Overall Rating Gold - expired
Overall Score 65.87
Liaison Lindsay Batchelor
Submission Date Jan. 5, 2016
Executive Letter Download

STARS v2.0

North Carolina State University
PA-2: Sustainability Planning

Status Score Responsible Party
Complete 4.00 / 4.00 Lindsay Batchelor
Sustainability Program Coordinator
Sustainability
"---" indicates that no data was submitted for this field

Does the institution have current and formal plans to advance sustainability in the following areas? Do the plans include measurable objectives?:
Current and Formal Plans (Yes or No) Measurable Objectives (Yes or No)
Curriculum Yes Yes
Research (or other scholarship) Yes Yes
Campus Engagement Yes Yes
Public Engagement Yes Yes
Air and Climate Yes Yes
Buildings Yes Yes
Dining Services/Food Yes Yes
Energy Yes Yes
Grounds Yes Yes
Purchasing Yes Yes
Transportation Yes Yes
Waste Yes Yes
Water Yes Yes
Diversity and Affordability Yes Yes
Health, Wellbeing and Work Yes Yes
Investment --- ---
Other --- ---

A brief description of the plan(s) to advance sustainability in Curriculum:
The measurable objectives, strategies and timeframes included in the Curriculum plan(s):

Sustainability Strategic Plan- Section 5.1
http://sustainability.ncsu.edu/wp-content/uploads/2010/12/SSP_WEB.pdf

Annual Sustainability Report - Academics and Research
http://sustainability.ncsu.edu/about/stars/

Strategy 1:Develop the scholarship, including the courses, curricula
and research needed for students to become literate about
energy, environment and sustainability.
Tactic: Establish an Environmental Sciences First Year Program Committee
to review possible paths for first year students to explore a variety of
environmental science-related majors.
Progress: Dr. Michael Mullen, Vice Chancellor and Dean for Academic
and Student Affairs, and Dr. Mary Watzin, Dean of the College of Natural
Resources, are co-chairing the committee, which consists of representatives
from each academic college. The committee continues to review
the Life Sciences First Year program to assess what parts of that program
model are applicable. Conversations about what majors might participate
and what the first year curriculum map might look like will continue into
next year.
Tactic: Create the Semester @ CMAST program to promote exposure to
marine sciences.
Progress: A semester-long program called Semester @ CMAST was
approved in spring 2015. Beginning in spring 2016, up to 25 NC State
undergraduate students will be resident students at CMAST, NC State’s
Center for Marine Sciences and Technology. This maiden voyage of the
program is the first of a standing series of full semesters allowing exposure
to all facets of marine science.
Tactic: Develop new courses that feature content related to sustainability
issues.
Progress: A new Environmental Sciences course (ES 150) called Water
and the Environment received initial approval and could be offered to
students as early as the spring 2016 semester.

Strategy 2: Explore the concepts underlying sustainability in
courses and curricula to build the case for sustainable practices.
Tactic: Create an inventory of sustainability and sustainability-related
courses based on the Sustainability Tracking, Reporting, Assessment
and Rating System (STARS) definitions to understand what courses are
already offered. Submit the course list with NC State’s STARS submission
in fall 2015.
Progress: Students from the EcoVillage completed the course inventory
as a capstone project in collaboration with the directors of the University
Sustainability Office and the EcoVillage. After receiving training on
STARS definitions and the inventory template, students searched the
university course catalog using more than 160 keywords. Staff reviewed
and edited the list for quality control.

Strategy 3: Engage in discussions for advancing sustainability
to optimize the use of energy, water, buildings, land, transportation
and existing space through participation in the Campus Environmental
Sustainability Team (CEST) working groups.
Tactic: Pilot an energy saving program during the summer when classrooms
are not in heavy use.
Progress: The pilot of the Summer Energy Savings Initiative in summer
2014 involved the Registrar’s Office, Building Maintenance and Operations,
Energy Management and the University Sustainability Office.
The team identified when strategic classrooms and event spaces were
unoccupied and building temperatures were adjusted to optimize energy
savings. Planning for summer 2015 included consolidating events and
classes into designated buildings for additional savings.

Strategy 4: Use the physical campus as a classroom and
research facility to demonstrate and explore sustainability principles
and practices.
Tactic: Continue to position PackLink as the resource for students to
connect with sustainability-related projects on campus and gain realworld
experience through experiential education.
Progress: PackLink upgraded to a better online platform allowing
easier viewing of project opportunities. Encouraging campus departments
to include projects is an ongoing effort.

Strategy 5: Promote research to advance sustainability,
including discovery of new technologies that advance sustainability,
securing patents and employing new workers that align
with a new energy economy.
Tactic: Create a sustainability research inventory based on the
Sustainability Tracking, Reporting, Assessment and Rating System
(STARS) guidance to identify faculty involved in sustainability research.
Submit the course list with NC State’s STARS submission in fall
2015.
Progress: The full research inventory will be completed during summer
2015. To aid that process a few new resources are available online
at sustainability.ncsu.edu including a list of faculty in the Sustainability
Cities Consortium as well as faculty looking for student help in their sustainability
research. These resources will be added to the full research
inventory and submitted with NC State’s full STARS report.

Strategy 6: Engage faculty researchers in sustainable practices
to increase the resource use efficiency of research equipment and
spaces needed to conduct state-of-the-art research.
Tactic: See strategy 5 tactic
Progress: See strategy 5 update

Strategy 7: Provide opportunities for service learning that bridge
education, research and the practical application of sustainability.
Tactic: Create a mechanism for faculty to learn about how to include
sustainability in their teaching, research and/or practice.
Progress: The Office of Faculty Development and the University Sustainability
Office partnered to offer two short Sustainability in Teaching
workshops during the year. Expanding on those workshops, there will
be an all-day workshop over fall break 2015 about “Where Interaction
Meets Impact: Integrating Sustainability Into Teaching, Research and
Practice,” to replicate a model that has been successful on other campuses.
The long-term goal is to provide a community for faculty to share
best practices on including sustainability in their work.

+ Date Revised: Jan. 19, 2016

Accountable parties, offices or departments for the Curriculum plan(s):

Campus Environmental Sustainability Team's Academics and Research Working Group.


