Overall Rating Gold - expired
Overall Score 68.95
Liaison Jenny McNamara
Submission Date June 30, 2016
Executive Letter Download

STARS v2.0

Portland State University
PA-2: Sustainability Planning

Status Score Responsible Party
Complete 4.00 / 4.00 Jenny McNamara
Sustainability Manager
Campus Sustainability Office
"---" 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 No
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:

According to the Sustainability Playbook (Plan) https://www.pdx.edu/sustainability/sites/www.pdx.edu.sustainability/files/Playbook_DEC_final.pdf:
Goal: PSU recognized as a leader in problem-based, project-based curriculum that has measurable community impact.
Initiatives: Expand faculty development focused on problem-based learning in partnership with Office for Academic Innovation; identify long term Sustainable Neighborhoods Initiative (SNI) partner communities and develop assessment, development and communication mechanisms to support those partnerships; establish a campus-based Living Lab program; expand opportunities for curricular engagement with Community Environmental Services (CES) projects.


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

The time frame is 2013 - 2018.
- Faculty development workshops offered each year
- SNI partner MOUs completed, deepen student understanding of academic content, strengthen student professional skills, increase student sense of social responsibility, increase ability to work together better with partners, provide significant organizational capacity for partners, provide value to partners, make measurable impacts on local sustainability goals
- Living lab program established with Campus Sustainability Office, projects advances campus sustainability priorities and metrics, students will identify the connection between academic content and the sustainability experiential learning, students will describe how their project helped support or made measurable progress on PSU’s campus sustainability, students will apply the sustainability experiential learning concepts locally, regionally, and globally to broaden project relevance, students will explain how the sustainability experiential learning related to the development or strengthening of their professional skills
- Increasing number of CES projects per year


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

Institute for Sustainable Solutions


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

According to the Sustainability Playbook (plan) https://www.pdx.edu/sustainability/sites/www.pdx.edu.sustainability/files/Playbook_DEC_final.pdf
Goal: PSU is a recognized leader in policy-relevant urban sustainability research that integrates across transportation, planning, ecology, social issues, business, community development, energy, and related disciplines.
Initiatives: Use Research to Action symposia, research stimulus funding, and other means to strengthen connections between sustainability research communities on and off campus; catalyze faculty teams to work with community partners on a neighborhood-focused research agenda; support the creation of long term funding streams for emergent research efforts; build capacity to operationalize data compiled by research and service units such as Community Environmental Services.


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

The time frame is 2013 - 2018.
- Number of Research to Action events held each year, survey faculty to understand the value and make improvements to events
- Increase availability of research funding for urban sustainability, increase number of publications resulting from research
- Offer financial incentives for faculty teams to work with neighborhood partners
- Work with development to create research funding streams
- Reflect on compiled data and connect with other units for utilization potential.


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

Institute for Sustainable Solutions


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

According to the Sustainability Playbook (plan) https://www.pdx.edu/sustainability/sites/www.pdx.edu.sustainability/files/Playbook_DEC_final.pdf
Goal: Sustainability is embedded throughout the student experience. Student life at PSU is healthy, accessible, inclusive, and vibrant.
Initiatives: Integrate sustainability into goals for student life and experience; expand student engagement in university sustainability initiatives and events that highlight sustainability values and skills.


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

The time frame is 2013 - 2018.
- Publish signature sustainability events calendar and host free, open events
- Create student leadership and resource toolkit
- Gather baseline data of Enrollment Management and Student Affairs departments with sustainability goals
- Increase involvement with student life programs
- Create sustainability newsletter and promote blog and social media tools, increase social media followers/likes
- Hire student ambassador to give sustainability tours
- Promote Ashoka change maker campus initiatives
- Tailor programs and communications to PSU’s diverse student body


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

Student Sustainability Center, Enrollment Management and Student Affairs, Institute for Sustainable Solutions


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

SoMa EcoDistrict Roadmap: http://www.pdx.edu/planning-sustainability/sites/www.pdx.edu.planning-sustainability/files/SoMa%20EcoDistrict%20Roadmap.pdf

A plan for increasing sustainability inatives and engagement within the entire South of Market (SoMa) district that PSU is a part of - our downtown neighborhood


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

Beginning 2012:
DESTINATION & GATHERING SPACES
1 year - Create “pop up” plaza and
develop SoMa brand
2-5 year- 4th Ave streetscape
improvements

CONNECTIVITY
1-2 years - Complete a green urban
design plan for SoMa

GREEN INFRASTRUCTURE

1 year
Inventory existing trees
in the district and launch
tree planting campaign

2 year
Develop SoMa green infrastructure
Master Plan

3-5 years
Implement SoMa green
infrastructure master plan
recommendations

DISTRICT UTILITIES

3-5 years
Include non-PSU buildings in
utility expansion strategy

5-10 years
Develop second district
energy node
at University Place

10+ years
Expand system to serve
non-PSU properties

EXISTING BUILDING RETROFITS
1 year
Identify buildings in district
in need of energy upgrades

1-2 years
Complete audit
of buildings

2-3 years
Initiate retrofits


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

SoMa Board, PSU Sustainability and Planning staff


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):

Carbon Neutrality by 2040
80% below 2008 GHG levels by 2030

*Numerous topic specific goals around energy, waste, purchasing, travel, and commute...outlined for those sections below.


