Overall Rating Bronze
Overall Score 26.15
Liaison Hector Davis
Submission Date June 26, 2017
Executive Letter Download

STARS v2.0

Tarleton State University
PA-2: Sustainability Planning

Status Score Responsible Party
Complete 1.33 / 4.00 Hector Davis
Environmental Health & Safety Coordinator
Risk Management & Compliance
"---" 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 Yes Yes
Public Engagement Yes Yes
Air and Climate No No
Buildings No No
Dining Services/Food No No
Energy No No
Grounds No No
Purchasing No No
Transportation No No
Waste No No
Water No No
Diversity and Affordability No No
Health, Wellbeing and Work No No
Investment No No
Other Yes Yes

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

One goal of Tarleton's newly implemented Strategic Plan is to implement a notable campus-wide sustainability initiative. One component of this goal is to incorporate sustainability into the curriculum.


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

The first measurable objective was to implement undergraduate sustainability major and minor options.


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

Strategy Leader: Barry Lambert - Associate Vice President for Research & Dean of the College of Graduate Studies


A brief description of the plan(s) to advance sustainability in Research (or other scholarship):
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The measurable objectives, strategies and timeframes included in the Research plan(s):
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Accountable parties, offices or departments for the Research plan(s):
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A brief description of the plan(s) to advance Campus Engagement around sustainability:

One goal of Tarleton's newly implemented Strategic Plan is to prepare students for a global and multicultural world by developing strong habits of mind, body and spirit. Strategies to achieve this goal include implementation of multicultural programming that will reach more students with greater impact.


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

Measurable objectives include expanding the reach of current mentoring programs for under-represented student populations, providing students participating in mentoring groups with specific skills that foster academic, professional and interpersonal skills, developing a faculty-driven diversity program that emphasizes increasing diversity in the curriculum, and the use of programming to increase diversity awareness.


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

Strategy Leader: Lora Helvie-Mason - Director, Office of Diversity & Inclusion


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

One goal of Tarleton's newly implemented Strategic Plan is to increase the university's commitment to community outreach, community partnerships and community engagement. Strategies to achieve this goal include strengthening partnerships with community colleges and other universities, strengthening and increasing mutually beneficial partnerships with business/industry, agencies and non-profit organizations, and the establishment of a center for community engagement.


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

Measurable objectives for this goal include items such as identification and execution of at least one major community engagement initiative biannually and partnering with a community partner or another university to promote and execute a collaborative research or service project to benefit the community.


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

Strategy Leaders: Kim Rynearson - Professor, Physcological Sciences, Kyle McGregor - VP, Advancement & External Relations, Denae Dorris - Director, Academic Outreach & Engagement


A brief description of the plan(s) to advance sustainability in Air and Climate:
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The measurable objectives, strategies and timeframes included in the Air and Climate plan(s):
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Accountable parties, offices or departments for the Air and Climate plan(s):
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A brief description of the plan(s) to advance sustainability in Buildings:
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The measurable objectives, strategies and timeframes included in the Buildings plan(s):
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Accountable parties, offices or departments for the Buildings plan(s):
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A brief description of the plan(s) to advance sustainability in Dining Services/Food:
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The measurable objectives, strategies and timeframes included in the Dining Services/Food plan(s):
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Accountable parties, offices or departments for the Dining Services/Food plan(s):
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A brief description of the plan(s) to advance sustainability in Energy:
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The measurable objectives, strategies and timeframes included in the Energy plan(s):
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Accountable parties, offices or departments for the Energy plan(s):
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A brief description of the plan(s) to advance sustainability in Grounds:
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The measurable objectives, strategies and timeframes included in the Grounds plan(s):
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Accountable parties, offices or departments for the Grounds plan(s):
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A brief description of the plan(s) to advance sustainability in Purchasing:
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The measurable objectives, strategies and timeframes included in the Purchasing plan(s):
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Accountable parties, offices or departments for the Purchasing plan(s):
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A brief description of the plan(s) to advance sustainability in Transportation:
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The measurable objectives, strategies and timeframes included in the Transportation plan(s):
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Accountable parties, offices or departments for the Transportation plan(s):
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A brief description of the plan(s) to advance sustainability in Waste:
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The measurable objectives, strategies and timeframes included in the Waste plan(s):
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Accountable parties, offices or departments for the Waste plan(s):
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A brief description of the plan(s) to advance sustainability in Water:
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The measurable objectives, strategies and timeframes included in the Water plan(s):
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Accountable parties, offices or departments for the Water plan(s):
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A brief description of the plan(s) to advance Diversity and Affordability:
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The measurable objectives, strategies and timeframes included in the Diversity and Affordability plan(s):
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Accountable parties, offices or departments for the Diversity and Affordability plan(s):
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A brief description of the plan(s) to advance sustainability in Health, Wellbeing and Work:
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The measurable objectives, strategies and timeframes included in the Health, Wellbeing and Work plan(s):
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Accountable parties, offices or departments for the Health, Wellbeing and Work plan(s):
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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:

One goal of Tarleton's newly implemented Strategic Plan is to implement a notable campus-wide sustainability initiative.


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

Measureable goals for this item include identification and prioritization of sustainability project opportunities across all functions of the university, developing sustainability awareness program in coordination with curriculum efforts and joining AASHE and participating in the STARS program.


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

Strategy Leader: Kent Syron - Director - Risk Management & Compliance


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:
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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.