A brief description of the plan(s) to advance sustainability in Research (or other scholarship):
The measurable objectives, strategies and timeframes included in the Research plan(s):

Sustainability Strategic Plan- Section 5.1
http://sustainability.ncsu.edu/wp-content/uploads/2010/12/SSP_WEB.pdf

Annual Sustainability Report - Academics and Research
http://sustainability.ncsu.edu/about/stars/

Academics and Research
Strategy 4: Use the physical campus as a classroom and
research facility to demonstrate and explore sustainability principles
and practices.
Tactic: Continue to position PackLink as the resource for students to
connect with sustainability-related projects on campus and gain real world
experience through experiential education.
Progress: PackLink upgraded to a better online platform allowing
easier viewing of project opportunities. Encouraging campus departments
to include projects is an ongoing effort.

Strategy 5: Promote research to advance sustainability,
including discovery of new technologies that advance sustainability,
securing patents and employing new workers that align
with a new energy economy.
Tactic: Create a sustainability research inventory based on the
Sustainability Tracking, Reporting, Assessment and Rating System
(STARS) guidance to identify faculty involved in sustainability research.
Submit the course list with NC State’s STARS submission in fall
2015.
Progress: The full research inventory will be completed during summer
2015. To aid that process a few new resources are available online
at sustainability.ncsu.edu including a list of faculty in the Sustainability
Cities Consortium as well as faculty looking for student help in their sustainability
research. These resources will be added to the full research
inventory and submitted with NC State’s full STARS report.

Strategy 6: Engage faculty researchers in sustainable practices
to increase the resource use efficiency of research equipment and
spaces needed to conduct state-of-the-art research.
Tactic: See strategy 5 tactic
Progress: See strategy 5 update

Strategy 7: Provide opportunities for service learning that bridge
education, research and the practical application of sustainability.
Tactic: Create a mechanism for faculty to learn about how to include
sustainability in their teaching, research and/or practice.
Progress: The Office of Faculty Development and the University Sustainability
Office partnered to offer two short Sustainability in Teaching
workshops during the year. Expanding on those workshops, there will
be an all-day workshop over fall break 2015 about “Where Interaction
Meets Impact: Integrating Sustainability Into Teaching, Research and
Practice,” to replicate a model that has been successful on other campuses.
The long-term goal is to provide a community for faculty to share
best practices on including sustainability in their work.

+ Date Revised: Jan. 19, 2016

Accountable parties, offices or departments for the Research plan(s):

Campus Environmental Sustainability Team's Academics and Research Working Group.


A brief description of the plan(s) to advance Campus Engagement around sustainability:
The measurable objectives, strategies and timeframes included in the Campus Engagement plan:

Outreach and Engagement Strategic Plan
https://oe.ncsu.edu/wp-content/uploads/2015/07/OE-Strategic-Plan-FINAL-7-1-2015-1.pdf

NC State Values
Consonant with our history, mission and vision, NC State affirms these core values:
• Integrity—in the pursuit, creation, application, and dissemination of knowledge
• Freedom—of thought and expression
• Respect—for cultural and intellectual diversity
• Responsibility—for individual actions and service to society
• Stewardship—in sustaining economic and natural resources
• Excellence—in all endeavors

Outreach & Engagement Goals
GOAL 1: Culture of Engagement – Invest in developing, supporting and
rewarding new and innovative multidisciplinary ideas as we partner to promote a
culture of local responsiveness and global engagement.

GOAL 2: Community Collaboration and Partnerships – Leverage the distinct
assets of the university to realize opportunities that emphasize reciprocity,
collaboration and strong partnerships.

GOAL 3: Capacity to Make a Difference – Utilize best practices to extend
resources, share expertise, apply research outcomes and seek new opportunities
to listen and learn.

Sustainability Strategic Plan- Section 5.2
http://sustainability.ncsu.edu/wp-content/uploads/2010/12/SSP_WEB.pdf

Annual Sustainability Report - Community and Culture
http://sustainability.ncsu.edu/about/stars/

Strategy 1:Adopt, promote and adhere to a sustainability policy.
TACTIC: Provide education to key units on how to implement the university’s
sustainability policy and standard operating procedures (SOP).
Progress: The SOP was presented to some units and will continue.

Strategy 2: Report sustainability information on a national scale
toward becoming a national leader in sustainability.
TACTIC: Revise NC State’s STARS (Sustainability Tracking, Assessment &
Rating System™) submission and pursue a rating.
Progress: The University Sustainability Office is facilitating the data
collection process for STARS with a goal of submitting information by
December 2015. An EcoVillage capstone project utilized students in the
creation of a list of sustainability-related courses and degree programs
that align with STARS requirements.

Strategy 3: Support opportunities to obtain funding for sustainability
including grants, university campaigns, a student fee and
seed money.
TACTIC: Create a fundraising plan for campus sustainability activities.
Identify funding priorities at low, medium and high levels as well as campus
resources for each level.
Progress: The University Sustainability Office secured sponsorships
for two Change Your State theme months, Earth Month and the Green
Brick Awards. The sustainability donation webpage was revised to
more clearly display opportunities and to more easily accept donations
and sponsorships. Conversations about fundraising and development
resources are ongoing.

Strategy 4: Implement a comprehensive sustainability education
and awareness program that utilizes peer-to-peer networks.
TACTIC: Manage the expansion of the NC State Steward program’s reach
into student peer-to-peer networks.
Progress: Now involving 35 students, the NC State Stewards capped
a successful second year of outreach and campus projects, including
receiving a Sustainability Fund grant for the installation of outdoor solar
charging stations, facilitating residence hall energy competitions, continuing
efforts to reduce use of single-use plastic bags on campus, creating
a series of themed virtual tours of unique plants located on campus,
conducting a series of DIY workshops and educating about sustainability
through presentations.
TACTIC: Utilize Change Your State framework for sustainability communications.
Progress: In addition to guiding the communications focus for the
University Sustainability Office, Change Your State themes are also being
embedded in other parts of campus such as the syllabus framework for
an STS course, the university’s sustainable workplace certification, NC
State Athletics campaigns and as an example used by other campuses.
TACTIC: Work with the NC State Alumni Association to understand how
to engage alumni in sustainability efforts.
Progress: The Alumni Association created sustainability messaging and
offered a reusable bag in their membership renewal drive. Some young
alumni groups are planning to certify their events as sustainable. The
University Sustainability Office and Alumni Association are creating a
short and mid-term plan for engaging young alumni with a sustainability
interest.

Strategy 5: Create a network among the local sustainability
community that includes universities, governments, corporations
and nonprofits.
TACTIC: Have an active presence at major sustainability conferences
and gatherings such as AASHE, Smart and Sustainable, Net Impact,
Green Build, student EcoReps conference, Southeastern Sustainability
network (SESN), UNC System Sustainability Alliance and the
Appalachian State Energy Summit).
Progress: NC State hosted the annual meeting and conference of
the Southeast Sustainability Network, comprised of regional sustainability
directors in higher education. The University Sustainability
Office hosted a facilitation and sustainability strategic planning workshop
that was attended by other campus sustainability managers in
North Carolina. NC State also had a presence at major sustainability
conferences and workshops.

