| Overall Rating | Platinum |
|---|---|
| Overall Score | 92.73 |
| Liaison | Emmanuelle Jodoin |
| Submission Date | Oct. 24, 2022 |
Université de Sherbrooke
PA-2: Sustainability Planning
| Status | Score | Responsible Party |
|---|---|---|
|
4.00 / 4.00 |
Patrice
Cordeau Assistant Vice-President, Sustainable Development Office of the Vice-President, Administration and Sustainable Development |
"---"
indicates that no data was submitted for this field
Part 1. Measurable sustainability objectives
Academics
Yes
A list or sample of the measurable sustainability objectives related to academics and the plan(s) in which they are published:
CURRICULUM
Firstly, with the Plan de développement durable [EN: Sustainable Development Plan] 2018-2022, the University wants to transform its campuses into sustainable development laboratories. To achieve this, the following three objectives have been prioritized in the Sustainable Development Plan 2018-2022:
1. Ensure the transversal integration of education, research, and innovation.
2. Promote community partnerships for each strategy.
3. Highlight key campus initiatives, such as sustainable development laboratories.
Secondly, the Stratégie d'investissement responsable [EN: Sustainable Investment Strategy] 2018-2022 includes a specific objective dedicated to integrating sustainable investment into the curriculum.
https://www.usherbrooke.ca/developpement-durable/fileadmin/sites/developpement-durable/documents/PlanDD_2018-2022.pdf
https://www.usherbrooke.ca/developpement-durable/fileadmin/sites/developpement-durable/documents/Strategie_d_investissement_responsable.pdf
https://www.usherbrooke.ca/developpement-durable/actualites/nouvelles/details/47808
RESEARCH
The university’s strategic plan 2018-2022, called Oser Transformer [EN: Dare Transform], includes an orientation aimed at "stimulating research development by focusing on interdisciplinarity". While the exercise put forward and related to this orientation has led to the identification of six unifying research themes (of which Changements climatiques et environnement [EN: The Environment and Climate Change], and Vivre ensemble : Cultures, pluralité, gouvernance et équité [EN: Togetherness: Culture, Plurality, Governance, and Equity] are two out of the six themes), three principles guide the institution so that the research conducted has greater impact: sustainable development, equity, diversity, and inclusion, and growth in its network of high-quality partners. To that regard, needless to say, sustainable development is a fundamental principle and an integral part of research work valued at the Université de Sherbrooke.
https://www.usherbrooke.ca/research/udes/unifying-themes
https://www.usherbrooke.ca/planification-strategique/fileadmin/sites/planification-strategique/documents/Plan-strategique_2018-2022_va.pdf
In addition, as part of the Stratégie de gestion de l'énergie et des gaz à effet de serre [EN: Energy and Greenhouse Gas Management Strategy] 2018-2022, a specific objective concerns research, namely “Implement the technology showcase concept for research in the field of energy management and greenhouse gases reduction”.
https://www.usherbrooke.ca/developpement-durable/fileadmin/sites/developpement-durable/documents/Strategie_de_gestion_de_l_energie_et_des_GES.pdf
____
STRATEGIC PLANNING 2022-2025
For 2022-2025, a specific strategy for the integration of sustainable development in education will be in force from January 2023 with the following orientation:
Orientation # 1:
Mobilize the university community around student success and the student experience
Objective:
1.2 Enrich training through sustainable development initiatives in all programs
Measures of success (indicators):
• Number of non-credited activities created (workshops, projects, etc.)
• Number of new credited activities created
• Number of modified and created program pathways
• Number of projects carried out at the environmental clinic
https://www.usherbrooke.ca/planification-strategique/fileadmin/sites/planification-strategique/documents/udes_plan_strategique_22_25_AN.pdf
Firstly, with the Plan de développement durable [EN: Sustainable Development Plan] 2018-2022, the University wants to transform its campuses into sustainable development laboratories. To achieve this, the following three objectives have been prioritized in the Sustainable Development Plan 2018-2022:
1. Ensure the transversal integration of education, research, and innovation.
2. Promote community partnerships for each strategy.
3. Highlight key campus initiatives, such as sustainable development laboratories.
Secondly, the Stratégie d'investissement responsable [EN: Sustainable Investment Strategy] 2018-2022 includes a specific objective dedicated to integrating sustainable investment into the curriculum.
