and visible space overseen
by the Vice President for Diversity that houses, archives, and records educational resources and activities related to diversity.
35.6.c. Assess annually the progress and impact made my committees created to move forward the mission of diversity at CSU, such as the Internal and External Advisory Committees and the Operations Team for Diversity.
35.6.d. Evaluate all campus leaders on the progress toward diversity- related initiatives.
Related Metrics
● Annual progress and impact made by committees created to move forward the mission of diversity and diversity- related events, such as the internal and external advisory committees and the Operations Team for Diversity.
● Progress of diversity initiatives as recorded by research tools such as PRISM.
● Dissemination of campus accessibility audits and campus climate assessment results.
Goal 36: Students
We will recruit, retain and graduate a
student body in keeping with the land- grant mission of the university to provide access and opportunity to individuals from all segments of society and will create an effective learning environment that benefits all members of the campus community. We will do so by enhancing the pipeline through outreach and recruitment activities, and by developing responsive, sensitive strategies toward curricular and co-curricular advising with particular attention to the cultural and identity-related needs of students. As part of this goal:
● The percent of new Colorado resident freshmen from each racially/ethnically diverse group will increase in a way that reflects the state’s graduating cohort,
improving, each year, diversity of the freshman class.
● The percent of new Colorado resident transfers from each racially/ethnically diverse group will increase in a way
that increasingly reflects the state’s population of 18-25 year olds, improving the incoming transfer cohort’s diversity each year.
● The percent of new graduate and professional students from each racially/ ethnically diverse group will place us at or above the national average each year.
● The percent of new Colorado resident undergraduates who are Pell-eligible will increase in a way that reflects the state’s 18-25 year old population.
● Each year, the group of admitted undergraduates offered merit-based aid will reflect the racial/ethnic diversity of the overall admitted student cohort.
● Overall admission results each year, and for all levels of degree-seeking enrollment, will reflect an inclusive selection process that offers admission in an equitable manner once accounting for measures of preparation.
Strategy 36.1
36.1 Develop and support a variety of pre-enrollment programs for leadership and college preparation.
36.1.a Strengthen partnerships
with institutions that serve diverse populations (including not only targeted high schools, but also community-based organizations, community colleges, HBCUs, Hispanic- serving institutions, and tribal colleges).
36.1.b. Build and develop comprehensive on-campus programs –both in summer and during the academic year -- that help K-12 students and parent(s) understand college life, and in a way that invites participation from a wide range of schools and communities.
36.1.c Enhance recruitment presence
in Colorado community colleges, with a special focus on early identification of diverse students who aspire toward transfer.
36.1.d Strengthen central coordination of graduate level recruitment of diverse students and seek opportunities for promoting CSU’s interest in attracting diverse graduate students.
36.1.e Collaborate with all eight colleges to ensure all outreach/ recruitment programs leverage the strengths of the complete array of academic units.
36.1.f. Partner with campus cultural and support centers to create an environment that is welcoming to underrepresented groups, and ensure that prospective undergraduates
and graduates are connected to these centers as soon as possible and appropriate.
36.1.g. Seek and invite regular feedback from partner high schools, colleges and community based organizations on ways in which CSU’s impact on outreach to these students is effective, or can be improved.
Strategy 36.2
36.2 Actively address the role that financial aid, scholarships, and financial planning play in access and inclusion of diverse students.
36.2.a. Ensure prospective students and families have early and accurate awareness of financial aid resources, both through direct contact and through broad advocacy and publicity in schools and school districts.
36.2.b. Increase resources available for both need- and merit-based financial aid to attract and retain members of underrepresented groups and increase overall access, through both development and budgetary priorities.
36.2.c. Maintain broad and inclusive
criteria for merit-based scholarships that recognize the varied ways students can show performance and the potential to be successful additions to the campus community.
36.2.d. Carry out periodic
studies on the connections between socioeconomic status and various dimensions of diversity, ensuring that such information is tied to metric- related progress and shared within the campus community or beyond.
Related Metrics
● Progress in meeting recruitment goals identified here.
Strategy 36.3
36.3 Increase the resources available for financial support of continuing undergraduate and graduate students.
36.3.a. Increase funding for scholarships and work study through CSU, private onations (foundation, capital campaign) and federal, state and private grants.
36.3.b. Refine and broaden merit- based scholarship criteria for continuing students.
Strategy 36.4
36.4 Insure early awareness of financial aid resources among CSU students.
36.4.a. Develop print and web- based materials for dissemination
at Ram Welcome and graduate/ professional student orientation that are particularly targeted toward underrepresented and first-generation students.
Strategy 36.5
36.5 Improve preparation of diverse students for success in undergraduate and graduate programs of study at CSU.
36.5.a. Develop and support pre- college and pre-graduate programs including skills preparation in science, math and writing, as well as summer leadership programs.