Strategy 6:Grow the Campus Environmental Sustainability
Team (CEST) as a cross-campus team of faculty, staff, students
and community members engaged in campus sustainability.
TACTIC: Begin planning effort to identify the CEST membership for
revision of the university-wide Sustainability Strategic Plan (SSP)
and Climate Action Plan.
Progress: CEST used questions and recommendations proposed from a
Change Management/Learning History graduate project to guide thinking
about successes of the current SSP and what areas should be adjusted
for future plans. Full planning will happen throughout fiscal year 2015-
2016.

Strategy 7: Establish annual campus events to embed sustainability
as a part of campus culture.
TACTIC: Focus on boosting participation in Certified Wolfpack Sustainable
program from high-profile NC State traditions and events.
Progress: Certified Wolfpack Sustainable is becoming a well-known
and utilized program among NC State events and workplaces. 33 campus
events received sustainability certification this year, and the university
event and catering service, RAVE, is working to incorporate sustainability
into its offerings. All Wolfpack Certified Sustainable events and
workplaces -- 15 were certified in the first year -- were recognized at the
2015 NC State Green Brick Awards.

Strategy 8: Create incentives and provide recognition and
rewards to promote sustainability across campus.
TACTIC: Expand the recognition of the Green Brick by acknowledging
Certified Wolfpack Sustainable events and workplaces.
Progress: The 2015 Green Brick Awards became a standalone event for
sustainability recognition and networking. Around 75 participants were
present to acknowledge the achievements of Green Brick Award winners,
nominees, and certified sustainable events and workplaces.

+ Date Revised: Jan. 19, 2016

Accountable parties, offices or departments for the Campus Engagement plan(s):

Office of Outreach and Engagement, Campus Environmental Sustainability Team, University Sustainability Office


A brief description of the plan(s) to advance Public Engagement around sustainability:
The measurable objectives, strategies and timeframes included in the Public Engagement plan(s):

Outreach and Engagement Strategic Plan
https://oe.ncsu.edu/wp-content/uploads/2015/07/OE-Strategic-Plan-FINAL-7-1-2015-1.pdf

Outreach & Engagement Goals
GOAL 1: Culture of Engagement – Invest in developing, supporting and
rewarding new and innovative multidisciplinary ideas as we partner to promote a
culture of local responsiveness and global engagement.
GOAL 2: Community Collaboration and Partnerships – Leverage the distinct
assets of the university to realize opportunities that emphasize reciprocity,
collaboration and strong partnerships.
GOAL 3: Capacity to Make a Difference – Utilize best practices to extend
resources, share expertise, apply research outcomes and seek new opportunities
to listen and learn.

Sustainability Strategic Plan- Section 5.2
http://sustainability.ncsu.edu/wp-content/uploads/2010/12/SSP_WEB.pdf

Annual Sustainability Report - Community and Culture
http://sustainability.ncsu.edu/about/stars/

Strategy 5: Create a network among the local sustainability
community that includes universities, governments, corporations
and nonprofits.
TACTIC: Have an active presence at major sustainability conferences
and gatherings such as AASHE, Smart and Sustainable, Net Impact,
Green Build, student EcoReps conference, Southeastern Sustainability
network (SESN), UNC System Sustainability Alliance and the
Appalachian State Energy Summit).
Progress: NC State hosted the annual meeting and conference of
the Southeast Sustainability Network, comprised of regional sustainability
directors in higher education. The University Sustainability
Office hosted a facilitation and sustainability strategic planning workshop
that was attended by other campus sustainability managers in
North Carolina. NC State also had a presence at major sustainability
conferences and workshops.

+ Date Revised: Jan. 19, 2016

Accountable parties, offices or departments for the Public Engagement plan(s):

Office of Outreach and Engagement, Campus Environmental Sustainability Team, University Sustainability Office.


A brief description of the plan(s) to advance sustainability in Air and Climate:
The measurable objectives, strategies and timeframes included in the Air and Climate plan(s):

Climate Action Plan- Section 5
https://sustainability.ncsu.edu/media/pdf/CAP_WEB_Final.pdf

The Climate Action Plan is based on a long-term goal of reaching climate
neutrality by 2050. For the first iteration of the plan,
the focus is on strategies that can begin implementation in
the near term, or within the next five years. The near-term
portfolio in the CAP could result in approximately a 20%
GHG emissions reduction from 2008 levels by 2015.

In 2013, NC State had realized a 13.5% reduction in greenhouse gases over the 2008 baseline.

+ Date Revised: Jan. 19, 2016

Accountable parties, offices or departments for the Air and Climate plan(s):

University Sustainability Office, Facilities Operations, Campus Environmental Sustainability Team.


A brief description of the plan(s) to advance sustainability in Buildings:

Sustainability Strategic Plan- Section 5.4
http://sustainability.ncsu.edu/wp-content/uploads/2010/12/SSP_WEB.pdf

Annual Sustainability Report- Green Development
http://sustainability.ncsu.edu/about/stars/


The measurable objectives, strategies and timeframes included in the Buildings plan(s):

Sustainability Strategic Plan- Section 5.4
http://sustainability.ncsu.edu/wp-content/uploads/2010/12/SSP_WEB.pdf

Annual Sustainability Report - Green Development
http://sustainability.ncsu.edu/about/stars/

Green Development
Strategy 1: Update the campus Physical Master Plan to integrate
and coordinate transportation, land use, utilities, buildings and
stormwater planning.
Tactic: Publish 2014 Master Plan poster and provide a user-friendly
website version.
Progress: Complete. Posters were printed and are being shared with
the campus community. The online version of the document was posted
in January 2014 using software that eases navigation and printing individual
page spreads.

Strategy 2: Adopt a sustainability vision statement and include it
as part of the scope statement for all projects more than $500,000.
Tactic: Post departmental project lists on the Facilities and Sustainability
website and indicate sustainable features on selected projects.
Progress: This tactic was modified to develop tiered sustainable standard
that apply to all non-LEED projects. Tiered sustainable standards,
which will be posted on the Sustainability website, have been developed
to apply to all design and construction on campus.
Tactic: Inform academic and self-liquidating groups on campus that
renovations need to consider sustainable features in design.
Progress: The Green Building Checklist was introduced at the College
Facility Coordinator meeting on March 17, 2015.
Tactic: Complete requirement for contractor qualifications to include
sustainability for formal projects.
Progress: A review determined that although sustainability experience
is not currently a factor in selection of contractors for small projects, NC
State does often utilize contractors with previous campus experience,
which offers continuity and exposure to campus sustainability programs.
Appropriate ways to integrate sustainability experience into the prequalification
process will continue to be considered.

