| Overall Rating | Platinum |
|---|---|
| Overall Score | 88.13 |
| Liaison | Tonie Miyamoto |
| Submission Date | Nov. 7, 2022 |
Colorado State University
PA-2: Sustainability Planning
| Status | Score | Responsible Party |
|---|---|---|
|
4.00 / 4.00 |
Tonie
Miyamoto Director of Communications and Sustainability Housing and Dining Services |
"---"
indicates that no data was submitted for this field
Part 1. Measurable sustainability objectives
Academics
Yes
A list or sample of the measurable sustainability objectives related to academics and the plan(s) in which they are published:
STRATEGY 4.6.A in University Strategic Plan: Develop and deliver additional experiential learning related to sustainability and make requirement for graduation.
KPI’s
1. Metric 4.6.a.1 Increased levels of communication and collaboration across campus at all levels to develop workable consensus around sustainability experiential learning.
2. Metric 4.6.a.2 Eighty percent of our majors will include coursework related to sustainability.
STRATEGY 3.1.A of University Strategic Plan: Implement a comprehensive climate solutions initiative to serve students, faculty, staff, Colorado, and the globe.
KPI’s
1. Metric 3.1.a.1 Define and select transdisciplinary research teams to pursue high impact opportunities with sponsorship from grants, corporate partnerships and philanthropic donors in climate solutions. Establish new collocated faculty and facilities focused on climate solutions. Increase partnerships and coalition leadership in climate science and solutions. Double revenues in climate solution efforts and monitor scholarly impacts from climate change across colleges.
2. Metric 3.1.a.2 Increased campus and community understanding and engagement regarding climate change.
STRATEGY 3.1.B of University Strategic Pan: Strengthen and elevate integrated programs across the CSU mission areas to better connect and enhance CSU’s strong foundation in sustainability. Promote CSU as a test bed and incubator of sustainability efforts across the CSU mission areas to address grand challenges that lead to a flourishing humanity and sustainable thriving planet.
KPI’s
1. Metric 3.1.b.1 Increase financial support for multidisciplinary faculty teams, sustainable operations projects, and student initiatives and research.
2. Metric 3.1.b.2 Identify and remove nonmonetary barriers to multidisciplinary research teams, operations projects, and student initiatives and research.
3. Metric 3.1.b.3 Define specific sustainability areas toward Increasing Extramural federal research dollars, corporate research sponsorship and philanthropic support. Double revenues and significantly increase impact metrics (manuscripts, patents, scholarly works, brand) in selected areas of sustainability across all mission areas.
4. Metric 3.1.b.4 Define specific areas of core and student-run living laboratory needs to increase CSU’s investment in sustainability.
5. Metric 3.1.b.5 Faculty citation index; the number of articles and perspectives published in high-impact journals.
STRATEGY 3.3.A in University Strategic Plan: Incentivize multidisciplinary teams to generate transdisciplinary research in emerging areas like health and sustainability.
KPI’s
3. Metric 3.3.a.3 Increase in sustainability, climate and health related research projects, grants, corporate partnerships and donors that support CSU research. Significantly increased impact metrics (papers, patents, tech transfer, scholarly works, brand).
KPI’s
1. Metric 4.6.a.1 Increased levels of communication and collaboration across campus at all levels to develop workable consensus around sustainability experiential learning.
2. Metric 4.6.a.2 Eighty percent of our majors will include coursework related to sustainability.
STRATEGY 3.1.A of University Strategic Plan: Implement a comprehensive climate solutions initiative to serve students, faculty, staff, Colorado, and the globe.
KPI’s
1. Metric 3.1.a.1 Define and select transdisciplinary research teams to pursue high impact opportunities with sponsorship from grants, corporate partnerships and philanthropic donors in climate solutions. Establish new collocated faculty and facilities focused on climate solutions. Increase partnerships and coalition leadership in climate science and solutions. Double revenues in climate solution efforts and monitor scholarly impacts from climate change across colleges.
2. Metric 3.1.a.2 Increased campus and community understanding and engagement regarding climate change.
STRATEGY 3.1.B of University Strategic Pan: Strengthen and elevate integrated programs across the CSU mission areas to better connect and enhance CSU’s strong foundation in sustainability. Promote CSU as a test bed and incubator of sustainability efforts across the CSU mission areas to address grand challenges that lead to a flourishing humanity and sustainable thriving planet.
KPI’s
1. Metric 3.1.b.1 Increase financial support for multidisciplinary faculty teams, sustainable operations projects, and student initiatives and research.
