| Overall Rating | Silver - expired |
|---|---|
| Overall Score | 55.87 |
| Liaison | Ian Johnson |
| Submission Date | July 29, 2014 |
| Executive Letter | Download |
Colorado College
PA-2: Sustainability Planning
| Status | Score | Responsible Party |
|---|---|---|
|
2.83 / 4.00 |
Ian
Johnson Sustainability Director Office of Sustainability |
"---"
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) | No | No |
| Campus Engagement | Yes | Yes |
| Public Engagement | Yes | No |
| Air and Climate | Yes | Yes |
| Buildings | Yes | Yes |
| Dining Services/Food | No | No |
| Energy | Yes | Yes |
| Grounds | Yes | Yes |
| Purchasing | No | No |
| Transportation | No | No |
| Waste | Yes | Yes |
| Water | No | No |
| Diversity and Affordability | Yes | Yes |
| Health, Wellbeing and Work | No | No |
| Investment | No | No |
| Other | No | No |
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A brief description of the plan(s) to advance sustainability in Curriculum:
1. Integrate Sustainability into Curriculum Across Disciplines
The fourth recommendation in Colorado College's 2013 strategic plan is to "enhance our distinctive place of learning-- our campus-- to support our engaged, globally connected academic community and embody our regional and historic identity". This recommendation includes emphasizing a "sense of place" in curriculum by utilizing the campus as a "living laboratory" and exploring "the themes important to the region-- healthy living, sustainability, the value of water, and the spirit of nature." Likewise, the plan outlines an effort to "ensure that the college is recognized as a model of environmental stewardship and innovation by advancing both the study and the practice of sustainability" and "integrating sustainability across the breadth of our curriculum more deeply and cultivating the ethic of sustainability in all aspects of campus programing."
2. Center for Immersive Learning and Engaged Teaching
Colorado College's strategic plan includes a recommendation to provide new forms of resources and to support the block plan. It calls for the establishment of a Center for Immersive Learning and Engaged Teaching. This center will bring together the Office of Sustainability with a number of other current academic support programs such as community engagement, international programs, and the Crowne Center for Faculty Development.
3.The Hiring of CC's Sustainability Manager
In 2013, Ian Johnson, CC's Sustainability Manager, was hired through the Dean's Office to further sustainability in curriculum through workshops, collaboration with the Dean, etc. These expectations are clearly and formally outlined in the Sustainability Manager job description.
4. Introduction of EV260 Sustainability through Land Use Policy
Professor Phil Kannon will be introducing a 2-block Sustainability through Land Use Policy course for Colorado College first years in the fall of 2014. In this course students will explore major land use policies, their impacts on sustainability, and possible innovations in land use policy that can lead to a more secure future.
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The measurable objectives, strategies and timeframes included in the Curriculum plan(s):
1. Integrate Sustainability into Curriculum Across Disciplines
The Strategic Plan's recommendation for has triggered the commencement of the Environmental Stewardship Knowledge Development Team Curriculum Subcommittee. The group's purpose is to generate a list of recommendations for incorporating sustainability into curriculum. It plans to construct a definition and criteria for a sustainability course along with a final report of recommendations by the end of the 2013-14 school year.
2. Center for Immersive Learning and Engaged Teaching
A steering group made up of 6-9 faculty and staff will begin the Center’s work by setting in motion specific pilot projects to demonstrate how the Center will contribute to the mission of the College in the future.
3.Hiring of CC's Sustainability Manager
Currently, the Office of Sustainability and the Associate Dean of the Faculty are collaborating to further the incorporation of sustainability learning objectives more broadly across disciplines. This May 2014, the Office of Sustainability will introduce its new Sustainability Scholars program, which will offer faculty an opportunity earn $1,000 for attending a multi-day workshop on sustainability and systems thinking and redesigning a CC course that includes sustainability learning objectives within twelve months of the workshop. The program's success will be measured by the number of course offerings introduced that include sustainability objectives.
4. Introduction of EV260 Sustainability through Land Use Policy
The course will be taught during the fall of 2014.
