| Overall Rating | Silver |
|---|---|
| Overall Score | 59.21 |
| Liaison | Elaine Durr |
| Submission Date | Feb. 11, 2022 |
Elon University
PA-2: Sustainability Planning
| Status | Score | Responsible Party |
|---|---|---|
|
3.00 / 4.00 |
Elaine
Durr Senior Director of Sustainability Office of Sustainability |
"---"
indicates that no data was submitted for this field
Part 1. Measurable sustainability objectives
Academics
Yes
A list or sample of the measurable sustainability objectives related to academics and the plan(s) in which they are published:
The current Sustainability Master Plan (2015) includes the following objectives:
-Strengthen and clarify sustainability objectives in the Core Curriculum
-Promote and incentivize interdisciplinary collaboration regarding sustainability to help acknowledge/address and reduce cognitive dissonance between departments
-Utilize the campus as a living laboratory for sustainability
-Increase the visibility of existing academic sustainability-related efforts and strengthen them
-Further develop academic as well as education and outreach programs involving the Environmental Center at Loy Farm
-Strengthen and clarify sustainability objectives in the Core Curriculum
-Promote and incentivize interdisciplinary collaboration regarding sustainability to help acknowledge/address and reduce cognitive dissonance between departments
-Utilize the campus as a living laboratory for sustainability
-Increase the visibility of existing academic sustainability-related efforts and strengthen them
-Further develop academic as well as education and outreach programs involving the Environmental Center at Loy Farm
Engagement
Yes
A list or sample of the measurable sustainability objectives related to engagement and the plan(s) in which they are published:
The current Sustainability Master Plan (2015) includes the following objectives:
-Utilize partnerships and Database Intern to increase awareness of funded sustainability programs
-Increase the number of funded sustainability projects and develop a marketing plan and clear implementation process for all funded sustainability programs
-Promote a culture of sustainability as part of the residential experience
-Educate student organizations about sustainable practices and behaviors they can implement as a student organization
-Communicate to departments, using the STARS (Sustainability Tracking, Assessment and Rating System) framework, how they can contribute to Elon’s sustainability efforts
-Use campus buildings and events to educate the campus community about sustainable practices
-Connect service learning with identified community issues, which often relate to one or more aspect of sustainability (social, economic, environmental)
-Increase understanding of service learning and its impact and deepen connections with service learning community partners
-Enhance the use of stories and relatable language in sustainability communications
-Utilize collaborative partnerships to expand the reach of sustainability communications both on and off campus
-Utilize partnerships and Database Intern to increase awareness of funded sustainability programs
-Increase the number of funded sustainability projects and develop a marketing plan and clear implementation process for all funded sustainability programs
-Promote a culture of sustainability as part of the residential experience
-Educate student organizations about sustainable practices and behaviors they can implement as a student organization
-Communicate to departments, using the STARS (Sustainability Tracking, Assessment and Rating System) framework, how they can contribute to Elon’s sustainability efforts
-Use campus buildings and events to educate the campus community about sustainable practices
-Connect service learning with identified community issues, which often relate to one or more aspect of sustainability (social, economic, environmental)
-Increase understanding of service learning and its impact and deepen connections with service learning community partners
-Enhance the use of stories and relatable language in sustainability communications
-Utilize collaborative partnerships to expand the reach of sustainability communications both on and off campus
Operations
Yes
A list or sample of the measurable sustainability objectives related to operations and the plan(s) in which they are published:
The current Sustainability Master Plan (2015) includes several objectives related to operations, below is a sample of those:
-Establish a carbon neutral university by 2037 as identified in the initial Sustainability Master Plan (2006-2007)
-Reduce total energy consumption per gross square foot compared to a 2005 baseline
-Increase the percentage of campus energy consumption that comes from non-fossil fuel sources, such as solar and geothermal
-Partner with Dining Services to develop a comprehensive and robust program for local and sustainable purchasing, food options and waste reduction
-Further develop and communicate sustainable purchasing practices for goods and services
-Incorporate electronic processes to reduce costs where feasible
-Expand and improve the campus’ physical infrastructure that supports alternative transportation and student, faculty and staff safety
-Enhance the university’s transportation system in collaboration with the transportation system that is developed in the surrounding community/county
-Assess the university’s Sustainability Design Standards and Green Building Policy at least every five years to ensure the university’s new construction and renovation projects are high-performance, sustainable facilities
-Expand the botanical gardens and collections and associated educational materials
-Expand the tree management program
-Reduce waste and increase the yearly waste diversion rate (i.e., reduce the percentage of waste sent to the landfill)
-Reduce total potable water consumption per gross square foot compared to a 2005 baseline
-Establish a carbon neutral university by 2037 as identified in the initial Sustainability Master Plan (2006-2007)
-Reduce total energy consumption per gross square foot compared to a 2005 baseline
-Increase the percentage of campus energy consumption that comes from non-fossil fuel sources, such as solar and geothermal
-Partner with Dining Services to develop a comprehensive and robust program for local and sustainable purchasing, food options and waste reduction
-Further develop and communicate sustainable purchasing practices for goods and services
-Incorporate electronic processes to reduce costs where feasible
-Expand and improve the campus’ physical infrastructure that supports alternative transportation and student, faculty and staff safety
-Enhance the university’s transportation system in collaboration with the transportation system that is developed in the surrounding community/county
-Assess the university’s Sustainability Design Standards and Green Building Policy at least every five years to ensure the university’s new construction and renovation projects are high-performance, sustainable facilities
-Expand the botanical gardens and collections and associated educational materials
-Expand the tree management program
-Reduce waste and increase the yearly waste diversion rate (i.e., reduce the percentage of waste sent to the landfill)
-Reduce total potable water consumption per gross square foot compared to a 2005 baseline
Administration
Yes
A list or sample of the measurable sustainability objectives related to administration and the plan(s) in which they are published:
The current strategic plan, Boldly Elon, has four themes. The Thrive theme focuses on an inclusive and health community for success and includes the following:
"We will enable students, faculty and staff to experience a greater sense of belonging and support by:
-Advancing a more diverse, equitable and inclusive community
-Cultivating a culture of health and well-being on a vibrant residential campus
-Championing Elon’s exceptional faculty and staff"
Below is a sample of specific relevant objectives within this theme:
A diverse, equitable and inclusive community:
-Strengthen support networks and increase staffing dedicated to the success of historically marginalized groups.
