Oregon State University
PA-2: Sustainability Planning

The first of three Signature Areas of Distinction of the OSU Strategic Plan is "Improving the understanding of the earth ecosystems upon which all life depends, and promoting their sustainability through high-impact public policy involvement with issues such as climate change, food security and safety, renewable energy production, and economically viable natural resource management." Additionally, Goal 1 of the Strategic Plan is to: "Provide outstanding academic programs that further strengthen performance and pre-eminence in the three Signature Areas of Distinction: Advancing the Science of Sustainable Earth Ecosystems; Improving Human Health and Wellness; and Promoting Economic Growth and Social Progress."

This is a campus wide plan and effort.

The first of three Signature Areas of Distinction of the OSU Strategic Plan is "Improving the understanding of the earth ecosystems upon which all life depends, and promoting their sustainability through high-impact public policy involvement with issues such as climate change, food security and safety, renewable energy production, and economically viable natural resource management." The OSU Climate Plan includes strategies for supporting research activities. It also promotes student involvement in and exposure to OSU sponsored research related to sustainability, environmental issues, climate change, etc. Since the Climate Plan was written in 2009, the Student Sustainability Initiative has begun a research grants program that helps accomplish this strategy.

While the Climate Plan included measurable goals, strategies and actions, it did not include specific timelines for each. Please see OSU Climate Plan page 42. http://fa.oregonstate.edu/files/sustainability/docs/osuclimateplan2009.pdf

OSU Sustainability Office, for Climate Plan.

The Education and Engagement section of the OSU Climate Plan includes metrics and timelines specific to experiential and applied learning. One strategy was to "Engage existing student groups in campus operations activities that enhance their understanding of energy conservation, renewable energy, and climate issues." - OSU Climate Plan, page 35

Among other steps, a revolving loan fund was a tactic established in 2009 and implemented in 2010 that engaged students in the financial aspects of GHG reduction projects. Other actions included strengthening hiring and marketing process for paid positions within the Student Sustainability Initiative.

OSU Sustainability Office Student Sustainability Initiative

The Campus and Community Engagement section of the OSU Climate Plan includes goals, strategies and actions for public engagement.

Strategies include providing access to members of the academic community and departments and community groups with student organizations in order to facilitate internship, volunteer, and work opportunities. A specific tactic includes providing tours of campus sustainability features.

OSU Sustainability Office

This is the basis of the OSU Climate Plan. Please see http://fa.oregonstate.edu/sustainability/planning-policy-assessment/institutional-carbon-neutrality/climate-plan

OSU has specified a target date of 2025 for net carbon neutrality.

OSU Sustainability Office and OSU leadership

This is the basis of the OSU Climate Plan, which largely focuses on energy efficiency and renewable energy opportunities in buildings. The OSU Master Plan also contains many elements related to sustainability in buildings: http://cpd.oregonstate.edu/district-plan/documents

OSU has specified a target date of 2025 for net carbon neutrality.

OSU Sustainability Office and OSU leadership

This is the basis of the OSU Climate Plan. The OSU Master Plan also contains many elements related to energy: http://cpd.oregonstate.edu/district-plan/documents

OSU has specified a target date of 2025 for net carbon neutrality.

OSU Sustainability Office and OSU leadership

The OSU Master Plan contains many provisions for protecting open space and natural areas on the Corvallis Campus. It limits impervious surface and disturbance of native and riparian areas that run through campus, and identifies and protects natural areas. More information at http://cpd.oregonstate.edu/district-plan/documents

The Master Plan uses a sector-based approach that limits within each sector the amount of development that can occur, and has provisions for where growth occurs that require a dense, walkable campus. This prevents sprawl.

OSU Campus Planning

As one of OSU's major sources of carbon emissions, the OSU Climate Plan includes goals, strategies and actions to address transportation. Please see pages 24 for air travel and page 28 for ground transportation.

The Climate Plan goal was by 2012 to reduce emissions from ground transportation to no more than 11,500 t CO2e.

OSU Sustainability Office

Goals in the Climate Plan included decreasing the waste stream through traditional methods such as recycling, composting and other methods. At the time, conventional thinking was that claiming credit from composting would not offset landfill emissions but the current Clean Air-Cool Planet calculator supports this mitigation and as such, OSU has been able to substantially reduce emissions from waste. Many more opportunities exist within purchasing, however, which OSU has not yet addressed.

The Climate Plan goal was by 2012 to reduce emissions from solid waste to no more than 300 t CO2e.

