| Overall Rating | Silver - expired |
|---|---|
| Overall Score | 49.75 |
| Liaison | Keaton Schrank |
| Submission Date | April 26, 2016 |
| Executive Letter | Download |
Westminster University - Utah
PA-2: Sustainability Planning
| Status | Score | Responsible Party |
|---|---|---|
|
3.67 / 4.00 |
Mariah
McCoy Sustainability Fellow Westminster Environmental Center |
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indicates that no data was submitted for this field
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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 | No |
| Research (or other scholarship) | No | No |
| Campus Engagement | Yes | Yes |
| Public Engagement | Yes | Yes |
| Air and Climate | Yes | Yes |
| Buildings | Yes | Yes |
| Dining Services/Food | Yes | Yes |
| Energy | Yes | Yes |
| Grounds | Yes | Yes |
| Purchasing | No | No |
| Transportation | Yes | Yes |
| Waste | Yes | Yes |
| Water | Yes | Yes |
| Diversity and Affordability | Yes | Yes |
| Health, Wellbeing and Work | No | No |
| Investment | No | No |
| Other | No | No |
None
A brief description of the plan(s) to advance sustainability in Curriculum:
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None
The measurable objectives, strategies and timeframes included in the Curriculum plan(s):
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None
Accountable parties, offices or departments for the Curriculum plan(s):
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None
A brief description of the plan(s) to advance sustainability in Research (or other scholarship):
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None
The measurable objectives, strategies and timeframes included in the Research plan(s):
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None
Accountable parties, offices or departments for the Research plan(s):
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None
A brief description of the plan(s) to advance Campus Engagement around sustainability:
This is covered under the Environmental Center 5-year plan.
None
The measurable objectives, strategies and timeframes included in the Campus Engagement plan:
1. Maintain successful core programs and services identified in this process
a. Sustainability Fellows
b. Organic Garden & Real Food Programs
c. Bicycle Collective/Westminster Wheels
d. STARS
e. Curricular/Co-curricular collaboration with faculty
f. Sustainability Task Force
g. Community conference/event (like Bioneers)
2. Increase opportunities for students to engage with the EC and environmental issues on and off campus
a. More funding for student employment
b. Structured volunteer programs
c. Reach out to broader range of faculty and departments
d. More collaboration with other groups like Center for Civic Engagement and Diversity Center
e. Expanded Organic Garden program
3. Improve campus awareness of EC services and programs
a. Outreach to faculty and classes
b. Outreach to student groups
c. Hire communications student employee
4. Provide better coordination for campus sustainability projects done by other groups
a. Letter of support from EC for projects happening on campus
b. Make data and past student work easily accessible online
5. Determine the appropriate role for the EC in campus operations related to sustainability
a. Should all EC undertakings have direct student learning benefits?
b. Environmental Center vs. Office of Sustainability models
c. Transportation Committee
d. Food Service Committee
e. Sustainability Task Force as permanent committee
f. Energy Manager position
None
Accountable parties, offices or departments for the Campus Engagement plan(s):
Environmental Center Staff
None
A brief description of the plan(s) to advance Public Engagement around sustainability:
Westminster plans to identify and target environmental relationships that are manageable and sustainable as priorities for outreach, engagement, and learning activities. This language is taken directly from current strategic plan.
Date Revised: Aug. 15, 2016
None
The measurable objectives, strategies and timeframes included in the Public Engagement plan(s):
- Annually evaluate, identify, and implement changes to our
infrastructure, practices, and behavior that will make us leaders in
environmental and social responsibility (ACUPCC, STARS).
- Develop a multi-year environmental engagement plan that
identifies priorities and focal points for campus action, participation, and leadership.
- Strengthen community partnerships – like Promise South Salt Lake – that offer students new learning opportunities and improve our society.
None
Accountable parties, offices or departments for the Public Engagement plan(s):
The strategic planning implementation committee, Environmental Center.
None
A brief description of the plan(s) to advance sustainability in Air and Climate:
The Climate Action Plan outlines specific strategies and mitigation steps to minimize the institution’s greenhouse gas emissions and climate impact.
None
The measurable objectives, strategies and timeframes included in the Air and Climate plan(s):
Annual goal of reducing net GHG emissions by at least 3% per year between 2010 and 2020. Target date of 2030 for achieving carbon neutrality. Specific objectives include:
Strategy 1: Improve the efficiency of existing buildings on campus.
