| Overall Rating | Silver |
|---|---|
| Overall Score | 59.88 |
| Liaison | Alex Frank |
| Submission Date | April 14, 2022 |
University of Wisconsin-Madison
PA-2: Sustainability Planning
| Status | Score | Responsible Party |
|---|---|---|
|
3.50 / 4.00 |
Alex
Frank Sustainability Analyst Office of Sustainability |
"---"
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:
From the Civic Action Plan (https://morgridge.wisc.edu/wp-content/uploads/sites/4/2018/02/UW-Madison-Civic-Action-Plan.pdf):
- Support innovative models of community-based learning and student engagement that create sustained partnerships and sustained student engagement that compliment the common/typical one semester course (university-centered) time frame. This will be accomplished through the following:
* Schools and Colleges with large numbers of Service Learning (SL) courses (e.g. Letters and Science, School of Education, School of Social Work, and Nelson Institute) are charged with providing incentives to instructors to find ways to enable students to continue their engagement past the end of an SL course, and ways to sustain their partnerships with community members for long periods of time. Instructors who apply for SL designation are encouraged to consult with the Morgridge Center for Public Service on best practices and innovative models for sustained collaboration and engagement in community-based learning.
- Implementation of a campus-wide community-engagement standing committee that would seek to avoid duplication of efforts (multiple campus actors seeking to implement a particular type of program and/or work with a particular partner or geographic community), encourage campus members to address community-identified priorities, especially those on which there are significant gaps, and investigate ways to more easily navigate campus bureaucracy in the course of community-engaged work.
- Provide training for university partners on shared approaches that assure community partners’ wisdom and priorities are clearly heard
- Require community members on governance bodies that have responsibility for community engagement
- Require that proposals for internal grants related to community engagement (e.g. Baldwin Wisconsin Idea Endowment Grants) include clear demonstration of community need and input in the development of the project proposed.
- Allocate a portion of the Baldwin funds for project(s) that address particular community-identified priorities, and make this initiative clear in the annual Baldwin call for proposals.
- Set aside a portion of Fall Research Competition funds for community-driven research.
- Projects extend co-authorship and co-principal investigator status to community members when appropriate.
- Support innovative models of community-based learning and student engagement that create sustained partnerships and sustained student engagement that compliment the common/typical one semester course (university-centered) time frame. This will be accomplished through the following:
* Schools and Colleges with large numbers of Service Learning (SL) courses (e.g. Letters and Science, School of Education, School of Social Work, and Nelson Institute) are charged with providing incentives to instructors to find ways to enable students to continue their engagement past the end of an SL course, and ways to sustain their partnerships with community members for long periods of time. Instructors who apply for SL designation are encouraged to consult with the Morgridge Center for Public Service on best practices and innovative models for sustained collaboration and engagement in community-based learning.
- Implementation of a campus-wide community-engagement standing committee that would seek to avoid duplication of efforts (multiple campus actors seeking to implement a particular type of program and/or work with a particular partner or geographic community), encourage campus members to address community-identified priorities, especially those on which there are significant gaps, and investigate ways to more easily navigate campus bureaucracy in the course of community-engaged work.
- Provide training for university partners on shared approaches that assure community partners’ wisdom and priorities are clearly heard
- Require community members on governance bodies that have responsibility for community engagement
- Require that proposals for internal grants related to community engagement (e.g. Baldwin Wisconsin Idea Endowment Grants) include clear demonstration of community need and input in the development of the project proposed.
- Allocate a portion of the Baldwin funds for project(s) that address particular community-identified priorities, and make this initiative clear in the annual Baldwin call for proposals.
- Set aside a portion of Fall Research Competition funds for community-driven research.
- Projects extend co-authorship and co-principal investigator status to community members when appropriate.
Operations
Yes
A list or sample of the measurable sustainability objectives related to operations and the plan(s) in which they are published:
From the Campus Design Guidelines and Standards (https://cpla.fpm.wisc.edu/wp-content/uploads/sites/20/2018/09/UW-MadisonCampusDesignGuidelines-Aug2017-web.pdf):
- UW-Madison is committed to renovating and constructing buildings and landscapes that aid in the success of its students, staff, and faculty, and are sustainable for years to come. In order to benchmark these practices, university buildings (new and renovated) should be designed to a minimum of LEED Silver certification standards.
