| Overall Rating | Gold |
|---|---|
| Overall Score | 65.89 |
| Liaison | Jonathan Rausseo |
| Submission Date | Nov. 25, 2021 |
University of Ottawa
EN-6: Assessing Sustainability Culture
| Status | Score | Responsible Party |
|---|---|---|
|
0.50 / 1.00 |
Jill
Scott VP Academic and Provost Office of the VP Academic and Provost |
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indicates that no data was submitted for this field
Does the institution conduct an assessment of sustainability culture?:
Yes
Which of the following best describes the cultural assessment? The assessment is administered to::
The entire campus community (students and employees) directly or by representative sample
Which of the following best describes the structure of the cultural assessment? The assessment is administered::
Without a follow-up assessment of the same cohort or representative samples of the same population
A brief description of how and when the cultural assessment(s) were developed and/or adopted:
The University of Ottawa has undertaken an unprecedented strategic planning exercise to imagine its future over the course of the next 10 years. To do so, we meticulously collected data between January 22 and March 29, 2019, through a wide variety of activities. Students, professors, support staff and members from outside the University participated in a dialogue on the six key aspirations that define the very essence of the University of Ottawa today — and until 2030.
Through 15 activities, we gathered data from 1,399 participants, while social media generated 104,845 views, 536 of which led to visits to the Imagine 2030 portal.
A team of analysts was formed to collect, organize and synthesize a large variety of data over a period of three months. A mixed analysis grid (theoretical and inductive) was used to categorize data by theme, based on the six key aspirations presented in Phase I of the strategic planning exercise. New themes were then developed through a more inductive analysis.
The results of the content analysis were used to produce six briefs, built around the six key aspirations. The briefs contextualize the key findings and the points of convergence and divergence (Section 5). The inductive analysis led to six cross-cutting principles (Section 6). Finally, a series of short points presenting participants’ ideas and actions (Section 7) are presented. They intersect with the aspirations and the cross-cutting principles.
Through 15 activities, we gathered data from 1,399 participants, while social media generated 104,845 views, 536 of which led to visits to the Imagine 2030 portal.
A team of analysts was formed to collect, organize and synthesize a large variety of data over a period of three months. A mixed analysis grid (theoretical and inductive) was used to categorize data by theme, based on the six key aspirations presented in Phase I of the strategic planning exercise. New themes were then developed through a more inductive analysis.
The results of the content analysis were used to produce six briefs, built around the six key aspirations. The briefs contextualize the key findings and the points of convergence and divergence (Section 5). The inductive analysis led to six cross-cutting principles (Section 6). Finally, a series of short points presenting participants’ ideas and actions (Section 7) are presented. They intersect with the aspirations and the cross-cutting principles.
A copy or sample of the questions related to sustainability culture:
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A sample of the questions related to sustainability culture or the website URL where the assessment tool is available:
https://transformation2030.uottawa.ca/sites/default/files/2018_05_09_synthesis_report_imagine_2030_enaccessible-berman-2019may27.pdf
A brief description of how representative samples were reached (if applicable) and how the cultural assessment is administered:
The Transformation 2030 process was conducted with the help of the University's Institutional Research and Planning Office. This group helped ensure that adequate numbers were obtained by staff, students, and alumni in order to ensure that the sample was representative.
This process was done both online with questionnaires and surveys; and in person with town halls, creativity labs, and focus groups.
This process was done both online with questionnaires and surveys; and in person with town halls, creativity labs, and focus groups.
A brief summary of results from the cultural assessment:
A section of community assessment responses on sustainable development, Green and attractive campus recorded many suggestions as to how uOttawa can be more sustainable by 2030 including recommendations that active transportation be promoted further, that uOttawa become a waste free campus, the implementation of cleaning stations for cutlery and reusable containers, etc/
Optional Fields
Additional documentation to support the submission:
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Data source(s) and notes about the submission:
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