| Overall Rating | Gold - expired |
|---|---|
| Overall Score | 74.59 |
| Liaison | Chris Adam |
| Submission Date | Sept. 7, 2020 |
| Executive Letter | Download |
Dawson College
PA-2: Sustainability Planning
| Status | Score | Responsible Party |
|---|---|---|
|
3.75 / 4.00 |
Chris
Adam Coordinator Sustainability Office |
Does the institution have a published strategic plan or equivalent guiding document that includes sustainability at a high level? :
A brief description of how the institution’s strategic plan or equivalent guiding document addresses sustainability:
Well-being for all, sustainably, is a core College value and as part of the mission and specifically goal #7 of 9 College strategic goals is: “Be a leading Canadian post-secondary institution in promoting and practising sustainability in all its endeavours”. Dawson's bold strategic plan has launched a major initiative within the College and has influenced the college network provincially and nationally. Sustainability program background, goals, strategies and success indicators are in the attachment supplied, page 39.
A copy of the strategic plan:
The website URL where the strategic plan is publicly available:
Does the institution have a published sustainability plan (apart from what is reported above)? :
A copy of the sustainability plan:
The website URL where the sustainability plan is publicly available:
Does the institution have a published climate action plan (apart from what is reported above)? :
A copy of the climate action plan:
The website URL where the climate action plan is publicly available:
Does the institution have other published plans that address sustainability or include measurable sustainability objectives (e.g. campus master plan, physical campus plan, diversity plan, human resources plan)? :
A list of other published plans that address sustainability, including public website URLs (if available):
Waste Management: https://www.dawsoncollege.qc.ca/sustainable/wp-content/uploads/sites/175/Waste-Management_Guidelines_2017_2020.pdf
Landscape Guidelines: https://www.dawsoncollege.qc.ca/sustainable/wp-content/uploads/sites/175/Landscape_Management_Guidelines_July_2020.pdf
Climate Action: https://www.dawsoncollege.qc.ca/sustainable/wp-content/uploads/sites/175/Climate-Action_Guidelines_August_20202.pdf
Responsible Investment Strategy: Voted unanimously by the Dawson Foundation Board, a minimum of 60% of all funds will be invested in socially responsible investments. An investment management partner (CLL Inc.) will supervise the process.
Human Resources: Policy to Stem Violence, Discrimination, Harassment and the Abuse of Power:
https://www.dawsoncollege.qc.ca/wp-content/external-includes/spdocs/documents/bog-hr-01-stem-violence-discrimination-harassment-and-abuse-of-power.pdf
Health Services: Nurses, doctors, counsellors: https://www.dawsoncollege.qc.ca/health-services/
Meditation & realization: https://www.dawsoncollege.qc.ca/sustainable/blog/meditation-realization/
Collaboration Room: https://www.dawsoncollege.qc.ca/sustainable/blog/collaboration-room/
Taken together, do the plan(s) reported above include measurable sustainability objectives that address Curriculum?:
A list or sample of the measurable sustainability objectives that address Curriculum and the published plans in which each objective is included:
Every guide/plan has links to the sustainability Plan which has separate sections for each category yearly Annual Reports are submitted to the Board of Governors regarding these sustainability objectives. The Objectives are public information and specific sector-specific content is reviewed with staff in each sector.
