| Overall Rating | Bronze - expired |
|---|---|
| Overall Score | 35.35 |
| Liaison | Kimberly Post |
| Submission Date | Sept. 26, 2014 |
| Executive Letter | Download |
Saint Joseph's College - ME
PA-2: Sustainability Planning
| Status | Score | Responsible Party |
|---|---|---|
|
0.00 / 4.00 |
Nancy
Kristiansen Online Business Program Director Saint Joseph's On-line |
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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 |
No
Date Revised: Nov. 12, 2014
|
No
Date Revised: Nov. 12, 2014
|
| Research (or other scholarship) |
No
Date Revised: Nov. 12, 2014
|
No
Date Revised: Nov. 12, 2014
|
| Campus Engagement |
No
Date Revised: Nov. 12, 2014
|
No
Date Revised: Nov. 12, 2014
|
| Public Engagement |
No
Date Revised: Nov. 12, 2014
|
No
Date Revised: Nov. 12, 2014
|
| Air and Climate |
No
Date Revised: Nov. 12, 2014
|
No
Date Revised: Nov. 12, 2014
|
| Buildings | --- | --- |
| Dining Services/Food | --- | --- |
| Energy | --- | --- |
| Grounds | --- | --- |
| Purchasing | --- | --- |
| Transportation | --- | --- |
| Waste | --- | --- |
| Water | --- | --- |
| Diversity and Affordability | --- | --- |
| Health, Wellbeing and Work | --- | --- |
| Investment | --- | --- |
| Other | --- | --- |
None
A brief description of the plan(s) to advance sustainability in Curriculum:
The current initiatives and objectives (below) will serve as a foundation to inform the next stage of the strategic planning process and Strategic Plan that will include specific actions and measureable objectives.
An initial assessment of how and to what extent institutional outcomes (one of which is specifically aimed at sustainability) were incorporated into the curriculum was completed in 2009. http://sigma.sjcme.edu/mySJC/pdfs/Institutional-Learning-Assessment-Plan.pdf Subsequently, in a spirit of continuous improvement and following a Plan-Do-Check-Act cycle, a program by program assessment of all face-to-face and online programs was completed. Specifically related to sustainability is the following Institutional level Student Learning Outcome.
#10 Environmental Responsibility
1. An attitude of appreciation for the earth in all its beauty and diversity;
2. A recognition of our dependence upon, and influence over, the natural environment;
3. The ability to think and act in a sustainable manner; and
4. Proper stewardship with respect to material goods.
To quote from our Institutional Learning Assessment Plan: “As noted by the Middle States Commission on Higher Education’s (MSCHE) Student Learning Assessment handbook, ‘expected learning outcomes will not be effective unless they are developed collaboratively and widely accepted by stakeholders: faculty members, students, employers, alumni, and others affected by or concerned with the program or institution. While it is unlikely that there will be unanimous agreement on expected learning outcomes, there should be a shared sense among most members regarding which learning is most important.’”
These outcomes were developed collaboratively after surveying the faculty, staff, and administration throughout the 2007-2008 academic year. The resulting input was “compiled, organized, and analyzed by multiple VPAA-designated task forces comprised of faculty and staff.” The result was our 10 Student Learning Outcomes. Environmental Responsibility is #10.
A significant result of the assessment and opportunity identification was the creation of a Sustainability Studies Minor. http://www.sjcme.edu/content/new-minor-sustainability-studies-develops-innovative-critical-thinkers http://catalog.sjcme.edu/preview_program.php?catoid=22&poid=1147&returnto=562
Date Revised: Nov. 20, 2014
None
The measurable objectives, strategies and timeframes included in the Curriculum plan(s):
The current initiatives and objectives (below) will serve as a foundation to inform the next stage of the strategic planning process and Strategic Plan that will include specific actions and measureable objectives.
The initial academic assessment of 2009 and the subsequent assessments (2012 SWOT), sought to assess and increase alignment between institutional and course level academic outcomes. The Curriculum Committee has identified opportunities and manages completion of targets, tasks and future goal identification. With a new VPAA/Chief Learning Officer, a new committee has been (Fall, 2014) and strategies will be tightly aligned with the overall strategic plan of the college (specific and measureable objectives and timeframes).