-Establish and achieve specific benchmarks regarding increased representation and retention of students, faculty and staff from underrepresented groups.
-Double international student enrollment.
-Create structures and learning opportunities that engage all students, faculty and staff in advancing their intercultural and multifaith learning and competencies.
-Advance inclusive classrooms and pedagogies through research and faculty development.
A culture of health and well-being on a vibrant residential campus:
-Implement well-being initiatives and be a national leader in programs and research that cultivate student, faculty and staff well-being and resilience.
-Renovate Koury Center to support comprehensive community wellness, recreation and health in the heart of campus.
Champion Elon's exceptional faculty and staff:
-Accelerate efforts to foster a dynamic and healthy work environment characterized by respect, inclusion, well-being, and supported with current technologies and opportunities for flexibility.
-Further increase quantity, quality and diversity of full-time teaching faculty and continue investment in relationships that advance student success.
More information: https://www.elon.edu/u/administration/president/boldly-elon/thrive/
DEI Action Items and progress: https://www.elon.edu/u/inclusive-excellence/dei-action-items/
In addition, several units within the university have their own diversity (or DEI) plans with objectives specific to their unit.
"We will enable students, faculty and staff to experience a greater sense of belonging and support by:
-Advancing a more diverse, equitable and inclusive community
-Cultivating a culture of health and well-being on a vibrant residential campus
-Championing Elon’s exceptional faculty and staff"
Below is a sample of specific relevant objectives within this theme:
A diverse, equitable and inclusive community:
-Strengthen support networks and increase staffing dedicated to the success of historically marginalized groups.
-Establish and achieve specific benchmarks regarding increased representation and retention of students, faculty and staff from underrepresented groups.
-Double international student enrollment.
-Create structures and learning opportunities that engage all students, faculty and staff in advancing their intercultural and multifaith learning and competencies.
-Advance inclusive classrooms and pedagogies through research and faculty development.
A culture of health and well-being on a vibrant residential campus:
-Implement well-being initiatives and be a national leader in programs and research that cultivate student, faculty and staff well-being and resilience.
-Renovate Koury Center to support comprehensive community wellness, recreation and health in the heart of campus.
Champion Elon's exceptional faculty and staff:
-Accelerate efforts to foster a dynamic and healthy work environment characterized by respect, inclusion, well-being, and supported with current technologies and opportunities for flexibility.
-Further increase quantity, quality and diversity of full-time teaching faculty and continue investment in relationships that advance student success.
More information: https://www.elon.edu/u/administration/president/boldly-elon/thrive/
DEI Action Items and progress: https://www.elon.edu/u/inclusive-excellence/dei-action-items/
In addition, several units within the university have their own diversity (or DEI) plans with objectives specific to their unit.
Part 2. Sustainability in institution’s highest guiding document
Yes
The institution’s highest guiding document (upload):
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Website URL where the institution’s highest guiding document is publicly available:
Which of the following best describes the inclusion of sustainability in the highest guiding document?:
Minor theme
Optional Fields
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Website URL where the institution's sustainability plan is publicly available:
Does the institution have a formal statement in support of sustainability endorsed by its governing body?:
No
The formal statement in support of sustainability:
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The institution’s definition of sustainability:
From the current Sustainability Master Plan (2015):
The guiding definition of sustainability for this plan is:
Sustainability explores the dynamic interconnections among environmental, social and economic systems in order to meet the needs of the present without compromising the ability of future generations to meet their own needs.
This definition is based on the one published in Our Common Future, also known as the Brundtland Report, from the United Nations World Commission on Environment and Development (1987) and incorporates the three key elements of sustainability.
The guiding definition of sustainability for this plan is:
Sustainability explores the dynamic interconnections among environmental, social and economic systems in order to meet the needs of the present without compromising the ability of future generations to meet their own needs.
This definition is based on the one published in Our Common Future, also known as the Brundtland Report, from the United Nations World Commission on Environment and Development (1987) and incorporates the three key elements of sustainability.
Is the institution an endorser or signatory of the following?:
| Yes or No | |
| The Earth Charter | No |
| The Higher Education Sustainability Initiative (HESI) | No |
| ISCN-GULF Sustainable Campus Charter | No |
| Pan-Canadian Protocol for Sustainability | No |
| SDG Accord | No |
| Second Nature’s Carbon Commitment (formerly known as the ACUPCC), Resilience Commitment, and/or integrated Climate Commitment | No |
| The Talloires Declaration (TD) | No |
| UN Global Compact | No |
| Other multi-dimensional sustainability commitments (please specify below) | No |
A brief description of the institution’s formal sustainability commitments, including the specific initiatives selected above:
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Website URL where information about the institution’s sustainability planning efforts is available:
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Additional documentation to support the submission:
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Data source(s) and notes about the submission:
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The information presented here is self-reported. While AASHE staff review portions of all STARS reports and institutions are welcome to seek additional forms of review, the data in STARS reports are not verified by AASHE. If you believe any of this information is erroneous or inconsistent with credit criteria, please review the process for inquiring about the information reported by an institution or simply email your inquiry to stars@aashe.org.