Strategic Planning Area 5: Diversity
36.5.b. Develop concurrent enrollment and community-college based “bridge” courses to improve freshman and transfer preparation for success upon matriculation into CSU programs.
36.5.c. Designate a person at the Associate or Assistant Dean’s level in each college a part of whose position responsibilities is to act as a “Diversity Advocate” for both undergraduate and graduate students. For that part of their function, create a coordinating relationship to the Vice President for Diversity.
Strategy 36.6
36.6 Increase the number/proportion of diverse students participating in undergraduate research, scholarly experiences, and international experiences.
36.6.a. Develop freshman/first year research experiences (based on “Many Minds” and HHMI Phage Program models) and fund through external support mechanisms like HHMI.
36.6.b. Develop programs in TILT Office for Undergraduate Research and Artistry (OURA) for interaction and support of diverse students and the organizations to which they belong.
36.6.c. Develop programs for encouraging and assisting diverse students to apply for research funding and summer undergraduate research experience programs.
36.6.d. Apply for and obtain funding (grants) from state, federal and private sources supporting diverse students in undergraduate research experiences at CSU (e.g. MORE programs at NIGMS/ NIH, HHMI).
36.6.e. Increase the number and level of support for academically related student organizations like SACNAS and AISES chapters.
36.6.f. Increase financial resources to support students from low-income
backgrounds in engagement with study abroad and/or international experiences.
Strategy 36.7
36.7 Increase academic support for students from diverse backgrounds.
36.7.a. Expand the Bridge Scholars Program and similar programs (for example, “math boot camp”) that provide intensive academic support just prior, or immediately upon, students’ first enrollment.
36.7.b. Expand enrollment by students from underrepresented backgrounds in learning communities, providing support for curricular and co-curricular engagement.
36.7.c. Ensure that participation
in TILT Learning Programs includes students from underrepresented backgrounds both as participants in and providers of academic support services at levels that are appropriate to their representation in the population.
36.7.d. Increase the number of Academic Support Coordinators throughout the departments and colleges and ensure sensitivity and attention of those positions to underrepresented students’ needs
Strategy 36.8
36.8 Increase the availability of cultural support in the campus environment.
36.8.a. Increase the retention and support capacity of the Student Diversity Programs and Services Offices.
36.8.b. Increase the number of programs designed to increase awareness and cultivate dialogue around cultural differences.
36.8.c. Involve parents and family members of students from underrepresented backgrounds
in orientation, parent and family programs, and other appropriate activities related to the educational process.
Strategy 36.9
36.9 Adopt and implement cutting edge institutional practices that respond to cultural differences and/or reduce differential learning effects.
36.9.a. Adopt practices that increase active and experiential learning.
36.9.b. Increase faculty
awareness of diverse student needs through professional development opportunities; and promote effective teaching practices, especially those that incorporate awareness of cultural differences.
36.9.c. Encourage faculty to engage in the scholarship of teaching.
36.9.d. Create venues for communicating to students and parents the benefits of participation in enriching educational experiences and instructional approaches.
36.9.e. Identify and address impediments to student success.
36.9.e.i. Conduct analysis to identify differential performance among underrepresented and non- underrepresented groups in steps and experiences in the educational process; where possible, design and implement strategies to intervene and support students at those critical points.
Related Metrics
● Increase in proportion of students reporting awareness of financial aid resources on surveys.
● Increase in funding available for financial support of continuing undergraduate and graduate/ professional students.
● Increase in percentage of students applying for financial aid.
● Status of preparation programs for graduate study and the number of diverse students participating in these programs.
● Increase in the proportion of diverse undergraduates participating in undergraduate research and scholarly experiences.
● Increase in the number of diverse students with research support.
● Increase in the number of diverse students applying for Research Experience for Undergraduates (REU) summer programs, and gaining acceptance into REU summer programs.
● Increase in the level of support for undergraduate research programs
● Increase in the number of diversity- related student organizations, and associated financial support.
