| Overall Rating | Gold - expired |
|---|---|
| Overall Score | 77.24 |
| Liaison | Jim Dees |
| Submission Date | June 10, 2015 |
| Executive Letter | Download |
Appalachian State University
PA-2: Sustainability Planning
| Status | Score | Responsible Party |
|---|---|---|
|
4.00 / 4.00 |
"---"
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 | Yes | Yes |
| Research (or other scholarship) | Yes | Yes |
| 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 | Yes |
No
Date Revised: July 8, 2015
|
| Transportation | Yes | Yes |
| Waste | Yes | Yes |
| Water | Yes | Yes |
| Diversity and Affordability | Yes | Yes |
| Health, Wellbeing and Work | Yes |
Yes
Date Revised: July 8, 2015
|
| Investment | Yes | No |
| Other | --- | --- |
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A brief description of the plan(s) to advance sustainability in Curriculum:
Sustainability in the Curriculum is the focal point of the Strategic Plan's title, "The Appalachian Experience: Envisioning a just and sustainable future" as well as its vision. More specifically, one of the initiatives in our strategic directions is to "develop mechanisms to broaden 'sustainability' as a key learning principle in curricular offerings, faculty and staff research, campus life, and public service projects"
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The measurable objectives, strategies and timeframes included in the Curriculum plan(s):
Metrics for sustainability in the curriculum is based on the STARS gold rating, >65% achievement by 2019. In addition, a sustainability literacy, a baseline and gain scores research design, is under development.
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Accountable parties, offices or departments for the Curriculum plan(s):
All academic departments of the university are held accountable. The Sustainability Council also has a Curriculum and Research Subcommittee focused on integrating sustainability into the curriculum.
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A brief description of the plan(s) to advance sustainability in Research (or other scholarship):
As indicated in the Strategic Plan:
1. Enhance resources, including time, to expand faculty research and creative endeavors in specific niche areas.
2. Strategically recruit new and retain current faculty who enhance the research and scholarly mission of the University.
3. Provide the infrastructure at the College and University level that supports increased participation of faculty and students in research and grant opportunities
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The measurable objectives, strategies and timeframes included in the Research plan(s):
Measurable objectives are defined in the Strategic Plan. Metrics for sustainability in Research is based on the STARS gold rating, >65% achievement by 2019.
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Accountable parties, offices or departments for the Research plan(s):
All academic departments of the university are held accountable. The Sustainability Council also has a Curriculum and Research Subcommittee focused on integrating sustainability into the curriculum.
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A brief description of the plan(s) to advance Campus Engagement around sustainability:
The Strategic Plan defines plans to advance Campus Engagement around sustainability. Plans include; 1) rewarding outreach and engagement in faculty and staff evaluations, 2) creating shared learning experiences so students and graduates have an understanding of their responsibility to be contributing a productive citizens,
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The measurable objectives, strategies and timeframes included in the Campus Engagement plan:
The Strategic Plan supports the STARS metrics with a goal of achievement >65% by 2019.
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Accountable parties, offices or departments for the Campus Engagement plan(s):
All faculty and staff are responsible for Campus Engagement.
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A brief description of the plan(s) to advance Public Engagement around sustainability:
The Strategic Plan defines plans to advance Public Engagement around sustainability. Plans include; 1) sharing faculty expertise with K-12 and community colleges to promote improved access and preparation for the university experience, 2) engage external stake holders through enhanced communication and deeper relationships, 3)enhance efforts to promote Appalachian's leadership in sustainability on a national level.
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The measurable objectives, strategies and timeframes included in the Public Engagement plan(s):
The Strategic Plan supports the STARS metrics with a goal of achievement >65% by 2019.
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Accountable parties, offices or departments for the Public Engagement plan(s):
All faculty and staff are responsible for Public Engagement.
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A brief description of the plan(s) to advance sustainability in Air and Climate:
As indicated in the Climate Action Plan and Strategic Energy and Water Management Plan:
On Earth Day 2008, Appalachian State University Chancellor Kenneth Peacock signed the American College and University Presidents' Climate Commitment (ACUPCC), setting Appalachian on a journey of innovative leadership through the reduction of greenhouse gas emissions. The goal of the ACUPCC is the eventual reduction of greenhouse gas emissions to near zero. This process will intersect each and every element of our university.
The Green House Gas Inventory is conducted annually by the Office of Sustainability and is compared to previous years with an over-arching goal of reduce campus community green house gases and make progress toward the ACUPCC goals.
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The measurable objectives, strategies and timeframes included in the Air and Climate plan(s):
As defined in The Strategic Plan: Greenhouse Gas Emissions: 68,000 eCo2 by 2019.