Strategy 3: Integrate sustainable strategies for all new construction
and renovation projects including publicly owned, privately
owned, and leased or partnership properties.
Tactic: Arrange for design projects managers to visit other North
Carolina college campuses to research projects that have integrated
interesting or new sustainable approaches.
Progress: With a microgrant from NCAPPA, staff will travel to the
NC Zoo and Elon University in fall 2015 to review facility best practices
related to sustainability.
Tactic: Complete sustainability guidelines for use on all campus projects.
Progress: Tiered sustainability design and construction standards have
been approved, and Capital Project Management is inserting standards
into existing documents to make the guidelines actionable.
Tactic: Develop and implement small project specifications and standard
details that will be located on standard drawing sheets.
Progress: Carry forward this tactic to fiscal year 2015-2016. Cover
sheets will utilize targeted “Tier” descriptions from the sustainability
project requirements that are appropriate given the project budget/size.
Tactic: Integrate sustainability into standard Ground Lease
for Centennial Campus.
Progress: Carry forward to fiscal year 2015-2016. Sustainability
is being integrated into Centennial Campus ground
lease projects on a project-by-project basis. Future projects
include the StateView Hotel and Textiles Innovation Center,
which are seeking LEED Silver certification.

Strategy 4: Exceed NC State’s established minimum
commitment to achieve LEEDSilver certification.
Tactic: Use site project notification signage or maps to
communicate projects with sustainability features.
Progress: The Campus Sustainability Map is a new tool
that can communicate project information on the Sustainability
website. There are many departments running
different online maps. Integration of GIS mapping across
campus will be a tactic in fiscal year 2015-2016.

Strategy 5: Give priority to holistic building and property
modifications that maximize efficient and effective
resource use.
Tactic: Focus on space utilization planning to enforce NC
State’s Sustainability SOP, which shifts emphasis from new
construction to improving existing campus assets/buildings.
Progress: A memo was sent to all colleges in September 2014. Initial
reports were run and deemed unsatisfactory due to limited participation.
Met with 10 colleges and the Graduate School to follow up. Office space
efforts will be finalized in fall 2015.

Strategy 6: Design new buildings and utilize existing facilities as
long-term, flexible resources.
Tactic: Implement post-occupancy survey program to determine how
select projects are performing after one year. Include energy use,
comfort and value questions about project implementation to learn if the
project was a long-term success, and if not, what the issues were.
Progress: Occupants have been surveyed to ensure expectations have
been met with regard to comfort and indoor air quality. Tier I-III of the
sustainability project requirements will include team evaluation of project
success. A survey has not been systematically deployed to all building
projects.

Strategy 7: Enhance utilization and management of campus and
building space to increase efficiency and reduce the need for new
construction.
Tactic: Continue project that tags people to office space and begin running
reports to identify under-utilized space.
Progress: Ongoing with particular emphasis on personnel within academic
colleges. Office space efforts will be finalized in fall 2015.
Tactic: Tag researchers with research space on campus to identify
under-utilized space.
Progress: Research space reports will be run in winter 2015 and follow
up will be scheduled as necessary.

+ Date Revised: Jan. 19, 2016

Accountable parties, offices or departments for the Buildings plan(s):

Buildings Working Group of Campus Environmental Sustainability Team


A brief description of the plan(s) to advance sustainability in Dining Services/Food:
The measurable objectives, strategies and timeframes included in the Dining Services/Food plan(s):

Sustainability Strategic Plan- Section 5.5
http://sustainability.ncsu.edu/wp-content/uploads/2010/12/SSP_WEB.pdf

Annual Sustainability Report - Purchasing and Waste Reduction
http://sustainability.ncsu.edu/about/stars/

Strategy 9: Increase the partnerships among NC State, local farmers, producers and manufacturers in North
Carolina, resulting in more sustainable food purchases by University Dining.
TACTIC: Increase amount of local and sustainable food
purchased by University Dining.
Progress: Local purchasing continues to build as University
Dining’s primary food vendor, US Foods, has increased its
inventory of local products. Purchasing local is still the primary
goal, along with supporting increased production at NC State’s
Agroecology Education Farm. University Dining’s award-winning
“My Roots Are At NC State” local food campaign has been
expanded to focus on NC State research that impacts the local
food system in North Carolina.
TACTIC: Expand partnership between University Dining and NC
State’s Agroecology Education Farm.
Progress: The partnership with the NC State Agroecology
Education Farm continues to grow. With the purchase of
two season-extending hoop houses for the farm, Dining has
demonstrated its commitment to the farm and the value of
serving campus-grown food in on-campus dining locations.

+ Date Revised: Jan. 19, 2016

Accountable parties, offices or departments for the Dining Services/Food plan(s):

University Dining, Purchasing and Waste Reduction working group of the Campus Environmental Sustainability Team


A brief description of the plan(s) to advance sustainability in Energy:
The measurable objectives, strategies and timeframes included in the Energy plan(s):

Sustainability Strategic Plan- Section 5.3
http://sustainability.ncsu.edu/wp-content/uploads/2010/12/SSP_WEB.pdf

Annual Sustainability Report - Energy and Water
http://sustainability.ncsu.edu/about/stars/

Strategy 1: Achieve a 30 percent reduction in building energy
consumption by 2015 against the 2003 baseline.
TACTIC: Continue developing more accurate semester building schedules
to operate building mechanical systems that are aligned with actual
building use. Install zone override buttons to accommodate building
occupants. Cultivate a working relationship with the Registration and
Records Office to develop energy conscientious classroom schedules.
Progress: A summer setback scheduling program was launched during
the Summer II session in 2014. This ongoing effort between Registration
and Records, Building Maintenance and Operations, University Sustainability
Office, and Energy Management consolidates classroom usage
over the summer in an effort to reduce utility and maintenance costs and
improve safety.
TACTIC: Implement the fourth energy performance contract as funding is
available.
Progress: Design is in progress. Forward to next fiscal year.
TACTIC: Complete the next phase of SCADA (supervisory control and
data acquisition) implementation, including automated switch upgrades
at Centennial Campus and installing SCADA at the Centennial Biomedical
Campus substation.
Progress: Complete.
TACTIC: Implement the next phase of the D.H. Hill Library BAS (building
automation system) upgrade.
Progress: Incomplete due to lack of funding. Final completion of the
2nd - 9th floors of the South Tower is anticipated in fiscal year 2016.
TACTIC: Continue recommissioning activities at selected energy-intensive
campus buildings as funding is available.
Progress: Buildings recommissioned this year are First Year College,
Carmichael Recreation Center, and 50 percent of Engineering Building I,
which was not completed because of the discovery of substantial repairs
requiring major funding.
TACTIC: Continue steam trap survey and replacement program as funding
is available.
Progress: Complete.
TACTIC: Work with Environmental Health and Safety to upgrade or
remove/replace older, inefficient campus fume hoods. Provide shared
funding to facilitate energy conservation while still maintaining rigorous
health/safety standards.
Progress: No progress. Forward to next fiscal year.
TACTIC: Continue campus energy awareness campaign to encourage
building occupants to implement energy conservation measures.
Progress: Energy conservation emphasis through Change Your State,
the campus sustainability awareness campaign, continues.

