Overall Rating Gold
Overall Score 67.47
Liaison Debbie Andres
Submission Date Aug. 26, 2016
Executive Letter Download

STARS v2.0

San Jose State University
PA-2: Sustainability Planning

Status Score Responsible Party
Complete 3.33 / 4.00 Debbie Andres
Utilities & Sustainability Analyst
FD&O
"---" 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) No No
Campus Engagement No No
Public Engagement No No
Air and Climate Yes Yes
Buildings Yes Yes
Dining Services/Food Yes Yes
Energy Yes Yes
Grounds No No
Purchasing No No
Transportation Yes Yes
Waste Yes Yes
Water Yes Yes
Diversity and Affordability Yes Yes
Health, Wellbeing and Work Yes Yes
Investment No No
Other No No

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

As part of the May 2016 "4 Pillars" student success plan, the Provost and Vice President of Student affairs are supporting the creating of three General Education Pathways for undergraduate students. These pathways focus on three areas: Sustainability, Creativity, and Global Citizenship. See http://www.sjsu.edu/provost/docs/Student_Success_Plan_5-5-16.pdf for plan details.

The pathway structure and course options have been developed by a cross-university team that includes faculty and administrators. Planned implementation is within the next two academic years.

Additionally, "The CSU's ‘Campus as a Living Lab’ Grant Program is a unique opportunity to partner faculty and facilities management staff in using the campus as a forum for the exploration of sustainability concepts and theories. The program aligns the California State University’s long-standing commitment to sustainability with the fundamental goal of preparing students for the workforce through integration of sustainability concepts into the curriculum. Participating campuses can received funding for course redesign to support these efforts. http://www.calstate.edu/cpdc/sustainability/liv-lab-grant/


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

As outlined in the 4 Pillars, plan, short term metrics for Student Engagement for the university include "launch GE pathways around sustainability, creativity and globalization." See http://www.sjsu.edu/provost/docs/Student_Success_Plan_5-5-16.pdf for plan details.

For the Campus as a Living Lab effort, a metric-based objective is the number of grants awarded through the Campus as a Living Lab program. Since the effort began, SJSU has been awarded two grants, all of which have been integrated into classes and classroom learning. The Sustainability Board's goal is to have the campus apply for Living Lab support every other year or more frequently.

Sample metrics from the CSU's 2014 Sustainability report that could evolve into measurable objectives can be found at the following URL.
http://www.calstate.edu/cpdc/sustainability/policies-reports/documents/CSUSustainabilityReport2014.pdf


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

Katherine Cushing, University Sustainability Board
Office of the Provost


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

Not pursuing


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

Not pursuing


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

Not pursuing


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

SJSU's Marketing Commmunications 199 course, which is a campus student agency would take on our facilities management (FD&O) as a client and promote and make our publics (students, faculty, staff, local community) aware of and the benefits of, the sustainability program on our campus. It would require some media (print, social, broadcast) to be purchased and a public relations effort to sustain it. A team would be assigned from the campus agency, Dwight Bentel & Hall Communications that would consist of creatives (art, copy, video), media, social and public relations members. A strategic plan has been developed, overseen by the faculty advisors, approved by FD&O and then executed over a number of months. The project would initiate in the Fall 2015 semester and be an ongoing awareness program for the next year.


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

The project will take place during the the '15-16 and '16-'17 academic years building off the awareness generated in last year's program. Measurable objectives include the number of students participating in programming events, the amount of energy and volume of water saved attributed to behavioral changes associated with campaigns, and the volume or weight of solid waste reduced attributed to behavioral changes associated with campaigns.

Engagement campaign includes following strategies:

1. Utilize an online presence to reach target audience.
2. Combine efforts with the Environmental Resource Center (ERC) for Earth Day activities.
3. Spread awareness of to be completed projects in 2015-2016-2017.
4. Scholarship Sustainability Opportunity
5. Organize and lead campus water and waste reduction challenges.


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

Facilities Development and Operations
Advertising, DB&H Communications


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

See Campus Engagement description. The campaign will reach out to both campus and public community.


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

See Campus Engagement description.


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

Facilities Development and Operations
Advertising, DB&H Communications


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

The CSU Board of Trustees passed the CSU Sustainability Policy in 2014 to reduce systemwide facility greenhouse gas (GHG) emissions through the reduction of purchases of electricity and natural gas, fleet, marine vessel usage and other emissions. These goals are consistent with AB 32. SJSU has incorporated the Sustainability Policy goals into our strategic plans.


