Overall Rating Gold
Overall Score 69.51
Liaison Jessica Davis
Submission Date Oct. 31, 2019
Executive Letter Download

STARS v2.1

Indiana University-Purdue University Indianapolis (IUPUI)
PA-2: Sustainability Planning

Status Score Responsible Party
Complete 4.00 / 4.00 Deborah Ferguson
Assistant Director
Office of Sustainability
"---" indicates that no data was submitted for this field

Does the institution have a published strategic plan or equivalent guiding document that includes sustainability at a high level? :
Yes

A brief description of how the institution’s strategic plan or equivalent guiding document addresses sustainability:

In December 2014, the Board of Trustees approved the Bicentennial Strategic Plan for Indiana University, a bold vision to guide the university as it begins its third century of excellence.

The plan provides a framework to assure IU’s leadership in student success, research and scholarly excellence, and service to our communities, and as a driver of economic development for all of Indiana.

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." Board of Trustees, 2014

IUPUI launched its strategic plan, Our Commitment to Indiana and Beyond, in 2014. We have already accomplished many of the objectives we envisioned then. As we celebrate IUPUI’s 50th Anniversary, we are reaffirming Our Commitment through updated and renewed goals and objectives, each designed to continue advancing IUPUI’s vision. IUPUI’S STRATEGIC PLAN aligns with the Indiana University Bicentennial Strategic Plan and supports the following university principles of excellence: https://strategicplan.iupui.edu/
1 An Excellent Education
2 An Excellent Faculty
3 Excellence in Research
4 The International Dimension of Excellence
5 Excellence in the Health Sciences and Health Care
6 Excellence in Engagement and Economic Development
7 Excellence in Advancement
8 Building for Excellence
9 The Centrality of Information
10 Responsible Stewardship of Indiana University’s Resources


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)? :
Yes

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)? :
No

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)? :
Yes

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?:
Yes

A list or sample of the measurable sustainability objectives that address Curriculum and the published plans in which each objective is included:

IUPUI Sustainability Strategic Plan:
Academics
1) Evaluate sustainability literacy and culture of campus (2020)
a. Draft assessments with benchmarking metrics against other universities
b. Distribute to campus via sample population size in partnership with IRDS
c. Analyze results
d. Formulate actions and steps to address literacy or cultural deficiencies
2) Increase sustainability integration into courses (ongoing-2025)
a. Assess sustainability academic assets currently in place
b. Create transferable sustainability learning outcomes that can be incorporated into any course
c. Disseminate information to faculty
d. Market programs to students
3) Integrate student learning into strategic plan in support of the campus as a living laboratory model (ongoing-2025)
a. Identify best project(s) from strategic plan for coursework integration
b. Match students, faculty, and operations to projects
c. Have active projects identified that can run annually, as well as others that can run on an as-needed basis
4) Create incentive program for faculty to create new sustainability courses or integrate sustainability into courses that already exist (2025)
a. Inventory existing support
b. Identify faculty needs
c. Conduct gaps assessment of resources needed
d. Fill gaps and advocate for resources

Link to IUPUI Sustainability Strategic Plan: https://iu.box.com/s/8ggq6uccu83hnstm1gugv9mc8ijjzjwx

IUPUI Strategic Plan: https://strategicplan.iupui.edu/goals
PRIORITY 1: The Success of our Students
Create more effective environments, practices, and support systems for student learning, success, and degree attainment.
Objectives:
1. Develop and expand initiatives that enhance student success, especially student retention and graduation.
2. Create and implement guided learning pathways that take students from their first year on campus through their capstone experiences.
3. Enhance students’ sense of belonging to one or more campus communities.
4. Assess and document student learning and development.
5. Develop faculty and staff to support student learning and success.
6. Provide support and resources that reduce educational inequities in all facets of students’ learning experiences at IUPUI.


Taken together, do the plan(s) reported above include measurable sustainability objectives that address Research?:
Yes

A list or sample of the measurable sustainability objectives that address Research and the published plans in which each objective is included:

IU Bicentennial Strategic Plan:
Excellence in Research
Maximize IU’s full capacity for research, scholarship, and creative activity that is recognized as excellent through national and international peer comparisons.

IU will ask faculty and academic leadership to identify the grand challenges to which IU can contribute most effectively, building on strengths in the humanities, professions, and social, natural, and clinical sciences. IU will support multidisciplinary and multicampus teams to address those grand challenges: https://grandchallenges.iu.edu/

Three Grand Challenges have been identified to this point:

The Precision Health Initiative is the first recipient of support from Indiana University’s Grand Challenges program. Through this initiative, we’re investing $120 million to transform biomedical research, health care innovations, and the delivery of health interventions in Indiana.

The second Grand Challenge is concerned with preparing for environmental change. The goal is to create actionable, sustainable solutions that strengthen the state’s ability to prosper and compete, while safeguarding public health. Particular focus will be devoted to: Community-specific plans for environmental resilience;Policy recommendations at the state level to balance business goals, development, and sustainability; and Investment strategies for infrastructure.

The third Grand Challenge initiative concerns the addiction epidemic in Indiana. It begins with a focus on understanding and responding to the needs of our communities. Along with Governor Holcomb, IU Health, and Eskenazi Health, IU will unleash the full force of its statewide community partners at the grassroots level, to implement actionable solutions that curb the crippling effects of addiction in Indiana.

IUPUI Strategic Plan: https://strategicplan.iupui.edu/goals
PRIORITY 2: Advances in Health and Life Sciences
Goal 5: Leverage our Strengths in Health and Life Sciences
Advance our capabilities and contributions through interdisciplinary efforts— often referred to as interprofessional education and collaborative practice—to improve the well being of communities and tackle important public health challenges.


