James Madison University
PA-2: Sustainability Planning

University Strategic Plan 2016-2020 -Core Quality - Academic Quality: Outstanding Programs We believe in the relevance and importance of the liberal arts and sciences and are committed to maintaining strong student/faculty interaction. Through our distinguished faculty and staff, we offer academically challenging programs, providing an exemplary undergraduate education and distinctive graduate studies while maintaining high accountability for learning through effective assessment. University Goals Goal 1A: The university will foster student success by providing a holistic learning environment focused on furthering intellectual development as well as education in areas such as teamwork, leadership, collaboration, interpersonal skills, entrepreneurship, ethics, citizenship, SUSTAINABILITY and service. -Core Quality: Engagement We challenge and support students, faculty and staff through meaningful engagement with the campus, academics, alumni, the community and the world. Engagement enhances their academic, civic, personal and professional learning while reinforcing ethical decision-making and meeting the needs of others through service. University Goals Goal 5A: The university will develop new programs for students to foster the learning of engagement, its concepts, value and practices. Goal 5B: The university will foster connections that engage constituents to be part of a global network aimed at achieving mutually beneficial outcomes. Goal 5C: The university will expand its service provided to the local community, region, and beyond. Goal 5D: The university will foster an environment of collaboration across colleges, schools, and departments. -Core Quality: Access, Inclusion and Diversity We promote access, inclusion, and diversity for all students, faculty, staff, constituents and programs, believing that these qualities are foundational components of an outstanding education in keeping with our mission. University Goals Goal 3A: The university will determine the composition of the student body that is both appropriate and adaptable to the changing needs of the university and the Commonwealth. Goal 3B: The university will expand access, building new bridges to cross existing socioeconomic, geographic, learning and/or physical barriers to participation in academic pursuits and campus activities. Goal 3C: The university will show evidence of a continuously improving environment that is welcoming and inclusive; such that events, messages, symbols, and services express mutual respect. Goal 3D: The university will continue personal and professional development related to enhancing understanding of diversity while leveraging increased diversity through university/community partnerships. Goal 3E: The university will increase merit and need-based scholarship offerings. -Core Quality: Fiscal and Facility Resources We have the financial, facility, and technology resources to achieve our goals; developing diversified revenues, building and maintaining useful and attractive facilities, and harnessing technology for the most effective accomplishment of our objectives. University Goal Goal 7B: The university will incorporate best practices - state-of-the-art classroom spaces, sustainability (e.g. LEED Certification), effective use of technology, accessibility, etc.- in the renovation and construction of facilities.

The Comprehensive Master Plan includes outcomes of pedestrian orientation and green space: http://www.jmu.edu/jmuplans/_docs/jmu-master-plan.pdf An updated/new master plan is in progress. There is a Facilities Management Sustainability Plan: https://www.jmu.edu/facmgt/sustainability/sustainability-plan.shtml There is an MS4 Program Plan: http://www.jmu.edu/facmgt/sustainability/Stormwater/ms4.shtml There is a Nutrient Management Plan: http://www.jmu.edu/facmgt/sustainability/land-use.shtml There is an Environmental Stewardship Action Plan: http://www.jmu.edu/stewardship/action_plan.shtml

The Office of Environmental Stewardship and Sustainability will increase promotion of environmental stewardship learning opportunities. In FY 2016, the OESS/ISNW will inventory and will post JMU's sustainability-related courses on the campus sustainability website. The Center for Assessment and Research Studies will annually track student attainment of the environmental stewardship learning outcomes. These are included in the Environmental Stewardship Action Plan.

In FY 2016, in collaboration with the Office of Research and Scholarship, the OESS/ISNW will identify faculty who conduct sustainability research and will post the information on the campus sustainability website. This is included in the Environmental Stewardship Action Plan.

In FY 2016, an ISNW Committee will pilot and analyze a campus culture of sustainability instrument for employees. This is included in the Environmental Stewardship Action Plan.

Major Initiatives Expand Engagement Engaged Learning. -Increase the number of opportunities for students to participate in engaged-learning experiences. -Increase the percentage of students who Study Abroad from 25 to 33 by academic year 2017-18 -Ensure that all majors have an integrating Capstone Experience by academic year 2016-17. -Expand experiential Learning/Mentoring/Networking opportunities. -Establish a Student Research Center and a Research Mini-Grant program to encourage more Undergraduate Research and Creative Accomplishments beginning in academic year 2014-15 -Expand Career and Academic Planning Internship services by academic year 2015-16. -Expand co-curricular Leadership Activities opportunities. Community Engagement. JMU already is recognized as a national leader by the Carnegie Foundation. We will increase community engagement experiences for students, including Service Learning and Alternative Break, by 40 percent by academic year 2019-2020. Civic Engagement. Coordinate all curricular and co-curricular activities aimed at elevating civic knowledge and action; plan and implement hallmark civic engagement academic activities on campus and with James Madison’s Montpelier starting in academic year 2015-16. Thoughts about this Core Quality One term that was repeatedly noted as various research sources were coded was “engagement.” In fact, it may have been the most repeated idea concerning the future of JMU. It was mentioned repeatedly in President Alger’s listening tour events, in the faculty and staff town hall meetings, as well as in the research provided by the Environmental Scan Team of the Madison Future Commission. The president and senior leadership team identified engagement as the center of the university’s new vision statement: “To be the national model for the engaged university: engaged with ideas and the world.” Further, the Student Life & Success Committee proposed a core quality that read: “To enhance their academic, career, civic and personal learning and development, JMU will challenge and support our students through meaningful engagement with the campus, alumni, the community, and beyond.” These ideas were combined and the result was this core quality on engagement. These are included in the Strategic Plan and Measures of Performance.