None
Accountable parties, offices or departments for the Air and Climate plan(s):
Chancellor, Physical Plant Manager, Energy Manager
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A brief description of the plan(s) to advance sustainability in Buildings:
As defined in the Strategic Plan, the University's initiatives include the following:
1. Establish appropriate metrics to benchmark and model organizational efficiencies.
2. Address duplication of efforts across departments, the increasing need for
paperless processing, and a general desire to streamline and simplify existing practices.
3. Develop a technology master plan and structured process for strategic and prioritized
investment in technology to support continual advancement and effective delivery of
instruction, research activities and administrative processes for the university.
4. Develop and utilize a transparent campus-wide framework of governance for
information technology.
5. Develop a sustainable campus wide funding model for information technology.
6. Design, implement and manage an information analytics and data warehouse
platform at Appalachian State University.
7. Live our commitment to sustainability in our facilities, programming and academic offerings.
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The measurable objectives, strategies and timeframes included in the Buildings plan(s):
As defined in The Strategic Plan, measurable objectives and strategies are as follows:
as set by STARS, >65% achievement by 2019; 90,000 Btu/GSP, Renewable Energy Utilization, .5% of total consumed energy from university-owned renewable energy systems;
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Accountable parties, offices or departments for the Buildings plan(s):
The Physical Plant is responsible for Building plans as well as the Advancement department.
None
A brief description of the plan(s) to advance sustainability in Dining Services/Food:
The Waste Reduction Strategic Plan includes dining services on campus. Specific plans to advance sustainability in dining include the purchase of a pulper, eliminating styrofoam by December,2015, new contracts with vendors to focus on reusables versus disposables. The Sustainability Council hosts a Dining Subcommittee to support these goals.
The Dining Halls purchased 13.6% local in 2014. Dollars spent on local purchases increased by $72,000 compared to last year. Since reaching 10% in 2011, we have shown growth each year.
The Dining Halls employ a local staff to prepare the food that is served on campus - from the produce that is prepped in our Vegetable Prep area and meats cut in our butcher shop, to the baked goods and desserts that are produced in our Bake Shop, to the entrees that are prepared in our kitchens by local chefs and cooks.
The Blue Ridge Burger made with local ground beef from North Fork Farm is available daily at Rivers Street Grille. Local bratwurst from North Fork Farm is available each Tuesday at Homestyle Classics. Our dollars spent with North Fork Farm increased 92% from 2013 to 2014.
We have worked with our nationwide and local distributors to determine what local products we are currently purchasing. We have published this “Always Local” list on our website. Key items include: Rainforest Alliance Certified coffee, eggs, dairy products, grits, organic tempeh and tofu, fresh poultry, ground beef and bratwurst, apples and sweet potatoes.
Dining has scheduled twice yearly local meals, Carolina Chowdown: A Local Food Feast.
Dining is especially proud of Local Appetite, a partnership that brought together farmers, community organizations and the university. We used our purchasing power to invest in the local, rural farms that have few opportunities to sell to institutional buyers, and the farmers planted crops knowing that they had a guaranteed market. We purchased $8,000 of produce in 2013. In 2014, we saw a 39% increase in total cases purchased and a 35% increase in dollars spent.
Dining began sourcing Rainforest Alliance Certified coffee during the fall of 2014.
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The measurable objectives, strategies and timeframes included in the Dining Services/Food plan(s):
The measurable objectives are included in the overall goal of waste reduction in the Zero Waste Initiative.
None
Accountable parties, offices or departments for the Dining Services/Food plan(s):
Dining, Physical Plant
None
A brief description of the plan(s) to advance sustainability in Energy:
• Appalachian State University hosted the second annual Appalachian Energy Summit (AES) over the summer of 2013; The AES is the annual gathering of the University of North Carolina Energy Leadership Challenge. Through this initiative, campus leaders from across higher education in North Carolina share goals to reduce energy expenditures, transform energy utilization and reduce the environmental impacts of both higher education and the state.
• Maintaining the most diverse portfolio of renewable energy systems in the state. Including the largest wind turbine in NC, nine photovoltaic systems and eight solar thermal systems that produce 0.24% of ASU’s yearly energy usage.
Strategic energy and water plan
1)Eliminate the use and purchase of incandescent light bulbs
2)Utilize highly efficient LED technology in all light fixtures designed for 24 hour operation such as exit signs and parking deck lighting, and converting all outdoor lighting such as street lighting, parking lot lighting, post and canopy lighting to LED.
3)Maintain standardized heating and cooling setpoints for all University owned facilities.
4)Act on all energy conservation projects having an expected "return on investment" of 2 years or less.
5)Continue to seek appropriate grants from Federal, State or local sources for energy conservation projects.
6)Funnel all energy billing/records for University owned facilities through Physical Plant Administration regardless of location or funding account.