https://www.usherbrooke.ca/developpement-durable/fileadmin/sites/developpement-durable/documents/PlanDD_2018-2022.pdf
https://www.usherbrooke.ca/developpement-durable/fileadmin/sites/developpement-durable/documents/Strategie_d_investissement_responsable.pdf
https://www.usherbrooke.ca/developpement-durable/actualites/nouvelles/details/47808
RESEARCH
The university’s strategic plan 2018-2022, called Oser Transformer [EN: Dare Transform], includes an orientation aimed at "stimulating research development by focusing on interdisciplinarity". While the exercise put forward and related to this orientation has led to the identification of six unifying research themes (of which Changements climatiques et environnement [EN: The Environment and Climate Change], and Vivre ensemble : Cultures, pluralité, gouvernance et équité [EN: Togetherness: Culture, Plurality, Governance, and Equity] are two out of the six themes), three principles guide the institution so that the research conducted has greater impact: sustainable development, equity, diversity, and inclusion, and growth in its network of high-quality partners. To that regard, needless to say, sustainable development is a fundamental principle and an integral part of research work valued at the Université de Sherbrooke.
https://www.usherbrooke.ca/research/udes/unifying-themes
https://www.usherbrooke.ca/planification-strategique/fileadmin/sites/planification-strategique/documents/Plan-strategique_2018-2022_va.pdf
In addition, as part of the Stratégie de gestion de l'énergie et des gaz à effet de serre [EN: Energy and Greenhouse Gas Management Strategy] 2018-2022, a specific objective concerns research, namely “Implement the technology showcase concept for research in the field of energy management and greenhouse gases reduction”.
https://www.usherbrooke.ca/developpement-durable/fileadmin/sites/developpement-durable/documents/Strategie_de_gestion_de_l_energie_et_des_GES.pdf
____
STRATEGIC PLANNING 2022-2025
For 2022-2025, a specific strategy for the integration of sustainable development in education will be in force from January 2023 with the following orientation:
Orientation # 1:
Mobilize the university community around student success and the student experience
Objective:
1.2 Enrich training through sustainable development initiatives in all programs
Measures of success (indicators):
• Number of non-credited activities created (workshops, projects, etc.)
• Number of new credited activities created
• Number of modified and created program pathways
• Number of projects carried out at the environmental clinic
https://www.usherbrooke.ca/planification-strategique/fileadmin/sites/planification-strategique/documents/udes_plan_strategique_22_25_AN.pdf
Engagement
Yes
A list or sample of the measurable sustainability objectives related to engagement and the plan(s) in which they are published:
CAMPUS ENGAGEMENT
With the Sustainability Plan 2018-2022, actions regarding the campus’ engagement to sustainable development have been integrated directly into the 7 thematic strategies:
https://www.usherbrooke.ca/developpement-durable/gouvernance-en-dd/7-strategies-thematiques
For example:
• As part of the Stratégie de gestion des matières résiduelles [EN: Residual Materials Management Strategy], action 5.7.3 aimed to create a Équipe ambassadrice en gestion des matières résiduelles (GMR) [EN: Waste Management Ambassador Team]. In June 2022, 26 students and 31 employees were involved across the University's 3 campuses.
https://www.usherbrooke.ca/developpement-durable/fileadmin/sites/developpement-durable/documents/Strate__gie_de_gestion_des_matie__res_re__siduelles.pdf
• As part of the Stratégie de campus équitable et nourricier [EN: Sustainable and Nurturing Campus Strategy], several campus engagement objectives have been put forward, such as:
- Supporting the university community in its innovative fair-trade projects
- Raising awareness of organic farming and short food supply chains products within the university community
- Bridging the gap between the university community and local producers to provide learning experiences in agriculture
https://www.usherbrooke.ca/developpement-durable/fileadmin/sites/developpement-durable/documents/Strate__gie_de_campus_e__quitable_et_nourricier.pdf
PUBLIC ENGAGEMENT
Through the sustainable development strategies from the Sustainable Development Plan 2018-2022, several objectives relate to the university's public engagement. Here are some examples:
1. Improving partnerships with organic farming and short food supply chains producers
2. In partnership with the Ville de Sherbrooke, having Mont-Bellevue Park recognized as a nature reserve under the Natural Heritage Conservation Act
3. Collaborate with regional partners to implement new waste diversion programs
https://www.usherbrooke.ca/developpement-durable/fileadmin/sites/developpement-durable/documents/PlanDD_2018-2022.pdf
___
STRATEGIC PLANNING 2022-2025
For 2022-2025, the commitment of our community has been directly integrated into the institutional strategic plan.
