Overall Rating Expired
Overall Score Expired
Liaison Brian Peery
Submission Date March 4, 2016
Executive Letter Download

STARS v2.0

Pittsburg State University
PA-2: Sustainability Planning

Status Score Responsible Party
Complete Expired Jon Bartlow
Director of Alumni Relations
Alumni Relations
"---" 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 No No
Dining Services/Food No No
Energy Yes Yes
Grounds No No
Purchasing No No
Transportation No No
Waste No No
Water No No
Diversity and Affordability No No
Health, Wellbeing and Work --- ---
Investment --- ---
Other --- ---

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

PSU has created a sustainability plan that includes curriculum.


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

1. All academic programs will require at least one sustainability related course
2. All academic programs will have at least one sustainability related learning outcome


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

Sustainability Committee


A brief description of the plan(s) to advance sustainability in Research (or other scholarship):

PSU's Campus Sustainability Plan has an objective to provide a $2,000 grant award each year to start sustainability research projects. 2 awards were made in 2015-2016.

+ Date Revised: June 28, 2016

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

Increase the percentage of faculty and departments conducting sustainability research.


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

Sustainability Committee


A brief description of the plan(s) to advance Campus Engagement around sustainability:

The Sustainability Committee selects one new strategy each year to implement which impacts campus engagement around sustainability while continuing the strategies developed in previous years.


The measurable objectives, strategies and timeframes included in the Campus Engagement plan:

The objective below are from the formally adopted Campus Sustainability Plan. Create a peer to peer outreach and education program by June 30, 2018
2. Conduct a sustainability related outreach program by June 30, 2018
3. Provide education about sustainability in student orientation by June 30, 2018
4. Produce outreach materials and/or publications that foster sustainability learning
and knowledge by June 30, 2018.

+ Date Revised: June 28, 2016

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

Sustainability Committee


A brief description of the plan(s) to advance Public Engagement around sustainability:

According to the PSU Sustainability Plan the objective for public engagement is that PSU will invite the public to at least one sustainability event each year.

+ Date Revised: June 28, 2016

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

PSU held a panel discussion about alternative energy that was open to the public this year.


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

Sustainability Committee


A brief description of the plan(s) to advance sustainability in Air and Climate:

PSU has completed a Sustainability Plan that includes a plan for air and climate.


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

Objective 1: increase the number of occupancy sensors for lighting and HVAC systems throughout campus. Strategy: Inventory the locations and number of sensors presently on campus and create a plan to strategically add them in buildings ranking them by priority for greatest potential for energy savings. Deadline: 4/1/16.

Objective 2: Enhance management and control of campus lighting via computer using “Powerlink” and more closely monitor savings via “Powerlogic”. Strategy: Catalog locations where Powerlink and Powerlogic are currently being used and further utilize these programs across campus. Deadline: 4/1/16

Objective 3: Upgrade energy management systems on campus in order to increase capabilities and energy savings. Strategy: Inventory systems on campus needing an upgrade and create a plan to add them in buildings, ranking them by priority for greatest potential energy savings. Deadline: 4/1/16

Objective 4: Explore and utilize energy efficient lighting technologies. Strategy: Identify campus locations where lighting could be changed to LED or induction lighting. ranking them by priority for greatest potential energy savings. Deadline: 4/1/16.

Objective 5: Reevaluate campus policies for after-hours lighting. Strategy: Review after hours campus lighting and make a recommendation to the President's Council. Deadline: 4/1/17.

Objective 6: Enforce the minimum and maximum temperature ranges previously set by the university. Strategy: create a procedure to enforce the existing policy. Deadline: 4/1/17.

Objective 7: Track the ecological effect PSU has on the environment and strive to lower the impact. Strategy: create an greenhouse gas emissions inventory and energy usage graph on an annual basis. Deadline 4/1/16.

Objective 8: Explore and incorporate the use of clean and renewable energy on campus. Strategy: collaborate with Ecomotion to create a solar energy plan and other organizations for other alternative energy resources. Deadline 4/1/16.

Objective 9: Offer training on an annual basis for faculty, staff, and students about sustainable practices. Strategy: Create a training program that can be delivered to each group and update annually. Deadline 4/1/18.

Objective 10: Incorporate electric vehicles into the grounds crew fleet. Strategy: Investigate the feasibility and create a replacement plan. Deadline: 4/1/18.