OSU Sustainability Office Procurement Campus Recycling

The Leadership Council for Equity, Inclusion, and Diversity is charged to advise the President, the Provost, the Interim Executive Director of Equity and Inclusion, and other university leadership. The initial focus of the Council is the seven key objectives identified through the self-study process as foundational to attainment of the four overarching dimensions of diversity, equity and inclusion: 1. Institutional and Individual Capacity 2. Education, Scholarship, and Outreach 3. Access and Success 4. University Climate and Sense of Community http://oregonstate.edu/oei/leadership-council

Key Institutional Objectives Following the external review, the self-study team combined what was learned through the self-study with the assessment of our capacity in order to prioritize the most significant objectives to pursue related to each goal: Dimension 1: Institutional and Individual Capacity Description: The individual and institutional ability to plan, implement, and evaluate comprehensive equity, inclusion, and diversity work, including the human, intellectual, physical, and fiscal resources needed to support such work. Institutional Goal: A robust capacity to plan, implement, and evaluate comprehensive equity, inclusion, and diversity work. Key Objectives: Establish Strategic Leadership Architecture - Establish a strategic leadership structure for institutional equity, inclusion, and diversity through the creation of a senior-level advisory council to prioritize objectives, shape institutional strategies, and monitor progress. Charge the council with recommending appropriate institutional leadership structures and approaches. Increase Accountability and Monitor Progress - Increase commitment and accountability for equity, inclusion, and diversity by incorporating explicit and relevant expectations into position descriptions, monitoring progress, and recognizing and rewarding positive efforts. Build Human Capacity - Implement multifaceted institutional and college specific efforts to diversify the university workforce at all levels with a specific focus on increasing the representation of groups historically underrepresented in the professoriate. Dimension 2: Education, Scholarship, and Outreach Description: The extent to which equity, inclusion, and diversity are incorporated into the university’s education, scholarship, and outreach efforts. Institutional Goal: The university’s education, scholarship, and outreach efforts incorporate equity, inclusion, and diversity content and perspectives. Key Objective: Enhance Curriculum and Co-curriculum - Incorporate the principles and practices of equity, inclusion, and diversity into the culture and learning outcomes of undergraduate, graduate, and co-curricular programs; and strengthen and expand the existing Difference Power and Discrimination (DPD) program. Dimension 3: Access and Success Description: The equality of access to the university’s employment and educational programs, services, and activities, the performance, retention, and advancement of the university’s student, staff, and faculty populations, and the composition and success of communities served. Institutional Goal: Equality in access and success for people of all backgrounds and abilities and a robust ability to address the needs of diverse communities. Key Objectives: Pursue Universal Access - Develop and implement a comprehensive five-year plan to realize the goal of universally accessible physical and virtual university environments. Enhanced Student Success – Develop and implement a comprehensive five-year plan to monitor, improve, and equalize student academic success rates across racial and ethnic identity groups. Dimension 4: University Climate and Sense of Community Description: The type and quality of interactions among and between individuals and groups, the sense of community and belonging, and individual and group perceptions of institutional commitment to equity, inclusion, and diversity. Institutional Goal: A climate of inclusion, collaboration, and care that appreciates and seeks diversity as a source of enrichment and strength, and is rooted in justice, civility, and respect. Key Objective: Assess University Climate - Establish a mechanism and process for regularly assessing the university climate and devising strategies to realize the shared goal of a climate of inclusion, collaboration, and care that appreciates and seeks diversity and is oriented to enhancing the success of all members of the university community. The Leadership Council for Equity, Inclusion, and Diversity has ongoing responsibilities for implementing and monitoring progress of the actions above.

Office of Equity and Inclusion Leadership Council for Equity, Inclusion, and Diversity

OSU's Strategic Plan Phase III includes a goal to develop more comprehensive work-life balance initiatives for all employees. http://oregonstate.edu/leadership/strategicplan/phase3

Oregon State University is the only state university in Oregon to have a national historic district. The district was approved by the National Register of Historic Places June 25, 2008. The purpose of a preservation plan is to provide for the continued identification, evaluation, protection and enhancement of historic properties. Preservation of the built environment provides an opportunity to celebrate a diverse cultural heritage by focusing on its historic resources that include buildings, landmarks and landscapes, monuments, and archaeological sites, while improving sustainability metrics by increasing the amount of building materials and facades that are reused.

One of the first goals to be developed is Statewide Planning Goal 5: Natural Resources, Scenic and Historic Areas, and Open Spaces. The goal states: “To protect natural resources and conserve scenic and historic areas and open spaces.” More information at http://cpd.oregonstate.edu/files/historic-preservation-plan.pdf

OSU Campus Planning

The first of three Signature Areas of Distinction of the OSU Strategic Plan is "Improving the understanding of the earth ecosystems upon which all life depends, and promoting their sustainability through high-impact public policy involvement with issues such as climate change, food security and safety, renewable energy production, and economically viable natural resource management."