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

Campus Sustainability Office


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

With the intention of clearly and concisely communicating our standards, including preferences and recommendations, to the team of Consultants and Contractors who work on our projects, we composed these Technical Design Standards. The work involved in the creation of this document comprised obtaining information from important stakeholders on campus, including the professionals who manage PSU’s daily campus and maintenance activities, as well as the leaders who define PSU’s strategic approach and future vision. Their expertise, experience, ideas, and recommendations, in addition to our own knowledge of best design and construction practices, were incorporated into this document to guide and assist Campus design efforts.

http://www.pdx.edu/construction/technical-design-standards

*The Climate Action Plan also includes building related goals as outlined in the Energy section below.


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

Measurable Objective: Starting in 2012, all new buildings and major renovations to be LEED Gold Minimum

There are also numerous specific standards set for building efficiency, reuse of existing resources, healthy materials, storm water management, landscaping, and more.


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

Capital Projects & Construction, Campus Sustainability Office, Facilities and Maintenance Staff


A brief description of the plan(s) to advance sustainability in Dining Services/Food:

Exhibit E - An amendment to our Dining Services Contract outlining numerous sustainability goals including our goals for local and third-party certified, sustainable foods.

The amendment also identifies strategies for reducing waste and conserving resources.


The measurable objectives, strategies and timeframes included in the Dining Services/Food plan(s):

Dining Goals from Exhibit E.

1. Increase total local and third-party certified food expenditures each by 5% annually within each food category, based on fiscal year 2014 baseline for the duration of this contract.


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

Dining Services, Campus Sustainability Office


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

Climate Action Plan - http://www.pdx.edu/sustainability/climate-action (Energy section - goals for reducing emissions associated with energy)

Energy Conservation Guidelines - http://www.pdx.edu/facilities/sites/www.pdx.edu.facilities/files/Energy%20Conservation%20Guidelines%20for%20Portland%20State.pdf


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

Climate Action Plan 2030 Energy Goals:

REDUCE ENERGY use per square foot 25% below 2000 levels through demand management

GENERATE 80% of total building-related energy use from local and renewable sources

INCREASE EFFICIENCY of the energy systems by 50% (2000 baseline)

REDUCE ENERGY use by 10% through better utilization and scheduling of buildings


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

Utility Manager and Campus Sustainability Office


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

Portland State University recently developed and adopted a comprehensive tree care plan outlining goals for protecting and enhancing our tree canopy on campus. Additionally our Technical Design Standards outline sustainable landscaping requirements.


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

Tree Care Plan objectives:
No net loss in Trees starting 2014 - if one tree comes down, another is planted.
Create a tree inventory in FY2015


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

Grounds Maintenance and Campus Sustainability Office


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

Portland State's Climate Action Plan is one of few to address Scope 3 emissions associated with purchased goods, acknowledging that these emissions account for over half of our carbon footprint. The CAP has one over arching objective related to purchased goods and numerous action items aimed at helping up buy less and buy better.

* A draft Sustainable Procurement and Life Cycle Considerations Policy is now under review for release next year.


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

REDUCE embodied emissions for select commodities by 25% (2008 baseline)


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

Campus Sustainability Office, Contracting & Procurement Services


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

Climate Action Plan- http://www.pdx.edu/sustainability/climate-action (transportation section - goals for reducing emissions associated with transportation)

Bicycle Transportation Plan: https://www.pdx.edu/sites/www.pdx.edu.planning-sustainability/files/PortlandStateUniversity_BicycleTransportationPlan_March2011_ScreenRes.pdf


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

2030 Climate Action Plan Goals:

Maintain 2010 levels of travel emissions

Establish a local offset program for travel that is used
by 75% percent of travelers.

Reduce the mode share of drive alone trips to 15% of
commute trips made to the PSU campus.

Reduce the per capita number and distance of commute
trips to the PSU campus.

Lower the carbon impact of vehicles used in the commute
to campus.