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Accountable parties, offices or departments for the Curriculum plan(s):
-Chair of Knowledge Development Team for Environmental Stewardship, Mike Siddoway
-Sustainability Manager, Ian Johnson
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A brief description of the plan(s) to advance sustainability in Research (or other scholarship):
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The measurable objectives, strategies and timeframes included in the Research plan(s):
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Accountable parties, offices or departments for the Research plan(s):
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A brief description of the plan(s) to advance Campus Engagement around sustainability:
1. The Hiring of CC's Sustainability Manager
In 2013, the College hired its Sustainability Manager through the Dean's Office. The Sustainability Manager job description includes facilitating student leadership to organize sustainability related workshops, seminars, and conferences on campus; advising various campus sustainability groups such as the Synergy House, the CC Farm, and the Local LLC; fostering peer to peer educational efforts on campus through programs such as the ECO-Reps; updating and maintaining the campus sustainability website; disseminating promotional materials and publications;and supervising and educating the students involved in the sustainability intern program.
2. Semester in Environmental Education
The College is currently developing a residential Semester in Environmental Education (SEE) Program. The program involves a partnership between Colorado College and Catamount Center, an environmental organization that operates the Catamount Mountain Campus in Woodland Park, 40 minutes from Colorado College. Participants would be helping out in K-12 classrooms to help[ advance environmental education.
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The measurable objectives, strategies and timeframes included in the Campus Engagement plan:
1. CC Sustainability Manager's Strategies to Advance Campus Engagement around Sustainability
-The Office of Sustainability is currently revamping the ECO-Rep program to work in conjunction with campus RA's to enhance the value and effectiveness of the program. The modified program will be in place by the beginning of the 2014/2015 academic year.
-In fall of 2013, the Office of Sustainability hired a student intern to update the office's website and to restructure it according to the format of STARS. By making the website more user friendly, the Sustainability Manager hopes to increase community engagement in and awareness of the office's activities.
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Accountable parties, offices or departments for the Campus Engagement plan(s):
-Sustainability Manager, Ian Johnson
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A brief description of the plan(s) to advance Public Engagement around sustainability:
1. Strategic Plan: Innovation Institute
The third recommendation of the strategic plan outlines the development of an Innovation Institute, that would provide resources, structure, and encouragement to students and faculty as they investigate social and environmental challenges, understand the context in which they exist, identify sustainable solutions, and put them into action. The Institute will connect several of programs already in place that help students pursue ideas related to the environment and social entrepreneurship such as the State of the Rockies Project, the Keller Venture Grants, The Big Idea, and the Public Interest Fellowship Program.
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The measurable objectives, strategies and timeframes included in the Public Engagement plan(s):
1. Strategic Plan: Innovation Institute
CC's President Jill Tiefenthaler has appointed a strategic action team to further the execution of the Innovation Institute.
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Accountable parties, offices or departments for the Public Engagement plan(s):
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A brief description of the plan(s) to advance sustainability in Air and Climate:
1. Carbon Neutrality
The Colorado College Sustainability Plan (CCSP) and a plan for carbon neutrality were presented to the Colorado College Board of Trustees in 2009. The Board voted formally to accept the CCSP on February 21st, 2009 and voiced support for committing to carbon neutrality. President Celeste signed the ACUPCC in April of 2009, with a target date for eliminating greenhouse gas emissions by 2020 and a long-term goal to become carbon-regenerative and a net energy producer.
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The measurable objectives, strategies and timeframes included in the Air and Climate plan(s):
1. Carbon Neutrality
In order to meet its ACCUPC goal, the College has adopted the following strategy:
-invest $22 million for local solar installation and a combined heat and power system at the College's Central Plant
-use savings from solar and central plant investments to fund efficiency strategies in existing buildings and at the Central Plant
To ensure its compliance with the ACUPCC targeted emission reduction, the College set an interim milestone emission-reduction target of a 50% below the 2008 baseline level by 2015.
