| Overall Rating | Silver |
|---|---|
| Overall Score | 45.94 |
| Liaison | Robin Frederick |
| Submission Date | July 21, 2022 |
Indiana University Southeast
PA-2: Sustainability Planning
| Status | Score | Responsible Party |
|---|---|---|
|
4.00 / 4.00 |
Robin
Frederick Coordinator of STARS Assessment Administrative Affairs |
"---"
indicates that no data was submitted for this field
Part 1. Measurable sustainability objectives
Academics
Yes
A list or sample of the measurable sustainability objectives related to academics and the plan(s) in which they are published:
THE BICENTENNIAL STRATEGIC PLAN FOR INDIANA UNIVERSITY
https://strategicplan.iu.edu/doc/plan.pdf
BICENTENNIAL PRIORITY THREE: CATALYZING RESEARCH
Action Items:
1. 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 multi-campus teams to address those grand challenges.
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.
https://strategicplan.iu.edu/doc/plan.pdf
BICENTENNIAL PRIORITY THREE: CATALYZING RESEARCH
Action Items:
1. 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 multi-campus teams to address those grand challenges.
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.
Engagement
Yes
A list or sample of the measurable sustainability objectives related to engagement and the plan(s) in which they are published:
IUS 2021-2026 Strategic Plan
https://www.ius.edu/publications/2021-2026-strategic-plan/files/2021-2026-strategic-plan.pdf
GOAL 2. IU Southeast will market the long-term value of a college education.
b) Enhance visibility of community-engaged research and learning experiences to promote the value of a college degree to community partners.
GOAL 3. IU Southeast will develop pre-kindergarten through Grade 12 (P-12) partnerships connecting our programs, faculty, staff, and current students to prospective students and the community.
Part 2. Increase campus diversity through school partnerships that address needs created by demographic changes.
a) Create marketing and recruitment materials that are user-friendly to culturally and linguistically diverse (CLD) students/families.
b) Identify and employ high-impact practices that recruit and retain a diverse student population.
c) Increase partnerships with agencies/organizations that support CLD students.
d) Develop and deploy recruitment and marketing strategies aimed at addressing the unique needs of students in rural communities.
GOAL 5. IU Southeast will seek opportunities to increase community use of campus space, facilities, services, and grounds, depending upon availability and with a focus on areas or periods of low use.
a) Identify local parks departments and develop a partnership for listing the IU Southeast walking paths and disc golf course on their websites.
b) Partner with community organizations to host and engage Healthy IU/healthy community activities that draw in community members as well as faculty, staff, and students
The IU Bicentennial Strategic Plan calls for statewide engagement of students and faculty for a "prosperous and innovative Indiana." Full details, metrics, and objectives can be found beginning on page 34 of the Bicentennial Strategic Plan here:
https://strategicplan.iu.edu/doc/plan.pdf
https://www.ius.edu/publications/2021-2026-strategic-plan/files/2021-2026-strategic-plan.pdf
GOAL 2. IU Southeast will market the long-term value of a college education.
b) Enhance visibility of community-engaged research and learning experiences to promote the value of a college degree to community partners.
GOAL 3. IU Southeast will develop pre-kindergarten through Grade 12 (P-12) partnerships connecting our programs, faculty, staff, and current students to prospective students and the community.
Part 2. Increase campus diversity through school partnerships that address needs created by demographic changes.
a) Create marketing and recruitment materials that are user-friendly to culturally and linguistically diverse (CLD) students/families.
b) Identify and employ high-impact practices that recruit and retain a diverse student population.
c) Increase partnerships with agencies/organizations that support CLD students.
d) Develop and deploy recruitment and marketing strategies aimed at addressing the unique needs of students in rural communities.
GOAL 5. IU Southeast will seek opportunities to increase community use of campus space, facilities, services, and grounds, depending upon availability and with a focus on areas or periods of low use.
a) Identify local parks departments and develop a partnership for listing the IU Southeast walking paths and disc golf course on their websites.
b) Partner with community organizations to host and engage Healthy IU/healthy community activities that draw in community members as well as faculty, staff, and students
The IU Bicentennial Strategic Plan calls for statewide engagement of students and faculty for a "prosperous and innovative Indiana." Full details, metrics, and objectives can be found beginning on page 34 of the Bicentennial Strategic Plan here:
https://strategicplan.iu.edu/doc/plan.pdf
Operations
Yes
A list or sample of the measurable sustainability objectives related to operations and the plan(s) in which they are published:
IU Southeast 2021-2026 Strategic Plan
https://www.ius.edu/publications/2021-2026-strategic-plan/files/2021-2026-strategic-plan.pdf
GOAL 3: IU Southeast will fully utilize its natural resources to support initiatives that further campus and University sustainability initiatives (page 20).