Orientation # 3:
Strive for a more equitable, greener, and more inclusive society
Objectives:
3.1. Value diversity through an inclusive learning and working environment that allows everyone to flourish and contribute to its development
3.2. Integrate the arts and culture as an asset in the development and outreach of our university community
3.3. Ensure better integration of the international community at UdeS and increase intercultural experiences
3.4. Respond to the social and technological challenges of climate change with concrete solutions that enrich the university mission
3.5. Engage the entire university community in the fight against climate change and in the protection of ecosystems
3.6. Become an internationally renown example for the reduction of greenhouse-gas (GHG) emissions and attainment of carbon neutrality
https://www.usherbrooke.ca/planification-strategique/fileadmin/sites/planification-strategique/documents/udes_plan_strategique_22_25_AN.pdf
With the Sustainability Plan 2018-2022, actions regarding the campus’ engagement to sustainable development have been integrated directly into the 7 thematic strategies:
https://www.usherbrooke.ca/developpement-durable/gouvernance-en-dd/7-strategies-thematiques
For example:
• As part of the Stratégie de gestion des matières résiduelles [EN: Residual Materials Management Strategy], action 5.7.3 aimed to create a Équipe ambassadrice en gestion des matières résiduelles (GMR) [EN: Waste Management Ambassador Team]. In June 2022, 26 students and 31 employees were involved across the University's 3 campuses.
https://www.usherbrooke.ca/developpement-durable/fileadmin/sites/developpement-durable/documents/Strate__gie_de_gestion_des_matie__res_re__siduelles.pdf
• As part of the Stratégie de campus équitable et nourricier [EN: Sustainable and Nurturing Campus Strategy], several campus engagement objectives have been put forward, such as:
- Supporting the university community in its innovative fair-trade projects
- Raising awareness of organic farming and short food supply chains products within the university community
- Bridging the gap between the university community and local producers to provide learning experiences in agriculture
https://www.usherbrooke.ca/developpement-durable/fileadmin/sites/developpement-durable/documents/Strate__gie_de_campus_e__quitable_et_nourricier.pdf
PUBLIC ENGAGEMENT
Through the sustainable development strategies from the Sustainable Development Plan 2018-2022, several objectives relate to the university's public engagement. Here are some examples:
1. Improving partnerships with organic farming and short food supply chains producers
2. In partnership with the Ville de Sherbrooke, having Mont-Bellevue Park recognized as a nature reserve under the Natural Heritage Conservation Act
3. Collaborate with regional partners to implement new waste diversion programs
https://www.usherbrooke.ca/developpement-durable/fileadmin/sites/developpement-durable/documents/PlanDD_2018-2022.pdf
___
STRATEGIC PLANNING 2022-2025
For 2022-2025, the commitment of our community has been directly integrated into the institutional strategic plan.