Taken together, do the plan(s) reported above include measurable sustainability objectives that address Campus Engagement?:
Yes

A list or sample of the measurable sustainability objectives that address Campus Engagement and the published plans in which each objective is included:

IUPUI Sustainability Strategic Plan (2018-2025)
Engagement
1) Students
a. Support and expand programming of Sustainability Coordinators in Housing and Residence Life (ongong-2025)
i. Develop monthly engagement programming run by Sustainability Coordinators
b. Host a robust sustainability outreach campaign – the IUPUI Energy Challenge – with measurable impact on campus (2020)
c. Campus Kitchen at IUPUI
i. Create strategic plan for sustainability and expansion of the Campus Kitchen at IUPUI with dedicated resources (2020)
d. Strengthen the presence of sustainability in student orientation programming (2022)
2) Faculty/Staff
a. Launch Green Office Certification Program to encourage sustainable behavior and practices in office settings (2020)
b. Create an employee educators program in which faculty and staff educate and mobilize their peers around sustainability through the expansion of campus Green Teams (2022)
c. Develop a staff professional development program in sustainability that is offered at least once annually (2022)
d. Integrate sustainability into all new employee orientation programming (2025)
3) Community
a. Restart the IndySHER (Sustainability in Higher Education Roundtable) so anchor institutions can share best practices and work collaboratively to advance sustainability on our respective campuses (2020)
b. Offer at least one sustainability continuing education course that is open to the public (2022)
c. Continue to work with the City of Indianapolis to advance sustainability across the city, partly by utilizing campus resources and expertise (ongoing-2025)
4) General Campus
a. Launch Green Event Certification Program to encourage the campus community to host events that are sustainable (2020)
b. Improve Office of Sustainability website to focus on improving user experience (2020)
c. Evaluate sustainability culture of campus (2020)
i. Draft assessments with benchmarking metrics against other universities
ii. Distribute to campus via sample population size in partnership with IRDS
iii. Analyze results
iv. Formulate actions and steps to address literacy or cultural deficiencies
Link to IUPUI Sustainability Strategic Plan: https://iu.box.com/s/8ggq6uccu83hnstm1gugv9mc8ijjzjwx

IUPUI Strategic Plan: https://strategicplan.iupui.edu/goals
Goal 7: Deepen our Commitment to Community Engagement
1. Develop a comprehensive anchor institution strategy that applies the campus’s place-based economic power and human capital in partnership with the community to benefit the longterm well-being of both.
2. Through the Office of Community Engagement, lead campus engagement initiatives to further involve students, faculty, and staff in the community.
3. Advance the campus reputation for engagement locally, nationally, and internationally

IUPUI 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."

IUPUI is a founding Institute Organizer of the Assessment Institute. http://assessmentinstitute.iupui.edu/overview/partners.html
IUPUI will be hosting the 2019 Assessment Institute Conference. The Assessment Institute includes a track devoted specifically to community engagement assessment, but this year an additional post-institute option has been added – the Carnegie Academy. This event is an opportunity for campuses to prepare for the Carnegie Elective Classification for Community Engagement application. IUPUI has achieved the Carnegie Classification for Community Engagement in 2010 and 2015 and will be applying again for the 2020 Classification.

See 2018 IUPUI Community Report https://communityreport.iupui.edu/proximity/index.html
IUPUI has long been recognized for its commitment to the community through the Carnegie Foundation for the Advancement of Teaching’s Community Engaged Institution Classification, multiple President’s Higher Education Community Service Awards, and most recently, Indiana Campus Compact’s Engaged Campus of the Year award.

IU Bicentennial Strategic Plan: 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."


Taken together, do the plan(s) reported above include measurable sustainability objectives that address Public Engagement?:
Yes

A list or sample of the measurable sustainability objectives that address Public Engagement and the published plans in which each objective is included:

The IUPUI Sustainability Strategic Plan:
Engagement
1) Students
a. Support and expand programming of Sustainability Coordinators in Housing and Residence Life (ongong-2025)
i. Develop monthly engagement programming run by Sustainability Coordinators
b. Host a robust sustainability outreach campaign – the IUPUI Energy Challenge – with measurable impact on campus (2020)
c. Campus Kitchen at IUPUI
i. Create strategic plan for sustainability and expansion of the Campus Kitchen at IUPUI with dedicated resources (2020)
d. Strengthen the presence of sustainability in student orientation programming (2022)
2) Faculty/Staff
a. Launch Green Office Certification Program to encourage sustainable behavior and practices in office settings (2020)
b. Create an employee educators program in which faculty and staff educate and mobilize their peers around sustainability through the expansion of campus Green Teams (2022)
c. Develop a staff professional development program in sustainability that is offered at least once annually (2022)
d. Integrate sustainability into all new employee orientation programming (2025)
3) Community
a. Restart the IndySHER (Sustainability in Higher Education Roundtable) so anchor institutions can share best practices and work collaboratively to advance sustainability on our respective campuses (2020)
b. Offer at least one sustainability continuing education course that is open to the public (2022)
c. Continue to work with the City of Indianapolis to advance sustainability across the city, partly by utilizing campus resources and expertise (ongoing-2025)
4) General Campus
a. Launch Green Event Certification Program to encourage the campus community to host events that are sustainable (2020)
b. Improve Office of Sustainability website to focus on improving user experience (2020)
c. Evaluate sustainability culture of campus (2020)
i. Draft assessments with benchmarking metrics against other universities
ii. Distribute to campus via sample population size in partnership with IRDS
iii. Analyze results
iv. Formulate actions and steps to address literacy or cultural deficiencies

Link to IUPUI Sustainability Strategic Plan: https://iu.box.com/s/8ggq6uccu83hnstm1gugv9mc8ijjzjwx

IUPUI Strategic Plan: https://strategicplan.iupui.edu/goals
Goal 7: Deepen our Commitment to Community Engagement
1. Develop a comprehensive anchor institution strategy that applies the campus’s place-based economic power and human capital in partnership with the community to benefit the longterm well-being of both.
2. Through the Office of Community Engagement, lead campus engagement initiatives to further involve students, faculty, and staff in the community.
3. Advance the campus reputation for engagement locally, nationally, and internationally

IUPUI 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."