Strategy 3: Improve energy data management
capabilities and make data-driven decisions utilizing
enhanced energy data.
TACTIC: Complete the second year of measurement and verification
reporting for both major energy performance contracts on campus.
Progress: Complete.
TACTIC: Quantify key performance metrics (inputs and outputs) for campus
district energy plants (both individually and aggregated).
Progress: Progress made and efforts will continue during fiscal year
2015-16.
TACTIC: Complete state-required measurement and verification reporting
for selected buildings.
Progress: Complete. Building performance data was provided to the
state in fall 2014.

Strategy 4: Train and educate staff and building endusers
to properly operate and maintain building systems in an
energy efficient manner.
TACTIC: Continue College of Textiles building occupant energy reduction
pilot program started in May 2014.
Progress: Complete.
TACTIC: Complete the integration of energy dashboards on campus and
promote availability of this new real-time reporting technology.
Progress: Complete. The energy dashboard is fully integrated. More
meters and buildings can be added to the dashboard at any time.
Dashboards are being displayed at some campus buildings and are also
available on the NC State Sustainability website.
TACTIC: Publish the twelfth edition of the NC State Strategic Energy and Water Report for fiscal year 2014-2015.
Progress: Complete and available online at go.ncsu.edu/
energywaterreport.
TACTIC: Continue to utilize students to identify campus energy
and water conservation opportunities.
Progress: The NC State Stewards student group performed
water and energy assessments at Carmichael Gym and Honors
Village Commons. They also managed energy and water competitions
in October at the Tri-Towers and Wolf Ridge residence
halls.

Strategy 5: Ensure a cost-effective and reliable energy
supply by developing business scenarios and strategies for
diversifying fuel sources.
TACTIC: Issue a request for proposal to qualified transport
marketers for the period 2016 through 2021. Upon award, lock in
natural gas strips that meet the procurement program.
Progress: Complete. A one-year contract was awarded and
natural gas strips are placed through 2016.

Strategy 6: Evaluate utility financial structures that create
incentives for saving energy.
TACTIC: Refresh the ultra-low temperature freezer rebate program
in campus labs as funding is available.
Progress: No progress. Forward to next fiscal year.

Strategy 7: Implement green standards and practices for
information technology and computing.
TACTIC: Continue collaborating with the Office of Information
Technology’s Green IT Committee to identify and implement
energy conservation best practices.
Progress: Progress toward computer power management on
campus continues. A new how-to beta website was developed
and is expected to go live in 2016.

+ Date Revised: Jan. 19, 2016

Accountable parties, offices or departments for the Energy plan(s):

Energy and Water Working Group of the Campus Environmental Sustainability Team, Office of Energy Management.


A brief description of the plan(s) to advance sustainability in Grounds:
The measurable objectives, strategies and timeframes included in the Grounds plan(s):

Sustainability Strategic Plan- Section 5.4
http://sustainability.ncsu.edu/wp-content/uploads/2010/12/SSP_WEB.pdf

Annual Sustainability Report - Green Development
http://sustainability.ncsu.edu/about/stars/

Green Development
Strategy 8: Create pedestrian-friendly, mixed-use neighborhoods
to reduce the distance between necessary services and to avoid
single occupant vehicle use.
Tactic: Complete Morrill Drive gateway and pedestrian safety project.
Progress: Complete. Project added new walkway on the east side of
Morrill Drive to Wood Hall driveway. Light levels in the area now meet
campus standards.
Tactic: Update Recreation Sports Master Plan.
Progress: Complete. The plan updated the cost estimates for key projects
including new play fields at Varsity Drive.
Tactic: Complete Varsity Drive bicycle safety project.
Progress: Complete. New sharrows and bike lanes are installed.
Tactic: Update the Landscape Implementation Plan.
Progress: The Landscape Implementation Plan will be updated in the
2015-2016 fiscal year.

Strategy 9: Improve the acreage of campus open spaces.
Strategy update: Change the strategy title to “improve” instead of
“increase” so that it also focuses on enhancing existing open space in
addition to increasing acreage of open space.

Strategy 10: Increase the percentage of undergraduate students
living on campus to reduce transportation needs and to enhance
retention.
Tactic: Evaluate an alternative strategy/metric for tracking this strategy’s
progress (e.g. close “off campus housing” is walkable, too).
Progress: Ongoing. List is being created of off-campus housing addresses
and distances from campus.

Strategy 11: Create and administer a Stormwater Master Plan
for campus in conjunction with the NC State Stormwater Programs
and the comprehensive Campus Master Plan.
Tactic: Develop a regional priority projects list for creating regional
stormwater plan, including budgets for plans.
Progress: An inventory project for parts of North and Central Campus
precincts and planning to improve storm water management for the Dan
Allen Drive corridor have been completed.
Tactic: Create a Stormwater Working Group.
Progress: Ongoing. Leadership for this potential collaborative will be
identified.

Strategy 12: Improve and enhance campus natural areas and
habitats.
Strategy update: Remove “open spaces” from the strategy name since
Strategy 9 includes open spaces.

Strategy 13:Strengthen the campus Tree Reforestation
Plan.
Tactic: Create Street Tree Master Plan for Dunn Avenue.
Progress: Complete.
Tactic: Create Street Tree Master Plan for Dan Allen Drive.
Progress: Complete.
Tactic: Submit Greek Village Conservation Plan to City of
Raleigh.
Progress: On hold due to staffing shortages.