Orientation # 3:
Strive for a more equitable, greener, and more inclusive society
Objectives:
3.1. Value diversity through an inclusive learning and working environment that allows everyone to flourish and contribute to its development
3.2. Integrate the arts and culture as an asset in the development and outreach of our university community
3.3. Ensure better integration of the international community at UdeS and increase intercultural experiences
3.4. Respond to the social and technological challenges of climate change with concrete solutions that enrich the university mission
3.5. Engage the entire university community in the fight against climate change and in the protection of ecosystems
3.6. Become an internationally renown example for the reduction of greenhouse-gas (GHG) emissions and attainment of carbon neutrality
https://www.usherbrooke.ca/planification-strategique/fileadmin/sites/planification-strategique/documents/udes_plan_strategique_22_25_AN.pdf
Operations
Yes
A list or sample of the measurable sustainability objectives related to operations and the plan(s) in which they are published:
The Sustainability Plan 2018-2022 includes 7 strategies, and 326 measurable actions relate to:
• Sustainable Mobility
• Green Space Planning
• Residual Materials Management
• Sustainable and Nurturing Campus
• Sustainable Investment
• Sustainable Procurement
• Energy and Greenhouse Gas Management
https://www.usherbrooke.ca/developpement-durable/gouvernance-en-dd/plan-dd-2018-2022
https://www.usherbrooke.ca/developpement-durable/gouvernance-en-dd/7-strategies-thematiques
• Sustainable Mobility
• Green Space Planning
• Residual Materials Management
• Sustainable and Nurturing Campus
• Sustainable Investment
• Sustainable Procurement
• Energy and Greenhouse Gas Management
https://www.usherbrooke.ca/developpement-durable/gouvernance-en-dd/plan-dd-2018-2022
https://www.usherbrooke.ca/developpement-durable/gouvernance-en-dd/7-strategies-thematiques
Administration
Yes
A list or sample of the measurable sustainability objectives related to administration and the plan(s) in which they are published:
DIVERSITY, EQUITY, AND INCLUSION
One of the goals of the university’s Strategic Plan 2018-2022 is to make of the Université de Sherbrooke a model of equity, diversity, and inclusion.
To this end, the following sub-objectives and measures of success have been established:
1. Promote an inclusive pedagogical approach and support teaching staff in this regard.
• Integration of inclusive pedagogy in courses in all faculties.
2. Setting ambitious equity and diversity targets
• Achievement of the targets set by the Canada Research Chairs Secretariat (CRC)
• Achievement of gender parity in institutional bodies, as set out in the Statutes
• Increase the proportion of women professors in engineering and science to 20% by 2022
https://www.usherbrooke.ca/planification-strategique/demarche/plan-strategique-2018-2022/orientations-2018-2022#acc-3787-1236
https://www.usherbrooke.ca/planification-strategique/fileadmin/sites/planification-strategique/documents/Plan-strategique_2018-2022_va.pdf
WELLBEING
One of the objectives of the university's Strategic Plan 2018-2022 is to design enabling work and study environments.
To this end, the following sub-objectives and measures of success have been established:
1. Adopt an integrated and collaborative approach to organisational health and develop recognised indicators (*)
• Relaunch of the annual staff day
• Implement and update an action plan on student psychological health
2. Exploit the full potential of our environments and develop quality spaces and infrastructures based on the principles of organisational health
• Revision of the plans for the renovation of the Student Life Pavilion and cafeteria spaces based on the principles of organisational health
• Development and implementation of a plan for the design of common spaces at the Longueuil Campus
(*) The Indice de santé organisationnelle (ISO) [EN: Organizational Health Index (OHI)], adopted by the Université de Sherbrooke in 2019, is part of this objective. The OHI covers six areas, broken down into 47 indicators. They are all levers on which it is possible to take concrete action, since the process and its approach are based on the mobilization of each individual. The OHI is the same for the whole community, whether students or staff, although the indicators differ slightly between the two groups.
The index will also serve as a baseline for tracking organizational health at Université de Sherbrooke over time. In fact, data will be collected every two years, in order to be able to evaluate the actions undertaken and make the necessary adjustments according to the evolution of the university community and society. The next survey is already scheduled for fall 2022. It is therefore a perennial process, which will reflect the realities and needs of the university community as they evolve.
https://www.usherbrooke.ca/decouvrir/a-propos/sante-organisationnelle/faits-saillants-et-orientations-institutionnelles
https://www.usherbrooke.ca/planification-strategique/demarche/plan-strategique-2018-2022/orientations-2018-2022#acc-3787-1236
https://www.usherbrooke.ca/planification-strategique/fileadmin/sites/planification-strategique/documents/Plan-strategique_2018-2022_va.pdf
SUSTAINABLE INVESTMENT / FINANCE
The Régime de retraite de l'Université de Sherbrooke (RRUS) [EN: Université de Sherbrooke Employees' Pension Plan] and the Fondation de l'Université [EN: University Foundation] have been closely following the evolution of responsible investment approaches for the past few years, as has university management, which desired to establish a constructive dialogue on this subject by forming the Comité investissement responsable de l'UdeS [EN: Responsible Investment Committee] in the fall of 2017. In 2018, the Université de Sherbrooke tabled the fruit of this committee's work: its Stratégie d'investissement responsable [EN: Sustainable Investment Strategy] 2018-2022.
