| Overall Rating | Bronze |
|---|---|
| Overall Score | 37.30 |
| Liaison | Jennifer Dunseath |
| Submission Date | July 26, 2022 |
Roger Williams University
PA-2: Sustainability Planning
| Status | Score | Responsible Party |
|---|---|---|
|
2.50 / 4.00 |
Brian
Williams Chief Of Staff For President Office Of President |
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indicates that no data was submitted for this field
Part 1. Measurable sustainability objectives
Academics
No
A list or sample of the measurable sustainability objectives related to academics and the plan(s) in which they are published:
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Engagement
No
A list or sample of the measurable sustainability objectives related to engagement and the plan(s) in which they are published:
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Operations
No
A list or sample of the measurable sustainability objectives related to operations and the plan(s) in which they are published:
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Administration
Yes
A list or sample of the measurable sustainability objectives related to administration and the plan(s) in which they are published:
Sustainability objectives
Well-Being objectives
#1: Expand access to Mental Health First Aid Training by certifying at least 25% of FT Faculty, 50% of FT Staff, and 75% of student leaders by August 2023)
#2: Expand internal and external professional development, trainings, and other talent development opportunities
Student Equity Measures
#1: Increase access to the university for underrepresented and underserved students with a focus on first generation college students, low income students and students of color by removing barriers to enrollment. SASE Objective
#2: Provide underrepresented and underserved students with support for a successful transition to college in order to support equitable outcomes.
#3: Establish a signature initiative for underrepresented and underserved students that focuses on the development of academic and career skills, socio-emotional competencies and cognitive habits that support them in navigating and thriving in a system that was not created for their success.
#4: Seek insights from disaggregated data, outcomes based assessments, projections and best practices to continually improve strategies.
Employee Equity
#1: Enhance practices demonstrating that the University is a leader in workplace conditions related to diversity, equity and inclusion. EASE Objective
#2: Institute leadership development and succession planning programs that support pipeline development for minoritized individuals.
#3: Develop a recruiting strategy to identify talent that will assist us in achieving our diversity, equity and access goals.
#4: Create and support a more fully engaged community with direct and regular access to leadership in order to foster dialog and exchanges of ideas throughout the organization.
Well-Being objectives
#1: Expand access to Mental Health First Aid Training by certifying at least 25% of FT Faculty, 50% of FT Staff, and 75% of student leaders by August 2023)
#2: Expand internal and external professional development, trainings, and other talent development opportunities
Student Equity Measures
#1: Increase access to the university for underrepresented and underserved students with a focus on first generation college students, low income students and students of color by removing barriers to enrollment. SASE Objective
#2: Provide underrepresented and underserved students with support for a successful transition to college in order to support equitable outcomes.
#3: Establish a signature initiative for underrepresented and underserved students that focuses on the development of academic and career skills, socio-emotional competencies and cognitive habits that support them in navigating and thriving in a system that was not created for their success.
#4: Seek insights from disaggregated data, outcomes based assessments, projections and best practices to continually improve strategies.
Employee Equity
#1: Enhance practices demonstrating that the University is a leader in workplace conditions related to diversity, equity and inclusion. EASE Objective
#2: Institute leadership development and succession planning programs that support pipeline development for minoritized individuals.
#3: Develop a recruiting strategy to identify talent that will assist us in achieving our diversity, equity and access goals.
#4: Create and support a more fully engaged community with direct and regular access to leadership in order to foster dialog and exchanges of ideas throughout the organization.
Part 2. Sustainability in institution’s highest guiding document
Yes
The institution’s highest guiding document (upload):
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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?:
Major theme
Optional Fields
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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?:
Yes
The formal statement in support of sustainability:
By committing to on-going collaborations of education, inquiry, and implementation of sustainable practices which enhance human and environmental well-being on our campuses and within our communities.
The institution’s definition of sustainability:
• Human Well-Being: Refers to specific goals, strategies and methods implemented to preserve and improve the quality of human life
• Environment Well-Being: Refers to the specific goals, strategies, and methods implemented to preserve and improve the quality of our environment locally and globally
• Environment Well-Being: Refers to the specific goals, strategies, and methods implemented to preserve and improve the quality of our environment locally and globally
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 | No |
| 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:
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Website URL where information about the institution’s sustainability planning efforts is available:
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Additional documentation to support the submission:
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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.