| Overall Rating | Bronze - expired |
|---|---|
| Overall Score | 40.09 |
| Liaison | Allison Jenks |
| Submission Date | March 5, 2021 |
New Mexico State University
PA-2: Sustainability Planning
| Status | Score | Responsible Party |
|---|---|---|
|
2.50 / 4.00 |
Allison
Jenks Facilities Sustainability Manager Facilities and Services |
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indicates that no data was submitted for this field
Part 1. Measurable sustainability objectives
Academics
No
A list or sample of the measurable sustainability objectives related to academics and the plan(s) in which they are published:
LEADS 2025 is NMSU's Strategic Plan with the goal of being a robust university and at the core of that is addressing global challenges including sustainability. Within the plan there are 4 goals; enhance success & social mobility, elevate research & creativity, amplify extension & outreach, and build a robust university system.
There are several objectives within LEADS 2025 which address sustainability in curriculum and/or research which are the following:
- Goal 2 - Elevate Research & Creativity
-Objective 2.3 - Amplify impact of research findings by addressing local needs that align with global challenges.
- Action A - Develop sustainable research program in energy, food and agriculture, and water to serve as drivers for economic development throughout New Mexico.
- Action C - leverage NMSUs land- and space-grant mission to initiate a space sustainability academic and research program by integrating NMSU's commercial space and sustainability efforts.
- Objective 2.4 - Amplify impact of research on society and the economy and promote international collaboration by accelerating technology and knowledge transfer
- Action A - Reward faculty and staff engagement in technology transfer through financial incentives such as intellectual property revenue sharing, new equipment, facility enhancements, and legal support
- Action C - Create an environment supportive of interdisciplinary and cross-border collaborations
There are several objectives within LEADS 2025 which address sustainability in curriculum and/or research which are the following:
- Goal 2 - Elevate Research & Creativity
-Objective 2.3 - Amplify impact of research findings by addressing local needs that align with global challenges.
- Action A - Develop sustainable research program in energy, food and agriculture, and water to serve as drivers for economic development throughout New Mexico.
- Action C - leverage NMSUs land- and space-grant mission to initiate a space sustainability academic and research program by integrating NMSU's commercial space and sustainability efforts.
- Objective 2.4 - Amplify impact of research on society and the economy and promote international collaboration by accelerating technology and knowledge transfer
- Action A - Reward faculty and staff engagement in technology transfer through financial incentives such as intellectual property revenue sharing, new equipment, facility enhancements, and legal support
- Action C - Create an environment supportive of interdisciplinary and cross-border collaborations
Engagement
Yes
A list or sample of the measurable sustainability objectives related to engagement and the plan(s) in which they are published:
LEADS 2025 is NMSU's Strategic Plan with the goal of being a robust university and at the core of that is addressing global challenges including sustainability. Within the plan there are 4 goals; enhance success & social mobility, elevate research & creativity, amplify extension & outreach, and build a robust university system.
There are several objectives within LEADS 2025 which connect to student, employee, or community engagement for sustainability which are the following:
- Goal 3 - Amplify Extension and Outreach
- Objective 3.1 - Be a leader in place-based innovation and in economic and community development
- Action B - Build sector-specific collaborative initiatives with businesses, national laboratories, communities and economic development organizations.
- Objective 3.4 - Strengthen and elevate public-private engagement
- Action A - Inventory university assets and corporate needs and interest, and compile a living document for current and proposed partnerships across the NMSU system.
The Campus Master Plan, pg. 66, supports Vision 2020’s Goals of "Academic and Graduation, Diversity and Internationalization, Research and Creative Activity, Economic Development and Community Engagement, and Resource Stewardship". Vision 2020 development process includes participation from members of the administration, faculty, staff, students, local leadership, and residents. The end product will serve as the guidance document for the next decade, derived from exploration of the past, present and future development opportunities, along with an evaluation of the campus fabric and regional context. The Office of Sustainability has documented how the sustainability goals meet those of Vision 2020.
The visions in the Climate Action Plan, pg. 19, is that many campus engagement activities are shown.
There are several objectives within LEADS 2025 which connect to student, employee, or community engagement for sustainability which are the following:
- Goal 3 - Amplify Extension and Outreach
- Objective 3.1 - Be a leader in place-based innovation and in economic and community development
- Action B - Build sector-specific collaborative initiatives with businesses, national laboratories, communities and economic development organizations.
- Objective 3.4 - Strengthen and elevate public-private engagement
- Action A - Inventory university assets and corporate needs and interest, and compile a living document for current and proposed partnerships across the NMSU system.
The Campus Master Plan, pg. 66, supports Vision 2020’s Goals of "Academic and Graduation, Diversity and Internationalization, Research and Creative Activity, Economic Development and Community Engagement, and Resource Stewardship". Vision 2020 development process includes participation from members of the administration, faculty, staff, students, local leadership, and residents. The end product will serve as the guidance document for the next decade, derived from exploration of the past, present and future development opportunities, along with an evaluation of the campus fabric and regional context. The Office of Sustainability has documented how the sustainability goals meet those of Vision 2020.
The visions in the Climate Action Plan, pg. 19, is that many campus engagement activities are shown.
Operations
Yes
A list or sample of the measurable sustainability objectives related to operations and the plan(s) in which they are published:
LEADS 2025 is NMSU's Strategic Plan with the goal of being a robust university and at the core of that is addressing global challenges including sustainability. Within the plan there are 4 goals; enhance success & social mobility, elevate research & creativity, amplify extension & outreach, and build a robust university system.
