| Overall Rating | Silver - expired |
|---|---|
| Overall Score | 63.54 |
| Liaison | Carly Thibodeau |
| Submission Date | Aug. 8, 2019 |
| Executive Letter | Download |
Endicott College
PA-2: Sustainability Planning
| Status | Score | Responsible Party |
|---|---|---|
|
1.00 / 4.00 |
Anthony
Michetti Director of Sustainability Office of Sustainability |
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:
Excerpt from Endicott's Strategic Plan:
GOAL 2:
Provide 21st Century Infrastructure and Practices
To support quality and value, Endicott is committed to
building a strong physical, technological, and operational
infrastructure. By increasing our institutional capacity and
operational effectiveness, we can achieve a competitive
advantage and meet the expectations of our twenty-first
century stakeholders.
OBJECTIVE 4:
Integrate sustainability through the College’s culture
and operations.
TACTIC 1
Implement a plan for sustainability.
TACTIC 2
Develop indicators for social, economic, and
environmental sustainability.
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):
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:
Measurable sustainability objectives related directly to portion of Strategic Plan below will include direct addition of new sustainability themed courses, further integration into general curriculum, and understanding ability to build environmental science program and include sustainability minor.
Excerpt from Endicott's Strategic Plan:
Goal 7
Identify New Academic Initiatives and Degree Programs
to Advance the College’s Image, Financial Strength,
Student Base, and Donor Appeal.
As an independent institution of higher education,
Endicott College has an opportunity to be creative,
innovative, and entrepreneurial. Our flexible governance
structure and our espoused “freedom and encouragement to
create” will allow us to develop strong beacon programs
worthy of note and emulation.
OBJECTIVE 1
Define five primary new degree programs or
areas of study.
TACTIC 1
Establish a Beacon Task Force to identify criteria for
comparison.
TACTIC 2
Develop a process for review and discussion.
TACTIC 3
Engage the community in the discussion of the next
phase of program development.
OBJECTIVE 2
Select the most promising programs for
implementation.
TACTIC 1
Develop financial plans.
TACTIC 2
Seek regulatory approvals.
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:
Measurable sustainability objectives related directly to portion of Strategic Plan below will include direct addition of new faculty with sustainability focused research, utilizing the campus as a living lab and integrating student research as it relates to climate change and other sustainability topics relative to our campus and the local community, and continuing to update facilities to incorporate necessary resources for students, staff, and faculty to create sustainable solutions.
Excerpt from Endicott's Strategic Plan:
Goal 1 – Deliver Quality, Reputation, and Value
Endicott’s success derives from its integration of the
professional and liberal arts, with experiential learning
opportunities across all fields. The College seeks to educate the
whole student through dynamic academic and co-curricular
programming, and it is the effectiveness and agility with which
we implement our programs and services that set us apart.
Our highest priority for the future is to strengthen and
broaden our current programs and reputation, nationally and
internationally, in order to ensure the value and benefits of the
educational experiences we provide.
OBJECTIVE 2
Foster a culture of excellence among faculty, staff,
and students.
TACTIC 1
Develop students’ abilities to apply learning to complex
problems, both in and out of the classroom.
TACTIC 2
Support undergraduate research initiatives.
TACTIC 3
Support innovative teaching.
TACTIC 4
Support innovative co-curricular activities.
TACTIC 5
Develop students as ethical leaders and responsible
citizens.
TACTIC 6
Develop a culture that promotes the College’s founding
principles of respect, responsibility, trust, integrity, and
accountability.
TACTIC 7
Promote an intellectual climate that contributes to the
growth of the institution.
Goal 2 – Provide 21st Century Infrastructure and Practices
To support quality and value, Endicott is committed to
building a strong physical, technological, and operational
infrastructure. By increasing our institutional capacity and
operational effectiveness, we can achieve a competitive
advantage and meet the expectations of our twenty-first
century stakeholders.
OBJECTIVE 1
Integrate emerging technologies into undergraduate
and graduate curricula and programs.
TACTIC 1
Increase the use of technology across the curriculum.
TACTIC 2
Use best practices in web, social media, and interactive
marketing.
TACTIC 3
Provide training opportunities to support the use
of technology.
TACTIC 4
Develop and implement online, web-based resources for
students and faculty.
TACTIC 5
Provide technological capacity and infrastructure on
campus and online.
OBJECTIVE 3
Build the physical plant infrastructure to support all
programs and services.
TACTIC 1
Provide facilities for programs in science, math,
engineering, technology, health sciences, and business.
TACTIC 2
Expand the physical space of the Halle Library.
TACTIC 3
Assure that there is appropriate and sufficient space for
students’ academic, social, recreational, athletic, health,
and wellness needs.
Goal 3 – Anticipate and Adapt to Changing Economic Market Realities
Sound financial and strategic planning have allowed the
College to grow, innovate, and compete with other
institutions. Changing student demographics, employment
prospects, and global market pressures demand that Endicott
take strategic steps to remain competitive. We will continue
to rely on foresight, flexibility, and responsiveness as we strive
to meet the growing demand for affordability and value.