Bicycle Transportation Plan Goals: 2030

INCREASE THE SHARE OF EMPLOYEE AND STUDENT COMMUTE TRIPS TAKEN BY BICYCLE

INCREASE THE PERCENTAGE OF CAMPUS RESIDENTS WHO USE BICYCLES FOR THEIR
TRANSPORTATION NEEDS

PROMOTE CAMPUS AWARENESS OF BICYCLING

IMPROVE BICYCLE ACCESS TO, FROM, AND WITHIN THE UNIVERSITY DISTRICT

INCREASE THE AVAILABILITY AND DISTRIBUTION OF SHORT-TERM BICYCLE PARKING

INCREASE THE AVAILABILITY AND ATTRACTIVENESS OF LONG-TERM BICYCLE PARKING ON CAMPUS

EXPAND BIKE HUB MEMBERSHIP, SERVICES, AND RETAIL OFFERINGS

PROMOTE AWARENESS AND SUPPORT OF BICYCLE COMMUTE OPTIONS FOR THE ENTIRE UNIVERSITY COMMUNITY

SUPPORT AND ENCOURAGE CITY, TRIMET, METRO, AND STATE BICYCLING INITIATIVES

CONTINUE AND EXPAND SURVEY AND DATA COLLECTION EFFORTS TO IDENTIFY PROGRAM AND FACILITY SUCCESSES AND DEFICIENCIES


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

Transportation and Parking Services, Campus Sustainabiltiy Office


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

Climate Action Plan- http://www.pdx.edu/sustainability/climate-action (Materials Section)


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

Waste Goals 2030
REDUCE solid waste generated on campus by 25% (2008 baseline)
REDUCE landfill-bound waste to 10% of total waste generated


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

Campus Sustainability Office


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

Portland State's Stormwater Management Plan outlines specific strategies for reducing irrigation and mitigating stormwater runoff to improve quality and decrease quantity.

http://www.pdx.edu/sites/www.pdx.edu.sustainability/files/media_assets/sus_Stormwater_Management_Policy.pdf


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

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

Campus Planning, Campus Sustainability Office, Facilities, and Capital Projects & Construction


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

Portland State's present Diversity Action Plan's first draft was written in 2012 in collaboration by faculty, staff, students, and community.

In brief, the eight major objectives of the Diversity Action Plan are:

A: Produce graduates who can be leaders in a global community Section
B: Ensure that diversity is incorporated into the curriculum Section
C: Create an environment that is welcoming, inclusive and diverse Section
D: Create more robust communication channels to bring the world to the campus and the campus to the world Section
E: Endorse a campus-wide cultural competency training plan Section
F: Recruit and retain cross-culturally sophisticated faculty and staff
G: Recruit and retain a greater number of historically underrepresented, historically underserved and international students
H: Develop and support relationships with the community, alumni and other partners


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

Produce graduates who can be leaders in a global community:
Objective 1: Increase proportion of PSU students who go abroad.
Metric 1: Increase 6% from current levels by 2015, increasing by 3% every five years.
Data source: Office of International Affairs

Ensure that diversity is incorporated into the curriculum:
Objective 1: The Center for Academic Excellence assessment team will work with academic units to advance their programmatic, diversity learning goals.
Metric 1: Move each academic unit along the learning assessment continuum.

Create more robust communication channels to bring the world to the campus and the campus to the world:
Objective 1: Continue the ―U Belong‖ at PSU campaign and highlight new video profiles of diverse faculty, students, and staff.
Metric 1: Annual increase in the number of new videos and profiles published on the Web site
Objective 2: Expand the ―U Belong‖ campaign to include student stories in other languages targeted at Native American and international students.
Metric 2: Annual increase in the number of video ―hits‖ from outside the United States
Objective 3: As resources allow, produce more ―U Belong‖ videos generally, and make sure they stay in frequent rotation with the other videos featured on the home page of the PSU Web site.
Metric 3: Annual increase in the number of ―U Belong‖ videos produced and the frequency with which they are viewed on the PSU Web site
Objective 4: Increase the number of courses with diversity themes that are produced either wholly or in part for the online environment.
Metric 4: Number of new courses that are offered online

Endorse a campus-wide cultural competency training plan:
Objective 1: Implement a core training program for all staff, faculty, and student employees in order to help ensure that all employed members of the campus community know how to engage with others in ethical and legal ways that promote professionalism and respect.
Metric 1: 80% of University employees have completed the training by July 1, 2013

Recruit and Retain Diverse Faculty and Staff:
Objective 1: Increase efforts and innovative strategies to attract and accept faculty and staff applications from historically underrepresented or marginalized communities to a level that reflects the demographics of those communities.
Metric 1: AAP workforce data Portland State University -- 2011-2012 Diversity Action Plan
Objective 2: Foster a campus community that celebrates differences, and is welcoming and inclusive toward faculty and staff from historically underrepresented or marginalized communities.
Metric 2: Workforce retention data and climate/culture audit
Objective 3: Supplement promotion and tenure standards to include ―diversity efforts‖ as a measure to achieve promotion and tenure status.
Metric3: Satisfaction survey or other measurement