Dawson Academic Strategies: p.13 https://www.dawsoncollege.qc.ca/sustainable/wp-content/uploads/sites/175/DawsonCollege-SustainabilityPlan_2016-2021.pdf
Strategies:
• Increase the amount of sustainability-focused or related courses offered to students
• Develop a Sustainability Certificate program
• Pursue funding for development of sustainability-focused or related courses and projects
• Deliver a minimum of two sustainability-focused or related immersive experiences for students • Increase sustainability literacy among students and staff
• Increase the use of College grounds and building as a living lab
• Create an open-access web-based platform for Dawson research
Success Indicators:
• The disciplines of French,English, Humanities and Physical Education all offer at least one sustainability-focused or related course
• 90% of all programs offer at least one sustainability-focused or related course
• 20% of all courses at Dawson are sustainability-focused or related
• Funding for development of sustainability-focused or related courses and/or projects has been secured
• 10% of all research is sustainability-focused or related
• A minimum of two sustainability-focused or related immersive experiences for students are delivered
• An increase in student and staff sustainability literacy
• An increase in the use of the College campus for teaching and learning
• A DawsonCollege, open-access platform for information about sustainability-related research,has been established
Taken together, do the plan(s) reported above include measurable sustainability objectives that address Research?:
A list or sample of the measurable sustainability objectives that address Research and the published plans in which each objective is included:
• Increase the amount of sustainability-focused or related research at the college
Mexico/Dawson Partnership - Sustainable campuses: This on-going program link Dawson Students with universities in Morelos, Mexico. Dawson's Sustainable Campuses program supports student research in sustainability, often benefiting Dawson's ability to understand major environmental and social impacts of operations (e.g. climate action, indigenous perspectives, water capture & management) https://www.dawsoncollege.qc.ca/sustainable-campuses/
Student research in water management, solar panels and economic impact of technologies on schools: https://www.dawsoncollege.qc.ca/sustainable-campuses/our-research/student-research/
Thesis - Dawson's Carbon Footprint: https://issuu.com/sustainablecampuses/docs/sergio_garc__a_bahena
Thesis - Comparison of Dawson's Carbon FootPrint to UPEMOR: https://issuu.com/sustainablecampuses/docs/tesis_final_mitzy_1
Thesis - Rainwater Management - Dawson: pending...
Taken together, do the plan(s) reported above include measurable sustainability objectives that address Campus Engagement?:
A list or sample of the measurable sustainability objectives that address Campus Engagement and the published plans in which each objective is included:
p. 15, https://www.dawsoncollege.qc.ca/sustainable/wp-content/uploads/sites/175/DawsonCollege-SustainabilityPlan_2016-2021.pdf
Strategies:
• Develop and deliver student orientation activities related to sustainability
• Develop a minimum of five co-curricular sustainability activities for students yearly
• Implement a minimum of two outreach campaigns
• Implement an annual, subsidized sustainability workshop or course for staff
• Develop a student peer-to-peer and a staff peer-to-peer sustainability education program
• Produce a recurring sustainability newsletter
• Develop a comprehensive website explaining Dawson’s sustainability efforts
• Sign sustainability-related cooperation agreements with at least two Canadian and one international non-governmental organizations
• Promote inter-campus collaboration by sharing best practices in sustainability, with at least five post-secondary institutions
• Offer a certificate in Sustainable Happiness to Dawson staff and external community through Dawson’s Centre for Training and Development
• Involve students and staff, where feasible, in operations that improve the campus’s sustainability efforts (p.17)
Success Indicators:
• Orientation activities for new students and new staff include a sustainability component
• Increase in the number of sustainability-related outreach initiatives and campaigns for students • Awareness of sustainability initiatives has increased among staff and students
• An increase in social media interaction to promote awareness of sustainability initiatives
• An increase in the number of visits to the Dawson sustainability website
• An increase in student and staff participation in sustainability-related events
• Increase in the number of staff who have obtained a Sustainable Happiness Certificate
p. https://www.dawsoncollege.qc.ca/sustainable/wp-content/uploads/sites/175/DawsonCollege-SustainabilityPlan_2016-2021.pdf
The Waste Management Guide uses both student research and waste audits done by volunteer groups that involve in the Dawson volunteer program and mentions student engagement on pages 3, 6, 8 and 10.
Special extra-curricular projects are also encouraged and volunteers are recruited from a a designated home page on the Sustainability web site to work on landscape projects, waste management or climate action projects. Facilities Management has made great efforts to engage students and staff, as listed in the Sustainability Plan strategies for operations which states: Involve students and staff, where feasible, in operations that improve the campus’s sustainability efforts.