Our priority will be to balance program growth with
financial stability.
OBJECTIVE 2
Stay abreast of competitive forces.
TACTIC 1
Evaluate university status.
TACTIC 2
Fund initiatives that differentiate the College.
OBJECTIVE 4
Increase grant funding.
TACTIC 1
Provide enhanced grant proposal support.
TACTIC 2
Secure key grants.
TACTIC 3
Increase alumni participation.
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:
Measurable sustainability objectives related directly to portion of Strategic Plan below will include directly measuring student, staff, and faculty engagement through occupant engagement and behavior change campaigns that will help drive sustainability on campus. The sustainability goal in the College's Strategic Plan directly calls out the ability to create a concrete plan and to develop and measure indicators and metrics that relate to social, economic, and environmental sustainability.
Excerpt from Endicott's Strategic Plan:
GOAL 2:
Provide 21st Century Infrastructure and Practices
To support quality and value, Endicott is committed to
building a strong physical, technological, and operational
infrastructure. By increasing our institutional capacity and
operational effectiveness, we can achieve a competitive
advantage and meet the expectations of our twenty-first
century stakeholders.
OBJECTIVE 4:
Integrate sustainability through the College’s culture
and operations.
TACTIC 1
Implement a plan for sustainability.
TACTIC 2
Develop indicators for social, economic, and
environmental sustainability.
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:
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:
The College's Strategic Plan calls for developing indicators for social, economic, and environmental sustainability. A measurable objective will be utilizing the campus greenhouse gas emissions baseline for comparison to reductions made each year. Air quality will also be monitored.
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 College's Strategic Plan calls for developing indicators for social, economic, and environmental sustainability. A measurable objective will be to benchmark buildings on campus and with peers looking at building EUI. Additional objectives will include water use and pursuing green building certifications.
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:
The College's Strategic Plan calls for developing indicators for social, economic, and environmental sustainability. A measurable objective will be to measure and reduce energy use on campus and incorporate more renewables on campus.
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:
The College's Strategic Plan calls for developing indicators for social, economic, and environmental sustainability. Measurable objectives will be to increase local purchases, increase vegetarian and vegan options, and reduce overall food waste on campus.
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:
The College's Strategic Plan calls for developing indicators for social, economic, and environmental sustainability. A measurable objective will be to determine and improve amount of campus organically landscaped. Also, to reduce water usage through irrigation.
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:
The College's Strategic Plan calls for developing indicators for social, economic, and environmental sustainability. A measurable objective will be to monitor and increase the purchasing of healthier materials and environmentally preferable products.
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:
The College's Strategic Plan calls for developing indicators for social, economic, and environmental sustainability. A measurable objective will be to increase EV fleet, increase EV charging station infrastructure, and measure and increase alternative modes of transportation on and off campus for students, staff, and faculty.
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:
The College's Strategic Plan calls for developing indicators for social, economic, and environmental sustainability. A measurable objective will be to increase diversion rate on campus and to increase recycling rate and composting rate.
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:
The College's Strategic Plan calls for developing indicators for social, economic, and environmental sustainability. A measurable objective will be to reduce water usage across campus and monitor quality of ponds on campus. With campus location, vernal pools and wetlands are also monitored and incorporated into curriculum/research as a measurable objective.
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:
Goal 1 – Deliver Quality, Reputation, and Value
Endicott’s success derives from its integration of the
professional and liberal arts, with experiential learning
opportunities across all fields. The College seeks to educate the
whole student through dynamic academic and co-curricular
programming, and it is the effectiveness and agility with which
we implement our programs and services that set us apart.
Our highest priority for the future is to strengthen and
broaden our current programs and reputation, nationally and
internationally, in order to ensure the value and benefits of the
educational experiences we provide.
OBJECTIVE 5
Foster global understanding and embrace diversity.
TACTIC 1
Support international experiences for faculty, students,
and staff.
TACTIC 2
Strengthen curricular and co-curricular opportunities.
TACTIC 3
Recognize and facilitate international research, teaching,
and service.
OBJECTIVE 6
Embrace diversity.
TACTIC 1
Foster interaction among diverse students.
TACTIC 2
Increase diversity among faculty, staff, and students.
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:
The College's Strategic Plan calls for developing indicators for social, economic, and environmental sustainability. A measurable objective will be to increase and monitor ESG investing and money spent on campus energy projects.
Goal 3 – Anticipate and Adapt to Changing Economic Market Realities
Sound financial and strategic planning have allowed the
College to grow, innovate, and compete with other
institutions. Changing student demographics, employment
prospects, and global market pressures demand that Endicott
take strategic steps to remain competitive. We will continue
to rely on foresight, flexibility, and responsiveness as we strive
to meet the growing demand for affordability and value.
Our priority will be to balance program growth with
financial stability.
OBJECTIVE 1
Increase the College’s financial capacity
and flexibility.
TACTIC 1
Practice prudent financial management and maintain
annual operating margins that will facilitate further
building of endowment resources.
TACTIC 2
Transfer operating funds to the endowment annually.
