| Overall Rating | Silver - expired |
|---|---|
| Overall Score | 48.34 |
| Liaison | Barry Schwalbe |
| Submission Date | Dec. 22, 2014 |
| Executive Letter | Download |
Richland Community College
PA-2: Sustainability Planning
| Status | Score | Responsible Party |
|---|---|---|
|
4.00 / 4.00 |
Greg
Florian Vice President Finance & Administration |
"---"
indicates that no data was submitted for this field
None
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) | No | No |
| 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 | No |
| Transportation | No | No |
| Waste | Yes | Yes |
| Water | Yes | Yes |
| Diversity and Affordability | Yes | Yes |
| Health, Wellbeing and Work | Yes | Yes |
| Investment | No | No |
| Other | No | No |
None
A brief description of the plan(s) to advance sustainability in Curriculum:
The Strategic Plan encompasses three main goals. One of those goals is to Cultivate a Sustainable Institutional Environment. The 2nd strategy within this goal deals with social sustainability with the curriculum. The 2011-2014 Strategic Plan approved in May 2011 was crafted with input from internal and stakeholders. Surveys were distributed and input was obtained from students, faculty and staff members as well as top-level administrators.
None
The measurable objectives, strategies and timeframes included in the Curriculum plan(s):
Develop enrollment and recruitment strategies for target audiences in new programs. Multiple programs were identified in July 2013. Increase enrollment for online and international students, target 10% increase.
None
Accountable parties, offices or departments for the Curriculum plan(s):
Academic Services
None
A brief description of the plan(s) to advance sustainability in Research (or other scholarship):
Not applicable
None
The measurable objectives, strategies and timeframes included in the Research plan(s):
Not applicable
None
Accountable parties, offices or departments for the Research plan(s):
Not applicable
None
A brief description of the plan(s) to advance Campus Engagement around sustainability:
The Strategic Plan encompasses three main goals. One of those goals is to Cultivate a Sustainable Institutional Environment. The 2nd strategy within this goal deals with social sustainability in its campus engagement. The 2011-2014 Strategic Plan approved in May 2011 was crafted with input from internal and stakeholders. Surveys were distributed and input was obtained from students, faculty and staff members as well as top-level administrators.
None
The measurable objectives, strategies and timeframes included in the Campus Engagement plan:
Expand Richland Transfer Academy, target 30 students from 6 high schools. Goal met in 2013.
None
Accountable parties, offices or departments for the Campus Engagement plan(s):
Student Engagement
None
A brief description of the plan(s) to advance Public Engagement around sustainability:
The Strategic Plan encompasses three main goals. One of those goals is to Cultivate a Sustainable Institutional Environment. The 2nd strategy within this goal deals with social sustainability and its relationship with the community. The 2011-2014 Strategic Plan approved in May 2011 was crafted with input from internal and stakeholders. Surveys were distributed and input was obtained from students, faculty and staff members as well as top-level administrators.
None
The measurable objectives, strategies and timeframes included in the Public Engagement plan(s):
Improve Adult Education Program state ranking by 10%. As of NOV2013, 53% improvement.
None
Accountable parties, offices or departments for the Public Engagement plan(s):
Public Information
None
A brief description of the plan(s) to advance sustainability in Air and Climate:
The Strategic Plan encompasses three main goals. One of those goals is to Cultivate a Sustainable Institutional Environment. The 1st strategy within this goal deals with environmental sustainability. The 2011-2014 Strategic Plan approved in May 2011 was crafted with input from internal and stakeholders. Surveys were distributed and input was obtained from students, faculty and staff members as well as top-level administrators.
None
The measurable objectives, strategies and timeframes included in the Air and Climate plan(s):
Complete HVAC program accreditation. Initial accreditation submitted in June for the HVAC program.