IUPUI is a founding Institute Organizer of the Assessment Institute. http://assessmentinstitute.iupui.edu/overview/partners.html
IUPUI will be hosting the 2019 Assessment Institute Conference. The Assessment Institute includes a track devoted specifically to community engagement assessment, but this year an additional post-institute option has been added – the Carnegie Academy. This event is an opportunity for campuses to prepare for the Carnegie Elective Classification for Community Engagement application. IUPUI has achieved the Carnegie Classification for Community Engagement in 2010 and 2015 and will be applying again for the 2020 Classification.

See 2018 IUPUI Community Report https://communityreport.iupui.edu/proximity/index.html
IUPUI has long been recognized for its commitment to the community through the Carnegie Foundation for the Advancement of Teaching’s Community Engaged Institution Classification, multiple President’s Higher Education Community Service Awards, and most recently, Indiana Campus Compact’s Engaged Campus of the Year award.

IU Bicentennial Strategic Plan: 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."


Taken together, do the plan(s) reported above include measurable sustainability objectives that address Air & Climate?:
Yes

A list or sample of the measurable sustainability objectives that address Air & Climate and the published plans in which each objective is included:

The IUPUI Master Plan recommends more than doubling the tree existing canopy to at least 28% of land area. At this level and density of tree cover, the campus will realize numerous environmental benefits. Air pollution removal will increase from 3,004 pounds per year to 8,542 pounds per year. Carbon storage and sequestration will triple, increasing from 1,421 total tons stored annually to 4,042 tons stored, and from 11 total tons sequestered annually to 31 total tons sequestered. Stormwater runoff will be reduced, decreasing the amount of silt and pollutants that drain to the White River and Fall Creek. The increase in tree canopy will provide over $165,000 in savings on stormwater detention facilities that might otherwise need to be built.

Link to plan: http://masterplan.indiana.edu/iupui/IUPUI_Master_Plan.pdf (pg 145 - 146)

In the IUPUI Sustainability Strategic Plan:
1) Air and Climate
a. Inventory Scope 1-2 data available and identify missing or difficult to attain data; Conduct analysis of what Scope 3 information is tracked by the university and integrate into assessment (2020)
b. Enlist course(s) or intern(s) to conduct GHG analysis annually (2020)
c. Create a real-time dashboard to show energy used on campus and associated emissions (2022)
d. Set specific smart goals once solid baseline is established, including offsetting goals (2022)

Link to IUPUI Sustainability Strategic Plan: https://iu.box.com/s/8ggq6uccu83hnstm1gugv9mc8ijjzjwx


Taken together, do the plan(s) reported above include measurable sustainability objectives that address Buildings?:
Yes

A list or sample of the measurable sustainability objectives that address Buildings and the published plans in which each objective is included:

IU has also become a leader in high-quality environmentally conscious design, and leads the Big Ten in LEED-certified green buildings with twenty three certified to date, including twelve 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.
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 submaster 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. Increasing energy and utility system efficiency while reducing demand and consumption.
Continuing Priorities • Develop all campuses in accordance with the current master plans. • Focus new capital and major renovation projects on supporting IU’s new academic initiatives and its most productive academic units. • Give special emphasis on all campuses to improving traffic flow, making them more “pedestrian and bicycle friendly,” and to improving parking and alternative modes of transportation for students, faculty, and staff. • Enhance the built and natural environment on all campuses to continue to make the campuses attractive and beautiful places for those who work there and their surrounding communities. • Expand efforts to make all IU campuses more energy efficient and sustainable.

Link to IU Strategic plan: https://strategicplan.iu.edu/doc/plan.pdf(pages 42-43)

Indiana University incorporates green principles in all phases of a building's life cycle and is dedicated to developing and renovating buildings that use resources efficiently and create healthy environments.

Link to IU Capital Planning & Facilities_LEED Projects: https://cpf.iu.edu/capital-projects/leed-projects/index.html

In the IUPUI Sustainability Strategic Plan:
1) Buildings
a. Create a real-time dashboard to show building water usage on campus (2022)
b. Explore use of LEED O+M practices in campus buildings (2022)
c. Integrate building-level water metering into building design and construction (2025)

Link to IUPUI Sustainability Strategic Plan: https://iu.box.com/s/8ggq6uccu83hnstm1gugv9mc8ijjzjwx


Taken together, do the plan(s) reported above include measurable sustainability objectives that address Energy?:
Yes

A list or sample of the measurable sustainability objectives that address Energy and the published plans in which each objective is included:

In the IUPUI Office of Sustainability Strategic Plan:
3) Energy
a. Consumption
i. Conduct annual energy analysis and tracking (2020)
ii. Create a real-time dashboard to show energy used on campus (2022)
iii. Establish energy reduction goals from baseline (2022)
b. Renewable Energy
i. Explore expansion of increasing purchased renewable energy portfolio for campus; increase from 10% (2022)
ii. Assess potential for physical solar installation on campus, targeting rooftops and parking garages, including financial models (2022)

Link to IUPUI Sustainability Strategic Plan: https://iu.box.com/s/8ggq6uccu83hnstm1gugv9mc8ijjzjwx

IU BICENTENNIAL STRATEGIC PLAN
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 submaster 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 Priorities • Develop all campuses in accordance with the current master plans. • Focus new capital and major renovation projects on supporting IU’s new academic initiatives and its most productive academic units. • Give special emphasis on all campuses to improving traffic flow, making them more “pedestrian and bicycle friendly,” and to improving parking and alternative modes of transportation for students, faculty, and staff. • Enhance the built and natural environment on all campuses to continue to make the campuses attractive and beautiful places for those who work there and their surrounding communities. • Expand efforts to make all IU campuses more energy efficient and sustainable.