Date Revised: Nov. 20, 2014
None
Accountable parties, offices or departments for the Curriculum plan(s):
VPAA, Chief Learning Officer
Curriculum Committee
Executive Committee, Faculty Senate
Faculty Senate
None
A brief description of the plan(s) to advance sustainability in Research (or other scholarship):
The next stage of the strategic planning process will determine and possibly include specific actions and measureable objectives for this element.
Date Revised: Nov. 20, 2014
None
The measurable objectives, strategies and timeframes included in the Research plan(s):
---
None
Accountable parties, offices or departments for the Research plan(s):
---
None
A brief description of the plan(s) to advance Campus Engagement around sustainability:
The current initiatives and objectives (below) will serve as a foundation to inform the next stage of the strategic planning process and Strategic Plan that will include specific actions and measureable objectives.
CASE Scholars http://www.sjcme.edu/CASE-scholarship-program
CASE (Community and Sustainability Engaged) is an annual scholarship offered to incoming freshmen who have demonstrated a sustained commitment to environmental issues AND community service during their high school years. Eligible applicants will have a minimum 3.0 GPA, demonstrate leadership in organizing and implementing community projects, and have a profound interest in the emerging field of environmental sustainability. Scholarship recipients are required to join SJC’s CASE Scholars program, which includes participation in special classes, workshops, seminars, and off-campus community-based projects, as well as enroll in the Sustainability minor and maintain a minimum of a 3.0 GPA. The Community-Based Learning office manages the program.
Date Revised: Nov. 20, 2014
None
The measurable objectives, strategies and timeframes included in the Campus Engagement plan:
CASE SCHOLARS
Ongoing time frame, with the intention of increasing participation over time. By Fall 2016 there will be 8 scholars supporting CBL programing in various capacities while furthering their Sustainability Studies.
ECO-REPS
Annual coordination of campus-wide Recylemania program and associated goals for waste minimization provided by this group.
None
Accountable parties, offices or departments for the Campus Engagement plan(s):
OFFICE OF COMMUNITY BASED LEARNING coordinates the CASE Scholar program.
Headed by a director and under the auspices of the Chief Learning Officer to foster academically oriented campus engagement in sustainability.
http://www.sjcme.edu/academics/service-learning
Oversight of the ECO-REP PROGRAM provided by the SUSTAINABILITY COORDINATOR
None
A brief description of the plan(s) to advance Public Engagement around sustainability:
The current initiatives and objectives (below) will serve as a foundation to inform the next stage of the strategic planning process and Strategic Plan that will include specific actions and measureable objectives.
SUSTAINABLE COMMUNITIES INITIATIVE
The Sustainable Communities Initiative (SCI) is a year-long interdisciplinary program sponsored by the College that will partner faculty and students with a local community to engage in real-world problem solving aimed at increasing the level of sustainability in its broadest sense, from environmental action and economic viability to social integrity. Each semester, municipal partners will work with SJC to identify relevant projects for community-based learning courses.
SCI is founded upon the idea that colleges and communities should work together to improve the health and vitality of their regions. Through the leveraging of interdisciplinary research and scholarship, community dialogue, human capacity, and innovation, municipal and college partners will collaborate toward the pursuit of more sustainable communities.
E-TEAM: SUSTAINABILITY FAIR
The e-team has been responsible for the annual Autumn Sustainability Fair that brings together local vendors and organizations and the entire campus community to educate, celebrate and showcase local foods, artisans, crafts, organizations and various reduce-reuse-recycle programs from the region. The event is open to the public and has been held every year since 2009 and continues to grow in scale.
Date Revised: Nov. 20, 2014
None
The measurable objectives, strategies and timeframes included in the Public Engagement plan(s):
The current initiatives and objectives (below) will serve as a foundation to inform the next stage of the strategic planning process and Strategic Plan that will include specific actions and measureable objectives.