1. Expand sustainability stewardship, practices, and preservation of natural resources.
a) Raise campus sustainability awareness by creating a dedicated webpage featuring academic programs, activities, events, projects, initiatives, and clubs.
b) Collaborate with the IU Environmental Resilience Institute to create a sustainability awareness community engagement plan.
c) Develop a campus climate preparedness and resilience plan.
d) Reduce energy consumption and carbon footprint by establishing a campus greenhouse gas emission reduction plan, converting all parking lot and walkway lighting to LED, and installing two dual-port electric vehicle charging stations in the Central parking lot.
e) Increase local variety tree plantings and no-mow zones.
f) Develop an energy consumption carbon neutrality plan.
2. Obtain campus sustainability certifications.
a) Achieve a STARS (Sustainability Tracking, Assessment and Rating System) rating of “silver” by the Association for the Advancement of Sustainability in Higher Education (AASHE).
b) Achieve the Tree Campus Higher Education designation by the Arbor Day Foundation.
IU Bicentennial Plan
https://strategicplan.iu.edu/doc/plan.pdf
8) Building for Excellence (pages 42-43)
Ensure that IU has the new and renovated physical facilities and infrastructure that are essential to achieve the Principles of Excellence while recognizing the importance of historical stewardship, an environment that reflects IU’s values, and the imperative to meet future needs in accordance with long-term master plans.
Many buildings on the regional campuses have been extensively renovated to bring them to current standards, install state-of-the-art equipment and infrastructure, repurpose for new uses, and to contribute to the aesthetic integrity of the campus.
Action Items:
1. IU will, subject to the provision of State and other external funding, eliminate all of IU’s deferred maintenance on all campuses, presently totaling about $625 million, with priority given to renovations critical to the most serious infrastructure and safety needs.
2. Specifically, IU will develop a three-Biennium request (FY2015-17, 2017-19, 2019- 21) to the Indiana General Assembly, to include comparable IU resources, which would give priority to:
d) Completion of all “large” (that is “whole building”) R&R projects for all campuses.
e) Completion of all the “small” R&R projects for all IU campuses.
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 submaster plans on each campus.
b) Certifying all major new buildings with the LEED Green Building Certification System and elevating 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 to all campuses to improving traffic flow, making them more “pedestrian and bicycle-friendly,” and 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.
The Campus Master Plan
https://cpf.iu.edu/master-plans/index.html
Each IU campus has a master plan that serves as a guide for how the campus’s physical environment will evolve.
• Master plans address elements such as:
• Greenspace
• Land use
• New buildings
• Rehabilitation of buildings
• Repurposing of existing buildings
• Traffic flow
IU Southeast Campus Master Plan
https://cpf.iu.edu/doc/iu-southeast-concept-diagram-11x17-2012-11-09.pdf
https://www.ius.edu/publications/2021-2026-strategic-plan/files/2021-2026-strategic-plan.pdf
GOAL 3: IU Southeast will fully utilize its natural resources to support initiatives that further campus and University sustainability initiatives (page 20).
1. Expand sustainability stewardship, practices, and preservation of natural resources.
a) Raise campus sustainability awareness by creating a dedicated webpage featuring academic programs, activities, events, projects, initiatives, and clubs.
b) Collaborate with the IU Environmental Resilience Institute to create a sustainability awareness community engagement plan.
c) Develop a campus climate preparedness and resilience plan.
d) Reduce energy consumption and carbon footprint by establishing a campus greenhouse gas emission reduction plan, converting all parking lot and walkway lighting to LED, and installing two dual-port electric vehicle charging stations in the Central parking lot.
e) Increase local variety tree plantings and no-mow zones.
f) Develop an energy consumption carbon neutrality plan.
2. Obtain campus sustainability certifications.
a) Achieve a STARS (Sustainability Tracking, Assessment and Rating System) rating of “silver” by the Association for the Advancement of Sustainability in Higher Education (AASHE).
b) Achieve the Tree Campus Higher Education designation by the Arbor Day Foundation.
IU Bicentennial Plan
https://strategicplan.iu.edu/doc/plan.pdf
8) Building for Excellence (pages 42-43)
Ensure that IU has the new and renovated physical facilities and infrastructure that are essential to achieve the Principles of Excellence while recognizing the importance of historical stewardship, an environment that reflects IU’s values, and the imperative to meet future needs in accordance with long-term master plans.
