Indiana University Bloomington
PA-2: Sustainability Planning

Indiana University's 2014 Strategic Plan addresses sustainability as one of its core values, which are stated as follows: "Indiana University is committed to the highest standards of ethical conduct and integrity. In pursuing all aspects of the university’s mission, the members of the Indiana University community are dedicated to advancing these core values: Excellence and innovation; Discovery and the search for truth; Diversity of community and ideas; Respect for the dignity of others; Academic and personal integrity; Academic freedom; Sustainability, stewardship and accountability for the natural, human, and economic resources and relationships entrusted to IU; Sharing knowledge in a learning environment; Application of knowledge and discovery to advance the quality of life and economy of the state, region, and the world; Service as an institution of higher learning to Indiana, the nation, and the world." From the Bicentennial Strategic Plan “Core Values”(Core value #7 of 10) Sustainability, stewardship and accountability for the natural, human, and economic resources and relationships entrusted to IU. Bicentennial Priority 3: Catalyzing Research Bicentennial Continuing Priorities: Support innovative campus “living laboratory” initiatives that provide opportunities to integrate campus operations, faculty and student research, education, student life, and community engagement to applied, solutions-oriented sustainability research. Bicentennial Priority 8. Building for Excellence IU has also become a leader in high-­­quality environmentally conscious design, and leads the Big Ten in LEED-­­certified green buildings with twelve certified to date, including four at the gold level (platinum is the highest certification). This strategy pays dividends for the life of each building in terms of occupant health and productivity, resource efficiency, life cycle cost savings and retention of human capital. Bicentennial Action Item #3 3. IU will implement plans to solidify IU’s Focus on efficient and environmentally conscious campus design and operation by: a. Completing and implementing pedestrian, transportation, and bicycle sub-master plans on each campus. b. Certifying all major new buildings with the LEED Green Building Certification System and elevate the minimum certification level to Gold. c. Continuing to explore and research a variety of energy and utility supply and delivery options that reflect changes in economies, demand, and climate variables. d. Achieving the goals for energy efficiency and emissions reductions called for in the Campus Master Plan and the Integrated Energy Master Plan for the IU Bloomington campus; expand that analysis to all campuses. e. Increasing energy and utility system efficiency while reducing demand and consumption.Continuing PrioritiesGive special emphasis on all campuses to improving traffic flow, making them more “pedestrian and bicycle friendly,” and to improvingparking and alternative modes of transportation for students, faculty, and staff. Expand efforts to make all IU campuses more energy efficient and sustainable.

Campus Master Plan masterplan.indiana.edu/iub/IUB_Master_Plan.pdf IU Bloomington Bicycle Master Plan www.iu.edu/~vpcpf/img/master-plans/IUB-Bicycle-Master-Plan.pdf Integrated Energy Master Plan www.indiana.edu/~sustain/resources/docs/integrated-energy-master-plan.pdf Transportation Demand Management Plan www.indiana.edu/~sustain/resources/.../transportation-demand-management-study.pdf IU Strategic Plan for Information Technology http://ep.iu.edu/

The creation of the Sustainability Studies major. (https://strategicplan.iu.edu/) Incorporating literacy on environmental and sustainability issues into the educational program of all undergraduate students. The Campus Sustainability Report (http://www.indiana.edu/~sustain/resources/guiding-docs-campus-sustainability.php ) called for the following measurable objectives: Support program development to offer new student learning opportunities in areas related to sustainability, including (1) a program for hiring new faculty in order to expand and enrich our research and teaching strengths in the area of sustainability; (2) a faculty development program that encourages faculty to infuse sustainability into their teaching; (3) incorporating literacy on environmental and sustainability issues into the educational program of all undergraduate students; (4) an undergraduate "Area Certificate" in sustainability, comparable to those offered at many of our peer institutions; (5) a fellowship program to fund graduate and post-doctoral students in areas related to sustainability; (6) an interdisciplinary Ph.D. Minor in Sustainability; and (7) a student sustainability scholarship award for exemplary undergraduate and graduate research that focuses on sustainability.