ACTION: Complete lighting and controls modifications in
Giovale Library. Complete
ACTION: Replace old HVAC Equipment with most efficient models possible.
ACTION: Reduce lighting in over lit areas.
ACTION: Start a Building Performance Audit and Readjustment Program.
ACTION: Install computer Power Save software.
Strategy 2: Reduce the percentage of students, faculty, and staff commuting alone to campus.
ACTION: Implement parking fee to discourage single occupancy vehicle use.
Complete
Strategy 3: Increase the amount of campus electricity generated from renewable sources.
ACTION: Create voluntary Wind Power My Room/Office campaign.
Strategy 4: Make low carbon living and transportation part of campus culture.
ACTION: Incorporate Sustainability in New Student and Faculty/Staff Orientations.
ACTION: Launch annual Residence Hall Energy Challenge.
Complete
Strategy 5: Institutionalize sustainability by incorporating it into the 2010
Master Plan.
ACTION: Incorporate sustainability goals and guidelines into 2010 Master Plan.
Complete
None
Accountable parties, offices or departments for the Air and Climate plan(s):
Sustainability Council and Environmental Center
None
A brief description of the plan(s) to advance sustainability in Buildings:
The campus master plan outlines sustainability standards for all new construction and major renovations.
None
The measurable objectives, strategies and timeframes included in the Buildings plan(s):
All new construction will be LEED Gold or better. All major renovations will be LEED Silver or better.
None
Accountable parties, offices or departments for the Buildings plan(s):
Plant Operations, VP for Finance and Administration
None
A brief description of the plan(s) to advance sustainability in Dining Services/Food:
ASW (student government) passed a resolution to require 20% Real Food (as defined by the real food challenge) by 2020. This was implemented into the food service providers' contract starting in the year 2013.
None
The measurable objectives, strategies and timeframes included in the Dining Services/Food plan(s):
20% Real Food (A) by 2020 across all campus dining services and catering.
None
Accountable parties, offices or departments for the Dining Services/Food plan(s):
Bon Appetit
None
A brief description of the plan(s) to advance sustainability in Energy:
The climate action plan outlines specific strategies and mitigation steps to minimize the institution’s greenhouse gas emissions and climate impact. As described above, this includes specific steps to improve energy efficiency. "Westminster should also explore implementation of emerging technologies (Master Plan)."
None
The measurable objectives, strategies and timeframes included in the Energy plan(s):
Annual goal of reducing net GHG emissions by at least 3% per year between 2010 and 2020. Target date of 2030 for achieving carbon neutrality. See specific energy-related goals above.
None
Accountable parties, offices or departments for the Energy plan(s):
Environmental Center, Plant Operations
None
A brief description of the plan(s) to advance sustainability in Grounds:
The Landscape Master Plan targets specific places on campus to convert turf to low-water, native landscaping.
None
The measurable objectives, strategies and timeframes included in the Grounds plan(s):
Convert identified areas from turf to low-water, native landscaping. (Most of this has been completed)
None
Accountable parties, offices or departments for the Grounds plan(s):
Plant Operations
None
A brief description of the plan(s) to advance sustainability in Purchasing:
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None
The measurable objectives, strategies and timeframes included in the Purchasing plan(s):
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None
Accountable parties, offices or departments for the Purchasing plan(s):
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None
A brief description of the plan(s) to advance sustainability in Transportation:
Westminster aims to implement a comprehensive Travel Demand
Management (TDM) program that can help assess transportation
issues and minimize automobile travel by:
- increasing the number of people in a vehicle
- influencing the time of travel
- reducing the need to travel.
Other strategies include providing shuttle services to ski areas, providing shuttle assistance for other student trips out of walking/bus range, and continuing to work with UTA to improve bus systems.
Language taken directly from current campus master plan.
Date Revised: Aug. 15, 2016
None
The measurable objectives, strategies and timeframes included in the Transportation plan(s):
Westminster's largest single source of emissions is from single
rider auto trips to and from campus. To reduce emissions and
promote a healthier lifestyle, the College seeks to reduce campus
drive-alone rates by twenty five percent by 2020. (Master Plan)
Steps needed to achieve goal:
• Increase student housing on and near campus.
• Continue to offer a free or discounted access to transit.