Many buildings on the regional campuses have been extensively renovated to bring them to current standards, install state-of-the-art equipment and infrastructure, repurpose for new uses, and to contribute to the aesthetic integrity of the campus.
Action Items:
1. IU will, subject to the provision of State and other external funding, eliminate all of IU’s deferred maintenance on all campuses, presently totaling about $625 million, with priority given to renovations critical to the most serious infrastructure and safety needs.
2. Specifically, IU will develop a three-Biennium request (FY2015-17, 2017-19, 2019- 21) to the Indiana General Assembly, to include comparable IU resources, which would give priority to:
d) Completion of all “large” (that is “whole building”) R&R projects for all campuses.
e) Completion of all the “small” R&R projects for all IU campuses.
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 submaster plans on each campus.
b) Certifying all major new buildings with the LEED Green Building Certification System and elevating 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 to all campuses to improving traffic flow, making them more “pedestrian and bicycle-friendly,” and 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.
The Campus Master Plan
https://cpf.iu.edu/master-plans/index.html
Each IU campus has a master plan that serves as a guide for how the campus’s physical environment will evolve.
• Master plans address elements such as:
• Greenspace
• Land use
• New buildings
• Rehabilitation of buildings
• Repurposing of existing buildings
• Traffic flow
IU Southeast Campus Master Plan
https://cpf.iu.edu/doc/iu-southeast-concept-diagram-11x17-2012-11-09.pdf
Administration
Yes
A list or sample of the measurable sustainability objectives related to administration and the plan(s) in which they are published:
IUS Strategic Plan 2021-2026
https://www.ius.edu/publications/2021-2026-strategic-plan/files/2021-2026-strategic-plan.pdf
I. Recruitment, Marketing, and Community Engagement (page3):
GOAL 3. IU Southeast will develop pre-kindergarten through Grade 12 (P-12) partnerships connecting our programs, faculty, staff, and current students to prospective students and the community.
2. Increase campus diversity through school partnerships that address needs created by demographic changes.
a) Create marketing and recruitment materials that are user-friendly to culturally and linguistically diverse (CLD) students/families.
b) Identify and employ high-impact practices that recruit and retain a diverse student population.
c) Increase partnerships with agencies/organizations that support CLD students.
d) Develop and deploy recruitment and marketing strategies aimed at addressing the unique needs of students in rural communities
II. Diverse, Inclusive, Flexible, and Student-Friendly Academic Programming (pages 9-11):
GOAL 4: IU Southeast will continue the cultural growth of its campus community.
1. Create an environment of cultural competence cultivating the ability to understand, communicate with and effectively interact with people across cultures.
a) Provide continued diversity, equity, and inclusion (DEI) education to faculty and staff members.
b) Create a DEI guest speaker series focused on faculty, staff, and student matters
2. Support the cultural growth of students.
a) Adopt an inclusive pedagogy framework, which focuses on universal design, engaging students in active learning, and fostering a growth mindset.
b) Monitor and enhance the use of the Multicultural Center on campus as a place of belonging on campus
c) Continue to assist underrepresented students’ building of clubs and events to enhance the sense of belongingness, shared mentorship, and pride of place.
3. Expand the diverse makeup of the campus community.
a) Create and execute a hiring plan to increase the diversity of staff and faculty.
b) Establish collaboration between the Office of Equity and Diversity and the Office of Human Resources to create employment feeder programs with Historically Black Colleges and Universities (HBCU), Hispanic Serving Institutions, and non-HBCUs with high percentages of minority graduates.
IV. Continuous Improvement, Data-Informed Planning, and Assessment (page 15):
GOAL 4: IU Southeast will continue the cultural growth of its campus community.
1. Create an environment of cultural competence cultivating the ability to understand, communicate with and effectively interact with people across cultures.
a) Provide continued diversity, equity, and inclusion (DEI) education to faculty and staff members.
b) Create a DEI guest speaker series focused on faculty, staff, and student matters.
V. Resource Preservation and Enhancement (page 19):
GOAL 1: IU Southeast will strategically allocate its financial resources to initiatives that further the campus mission.
2. Allocate and realign funds to support programs and initiatives that recruit, retain and graduate students.
d) Explore academic incentive grants to fund ideas generated by the IU Southeast community to support programs that improve diversity on campus.