SUSTAINABLE COMMUNITIES INITIATIVE
Yearlong project, with specific projects to be determined. Completion of identified projects will indicate the success of the program.
SUSTAINABILITY FAIR
Planning is a a year-round activity, with information from each previous fair informing improvements for the next. To increase participation of both on and off campus communities, the Fall 2014 event will partner with Student Activities and hold the event on a Saturday, with an evening concert to increase attendance.
Date Revised: Nov. 20, 2014
None
Accountable parties, offices or departments for the Public Engagement plan(s):
The E-TEAM, a diverse committee of volunteers from across the campus provide all coordination and planning of Sustainability Fair.
OFFICE OF COMMUNITY BASED LEARNING spearheads and manages the Sustainable Communities project. Headed by a director and under the auspices of the Chief Learning Officer to foster and coordinate active engagement with the public.
http://www.sjcme.edu/academics/service-learning
None
A brief description of the plan(s) to advance sustainability in Air and Climate:
The current initiatives and objectives (below) will serve as a foundation to inform the next stage of the strategic planning process and Strategic Plan that will include specific actions and measureable objectives.
The Sustainability Steering Committee, launched in concert with the signing of the Presidents' Climate Change Commitment, is committed to creating a climate action plan (CAP). The Phase 1 Goal of the committee, to complete the greenhouse gas inventory, has been completed on schedule. Phase 2 Goals, expected to be finalized in the Summer of 2014, will include a focus on the development of goals for the reduction of greenhouse gas emissions and the formulation of a comprehensive climate action plan.
Date Revised: Nov. 20, 2014
None
The measurable objectives, strategies and timeframes included in the Air and Climate plan(s):
The current initiatives and objectives (below) will serve as a foundation to inform the next stage of the strategic planning process and Strategic Plan that will include specific actions and measureable objectives.
Measureable objectives, strategies and timeframes will be developed as part of the Sustainability Steering Committee's (SSC) Phase 2 planning that will include Climate Action Plan development in line with the targets and timeframes set forth by the Presidents' Climate Change Commitment.
Date Revised: Nov. 20, 2014
None
Accountable parties, offices or departments for the Air and Climate plan(s):
Key accountable positions will include the following:
College President
Vice President, CFO
Director of Facilities
Sustainability Coordinator, Environmental Science Faculty
SSC Chair
None
A brief description of the plan(s) to advance sustainability in Buildings:
The next stage of the strategic planning process will determine and possibly include specific actions and measureable objectives for this element.
Date Revised: Nov. 20, 2014
None
The measurable objectives, strategies and timeframes included in the Buildings plan(s):
---
None
Accountable parties, offices or departments for the Buildings plan(s):
---
None
A brief description of the plan(s) to advance sustainability in Dining Services/Food:
---
None
The measurable objectives, strategies and timeframes included in the Dining Services/Food plan(s):
---
None
Accountable parties, offices or departments for the Dining Services/Food plan(s):
---
None
A brief description of the plan(s) to advance sustainability in Energy:
The next stage of the strategic planning process will determine and possibly include specific actions and measureable objectives for this element.
Date Revised: Nov. 20, 2014
None
The measurable objectives, strategies and timeframes included in the Energy plan(s):
---
None
Accountable parties, offices or departments for the Energy plan(s):
---
None
A brief description of the plan(s) to advance sustainability in Grounds:
The next stage of the strategic planning process will determine and possibly include specific actions and measureable objectives for this element.
Date Revised: Nov. 20, 2014
None
The measurable objectives, strategies and timeframes included in the Grounds plan(s):
---
None
Accountable parties, offices or departments for the Grounds plan(s):
---
None
A brief description of the plan(s) to advance sustainability in Purchasing:
The next stage of the strategic planning process will determine and possibly include specific actions and measureable objectives for this element.
Date Revised: Nov. 20, 2014
None
The measurable objectives, strategies and timeframes included in the Purchasing plan(s):
---
None
Accountable parties, offices or departments for the Purchasing plan(s):
---
None
A brief description of the plan(s) to advance sustainability in Transportation:
The next stage of the strategic planning process will determine and possibly include specific actions and measureable objectives for this element.