Objective 11: Reduce the use of gasoline powered equipment in grounds upkeep. Strategy: track usage of gasoline for grounds upkeep and create a plan to reduce gasoline use. Deadline: 4/1/18.

Objective 12: Incorporate more economical, hybrid and other alternative energy vehicles in the campus fleet. Strategy: Review inventory and use of campus fleet and create a replacement plan. Deadline 4/1/19.

Objective 13: Create a campus bike share program. Strategy: Review bike share programs at other universities and create an action plan. deadline 4/1/19.

Objective 14: Create incentives for individuals who use alternative methods to cars for getting to and from campus. Strategy: review incentives at other universities and create an action plan. Deadline 4/1/19.

Objective 15: Incorporate LEED deisgn standards in all new construction and renovation projects. Strategy: design a cost effective system of accountability for LEED standards at PSU that does not require LEED certification. Deadline: 4/1/19

Objective 16: Meet the requirements to be recognized by the Arbor Day Foundation Tree Campus USA Program. Strategy: review program guidelines and create an action plan. Deadline 4/1/19.

Objective 17: Explore creating a carbon offset program through the PSU Foundation to fund alternative energy resources at PSU. Strategy: review programs tat provide carbon offsets and collaborate with the PSU Foundation to create a plan. Deadline: 4/1/17.

Objective 18: Expand climate action objectives to continue the decrease of PSU emissions. Strategy: review other carbon action plans annually. Deadline 4/1/16.


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

Sustainability Committee


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

PSU has a deferred maintenance plan that includes the upgrade of heating and cooling systems, windows, roofs, lighting, insulation and other maintenance issues.


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

PSU has a campus master plan plan that includes the upgrade of heating and cooling systems, windows, roofs, lighting, insulation and other maintenance issues as well as new building policy that require LEED Silver Standards in building new structures.

+ Date Revised: June 28, 2016

Accountable parties, offices or departments for the Buildings plan(s):
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A brief description of the plan(s) to advance sustainability in Dining Services/Food:
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The measurable objectives, strategies and timeframes included in the Dining Services/Food plan(s):
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Accountable parties, offices or departments for the Dining Services/Food plan(s):
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A brief description of the plan(s) to advance sustainability in Energy:

Objective 1: increase the number of occupancy sensors for lighting and HVAC systems throughout campus. Strategy: Inventory the locations and number of sensors presently on campus and create a plan to strategically add them in buildings ranking them by priority for greatest potential for energy savings. Deadline: 4/1/16.

Objective 2: Enhance management and control of campus lighting via computer using “Powerlink” and more closely monitor savings via “Powerlogic”. Strategy: Catalog locations where Powerlink and Powerlogic are currently being used and further utilize these programs across campus. Deadline: 4/1/16

Objective 3: Upgrade energy management systems on campus in order to increase capabilities and energy savings. Strategy: Inventory systems on campus needing an upgrade and create a plan to add them in buildings, ranking them by priority for greatest potential energy savings. Deadline: 4/1/16

Objective 4: Explore and utilize energy efficient lighting technologies. Strategy: Identify campus locations where lighting could be changed to LED or induction lighting. ranking them by priority for greatest potential energy savings. Deadline: 4/1/16.

Objective 5: Reevaluate campus policies for after-hours lighting. Strategy: Review after hours campus lighting and make a recommendation to the President's Council. Deadline: 4/1/17.

Objective 6: Enforce the minimum and maximum temperature ranges previously set by the university. Strategy: create a procedure to enforce the existing policy. Deadline: 4/1/17.

Objective 7: Track the ecological effect PSU has on the environment and strive to lower the impact. Strategy: create an greenhouse gas emissions inventory and energy usage graph on an annual basis. Deadline 4/1/16.

Objective 8: Explore and incorporate the use of clean and renewable energy on campus. Strategy: collaborate with Ecomotion to create a solar energy plan and other organizations for other alternative energy resources. Deadline 4/1/16.

Objective 9: Offer training on an annual basis for faculty, staff, and students about sustainable practices. Strategy: Create a training program that can be delivered to each group and update annually. Deadline 4/1/18.