GOAL 4: IU Southeast will fully utilize its human resources to support initiatives that further the campus mission (page 22):
3. Support the health and wellness of faculty, staff, and students.
a) Utilize the wellness coalition in partnership with Healthy IU to host walks.
b) Promote Healthy IU events and activities including group fitness classes and outdoor fitness areas.
c) Include health and wellness information in new employee orientation.
d) Promote health and wellness options to incoming students during student orientation and First-Year Seminar.
e) Educate all staff and faculty on programs (food pantry, emergency funding, and counseling) available to support students in need.
f) Develop “Wellness Wednesdays” program for faculty, staff, and students.
g) Develop partnerships with local community organizations, groups, gardens, and farmer’s markets to promote healthy eating and learning in our community.
4. Formally recognize the achievements of faculty and staff in retention, student success, diversity, and revenue generation.
5. Develop additional training for faculty and staff that sensitizes them to cultural differences between groups and supports a more inclusive campus.
6. Monitor staff and faculty engagement levels to ensure that IU Southeast remains a workplace of choice in the region.
IU Bicentennial Strategic Plan
https://strategicplan.iu.edu/doc/highlights-report-web.pdf
IU’s Office of Diversity, Equity, and Multicultural Affairs program in Community and School Partnerships interacts with over one thousand students per year to ensure middle and high school students from underserved communities are informed about the resources available to them as they seek a college degree (page 9).
https://www.ius.edu/publications/2021-2026-strategic-plan/files/2021-2026-strategic-plan.pdf
I. Recruitment, Marketing, and Community Engagement (page3):
GOAL 3. IU Southeast will develop pre-kindergarten through Grade 12 (P-12) partnerships connecting our programs, faculty, staff, and current students to prospective students and the community.
2. Increase campus diversity through school partnerships that address needs created by demographic changes.
a) Create marketing and recruitment materials that are user-friendly to culturally and linguistically diverse (CLD) students/families.
b) Identify and employ high-impact practices that recruit and retain a diverse student population.
c) Increase partnerships with agencies/organizations that support CLD students.
d) Develop and deploy recruitment and marketing strategies aimed at addressing the unique needs of students in rural communities
II. Diverse, Inclusive, Flexible, and Student-Friendly Academic Programming (pages 9-11):
GOAL 4: IU Southeast will continue the cultural growth of its campus community.
1. Create an environment of cultural competence cultivating the ability to understand, communicate with and effectively interact with people across cultures.
a) Provide continued diversity, equity, and inclusion (DEI) education to faculty and staff members.
b) Create a DEI guest speaker series focused on faculty, staff, and student matters
2. Support the cultural growth of students.
a) Adopt an inclusive pedagogy framework, which focuses on universal design, engaging students in active learning, and fostering a growth mindset.
b) Monitor and enhance the use of the Multicultural Center on campus as a place of belonging on campus
c) Continue to assist underrepresented students’ building of clubs and events to enhance the sense of belongingness, shared mentorship, and pride of place.
3. Expand the diverse makeup of the campus community.
a) Create and execute a hiring plan to increase the diversity of staff and faculty.
b) Establish collaboration between the Office of Equity and Diversity and the Office of Human Resources to create employment feeder programs with Historically Black Colleges and Universities (HBCU), Hispanic Serving Institutions, and non-HBCUs with high percentages of minority graduates.
IV. Continuous Improvement, Data-Informed Planning, and Assessment (page 15):
GOAL 4: IU Southeast will continue the cultural growth of its campus community.
1. Create an environment of cultural competence cultivating the ability to understand, communicate with and effectively interact with people across cultures.
a) Provide continued diversity, equity, and inclusion (DEI) education to faculty and staff members.
b) Create a DEI guest speaker series focused on faculty, staff, and student matters.
V. Resource Preservation and Enhancement (page 19):
GOAL 1: IU Southeast will strategically allocate its financial resources to initiatives that further the campus mission.
2. Allocate and realign funds to support programs and initiatives that recruit, retain and graduate students.
d) Explore academic incentive grants to fund ideas generated by the IU Southeast community to support programs that improve diversity on campus.
GOAL 4: IU Southeast will fully utilize its human resources to support initiatives that further the campus mission (page 22):
3. Support the health and wellness of faculty, staff, and students.
a) Utilize the wellness coalition in partnership with Healthy IU to host walks.
b) Promote Healthy IU events and activities including group fitness classes and outdoor fitness areas.
c) Include health and wellness information in new employee orientation.
d) Promote health and wellness options to incoming students during student orientation and First-Year Seminar.
e) Educate all staff and faculty on programs (food pantry, emergency funding, and counseling) available to support students in need.
f) Develop “Wellness Wednesdays” program for faculty, staff, and students.
g) Develop partnerships with local community organizations, groups, gardens, and farmer’s markets to promote healthy eating and learning in our community.