None
Accountable parties, offices or departments for the Air and Climate plan(s):
Operations and Technical Services
None
A brief description of the plan(s) to advance sustainability in Buildings:
The Strategic Plan encompasses three main goals. One of those goals is to Cultivate a Sustainable Institutional Environment. The 1st strategy within this goal deals with environmental sustainability. The 2011-2014 Strategic Plan approved in May 2011 was crafted with input from internal and stakeholders. Surveys were distributed and input was obtained from students, faculty and staff members as well as top-level administrators.
None
The measurable objectives, strategies and timeframes included in the Buildings plan(s):
Monitor construction for the Clinton Extension Center for a planned opening in fall 2013. Construction completed with ribbon cutting on Nov 6, 2013.
None
Accountable parties, offices or departments for the Buildings plan(s):
Operations and Technical Services
None
A brief description of the plan(s) to advance sustainability in Dining Services/Food:
The Strategic Plan encompasses three main goals. One of those goals is to Cultivate a Sustainable Institutional Environment. The 1st strategy within this goal deals with environmental sustainability; this is enhanced by Richland's Culinary Institute. The 2011-2014 Strategic Plan approved in May 2011 was crafted with input from internal and stakeholders. Surveys were distributed and input was obtained from students, faculty and staff members as well as top-level administrators.
None
The measurable objectives, strategies and timeframes included in the Dining Services/Food plan(s):
Complete accreditation for the Culinary Arts Institute through the American Culinary Federation. In progress as of spring 2014.
None
Accountable parties, offices or departments for the Dining Services/Food plan(s):
Economic Development & Innovative Workforce Solutions
None
A brief description of the plan(s) to advance sustainability in Energy:
The Strategic Plan encompasses three main goals. One of those goals is to Cultivate a Sustainable Institutional Environment. The 1st strategy within this goal deals with environmental sustainability. The 2011-2014 Strategic Plan approved in May 2011 was crafted with input from internal and stakeholders. Surveys were distributed and input was obtained from students, faculty and staff members as well as top-level administrators.
None
The measurable objectives, strategies and timeframes included in the Energy plan(s):
Increase renewable energy laboratory (REL) activities with Engineering Technology credit programming and continuing education non-credit programming; target enrollment increase of 10% in progress.
None
Accountable parties, offices or departments for the Energy plan(s):
Operations and Technical Services
None
A brief description of the plan(s) to advance sustainability in Grounds:
The Strategic Plan encompasses three main goals. One of those goals is to Cultivate a Sustainable Institutional Environment. The 1st strategy within this goal deals with environmental sustainability. The 2011-2014 Strategic Plan approved in May 2011 was crafted with input from internal and stakeholders. Surveys were distributed and input was obtained from students, faculty and staff members as well as top-level administrators.
None
The measurable objectives, strategies and timeframes included in the Grounds plan(s):
Complete parking lot lighting project of incandescent bulb replacement with LED lighting. Project 95% complete.
None
Accountable parties, offices or departments for the Grounds plan(s):
Operations and Technical Services
None
A brief description of the plan(s) to advance sustainability in Purchasing:
The Strategic Plan encompasses three main goals. One of those goals is to Cultivate a Sustainable Institutional Environment. The 1st strategy within this goal deals with environmental sustainability. The 2nd strategy within this goal deals with social sustainability. The 2011-2014 Strategic Plan approved in May 2011 was crafted with input from internal and stakeholders. Surveys were distributed and input was obtained from students, faculty and staff members as well as top-level administrators.
None
The measurable objectives, strategies and timeframes included in the Purchasing plan(s):
None reported
None
Accountable parties, offices or departments for the Purchasing plan(s):
Operations and Technical Services
None
A brief description of the plan(s) to advance sustainability in Transportation:
Not Applicable
None
The measurable objectives, strategies and timeframes included in the Transportation plan(s):
Not Applicable
None
Accountable parties, offices or departments for the Transportation plan(s):
Not Applicable
None
A brief description of the plan(s) to advance sustainability in Waste:
The Strategic Plan encompasses three main goals. One of those goals is to Cultivate a Sustainable Institutional Environment. The 1st strategy within this goal deals with environmental sustainability. The 2011-2014 Strategic Plan approved in May 2011 was crafted with input from internal and stakeholders. Surveys were distributed and input was obtained from students, faculty and staff members as well as top-level administrators.