Taken together, do the plan(s) reported above include measurable sustainability objectives that address Public Engagement?:
A list or sample of the measurable sustainability objectives that address Public Engagement and the published plans in which each objective is included:
p. 15, https://www.dawsoncollege.qc.ca/sustainable/wp-content/uploads/sites/175/DawsonCollege-SustainabilityPlan_2016-2021.pdf
Strategies:
• Sign sustainability-related cooperation agreements with at least two Canadian and one international non-governmental organizations
• Promote inter-campus collaboration by sharing best practices in sustainability, with at least five post-secondary institutions
Success Indicators:
• Offer a certificate in Sustainable Happiness to Dawson staff and external community through Dawson’s Centre for Training and Development
p. 14 https://www.dawsoncollege.qc.ca/sustainable/wp-content/uploads/sites/175/DawsonCollege-SustainabilityPlan_2016-2021.pdf
Page 14 of the Sustainability Plan mentions engagement of our external community. The on-site daycare is a Living Daycare based on the activities and attributes shared with the sustainability office, we give sustainability tours to senior groups and other college staff, work with a Living Church that integrates Nature topics within its regular work, and support sustainability projects in Mexico and with other partners. Page 15 of the Sustainability Plan clearly states a goal of 1) Sign sustainability-related cooperation agreements with at least two Canadian and one international non-governmental organization and 2) promote inter-campus collaboration by sharing best practices in sustainability, with at least five post-secondary institutions (page 15).
Dawson has held the first two annual Living School Symposiums, attracting representatives from NGOs, universities, primary schools and student services personnel and volunteers that work in various capacities to further this concept.
Taken together, do the plan(s) reported above include measurable sustainability objectives that address Air & Climate?:
A list or sample of the measurable sustainability objectives that address Air & Climate and the published plans in which each objective is included:
Strategies:
• Create more parking areas for bicycles
• Offer priority parking for staff with electric cars
• Install energy efficient lighting
• Install energy efficient HVAC systems
• Install recycling and composting centres
Success Indicators
• 60% reduction in greenhouse gas emissions
• Reduction in pollutants originating from outdoor equipment
• Landscaping and pest management plan developed for College grounds and biodiversity zones
• 50% of all electronics purchases are energy efficient, end-of-life management (EPEAT) certified
• 70% of non-hazardous construction and demolition waste is diverted from landfills
• Composting and recycling stations are installed
• 40% reduction in waste delivered to landfills
• Increase in student and staff involvement in operations that improve the campus’s sustainability efforts
Student university partners in the sustainable campuses partnership of published thesis' about Dawson's GHG emissions, stormwater management and carbon footprint. This information is used with the information obtained by the sustainability office, college student projects and existing literature to direct Dawson's climate action. The Sustainability Plan (page 17) goal states: 60% reduction in greenhouse gas emissions by 2021. The Climate Action Guide reviews the Colleges current status with regards to GHG reduction measures, the Waste Management Guide refers to reduction goals related to GHGs and the Landscape Guide also refers to landscape-related climate action.
In minuted minutes of the Dawson Board of Governors meeting in the Fall of 2018, Dawson College was declared "carbon neutral forever".
Taken together, do the plan(s) reported above include measurable sustainability objectives that address Buildings?:
A list or sample of the measurable sustainability objectives that address Buildings and the published plans in which each objective is included:
The Sustainability Plan (page 16) states: The Dawson Facilities team is at the forefront of resource conservation and the battle against climate change. Building construction, energy consumption, waste management, procurement of goods, the use of sustainable dining services and modes of transportation influence the environment which affects human and ecological health. Dawson is committed to reducing greenhouse gas emissions, diverting waste from landfills, conserving water and managing landscape in a way that benefits biodiversity and contributes to well-being for all, sustainably.
Taken together, do the plan(s) reported above include measurable sustainability objectives that address Energy?:
A list or sample of the measurable sustainability objectives that address Energy and the published plans in which each objective is included:
p. 17, https://www.dawsoncollege.qc.ca/sustainable/wp-content/uploads/sites/175/DawsonCollege-SustainabilityPlan_2016-2021.pdf
Strategies:
• Install energy efficient lighting
• Install energy efficient HVAC systems
Success Indicators:
Install energy efficient lighting
• Install energy efficient HVAC systems
• Install recycling and composting centres
• 50% of all electronics purchases are energy efficient, end-of-life management (EPEAT) certified
New chillers, over 7000 LED light fixtures and an approximate 88% EPEAT purchase rate of electronic equipment has helped reduce energy consumption.