- Also, all projects should use the Sustainable SITES Initiative as a guideline for all future development.
* Promote environmental sustainability:
* Design with life-cycle cost considerations in mind
* Conserve and steward university resources
* Set sustainable design goals for every project from the outset
* Promote environmental awareness through design and construction
From the State Energy Design Guideline (https://doa.wi.gov/Pages/DoingBusiness/Energy.aspx):
- All projects are to make maximum use of passive solar energy (typically smaller external load dominated buildings) and daylighting (Daylighting Standards for State Facilities). The design of all state facilities will, to the fullest extent possible, incorporate natural lighting, to replace the need for electric lighting during daytime hours.
- Use geothermal technologies for space and water heating systems where technically and economically feasible.
- Projects over $500,000 are expected to make maximum practical use of active solar heating and renewable electric generation from solar thermal or photovoltaic systems, wind power, geothermal technology, biomass, fuel cells using renewable fuel or tidal or wave action and small hydro when technically and economically feasible.
From the Long-Range Transportation Plan (https://d1t7dpw65z19lw.cloudfront.net/wp-content/uploads/sites/20/2017/10/Appen-3-Long-Range-Transportation-Plan-2016-1019-low-res.pdf)
General objectives:
- Emphasize walking and biking as the primary forms of transportation to and around campus
- Improve the service and efficiency of transit operations
- Increase road network connectivity and redundancy while carefully managing single-occupant vehicle demand on the transportation network
- Strategically add limited automobile parking supply to address visitor parking deficiencies and meet projected demand by campus district
From the Campus Master Plan (https://d1t7dpw65z19lw.cloudfront.net/wp-content/uploads/sites/20/2017/10/RPT-Executive-Summary-2016-0912-lo-res.pdf):
- Provide buildings with designed flexibilities to meet a planned life of at least 50-100 years or more.
- Establish long-range goals to become a future zero-waste campus by 2025.
- Use Sustainable SITES Initiative® as a guideline for all future development.
From the Green Infrastructure and Stormwater Management Plan (https://cpla.fpm.wisc.edu/wp-content/uploads/sites/20/2017/10/Appen-2-Green-Infrastructure-MP-2016-1019-low-res-1.pdf):
- The following standards will be mandated for all future (2015 baseline) construction projects which disturb more than 20,000 square feet:
* Total Suspended Solids: Best management practices shall be designed, installed, and maintained to control total suspended solids (TSS) carried in runoff from post-construction building sites. These BMPs should reduce the total annual suspended solids by 80 percent for all new development or redevelopment projects, regardless of size, as compared with predevelopment (pre-construction) loading. At least 40 percent of the required TSS reduction must be met on-site and off-site mitigation may account for the remaining 40 percent reduction. Off-site mitigation should occur within the same watershed as the project within the Campus Development Plan Boundary (either the Lake Mendota or Lake Monona watershed). If no physical location is available for an off-site BMP then the project may contribute financially to another planned or completed off-site stormwater management project in lieu of on-site controls.
* Volume Reduction: Volume reduction is one of the highest stormwater management priorities on campus. Best management practices shall be designed, installed, and maintained to reduce the total volume of runoff leaving a site by the equivalent of one inch of runoff volume based on average annual rainfall. If this is not feasible, off-site infiltration or volume reduction practices may be utilized to meet this requirement as part of the project stormwater plan.