Link to IU Strategic Plan: https://strategicplan.iu.edu/doc/plan.pdf (P. 42-43)


Taken together, do the plan(s) reported above include measurable sustainability objectives that address Food & Dining?:
Yes

A list or sample of the measurable sustainability objectives that address Food & Dining and the published plans in which each objective is included:

IUPUI Sustainability Strategic Plan (2018-2025)
4) Food and Dining
a. Purchasing
i. Develop and implement a tracking system to assess sustainability attributes of campus food purchases (2020)
ii. Create sustainable food purchasing guide (2020)
iii. Establish food purchasing goals from baseline (2022)
iv. Work towards reaching food purchasing goals (2025) and revisit as needed
b. Dining Experience
i. Expand pre-consumer composting program to post-consumer in residential dining operations (2020)
ii. Formalize the integration of recovering leftover food by the Campus Kitchen at IUPUI into IUPUI Food Services’ waste stream management (2020)
iii. Expand pre and post-consumer composting to all retail dining operations (2025)
Link to IUPUI Sustainability Strategic Plan: https://iu.box.com/s/8ggq6uccu83hnstm1gugv9mc8ijjzjwx

IUPUI Food Services/Chartwells Higher Ed/Compass Group:
http://chartwellshighered.com/sustainability/
https://www.compass-usa.com/2017-corporate-social-responsibility-report/
- removed unsustainable wild and farmed seafood from menus in 2006
- offers only Humane Farm Animal care cage free eggs (started in 2007)
- all milk and yogurt offered is free of artificial growth hormones
- offers only Eco Fair Trade Certified coffee
- purchase poultry that has been raised without routine use of human antibiotics, in line with criteria developed by Environmental Defense Fund
- Goal of 30% of purchased produce from local in support of the American Family Farmers
- Food Insecurity - Chartwells provides program support to address food insecurity in a variety of ways, including student food pantries, meal donations and partnerships with the Food Recovery Network or Feeding America – at IUPUI they provide direct donations and support to the Campus Kitchen at IUPUI.
- Stop Food Waste Day - commitment to reduce food waste by 25% by 2020. We’re reducing waste at the source, raising awareness, and promoting solutions that positively impact the areas where we operate.


Taken together, do the plan(s) reported above include measurable sustainability objectives that address Grounds?:
Yes

A list or sample of the measurable sustainability objectives that address Grounds and the published plans in which each objective is included:

IUPUI CAMPUS MASTER PLAN
See objectives below. Other objectives include attaining Tree Campus USA designation annually.
Objectives • Create native habitat on campus and along riparian corridors. • Create a range of urban ecosystems from traditional “turf and tree” campus environments to woodland fragments along riparian edges. • Connect landscape fragments to form continuous corridors across the peninsula from the White River to Fall Creek. • Establish a no-mow zone along the levee embankments and plant with a native seed mix to gradually replace existing lawn. • Use native species in re-vegetation and bank stabilization efforts. • Eliminate invasive species. • Increase the tree cover from 10% to at least 28% on campus. • Increase tree plantings along all streets and within parking lots. • Increase tree plantings in future and renovated campus open spaces and quadrangles. • Use a diverse range of native species to reinforce connectivity with the natural environment. • Implement a Landscape Maintenance and Tree Management Plan for the campus.
Link to plan: https://cpf.iu.edu/doc/master-plan/iupui-master-plan.pdf (pg 145-146)

IUPUI Sustainability Strategic Plan
1) Grounds
a. Landscape Management
i. Facilitate interzone cooperation for meetings and training on appropriate grounds maintenance (2020)
ii. Create training and best practice guidelines for grounds staff (2020)
iii. Develop a plan to test and implement more sustainable grounds application products, including herbicides, fertilizers, pesticides, salt, and equipment (2022)
iv. Implement plan (2025)
b. Campus Biodiversity
i. Conduct a campus-wide biodiversity assessment, including native plants and pollinators (2022)
ii. From assessment, establish a campus goal for percentage or type of biodiversity to pursue (2025)
iii. Make significant progress towards achieve a campus canopy coverage of 28% by planting more trees (2025)
iv. Demonstrate sustainable landscapes are desirable and beautiful using metrics on aesthetics and saved maintenance costs (2025)
c. Continue maintenance of Tree Campus USA and Bee Campus USA designation (ongoing-2025)
Link to IUPUI Sustainability Strategic Plan: https://iu.box.com/s/8ggq6uccu83hnstm1gugv9mc8ijjzjwx


Taken together, do the plan(s) reported above include measurable sustainability objectives that address Purchasing?:
Yes

A list or sample of the measurable sustainability objectives that address Purchasing and the published plans in which each objective is included:

IU Bicentennial Strategic Plan: https://strategicplan.iu.edu/plan/stewardship.html

Ensure that all of the public and private resources entrusted to IU are used as effectively and efficiently as possible in pursuit of the Principles of Excellence.
• Accountability. Undertake continuing analysis, including appropriate metrics, to measure and evaluate the effectiveness, efficiency, and sustainability of all aspects of IU’s operations.

IU Policy on Sustainable Purchasing (FIN-PURCH-14): https://policies.iu.edu/policies/fin-purch-14-sustainable-purchasing/index.html

Policy Statement
A. Indiana University will avoid wood or paper products derived from old growth forests.
B. All energy-consuming products, appliances and equipment purchased by the university shall be Energy Star qualified whenever possible or practical.

The IU Information Technology Strategic Plan:
Action 21: IT Sustainability: IU should establish and promote high standards of environmental stewardship by providing support for and communication regarding best practices in energy-efficient computing.
Action 22: Virtual Servers and Desktops: IU should promote widespread use of its extensive investments 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.
Action 23: Green IT Purchasing: IU should carefully assess the relative 'environmental friendliness' of all its IT-related purchases and factor this into purchasing decisions.
Link to IU IT Strategic Plan: http://ep.iu.edu

IUPUI Sustainability Strategic Plan
1) Purchasing
a. Paper
i. Increase percentage of paper purchased at IUPUI that is post-consumer recycled paper to 25% of total paper purchases (2020)
ii. Reduce total campus paper purchases by 10% (2022)
iii. Increase percentage of paper purchased at IUPUI that is post-consumer recycled paper to 50% of total paper purchases (2025)
b. Green Cleaning Supplies
i. Increase percentage of clean supplies purchased at IUPUI to 70% of total cleaning supplies purchased (2020)
ii. Increase percentage of clean supplies purchased at IUPUI to 90% of total cleaning supplies purchased (2025)