Strategy 14: Develop a land management plan for Lake
Raleigh Woods.
Tactic: Draft recommendations for the Lake Raleigh Woods
Management Plan.
Progress: Data collection and analysis is complete. Initial
recommendations regarding trail locations and permitted uses
have been drafted. College of Natural Resources graduate
students will finalize draft plan in fall 2015 to manage research,
teaching and recreation uses.
Tactic: Involve classes in invasive species eradication.
Progress: There was not an opportunity for this type of class
project during the 2014-2015 fiscal year. The opportunity will be
discussed as a possibility for future semesters as a partnership
between Grounds Management and faculty from College
of Natural Resources and College of Agriculture and Life
Sciences.

+ Date Revised: Jan. 19, 2016

Accountable parties, offices or departments for the Grounds plan(s):

Grounds Management, Office of the University Architect, Land Use Working Group of Campus Environmental Sustainability Team.


A brief description of the plan(s) to advance sustainability in Purchasing:
The measurable objectives, strategies and timeframes included in the Purchasing plan(s):

Sustainability Strategic Plan- Section 5.5
http://sustainability.ncsu.edu/wp-content/uploads/2010/12/SSP_WEB.pdf

Annual Sustainability Report - Purchasing and Waste Reduction
http://sustainability.ncsu.edu/about/stars/

Purchasing and Waste Reduction
Strategy 1: Instill the values of total cost of ownership and total
life cycle costing into purchasing and project decision making.
TACTIC: Include language covering total life cycle cost into contracts and
bid for items more than $5,000.
Progress: Work with strategic sourcing analysis to formalize marketing
program with MarketPlace paper suppliers.

Strategy 3: Implement source reduction and environmentally
preferable purchasing initiatives to decrease waste before it
occurs.
TACTIC: Continue development of SOP for sustainable procurement.
Progress: The Sustainability Standard Operating
Procedure was adopted in June, 2014 and section 2.5 is dedicated to Purchasing.

Strategy 4: Increase the amount of environmentally and socially
responsible materials purchased.
TACTIC: Have MarketPlace vendors provide normalized reports on
sustainable purchases in yearly status reports.
Progress: Working with MarketPlace vendors to include data on
sustainable purchases during the last fiscal year.

Strategy 5: Implement sustainable purchasing standards.
TACTIC: Revise bid document to include language that encourages
vendors to provide sustainable options for the items that are listed in bid
documents.
Progress: Research commodity categories for potential sustainability
options such as energy savings, toxic waste removal, etc.

+ Date Revised: Jan. 19, 2016

Accountable parties, offices or departments for the Purchasing plan(s):

Purchasing Department, Purchasing and Waste Reduction Working Group of the Campus Environmental Sustainability Team.


A brief description of the plan(s) to advance sustainability in Transportation:
The measurable objectives, strategies and timeframes included in the Transportation plan(s):

Sustainability Strategic Plan- Section 5.6
http://sustainability.ncsu.edu/wp-content/uploads/2010/12/SSP_WEB.pdf

Bicycle and Pedestrian Master Plan
http://www2.acs.ncsu.edu/trans/about/documents/bicycle-pedestrian-plan2011.pdf

Campus Mobility Plan
http://www2.acs.ncsu.edu/trans/about/documents/mobility-plan2012.pdf

Annual Sustainability Report - Transportation
http://sustainability.ncsu.edu/about/stars/

Strategy 1: Develop a long-term campus vision addressing
alternative transportation, parking, campus connectivity and
congestion in coordination with the comprehensive Campus
Master Plan.
Tactic: Execute sequencing plan for phasing of projects for both the 2012
Campus Mobility Plan and 2011 Campus Bicycle and Pedestrian Plan to
ensure continued implementation of campus projects.
Progress: Complete and now part of standard operating procedures.

Strategy 2: Reduce the consumption of petroleum products
throughout the university fleet and procure more alternative fuel
and low-emitting vehicles.
Tactic: Pursue grant opportunities for the procurement of electric
vehicle charging infrastructure targeted for North Campus and Central
Campus.
Progress: A grant was submitted to the NC Clean Energy Technology
Center in fall 2014 seeking funding to purchase two electric vehicle
charging stations. This tactic will be pursued further in fiscal year 2015-
2016.
Tactic: Prepare for a new request for proposal (RFP) process on the
Wolfline (campus bus system) operations contract.
Progress: The development of the RFP is underway and anticipated to
be released in fall 2015 with vendor selection targeted for spring 2016.

Strategy 3: Increase Wolfline ridership and ensure that this
campus bus system continues to provide a high level of service that
meets user needs.
Tactic: Begin Sunday daytime service for the Route 8 (Southeast Loop).
Progress: Complete.
Tactic: Reconfigure Route 10 (Southside Circulator), per the Campus
Mobility Plan, to serve the Gorman Street area.
Progress: Complete.

Strategy 4: Improve bicycle and pedestrian access on campus.
Tactic: Implement phasing/sequencing of projects from the 2011 Campus
Bicycle and Pedestrian Plan on an annual basis.
Progress: Complete. This is now standard operating procedure in close
collaboration with the Office of University Architect and Design and
Construction Services.
Tactic: Expand bicycle racks on buses to Route 3 (Engineering).
Progress: Complete. Bike racks on buses is now standard for all new
buses in the Wolfline’s fleet.
Tactic: Track campus bicycle locker and clothing locker rentals.
Progress: Complete. Usage is now tracked and ensures timely
processing of new memberships/renewals.
Tactic: Partner with City of Raleigh on the “Watch For Me NC”
pedestrian and bicyclist safety campaign.
Progress: Complete. Program efforts occurred in fall 2014
in close collaboration with Campus Police, Union Activities
Board, University Housing, University Sustainability Office
and University Recreation.

STRATEGY 6: Maximize the use of the alternative fuel
offered at NC State’s fueling facility.
TACTIC: Ensure all new light-duty vehicle acquisitions
processed through University Purchasing comply with the
U.S. Department of Energy’s Energy Policy Act (EPAct),
which requires 75 percent of all light-duty vehicle purchases
to be alternative-fuel capable.
PROGRESS: Recommendations have been submitted to
university administration but review has been delayed due to
leadership transitions. Forward tactic to next fiscal year.
TACTIC: Create a university policy requiring the use of
alternative fuel in all flex-fuel vehicles.
PROGRESS: This guideline is in the university’s sustainability
standard operating procedures (SOP). Recommendations
have been submitted to university administration but review
has been delayed due to leadership transitions. Forward
tactic to next fiscal year.
TACTIC: Research the university’s current vehicle fleet to
determine which vehicles are capable of using alternative fuel
and reprogram their fuel key accordingly.
PROGRESS: Recommendations have been submitted to
university administration but review has been delayed due to
leadership transitions. Forward tactic to next fiscal year.