The creation of the Integrated Program in the Environment and an increase in sustainability research. Continuing Priorities (https://strategicplan.iu.edu/) Support innovative campus “living laboratory” initiatives that provide opportunities to integrate campus operations, faculty and student research, education, student life, and community engagement to applied, solutions-oriented sustainability research. A formal sustainability living laboratory was established called The 2020 Transitions Lab and hundreds of students have already been involved. Over $200,000 in student sustainability research grants have been distributed as part of the 2020 Transitions Lab. Addressing Grand Challenges Research and scholarship fundamentally rely on the inventiveness, innovation, and creativity of the individual investigator or scholar, yet research has become increasingly multidisciplinary and based on teams of investigators. The funding of research across the humanities and social and natural sciences has shifted in the direction of team-based research focused on major and large-scale problems, and away from the solitary investigator. These major and large-scale problems—often called grand challenges—are chosen because of their potential to advance a discipline or address some major problems of humanity and because they can only be addressed by multidisciplinary teams of the best researchers. The first Grand Challenge award winning proposal was Precision Medicine. The Campus Sustainability Report (http://www.indiana.edu/~sustain/resources/guiding-docs-campus-sustainability.php ) called for the following measurable objectives: Develop new mechanisms to support sustainability-related research, including (1) interdepart- mental and cross-school affiliations among faculty who conduct research related to sustainability; (2) mechanisms to assist faculty in obtaining external funding; (3) incentives to foster interdisciplinary research collaborations; (4) a program of high-profile external speakers and a colloquium series for local speakers; (5) mentoring of junior faculty to support interdisciplinary and transformational research; (6) an interdisciplinary center that could support formal graduate programs and Ph.D. minors in sustainability; and (7) seed funding to support interdisciplinary sustainability-related research.

https://strategicplan.iu.edu/plan/engagement.html Enhance on-campus experience and cocurricular opportunities to attract the best students for every campus through: Development of the iGPS advising support system MyStudentInvolvement Student fitness and wellness centers On-campus employment opportunities Assure a diverse student body that reflects a range of demographics, backgrounds, experiences, viewpoints, and perspectives; provide robust support for historically underrepresented students, first-generation students, and returning veterans to enhance retention and completion. Support innovative campus “living laboratory” initiatives that provide opportunities to integrate campus operations, faculty and student research, education, student life, and community engagement to applied, solutions-oriented sustainability research. As part of General Education Requirements and Goals (http://gened.indiana.edu/Students/requirements.html ), every department sets requirements and goals for Enriching Educational Experiences for 100% of students. These experiences may or may not be linked to specific courses. Each academic program should set forth the accepted options for fulfilling this shared goal. IUB recognizes the value of different types of enriching educational activities, such as a service-learning course, internship, community service and community-based action research, fieldwork, capstone project, student teaching, independent research/creative activity program, approved study abroad experience, honors thesis, show, recital, performance, or advocacy in your major. Such experiences provide opportunities to apply discipline-specific skills and knowledge to community issues and to examine issues of service and social responsibility that relate to the chosen career field. Indiana University Bloomington is a partner in Indiana Campus Compact which includes the following vision in it's strategic plan: http://indianacampuscompact.org/what-we-do-2/strategic-plan/ "The vision is to be a national exemplar by equipping every student in every institution with the competence, confidence, humility, and experience to be well-informed, engaged citizens through involvement in service engagement that advances the public good in their communities." IU Bloomington is pursuing a Carnegie Classification for Community Engagement and recently initialized IU Corps to coordinate and document the goal of 100% student campus and public engagement. The Campus Sustainability Report (http://www.indiana.edu/~sustain/resources/guiding-docs-campus-sustainability.php ) called for the following measurable objectives: Strengthen service-learning and community outreach opportunities by developing new linkages with community, national, and global organizations, by providing new resources to link IUB faculty, students, and staff, and offering new in- centives for outreach and service-learning efforts. Develop new resources for co-curricular activities related to sustainability, including (1) efforts to increase awareness and recognition of sustainability issues within the co-curricular community; (2) increasing collaboration between student organizations involved in sustainability-related programs; and (3) supporting initiatives that encourage broader student engagement with sustainability issues.

https://strategicplan.iu.edu/plan/engagement.html "These critical factors underscore the university’s obligation. IU is a public university in a deep sense; it exists to benefit all the people of the state, and the world beyond, and has a charge to continue its long tradition of engagement in the economic, social, environmental, and cultural life of all Hoosiers. This charge applies to all IU campuses, and it has special significance for the regional campuses. These campuses’ communities and regions rely on their respective campuses for undergraduate and professional education that addresses regional needs. Engagement in the civic, cultural, social, and economic lives of their regions is a central mission of the regional campuses, and their communities and regions take great pride in their respective campuses." Indiana University Bloomington is a partner in Indiana Campus Compact which includes the following vision in it's strategic plan: http://indianacampuscompact.org/what-we-do-2/strategic-plan/ "The vision is to be a national exemplar by equipping every student in every institution with the competence, confidence, humility, and experience to be well-informed, engaged citizens through involvement in service engagement that advances the public good in their communities." IU Bloomington is pursuing a Carnegie Classification for Community Engagement and recently initialized IU Corps to coordinate and document the goal of 100% student public engagement.