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Accountable parties, offices or departments for the Air and Climate plan(s):
-Energy Manager, Mark Ferguson
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A brief description of the plan(s) to advance sustainability in Buildings:
1. Strategic Plan: Sustainable Built Environment
The fourth recommendation in the 2013 Colorado College Strategic Plan states: "we must provide a…built environment that is in harmony with our educational mission and embodies our regional identity…we will enhance our identity through development of a beautiful, sustainable landscape and built environment that embodies our regional and historic identity."
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The measurable objectives, strategies and timeframes included in the Buildings plan(s):
1. Strategic Plan: Sustainable Built Environment
The strategy outlined in the strategic plan for its vision of a sustainable built environment:
-The College will reinvent the campus master plan to include specific sustainability guidelines for current and future building projects. The plan is expected to be complete by September of 2014.
-The President of the College has appointed a knowledge development team to oversee the initiative to develop a campus master plan. The team has established a timeframe for five primary objectives it wants to achieve in by 2015, including interview and making a recommendation for an outside consultant, preparing a project plan for the completion of the master plan, preparing a progress report at the end of the 2013-14 academic year, submitting a preliminary concept plan to the president during the summer of 2014, and submitting the final proposed campus master plan to the President by early Fall 2014.
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Accountable parties, offices or departments for the Buildings plan(s):
-Campus Planner, George Eckhardt
-Knowledge Development Team for the campus master plan, Robert Moore
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A brief description of the plan(s) to advance sustainability in Dining Services/Food:
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The measurable objectives, strategies and timeframes included in the Dining Services/Food plan(s):
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Accountable parties, offices or departments for the Dining Services/Food plan(s):
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A brief description of the plan(s) to advance sustainability in Energy:
1. Barnes Fume Hood Project
Facilities Services is currently working on a project to update a 27 year old fume hoods with air flow monitoring to insure proper airflow for differing sash positions. To improve energy performance in Barnes they are replacing the pneumatic controls on the supply air and room exhaust with direct digital controls (DDC). Upon completion, the project will allow Facility Services to apply more sophisticated logic to lab classrooms, reduce air changes during unoccupied times, and operate room and fume hood exhaust as a coordinated system to insure proper lab ventilation.
2. Worner Solar Thermal
The Worner Solar Thermal Project is the first application of solar thermal hot water collectors on campus. The project will use solar hot water to preheat/heat domestic hot water serving Worner Center. Worner Center is a great location for this system due to its continuous hot water demand to support cooking operations. The system is intended to study the feasibility of meeting campus wide domestic water demands during the summer. Favorable system performance and operation could allow for shut down of high temperature hot water generation at the central plant during the summer.
3.Campus Housing Wireless Thermostats
Wireless thermostats are the wave of the future. They allow people to monitor and control their homes remotely from their smartphones. This plan is to install ten wireless thermostats in houses on campus to get a feel for the technology. Approximately three different manufacturers will be used. The goal is to empower residents with the tools to better manage their energy consumption.
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The measurable objectives, strategies and timeframes included in the Energy plan(s):
1. Barnes Fume Hood Project
The project is expected to be completed by June 30th 2014.
2. Worner Solar Thermal
The project is expected to be completed by June 30th 2014.
3. Campus Housing Wireless Thermostats
The project is expected to be completed by June 30th 2014.
None
Accountable parties, offices or departments for the Energy plan(s):
Energy Manager, Mark Furgeson
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A brief description of the plan(s) to advance sustainability in Grounds:
1. Strategic Plan: Sustainable Landscape Management
The strategic plan outlines a commitment to sustainable landscape management. As part of its fourth recommendation, the plan states, "CC's identity as a distinctive place of learning depends on developing a relationship between the campus physical environment and the functions of our institution. In order to enhance our campus, we must provide sustainable landscape..that is in harmony with our educational mission and embodies our regional identity".
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The measurable objectives, strategies and timeframes included in the Grounds plan(s):
1. Strategic Plan: Sustainable Landscape Management
To move forward with the the strategic plan's vision for greater sustainable landscape management, the College is currently interviewing consultants to help update the Campus Master Plan to include specific guidelines for sustainable landscaping. These plans will be completed by September 2014.
