| Overall Rating | Bronze - expired |
|---|---|
| Overall Score | 38.33 |
| Liaison | Karen Marin-Hines |
| Submission Date | Feb. 28, 2020 |
Texas Tech University
PA-2: Sustainability Planning
| Status | Score | Responsible Party |
|---|---|---|
|
2.00 / 4.00 |
Jessica
Bunyard Analyst BIMAR |
"---"
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:
"Texas Tech University will continue to expand research, scholarship, and creative activity to discover and advance
knowledge, to improve quality and sustainability of life for the citizens of our state, nation, and world, and to support
technology transfer and other activities that enhance economies. We will strengthen our status as a national research
university that resulted in Texas Tech’s inclusion in the 2015 Carnegie Classification R1 ‘Highest Research Activity’
category as we transform lives through our research and creative endeavors. Strategic Priority:
Enable innovative research and creative activities Goal 1: Increase the productivity and impact of research, scholarship, and
creative activity that advances knowledge, benefits society, improves
quality of life, and contributes to economic development.
Goal 2: Enhance capacity and opportunities for research, scholarship, and
creative activity for faculty, students, and staff.
Goal 3: Advance entrepreneurial activity, collaboration, innovation, and
technology transfer.
Strategies:
• Increase extramurally funded research
• Grow the number of extramurally funded centers of research excellence
• Increase institutional support for the humanities, social sciences, and
fine and performing arts
• Increase the number of fellowships and awards in professional
societies, national and international recognitions, and members of
the National Academies
• Expand and enhance the undergraduate and graduate student and
postdoctoral research enterprise
• Increase seed grants that foster growth in extramural awards
• Increase the number of endowed chairs and professorships
• Increase multi-investigator, multi-institutional, and multi-national
interdisciplinary and transdisciplinary collaboration
• Expand strategic research collaborations with private sector partners
• Increase research and scholarly collaboration among TTU System institutions
• Provide suitable investment and develop effective strategies to recruit,
enable, and retain faculty and staff of the highest quality
• Help faculty expand and enhance recognition and research capacity
• Decrease the administrative research burden on faculty by enhancing
support for development, submission, and management of awards
• Expand and optimize physical infrastructure and financial resources to
support research, scholarship, and creative activities
• Create a vibrant entrepreneurial culture that contributes to economic
development and increases patent applications and license agreements
through industry engagement, technology acceleration, and
start-up incubation"
As a part of this strategic priority, research and scholarly themes have been identified for which Texas Tech University is
positioned to be a world leader. Growth in these themes will require support for increased development of personnel and
infrastructure resources. As such, we aspire to leadership in:
• The interconnections of water, land, food, and fiber
• Energy production, distribution, and utilization technologies
• Health, well-being, and quality of life
• Creative inquiry and expression across the arts, humanities, and sciences
Benchmarks/measurable objectives can be found on page 11 in the Strategic Plan.
knowledge, to improve quality and sustainability of life for the citizens of our state, nation, and world, and to support
technology transfer and other activities that enhance economies. We will strengthen our status as a national research
university that resulted in Texas Tech’s inclusion in the 2015 Carnegie Classification R1 ‘Highest Research Activity’
category as we transform lives through our research and creative endeavors. Strategic Priority:
Enable innovative research and creative activities Goal 1: Increase the productivity and impact of research, scholarship, and
creative activity that advances knowledge, benefits society, improves
quality of life, and contributes to economic development.
Goal 2: Enhance capacity and opportunities for research, scholarship, and
creative activity for faculty, students, and staff.
Goal 3: Advance entrepreneurial activity, collaboration, innovation, and
technology transfer.