Objective 17: Explore creating a carbon offset program through the PSU Foundation to fund alternative energy resources at PSU. Strategy: review programs tat provide carbon offsets and collaborate with the PSU Foundation to create a plan. Deadline: 4/1/17.


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

Objective 1: increase the number of occupancy sensors for lighting and HVAC systems throughout campus. Strategy: Inventory the locations and number of sensors presently on campus and create a plan to strategically add them in buildings ranking them by priority for greatest potential for energy savings. Deadline: 4/1/16.

Objective 2: Enhance management and control of campus lighting via computer using “Powerlink” and more closely monitor savings via “Powerlogic”. Strategy: Catalog locations where Powerlink and Powerlogic are currently being used and further utilize these programs across campus. Deadline: 4/1/16

Objective 3: Upgrade energy management systems on campus in order to increase capabilities and energy savings. Strategy: Inventory systems on campus needing an upgrade and create a plan to add them in buildings, ranking them by priority for greatest potential energy savings. Deadline: 4/1/16

Objective 4: Explore and utilize energy efficient lighting technologies. Strategy: Identify campus locations where lighting could be changed to LED or induction lighting. ranking them by priority for greatest potential energy savings. Deadline: 4/1/16.

Objective 5: Reevaluate campus policies for after-hours lighting. Strategy: Review after hours campus lighting and make a recommendation to the President's Council. Deadline: 4/1/17.

Objective 6: Enforce the minimum and maximum temperature ranges previously set by the university. Strategy: create a procedure to enforce the existing policy. Deadline: 4/1/17.

Objective 7: Track the ecological effect PSU has on the environment and strive to lower the impact. Strategy: create an greenhouse gas emissions inventory and energy usage graph on an annual basis. Deadline 4/1/16.

Objective 8: Explore and incorporate the use of clean and renewable energy on campus. Strategy: collaborate with Ecomotion to create a solar energy plan and other organizations for other alternative energy resources. Deadline 4/1/16.

Objective 9: Offer training on an annual basis for faculty, staff, and students about sustainable practices. Strategy: Create a training program that can be delivered to each group and update annually. Deadline 4/1/18.


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

Sustainability Committee


A brief description of the plan(s) to advance sustainability in Grounds:
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The measurable objectives, strategies and timeframes included in the Grounds plan(s):
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Accountable parties, offices or departments for the Grounds plan(s):
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A brief description of the plan(s) to advance sustainability in Purchasing:
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The measurable objectives, strategies and timeframes included in the Purchasing plan(s):
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Accountable parties, offices or departments for the Purchasing plan(s):
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A brief description of the plan(s) to advance sustainability in Transportation:
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The measurable objectives, strategies and timeframes included in the Transportation plan(s):
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Accountable parties, offices or departments for the Transportation plan(s):
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A brief description of the plan(s) to advance sustainability in Waste:
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The measurable objectives, strategies and timeframes included in the Waste plan(s):
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Accountable parties, offices or departments for the Waste plan(s):
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A brief description of the plan(s) to advance sustainability in Water:
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The measurable objectives, strategies and timeframes included in the Water plan(s):
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Accountable parties, offices or departments for the Water plan(s):
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A brief description of the plan(s) to advance Diversity and Affordability:
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The measurable objectives, strategies and timeframes included in the Diversity and Affordability plan(s):
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Accountable parties, offices or departments for the Diversity and Affordability plan(s):
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A brief description of the plan(s) to advance sustainability in Health, Wellbeing and Work:
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The measurable objectives, strategies and timeframes included in the Health, Wellbeing and Work plan(s):
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Accountable parties, offices or departments for the Health, Wellbeing and Work plan(s):
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A brief description of the plan(s) to advance sustainability in Investment:
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The measurable objectives, strategies and timeframes included in the Investment plan(s):
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Accountable parties, offices or departments for the Investment plan(s):
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A brief description of the plan(s) to advance sustainability in other areas:
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The measurable objectives, strategies and timeframes included in the other plan(s):
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Accountable parties, offices or departments for the other plan(s):
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The institution’s definition of sustainability:
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Does the institution’s strategic plan or equivalent guiding document include sustainability at a high level?:
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A brief description of how the institution’s strategic plan or equivalent guiding document addresses sustainability:
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The website URL where information about the institution’s sustainability planning is available:
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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 and complete the Data Inquiry Form.