Link to IUPUI Sustainability Strategic Plan: https://iu.box.com/s/8ggq6uccu83hnstm1gugv9mc8ijjzjwx


Taken together, do the plan(s) reported above include measurable sustainability objectives that address Transportation?:
Yes

A list or sample of the measurable sustainability objectives that address Transportation and the published plans in which each objective is included:

IUPUI Master Plan https://cpf.iu.edu/doc/master-plan/iupui-master-plan.pdf

Transportation Demand Management (TDM)(p.167) To create a more sustainable transportation policy and reduce the need for future structured parking, testing and implementing Transportation Demand Management (TDM) strategies is recommended. TDM strategies provide incentives to students, faculty and staff to use alternatives to single occupancy vehicles to travel to campus and could lower parking demand 5-10%. Such strategies could include: • A review of current parking pricing policies for changes that could help reduce demand; • Subsidies and improved facilities for transit and bicycle use; • Increased marketing of the carpooling program, and reservation of priority parking spaces for participants; • Increased marketing of the Guaranteed Ride Home program; • Establishment of car-sharing and/or bike sharing programs on campus; • Improved inter-campus and intra-campus shuttle systems, including stops serving the larger academic medical center campus; and • Coordination between IUPUI, IU Health and IndyGo to revise regional transit routes that directly serve campus and IU Health destinations.

TRANSIT (p.170) The transit recommendations of the Master Plan include simplifying the on-campus shuttle routes, establishing a central transfer area and taking advantage of the proposed one-way to two-way street conversion.

BICYCLE CIRCULATION (p.172) The Master Plan proposes a comprehensive network of on-street bicycle lanes, off-street bicycle paths, and bike-friendly streets that connect to existing city routes and the regional greenway trails along the White River. Development of this alternative transportation infrastructure will reduce the amount of campus vehicular movement. Creating a campus bike station with covered parking, bike repair, showers and lockers will also facilitate bike transportation. It is also recommended that the University evaluate and implement a bicycle-sharing program.

IUPUI Sustainability Strategic Plan (2018-2025)
1) Transportation
a. Install level 2 and 3 charging stations (2020)
b. Improve bike storage facilities in high traffic areas (2020)
c. Double the number of spaces allocated to non-traditional fuel vehicles (2022)
d. Improve communications around sustainable transit options on campus (ongoing-2025)
e. Create a bike master plan for IUPUI (2025)

Link to IUPUI Sustainability Strategic Plan: https://iu.box.com/s/8ggq6uccu83hnstm1gugv9mc8ijjzjwx


Taken together, do the plan(s) reported above include measurable sustainability objectives that address Waste?:
Yes

A list or sample of the measurable sustainability objectives that address Waste and the published plans in which each objective is included:

IUPUI Sustainability Strategic Plan
1) Waste
a. Map waste stream movement across campus and management of those streams, including the following assets: (2020)
i. Normal building waste (offices, classrooms, public spaces)
ii. Outdoor waste
iii. Laboratory waste
iv. Food waste
v. Cooking oil
vi. Waste from Housing and Residence Life
vii. Construction and demolition waste
viii. Hazardous waste
ix. Landscaping waste
x. University property/surplus
b. Waste diversion rate of 30% for campus (2020)
i. Continue expansion of desk-side recycling program
ii. Expand recycling to outdoor areas on campus
iii. Collaborate with housing to make waste management programs more robust
iv. Expand on-campus food recovery efforts of Campus Kitchen at IUPUI
v. Continue to educate students, staff, and faculty about waste reduction and recycling options
c. Enhance IUPUI Surplus supply chain processes and reporting (2022)
d. Waste diversion rate of 40% for campus (2025)
i. Housing and Residence Life, Student Affairs, IUPUI Food Services, CFS, and Sustainability collaborate to expand post-consumer composting on campus and into residence halls
ii. Continue to educate students, staff, and faculty about waste reduction and recycling options
Link to IUPUI Sustainability Strategic Plan: https://iu.box.com/s/8ggq6uccu83hnstm1gugv9mc8ijjzjwx

The IU Information Technology Strategic Plan, "EP: Empowering People" cites reducing electronic waste and increasing life cycle length of products:
Action 21: IT Sustainability: IU should establish and promote high standards of environmental stewardship by providing support for and communication regarding best practices in energy-efficient computing.
Action 22: Virtual Servers and Desktops: IU should promote widespread use of its extensive investments 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.
Action 23: Green IT Purchasing: IU should carefully assess the relative 'environmental friendliness' of all its IT-related purchases and factor this into purchasing decisions.
Link to IU IT Strategic Plan: http://ep.iu.edu

The IUPUI Campus Master Plan https://cpf.iu.edu/doc/master-plan/iupui-master-plan.pdf
Sustainable Planning (pgs. 120-139)
Building on IUPUI’s Adopted Campus Sustainability Principles (2008), this Campus Master Plan embeds sustainability throughout. The Campus Master Plan has focused on a purposeful and strategic incorporation of both quantitative and qualitative improvements to the setting of the academic mission, to promote a campus that manifests sustainable planning principles.
Overlaid on the key themes of the Campus Master Plan, the recommendations are grouped under several broad sustainable planning principles:
1. Adopt environmentally sensitive land use practices; “We value and conserve natural resources and will seek to preserve and make sustainable use of our air, water, and land. We will protect and conserve nonrenewable natural resources through efficient use, careful planning, collaborative land management programs and regulatory compliance. ” - 2008 Adopted Campus Sustainability Principles
2. Move toward a carbon-neutral campus; “As stewards of the IUPUI campus and of all its resources, we recognize the interdependence of humans with the environment. We must apply thoughtful and creative planning to achieve a thriving campus community built on the principles of sustainability. We must foster conservation, protection and enhancement of natural resources through campus policy and personal behavior. We must promote a common agenda for IUPUI as a green campus. We must preserve and enhance the quality of life for our campus community and future generations in ways that enhance teaching and learning, research, civic engagement and administrative practices.” - 2008 Adopted Campus Sustainability Principles
3. Ensure a range of transportation options; “We will minimize transportation demands to and from campus and continue to incorporate alternative fuels in the campus fleet. We will work with the Central Indiana Clean Cities Alliance, Central Indiana Commuter Services, and IndyGo to encourage increased use of carpooling and public transportation by IUPUI students and employees and we will work with Central Indiana Bicycling Association, Indy Greenways and similar programs to encourage bicycling as a commuter option. ” - 2008 Adopted Campus Sustainability Principles
4. Plan for innovative sustainable buildings and landscapes; “We will seek to design, build, restore and manage our facilities and grounds through the use of sustainable materials and practices. Total life cycle costs, energy use, and impact on the environment are other important factors that will influence selection of materials and practices.” - 2008 Adopted Campus Sustainability Principles