* Peak Discharge: Peak discharge rates from each project site will be controlled as necessary to mitigate erosion of downstream open channels and damage to conveyance systems including outfalls. Best management practices shall be employed as needed to maintain or reduce the peak runoff discharge rates, to the maximum extent practicable, as compared to predevelopment conditions for the 2-year, 24-hour design storm event. This requirement shall be evaluated for each drainage channel separately. Peak discharge shall also be managed as necessary to mitigate known downstream flooding, conveyance backups, or other system failures. Discharges will be controlled for the 2 and 10-year design storm event or for those design storm events required by the conveyance owner. This requirement shall be evaluated for each drainage system separately. Where the downstream conveyance system for a project site is owned by a neighboring municipality (City of Madison or Village of Shorewood Hills), the project site must meet that municipality’s peak discharge performance standard.
- UW-Madison is committed to renovating and constructing buildings and landscapes that aid in the success of its students, staff, and faculty, and are sustainable for years to come. In order to benchmark these practices, university buildings (new and renovated) should be designed to a minimum of LEED Silver certification standards.
- Also, all projects should use the Sustainable SITES Initiative as a guideline for all future development.
* Promote environmental sustainability:
* Design with life-cycle cost considerations in mind
* Conserve and steward university resources
* Set sustainable design goals for every project from the outset
* Promote environmental awareness through design and construction
From the State Energy Design Guideline (https://doa.wi.gov/Pages/DoingBusiness/Energy.aspx):
- All projects are to make maximum use of passive solar energy (typically smaller external load dominated buildings) and daylighting (Daylighting Standards for State Facilities). The design of all state facilities will, to the fullest extent possible, incorporate natural lighting, to replace the need for electric lighting during daytime hours.
- Use geothermal technologies for space and water heating systems where technically and economically feasible.
- Projects over $500,000 are expected to make maximum practical use of active solar heating and renewable electric generation from solar thermal or photovoltaic systems, wind power, geothermal technology, biomass, fuel cells using renewable fuel or tidal or wave action and small hydro when technically and economically feasible.
From the Long-Range Transportation Plan (https://d1t7dpw65z19lw.cloudfront.net/wp-content/uploads/sites/20/2017/10/Appen-3-Long-Range-Transportation-Plan-2016-1019-low-res.pdf)
General objectives:
- Emphasize walking and biking as the primary forms of transportation to and around campus
- Improve the service and efficiency of transit operations
- Increase road network connectivity and redundancy while carefully managing single-occupant vehicle demand on the transportation network
- Strategically add limited automobile parking supply to address visitor parking deficiencies and meet projected demand by campus district
From the Campus Master Plan (https://d1t7dpw65z19lw.cloudfront.net/wp-content/uploads/sites/20/2017/10/RPT-Executive-Summary-2016-0912-lo-res.pdf):
- Provide buildings with designed flexibilities to meet a planned life of at least 50-100 years or more.
- Establish long-range goals to become a future zero-waste campus by 2025.
- Use Sustainable SITES Initiative® as a guideline for all future development.
From the Green Infrastructure and Stormwater Management Plan (https://cpla.fpm.wisc.edu/wp-content/uploads/sites/20/2017/10/Appen-2-Green-Infrastructure-MP-2016-1019-low-res-1.pdf):
- The following standards will be mandated for all future (2015 baseline) construction projects which disturb more than 20,000 square feet:
* Total Suspended Solids: Best management practices shall be designed, installed, and maintained to control total suspended solids (TSS) carried in runoff from post-construction building sites. These BMPs should reduce the total annual suspended solids by 80 percent for all new development or redevelopment projects, regardless of size, as compared with predevelopment (pre-construction) loading. At least 40 percent of the required TSS reduction must be met on-site and off-site mitigation may account for the remaining 40 percent reduction. Off-site mitigation should occur within the same watershed as the project within the Campus Development Plan Boundary (either the Lake Mendota or Lake Monona watershed). If no physical location is available for an off-site BMP then the project may contribute financially to another planned or completed off-site stormwater management project in lieu of on-site controls.
* Volume Reduction: Volume reduction is one of the highest stormwater management priorities on campus. Best management practices shall be designed, installed, and maintained to reduce the total volume of runoff leaving a site by the equivalent of one inch of runoff volume based on average annual rainfall. If this is not feasible, off-site infiltration or volume reduction practices may be utilized to meet this requirement as part of the project stormwater plan.