STRATEGY 7: Reduce air pollution, greenhouse gas
emissions and excess fuel consumption by vehicles.
TACTIC: Create a “Best Operating Practices” procedure for
state-owned vehicle operations.
PROGRESS: Recommendations have been submitted to
university administration but review has been delayed due to
leadership transitions. Forward tactic to next fiscal year.

STRATEGY 8: Analyze university-owned vehicles and
processes for key efficiencies that can be implemented
to achieve a more sustainable fleet size, content and
operating practices.
TACTIC: Review recommendations of third party consultant
regarding universal fleet policies.
PROGRESS: Recommendations have been submitted to
university administration but review has been delayed due to
leadership transitions. Forward tactic to next fiscal year.

+ Date Revised: Jan. 19, 2016

Accountable parties, offices or departments for the Transportation plan(s):

Transportation Office, Transportation Working Group of the Campus Environmental Sustainability Team


A brief description of the plan(s) to advance sustainability in Waste:
The measurable objectives, strategies and timeframes included in the Waste plan(s):

Sustainability Strategic Plan- Section 5.5
http://sustainability.ncsu.edu/wp-content/uploads/2010/12/SSP_WEB.pdf

Annual Sustainability Report - Purchasing and Waste Reduction
http://sustainability.ncsu.edu/about/stars/

Strategy 2: Achieve a 60 percent landfill diversion rate by 2015
with a stretch goal of achieving a 65 percent diversion rate by 2015.
TACTIC: Through a Waste Characterization Study, determine the
composition of NC State’s solid waste to effectively develop additional
programs and policies aimed at achieving waste reduction goals through
an established baseline.
Progress: Complete. The study was conducted in Spring 2015.
TACTIC: Examine construction and demolition debris weight reporting
process and incorporate to overall waste diversion.
Progress: Ongoing. Forward tactic to fiscal year 2015-2016.
TACTIC: Develop a zero waste program within the Poole College of
Management.
Progress: The Poole College of Management’s Sustainability Initiative
created a waste diversion plan that will begin implementation in fall 2015.
The plan includes mini waste bins coupled with larger recycling bins,
relabeling of current recycling bins and removal of classroom waste bins.
TACTIC: Work toward zero waste goals for Carter-Finley Stadium by
identifying start-up funding for a zero waste initiative.
Progress: University Athletics will strive toward a “Zero Waste
Stadium” in fall 2015. This is a partnership between Athletics, Waste
Reduction and Recycling, University Sustainability Office and University
Dining.
TACTIC: Pilot trash chute closure at residential building, and evaluate and
develop a more accessible Greek Court recycling program.
Progress: A recycling chute was added at Alexander Residence Hall
and that project helped spur planning for a“Mixed Recycling Dumpsters”
pilot program at residential buildings and Greek Court.
TACTIC: Perform benchmarking study of peer institutions and selected
university programs.
Progress: Complete.

Strategy 6: Develop a comprehensive closed loop program to
capture organic waste (food waste, animal bedding, yard waste,
etc.) for composting that can be used on campus.
TACTIC: Continue to identify and evaluate on campus food waste
producers for compost collection opportunities, including pizza box
expansion and post-consumer pilots.
Progress: Fully executed and completed a Waste Characterization
Study that provides data on composting opportunities for campus.
TACTIC: Continue to formally evaluate possible cost and personnel needs
to further expand composting opportunities with a focus of Lake Wheeler
Yard Waste Facility as a viable pilot location.
Progress: Completed a Compost Feasibility Study.
TACTIC: Support a digester study that will evaluate the possibility of using
dairy farm waste as well as organic pre- and post-consumer food waste.
Progress: The digester feasibility study is complete but would need
funding and further collaboration.
TACTIC: Work with Grounds Management to develop a program for
utilizing organic materials produced on campus as soil amendment: This
tactic has been re-invigorated and will identify locations for a compost
pilot on campus.
Progress: Grounds has continued to expand utilization of organic
material as soil amendment through application at Hunt Library, The Oval
and Avent Ferry Courtyard. These areas have proven successful and will
be closely monitored. Grounds will use compost leaf mulch, which uses
some campus yard waste, in March 2016. Compost soil amendments
are now regularly being used on new installations by the Horticulture
Maintenance group (amounts and types dictated by plant species
requirements and soil tests).

Strategy 7: Develop a more extensive outdoor walkway
recycling program to capture additional recyclable materials and
remove them from the waste stream.
TACTIC: Pilot a solar-powered waste and recycling compactor unit.
Progress: The first waste/recycling solar compactor was installed at
Carmichael Gym. As a result of the success of this project, additional
funds have been allocated for future purchases of units from Grounds
Management, Talley Student Union and additional grants from the
student Sustainability Fund.
TACTIC: Place paired waste and recycling outdoor receptacles on
Centennial Campus.Progress: Placements are 80 percent complete. Continue to
pair sites next fiscal year. Next goal is possible replacement of
recycling lids and relabeling containers with increased font size
wording.

Strategy 8: Utilize modern waste collection concepts and
practices to streamline services, improve programs, and
increase operational efficiencies and customer service.
TACTIC: Utilize new measuring tools to determine the nature
of material streams from campus customers and the campus
community.
Progress: This year Fleetmind software was fully incorporated
in collection of waste, cardboard and mixed recycling. Data has
been used to identify efficiencies and to create waste reports
for Talley Student Union The reports and data should continue to
be utilized to create education and information that will improve
understanding of waste quantities on campus.
TACTIC: Develop a comprehensive grease recycling program
for campus apartments, Greek Village and all campus dining
facilities.
Progress: Complete. Oil from campus is picked up by a local
vendor and converted into biofuel.
TACTIC: Continue to provide updated educational information
to campus on recyclable materials through newly developed
website as well as updated labels.
Progress: New website recycling.ncsu.edu provides
comprehensive information on campus recycling and waste
management. This website will be continually updated. Labels
have been updated at Nelson Hall and continued updates are
being planned.
TACTIC: Request funding and plan for expansion of current bulk
debris (e.g. construction, renovation, etc.) site and Centennial
Campus site location.
Progress: Planning for Centennial Campus site is in process.
Request for Centennial Site Bulk Debris site has been submitted.
TACTIC: Provide operational and educational support to
Talley Student Union, which provides many waste diversion
opportunities in a consolidated building.
Progress: Talley Student Union continued to implement new
initiatives related to waste reduction and recycling. One such
initiative was the campus’ first post-consumer composting
locations. Combined with pre-consumer composting, 26 tons of
compost was collected during the first 10 months of the program.
These efforts to refine operations such as increasing on-site
sorting and involving campus partners resulted in a 31 percent
diversion rate.