7)Turn facility HVAC operation off or utilize temperature "set-backs" anytime the campus is closed for extended periods of time such as Spring, Fall, and holiday breaks.
8)Pursue LEED design in all new construction and major building renovation projects
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The measurable objectives, strategies and timeframes included in the Energy plan(s):
As determined in The Strategic Plan: 90,000 Btu/GSP, Renewable Energy Utilization, .5% of total consumed energy from university-owned renewable energy systems.
Appalachian State University will strive to reduce annual Total Energy Consumption by a minimum of 30% by the end of fiscal year 2014-2015 from a baseline fiscal year 2002-2003 (2003 NC State Energy Plan Goal).
Measures:
network energy monitoring
Before and after fixture electricity measurement
Meter readings
Our tracking measures will be the following Key Performance Indicators (KPI):
Total Energy Use Btu per Square Foot
None
Accountable parties, offices or departments for the Energy plan(s):
Energy Manager, Physical Plant Director, Vice Chancellor, Business Affairs, Chancellor
None
A brief description of the plan(s) to advance sustainability in Grounds:
Tree Campus USA Certification-the physical plant has had two large tree planting ceremonies this academic year. Students, staff, and faculty volunteered their time for these successful events.
The Sustainability Council Natural Environment Subcommittee is identifying methods to reduce salt usage on campus during snow and ice weather conditions. They have located a salt spreader to disburse less salt, and as a result, lower the negative effects salt has on the local trees.
None
The measurable objectives, strategies and timeframes included in the Grounds plan(s):
There are specific parameters related to Tree Campus USA.
None
Accountable parties, offices or departments for the Grounds plan(s):
Physical Plant
None
A brief description of the plan(s) to advance sustainability in Purchasing:
The Environmentally Preferred Purchasing Program has partnered with WJ Office, Hewlett Packard, and Clover Technologies to make it possible to purchase remanufactured items as well as providing ink cartridge recycling. Income from recycled cartridges are donated to local charities.
Date Revised: July 8, 2015
None
The measurable objectives, strategies and timeframes included in the Purchasing plan(s):
The Pharos Print Management is a measurable method of tracking copier usage throughout the University.
None
Accountable parties, offices or departments for the Purchasing plan(s):
Purchasing
None
A brief description of the plan(s) to advance sustainability in Transportation:
The Sustainability Council subcommittee on Transportation has set formal one-year and three-year goals toward increasing ASU’s alternative transportation portfolio. One-year goals include administering a feasibility study of ASU being a “bike friendly university”. This study will be used to draft the university bike plan. Three year goals include transitioning the university motor fleet to more alternative fuel and electric vehicles.
Bike App, an initiative run by The Outdoor Recreation team, has goals of promoting bike education, community collaboration, and a healthy and sustainable university that is less dependent on cars. Bike App distributes free helmets, holds bike safety awareness events, and manages the bike repair stations around campus.
Date Revised: July 8, 2015
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The measurable objectives, strategies and timeframes included in the Transportation plan(s):
The Sustainability Council Transportation Subcommittee has set a goal of developing bike and motorcycle parking pavilions near all mass transit hubs on campus within the next three years. Also this subcommittee will develop and administer the university bike plan within the next year as described above.
Progress of efforts to transition the University motor pool to a more sustainable system will be measured by STARS credits OP 18-21.
Other goals and time frames listed at: http://sustain.appstate.edu/transportation-subcommittee
Date Revised: July 8, 2015
None
Accountable parties, offices or departments for the Transportation plan(s):
Parking and Transportation, Office of Sustainability, and Sustainability Council Sub-Committee
None
A brief description of the plan(s) to advance sustainability in Waste:
Zero Waste Initiative adopted in 2012 with a goal of 90% waste reduction by 2022.
Current initiatives currently in place include:
1) Zero Waste Stadium
2) Composting at physical plant with a goal to disperse compost bins throughout campus.
3) Single stream recycling
4) Mini recycling bins in every office on campus
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The measurable objectives, strategies and timeframes included in the Waste plan(s):
• Adoption of a Zero Waste initiative, committing the university to strive toward producing 10% or less landfilled materials by 2022. This program has avoided approximately $65,000 in landfill tipping fees for FY 2012-2013.
None
Accountable parties, offices or departments for the Waste plan(s):
Physical plant, Office of Sustainability
None
A brief description of the plan(s) to advance sustainability in Water:
Appalachian’s Strategic Energy and Water Management Plan created in 2011, started a comprehensive energy and water monitoring program as well as outlined the primary strategies to be used for consumption reduction. Water saving strategies listed include:
1. Install water saving devices on showers and lavatories.
2. Replace older model toilets with low consumption toilets.
3. Use rainwater harvesting and other water re-use strategies where appropriate
Date Revised: July 8, 2015
None
The measurable objectives, strategies and timeframes included in the Water plan(s):
From a baseline fiscal year 2002-2003 (2003 NC State Energy Plan Goal), we will reduce water consumption by 40%.