* Peak Discharge: Peak discharge rates from each project site will be controlled as necessary to mitigate erosion of downstream open channels and damage to conveyance systems including outfalls. Best management practices shall be employed as needed to maintain or reduce the peak runoff discharge rates, to the maximum extent practicable, as compared to predevelopment conditions for the 2-year, 24-hour design storm event. This requirement shall be evaluated for each drainage channel separately. Peak discharge shall also be managed as necessary to mitigate known downstream flooding, conveyance backups, or other system failures. Discharges will be controlled for the 2 and 10-year design storm event or for those design storm events required by the conveyance owner. This requirement shall be evaluated for each drainage system separately. Where the downstream conveyance system for a project site is owned by a neighboring municipality (City of Madison or Village of Shorewood Hills), the project site must meet that municipality’s peak discharge performance standard.
Administration
Yes
A list or sample of the measurable sustainability objectives related to administration and the plan(s) in which they are published:
From the Diversity Implementation Plan (https://diversity.wisc.edu/wp-content/uploads/2017/04/Patricks-preferred-04.08.15-DF-REEL-Report-FINAL_Updated.pdf):
- Initiative 2: Retain and recruit diverse faculty by strongly encouraging and expanding the use of recruitment and retention funds per the Strategic Hiring and Faculty Diversification Initiatives. Measurement: Increased percentage of those recruited through the Strategic Hiring Initiatives and improved retention rates of diverse faculty 6 years after initial hire.
- Initiative 6: Designate diversity and inclusion as strategic priorities for fundraising purposes. Measurement: 1) Elimination of $45M gap in need-based aid. 2) Increased giving and financial aid for first-generation, low-income, and targeted minority groups.
- Initiative 12: Engage all campus units to standardize the practice of including specific goals for diversity in their strategic planning. Measurement: 1) Percentage of campus units that participate will be 100% within 5 years. 2) Regular self-assessment of the impact and outcomes of stated strategic priorities.
- Initiative 2: Retain and recruit diverse faculty by strongly encouraging and expanding the use of recruitment and retention funds per the Strategic Hiring and Faculty Diversification Initiatives. Measurement: Increased percentage of those recruited through the Strategic Hiring Initiatives and improved retention rates of diverse faculty 6 years after initial hire.
- Initiative 6: Designate diversity and inclusion as strategic priorities for fundraising purposes. Measurement: 1) Elimination of $45M gap in need-based aid. 2) Increased giving and financial aid for first-generation, low-income, and targeted minority groups.
- Initiative 12: Engage all campus units to standardize the practice of including specific goals for diversity in their strategic planning. Measurement: 1) Percentage of campus units that participate will be 100% within 5 years. 2) Regular self-assessment of the impact and outcomes of stated strategic priorities.
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?:
Major theme
Optional Fields
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Website URL where the institution's sustainability plan is publicly available:
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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 | Yes |
| The Talloires Declaration (TD) | Yes |
| UN Global Compact | No |
| 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:
UW-Madison Chancellor Rebecca Blank signed the Second Nature Resiliency Commitment in 2019, following UW-Madison's first STARS rating (https://sustainability.wisc.edu/uw-madison-signs-resilience-commitment/). As part of the commitment, UW-Madison is preparing a Climate Action Plan expected to be completed in fall 2022.
UW-Madison is also a founding member of the Midwest Climate Collaborative (https://midwestclimatecollaborative.wustl.edu/) whose mission is to facilitate the development of a coherent Midwestern response to the climate crisis through acceleration of climate action, knowledge and leader development led by a cross-sector collaboration of key organizations throughout the Midwest.
UW-Madison is also a founding member of the Midwest Climate Collaborative (https://midwestclimatecollaborative.wustl.edu/) whose mission is to facilitate the development of a coherent Midwestern response to the climate crisis through acceleration of climate action, knowledge and leader development led by a cross-sector collaboration of key organizations throughout the Midwest.
Website URL where information about the institution’s sustainability planning efforts is available:
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Additional documentation to support the submission:
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Data source(s) and notes about the submission:
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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.