The Campus Master Plan (Campus Master Plan masterplan.indiana.edu/iub/IUB_Master_Plan.pdf) proposes a number of pathways that could lead to a significant reduction in greenhouse gas emissions up to 80 percent by the year 2050. It identifies strategies that, if fully implemented, would result in a 30 percent reduction in carbon emissions by 2020. Note that this goal has been exceeded according to our latest GHG inventory included in this report.

Building to LEED Gold for all new construction and major renovation over $5 million. This covers all campuses statewide, with 18 LEED Certified Buildings to date and 14 LEED registered projects in progress. (https://strategicplan.iu.edu/)

Measurable objectives include the Central Heating Plant burning 100% natural gas on a year‐round basis, the installation of a 7,500 kW gas turbine cogeneration plant with heat recovery boiler, and a reduction in energy use seen by energy metering. (Integrated Energy Master Plan www.indiana.edu/~sustain/resources/docs/integrated-energy-master-plan.pdf) The Campus Master Plan (Campus Master Plan masterplan.indiana.edu/iub/IUB_Master_Plan.pdf) establishes a goal to renovate 10% of existing buildings to improve energy efficiency by 26% over the 2007 baseline, and improve energy efficiency in new construction by 30-50% over the 2007 baseline.

Our campus food vendor, Sodexo (at time of publication), adheres to its own set of published sustainability objectives: http://www.sodexousa.com/home/corporate-responsibility/sustainable-development/environment.html Their measurable sustainability objectives cover global sustainability supply chain; local, seasonal and sustainable products; sustainable fish and seafood; sustainable equipment and supplies; energy and emissions; water and effluents; and organic and non-organic waste.

In addition to the objectives above, measurable objectives include a plan to increase tree cover to 40% of the campus area, a reduction in fertilizer use, and implementation of an integrated pest management plan. Campus Master Plan (Campus Master Plan masterplan.indiana.edu/iub/IUB_Master_Plan.pdf) called for a doubling of the tree canopy and stormwater treatment facilities to treat the 1-year, 24-hour storm, accounting for 99.1% of all rainfall events, which will reduce the AAR for the proposed condition back to that of the pre-developed condition by doing a range of specific strategies detailed in the Campus Master Plan (p. 186)

The IU IT Strategic Plan states: "IU should carefully assess the relative 'environmental friendliness' of all its IT-related purchases and factor this into purchasing decisions." The Campus Sustainability Report (http://www.indiana.edu/~sustain/resources/guiding-docs-campus-sustainability.php ) called for the following measurable objectives: Establish accurate project cost models: Project cost models do not accurately reflect the lifecycle economic, social, and environmental costs of a project. By incorporating lifecycle costs into a program statement, IUB will develop more accurate budget proposals and construct facilities that optimize the economic, social, and environmental performance from construction through demolition.

The Transportation Demand Management Plan identifies a 10% single-occupancy vehicle reduction goal.

The IT Master Plan, "EP: Empowering People" cites reducing electronic waste and increasing life cycle length of products in sections 21 and 23. http://ep.iu.edu/pdf/21.pdf?1513700558 http://ep.iu.edu/pdf/23.pdf?1513700558 The Campus Master Plan calls for the following: Investigate biomass fuel opportunities leveraging regional agricultural wastes or University-owned woodland management (page 116) And references repurposing structures as a recommendation in several areas, including repurposing specific historic structures. Finally, the campus master plan recommends community garden spaces with compost capabilities. Furthermore, the IU Resource Use and Recycling Working Group 20 Goals for 2020, though not a formal guiding document of the University, has the goal of increasing the campus diversion rate to 40%.