Taken together, do the plan(s) reported above include measurable sustainability objectives that address Food & Dining?:
A list or sample of the measurable sustainability objectives that address Food & Dining and the published plans in which each objective is included:
No specific goal in the sustainability plan target food & dining specifically and this is a gap in the present plan.
Taken together, do the plan(s) reported above include measurable sustainability objectives that address Grounds?:
A list or sample of the measurable sustainability objectives that address Grounds and the published plans in which each objective is included:
Strategy:
• Develop a landscaping and pest management plan for College grounds and biodiversity zones
Success Indicator:
• Landscaping and pest management plan developed for College grounds and biodiversity zones
The grounds have micro-habitats and trails within them for class and teacher use. The Sustainability Office tracks the number of classes using the grounds each year to warrant human resource allocation. 25% of a full-time position and a team of volunteers maintain the gardens and biodiversity areas for three seasons. Sixty-five classes used these areas in 2018, including the following programs: Biology, Fine Arts, French, English, Civil Engineering technology, Electronics Engineering Technology, Community Recreation & Leadership Training, Geography, Social Science-Environmental Studies, Physical Education, Mechanical Engineering Technology, Methodology, Humanities, Nursing, Journey's (First peoples), and Photography. The Sustainability Plan (page 17) states 1) to develop a landscaping and pest management plan for College grounds and biodiversity zones and 2) to involve students and staff, where feasible, in operations that improve the campus’s sustainability efforts.
Taken together, do the plan(s) reported above include measurable sustainability objectives that address Purchasing?:
A list or sample of the measurable sustainability objectives that address Purchasing and the published plans in which each objective is included:
p. 17, https://www.dawsoncollege.qc.ca/sustainable/wp-content/uploads/sites/175/DawsonCollege-SustainabilityPlan_2016-2021.pdf
Strategy:
• Review procurement procedures
Success Indicator:
• A procurement screening process that identifies environmentally and socially preferable products and services is established
A Sustainable Purchasing Guide was created for staff in various sectors involved in selecting products and for the purchasing department.
Taken together, do the plan(s) reported above include measurable sustainability objectives that address Transportation?:
A list or sample of the measurable sustainability objectives that address Transportation and the published plans in which each objective is included:
p. 17, https://www.dawsoncollege.qc.ca/sustainable/wp-content/uploads/sites/175/DawsonCollege-SustainabilityPlan_2016-2021.pdf
Strategies:
• Create more parking areas for bicycles
• Offer priority parking for staff with electric cars
Climate Action Guide (page 10) reviews our college transportation data and how it relates to GHGs. The GHG emissions were then verified by a 3rd party (Ecometrica Inc.) and offset by a leading not-for-profit in the offset industry in Canada (Taking Root Inc.).
Taken together, do the plan(s) reported above include measurable sustainability objectives that address Waste?:
A list or sample of the measurable sustainability objectives that address Waste and the published plans in which each objective is included:
p. 17, https://www.dawsoncollege.qc.ca/sustainable/wp-content/uploads/sites/175/DawsonCollege-SustainabilityPlan_2016-2021.pdf
Strategies:
• Install recycling and composting centres
Success Indicators:
• 70% of non-hazardous construction and demolition waste is diverted from landfills
• Composting and recycling stations are installed
• 40% reduction in waste delivered to landfills
• Increase in student and staff involvement in operations that improve the campus’s sustainability efforts
The Waste Management Guide (page 10) reviews the composting program at Dawson and the waste reduction campaign, a 40% diversion rate goal in two years, and the installation of 99 sorting stations , including compost stations. It also includes benchmark and reduction figures over years. the Sustainability Plan (page 17) goals state 1) that composting and recycling stations are installed and 2) 40% reduction in waste delivered to landfills by 2021.
