| Overall Rating | Bronze - expired |
|---|---|
| Overall Score | 31.41 |
| Liaison | Hannes Gerhardt |
| Submission Date | April 20, 2015 |
| Executive Letter | Download |
University of West Georgia
PA-2: Sustainability Planning
| Status | Score | Responsible Party |
|---|---|---|
|
3.50 / 4.00 |
Brendan
Bowen Assistant Vice President Campus Planning & Facilities |
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 | No | --- |
| Research (or other scholarship) | --- | --- |
| Campus Engagement | No | --- |
| Public Engagement | Yes | Yes |
| Air and Climate | Yes | Yes |
| Buildings | Yes | Yes |
| Dining Services/Food | Yes | No |
| Energy | Yes | Yes |
| Grounds | Yes | Yes |
| Purchasing | Yes | Yes |
| Transportation | Yes | No |
| Waste | Yes | Yes |
| Water | Yes | Yes |
| Diversity and Affordability | Yes | No |
| Health, Wellbeing and Work | Yes | Yes |
| Investment | No | --- |
| Other | --- | --- |
A brief description of the plan(s) to advance sustainability in Curriculum:
The measurable objectives, strategies and timeframes included in the Curriculum plan(s):
Accountable parties, offices or departments for the Curriculum plan(s):
A brief description of the plan(s) to advance sustainability in Research (or other scholarship):
The measurable objectives, strategies and timeframes included in the Research plan(s):
Accountable parties, offices or departments for the Research plan(s):
A brief description of the plan(s) to advance Campus Engagement around sustainability:
The measurable objectives, strategies and timeframes included in the Campus Engagement plan:
Accountable parties, offices or departments for the Campus Engagement plan(s):
A brief description of the plan(s) to advance Public Engagement around sustainability:
UWG Strategic Plan, Imperative #3: Successful Partnerships—Building Engaged, Mutually Beneficial Collaborations
USG Strategic Plan, Imperative #2: Higher education is a central contributor and voice to the educational, economic, social, and cultural future of the state. The system and its campuses are committed to providing timely and direct connections to local businesses, services, and community development.
The measurable objectives, strategies and timeframes included in the Public Engagement plan(s):
UWG Strategic Plan, Imperative #3, Goal B, Objective 2:
Objective: Partner with business and economic development orgs. in activities that benefit UWG, its partner organizations and sustainable economic and cultural development.
KPI Measurements: Include # of Educational partnership activities, # of students completing in articulated degrees programs, # of students participating in educational partnership activities, number of co-curricular events open to the public, employee and student volunteer hours.
USG Strategic Plan: Measurable objectives were not able to be identified at this time.
Accountable parties, offices or departments for the Public Engagement plan(s):
Office of Vice President for Academic Affairs and the Office of Vice President of Business and Finance
A brief description of the plan(s) to advance sustainability in Air and Climate:
Strategic Plan’s Imperative 4, Goal B, “Create a built environment that is sustainable and relevant to the educational and personal needs of students; the aspirations of faculty and staff; and the economic, social, and cultural needs of the community”
The measurable objectives, strategies and timeframes included in the Air and Climate plan(s):
The measurable objective is a KPI that requires annual assessment of UWG’s carbon footprint.
Accountable parties, offices or departments for the Air and Climate plan(s):
Sustainability Committee
A brief description of the plan(s) to advance sustainability in Buildings:
The University’s Strategic Plan, imperative #4, includes the goals of “creating a built environment that is sustainable and relevant to the educational and personal needs of students...and the economic, social, and cultural needs of the community” as well as “ensure(ing) that future generations will have access to the best that UWG has to offer”.
The University’s Master Plan includes sections on RESIDENTIAL SPACE NEEDS which outline goals of community connections, inclusiveness and renovation and construction of sustainable facilities. The master plan also outlines the conversion of LEARNING SPACES and what needs must be considered throughout the conversion process. These needs include adapting to formal and informal learning, enhancing collaboration, considering sustainability needs.
