| Overall Rating | Gold |
|---|---|
| Overall Score | 72.32 |
| Liaison | Merry Rankin |
| Submission Date | Aug. 29, 2022 |
Iowa State University
PA-2: Sustainability Planning
| Status | Score | Responsible Party |
|---|---|---|
|
3.00 / 4.00 |
Merry
Rankin ISU Director of Sustainability Facilities Planning & Management |
"---"
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:
Within the University's 2022-2031 Strategic Plan:
Education Experience:
Promoting an excellent educational experience focused
on student engagement, knowledge growth, transformative educational opportunities, and access to a diverse, inclusive, and welcoming educational environment will create a strong foundation for success and prosperity for a well-educated graduate with life-long relationships to Iowa State University.
A. TO BE THE MOST STUDENT-CENTRIC LEADING RESEARCH UNIVERSITY
A.2 Students participate in high-impact practices
The education experiences of our students will be enhanced by expanding and
tracking access to high-impact practices and increasing the access to and
participation in those practices by all students. Fall 2021 Baseline - 60% 5-year Milestone - Annual Progress
C. TO BE THE UNIVERSITY THAT FOSTERS LIFELONG LEARNING.
C.1 Expand online learning environment
Iowa State will deliberately expand online programs to meet student, industry,
and state needs in partnership with our strategic industry partners and our
community partners statewide. The goal is to increase online enrollment by
30% and develop new degrees or credentials to meet workforce needs.
Knowledge and Discovery:
We will enhance our understanding of our universe and ourselves and create and discover new methods, pedagogies, thought processes, and knowledge. Through deep analysis, research, and collaboration, we will bring forth new technologies, science, perspectives, and ideas to benefit a changing world.
D. TO BE THE UNIVERSITY THAT CREATES OPPORTUNITIES
AND FORGES NEW FRONTIERS.
D.1 Innovation in curriculum
Iowa State is committed to providing innovations in the classroom, studio, laboratory, or field, whether in person or through other delivery mechanisms. Iowa State will develop new curricula, expand entrepreneurship opportunities, and extend the impact of research.
D.2 Innovation and entrepreneurship
Knowledge and discovery feed the innovations that lead to solutions for global
challenges. Faculty and students will be encouraged to participate in innovation
and entrepreneurship, and student enrollment will be tracked.
D.3 Research impact
Research funding is one metric for gauging impact; targets include increasing
research expenditures by 3% per year. Iowa State also measures research impact
by tracking new intellectual property disclosures, patents filed, and licensing
revenues that are generated annually.
https://www.iowaregents.edu/media/cms/0522_ITEM_12__ISU_StrategicPlanPrin_E07D12556B7DF.pdf
Education Experience:
Promoting an excellent educational experience focused
on student engagement, knowledge growth, transformative educational opportunities, and access to a diverse, inclusive, and welcoming educational environment will create a strong foundation for success and prosperity for a well-educated graduate with life-long relationships to Iowa State University.
A. TO BE THE MOST STUDENT-CENTRIC LEADING RESEARCH UNIVERSITY
A.2 Students participate in high-impact practices
The education experiences of our students will be enhanced by expanding and
tracking access to high-impact practices and increasing the access to and
participation in those practices by all students. Fall 2021 Baseline - 60% 5-year Milestone - Annual Progress
C. TO BE THE UNIVERSITY THAT FOSTERS LIFELONG LEARNING.
C.1 Expand online learning environment
Iowa State will deliberately expand online programs to meet student, industry,
and state needs in partnership with our strategic industry partners and our
community partners statewide. The goal is to increase online enrollment by
30% and develop new degrees or credentials to meet workforce needs.
Knowledge and Discovery:
We will enhance our understanding of our universe and ourselves and create and discover new methods, pedagogies, thought processes, and knowledge. Through deep analysis, research, and collaboration, we will bring forth new technologies, science, perspectives, and ideas to benefit a changing world.
D. TO BE THE UNIVERSITY THAT CREATES OPPORTUNITIES
AND FORGES NEW FRONTIERS.
D.1 Innovation in curriculum
Iowa State is committed to providing innovations in the classroom, studio, laboratory, or field, whether in person or through other delivery mechanisms. Iowa State will develop new curricula, expand entrepreneurship opportunities, and extend the impact of research.
D.2 Innovation and entrepreneurship
Knowledge and discovery feed the innovations that lead to solutions for global
challenges. Faculty and students will be encouraged to participate in innovation
and entrepreneurship, and student enrollment will be tracked.
D.3 Research impact
Research funding is one metric for gauging impact; targets include increasing
research expenditures by 3% per year. Iowa State also measures research impact
by tracking new intellectual property disclosures, patents filed, and licensing
revenues that are generated annually.
https://www.iowaregents.edu/media/cms/0522_ITEM_12__ISU_StrategicPlanPrin_E07D12556B7DF.pdf
Engagement
Yes
A list or sample of the measurable sustainability objectives related to engagement and the plan(s) in which they are published:
Within the University's 2022-2031 Strategic Plan:
Community Engagement:
Through active participation in and partnership with
the local, state, and global communities, Iowa State University advances its land-grant mission to serve society by engaging our stakeholders to understand and address their needs and challenges.