Taken together, do the plan(s) reported above include measurable sustainability objectives that address Water?:
A list or sample of the measurable sustainability objectives that address Water and the published plans in which each objective is included:
p.17, https://www.dawsoncollege.qc.ca/sustainable/wp-content/uploads/sites/175/DawsonCollege-SustainabilityPlan_2016-2021.pdf
Strategy:
• Install low-flow toilets and faucets throughout the College
• Prevent and identify water pipe leakage
Success Indicator:
• Decreased water consumption per user and/or per square metre
The Sustainability Plan (page 16) States that the college objective will be to decreased water consumption per user and/or per square metre. Listed plan measures include 1) Installing low-flow toilets and faucets throughout the college and 2) preventing and identifying water pipe leakage.
Taken together, do the plan(s) reported above include measurable sustainability objectives that address Diversity & Affordability?:
A list or sample of the measurable sustainability objectives that address Diversity & Affordability and the published plans in which each objective is included:
p. 19, https://www.dawsoncollege.qc.ca/sustainable/wp-content/uploads/sites/175/DawsonCollege-SustainabilityPlan_2016-2021.pdf
Strategies:
• Identify, evaluate and enhance initiatives that contribute to staff and student wellness
• Benchmark and increase employee satisfaction and engagement to improve well-being
• Review equity issues for external contractors
Success Indicators:
• The Sustainability Office, partners and collaborators coordinate college-wide efforts that advance well-being for all, sustainably
• Student and staff wellness initiatives are implemented
• External contractors hired by the College pay a living wage to their employees
• An increase in the number of initiatives that contribute to staff and student wellness
Dawson has a long-established Accessibility Center and Financial Aid Center that is not mandated by the government, but Dawson chooses to support. These centers have become a cornerstone of Dawsons committment to accessibility and diversity.
Taken together, do the plan(s) reported above include measurable sustainability objectives that address Investment & Finance?:
A list or sample of the measurable sustainability objectives that address Investment & Finance and the published plans in which each objective is included:
p. 19, https://www.dawsoncollege.qc.ca/sustainable/wp-content/uploads/sites/175/DawsonCollege-SustainabilityPlan_2016-2021.pdf
Strategies:
• The Dawson Foundation committee establishes a screening process for sustainable investment
Success Indicator:
• 60% of the funds invested by the Dawson College Foundation are placed in sustainable investments
Although the investments of the Foundation currently do not meet the minimum investments noted in the AASHE guidelines, we chose to implement the criteria and have an existing responsible investment committee and Foundation board approved decisions to invest a minimum of 60% of the funds in sustainability-related investments.
Taken together, do the plan(s) reported above include measurable sustainability objectives that address Wellbeing & Work?:
A list or sample of the measurable sustainability objectives that address Wellbeing & Work and the published plans in which each objective is included:
p. 19, https://www.dawsoncollege.qc.ca/sustainable/wp-content/uploads/sites/175/DawsonCollege-SustainabilityPlan_2016-2021.pdf
Strategies:
• Engage students and staff and community members in governance
• Identify, evaluate and enhance initiatives that contribute to staff and student wellness
• Benchmark and increase employee satisfaction and engagement to improve well-being
• Review equity issues for external contractors
Success Indicators:
• The Sustainability Office, partners and collaborators coordinate college-wide efforts that advance well-being for all, sustainably
• Programs that recognize student and staff sustainability accomplishments are established
• Student and staff wellness initiatives are implemented
• External contractors hired by the College pay a living wage to their employees
• An increase in the number of initiatives that contribute to staff and student wellness
• Engage students and staff and community members in governance
• Identify, evaluate and enhance initiatives that contribute to staff and student wellness
• Benchmark and increase employee satisfaction and engagement to improve well-being
• Review equity issues for external contractors
Staff satisfaction surveys were implemented and reviewed by directors and a comprehensive policy to stem violence and discrimination established.