The Sustainable Investment Strategy seeks, through its multiple objectives, to improve the institution’s portfolio management and investment practices.
Here are some examples of the objectives included in this strategy:
1. Offer sustainable investment options
2. Integrate sustainable investment into appropriate academic operations
3. Monitor sustainable investments in universities, foundations, pension plans and similar institutions
https://www.usherbrooke.ca/developpement-durable/fileadmin/sites/developpement-durable/documents/Strategie_d_investissement_responsable.pdf
One of the goals of the university’s Strategic Plan 2018-2022 is to make of the Université de Sherbrooke a model of equity, diversity, and inclusion.
To this end, the following sub-objectives and measures of success have been established:
1. Promote an inclusive pedagogical approach and support teaching staff in this regard.
• Integration of inclusive pedagogy in courses in all faculties.
2. Setting ambitious equity and diversity targets
• Achievement of the targets set by the Canada Research Chairs Secretariat (CRC)
• Achievement of gender parity in institutional bodies, as set out in the Statutes
• Increase the proportion of women professors in engineering and science to 20% by 2022
https://www.usherbrooke.ca/planification-strategique/demarche/plan-strategique-2018-2022/orientations-2018-2022#acc-3787-1236
https://www.usherbrooke.ca/planification-strategique/fileadmin/sites/planification-strategique/documents/Plan-strategique_2018-2022_va.pdf
WELLBEING
One of the objectives of the university's Strategic Plan 2018-2022 is to design enabling work and study environments.
To this end, the following sub-objectives and measures of success have been established:
1. Adopt an integrated and collaborative approach to organisational health and develop recognised indicators (*)
• Relaunch of the annual staff day
• Implement and update an action plan on student psychological health
2. Exploit the full potential of our environments and develop quality spaces and infrastructures based on the principles of organisational health
• Revision of the plans for the renovation of the Student Life Pavilion and cafeteria spaces based on the principles of organisational health
• Development and implementation of a plan for the design of common spaces at the Longueuil Campus
(*) The Indice de santé organisationnelle (ISO) [EN: Organizational Health Index (OHI)], adopted by the Université de Sherbrooke in 2019, is part of this objective. The OHI covers six areas, broken down into 47 indicators. They are all levers on which it is possible to take concrete action, since the process and its approach are based on the mobilization of each individual. The OHI is the same for the whole community, whether students or staff, although the indicators differ slightly between the two groups.
The index will also serve as a baseline for tracking organizational health at Université de Sherbrooke over time. In fact, data will be collected every two years, in order to be able to evaluate the actions undertaken and make the necessary adjustments according to the evolution of the university community and society. The next survey is already scheduled for fall 2022. It is therefore a perennial process, which will reflect the realities and needs of the university community as they evolve.
https://www.usherbrooke.ca/decouvrir/a-propos/sante-organisationnelle/faits-saillants-et-orientations-institutionnelles
https://www.usherbrooke.ca/planification-strategique/demarche/plan-strategique-2018-2022/orientations-2018-2022#acc-3787-1236
https://www.usherbrooke.ca/planification-strategique/fileadmin/sites/planification-strategique/documents/Plan-strategique_2018-2022_va.pdf
SUSTAINABLE INVESTMENT / FINANCE
The Régime de retraite de l'Université de Sherbrooke (RRUS) [EN: Université de Sherbrooke Employees' Pension Plan] and the Fondation de l'Université [EN: University Foundation] have been closely following the evolution of responsible investment approaches for the past few years, as has university management, which desired to establish a constructive dialogue on this subject by forming the Comité investissement responsable de l'UdeS [EN: Responsible Investment Committee] in the fall of 2017. In 2018, the Université de Sherbrooke tabled the fruit of this committee's work: its Stratégie d'investissement responsable [EN: Sustainable Investment Strategy] 2018-2022.
The Sustainable Investment Strategy seeks, through its multiple objectives, to improve the institution’s portfolio management and investment practices.