Recruit and retain a greater number of historically underrepresented, historically underserved and international students:

Objective 1: Identify and increase strategic initiatives that support historically underrepresented student access and success.
Metric 1: Increase overall undergraduate (UG) — new freshmen (FR) and transfers (TR) underrepresented student enrollment.
Metric 2: Meet or exceed underrepresented first time FR and TR goals for student retention rate goals of 75% (FR) and 82% (TR).
Objective 2: Identify and increase strategic initiatives that support the access and success of Latino/a students.
Metric 1: Meet or exceed new UG FR and TR Latino/a student enrollment goal of 181 FR and 341 TR by Fall 2013.
Metric 2: Meet or exceed FTF and TR goals for Latino/a student retention rate goals of 75% FR and 85% TR by Fall 2013.
Objective 3: Identify and increase strategic initiatives that support international student enrollment.
Metric 1: Meet or exceed new UG FR and TR international student enrollment goal of 80 FR and 100 TR by Fall 2013.
Objective 4: Identify and increase strategic initiatives that support access for Certified Veteran Students.
Metric 1: Meet or exceed overall Certified Student Veteran enrollment (undergraduate and graduate) goal of 1,000 by 2013.

Objective 5: Identify and increase strategic initiatives that support Native American student enrollment by coordinating recruitment strategies with tribal colleges, universities and tribal education departments to increase the number of student applicants from tribal nations.
Metric 1: Increase new UG FR and TR Native American student enrollment commensurate with high school graduation levels of the districts locally and nationwide by Fall 2013.

Develop and support relationships with community, alumni and other partners:
Objective 1: PSU should increase its emphasis on recruiting and graduating more students of color. The eventual goal should be to have a student body that is representative of the region‘s demographics.
Metric 1: Increase in diversity of student body and graduation rates of students of color
Objective 2: Given PSU‘s commitment to incubating and accelerating the creation of new businesses, every effort should be made to enroll and graduate more immigrant students, particularly those with an interest in business.
Metric 2: Increase the diversity of the student body in the School of Business.
Objective 3: Work with the PSU Office of Advancement to develop a systematic approach to tapping our international alumni base for targeted giving, mentoring and employer facilitation.
Metric 3: Increased giving from international students and their families.
Objective 4: Work with the Office of Business Affairs to increase the number of contracts with Minority, Women and Emerging Small Business (MWESB) firms.
Metric 4: Annual increase in the number and amount of MWESB contracts
Objective 5: Develop and support relationships with community, alumni, tribes, and other partners.


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

Office of Global Diversity and Inclusion


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

Work/Life Policy - https://www.pdx.edu/hr/worklife-policy

The purpose of this policy is to provide direction for the University's commitment to support employees in both their work and personal lives.

GOAL: Portland State University is committed to creating a workplace environment that supports its community members in balancing their professional and personal lives. Embodied within this commitment is the understanding of the connection and interdependence between the workplace and family and personal lives; success and satisfaction in one setting may contribute to success and satisfaction in the other setting.

For more information: https://www.pdx.edu/hr/balancing-life-and-wellness


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

Measurable Objectives:

Develop and maintain human resources policies which embrace the values of balance between work and family,
Promote programs and services which focus on the support of University employees in both their personal and professional lives,
Promote understanding of work/life issues among managers in the context of the lives of their employees supervised,
Promote an institutional culture which promotes work/life balance and acknowledges the interdependence of personal and professional lives, and
Conduct research to enable the University to better understand and, thereby, serve the needs of its faculty and staff.

The Employee Assistance Program (EAP) https://www.pdx.edu/hr/employee-assistance-program

GOAL: The program designed to assist employees in identifying and resolving personal concerns, including, but not limited to stress, financial distress, workplace conflicts, family conflicts, marital pressures, substance dependency, loss and grief, legal issues, or other personal challenges that may affect job performance.

In addition to 24-hours crisis counseling, the EAP offers life balance services including three counseling sessions per issue, per year and a free half hour consultation followed by discounted fees for legal, mediation, financial, and/or identity theft issues. Also, a free concierge service is available to assist you in finding anything you need from concert tickets to a travelling notary.

Access more information about EAP at www.cascadecenters.com.

Other Health & Well-being programs, policies, and resources:

https://www.pdx.edu/hr/balancing-life-and-wellness


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

Human Resources, Institute for Sustainable Solutions, Campus Sustainability Office, Rec Center


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?:
Yes

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

This document summarizes Portland State University’s sustainability planning as
of December 2013, identifies gaps, and articulates the path forward toward
greater clarity of goals and deployment of related strategies. The document offers
a value proposition for how PSU—and other universities—can align operations
and provide an educational and research foundation for sustainability.


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.