• Implement a fee structure for parking on campus.
• Provide adequate bicycle parking and infrastructure, including
the continuation of the Westminster Wheels free bike program.
• Provide incentives for using low carbon commuting options and/
or disincentives for single occupancy vehicle commuting
(Master Plan)
None
Accountable parties, offices or departments for the Transportation plan(s):
The Office of Finance and Administration, Parking Services, Plant Operations, and the Environmental Center.
None
A brief description of the plan(s) to advance sustainability in Waste:
We suggest that composting be the main source of disposal for food waste in the dining facilities. There should be compost bins clearly labeled next to trash and recycle bins for diners to utilize along with bins in the kitchen for chefs to use. We recommend that recycling bins accompany every trash bin. Bins should be clearly labeled for paper, plastic, aluminum, glass and cardboard.(Master Plan)
None
The measurable objectives, strategies and timeframes included in the Waste plan(s):
Between 50%-70% of all waste should be recycled, a target that has been met at other colleges such as Middlebury (Master Plan)
Date Revised: Aug. 15, 2016
None
Accountable parties, offices or departments for the Waste plan(s):
Food provider (Bon Appetit) and Westminster College
None
A brief description of the plan(s) to advance sustainability in Water:
The Master Plan includes reduction of water usage in future decision-making about green space.
None
The measurable objectives, strategies and timeframes included in the Water plan(s):
Implementation of more native species on grounds.
Implementation of rooftop gardens.
None
Accountable parties, offices or departments for the Water plan(s):
Grounds, Westminster Environmental Center and the Westminster College Administration.
None
A brief description of the plan(s) to advance Diversity and Affordability:
By 2019, Westminster will build a sustainable, thriving institution that provides affordable, high‐value student education. By 2019, Westminster will also cultivate a truly extended and inclusive community of learners that reflects personalized relationships and the best attributes of a small college. (Strategic Plan 2014)
None
The measurable objectives, strategies and timeframes included in the Diversity and Affordability plan(s):
Westminster has processes in place to ensure student access is not limited by socioeconomic status and that students graduate with as little debt as possible.
Westminster has communicated and cultivated a clear perception of value to students, parents, and stakeholders.
Westminster has identified an optimal enrollment plan with consistent goals and measures.
Key metrics are the most important data points for understanding our progress in achieving our goals. They often cut across goals and strategies. Greater detail on the use of each metric is provided in the proposed evidence appendix.
• Employee/campus culture measurements
• Retention rate
• Graduation rate
• Alumni engagement and giving
• Net promoter score for students, staff, faculty, and alumni
• Graduate success measurements
• Revenue
• Diversity and socio‐economic status access
• Distribution of expenditures by IPEDS category
All of which should be implemented by 2019.
None
Accountable parties, offices or departments for the Diversity and Affordability plan(s):
Strategic Plan Implementation Committee and the Diversity Council
None
A brief description of the plan(s) to advance sustainability in Health, Wellbeing and Work:
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None
The measurable objectives, strategies and timeframes included in the Health, Wellbeing and Work plan(s):
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None
Accountable parties, offices or departments for the Health, Wellbeing and Work plan(s):
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None
A brief description of the plan(s) to advance sustainability in Investment:
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None
The measurable objectives, strategies and timeframes included in the Investment plan(s):
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None
Accountable parties, offices or departments for the Investment plan(s):
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A brief description of the plan(s) to advance sustainability in other areas:
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None
The measurable objectives, strategies and timeframes included in the other plan(s):
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None
Accountable parties, offices or departments for the other plan(s):
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The institution’s definition of sustainability:
A definition of sustainability in three parts:
1. The Brundtland Commission defined sustainable development in 1987 as “development that meets the needs of the present without compromising the ability of future generations to meet their own needs."
2. More recently the sustainable business community has endeavored to replace business’s traditional focus on profit with an alternative logic balancing three Es: Environment, Equity and Economy.
3. Informing all these ideas about sustainable practice is an overarching commitment to equilibrium. Sustainable systems of any sort balance inputs with outputs, and achieve a reproducible condition in a durable, balanced cycle.
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Does the institution’s strategic plan or equivalent guiding document include sustainability at a high level?:
No
None
A brief description of how the institution’s strategic plan or equivalent guiding document addresses sustainability:
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None
The website URL where information about the institution’s sustainability planning is available:
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.