| Overall Rating | Silver |
|---|---|
| Overall Score | 46.21 |
| Liaison | Chris Gardner |
| Submission Date | Aug. 23, 2022 |
Douglas College
PA-2: Sustainability Planning
| Status | Score | Responsible Party |
|---|---|---|
|
3.50 / 4.00 |
"---"
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:
One of the key Strategic Themes of the Strategic Plan is social and environmental sustainability.
Douglas College Strategic Plan 2020 - 2025 outlines sustainability considerations relevant to academics in:
- Objective 3.2: Contribute to sustainability goals through education, processes and practices.
Objective 3.2 includes the following initiative:
II. Encourage the development of curriculum that is responsive to
environmental and social needs. This may result in entirely new programs
or new course offerings within existing programs.
The timeframe for the Strategic Plan is 2020-2025, and therefore the objectives are measurable in that they need to be undertaken and completed by 2025.
Douglas College Strategic Plan 2020 - 2025 outlines sustainability considerations relevant to academics in:
- Objective 3.2: Contribute to sustainability goals through education, processes and practices.
Objective 3.2 includes the following initiative:
II. Encourage the development of curriculum that is responsive to
environmental and social needs. This may result in entirely new programs
or new course offerings within existing programs.
The timeframe for the Strategic Plan is 2020-2025, and therefore the objectives are measurable in that they need to be undertaken and completed by 2025.
Engagement
No
A list or sample of the measurable sustainability objectives related to engagement and the plan(s) in which they are published:
---
Operations
Yes
A list or sample of the measurable sustainability objectives related to operations and the plan(s) in which they are published:
Douglas College Strategic Plan 2020 - 2025 outlines sustainability considerations relevant to operations in:
- Objective 3.2: Contribute to sustainability goals through education, processes and practices; and
Objective 3.2 includes the following initiatives:
I. Design and implement a climate action strategy that commits to
reducing carbon emissions, energy usage and waste, and enhances
Douglas College’s capacity to adapt to a changing climate.
- Objective 2.2 Expand and renew facilities.
Objective 2.2 includes the following intiatives:
I. Build a new academic building to house new programs, accommodate growth in enrolments, and improve work and study spaces. The College already owns land adjacent to the existing campus in New Westminster, where the new building will be constructed.
II. Complete a business case for a student housing project that would enhance the campus community and qualify for government funding.
III. Modernize existing classroom, collaboration, public and employee spaces to a new college standard. This will make College spaces more functional, comfortable, and inspiring.
The timeframe for the Strategic Plan is 2020-2025, and therefore the objectives are measurable in that they need to be undertaken and completed by 2025.
- Objective 3.2: Contribute to sustainability goals through education, processes and practices; and
Objective 3.2 includes the following initiatives:
I. Design and implement a climate action strategy that commits to
reducing carbon emissions, energy usage and waste, and enhances
Douglas College’s capacity to adapt to a changing climate.
- Objective 2.2 Expand and renew facilities.
Objective 2.2 includes the following intiatives:
I. Build a new academic building to house new programs, accommodate growth in enrolments, and improve work and study spaces. The College already owns land adjacent to the existing campus in New Westminster, where the new building will be constructed.
II. Complete a business case for a student housing project that would enhance the campus community and qualify for government funding.
III. Modernize existing classroom, collaboration, public and employee spaces to a new college standard. This will make College spaces more functional, comfortable, and inspiring.
The timeframe for the Strategic Plan is 2020-2025, and therefore the objectives are measurable in that they need to be undertaken and completed by 2025.
Administration
Yes
A list or sample of the measurable sustainability objectives related to administration and the plan(s) in which they are published:
Douglas College Strategic Plan 2020 - 2025 outlines sustainability considerations relevant to administration in:
- Objective 3.1 Align practices and processes with the UN Declaration on the Rights of Indigenous Peoples and the Truth and Reconciliation Commission’s Calls to Action
Objective 3.1 includes the following initiatives:
I. Express Douglas College’s commitment to Indigenization and
reconciliation in ways that are tangible and visible to our communities, our students, our employees and visitors. Our campuses should highlight
Indigenous art and our operations should demonstrate respect for
Indigenous culture and history.
II. Deepen relationships with local First Nations in ways that serve their
interests and needs, and the needs and interests of Indigenous students
at Douglas College. E.g. Build and maintain bridges to Indigenous community groups.
III. Support departments to develop Indigenous and culturally relevant/
informed offerings that reflect history and culture of Indigenous peoples.
These efforts will nurture the variety and type of Indigenous-informed
education we provide.
IV. Continuous professional development for faculty and staff on Indigenization, and continued development of employee resources.
- Objective 4.1 Develop practices and processes that promote long-term planning, professional development, mental wellness and adaptability.
Objective 4.1 includes the following initiatives:
I. Create multi-year workforce plans for administrative units to guide employee recruitment, development, and succession planning. This will be done by every administrative unit to help the College plan for the future.
II. Develop a College-wide mental wellness strategy for students, faculty, staff, and administrators. This type of strategy will help the College gauge needs and develop appropriate plans.
The timeframe for the Strategic Plan is 2020-2025, and therefore the objectives are measurable in that they need to be undertaken and completed by 2025.
- Objective 3.1 Align practices and processes with the UN Declaration on the Rights of Indigenous Peoples and the Truth and Reconciliation Commission’s Calls to Action
Objective 3.1 includes the following initiatives:
I. Express Douglas College’s commitment to Indigenization and
reconciliation in ways that are tangible and visible to our communities, our students, our employees and visitors. Our campuses should highlight
Indigenous art and our operations should demonstrate respect for
Indigenous culture and history.
II. Deepen relationships with local First Nations in ways that serve their
interests and needs, and the needs and interests of Indigenous students
at Douglas College. E.g. Build and maintain bridges to Indigenous community groups.
III. Support departments to develop Indigenous and culturally relevant/
informed offerings that reflect history and culture of Indigenous peoples.
These efforts will nurture the variety and type of Indigenous-informed
education we provide.
IV. Continuous professional development for faculty and staff on Indigenization, and continued development of employee resources.
- Objective 4.1 Develop practices and processes that promote long-term planning, professional development, mental wellness and adaptability.
Objective 4.1 includes the following initiatives:
I. Create multi-year workforce plans for administrative units to guide employee recruitment, development, and succession planning. This will be done by every administrative unit to help the College plan for the future.
II. Develop a College-wide mental wellness strategy for students, faculty, staff, and administrators. This type of strategy will help the College gauge needs and develop appropriate plans.
The timeframe for the Strategic Plan is 2020-2025, and therefore the objectives are measurable in that they need to be undertaken and completed by 2025.
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?:
---
The formal statement in support of sustainability:
---
The institution’s definition of sustainability:
---
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) | --- |
| UN Global Compact | --- |
| Other multi-dimensional sustainability commitments (please specify below) | --- |
A brief description of the institution’s formal sustainability commitments, including the specific initiatives selected above:
---
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:
---
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.