Taken together, do the plan(s) reported above include measurable sustainability objectives that address Water?:
Yes

A list or sample of the measurable sustainability objectives that address Water and the published plans in which each objective is included:

The IUPUI Campus Master Plan: https://cpf.iu.edu/doc/master-plan/iupui-master-plan.pdf
Plan for Innovative Sustainable Buildings and Landscapes. (p. 124) “We will seek to design, build, restore and manage our facilities and grounds through the use of sustainable materials and practices. Total life cycle costs, energy use, and impact on the environment are other important factors that will influence selection of materials and practices.” - 2008 Adopted Campus Sustainability Principles
The Campus Master Plan outlines strategies to build on the significant past water conservation initiatives to further reduce potable water use by 35 percent over today’s use, even while increasing the overall built square footage on campus
Sustainability Principle 4 Recommendations • Design buildings for daylight harvesting without unwanted heat gain or glare. • Orient (and pitch) roofs for solar thermal and photovoltaic applications (immediate or future). • Site buildings for microclimate characteristics such as cooling summer breezes, protection against winter winds, sunlight, and shade. • Site vegetative and landscaping features to create beneficial local microclimates to minimize energy and water usage in campus buildings. • Install meters to create a thorough database of existing campus building energy (electricity, chilled water, and steam) and water use. • Use efficient plumbing fixtures in new construction. • Retrofit existing plumbing fixtures, especially in residential facilities. • Consider graywater capture and re-use in new construction. • Systematically identify and remedy leaks. • For academic medical and research facilities, target strategies for reducing process water by at least 10% for water intensive equipment.
Water Use Reduction Recommendations (pgs. 184-189) If all of the following measures 1-6 are implemented, the strategies combined would result in a potable water savings of 187.6 million gallons a year. IUPUI would increase its building area by 50% but increase its potable water consumption by only 4%.
1) Use efficient toilets and urinals in all new construction
2) Retrofit existing fixtures with efficient toilets and urinals
3) Use efficient faucets and showers in all new construction
4) Retrofit existing fixtures with efficient faucets and showers
5) Use Greywater Recovery in all new construction
6) Reduce Process Water Use by 10%
The IUPUI plan focuses on implementing urban water quality measures while also disconnecting storm water from the combined system by encouraging disconnection of existing buildings, and designing new buildings with separate sewer lines.

IUPUI Sustainability Strategic Plan
1) Water
a. Draft plan to pilot gray water capture and reuse in a set of buildings on campus using current technology and automation software (2022)
b. Install gray water capture and reuse system (2025)

Link to IUPUI Sustainability Strategic Plan: https://iu.box.com/s/8ggq6uccu83hnstm1gugv9mc8ijjzjwx


Taken together, do the plan(s) reported above include measurable sustainability objectives that address Diversity & Affordability?:
Yes

A list or sample of the measurable sustainability objectives that address Diversity & Affordability and the published plans in which each objective is included:

The IU Bicentennial Strategic Plan, page 4, Principle of Excellence One, Objective One, states:
1. 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/)
2. 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.

Affordability: See Affordable IU: https://affordability.iu.edu/
Affordable IU comprises five interconnected strategies:
1. Tuition—to keep tuition increases as low as possible.
2. Institutional Gift Aid—to provide extensive financial aid for qualified students.
o Institutional gift aid from all sources has doubled over the past seven years and now totals nearly $300 million. Philanthropic support for gift aid for students will be a central objective of the Bicentennial Campaign (see Framework of Excellence 7) and of further university investment.
o Particular attention will be given to gift aid for students with limited financial resources, and from diverse and underrepresented backgrounds, including veterans and first-generation students.
3. On Time Graduation—to ensure comprehensive measures are in place to assist all students to graduate on time.
o IU’s Finish in Four completion award effectively freezes tuition for juniors and seniors on track to graduate on time. The Summer Tuition Discount Program provides a discount for summer courses at IUPUI and the regional campuses
o The new Office of Completion and Student Success supports and coordinates student completion activities and initiatives across the university.
o Campuses will employ pervasive advising of students, supported by the IU Graduation Progress System (iGPS), including degree mapping, early alerts, degree audit, and analytics, to increase graduation rates and reduce the time to degree completion.
4. Student Debt—to provide programs in financial literacy so that students can better manage and reduce student loan debt.
o These programs reduced student debt across all IU campuses by $31 million in one year.
5. Direct Cost Containment—to reduce other costs of attendance at IU.
o Costs such as textbooks and software have been significantly reduced. Residence hall rate increases have been kept low.
Principle of Excellence 2, and Bicentennial Priority 5, A Global University: IU will develop active partnerships with leading or complementary higher education institutions. IU will sustain active alumni chapters in all of its priority countries in support of study abroad, selective international recruitment, and faculty research and scholarship. IU will establish a Global Gateway Network to support these objectives.