4. Formally recognize the achievements of faculty and staff in retention, student success, diversity, and revenue generation.
5. Develop additional training for faculty and staff that sensitizes them to cultural differences between groups and supports a more inclusive campus.
6. Monitor staff and faculty engagement levels to ensure that IU Southeast remains a workplace of choice in the region.
IU Bicentennial Strategic Plan
https://strategicplan.iu.edu/doc/highlights-report-web.pdf
IU’s Office of Diversity, Equity, and Multicultural Affairs program in Community and School Partnerships interacts with over one thousand students per year to ensure middle and high school students from underserved communities are informed about the resources available to them as they seek a college degree (page 9).
Part 2. Sustainability in institution’s highest guiding document
Yes
The institution’s highest guiding document (upload):
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Website URL where the institution’s highest guiding document is publicly available:
Which of the following best describes the inclusion of sustainability in the highest guiding document?:
Major theme
Optional Fields
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Website URL where the institution's sustainability plan is publicly available:
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Does the institution have a formal statement in support of sustainability endorsed by its governing body?:
Yes
The formal statement in support of sustainability:
IU Southeast: Our Vision Statement
Indiana University Southeast will be recognized as an inclusive, student-centered university that inspires lifelong learning. Regional in focus, global in scope, we will partner with our communities to meet academic, cultural, economic, and environmental needs for a sustainable future.
Indiana University Southeast will be recognized as an inclusive, student-centered university that inspires lifelong learning. Regional in focus, global in scope, we will partner with our communities to meet academic, cultural, economic, and environmental needs for a sustainable future.
The institution’s definition of sustainability:
IU Southeast is committed to identifying, pursuing, and promoting sustainable solutions to issues impacting the environmental, economic, and social wellbeing of both its campus and local service communities. Sustainability is an inclusive lens through which sustainable development in these three areas is understood to be that which “meets the needs of the present generation without compromising the ability of future generations to meet their own needs” (Brundtland Commission, 1987)
Is the institution an endorser or signatory of the following?:
| Yes or No | |
| The Earth Charter | No |
| The Higher Education Sustainability Initiative (HESI) | No |
| ISCN-GULF Sustainable Campus Charter | No |
| Pan-Canadian Protocol for Sustainability | No |
| SDG Accord | No |
| Second Nature’s Carbon Commitment (formerly known as the ACUPCC), Resilience Commitment, and/or integrated Climate Commitment | No |
| The Talloires Declaration (TD) | No |
| UN Global Compact | No |
| Other multi-dimensional sustainability commitments (please specify below) | Yes |
A brief description of the institution’s formal sustainability commitments, including the specific initiatives selected above:
IUS 2021-2026 Strategic Plan
https://www.ius.edu/publications/2021-2026-strategic-plan/files/2021-2026-strategic-plan.pdf
GOAL 3: IU Southeast will fully utilize its natural resources to support initiatives that further campus and University sustainability initiatives (page 20):
1. Expand sustainability stewardship, practices, and preservation of natural resources:
a) Raise campus sustainability awareness by creating a dedicated webpage featuring academic programs, activities, events, projects, initiatives, and clubs.
b) Collaborate with the IU Environmental Resilience Institute to create a sustainability awareness community engagement plan.
c) Develop a campus climate preparedness and resilience plan.
d) Reduce energy consumption and carbon footprint by establishing a campus greenhouse gas emission reduction plan, converting all parking lot and walkway lighting to LED, and installing two dual-port electric vehicle charging stations in the Central parking lot.
e) Increase local variety tree plantings and no-mow zones.
f) Develop an energy consumption carbon neutrality plan.
2. Obtain campus sustainability certifications:
a) Achieve a STARS (Sustainability Tracking, Assessment and Rating System) rating of “silver” by the Association for the Advancement of Sustainability in Higher Education (AASHE).
b) Achieve the Tree Campus Higher Education designation by the Arbor Day.
Foundation Bicentennial Strategic Plan
https://strategicplan.iu.edu/mission-values-vision/core-values.html
“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 the 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 elevating 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
Give special emphasis on all campuses to improving traffic flow, making them more “pedestrian and bicycle-friendly,” and improving parking and alternative modes of transportation for students, faculty, and staff.