Policy 1703: Sustainable Construction All new building construction or new renovation to existing buildings shall utilize materials and methods which provide quantifiable conformity to sustainable construction as defined by Leadership in Energy and Environmental Design (LEED) Green Building Rating System. Per Commonwealth of Virginia requirements, buildings and renovations shall be designed and built to obtain LEED Silver certification. https://www.jmu.edu/JMUpolicy/policies/1703.shtml

Compared to a 2015 baseline, Facilities Management has set the following objectives addressing energy in the Facilities Management Sustainability Plan: 1) Install utility submeters in all campus buildings by 2020 to better track energy consumption and identify inefficiencies. 2) Develop a systematic process by 2019 to prioritize the replacement of inefficient equipment (boilers, chillers, lighting, etc) based on the criteria of improved efficiency and economic payback. 3) Implement an asset-based energy management accounting module for tracking, analyzing, managing and reporting on energy consumption by 2020 so that utility costs can be allocated to all departments on campus based on their actual energy consumption.

Dining Services will reduce food waste in production by 15% in the 2016 - 2017 academic year and 5% in each consecutive year 2017-2020. This is included in the Environmental Stewardship Action Plan.

Compared to a 2015 baseline, Facilities Management has set the following objectives addressing grounds in the Facilities Management Sustainability Plan: 1) Complete the installation of riparian buffers and naturalized areas along all streams (100%) on campus by 2020. 2) Reduce annual planting areas by 25% by 2017.

University Events will pursue sustainable options for centerpieces, graduation letters, and gowns. This is included in the Environmental Stewardship Action Plan.

Compared to a 2015 baseline, Facilities Management has set the following objectives addressing transportation in the Facilities Management Sustainability Plan: 1) Provide mechanisms to support increased carsharing amongst departments on campus by 2018. 2) Increase the percentage of alternative fueled vehicles in the University Motor Pool by 2018. 3) Grow propane fuel program by increasing the number of vehicles converted to propane and by growing the use of propane fueled equipment by 2020. 4) Streamline the conversion of fleet vehicles to use propane by providing training to all staff mechanics on how to convert current vehicles by 2017. 5) Add infrastructure to support non-motorized travel in support of the University's Bicycle and Pedestrian Master Plan completed in 2014. James Madison University’s Bicycle and Pedestrian Plan has been developed to promote multimodal transportation through the implementation of a variety of facility improvement and program development recommendations. The Plan includes short-term, mid-term, and long-term specific projects that have been detailed and prioritized. The Plan will be used by multiple campus organizations working together to improve JMU’s transportation system and to achieve the University’s commitment to sustainability.The Plan will also expand upon recent facility improvements, and address the “5E’s” of engineering, education, encouragement, enforcement, and evaluation to help enhance JMU’s status as a Bicycle Friendly University, a designation received from the League of American Bicyclists (LAB).

Compared to a 2015 baseline, Facilities Management has set the following objectives addressing waste in the Facilities Management Sustainability Plan: 1) Implement a plan to recycle 100% of landscape organic waste materials by 2017. 2) Expand an electronic waste program by providing e-waste bins in all residence halls by 2018. 3) Increase the number of waste audits given to university departments as a way to increase recycling rates among faculty and staff by 2019. 4) Implement policy on purchases to ensure an increase in the percent of materials purchased with recycled content by 2019.

Compared to a 2015 baseline, Facilities Management has set the following objectives addressing water in the Facilities Management Sustainability Plan: 1) Increase the number of gallons of non-potable water harvested for use by 2019 from Newman Lake and other sources such as rainwater harvesting systems.

Expand Access to JMU: -Increase need-based scholarships by meeting 50 percent of need. -Establish Valley Scholars, a new program targeting first-generation students, in academic year 2014-15. -Increase the Preparing Future Faculty program and partnerships with two additional historically black colleges and universities by academic year 2016-17. Measures of Access, Opportunity and People Development: The targets by 2020 for the following are to increase annually. 20a. Percentage of full-time instructional faculty who are non-white by federal definitions. 20b. Percentage of full-time Administrative & Professional (A&P) faculty who are non-white by federal definitions. 20c. Percentage of full-time classified who are non-white by federal definitions. 21a. African-American, Hispanic, Asian, Hawaiian/Pacific Islander, American Indian/Alaska Native student and Multi-race proportion of total JMU students. 21b. African-American, Hispanic, Asian, Hawaiian/Pacific Islander, American Indian/Alaska Native student and Multi-race proportion of new freshmen and undergraduate transfers. 21c. African-American, Hispanic, Asian, Hawaiian/Pacific Islander, American Indian/Alaska Native student and Multi-race proportion of new graduate students. 21d. Undergraduate, in-state students from a locality as determined by SCHEV to be in the lowest quintile of participation rates at Virginia public four-year institutions. The target by 2020 is