Strategies:
• Increase extramurally funded research
• Grow the number of extramurally funded centers of research excellence
• Increase institutional support for the humanities, social sciences, and
fine and performing arts
• Increase the number of fellowships and awards in professional
societies, national and international recognitions, and members of
the National Academies
• Expand and enhance the undergraduate and graduate student and
postdoctoral research enterprise
• Increase seed grants that foster growth in extramural awards
• Increase the number of endowed chairs and professorships
• Increase multi-investigator, multi-institutional, and multi-national
interdisciplinary and transdisciplinary collaboration
• Expand strategic research collaborations with private sector partners
• Increase research and scholarly collaboration among TTU System institutions
• Provide suitable investment and develop effective strategies to recruit,
enable, and retain faculty and staff of the highest quality
• Help faculty expand and enhance recognition and research capacity
• Decrease the administrative research burden on faculty by enhancing
support for development, submission, and management of awards
• Expand and optimize physical infrastructure and financial resources to
support research, scholarship, and creative activities
• Create a vibrant entrepreneurial culture that contributes to economic
development and increases patent applications and license agreements
through industry engagement, technology acceleration, and
start-up incubation"
As a part of this strategic priority, research and scholarly themes have been identified for which Texas Tech University is
positioned to be a world leader. Growth in these themes will require support for increased development of personnel and
infrastructure resources. As such, we aspire to leadership in:
• The interconnections of water, land, food, and fiber
• Energy production, distribution, and utilization technologies
• Health, well-being, and quality of life
• Creative inquiry and expression across the arts, humanities, and sciences
Benchmarks/measurable objectives can be found on page 11 in the Strategic Plan.
Engagement
No
A list or sample of the measurable sustainability objectives related to engagement and the plan(s) in which they are published:
"Strategic Priority:
Transform lives and communities through strategic outreach and engaged scholarship
Goal 1: Foster an engaged campus that recognizes outreach and engaged
scholarship as an essential component of institutional activity.
Goal 2: Achieve a sustainable outreach and engaged scholarship program
through diverse funding streams and long-term campuscommunity partnerships.
Goal 3: Enhance recognition of faculty and staff who contribute to outreach
and engaged scholarship activities that impact local, state, national,
and global communities.
Goal 4: Increase and strengthen collaborative, mutually beneficial community
partnerships that stimulate creativity, innovation, and social and
economic development.
Strategies
• Enhance communication processes to grow campus and community
understanding of outreach and engaged scholarship and to increase
awareness of scholarship activities and opportunities for campuscommunity partnerships
• Build outreach and engaged scholarship capacities in faculty, staff, and
students through professional development, mentoring, undergraduate
research, co-curricular activities and service-learning programs, as well
as web-based resources and tools
• Provide recognitions, rewards (e.g. merit salary, promotion and tenure,
comprehensive performance evaluation), and other incentives for faculty,
staff, and students involved in outreach and engaged scholarship
• Build campus and off-campus infrastructure to guide, coordinate, and
support outreach and engagement
• Establish community and business networks that integrate campus,
business, and community knowledge, skills, and resources We will focus on continued growth in creative activity, scholarship and research, that will foster an environment that
produces success for faculty, staff, and students, while yielding new knowledge and promoting discoveries that
will improve the quality and sustainability of life around the globe. Moreover, our research enterprise will provide for
transfer of technology and other activities that will stimulate economic development. These accomplishments will be
done in the context of robust efforts to increase external funding for research, with a focus on areas that make the
most sense for the state and region."
Benchmarks/measurable objectives can be found on page 13 in the Strategic Plan.
Transform lives and communities through strategic outreach and engaged scholarship
Goal 1: Foster an engaged campus that recognizes outreach and engaged
scholarship as an essential component of institutional activity.
Goal 2: Achieve a sustainable outreach and engaged scholarship program
through diverse funding streams and long-term campuscommunity partnerships.
Goal 3: Enhance recognition of faculty and staff who contribute to outreach
and engaged scholarship activities that impact local, state, national,
and global communities.
Goal 4: Increase and strengthen collaborative, mutually beneficial community
partnerships that stimulate creativity, innovation, and social and
economic development.
Strategies
• Enhance communication processes to grow campus and community
understanding of outreach and engaged scholarship and to increase
awareness of scholarship activities and opportunities for campuscommunity partnerships
• Build outreach and engaged scholarship capacities in faculty, staff, and
students through professional development, mentoring, undergraduate
research, co-curricular activities and service-learning programs, as well
as web-based resources and tools
• Provide recognitions, rewards (e.g. merit salary, promotion and tenure,
comprehensive performance evaluation), and other incentives for faculty,
staff, and students involved in outreach and engaged scholarship
• Build campus and off-campus infrastructure to guide, coordinate, and
support outreach and engagement
• Establish community and business networks that integrate campus,
business, and community knowledge, skills, and resources We will focus on continued growth in creative activity, scholarship and research, that will foster an environment that
produces success for faculty, staff, and students, while yielding new knowledge and promoting discoveries that
will improve the quality and sustainability of life around the globe. Moreover, our research enterprise will provide for
transfer of technology and other activities that will stimulate economic development. These accomplishments will be
done in the context of robust efforts to increase external funding for research, with a focus on areas that make the
most sense for the state and region."