The measurable objectives, strategies and timeframes included in the Buildings plan(s):
UWG Strategic Plan, Imperative 4
Goal B, Objective II: 2: Develop and implement a measured program aimed at achieving and communicating the University’s commitment to lead in the field of environmental and social sustainability;
Measurable KPIs for this goal include the facility condition index, energy density per FTE, percentage of waste dirversion and the UWG Carbon Footprint. All of these items are to be reviewed annually.
Goal D, Objective I: Ensure that future generations will have access to the best that UWG has to offer. Develop, implement, and embed the concepts of social, financial, and environmental sustainability in all action plans developed to achieve the strategic plan;
Measurable KPIs are related to outcomes of AASHE STARS ranking, to be conducted every three years after initial baselines are established. Credits specifically improving sustainability of grounds include OP-6 and OP-7.
Master Plan: Not clear on measurable obectives and timeframes.
Accountable parties, offices or departments for the Buildings plan(s):
Both goals are to be met by Office of Vice President of Business and Finance, specifically Campus Planning & Facilities Department. The Carbon Footprint analysis is the responsibility of the Sustainability Committee.
A brief description of the plan(s) to advance sustainability in Dining Services/Food:
UWG Strategic Plan, Imperative #4: Operational Success—Effectiveness and Sustainability Operational effectiveness in an organization necessarily derives from a fundamental position of institutional sustainability. Guided by its shared values and inspired by its vision, the University of West Georgia will actively fulfill its mission in a manner that is sustainable in terms of social, financial, and environmental challenges, risks, and opportunities.
The measurable objectives, strategies and timeframes included in the Dining Services/Food plan(s):
UWG Strategic Plan, Imperative 4, Goal D, Objective I: Ensure that future generations will have access to the best that UWG has to offer. Develop, implement, and embed the concepts of social, financial, and environmental sustainability in all action plans developed to achieve the strategic plan;
Measurable KPIs are related to outcomes of AASHE STARS ranking. Credits specifically improving sustainability of grounds include OP-6 and OP-7.
Accountable parties, offices or departments for the Dining Services/Food plan(s):
Sustainability Committee and Office of Business and Finance, specifically Aux. Team.
A brief description of the plan(s) to advance sustainability in Energy:
Strategic Plan’s Imperative 4, Goal B, “Create a built environment that is sustainable and relevant to the educational and personal needs of students; the aspirations of faculty and staff; and the economic, social, and cultural needs of the community” as well as UWG Strategic Plan, Imperative #4: Operational Success.
The measurable objectives, strategies and timeframes included in the Energy plan(s):
The measurable objective is a KPI that requires annual assessment of UWG’s carbon footprint, as well as monitoring the energy density per FTE. Timeframe is annual. Second measurable KPI is related to the outcome fo the AASHE STARS assessment.
Accountable parties, offices or departments for the Energy plan(s):
Carbon Footprint = Sustainability Council
Energy Density = Office of Vice President of Business and Finance, specifically Campus Planning & Facilities Department
AASHE STARS = Office of Vice President of Business and Finance and Sustainability Council
A brief description of the plan(s) to advance sustainability in Grounds:
UWG Strategic Plan, Imperative #4: Operational Success—Effectiveness and Sustainability Operational effectiveness in an organization necessarily derives from a fundamental position of institutional sustainability. Guided by its shared values and inspired by its vision, the University of West Georgia will actively fulfill its mission in a manner that is sustainable in terms of social, financial, and environmental challenges, risks, and opportunities.
The measurable objectives, strategies and timeframes included in the Grounds plan(s):
UWG Strategic Plan, Imperative 4, Goal D, Objective I: Ensure that future generations will have access to the best that UWG has to offer. Develop, implement, and embed the concepts of social, financial, and environmental sustainability in all action plans developed to achieve the strategic plan;
Measurable KPIs are related to outcomes of AASHE STARS ranking. Credits specifically improving sustainability of grounds include OP-10 Landscape Management.
Accountable parties, offices or departments for the Grounds plan(s):
Sustainability Committee and Office of Business and FInance, specifically Operations & Maint. Department.