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

GHG emissions are to be reduced to 1990 levels or below by 2020 and to reduce facility GHG emissions to 80 percent below 1990 levels by 2040. Please refer to the 2014 CSU goals for further information.

http://www.calstate.edu/cpdc/sustainability/liv-lab-grant/documents/SustainabilityPolicySimple_000.pdf


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

Facilities Development and Operations
CSU Chancellor's Office


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

The CSU Board of Trustees passed the CSU Sustainability Policy in 2014 to address sustainable building practices. All future CSU new construction, remodeling, renovation and repair projects will be designed with consideration of optimum energy utilization, and low life cycle operating costs.


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

All new CSU buildings and major renovations shall meet or exceed the minimum requirements equivalent to LEED "Silver". SJSU has and will continue to strive to achieve LEED "Gold" for buildings and major renovations.

http://www.calstate.edu/cpdc/sustainability/liv-lab-grant/documents/SustainabilityPolicySimple_000.pdf


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

Facilities Development and Operations
CSU Chancellor's Office


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

Spartan Shops plans to advance sustainability in Dining Services/Food by increasing the amount of "sustainable" food by 2020 (local, organic, free trade, and humane), increasing the amount of vegetarian and vegan food on campus, creating sustainable catering menus, continuing our food waste recovery efforts, becoming zero waste in our eateries, and creating a sustainable food policy.


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

As per the California State University's 2014 sustainability goals, Food Services has the following objectives:
Purchase 20% "sustainable" food by 2020 (local, organic, free trade). Follow Real Food Challenge guidelines
Create public awareness and training on sustainable food service operations for campus community.


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

Kristen Wonder
Spartan Shops


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

The CSU Board of Trustees passed the CSU Sustainability Policy in 2014 addresses energy conservation and utility management. All CSU buildings and facilities will be operated in the most energy efficient manner and to continue to identify energy efficiency improvement measures. SJSU has also incorporated AB 32, SB 350 and EO B-18-12 into its strategic energy goals.


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

1) See "Air and Climate" description for GHG emissions reduction goal.
2) Procure 50% of electrical needs from renewable sources by 2020.
3) 20% reduction of energy purchases from 2003 by 2018.
4) Procuring 33% of electricity needs from renewable sources by 2020


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

Facilities Development and Operations
CSU Chancellor's Office


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

Not pursuing


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

Not pursuing


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

Not pursuing


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

Not pursuing


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

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

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

SJSU is committed to continuing efforts to alleviate automobile traffic to SJSU and reduce its impact on the University’s parking facilities. The CSU Sustainability Policy promotes the use of alternative transportation and/or fuels.


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

The core strategies for accomplishing these goals are:

1) Program development and implementation
2) Communication, marketing, and outreach
3) Corridor - mobility mapping and analysis
4) Program evaluation and measurement
5) Linking TDM to broader initiatives and service improvements
6) Funding opportunities and grants

Our goal is to decrease the drive alone rate from 33% to 25% by 2026. By looking at our current commute modal split, we hope to see a 4% increase in VTA ridership as a result of bus rapid transit, and a 2% increase in regional transit with the BART extension coming to downtown San Jose. We also expect an increase of 1% in carpooling due to more efficient carpooling apps coming to the market. Lastly, we believe there will be an increase in bicycling with the expansion of Bay Area Bike stations throughout San Jose.


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

Transportation Solutions (Associated Students)
Parking


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

Although our diversion rate has been reported by our waste management vendor as almost Zero Waste, SJSU will undergo a thorough waste audit of all operations and procurement processes involved with waste management.


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

The CSU Sustainability Policy mandates that campuses reduce solid waste disposal rate by 50% by 2016 and 80% by 2020, and move to zero waste.

Waste audit will be completed by 2016. Waste management strategic plan to be drafted and completed by 2018.


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

Facilities Development and Operations


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

All CSU campuses are to develop sustainable landscaping, reduce water usage in restrooms and showers and promote the use of reclaimed/recycled water.


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

The CSU Sustainability Policy prescribes a 10% decrease in water consumption by 2016, 20% by 2020. SJSU has plans to decrease potable water consumption by increasing its recycled water usage by the end of 2016 by 24%.