Benchmarks/measurable objectives can be found on page 13 in the Strategic Plan.
Operations
Yes
A list or sample of the measurable sustainability objectives related to operations and the plan(s) in which they are published:
http://www.depts.ttu.edu/operations/EnergyManagement/Energy-Use-Documents/Documents/EnergySavingsProgramUpdate_October2019_Final.pdf
Administration
Yes
A list or sample of the measurable sustainability objectives related to administration and the plan(s) in which they are published:
"Strategic Priority:
Educate and empower a diverse student body
Goal 1: Advance and sustain a campus climate and culture characterized by
accessibility, inclusiveness, and high academic quality.
Goal 2: Nurture and enhance a learning environment that fosters success
and wellness.
Goal 3: Deliver unique and transformative learning opportunities
and experiences.
Goal 4: Increase retention and graduation rates, and placement of graduates.
Strategies:
• Improve the quality and diversity of the incoming student body
• Recruit globally to grow enrollment
• Increase semester credit hours and credit hours per full-time
undergraduate student
• Strengthen and advance student engagement activities
• Enhance mentoring and advising of all students
• Maximize preparation for careers
• Commit resources to facilitate a supportive and service-focused environment
• Expand transformative and signature learning opportunities for all students
• Increase international education and collaborative program opportunities
• Broaden students’ global perspectives and prepare them for global leadership
• Sharpen critical thinking and communication skills
• Enhance entrepreneurial skills
• Maximize and reward faculty innovations in teaching, scholarship,
and engagement"
Benchmarks/measurable objectives can be found on page 9 in the Strategic Plan.
Educate and empower a diverse student body
Goal 1: Advance and sustain a campus climate and culture characterized by
accessibility, inclusiveness, and high academic quality.
Goal 2: Nurture and enhance a learning environment that fosters success
and wellness.
Goal 3: Deliver unique and transformative learning opportunities
and experiences.
Goal 4: Increase retention and graduation rates, and placement of graduates.
Strategies:
• Improve the quality and diversity of the incoming student body
• Recruit globally to grow enrollment
• Increase semester credit hours and credit hours per full-time
undergraduate student
• Strengthen and advance student engagement activities
• Enhance mentoring and advising of all students
• Maximize preparation for careers
• Commit resources to facilitate a supportive and service-focused environment
• Expand transformative and signature learning opportunities for all students
• Increase international education and collaborative program opportunities
• Broaden students’ global perspectives and prepare them for global leadership
• Sharpen critical thinking and communication skills
• Enhance entrepreneurial skills
• Maximize and reward faculty innovations in teaching, scholarship,
and engagement"
Benchmarks/measurable objectives can be found on page 9 in the Strategic Plan.
Part 2. Sustainability in institution’s highest guiding document
Yes
The institution’s highest guiding document (upload):
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?:
Minor theme
Optional Fields
---
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?:
---
The formal statement in support of sustainability:
---
The institution’s definition of sustainability:
---
Is the institution an endorser or signatory of the following?:
| Yes or No | |
| The Earth Charter | --- |
| The Higher Education Sustainability Initiative (HESI) | --- |
| ISCN-GULF Sustainable Campus Charter | --- |
| Pan-Canadian Protocol for Sustainability | --- |
| SDG Accord | --- |
| Second Nature’s Carbon Commitment (formerly known as the ACUPCC), Resilience Commitment, and/or integrated Climate Commitment | --- |
| The Talloires Declaration (TD) | --- |
| UN Global Compact | --- |
| Other multi-dimensional sustainability commitments (please specify below) | --- |
A brief description of the institution’s formal sustainability commitments, including the specific initiatives selected above:
---
Website URL where information about the institution’s sustainability planning efforts is available:
Additional documentation to support the submission:
Data source(s) and notes about the submission:
---
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.