| Overall Rating | Gold - expired |
|---|---|
| Overall Score | 74.29 |
| Liaison | Brandon Trelstad |
| Submission Date | Dec. 23, 2020 |
Oregon State University
PA-2: Sustainability Planning
| Status | Score | Responsible Party |
|---|---|---|
|
3.50 / 4.00 |
Brandon
Trelstad Sustainability Coordinator Sustainability Office |
Does the institution have a published plan or plans that include measurable sustainability objectives that address sustainability in curriculum and/or research?:
A list or sample of the measurable sustainability objectives related to academics and the plan(s) in which they are published:
Both Strategic Plan 4.0 and the OSU Climate Plan address curriculum development. Specifically, one of the four strengths in the SP 4.0 is "Revolutionary Earth Systems Science", and the Plan set the following goals by 2030:
- OSU is a global leader in blending the natural and social sciences, unique experiential learning opportunities, interdisciplinary research and engagement to address the health and well-being of the ocean and coastal communities.
- OSU's earth system science researchers and students operate pole-to-pole connecting science to society and improving environmental literacy.
- OSU’s Hatfield Marine Science Center is a global destination for research and discovery and a hub for collaborative teaching and experiential learning.
- OSU-Cascades utilizes its extensive natural laboratory to address the resiliency of ecosystems and connections to health, wellness and economic prosperity.
- OSU is a world leader in research on energy.
- OSU is a leading innovator in water resources research and global water conflict resolution.
- OSU serve the world and enhance rural economies through continued discovery in the use of mass timber for multi-story buildings.
Additionally, as stated in Strategic Plan 4.0, Oregon State’s discoveries are the engine for improving the welfare of our society, economy and planet. By 2030:
-We are a preferred global partner in developing marketable sources of energy that propel economic prosperity and enable carbon neutrality.
-We are a global center of excellence in integrating big data science and informatics in our natural resource, engineering and health research.
PLEASE NOTE: OSU has begun measuring progress some goals and tactics using the following dashboard, in BETA version: https://leadership.oregonstate.edu/sites/leadership.oregonstate.edu/files/bot_7a_sp4.0_implementation_update.pdf
Reducing OSU's carbon footprint and supporting interdisciplinary education, research and engagement on healthy ocean and coasts through the Marine Studies Initiative are two examples.
The 2009 Climate Plan section 6.2.2, The Classroom Experience, focuses on actions to include sustainability and climate issues in curriculum by 2025. Example actions include: 1) Incorporate elements of climate and/or sustainability into all fields of study and 2) Encourage and provide resources to faculty to incorporate material on climate change in their curriculum.
Does the institution have a published plan or plans that include measurable sustainability objectives that address student, employee, or community engagement for sustainability?:
A list or sample of the measurable sustainability objectives related to engagement and the plan(s) in which they are published:
Does the institution have a published plan or plans that include measurable sustainability objectives that address sustainability in operations?:
A list or sample of the measurable sustainability objectives related to operations and the plan(s) in which they are published:
Goals for reducing electricity use and on site combustion of natural gas (stationary sources) are included in OSU's Carbon Plan. For example, the stationary source goal was to reduce net emissions to no more than 45,000 t CO2e per year.
Does the institution have a published plan or plans that include measurable sustainability objectives that address diversity, equity, and inclusion; sustainable investment/finance; or wellbeing?:
A list or sample of the measurable sustainability objectives related to administration and the plan(s) in which they are published:
Launched in 2018, Innovate & Integrate: Plan for Inclusive Excellence, is Oregon State's first comprehensive diversity strategic plan and a key step towards the realization of Oregon State’s vision to become a national model for inclusive excellence. The plan was developed through extensive engagement with stakeholders who contributed their expertise and experience to the development process. The plan represents a roadmap to advance inclusive excellence by leveraging existing successful initiatives and embracing new innovative ideas. The Plan includes specific targets, such as: By 2023, raise $250,000 in new commitments to support institutional efforts to recruit students from underrepresented communities.
https://diversity.oregonstate.edu/strategic-plan
Strategic Plan 4.0 includes relevant administrative goals in several areas. Below are some examples.
Tactic: Ensure communications, policies and programs are not biased towards traditional learners.
Timeline/target: The Division of Student Affairs has declared as a Strategic Priority to by end of 2021 address systems and structures that are perpetuating inequity for students of color, first generation and students with high financial need. Initial areas of exploration are in student employment, access to experiential learning, instructional materials and access to basic needs.
SP 4.0 also includes relevant diversity, equity and inclusion goals in several areas.
Tactic: Create a commission on the 21st Century Professoriate.
Timeline/target: Establish PhD pathways programs to improve the pipeline for underrepresented groups in academia by end of 2023.
Tactic: Retool and invest in teaching and learning support programs.
Target: Transform the way gateway courses are taught to facilitate student success, timely completion, and full inclusion of underrepresented students.
Tactic: Recruitment partnerships with institutions educating underrepresented scholars.
Timeline/target: Establish a post-doctoral program for underrepresented doctoral scholars by end of 2021.
https://leadership.oregonstate.edu/sites/leadership.oregonstate.edu/files/sp4.0_implementation_summary_table_draft_-_current_as_of_1.23.20.pdf
Does the institution have a published strategic plan or equivalent guiding document that includes sustainability at a high level? :
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?:
The institution's sustainability plan (upload):
Website URL where the institution's sustainability plan is publicly available:
Does the institution have a formal statement in support of sustainability endorsed by its governing body?:
The formal statement in support of sustainability:
The institution’s definition of sustainability:
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) | No |
| UN Global Compact | No |
| Other multi-dimensional sustainability commitments (please specify below) | --- |
A brief description of the institution’s formal sustainability commitments, including the specific initiatives selected above:
Website URL where information about the institution’s sustainability planning efforts is available:
Additional documentation to support the submission:
Data source(s) and notes about the submission:
Although some are over five years old, the OSU plans and planning documents referenced in this credit are current and applicable to OSU operations and policy.
Although some are over five years old, the OSU plans and planning documents referenced in this credit are current and applicable to OSU operations and policy.
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.