IU Master Plan
https://cpf.iu.edu/master-plans/index.html
The plan outlines the following recommendations:
1. Adopt Environmentally Sensitive Land Use Practices.
2. Move Toward a Carbon-Neutral Campus.
3. Ensure a Range of Transportation Options.
4. Plan for Innovative Sustainable Buildings and Landscapes.
Expand efforts to make all IU campuses more energy-efficient and sustainable.
IUS campus Master Plan Diagram indicating future green space installments across campus.
https://cpf.iu.edu/doc/iu-southeast-concept-diagram-11x17-2012-11-09.pdf
https://www.ius.edu/publications/2021-2026-strategic-plan/files/2021-2026-strategic-plan.pdf
GOAL 3: IU Southeast will fully utilize its natural resources to support initiatives that further campus and University sustainability initiatives (page 20):
1. Expand sustainability stewardship, practices, and preservation of natural resources:
a) Raise campus sustainability awareness by creating a dedicated webpage featuring academic programs, activities, events, projects, initiatives, and clubs.
b) Collaborate with the IU Environmental Resilience Institute to create a sustainability awareness community engagement plan.
c) Develop a campus climate preparedness and resilience plan.
d) Reduce energy consumption and carbon footprint by establishing a campus greenhouse gas emission reduction plan, converting all parking lot and walkway lighting to LED, and installing two dual-port electric vehicle charging stations in the Central parking lot.
e) Increase local variety tree plantings and no-mow zones.
f) Develop an energy consumption carbon neutrality plan.
2. Obtain campus sustainability certifications:
a) Achieve a STARS (Sustainability Tracking, Assessment and Rating System) rating of “silver” by the Association for the Advancement of Sustainability in Higher Education (AASHE).
b) Achieve the Tree Campus Higher Education designation by the Arbor Day.
Foundation Bicentennial Strategic Plan
https://strategicplan.iu.edu/mission-values-vision/core-values.html
“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 the 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 elevating 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
Give special emphasis on all campuses to improving traffic flow, making them more “pedestrian and bicycle-friendly,” and improving parking and alternative modes of transportation for students, faculty, and staff.
IU Master Plan
https://cpf.iu.edu/master-plans/index.html
The plan outlines the following recommendations:
1. Adopt Environmentally Sensitive Land Use Practices.
2. Move Toward a Carbon-Neutral Campus.
3. Ensure a Range of Transportation Options.
4. Plan for Innovative Sustainable Buildings and Landscapes.
Expand efforts to make all IU campuses more energy-efficient and sustainable.
IUS campus Master Plan Diagram indicating future green space installments across campus.
https://cpf.iu.edu/doc/iu-southeast-concept-diagram-11x17-2012-11-09.pdf
Website URL where information about the institution’s sustainability planning efforts is available:
Additional documentation to support the submission:
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Data source(s) and notes about the submission:
Data was retrieved from the following sites:
THE BICENTENNIAL STRATEGIC PLAN FOR INDIANA UNIVERSITY- https://strategicplan.iu.edu/doc/plan.pdf
IUS 2021-2026 Strategic Plan- https://www.ius.edu/publications/2021-2026-strategic-plan/files/2021-2026-strategic-plan.pdf
IU Master Plan- https://cpf.iu.edu/master-plans/index.html
IUS campus Master Plan Diagram indicating future green space installments across campus.- https://cpf.iu.edu/doc/iu-southeast-concept-diagram-11x17-2012-11-09.pdf
Additional Context:
The institution’s definition of sustainability- The definition provided was developed by the Faculty Senate Sustainability Committee and was passed by the Faculty Senate to use by academic departments. We will also use this definition throughout the university. However, it has not been endorsed by the Board of Trustees.
THE BICENTENNIAL STRATEGIC PLAN FOR INDIANA UNIVERSITY- https://strategicplan.iu.edu/doc/plan.pdf
IUS 2021-2026 Strategic Plan- https://www.ius.edu/publications/2021-2026-strategic-plan/files/2021-2026-strategic-plan.pdf
IU Master Plan- https://cpf.iu.edu/master-plans/index.html
IUS campus Master Plan Diagram indicating future green space installments across campus.- https://cpf.iu.edu/doc/iu-southeast-concept-diagram-11x17-2012-11-09.pdf
Additional Context:
The institution’s definition of sustainability- The definition provided was developed by the Faculty Senate Sustainability Committee and was passed by the Faculty Senate to use by academic departments. We will also use this definition throughout the university. However, it has not been endorsed by the Board of Trustees.
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