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Accountable parties, offices or departments for the Grounds plan(s):
-Campus Planner, George Eckhardt
-Chris Coutler, Facilities Director
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A brief description of the plan(s) to advance sustainability in Purchasing:
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The measurable objectives, strategies and timeframes included in the Purchasing plan(s):
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Accountable parties, offices or departments for the Purchasing plan(s):
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A brief description of the plan(s) to advance sustainability in Transportation:
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The measurable objectives, strategies and timeframes included in the Transportation plan(s):
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Accountable parties, offices or departments for the Transportation plan(s):
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A brief description of the plan(s) to advance sustainability in Waste:
1. Waste Minimization Initiative
The Campus Sustainability Council has directed $10,000 towards a student-directed waste minimization initiative on campus.
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The measurable objectives, strategies and timeframes included in the Waste plan(s):
1. Waste Minimization Initiative
Phase one of the project includes the standardization of trash, recycling, and compost bins on campus. The language for "trash" will be switched to "landfill".
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Accountable parties, offices or departments for the Waste plan(s):
Michael Stevens, Office of Sustainability Intern
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A brief description of the plan(s) to advance sustainability in Water:
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The measurable objectives, strategies and timeframes included in the Water plan(s):
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Accountable parties, offices or departments for the Water plan(s):
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A brief description of the plan(s) to advance Diversity and Affordability:
1.Strategic Plan: Diversity and Inclusion
The strategic plan identifies three primary areas in which to advance diversity and affordability:
a. building additional resources for financial aid in order to recruit talented students of all backgrounds
b. eliminating program fees to make field trips, blocks abroad, and other experiences accessible to students regardless of family income
c. fostering an inclusive campus culture that values different backgrounds, experiences, and ideas in order to attract and retain diverse faculty, staff, and administrators
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The measurable objectives, strategies and timeframes included in the Diversity and Affordability plan(s):
1. Strategic Plan: Diversity and Inclusion
To achieve its goal of fostering a more diverse and inclusive campus, the College is adopting innovative strategies for hiring and retention. For example, recently the College added a talent acquisition manager to the community to ensure that the institution does all it can to hire and retain a highly talented, diverse staff and faculty. Furthermore, President Tiefenthaler appointed an "action team" to ensure the execution of the diversity and inclusion goals included in the Strategic Plan. The team's objectives from 2013-14 include undertaking an inventory of student support services at CC, evaluating best practices at other liberal arts projects for supporting students from disperse backgrounds, and making recommendations for changes and/or new programs. The team will report on progress throughout the year.
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Accountable parties, offices or departments for the Diversity and Affordability plan(s):
Strategic Action Team for Diversity and Inclusion, Rochelle Masion
Financial Aid Office
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A brief description of the plan(s) to advance sustainability in Health, Wellbeing and Work:
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The measurable objectives, strategies and timeframes included in the Health, Wellbeing and Work plan(s):
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Accountable parties, offices or departments for the Health, Wellbeing and Work plan(s):
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A brief description of the plan(s) to advance sustainability in Investment:
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The measurable objectives, strategies and timeframes included in the Investment plan(s):
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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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The measurable objectives, strategies and timeframes included in the other plan(s):
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Accountable parties, offices or departments for the other plan(s):
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The institution’s definition of sustainability:
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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:
Sustainability is an integral part of the College's strategic plan. Completed in 2013, the plan outlines numerous opportunities in which to expand sustainability efforts on campus through areas such as diversity and inclusion, the built environment, landscaping, and campus and public engagement.
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The website URL where information about the institution’s sustainability planning is available:
Data source(s) and notes about the submission:
Colorado College Carbon Neutrality Strategieshttp://rs.acupcc.org/site_media/uploads/cap/1155-cap.pdf
Strategic Plan
http://www.coloradocollege.edu/other/strategicplan/executing/
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.