Taken together, do the plan(s) reported above include measurable sustainability objectives that address other areas (e.g. arts and culture or technology)?:
A list or sample of the measurable sustainability objectives that address other areas and the published plans in which each objective is included:
Does the institution have a formal statement in support of sustainability endorsed by its governing body (e.g. a mission statement that specifically includes sustainability and is endorsed by the Board of Trustees)? :
The formal statement in support of sustainability:
It was moved by Alex McComber, seconded by Jean Nagy, WHEREAS THE
OCTOBER 2018 UN INTERGOVERNMENTAL PANEL ON CLIMATE
CHANGE REPORT, WHICH STATES THE PLANET ONLY HAS UNTIL
2030 TO STEM CATASTROPHIC CLIMATE CHANGE, AND THE
RESPONSIBILITY OF INSTITUTES OF HIGHER EDUCATION TO MODEL
POSITIVE CHANGE IN SOCIETY, THAT DAWSON COLLEGE DECLARES
ITSELF CARBON NEUTRAL FOREVER, AND CONTINUES TO REDUCE
ITS CARBON FOOTPRINT IN WHATEVER MEANS POSSIBLE AND
MANAGEABLE.
The motion was adopted unanimously with one abstention.
Je certifie que cet extrait est conforme au procès-verbal de la réunion du 24 octobre 2018
du 495e Conseil d’administration du Collège Dawson et à laquelle il y avait quorum.
The institution’s definition of sustainability (e.g. as included in a published statement or plan):
Is the institution an endorser or signatory of the following?:
| Yes or No | |
| The Earth Charter | Yes |
| The Higher Education Sustainability Initiative (HESI) | Yes |
| ISCN-GULF Sustainable Campus Charter | No |
| Second Nature’s Carbon Commitment (formerly known as the ACUPCC), Resilience Commitment, and/or integrated Climate Commitment | No |
| The Talloires Declaration (TD) | Yes |
| UN Global Compact | No |
| Other multi-dimensional sustainability commitments (please specify below) | Yes |
A brief description of the institution’s formal sustainability commitments, including the specific initiatives selected above:
Dawson is a signatory to the Talloires Declaration, a member of the Quebec CEGEP Vert network and certifications (excellence level), has entered appropriate data for on the HESI participatory forms and is a member of the Pan-Canadian UN SDG Working group integrating SDGs at the college level and a member of the Sustainable Development Solutions Network Canada also working on UN SDG integration. Alignment with Earth Charter criteria are reference in all Living Campus published case for support documents - link below.
The website URL where information about the programs or initiatives is available:
Additional documentation to support the submission:
Data source(s) and notes about the submission:
Policy to stem violence, discrimination, harassment and abuse of power: https://www.dawsoncollege.qc.ca/wp-content/external-includes/spdocs/documents/bog-hr-01-stem-violence-discrimination-harassment-and-abuse-of-power.pdf
Dawson has over 70 languages spoken in the hallways and prides itself as a diversity, multi-ethnic college in both the student and staff population. College education is free to all students that reside in Quebec and Dawson's Accessibility Center helps over 1000 documented special needs students per year while the financial aid service at the college has a full-time employee managing over $4M in interest-free loans and bursaries given to students in need (reference 2019).
Policy to stem violence, discrimination, harassment and abuse of power: https://www.dawsoncollege.qc.ca/wp-content/external-includes/spdocs/documents/bog-hr-01-stem-violence-discrimination-harassment-and-abuse-of-power.pdf
Dawson has over 70 languages spoken in the hallways and prides itself as a diversity, multi-ethnic college in both the student and staff population. College education is free to all students that reside in Quebec and Dawson's Accessibility Center helps over 1000 documented special needs students per year while the financial aid service at the college has a full-time employee managing over $4M in interest-free loans and bursaries given to students in need (reference 2019).
The information presented here is self-reported. While AASHE staff review portions of all STARS reports and institutions are welcome to seek additional forms of review, the data in STARS reports are not verified by AASHE. If you believe any of this information is erroneous or inconsistent with credit criteria, please review the process for inquiring about the information reported by an institution or simply email your inquiry to stars@aashe.org.