IUPUI STRATEGIC PLAN Aligned with the IU Bicentennial Strategic Plan https://strategicplan.iupui.edu/goals
IUPUI Campus Strategy/Goal
PRIORITY 3: Contributions to the Well-being of the Citizens of Indianapolis, the State of Indiana, and Beyond/Goal 9: Promote an Inclusive Campus:
Seek, value, and cultivate diversity in all of its forms and create an environment where all campus community members feel welcomed, supported, included, and valued.
Objectives:
1. Develop and maintain an unapologetically equitable and inclusive campus culture that ensures the academic and professional success of historically minoritized and marginalized students, staff, and faculty, and actively promote the benefits of such a culture to the entire campus.
2. With campus administration leading by example, provide multiple and varied learning opportunities to the IUPUI community to improve awareness and understanding of and between diverse populations, and to ensure campus accountability to the values of diversity, equity, and inclusion.
3. Develop and implement meaningful and dynamic diversity plans that are unique to each unit, and assess progress annually.
4. Employ proven strategies to diversify campus administration, faculty, staff and students.

Representative actions that will enable IUPUI to achieve its objectives for an inclusive campus climate:
1. Create and implement diversity plans in all campus units in collaboration with the Vice Chancellor for Diversity, Equity, and Inclusion; the Director of the Office of Equal Opportunity; and the Director of the Office for Women.
2. Increase IUPUI’s commitment to cultural competence and social justice literacy by educating and learning from campus and community stakeholders; and by developing, implementing, and institutionalizing initiatives that support ongoing improvement of faculty and staff members’ cultural literacy.
3. Require all students to engage in high-impact curricular and co-curricular experiences designed to enhance cross-cultural knowledge, understanding, attitudes, and skills as well as awareness of social justice issues and civic responsibility.
4. Enhance the diversity of IUPUI students, faculty, and staff by identifying and removing barriers to access and advancement for specific populations.
5. Become the preferred institution for service members seeking an education in Indiana.
6. Increase IUPUI’s commitment to a family-friendly environment to ensure that faculty, staff, and students are able to focus on their IUPUI obligations and commitments.
7. Develop, expand, and provide additional institutional funding for the recruitment and retention of historically underrepresented faculty, staff, and students.
8. Work with community partners to create and expand pipeline programs from elementary through graduate education in order to recruit and retain historically underrepresented student and faculty leaders for IUPUI and other institutions.
9. In order to institutionalize excellence in diversity, equity and inclusion, support efforts that promote research, practice, and teaching focused on cultural diversity and social justice
Link to plan: https://strategicplan.iupui.edu/media/53cd6883-562b-4f80-b9c1-927c0c4c7fcf/ZEAVVA/StrategicPlanContent/PDF/Our%20Commitment%20to%20Indiana%20and%20Beyond%20August%202014.pdf (page 27)

DIVISION OF DIVERSITY, EQUITY, AND INCLUSION GOALS
IUPUI Diversity Plan (2016-2021) https://diversity.iupui.edu/diversity/diversity-plan.html
The IUPUI Diversity Plan addresses four diversity indicators: Institutional Viability and Vitality; Education and Scholarship; Climate and Intergroup Relations; and Access and Success.
Institutional Viability and Vitality Initiatives
Building institutional capacity for diversity through the recruitment and retention of a diverse professoriate and staff; level of diversity in university boards and the level of engagement of these boards in diversity matters; strategies for monitoring progress; as well as communications about inclusion and equity are among the components addressed in this indicator.
• Diversity of faculty and staff by level
• Institutional history on diversity Issues and incidents
• Institutional strategies and resources
• Centrality of diversity in the planning, mission statements and program reviews
• Frameworks and indicators for monitoring diversity
• Public constituency perceptions of institutional commitment to diversity
• Board diversity and engagement

Education and Scholarship
Ensuring that every university constituent has access to the information, materials and experiences necessary to engage an increasing diverse world competently is key to this indicator.
• Availability (presence of diversity-related courses and requirements, degree to which courses include diversity issues and placement of such courses)
• Experience (course-taking patterns of students, research that engages society)
• Learning (quantity and substance of students learning about diversity, capstone and dissertations about diversity)
• Faculty capacity (level of faculty expertise on diversity-related matters, level and diversity of faculty participating in diversity efforts; research, publishing)

Climate and Intergroup Relations
Programmatic efforts designed to improve campus climate for students at all levels, staff and faculty are essential to this indicator. Further, attention is paid to the level of engagement and perceptions and satisfaction with treatment and about the climate.
• Type and quality of group interactions
• Perceptions of the institution (climate, commitment, fairness)
• Quality of experience/engagement on campus, satisfaction

Access and Success
Traditionally these indicators have been limited to undergraduate success. While important, attention must be given to graduate student enrollment and success as well. Additionally, the growing need for better representation in STEM fields makes participation by diverse students in these areas essential.
• Undergraduate/graduate student population by fields and levels
• Success of students (graduation, persistence, honors, STEM fields, gateways)
• Transfer among fields (especially STEM)
• Pursuit of advanced degrees


Taken together, do the plan(s) reported above include measurable sustainability objectives that address Investment & Finance?:
No

A list or sample of the measurable sustainability objectives that address Investment & Finance and the published plans in which each objective is included:
---

Taken together, do the plan(s) reported above include measurable sustainability objectives that address Wellbeing & Work?:
Yes

A list or sample of the measurable sustainability objectives that address Wellbeing & Work and the published plans in which each objective is included:

HEALTHY IU HIGH PRIORITY OBJECTIVES:
Mental Well-Being; Flexible work schedule policy implementation, participatory decision making, supportive environments, mental health screenings, stress management programs, work-life balance, etc.

Organizational Support; quality, evaluation, standards of care, communication, Health Impact Assessment, well-being of employees and students in new and renovated buildings, etc.

Weight Management & Diabetes Prevention; expand Diabetes Prevention Program, group and online weight management programs

High Blood Pressure & Cholesterol; promote health screening incentive program, encourage positive lifestyle choices, map of BP machines on campus, chronic disease self management, resource materials to include mental illness, stroke, heart attack, BP, cholesterol, PA, glucose, work/life, nutrition, etc.