The Campus Master Plan (pages 183-4) includes recommendations for stormwater quality, rain gardens, detention basins, and five scenarios for saving water, including: utilizing efficient toilets and urinals in all new construction, retrofit existing fixtures with efficient toilets and urinals, using efficient faucets and showers in all new construction, retrofitting existing fixtures with efficient faucets and showers, [many of the above are accomplished pursuant to Bicentennial Strategic Plan Building Action Item 3.b: Certify all major new construction LEED Gold and 3.e Increase utility system efficiency while reducing demand and consumption, page 36 of above linked Bicentennial Plan Document] and Use graywater recovery in all new construction. If all of these measures are implemented, the strategies combined will result in a potable water savings of 277.8 million gallons a year. The strategies result in a 48.3 percent reduction in water use from the baseline master planned campus. http://masterplan.indiana.edu/iub/IUB_Master_Plan.pdf

The Bicentennial Strategic Plan, page 4, Principle of Excellence One, Objective One, states: Indiana University will ensure an affordable education, through: a. Keeping IU tuition and fees as low as possible in relation to its peer institutions; b. Increasing undergraduate scholarships that reduce net tuition and fees; c. Providing competitive graduate student financial support; d. Maintaining a multi-faceted program of incenting and supporting students in graduating on time; e. Providing comprehensive programming and advising for students regarding financial aid and debt management. (This has been achieved through the IU Money Smarts Program, which has led to decreased borrowing https://indianapublicmedia.org/news/indiana-university-student-loan-borrowing-62967/) AND: 1. IUB will ensure an affordable, engaged, global, residential experience, by: a. Reducing the debt burden for every financially disadvantaged student through financial literacy education and scholarships and fellowships raised through philanthropy to cover unmet financial need; b. Focusing additional scholarships on diversifying the international undergraduate cohort; c. Offering four-year Pathways Scholarships to students in both direct admit and exploratory programs who have the credits to graduate in three years or less, and who will follow one of the pathways routes to graduate and certificate credentials; d. Ensuring comprehensive advisor adoption of our student success initiative system; e. Increasing the transparency and visibility of scholarship and financial aid information to increase success and affordability AND IU will continue to seek out and support undergraduate and graduate students from diverse socio-economic backgrounds, including first-generation college students, veterans, students from under-represented minorities, returning students, and part-time students. IUB will esteem diversity of all kinds and ensure the full involvement of our global complement of students in our campus life, by: a. Recruiting and retaining a highly motivated, diverse, academically prepared and global complement of undergraduate and graduate students; b. Sharpening our focus on the diversity of our student populations, and on the retention and success of underrepresented and first-generation students; c. Ensuring the integration of diversity, global empathy, and intercultural understanding at all points of shared student experience, such as orientation. Examples of how IU is presently engaging in this work, as well as the specific connections to the Bicentennial Strategic Plan, can be found here: https://provost.indiana.edu/ovpdi/index.html Principle of Excellence 2, and Bicentennial Objective 5, "A Global, Diverse, Inclusive Community of Excellent Scholars and Teachers" states the following objective: 1. IUB will make our academic community a global beacon for faculty diversity and inclusivity that attracts an excellent faculty, by: a. Investing in human and financial capital to develop the infrastructure to excel in recruiting and retaining diverse faculty; b. Providing career development opportunities designed for a diverse faculty. 2. IUB will align faculty recruitment and retention with campus mission and priorities, by: a. Fostering serious conversations and aligning recruitment strategies across schools and departments with respect to hiring priorities and leveraging strengths; Additional Metric, page 16: https://provost.indiana.edu/doc/IUB-Bicentennial-Strategic-Plan.pdf 1. Increase use of strategic hiring fund to support faculty diversity ***** Though not part of a Master or Strategic Plan, the following IU Departments have goals which relate to Diversity and Affordability: Groups Scholars Program Goals o increase the persistence rate of students from their freshmen to sophomore years o create a supportive academic community in order to increase student persistence rate o provide supportive services for students in the form of the Summer Experience Program; Academic Advising; Tutorial; and Financial Aid Counseling o increase the underrepresented students presence on the IUB campus The state of Indiana as a whole will benefit from this mission with an increase in the diversity of educated populations and improving the perspectives going into key social/economic decision-making. HHSP Program Goals o increase the number of high achieving students with a commitment to social justice and leadership to the Bloomington campus and into the Hudson & Holland Scholars Program through active and purposeful recruitment o continue to increase overall program graduation rate of Scholars through educational, personal, and professional development o continue training and preparation of all Scholars for successful post-baccalaureate placement in a professional vocation, graduate or professional school 21st Century Scholars goals o support 21st Century Scholars academically o increase cohort GPAs and year-to-year retention rates for 21st Century Scholars attending IU Bloomington o integrate 21st Century Scholars into the campus community o connect them with campus resources o provide Scholars with financial aid and financial management information and resources, as well as direct financial support o encourage and support the pursuit of graduate education among 21st Century Scholars