2. Metric 3.1.b.2 Identify and remove nonmonetary barriers to multidisciplinary research teams, operations projects, and student initiatives and research.
3. Metric 3.1.b.3 Define specific sustainability areas toward Increasing Extramural federal research dollars, corporate research sponsorship and philanthropic support. Double revenues and significantly increase impact metrics (manuscripts, patents, scholarly works, brand) in selected areas of sustainability across all mission areas.
4. Metric 3.1.b.4 Define specific areas of core and student-run living laboratory needs to increase CSU’s investment in sustainability.
5. Metric 3.1.b.5 Faculty citation index; the number of articles and perspectives published in high-impact journals.
STRATEGY 3.3.A in University Strategic Plan: Incentivize multidisciplinary teams to generate transdisciplinary research in emerging areas like health and sustainability.
KPI’s
3. Metric 3.3.a.3 Increase in sustainability, climate and health related research projects, grants, corporate partnerships and donors that support CSU research. Significantly increased impact metrics (papers, patents, tech transfer, scholarly works, brand).
Engagement
Yes
A list or sample of the measurable sustainability objectives related to engagement and the plan(s) in which they are published:
STRATEGY 4.3.B in University Strategic Plan: Create and provide programming, and conduct research and learning in impact areas of food and agriculture, community and economic development, natural resources and sustainability, health and wellbeing, and youth and families.
1. Metric 4.3.b.1 Increase number of programs related to impact areas.
2. Metric 4.3.b.2 Increase number of students at learning locations.
3. Metric 4.3.b.3 Increase number of programs at learning locations.
STRATEGY 4.4.B in University Strategic Plan: In addition to Rural Initiatives, consider our land-grant mission and service to all of Colorado, and positively impact rural health, businesses, communities, economies, and infrastructures, with special recognition for the role that agriculture plays in our viability and profitability for the next generation.
KPI’s
1. Metric 4.4.b.1 Expanded rural access to mental health resources, stress management, and substance abuse support.
2. Metric 4.4.b.2 Increased health and well-being of Coloradans.
3. Metric 4.4.b.3 Increased impact of education toward population health outcomes.
4. Metric 4.4.b.4 Increased rural community economic metrics of businesses, workforce, and taxes.
5. Metric 4.4.b.5 Expansion of the agriculture value chain and sustainability of agricultural practices.
6. Metric 4.4.b.6 Broadband availability and usage.
1. Metric 4.3.b.1 Increase number of programs related to impact areas.
2. Metric 4.3.b.2 Increase number of students at learning locations.
3. Metric 4.3.b.3 Increase number of programs at learning locations.
STRATEGY 4.4.B in University Strategic Plan: In addition to Rural Initiatives, consider our land-grant mission and service to all of Colorado, and positively impact rural health, businesses, communities, economies, and infrastructures, with special recognition for the role that agriculture plays in our viability and profitability for the next generation.
KPI’s
1. Metric 4.4.b.1 Expanded rural access to mental health resources, stress management, and substance abuse support.
2. Metric 4.4.b.2 Increased health and well-being of Coloradans.
3. Metric 4.4.b.3 Increased impact of education toward population health outcomes.
4. Metric 4.4.b.4 Increased rural community economic metrics of businesses, workforce, and taxes.
5. Metric 4.4.b.5 Expansion of the agriculture value chain and sustainability of agricultural practices.
6. Metric 4.4.b.6 Broadband availability and usage.
Operations
Yes
A list or sample of the measurable sustainability objectives related to operations and the plan(s) in which they are published:
STRATEGY 2.4.A of University Strategic Plan: Develop existing and future spaces in ways that enhance research, learning, and collaboration; are universally accessible; adapt easily to multiple uses; support increased hours of utilization; consider remote work opportunities; and decrease energy consumption and our carbon footprint.
KPI’s
1. Metric 2.4.a.1 Use certification standards for campus facilities that promote environmental and social sustainability.
2. Metric 2.4.a.2 Continued accessibility improvement to University buildings.
Sustainability Strategic Plan Administration and Planning Goal #3 Create funding mechanisms to grow sustainable infrastructure and initiatives
3.1 Expand Energy Reserve Fund
Sustainability Strategic Plan Operations Goal #1: Support Energy & Water Efficiency Measures in Buildings/Infrastructure
1.1 1 High Performance and Inclusive Building Standards and Design:
• Support continuing efforts to 3rd party certify all new construction and major renovations (LEED, Green Globes, etc.) with a focus on energy performance and overall IAQ.