OBJECTIVE 2
Stay abreast of competitive forces.
TACTIC 1
Evaluate university status.
TACTIC 2
Fund initiatives that differentiate the College.
OBJECTIVE 3
Make an Endicott education accessible to a wide
range of students.
TACTIC 1
Increase institutional financial aid.
TACTIC 2
Increase access for diverse students (e.g., bridge programs,
scholarships, and three-year program options).
OBJECTIVE 4
Increase grant funding.
TACTIC 1
Provide enhanced grant proposal support.
TACTIC 2
Secure key grants.
TACTIC 3
Increase alumni participation.
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:
GOAL 2
Provide 21st Century Infrastructure and Practices
To support quality and value, Endicott is committed to
building a strong physical, technological, and operational
infrastructure. By increasing our institutional capacity and
operational effectiveness, we can achieve a competitive
advantage and meet the expectations of our twenty-first
century stakeholders.
OBJECTIVE 3
Build the physical plant infrastructure to support all
programs and services.
TACTIC 1
Provide facilities for programs in science, math,
engineering, technology, health sciences, and business.
TACTIC 2
Expand the physical space of the Halle Library.
TACTIC 3
Assure that there is appropriate and sufficient space for
students’ academic, social, recreational, athletic, health,
and wellness needs.
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:
Goal 4 – Foster a Community in Which International Education
and Global Awareness are Embraced
Endicott has a long-standing commitment to international
education at both the undergraduate and graduate levels.
A priority for the future is the development of self-sustaining
and revenue-generating initiatives that will support core
academic programs and expand our global reach.
The College plans to increase the number of global
partnerships and graduate school instructional sites in
order to create international programs that will enhance the
reputation of the College both here and abroad. We further
plan to continually evaluate and renew our efforts to
encourage global awareness among our students.
OBJECTIVE 1
Prepare students to think and act globally.
TACTIC 1
Integrate international perspectives across academic and
co-curricular programs.
TACTIC 2
Increase study abroad and faculty exchange opportunities.
OBJECTIVE 2
Increase international undergraduate and graduate
student enrollment.
TACTIC 1
Create feeder systems to recruit students from
international partnerships and American schools abroad.
OBJECTIVE 3
Develop international, revenue-generating programs
and partnerships.
TACTIC 1
Strengthen undergraduate and graduate programs at
existing international sites.
TACTIC 2
Expand the number of international graduate sites
and partnerships.
Goal 6 – Promote Endicott College as a National Leader
in the Design and Delivery of Internship Opportunities
Endicott has the distinction of being the first College in the
country to require internships of all students in all majors.
Today, the internship experience is the foundation of an
Endicott education, which integrates our commitment to
both the professional and the liberal arts.
At Endicott, internship is linked to the curriculum in a way
that is unique in higher education. It is a comprehensive part
of every student’s academic program, with each student
completing at least three applied learning experiences. These
experiences often form the basis of the Senior Thesis, each
student’s culminating academic achievement.
We seek to establish ourselves as a national model in
experiential education by sharing our history, knowledge, and
leadership in the field of experiential learning.
OBJECTIVE 1
Assess the strengths and areas for improvement in our
Internship program and compare our program to the
programs at the top five or six other colleges in the
nation who have a strong commitment to internship.
TACTIC 1
Modify our program to make improvements and
enhancements based upon best practices.
TACTIC 2
Strengthen infrastructure to support internships.
OBJECTIVE 2
Expand internship opportunities with the strongest
possible sites.
TACTIC 1
Evaluate current site listings and ensure that sites meet
educational and institutional objectives.
TACTIC 2
Cultivate a greater number of internship sites at high
profile and leading world-wide organizations.
TACTIC 3
Intensify preparation of students.
TACTIC 4
Establish a fund to allow for travel stipends for
exceptional opportunities.
OBJECTIVE 3
Take a leadership role in demonstrating the
relationship between internship and learning
outcomes.
TACTIC 1
Consolidate supporting data and evidence of success
via internships.
TACTIC 2
Conduct original research to understand the relationships
between internship and learning.
TACTIC 3
Identify five major publications dedicated to higher
education and publish our research results nationally.
TACTIC 4
Expand awareness of the value of internships among
high school students and their families.
OBJECTIVE 4
Strengthen the connections between experiential
learning and career services.
TACTIC 1
Link internships with career opportunities.
TACTIC 2
Link internships with research/graduate school
opportunities.
TACTIC 3
Deliver high quality pre-professional career services.
TACTIC 4
Expand services for graduates and alumni seeking
employment.
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:
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 | --- |
| The Higher Education Sustainability Initiative (HESI) | --- |
| ISCN-GULF Sustainable Campus Charter | --- |
| Second Nature’s Carbon Commitment (formerly known as the ACUPCC), Resilience Commitment, and/or integrated Climate Commitment | --- |
| The Talloires Declaration (TD) | --- |
| UN Global Compact | --- |
| Other multi-dimensional sustainability commitments (please specify below) | --- |
A brief description of the institution’s formal sustainability commitments, including the specific initiatives selected above:
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:
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.