C. TO BE THE UNIVERSITY THAT FOSTERS LIFELONG LEARNING.
C.3 Continued learning by ISU graduates
Iowa State will track continuing education needs and opportunities for alumni, early engagement of pre-baccalaureate students, and certificate/badging participation of nondegree seeking professionals. Fall 2021 Baseline - Changes in learning, behavior and/or life conditions as a result of engaging with programs/experiences 5-Year Milestone - Annual progress
C.4 Engaging new students/student pipelines
Iowa State students, past, present, and future, expect excellence and innovation
in their education experiences. New student pipelines will be created as programs expand to meet demand.
D. TO BE THE UNIVERSITY THAT CREATES OPPORTUNITIES
AND FORGES NEW FRONTIERS.
D.2 Innovation and entrepreneurship
Knowledge and discovery feed the innovations that lead to solutions for global
challenges. Faculty and students will be encouraged to participate in innovation
and entrepreneurship, and student enrollment will be tracked.
https://www.iowaregents.edu/media/cms/0522_ITEM_12__ISU_StrategicPlanPrin_E07D12556B7DF.pdf
Community Engagement:
Through active participation in and partnership with
the local, state, and global communities, Iowa State University advances its land-grant mission to serve society by engaging our stakeholders to understand and address their needs and challenges.
C. TO BE THE UNIVERSITY THAT FOSTERS LIFELONG LEARNING.
C.3 Continued learning by ISU graduates
Iowa State will track continuing education needs and opportunities for alumni, early engagement of pre-baccalaureate students, and certificate/badging participation of nondegree seeking professionals. Fall 2021 Baseline - Changes in learning, behavior and/or life conditions as a result of engaging with programs/experiences 5-Year Milestone - Annual progress
C.4 Engaging new students/student pipelines
Iowa State students, past, present, and future, expect excellence and innovation
in their education experiences. New student pipelines will be created as programs expand to meet demand.
D. TO BE THE UNIVERSITY THAT CREATES OPPORTUNITIES
AND FORGES NEW FRONTIERS.
D.2 Innovation and entrepreneurship
Knowledge and discovery feed the innovations that lead to solutions for global
challenges. Faculty and students will be encouraged to participate in innovation
and entrepreneurship, and student enrollment will be tracked.
https://www.iowaregents.edu/media/cms/0522_ITEM_12__ISU_StrategicPlanPrin_E07D12556B7DF.pdf
Operations
Yes
A list or sample of the measurable sustainability objectives related to operations and the plan(s) in which they are published:
Within the University's 2021-2025 Strategic Plan for Sustainability in Operations:
1.Convert the remaining coal boilers in the university power plant to use natural gas by 2025.
2. Establish a university energy policy to reduce building energy use by 5% from a FY 2012 baseline through operational changes such as temperature setbacks, building energy usage standards and energy efficient design and construction.
3. Purchase renewable electricity through renewable energy credits to supplement what is cogenerated on campus.
4. Within the areas of building operations and maintenance, waste and recycling, water use and grounds, the development of university-wide plans and procedures will be completed with focus to improve sustainability of day-to-day operations and maintenance of all campus facilities (inclusive of general education, student affairs and athletics).
https://www.livegreen.iastate.edu/about-us/sustainability-plan
Within the University's Strategic Facilities Plan:
1. Determine university facility requirements based on projected enrollment, staffing and utilization data, and anticipated programmatic changes. Compare these requirements to the quantity and quality of existing facilities to identify shortfalls and surpluses.
2. Identify and prioritize projects, with an emphasis on renewal and replacement, to address facilities requirements, attract and retain students, faculty, and staff, support programmatic needs of teaching and research, and align with potential sources of funds.
3. Define patterns of land use, site replacement or new facilities, and identify associated requirements for campus green space, circulation, parking, and utilities infrastructure within the established fabric of the campus.
4. Provide planning and analysis tools for university staff to proactively and dynamically respond to future changes in space needs or facility demands and update the plan for new opportunities.
https://www.fpm.iastate.edu/planning_services/studies_reports/Strategic%20Facilities%20Plan%20-%20Executive%20Summary.pdf
1.Convert the remaining coal boilers in the university power plant to use natural gas by 2025.
2. Establish a university energy policy to reduce building energy use by 5% from a FY 2012 baseline through operational changes such as temperature setbacks, building energy usage standards and energy efficient design and construction.
3. Purchase renewable electricity through renewable energy credits to supplement what is cogenerated on campus.
4. Within the areas of building operations and maintenance, waste and recycling, water use and grounds, the development of university-wide plans and procedures will be completed with focus to improve sustainability of day-to-day operations and maintenance of all campus facilities (inclusive of general education, student affairs and athletics).
https://www.livegreen.iastate.edu/about-us/sustainability-plan
Within the University's Strategic Facilities Plan:
1. Determine university facility requirements based on projected enrollment, staffing and utilization data, and anticipated programmatic changes. Compare these requirements to the quantity and quality of existing facilities to identify shortfalls and surpluses.