Here are some examples of the objectives included in this strategy:
1. Offer sustainable investment options
2. Integrate sustainable investment into appropriate academic operations
3. Monitor sustainable investments in universities, foundations, pension plans and similar institutions
https://www.usherbrooke.ca/developpement-durable/fileadmin/sites/developpement-durable/documents/Strategie_d_investissement_responsable.pdf
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?:
Major 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?:
Yes
The formal statement in support of sustainability:
MISSION
A community of people serving society and its members, the Université de Sherbrooke is dedicated to open education, the promotion of critical knowledge and the quest for new knowledge through teaching, research, creation and social engagement.
(Statutes of the Université de Sherbrooke, article 3)
VISION
A major research university recognized for the originality of its programs, the UdeS is committed to working with its communities to train responsible citizens who will change the world.
https://www.usherbrooke.ca/planification-strategique/fileadmin/sites/planification-strategique/documents/Plan-strategique_2018-2022_va.pdf
https://www.usherbrooke.ca/planification-strategique/fileadmin/sites/planification-strategique/documents/udes_plan_strategique_22_25_AN.pdf
A community of people serving society and its members, the Université de Sherbrooke is dedicated to open education, the promotion of critical knowledge and the quest for new knowledge through teaching, research, creation and social engagement.
(Statutes of the Université de Sherbrooke, article 3)
VISION
A major research university recognized for the originality of its programs, the UdeS is committed to working with its communities to train responsible citizens who will change the world.
https://www.usherbrooke.ca/planification-strategique/fileadmin/sites/planification-strategique/documents/Plan-strategique_2018-2022_va.pdf
https://www.usherbrooke.ca/planification-strategique/fileadmin/sites/planification-strategique/documents/udes_plan_strategique_22_25_AN.pdf
The institution’s definition of sustainability:
Sustainable development is “development that meets the needs of the present without compromising the ability of future generations to meet their own needs”. The Johannesburg Declaration states that economic development, social development and environmental protection are the pillars of sustainable development; they are "interdependent and ... mutually reinforcing". In this context, sustainable development is based on a long-term vision in which decision-making is grounded in a set of principles that integrate environmental, economic and social issues to achieve a responsible development.
https://www.usherbrooke.ca/decouvrir/fileadmin/sites/decouvrir/documents/direction/politiques/2500-017.pdf
https://www.usherbrooke.ca/decouvrir/fileadmin/sites/decouvrir/documents/direction/politiques/2500-017.pdf
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 | Yes |
| Second Nature’s Carbon Commitment (formerly known as the ACUPCC), Resilience Commitment, and/or integrated Climate Commitment | Yes |
| The Talloires Declaration (TD) | --- |
| UN Global Compact | --- |
| Other multi-dimensional sustainability commitments (please specify below) | Yes |
A brief description of the institution’s formal sustainability commitments, including the specific initiatives selected above:
OTHER MULTI-DIMENSIONAL SUSTAINABILITY COMMITMENTS
The Université de Sherbrooke was the instigator of a process that led to the signing of the declaration of climate emergency by ten Quebec universities.
https://www.usherbrooke.ca/actualites/nouvelles/details/41102
____
For more information about de University's formal sustainability commitments: https://www.usherbrooke.ca/developpement-durable/gouvernance-en-dd/un-engagement-reconnu
The Université de Sherbrooke was the instigator of a process that led to the signing of the declaration of climate emergency by ten Quebec universities.
https://www.usherbrooke.ca/actualites/nouvelles/details/41102
____
For more information about de University's formal sustainability commitments: https://www.usherbrooke.ca/developpement-durable/gouvernance-en-dd/un-engagement-reconnu
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:
For more information about the university’s strategic plan 2022-2025, called Oser l'Expérience [EN: Dare to Experience]:
https://www.usherbrooke.ca/planification-strategique/fileadmin/sites/planification-strategique/documents/udes_plan_strategique_22_25_AN.pdf
https://www.usherbrooke.ca/actualites/nouvelles/communaute/details/48598
https://www.usherbrooke.ca/planification-strategique/fileadmin/sites/planification-strategique/documents/udes_plan_strategique_22_25_AN.pdf
https://www.usherbrooke.ca/actualites/nouvelles/communaute/details/48598
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.