The Healthy IU 2020 Plan states the following: Attain 50% healthy food option in vending machines and ensure there are nutrient purchase points; enhance tobacco free culture with expanded awareness, education, and counseling; provide stress management classes on all campuses; install signage to encourage stair use; expand the diabetes prevention program to all campuses; establish an ambassador program; and reassess health/wellbeing of IU employees using the Fairbanks Study in spring 2015. https://healthy.iu.edu/doc/plan-objectives-May-2017.pdf IU Bicentennial Plan Principle of Excellence Two, Objective Five states: 3. IUB will leverage our distinctive location’s strongest assets by supporting family-friendly policies: a. We will evaluate expanding our dualcareer program to faculty retention; b. We will examine our child-care opportunities; c. We will detach decisions about the tenure clock from decisions about family leave. https://provost.indiana.edu/doc/IUB-Bicentennial-Strategic-Plan.pdf And Principle of Excellence Ten: Responsible Stewardship of IU's Resources (page 40 above linked document) IU’s University Human Resources will review all university policies and programs in the following areas for effectiveness and recommend new policies and programs that might be needed. Of particular importance are: a. Policies and programs that support an inclusive, respectful, family-friendly, and healthy workforce and work environment b. Policies and programs that support career development and succession for staff members. This has thus far been partially accomplished with the University's new Paid Family Leave policy for all staff (minimum 6 months employment): http://hr.iu.edu/relations/parental-leave.html

Sustainable Computing is addressed in the university's IT strategic plan, "Empowering People: Indiana University’s Strategic Plan for Information Technology" A chapter on environmental stewardship lists the following action items: - IU should establish and promote high standards of environmental stewardship by providing support for and communication regarding best practices in energy-efficient computing. - IU should promote widespread use of its extensive investment in hardened data centers, networks, virtualized servers, and virtualized storage to promote energy-efficiency by reducing the number of required servers and enabling longer equipment lifecycles. Similarly, technologies such as desktop virtualization should be explored to help reduce the costs and extend the lifecycles of personal computing devices. http://ep.iu.edu/ITSP2_Final_120408.pdf

Bicentennial Strategic Plan Core value #7 Sustainability, stewardship and accountability for the natural, human, and economic resources and relationships entrusted to IU.

From the Bicentennial Strategic Plan “Core Values”(Core value #7 of 10) Sustainability, stewardship and accountability for the natural, human, and economic resources and relationships entrusted to IU. Bicentennial Priority 3: Catalyzing Research Bicentennial Continuing Priorities: Support innovative campus “living laboratory” initiatives that provide opportunities to integrate campus operations, faculty and student research, education, student life, and community engagement to applied, solutions-oriented sustainability research. Bicentennial Priority 8. Building for Excellence IU has also become a leader in high-­­quality environmentally conscious design, and leads the Big Ten in LEED-­­certified green buildings with twelve certified to date, including four at the gold level (platinum is the highest certification). This strategy pays dividends for the life of each building in terms of occupant health and productivity, resource efficiency, life cycle cost savings and retention of human capital. Bicentennial Action Item #3 3. IU will implement plans to solidify IU’s Focus on efficient and environmentally conscious campus design and operation by: a. Completing and implementing pedestrian, transportation, and bicycle sub-master plans on each campus. b. Certifying all major new buildings with the LEED Green Building Certification System and elevate the minimum certification level to Gold. c. Continuing to explore and research a variety of energy and utility supply and delivery options that reflect changes in economies, demand, and climate variables. d. Achieving the goals for energy efficiency and emissions reductions called for in the Campus Master Plan and the Integrated Energy Master Plan for the IU Bloomington campus; expand that analysis to all campuses. e. Increasing energy and utility system efficiency while reducing demand and consumption.Continuing PrioritiesGive special emphasis on all campuses to improving traffic flow, making them more “pedestrian and bicycle friendly,” and to improvingparking and alternative modes of transportation for students, faculty, and staff. Expand efforts to make all IU campuses more energy efficient and sustainable.

The Bicentennial Strategic Plan, approved by the Board of Trustees in 2014, has a number of formal sustainability commitments and goals as described above. One of those commitments was to "Achieving the goals for energy efficiency and emissions reductions called for in the Campus Master Plan and the Integrated Energy Master Plan for the IU Bloomington campus; expand that analysis to all campuses." The Campus Master Plan calls for a 30% reduction in emissions by 2020. The Integrated Energy Master Plan outlined a strategy to achieve 37% energy savings and 52% emissions reduction, but did not include a timeline for implementation. The 30% reduction goal called for in the Campus Master Plan has been exceeded as described in the GHG inventory included with this report.