| Overall Rating | Silver - expired |
|---|---|
| Overall Score | 60.64 |
| Liaison | Eva Rocke |
| Submission Date | June 30, 2021 |
University of Montana
PA-2: Sustainability Planning
| Status | Score | Responsible Party |
|---|---|---|
|
2.00 / 4.00 |
Eva
Rocke Sustainability Director Office of Sustainability |
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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:
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Engagement
Yes
A list or sample of the measurable sustainability objectives related to engagement and the plan(s) in which they are published:
UM's 2010 Climate Action Plan includes several goals to educate and engage university affiliates to reduce energy consumption, change commute behavior, and make different choices when it comes to class scheduling and field trip logistics, all with the goal of reducing emissions.
Energy Conservation - reduce emissions through energy conserving behaviors by 2570 MTeCO2
Commuting - Increase incentives to bike/walk to campus resulting in 90 MTeCO2 reduction per year;
https://www.umt.edu/sustainability/documents/CAPFinal.pdf
Energy Conservation - reduce emissions through energy conserving behaviors by 2570 MTeCO2
Commuting - Increase incentives to bike/walk to campus resulting in 90 MTeCO2 reduction per year;
https://www.umt.edu/sustainability/documents/CAPFinal.pdf
Operations
Yes
A list or sample of the measurable sustainability objectives related to operations and the plan(s) in which they are published:
Parking Management changes - discontinue the use of semester-long or annual parking permits to shift behavior, resulting in 218 MTeCO2 reduced per year
- Develop more student housing within the urban core and close to campus that could result in 134 MTeCO2 per year
- Fleet vehicles emissions - Replace gas-burning fleet vehicles with EVs to the fullest extent possible, resulting in 24 MTeCO2 per year
- Develop more student housing within the urban core and close to campus that could result in 134 MTeCO2 per year
- Fleet vehicles emissions - Replace gas-burning fleet vehicles with EVs to the fullest extent possible, resulting in 24 MTeCO2 per year
Administration
No
A list or sample of the measurable sustainability objectives related to administration and the plan(s) in which they are published:
UM is currently working on our first DEI plan for campus and should have it published by the end of calendar year 2021.
Part 2. Sustainability in institution’s highest guiding document
Yes
The institution’s highest guiding document (upload):
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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
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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?:
No
The formal statement in support of sustainability:
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The institution’s definition of sustainability:
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Is the institution an endorser or signatory of the following?:
| Yes or No | |
| The Earth Charter | No |
| The Higher Education Sustainability Initiative (HESI) | No |
| ISCN-GULF Sustainable Campus Charter | No |
| Pan-Canadian Protocol for Sustainability | No |
| SDG Accord | No |
| Second Nature’s Carbon Commitment (formerly known as the ACUPCC), Resilience Commitment, and/or integrated Climate Commitment | No |
| The Talloires Declaration (TD) | Yes |
| UN Global Compact | No |
| Other multi-dimensional sustainability commitments (please specify below) | No |
A brief description of the institution’s formal sustainability commitments, including the specific initiatives selected above:
UM is no longer a member of Second Nature. Our last annual membership expired in 2019.
Website URL where information about the institution’s sustainability planning efforts is available:
Additional documentation to support the submission:
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Data source(s) and notes about the submission:
In our last STARS report (submitted in 2017), UM leadership still used and supported a Strategic Plan in the traditional format for such a document. Our current president doesn't believe that strategic plans are the most effective tool for setting goals and measuring outcomes and so has driven collaborative work on campus to create the Priorities for Action and the University Design Team.
The Priorities for Action are 5 guiding principles and values that pertain to all campus affiliates and operations. https://www.umt.edu/president/strategicinitiatives/priorities-for-action.php
The University Design Team is tasked with envisioning what UM needs to pursue and become in order to be a competitive "university of the future." https://www.umt.edu/president/udt/default.php
These two documents taken together are the closest UM comes to a strategic plan in 2020 and beyond.
The Priorities for Action are 5 guiding principles and values that pertain to all campus affiliates and operations. https://www.umt.edu/president/strategicinitiatives/priorities-for-action.php
The University Design Team is tasked with envisioning what UM needs to pursue and become in order to be a competitive "university of the future." https://www.umt.edu/president/udt/default.php
These two documents taken together are the closest UM comes to a strategic plan in 2020 and beyond.
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.