● Reduction in the gap in graduation performance, measured in terms of persistence, GPA, and graduation, based on differences in Index scores (used as a proxy for academic preparation).
● Elimination of discrepancies in survey responses in the Campus Climate Survey based on ethnicity/race, income, or first generation background (particularly on questions or factors relating to levels of support in the environment, sense of belonging to the campus, satisfaction with the social and academic aspects of the institution, and degree to which one would recommend CSU to a friend).
● Completion of an analysis of “leading indicators” of student success and design and implement appropriate interventions where substantial levels of differential performance
by underrepresented groups are discovered.
● Funding and implementation of all major strategies in the Student Success Plan.
Strategy 36.10
36.10 Promote post-degree success and continued engagement with diverse alumni.
36.10.a. Build and maintain connections to diverse alumni/ae.
36.10.a.i. Ensure that programming and communications for alumni/ae are inclusive, inviting participation from graduates with diverse backgrounds, identities and socioeconomic status.
36.10.a.ii. Strive to assure that membership in the CSU Alumni Association reflects the various dimensions of diversity in the graduating class.
36.10.a.iii. Provide outreach in the area of career services and document all outreach efforts.
36.10.a.iv. Enhance efforts between the Division of Student Affairs and Division of Advancement in order to encourage the transition of current students toward engagement as alumni/ae.
36.10.a.v. Createacareer/business network of diverse alumni/ae to enable current students to connect with professionals in the field.
36.10.b. Support continued educational goals of diverse graduates.
36.10.b.i. Host graduate school fairs representative of the interests of graduating seniors.
36.10.b.ii. Offer seminars in graduate/professional school preparation that are inclusive of students from diverse backgrounds.
36.10.c. Eliminate the gap between racially diverse and non-diverse undergraduate degree recipients going on to graduate and professional studies.
36.10.d. Eliminate any measurable gaps for diverse students in job placement and satisfaction.
Related Metrics
● Diversity of membership in the CSUAA as measured by data in comparison with definable characteristics of the student database.
● National Student Clearinghouse data on gap between racially diverse and non- diverse students relative to graduation metrics.
● Alumni/ae surveys on job placement and satisfaction.
Goal 37: Employees
The diversity among the employees across the various employment categories at Colorado State University should be reflective of the diversity within the population of persons qualified for these various categories of employment.
Strategy 37.1
37.1 Make sure that position announcements are welcoming to diverse groups. In particular, state that being supportive of the University’s efforts to increase diversity among its employees is a desired qualification.
Strategy 37.2
37.2 Make sure that positions are advertised in places that reach diverse applicant pools.
Strategy 37.3
37.3 Provide mechanisms for employee support, such as orientations, mentoring, support networks, training, and workshops; communicate these opportunities to all employees; and make sure that supervisors support attempts by employees to make use of these opportunities.
Strategy 37.4
37.4 Collect and maintain informational resources from both internal and external sources and make them available to units wishing to increase diversity and/or its appreciation within the unit.
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Strategic Planning Area 5: Diversity
Strategy 37.5
37.5 As part of the annual evaluation of every unit manager, ask what efforts he or she has made to increase diversity and its appreciation within the unit.
Strategy 37.6
37.6 Create a central pool of financial resources to help with the hiring of candidates where more competitive offers are needed, and with the increased expenses associated with international hires.
Strategy 37.7
37.7 Conduct exit interviews with employees leaving voluntarily and milestone interviews with continuing employees to solicit suggestions with regard to the recruitment and retention of diverse employees.
Related Metrics
● Document the specific efforts each unit has made to address the strategies and make progress toward the goal.
● Document what informational resources from Strategy 39.4 are being utilized by units and which units are making use
of them.
● Track the results from surveys and exit interviews to document progress with regard to following the strategies and moving toward the goal.
● Collect statistical data to the extent possible with regard to the diversity among employees at CSU, including data on recruitment, hiring, and retention,
to document progress with regard to following the strategies and moving toward the goal.
● The Diversity SPARC shall document annually whether or not each strategy is being followed.