Nutrition; healthy food definition, vending machine and food vendor contracts to provide healthy food and beverage choices, goal of 50% healthy food options in vending machines and ensure nutrient dense food options in cafeterias, snack bars, and other purchase points, promote healthy foods definitions, symbols, meeting guidelines, promote nutrition counseling. Etc.

Heart Attack and Emergency Response; install at least 1 AED per building available within 3-5 minutes, raise awareness of heart attack and stroke symptoms, etc.

Tobacco; enhance tobacco free culture with expanded awareness, education and counseling, etc.

Physical Activity; seek enhancements to built environment to promote and limit barriers to physical activity, encourage stair use, walking trails, coordinate use of activity tracker tools in conjunction with long-term behavior modification, etc.

Marketing & Communications; Integrate Healthy IU into academic programs, Kinesiology movement coaching, service learning, and workplace wellness education and delivery, augment existing biometric screenings with movement screenings, establish an ambassadors program, develop a communication toolkit, etc.

https://healthy.iu.edu/doc/2020-plan-objectives.pdf as of Nov 2018

IU Bicentennial Plan : https://strategicplan.iu.edu/doc/plan.pdf

BICENTENNIAL PRIORITY FIVE: EXCELLENCE IN THE HEALTH SCIENCES AND HEALTH CARE
Support the highest quality research, clinical care, education, and workforce development in the health sciences by deepening and expanding Indiana University’s relationship with IU Health and with the university’s other clinical partners, thus contributing to better state, national, and global health.

BICENTENNIAL PRIORITY SIX: HEALTH SCIENCES RESEARCH AND EDUCATION TO IMPROVE THE STATE AND NATION’S HEALTH
Indiana University and IU Health, including Riley Hospital for Children, will strategically invest in world-class research and training in selected areas of the health sciences – with emphasis on cancer, cardiovascular disease, and the neurosciences – through targeted hiring, collaboration, and infrastructure investments which have the potential to be translated into new and improved treatments, cures, and procedures. Recognizing our responsibility to take a leadership role in improving health in our state, IU will continue to invest and coordinate its efforts in public health and will seek to work with state government agencies to help address Indiana’s public health problems.

BICENTENNIAL PRIORITY TEN: RESPONSIBLE STEWARDSHIP
Staff: The recruitment and retention of talented staff, as with the best faculty, require competitive compensation and benefits, as well as positions that are professionally challenging, intellectually rewarding, and offer the potential for advancement through systematic programs of career development and succession planning. It also requires support for an inclusive, respectful, family-friendly, and healthy workforce and work environment. University Human Resources is reviewing all existing programs for effectiveness and will recommend where additional programs might be initiated.
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: • Policies and programs that support an inclusive, respectful, family-friendly, and healthy workforce and work environment • Policies and programs that support career development and succession for staff members.
Public Safety, Health, and Wellness: The Principle of an excellent education, above, emphasized the importance of the mental and physical health and wellness of students to their growth and their ability to benefit fully from the intellectual, cultural, and social life of the university. This applies with equal force to IU’s staff and faculty. IU in its role as an employer of thousands will continue to provide information, programs, and resources to foster the wellbeing and health of its employees. The benefits of this investment are great: a better working and learning environment for students, staff, and faculty; higher levels of satisfaction amongst employees; and greater productivity and fewer days lost to illness.
IU will complete the build-out of the university public safety and institutional assurance architecture; establish the culture of compliance called for by the Principles of Ethical Conduct; and maintain national leadership in preparedness and data privacy and cybersecurity.

IUPUI Strategic Plan: Reaffirming Our Commitment to Indiana and Beyond
https://strategicplan.iupui.edu/

PRIORITY 2: Advances in Health and Life Sciences
Advance our capabilities and contributions through interdisciplinary efforts— often referred to as interprofessional education and collaborative practice—to improve the well being of communities and tackle important public health challenges.
Objectives:
1. Build on our research strengths across disciplines to tackle the opioid epidemic.
2. Build academic practice partnerships that demonstrate the impact of interprofessional practice and education on statewide priorities.
3. Develop a wellness infrastructure that enhances the campus culture of health, including mental health, increased physical activity, and improved well-being among faculty, staff, and students.
4. Improve the availability of healthy food choices on campus.
5. Decrease the incidence and prevalence of tobacco use by faculty, staff and students.

PRIORITY 3: Contributions to the Well-being of the Citizens of Indianapolis, the State of Indiana, and Beyond
Goal 6: Accelerate Innovation and Discovery through Research and Creative Activity
Enhance our capacity and support for research, scholarship, and creative activity to improve the quality of life, generate new knowledge, and fuel economic development.
1. Develop Quality of Life research initiatives to benefit our community in collaboration with the Office of Community Engagement


Taken together, do the plan(s) reported above include measurable sustainability objectives that address other areas (e.g. arts and culture or technology)?:
Yes

A list or sample of the measurable sustainability objectives that address other areas and the published plans in which each objective is included:

Other_Technology
The IU Information Technology Strategic Plan:
Action 21: IT Sustainability: IU should establish and promote high standards of environmental stewardship by providing support for and communication regarding best practices in energy-efficient computing.
Action 22: Virtual Servers and Desktops: IU should promote widespread use of its extensive investments 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.
Action 23: Green IT Purchasing: IU should carefully assess the relative 'environmental friendliness' of all its IT-related purchases and factor this into purchasing decisions.
Link to IU IT Strategic Plan: http://ep.iu.edu


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)? :
Yes

The formal statement in support of sustainability:

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


The institution’s definition of sustainability (e.g. as included in a published statement or plan):

At IUPUI, we follow the definition put forth by the United Nations: "'Sustainability' is meeting the needs of the present without compromising the ability of future generations to meet their own needs."


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
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) Yes

A brief description of the institution’s formal sustainability commitments, including the specific initiatives selected above:

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 website URL where information about the programs or initiatives is available:
Additional documentation to support the submission:
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