• Provide additional support to implement energy & water efficiency and IAQ strategies in existing buildings. Pursue certification of existing buildings to benchmark energy, water and IAQ performance.
• Support standards developed by the Inclusive Physical and Virtual Campus committee.
• Support green labs initiatives.
• Support green building standards (in development).
• Develop communications strategy to support strategy (see 1.3).
1.2 Support conservation/behavioral engagement. Establish a fund for “mini-grants” and/or crowdfunding to incentivize behaviors and support sustainability projects on campus.
CSU's Climate Action Plan includes a large number of additional specific goals and objectives at https://www.fm.colostate.edu/reports.
KPI’s
1. Metric 2.4.a.1 Use certification standards for campus facilities that promote environmental and social sustainability.
2. Metric 2.4.a.2 Continued accessibility improvement to University buildings.
Sustainability Strategic Plan Administration and Planning Goal #3 Create funding mechanisms to grow sustainable infrastructure and initiatives
3.1 Expand Energy Reserve Fund
Sustainability Strategic Plan Operations Goal #1: Support Energy & Water Efficiency Measures in Buildings/Infrastructure
1.1 1 High Performance and Inclusive Building Standards and Design:
• Support continuing efforts to 3rd party certify all new construction and major renovations (LEED, Green Globes, etc.) with a focus on energy performance and overall IAQ.
• Provide additional support to implement energy & water efficiency and IAQ strategies in existing buildings. Pursue certification of existing buildings to benchmark energy, water and IAQ performance.
• Support standards developed by the Inclusive Physical and Virtual Campus committee.
• Support green labs initiatives.
• Support green building standards (in development).
• Develop communications strategy to support strategy (see 1.3).
1.2 Support conservation/behavioral engagement. Establish a fund for “mini-grants” and/or crowdfunding to incentivize behaviors and support sustainability projects on campus.
CSU's Climate Action Plan includes a large number of additional specific goals and objectives at https://www.fm.colostate.edu/reports.
Administration
Yes
A list or sample of the measurable sustainability objectives related to administration and the plan(s) in which they are published:
STRATEGY 3.1.C in University Strategic Plan: Make CSU top of mind in connection with sustainability.
KPI’s
1. Metric 3.1.c.1 Create comprehensive sustainability website by end of 2022.
2. Metric 3.1.c.2 Sustainability is integrated into rebranding.
3. Metric 3.1.c.3 Sustainability is integrated into fundraising campaign.
4. Metric 3.1.c.4 Increase resources and personnel dedicated to maintaining Sustainability Tracking, Assessment, and Rating System (STARS) Platinum rating and remaining in the top tier in national sustainability rankings.
STRATEGY 3.1.D in University Strategic Plan: Integrate the diversity and plurality of cultural expertise by working with Indigenous Tribes and Peoples in Colorado and globally, demonstrated by sustained strong relationships.
KPI’s
1. Metric 3.1.d.1 Hire senior level liaison for Indigenous and Native American external affairs (See Strategy 1.3.c supra).
2. Metric 3.1.d.2 Increased reciprocal communications and relationships with Indigenous Tribes and Peoples in Colorado related to sustainability.
KPI’s
1. Metric 3.1.c.1 Create comprehensive sustainability website by end of 2022.
2. Metric 3.1.c.2 Sustainability is integrated into rebranding.
3. Metric 3.1.c.3 Sustainability is integrated into fundraising campaign.
4. Metric 3.1.c.4 Increase resources and personnel dedicated to maintaining Sustainability Tracking, Assessment, and Rating System (STARS) Platinum rating and remaining in the top tier in national sustainability rankings.
STRATEGY 3.1.D in University Strategic Plan: Integrate the diversity and plurality of cultural expertise by working with Indigenous Tribes and Peoples in Colorado and globally, demonstrated by sustained strong relationships.
KPI’s
1. Metric 3.1.d.1 Hire senior level liaison for Indigenous and Native American external affairs (See Strategy 1.3.c supra).
2. Metric 3.1.d.2 Increased reciprocal communications and relationships with Indigenous Tribes and Peoples in Colorado related to sustainability.
Part 2. Sustainability in institution’s highest guiding document
Yes
The institution’s highest guiding document (upload):
---
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
---
Website URL where the institution's sustainability plan is publicly available:
Does the institution have a formal statement in support of sustainability endorsed by its governing body?:
Yes
The formal statement in support of sustainability:
MISSION
CSU is a public, land-grant university that measures excellence through inclusive student access, success, and lifelong learning, and by leveraging academics, research, creativity, and engagement to drive solutions to current and future local and global challenges to human and planetary health and well-being.