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

While the VP for Diversity takes the lead on many of these initiatives and goals, the Strategic Plan is a campus-wide collaborative effort with oversight from the highest levels of the Administration.


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

The Advancement in Healthy Campus Initiatives and Primary Prevention Plan is the CSU Health Network Strategic Plan. The plan has two strategic goals:
• Prevention initiatives result in improvements in student success, safety and community well-being.
• A broader segment of the student population gain access to life enhancing tools and resources that cultivate self-regulation and healthy decision making.


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

The CSU Health Network Strategic Plan spans FY15-17 and contains several specific objectives:

Prevention Progression
• Lead the development of a University-wide prevention and education strategy to address marijuana use.
• Implement identified evidence-based strategies to address alcohol and other drug abuse related concerns.
• Provide technical assistance for University’s tobacco policy review process.
• Foster peer education outreach initiatives in the areas of: (1) bystander intervention (2) marijuana education and (3) prescription drug abuse.
• Educate students, staff and faculty to recognize signs of distress and intervene appropriately to broaden the safety net through early identification of distressed students.
• Implement identified sexual health strategies, based on the strategic planning process.

Resiliency Enhancement
• Promote proactive stress management skills, resiliency and well-being strategies and explore new modalities for reaching students, including the use of electronic media and technology.


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

The CSU Health Network Health Education and Prevention Services (HEPS) takes the lead on the strategic plan with campus-wide collaboration with Division of Student Affairs, Public Safety Team, CSUPD, and local health agencies.


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

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

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

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

CSU has a dedicated section in its Strategic Plan which addresses Sustainability. It includes metrics which do not fall in categories listed above, as well as multi-dimensional goals and metrics which are not confined to one category.


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

Goal 31: To Be a Model Institution for Sustainability, Master Planning, Beautification, and Condition of our Campus Buildings and Grounds
Strategy 31.1 - Implement best practices in sustainability, including the use of green building materials and design, the efficient use of energy, and reuse and recycling of materials.
Strategy 31.2 - Perform cost-effective controlled maintenance to preserve the integrity and appearance of buildings and grounds, and keep building systems operating efficiently.
Strategy 31.3 - Use master planning to promote architectural campus continuity and material qualities.
Strategy 31.4 - Construct and renovate high quality facilities to meet campus demands.
Related Metrics
● Update STARS report every three years
● Implementation of green purchasing policy and increased use of green products and services.
● Annual report to Operations Committee and Cabinet on maintenance, update, and funding of prioritized items on the Controlled Maintenance list.
● Preparation and delivery of Master Plan to Board and CCHE in 2014.
● Progress on maintaining, updating, and funding items on the Physical Development Plan for smaller/medium projects; annual revision and prioritization of larger projects
via Cabinet discussions, presidential recommendations, and Board approvals.


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

The Strategic Plan is a campus-wide collaborative effort with oversight from the highest levels of the Administration.


The institution’s definition of sustainability:
---

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:

CSU's Strategic Plan includes Sustainability, Accountability, and Infrastructure as one of five strategic planning areas with multiple goals and metrics included.
The plan can be viewed at http://static.colostate.edu/client-files/provost/csu-strategic-plan-01-11-13.pdf


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

In addition to the URL for the CSU Strategic Plan above, strategic planning around sustainability at CSU is also found in the following documents.

School of Global Environmental Sustainability Guiding Document:
http://www.sustainability.colostate.edu/about/background

Climate Action Plan:
http://www.fm.colostate.edu/sustain/index.cfm?page=initiatives/cap.

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.