Within the Master Plan sustainability planning is addressed on page 23.
https://architect.nmsu.edu/wp-content/uploads/sites/85/2017/10/NMSU-Master-Plan-9-27-17-RF.pdf
Within the Master Plan sustainability planning is addressed on page 23.
https://architect.nmsu.edu/wp-content/uploads/sites/85/2017/10/NMSU-Master-Plan-9-27-17-RF.pdf
Administration
Yes
A list or sample of the measurable sustainability objectives related to administration and the plan(s) in which they are published:
LEADS 2025 is NMSU's Strategic Plan with the goal of being a robust university and at the core of that is addressing global challenges including sustainability. Within the plan there are 4 goals; enhance success & social mobility, elevate research & creativity, amplify extension & outreach, and build a robust university system.
There are several objectives within LEADS 2025 which addresses diversity, equity, and inclusion, sustainable investment/finance, and wellbeing in operations which are the following:
- Goal 4 - Build a robust university system
- Objective 4.1 - Be a recognized leader in valuing the inclusion of diverse participants and recognizing diversity as an asset among minority-serving, land-grant, and space grant institutions.
- Actions A - Establish an Office of Diversity and Inclusion
- Actions C - Ensure staff and faculty reflect New Mexico demographics and provide processes for diversity hiring practices.
- Actions E - Partner with students and student organizations to address issues of diversity and inclusion
- Action F - Work with leadership programs to develop and sustain capacity for addressing diversity and inclusion issues.
- Action G - Develop capacity t o understand and address issues of inclusion and diversity at all levels of the NMSU system
- Objective 4.2 - Cultivate faculty and staff excellence
- Actions A - Evaluate current compensation policies to ensure fair-market value for faculty and staff
- Actions B - Develop performance evaluation processes that align, engage, empower, and reward contributions to NMSU systemwide strategic goals
- Actions D - Support faculty and staff through professional development and programs that support their financial, mental, and physical well-being
- Actions E - Develop professional development programs that foster academic and professional excellence and diversity
There are several objectives within LEADS 2025 which addresses diversity, equity, and inclusion, sustainable investment/finance, and wellbeing in operations which are the following:
- Goal 4 - Build a robust university system
- Objective 4.1 - Be a recognized leader in valuing the inclusion of diverse participants and recognizing diversity as an asset among minority-serving, land-grant, and space grant institutions.
- Actions A - Establish an Office of Diversity and Inclusion
- Actions C - Ensure staff and faculty reflect New Mexico demographics and provide processes for diversity hiring practices.
- Actions E - Partner with students and student organizations to address issues of diversity and inclusion
- Action F - Work with leadership programs to develop and sustain capacity for addressing diversity and inclusion issues.
- Action G - Develop capacity t o understand and address issues of inclusion and diversity at all levels of the NMSU system
- Objective 4.2 - Cultivate faculty and staff excellence
- Actions A - Evaluate current compensation policies to ensure fair-market value for faculty and staff
- Actions B - Develop performance evaluation processes that align, engage, empower, and reward contributions to NMSU systemwide strategic goals
- Actions D - Support faculty and staff through professional development and programs that support their financial, mental, and physical well-being
- Actions E - Develop professional development programs that foster academic and professional excellence and diversity
Part 2. Sustainability in institution’s highest guiding document
Yes
The institution’s highest guiding document (upload):
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?:
Minor theme
Optional Fields
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:
The NMSU Sustainability Policy and Oversight Council (SPOC) is co-chaired by Dr. Rolando Flores and Dr. Lakshmi Reddi. The NMSU Sustainability Policy and Oversight Council seeks to address the Global Challenge of Sustainability. The Council will work to identify emerging and growing opportunities for collaboration among academic and administrative units, as well as with the city and state, while offering the campus as a learning lab for students and faculty to work with administration on increased operational sustainability.
The Council ensures regular progress is made to achieve NMSU’s 2050 Climate Neutrality Goal and seeks advice from University Administrative Council (UAC) and related groups (e.g. Energy Cabinet, Faculty Senate, ASNMSU and Employee Council.) The metrics collected will be reported both internally and externally, e.g. STARS.
The council will meet at five times per academic year and the meetings are open to non-members.
The Council ensures regular progress is made to achieve NMSU’s 2050 Climate Neutrality Goal and seeks advice from University Administrative Council (UAC) and related groups (e.g. Energy Cabinet, Faculty Senate, ASNMSU and Employee Council.) The metrics collected will be reported both internally and externally, e.g. STARS.
The council will meet at five times per academic year and the meetings are open to non-members.
The institution’s definition of sustainability:
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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 | Yes |
| The Talloires Declaration (TD) | Yes |
| UN Global Compact | No |
| Other multi-dimensional sustainability commitments (please specify below) | No |
A brief description of the institution’s formal sustainability commitments, including the specific initiatives selected above:
Global Climate Letter (https://www.sdgaccord.org/climateletter) a
Website URL where information about the institution’s sustainability planning efforts is available:
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Additional documentation to support the submission:
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Data source(s) and notes about the submission:
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The information presented here is self-reported. While AASHE staff review portions of all STARS reports and institutions are welcome to seek additional forms of review, the data in STARS reports are not verified by AASHE. If you believe any of this information is erroneous or inconsistent with credit criteria, please review the process for inquiring about the information reported by an institution or simply email your inquiry to stars@aashe.org.