Progress will be evlauated by one of the Key Performance Indicators (KPI) outlined in the university strategic plan:
Total Water Use Gallons per Square Foot - 17.15 by 2018-2019 academic year.
Date Revised: July 8, 2015
None
Accountable parties, offices or departments for the Water plan(s):
Energy Manager, Physical Plant Director, Vice Chancellor, Business Affairs, Chancellor
None
A brief description of the plan(s) to advance Diversity and Affordability:
As defined in the Strategic Plan, initiatives for diversity include:
1. Continue to create programs for students, faculty and staff geared to making the campus climate equally welcoming for all members of the community.
2.Create a reporting structure to ensure that all campus leadership groups, councils, committees, and boards model the best practices in diversity and inclusion.
3.Implement model practices for recruitment of a diverse group of faculty, staff and students.
4.Reward successes in increased diversity in units across campus.
5.Improve resources and services needed to attract and support diverse faculty and students.
6.Improve campus accessibility for individuals with disabilities.
None
The measurable objectives, strategies and timeframes included in the Diversity and Affordability plan(s):
METRICS
Sustainability Data
STARS 2.0 Engagement Credits:
Campus Engagement: >= 65% achievement
Public Engagement: >= 65% achievement
STARS 2.0 Planning &Administration Credits:
Diversity & Affordability: >= 65% achievement
Sustainability Literacy: baseline and gain scores research design under development
Performance Funding Metrics
Bachelor’s Degrees Awarded to Pell Recipients:1,196 by ’14-15
Other Existing Collected Data
NSSE: >50th percentile of mean scores on “discussions with diverse others” item in Senior Engagement Indicator scale
QEP Assessment: accomplishment of QEP assessment plan and goals
Employee Availability & Utilization: Green Zone, or at least 80% utilization within available demographics
None
Accountable parties, offices or departments for the Diversity and Affordability plan(s):
Entire campus
None
A brief description of the plan(s) to advance sustainability in Health, Wellbeing and Work:
The Strategic Plan's initiatives include:
1. Develop strong strategies to recruit and retain faculty and staff, making Appalachian a destination of choice for employment.
2. Provide sufficient resources to support and enhance faculty and staff personal and career development.
3. Begin an integrative wellness initiative linking faculty and staff wellness with comprehensive programs aimed at all of the wellness components (physical, spiritual, emotional, intellectual, and social) to create and sustain a strong faculty and staff.
4. Connect staff and faculty with resources to help them with family care issues including elder care and child care.
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The measurable objectives, strategies and timeframes included in the Health, Wellbeing and Work plan(s):
Strategic Plan Metrics
Sustainability Data
STARS 2.0 Planning &Administration Credits:
Health, Wellbeing & Work: >= 65% achievement
Health, Coordination, Planning & Governance:
>= 65% achievement
Sustainability Literacy:baseline and gain scores research design under development
>= Staff Quality of Life Survey: an average > 80% agree across all items
Date Revised: July 8, 2015
None
Accountable parties, offices or departments for the Health, Wellbeing and Work plan(s):
The Administration as well as all faculty and staff.
None
A brief description of the plan(s) to advance sustainability in Investment:
A Committee on Investor Responsibility (CIR) was created in 2013 to investigate sustainability initiatives outlined in the STARS 2.0 report.
None
The measurable objectives, strategies and timeframes included in the Investment plan(s):
---
None
Accountable parties, offices or departments for the Investment plan(s):
Business Affairs, CIR
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A brief description of the plan(s) to advance sustainability in other areas:
---
None
The measurable objectives, strategies and timeframes included in the other plan(s):
---
None
Accountable parties, offices or departments for the other plan(s):
---
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The institution’s definition of sustainability:
Statement of Sustainability as defined in the Strategic Plan:
Sustainability at Appalachian State University is not a trend, it is a tradition. We are active stewards of our State’s interconnected financial, cultural and natural resources. Through engaged scholarship, we balance critical, creative and global thinking in a living laboratory, transforming theory into practice and fostering responsible citizenship.
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Does the institution’s strategic plan or equivalent guiding document include sustainability at a high level?:
Yes
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A brief description of how the institution’s strategic plan or equivalent guiding document addresses sustainability:
The '14-19 Strategic Plan includes a Statement of Sustainability stating "Sustainability at Appalachian State University is not a trend, it is a tradition. We are active stewards of our State’s interconnected financial, cultural and natural resources. Through engaged scholarship, we balance critical, creative and global thinking in a living laboratory, transforming theory into practice and fostering responsible citizenship.
In addition, metrics in every aspect of The Strategic Plan are based on the STARS 2.0 achievement goals.
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.