+ Date Revised: Jan. 19, 2016

Accountable parties, offices or departments for the Waste plan(s):

Office of Waste Reduction and Recycling, Purchasing and Waste Reduction working group of the Campus Environmental Sustainability Team


A brief description of the plan(s) to advance sustainability in Water:
The measurable objectives, strategies and timeframes included in the Water plan(s):

Sustainability Strategic Plan- Section 5.3
http://sustainability.ncsu.edu/wp-content/uploads/2010/12/SSP_WEB.pdf

Annual Sustainability Report - Energy and Water
http://sustainability.ncsu.edu/about/stars/

Strategy 2: Achieve a 50 percent reduction in building water
consumption by 2015 against the 2002 baseline.
TACTIC: Continue implementation of wi-fi water meter reading technology
to obtain real-time water consumption data. Integrate leak detection
reporting to flag wasteful conditions.
Progress: No progress. Forward to next fiscal year.
TACTIC: Install autoclave water miser devices in lab buildings.
Progress: 12 water miser units were installed to reduce
water consumption in labs.
TACTIC: Utilize students to audit water-intensive buildings
and identify water conservation opportunities.
Progress: The NC State Stewards student group performed
water and energy assessments at Carmichael Gym
and Honors Village Commons. They also managed energy
and water competitions in October at the Tri-Towers and
Wolf Ridge residence halls.
TACTIC: Upon completion of the new re-use water line on
Centennial Campus, quantify potable water consumption and
cost avoidance.
Progress: New water meters were installed at all five
utility plants, and the City of Raleigh re-use water supply line
will be installed in 2015.

The 50% reduction in water consumption over the 2002 baseline was met in 2015.

+ Date Revised: Jan. 19, 2016

Accountable parties, offices or departments for the Water plan(s):

Energy Management Office, Facilities Operations and Energy and Water Working Group of the Campus Environmental Sustainability Team.


A brief description of the plan(s) to advance Diversity and Affordability:

Office for Institutional Equity and Diversity Strategic Plan- Page 1
https://2014.accreditation.ncsu.edu/pages/2.5/OIED_Strategic_Plan_2013.pdf


The measurable objectives, strategies and timeframes included in the Diversity and Affordability plan(s):

Office for Institutional Equity and Diversity Strategic Plan- Page 2
https://2014.accreditation.ncsu.edu/pages/2.5/OIED_Strategic_Plan_2013.pdf

Goals
1. Cultivate a community in which individuals demonstrate respect toward one another.
2. Facilitate campus efforts to increase participation, retention, and success of students, faculty and staff from historically underrepresented groups.
3. Ensure that NC State is an equitable and inclusive environment, one that if free from prohibited discrimination and harassment.
4. Provide effective awareness and enrichment programming to the NC State community.
5. Work together, as units of OIED, to provide a unified, campus-wide approach to ensure that students, faculty and staff learn and work within a campus defined by the best practices in equity, diversity, and inclusion.

+ Date Revised: Jan. 19, 2016

Accountable parties, offices or departments for the Diversity and Affordability plan(s):

Office for Institutional Equity and Diversity


A brief description of the plan(s) to advance sustainability in Health, Wellbeing and Work:

Division of Academic and Student Affairs Strategic Plan
https://dasa.ncsu.edu/wp-content/uploads/2014/07/DASAStrategicPlan3.17.2014.pdf


The measurable objectives, strategies and timeframes included in the Health, Wellbeing and Work plan(s):

Division of Academic and Student Affairs Strategic Plan- pages 4-10
https://dasa.ncsu.edu/wp-content/uploads/2014/07/DASAStrategicPlan3.17.2014.pdf

GOAL ONE: Shape Your Life

Promoting student success through personal responsibility in a supportive environment
Students learn and achieve more when they are challenged to take personal responsibility for their
own educational and life journey. Consistent with best-practice models of human development, DASA’s
role is to help students map their own learning experiences, by 1) increasing awareness of their own
potential, 2) increasing awareness and access to all of the academic and developmental opportunities
available to them, 3) supporting them throughout their entire experience at NC State University and
4) holding ourselves and every student accountable to fulfill our full potential. Innovative educational
experiences, such as interdisciplinary studies, service learning, study abroad, problem-based curricula,
work-based learning and entrepreneurship, challenge and inspire students to fully engage in meaningful
self-exploration in pursuit of personal achievement.

Strategy 1.1: Establish a process for students to develop Personal Strategic Plans that assists them in
identifying opportunities to participate in activities that enhance their health and
wellness, high-impact practices, student organizations, co-curricular activities and
opportunities to expand their exposure to US and global diversity and culture. (2013-
2016 )

Initiative 1.1.1: Develop a co-curriculum to help guide purposeful student involvement and
meaningful connections to curricular learning. (2013-2016 [C])

Initiative 1.1.2: Develop and implement a co-curricular transcript. (2013-2016 [C])
Initiative 1.1.3: Develop and distribute to faculty a co-curricular programming guide that can
support curricular learning. (2013-2016 [C])

+ Date Revised: Jan. 19, 2016

Accountable parties, offices or departments for the Health, Wellbeing and Work plan(s):

Division of Academic and Student Affairs


A brief description of the plan(s) to advance sustainability in Investment:
---

The measurable objectives, strategies and timeframes included in the Investment plan(s):
---

Accountable parties, offices or departments for the Investment plan(s):
---

A brief description of the plan(s) to advance sustainability in other areas:

A new Sustainability Strategic Plan is currently being developed and will be available by early 2017.


The measurable objectives, strategies and timeframes included in the other plan(s):
---

Accountable parties, offices or departments for the other plan(s):
---

The institution’s definition of sustainability:

The University Mission For Sustainability-
To engage the students, faculty members, staff, and University partners in preparing for a more sustainable future

The University Vision For Sustainability-
To advance sustainability into the culture, mission, and activities of the university and to become nationally recognized for its successes.


Does the institution’s strategic plan or equivalent guiding document include sustainability at a high level?:
Yes

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

NC State University Strategic Plan- Mission, Vision and Values
https://info.ncsu.edu/strategic-planning/overview/pathway-to-the-future/#our-foundation

Stewardship in sustaining economic and natural resources is one of the core values in the NC State Strategic Plan.


The website URL where information about the institution’s sustainability planning is available:

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 and complete the Data Inquiry Form.