None
The measurable objectives, strategies and timeframes included in the Waste plan(s):
Implement online delivery of courses for carbon capture, utilization, and storage (CCUS). In progress; transfer to online delivery planned for 2014.
None
Accountable parties, offices or departments for the Waste plan(s):
Operations and Technical Services
None
A brief description of the plan(s) to advance sustainability in Water:
The Strategic Plan encompasses three main goals. One of those goals is to Cultivate a Sustainable Institutional Environment. The 1st strategy within this goal deals with environmental sustainability. The 2011-2014 Strategic Plan approved in May 2011 was crafted with input from internal and stakeholders. Surveys were distributed and input was obtained from students, faculty and staff members as well as top-level administrators.
None
The measurable objectives, strategies and timeframes included in the Water plan(s):
Complete Sustainability Walkway, a living laboratory of local plant life and water management practices. Walkway completed; continual improvements ongoing.
None
Accountable parties, offices or departments for the Water plan(s):
Operations and Technical Services
None
A brief description of the plan(s) to advance Diversity and Affordability:
The Strategic Plan encompasses three main goals. One of those goals is to Cultivate a Sustainable Institutional Environment. The 2nd strategy within this goal deals with social sustainability and community participation; diversity and affordability are inherent goals. The 2011-2014 Strategic Plan approved in May 2011 was crafted with input from internal and stakeholders. Surveys were distributed and input was obtained from students, faculty and staff members as well as top-level administrators.
None
The measurable objectives, strategies and timeframes included in the Diversity and Affordability plan(s):
Provide district and state opportunities to promote diversity and social justice through the Diversity and Globalization Conference. "The Cultural Capital Revolution" was conducted in June 2013. Conference is annual event.
None
Accountable parties, offices or departments for the Diversity and Affordability plan(s):
Student Services
None
A brief description of the plan(s) to advance sustainability in Health, Wellbeing and Work:
The Strategic Plan encompasses three main goals. One of those goals is to Cultivate a Sustainable Institutional Environment. The 1st strategy within this goal deals with environmental sustainability. The 2nd strategy within this goal deals with social sustainability, including the employees, staff, and faculty. The 2011-2014 Strategic Plan approved in May 2011 was crafted with input from internal and stakeholders. Surveys were distributed and input was obtained from students, faculty and staff members as well as top-level administrators.
None
The measurable objectives, strategies and timeframes included in the Health, Wellbeing and Work plan(s):
Increase participation rate of full-time employees to 50%. For AY13, programs included 183 participants. Objective is ongoing.
None
Accountable parties, offices or departments for the Health, Wellbeing and Work plan(s):
Finance and Administration
None
A brief description of the plan(s) to advance sustainability in Investment:
Not applicable
None
The measurable objectives, strategies and timeframes included in the Investment plan(s):
Not applicable
None
Accountable parties, offices or departments for the Investment plan(s):
Not applicable
None
A brief description of the plan(s) to advance sustainability in other areas:
Not applicable
None
The measurable objectives, strategies and timeframes included in the other plan(s):
Not applicable
None
Accountable parties, offices or departments for the other plan(s):
Not applicable
None
The institution’s definition of sustainability:
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None
Does the institution’s strategic plan or equivalent guiding document include sustainability at a high level?:
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None
A brief description of how the institution’s strategic plan or equivalent guiding document addresses sustainability:
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None
The website URL where information about the institution’s sustainability planning is available:
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Data source(s) and notes about the submission:
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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 or simply email your inquiry to stars@aashe.org.