A brief description of the plan(s) to advance sustainability in Purchasing:
UWG Strategic Plan, Imperative #4: Operational Success—Effectiveness and Sustainability Operational effectiveness in an organization necessarily derives from a fundamental position of institutional sustainability. Guided by its shared values and inspired by its vision, the University of West Georgia will actively fulfill its mission in a manner that is sustainable in terms of social, financial, and environmental challenges, risks, and opportunities.
The measurable objectives, strategies and timeframes included in the Purchasing plan(s):
UWG Strategic Plan, Imperative 4, Goal D, Objective I: Ensure that future generations will have access to the best that UWG has to offer. Develop, implement, and embed the concepts of social, financial, and environmental sustainability in all action plans developed to achieve the strategic plan;
Measurable KPIs are related to outcomes of AASHE STARS ranking. Credits specifically measuring purchasing impact include OP6, OP7, OP9 and OP12
Accountable parties, offices or departments for the Purchasing plan(s):
Office of Business and FInance, specifically Operations & Maint. Department.
A brief description of the plan(s) to advance sustainability in Transportation:
Campus Master Plan>Access and Parking, parking density, pedestrian-friendly linkages and multi-modale accessibility are all outlined as initiatives.
The measurable objectives, strategies and timeframes included in the Transportation plan(s):
Master Plan includes detailed strategies on how to accomplish such initiatives, but no measurable objectives.
Accountable parties, offices or departments for the Transportation plan(s):
Campus Planning & Facilities
A brief description of the plan(s) to advance sustainability in Waste:
Strategic Plan’s Imperative 4, Goal B, “Create a built environment that is sustainable and relevant to the educational and personal needs of students; the aspirations of faculty and staff; and the economic, social, and cultural needs of the community”
The measurable objectives, strategies and timeframes included in the Waste plan(s):
The measurable objective is percentage of landfill waste diverted, however no timeframe is specified within the KPI document.
Accountable parties, offices or departments for the Waste plan(s):
Office of Vice President of Business and Finance
A brief description of the plan(s) to advance sustainability in Water:
Strategic Plan’s Imperative 4, Goal B, “Create a built environment that is sustainable and relevant to the educational and personal needs of students; the aspirations of faculty and staff; and the economic, social, and cultural needs of the community”
The measurable objectives, strategies and timeframes included in the Water plan(s):
Strategic Plan: The measurable objective is a KPI that requires monitoring the energy and water density per FTE. **Timeframe is not indicated in the KPI document.
Accountable parties, offices or departments for the Water plan(s):
Office of Vice President of Business and Finance
A brief description of the plan(s) to advance Diversity and Affordability:
Currently the university has formed a committee on inclusion. This committee is formalizing the plan for diversity and inclusion on the UWG campus.
The measurable objectives, strategies and timeframes included in the Diversity and Affordability plan(s):
Accountable parties, offices or departments for the Diversity and Affordability plan(s):
A brief description of the plan(s) to advance sustainability in Health, Wellbeing and Work:
The institution has a plan and framework in place for its Wolf Wellness Program. This programs regularly conducts lunch and learns, wellness fairs, tobacco cessation classes, and other wellness related events on campus. This is a partnership with Tanner Health System.
The measurable objectives, strategies and timeframes included in the Health, Wellbeing and Work plan(s):
The wellness plan does have areas that are measurable. Currently we are striving to become certified by WELCOA. Measurable objectives include participation rates, screening data, and event feedback
Accountable parties, offices or departments for the Health, Wellbeing and Work plan(s):
Human Resources
A brief description of the plan(s) to advance sustainability in Investment:
None.
The measurable objectives, strategies and timeframes included in the Investment plan(s):
Accountable parties, offices or departments for the Investment plan(s):
A brief description of the plan(s) to advance sustainability in other areas:
The measurable objectives, strategies and timeframes included in the other plan(s):
Accountable parties, offices or departments for the other plan(s):
The institution’s definition of sustainability:
Does the institution’s strategic plan or equivalent guiding document include sustainability at a high level?:
A brief description of how the institution’s strategic plan or equivalent guiding document addresses sustainability:
Strategic imperative #4 is focused on operational effectiveness. The document then goes on to include sustainability as part of the definition of operational effectiveness.
The website URL where information about the institution’s sustainability planning is available:
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.