VISION
Our university colors are green and gold, selected to honor our agricultural history; green represents alfalfa and gold represents wheat. Today, we continue to cultivate the green – a sustainable, thriving planet – and the gold – a flourishing humanity – in all we do.
COMMITMENT
CSU believes we will solve challenges to environmental, plant, animal and human health and well-being through discovery, creativity, and innovation, and by leveraging interdisciplinary teams that understand that human health and well-being are dependent upon a sustainable, thriving planet and a flourishing humanity. To put this belief into action, CSU commits its academics, research (foundational, theoretical, and translational), creativity, and engagement to the following activation areas:
• Climate change, environmental health, and sustainable ecosystems, including water resources and clean and sustainable energy.
• Animal, plant, and human health and biodiversity.
• Safe, secure, and environmentally and economically sustainable food production to safeguard local and global food security.
• Individual and community strength and prosperity.
• Inclusive excellence focused on student access and success within an extended learning community characterized by curiosity and belonging.
• Equity, social justice, and human rights.
• Civic engagement.
• Dialogue that ethically engages difference.
• Lifelong learning.
CSU is a public, land-grant university that measures excellence through inclusive student access, success, and lifelong learning, and by leveraging academics, research, creativity, and engagement to drive solutions to current and future local and global challenges to human and planetary health and well-being.
VISION
Our university colors are green and gold, selected to honor our agricultural history; green represents alfalfa and gold represents wheat. Today, we continue to cultivate the green – a sustainable, thriving planet – and the gold – a flourishing humanity – in all we do.
COMMITMENT
CSU believes we will solve challenges to environmental, plant, animal and human health and well-being through discovery, creativity, and innovation, and by leveraging interdisciplinary teams that understand that human health and well-being are dependent upon a sustainable, thriving planet and a flourishing humanity. To put this belief into action, CSU commits its academics, research (foundational, theoretical, and translational), creativity, and engagement to the following activation areas:
• Climate change, environmental health, and sustainable ecosystems, including water resources and clean and sustainable energy.
• Animal, plant, and human health and biodiversity.
• Safe, secure, and environmentally and economically sustainable food production to safeguard local and global food security.
• Individual and community strength and prosperity.
• Inclusive excellence focused on student access and success within an extended learning community characterized by curiosity and belonging.
• Equity, social justice, and human rights.
• Civic engagement.
• Dialogue that ethically engages difference.
• Lifelong learning.
The institution’s definition of sustainability:
Preserving our planet’s environmental quality while meeting the human and societal needs of today and tomorrow.
Is the institution an endorser or signatory of the following?:
| Yes or No | |
| The Earth Charter | --- |
| The Higher Education Sustainability Initiative (HESI) | --- |
| ISCN-GULF Sustainable Campus Charter | --- |
| Pan-Canadian Protocol for Sustainability | --- |
| SDG Accord | --- |
| Second Nature’s Carbon Commitment (formerly known as the ACUPCC), Resilience Commitment, and/or integrated Climate Commitment | --- |
| The Talloires Declaration (TD) | Yes |
| UN Global Compact | --- |
| 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:
Partner in the Department of Energy Better Climate Challenge - https://betterbuildingssolutioncenter.energy.gov/climate-challenge
Signatory of the 100% Committed Climate Reality Pledge - https://www.climaterealityproject.org/our-initiatives/100-committed
City of Fort Collins ClimateWise Partner - http://green.colostate.edu/external-partnerships/
Workplace Charging Partner - http://green.colostate.edu/external-partnerships/
Fair Trade University - http://fairtradecampaigns.org/campaign/colorado-state-university/
Bee Campus USA - https://www.fm.colostate.edu/pollinators
Signatory of the 100% Committed Climate Reality Pledge - https://www.climaterealityproject.org/our-initiatives/100-committed
City of Fort Collins ClimateWise Partner - http://green.colostate.edu/external-partnerships/
Workplace Charging Partner - http://green.colostate.edu/external-partnerships/
Fair Trade University - http://fairtradecampaigns.org/campaign/colorado-state-university/
Bee Campus USA - https://www.fm.colostate.edu/pollinators
Website URL where information about the institution’s sustainability planning efforts is available:
Additional documentation to support the submission:
---
Data source(s) and notes about the submission:
CSU Strategic Plan: https://plan.colostate.edu/
CSU Master Plans: https://www.fm.colostate.edu/mpc
CSU Master Plans: https://www.fm.colostate.edu/mpc
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.