Date Revised: Nov. 20, 2014
None
The measurable objectives, strategies and timeframes included in the Transportation plan(s):
---
None
Accountable parties, offices or departments for the Transportation plan(s):
---
None
A brief description of the plan(s) to advance sustainability in Waste:
The next stage of the strategic planning process will determine and possibly include specific actions and measureable objectives for this element.
Date Revised: Nov. 20, 2014
None
The measurable objectives, strategies and timeframes included in the Waste plan(s):
---
None
Accountable parties, offices or departments for the Waste plan(s):
---
None
A brief description of the plan(s) to advance sustainability in Water:
The next stage of the strategic planning process will determine and possibly include specific actions and measureable objectives for this element.
Date Revised: Nov. 20, 2014
None
The measurable objectives, strategies and timeframes included in the Water plan(s):
---
None
Accountable parties, offices or departments for the Water plan(s):
---
None
A brief description of the plan(s) to advance Diversity and Affordability:
The next stage of the strategic planning process will determine and possibly include specific actions and measureable objectives for this element.
Date Revised: Nov. 20, 2014
None
The measurable objectives, strategies and timeframes included in the Diversity and Affordability plan(s):
---
None
Accountable parties, offices or departments for the Diversity and Affordability plan(s):
---
None
A brief description of the plan(s) to advance sustainability in Health, Wellbeing and Work:
---
None
The measurable objectives, strategies and timeframes included in the Health, Wellbeing and Work plan(s):
---
None
Accountable parties, offices or departments for the Health, Wellbeing and Work plan(s):
---
None
A brief description of the plan(s) to advance sustainability in Investment:
The next stage of the strategic planning process will determine and possibly include specific actions and measureable objectives for this element.
Date Revised: Nov. 20, 2014
None
The measurable objectives, strategies and timeframes included in the Investment plan(s):
---
None
Accountable parties, offices or departments for the Investment plan(s):
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None
A brief description of the plan(s) to advance sustainability in other areas:
---
None
The measurable objectives, strategies and timeframes included in the other plan(s):
---
None
Accountable parties, offices or departments for the other plan(s):
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None
The institution’s definition of sustainability:
"Sustainability involves living in such a way that the needs of all people on this planet can be met – without compromising the ability of future generations to have their needs met. It means using resources responsibly, minimizing pollution and caring for the ecosystems that support us and the millions of other species who call Earth home."
Institutional Outcome #10 Environmental Responsibility
1. An attitude of appreciation for the earth in all its beauty and diversity;
2. A recognition of our dependence upon, and influence over, the natural environment;
3. The ability to think and act in a sustainable manner; and
4. Proper stewardship with respect to material goods.
None
Does the institution’s strategic plan or equivalent guiding document include sustainability at a high level?:
Yes
None
A brief description of how the institution’s strategic plan or equivalent guiding document addresses sustainability:
As we are in the midst of a comprehensive strategic planning process (2014), facilitated by President Jim Dlugos, it is expected that strategic planning at all levels of the organization will not only be in close alignment with the institutional outcomes, values and mission, but will also be measurable, with timeframe commitments and assignable responsibility. The College's overall sustainability efforts (areas identified here) will benefit greatly from the plan, expected to be finalized and approved by the board in the Fall of 2014. Specific goals pertaining to sustainability will be fully integrated into the highest level of the strategic plan and the four domains of the college (finance, mission, academics, advancement), along with senior staff accountability. The President's support of strategic planning for sustainability is evidenced by the formation of the Sustainability Steering Committee that reports to him. The Sustainability Steering Committee will be providing recommendations to the Strategic Planning Steering Committee based on the results of this report. The Chair of the Sustainability Steering Committee also sits on the Strategic Planning Committee.
http://www.sjcme.edu/magazine/fall13/planning-ahead
None
The website URL where information about the institution’s sustainability planning is available:
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.