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

Facilities Development and Operations


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

In 2014 the Campus gathered the Taskforce on Racial Discrimination to analyze diversity issues at SJSU. The recommendations from the Taskforce were submitted to President Mohammad Qayoumi, and accepted as the campus plan to address diversity issues.

The Affordable Learning Solutions campaign promotes low-cost, high-quality alternatives to expensive textbooks. It is coordinated at San Jose State University by the University Library in cooperation with Center for Faculty Development Accessible Education Center, Provost's Office, and the Spartan Bookstore.

Between Spring 2013 and Spring 2015, 32 faculty members at SJSU received $1,000 Textbook Alternatives Project (TAP) grants to redesign their courses to include free or lower-cost classroom materials. Taken together, the changes they made saved students over $1.4 million.

In addition, SJSu provides free eBooks and articles at the University Library by matching required textbooks with available eBooks in the Library, http://library.sjsu.edu/affordable-learning-solutions/textbooks-available-ebooks-library


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

Diversity Action Plan: http://www.sjsu.edu/president/docs/SJSU-Action-Plan-with-Task-Force-Recommendations.pdf
December 2015 update: http://www.sjsu.edu/diversity/docs/ Update%20on%20Action%20Items%20Dec%202015.pdf

Institutional Effectiveness & Analytics – Data on Student Retention & Graduation

SS-S16-6, Sense of the Senate Resolution, Supporting Efforts to
Reduce Costs for Textbooks by Encouraging the Use of High-Quality
Open Educational Resource Course Material
http://www.sjsu.edu/senate/docs/SS-S16-6.pdf
Textbooks Alternatives Project (TAP) Estimated Savings
http://library.sjsu.edu/sites/library.sjsu.edu/files/documents/Complete%20Spreadsheet%20of%20All%20TAP%20Winners.pdf
The Affordable Learning Solutions plan is documented in the SJSU AB798 Campus Plan. Below are the strategies to measure campus and student success:
1 The number of course sections that adopt an OER.
2 The amount of money saved per student in each course section.
3 The number of professional development events held and the number of attendees per event that adopt OER.
4 Positive reviews from faculty and evidence of the use of pedagogical practices aligned with the new OER materials.


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

Dr. Kathleen Wong(Lau) has been appointed San Jose State’s first-ever chief diversity officer. She will lead the Office of Diversity, Equity and Inclusion, and will continue working to integrate the recommendations from the Diversity Task Force into the campus. Hiring Dr. Kathleen Wong (Lau) was one of the first recommendations from the Diversity Task Force.
http://www.sjsu.edu/president/diversity-communications/Apr22FINAL%20RECOMMENDATIONS%20OF%20SPECIAL%20TASK%20FORCE%20ON%20RACIAL%20DISCRIMINATION%20corrected%20version.pdf

Ann.Agee@sjsu.edu, and Christa.Bailey@sjsu.edu, Affordable Learning Solutions Coordinators, SJSU King Library.


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

In November 2016, Student Wellness will launch a Don't Rush to Flush campaign to reduce the amount of prescription drugs flushed down toilets and disposed in garbage cans to reduce the effects of prescription drugs on marine life and habitats and the contamination of drinking water and food supplies.

In 2014, a Tobacco Free Policy was passed that prohibits smoking and tobacco on campus.


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

Don't Rush to Flush will be launched in November 2016 to the SJSU campus and surrounding community and will be managed by the Student Wellness Center. http://calpsc.org/dontrush2flush/

Tobacco Free Policy: http://www.sjsu.edu/tobaccofree/policy/


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

John Vo
Pharmacist in Charge
Student Health Center


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

Not pursuing


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

Not pursuing


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

Not pursuing


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

Not pursuing


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

Not pursuing


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

Not pursuing


The institution’s definition of sustainability:

For SJSU, we use the overarching definition of sustainability heralded by the United Nation's Brundtland Commission as 'meeting the needs of the present without compromising the ability of future generations to meet their own needs.' To further clarify this large goal, SJSU further refines it to mean balancing environmental protection and enhancement, social equity, and economic prosperity in everything we do as a university.


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:

The CSU Board of Trustees passed the CSU Sustainability Policy in 2014 addresses the following areas:

University Sustainability
Climate Action Plan
Energy Independence Procurement
Energy Conservation and Utility Management
Water Conservation
Waste Management
Sustainable Procurement
Sustainable Food Service
Sustainable Building Practices
Physical Plant Management


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.