2. Identify and prioritize projects, with an emphasis on renewal and replacement, to address facilities requirements, attract and retain students, faculty, and staff, support programmatic needs of teaching and research, and align with potential sources of funds.
3. Define patterns of land use, site replacement or new facilities, and identify associated requirements for campus green space, circulation, parking, and utilities infrastructure within the established fabric of the campus.
4. Provide planning and analysis tools for university staff to proactively and dynamically respond to future changes in space needs or facility demands and update the plan for new opportunities.
https://www.fpm.iastate.edu/planning_services/studies_reports/Strategic%20Facilities%20Plan%20-%20Executive%20Summary.pdf
Administration
Yes
A list or sample of the measurable sustainability objectives related to administration and the plan(s) in which they are published:
The ISU WellBeing plan builds the conditions for a culture of well-being and supports advancing Iowa State as a great place to work and learn. The plan is based on phased implementation that allows for both planned growth and adaptation as opportunities surface. This balances the promotion and coordination of existing programs and services at ISU, as well as, developing and implementing new programs and services to meet the priority needs of employees.
The four phases provide the structure required for communicating, collaborating, developing, and sustaining the wellness effort at Iowa State University. The process allows optimal time for the evolution of the paradigm shift and the embedding of well-being in the university culture. The four (4) phases serve to organize activities but are also overlapping to reflect the iterative cycle of build, implement, and evaluate.
Phase 1 – Engage the ISU Community (2014 – June 2016)
The first phase, already underway, is focused on raising awareness of well-being and partnering with current programs and services across campus. The goal is to create a common understanding and language around the elements of well-being for ISU. Current outreach across campus has included several presentations and discussions with colleges, departments and groups resulting in face-to-face
opportunities with over 880 employees.
Phase 2 – Enhance our Programs and Services (July 2015 – December 2016)
Phase 2 focuses on leveraging the existing programs and services at Iowa State University in order to connect and further the well-being efforts. This includes integrating with other University Human Resources services and priorities, utilizing our benefit vendor’s wellness services, and partnering with university and community resources.
Phase 3 – Expand the Opportunities (July 2016 – December 2018)
In Phase 3 we begin the development and implementation of new priorities and programs that are identified as current priority needs and best practices. These services fill the gaps in the current offerings and round out a multi-faceted approach to creating the conditions that support a culture of well-being.
Phase 4 – Evolve the Culture (2019 - 2020) - extended to 2022 due to COVID
The final phase in this approach is the institutional “check-up” for trends, progress and impact. Earlier phases will incorporate metrics however, Phase 4 includes a comprehensive evaluation of the well-being culture at ISU. This includes both individual well-being and organizational well-being.
https://wellbeing.iastate.edu/sites/default/files/Reports/ISU%20Wellbeing%20Action%20Plan_ext.pdf
Academic colleges, departments, and other units across campus have also published diversity, equity, and inclusion plans.
The four phases provide the structure required for communicating, collaborating, developing, and sustaining the wellness effort at Iowa State University. The process allows optimal time for the evolution of the paradigm shift and the embedding of well-being in the university culture. The four (4) phases serve to organize activities but are also overlapping to reflect the iterative cycle of build, implement, and evaluate.
Phase 1 – Engage the ISU Community (2014 – June 2016)
The first phase, already underway, is focused on raising awareness of well-being and partnering with current programs and services across campus. The goal is to create a common understanding and language around the elements of well-being for ISU. Current outreach across campus has included several presentations and discussions with colleges, departments and groups resulting in face-to-face
opportunities with over 880 employees.
Phase 2 – Enhance our Programs and Services (July 2015 – December 2016)
Phase 2 focuses on leveraging the existing programs and services at Iowa State University in order to connect and further the well-being efforts. This includes integrating with other University Human Resources services and priorities, utilizing our benefit vendor’s wellness services, and partnering with university and community resources.
Phase 3 – Expand the Opportunities (July 2016 – December 2018)
In Phase 3 we begin the development and implementation of new priorities and programs that are identified as current priority needs and best practices. These services fill the gaps in the current offerings and round out a multi-faceted approach to creating the conditions that support a culture of well-being.
Phase 4 – Evolve the Culture (2019 - 2020) - extended to 2022 due to COVID
The final phase in this approach is the institutional “check-up” for trends, progress and impact. Earlier phases will incorporate metrics however, Phase 4 includes a comprehensive evaluation of the well-being culture at ISU. This includes both individual well-being and organizational well-being.
https://wellbeing.iastate.edu/sites/default/files/Reports/ISU%20Wellbeing%20Action%20Plan_ext.pdf
Academic colleges, departments, and other units across campus have also published diversity, equity, and inclusion plans.
Part 2. Sustainability in institution’s highest guiding document
Yes
The institution’s highest guiding document (upload):
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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?:
Minor theme
Optional Fields
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Website URL where the institution's sustainability plan is publicly available:
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Does the institution have a formal statement in support of sustainability endorsed by its governing body?:
Yes
The formal statement in support of sustainability:
Regent Institutions Sustainability Plan
The Plan is to provide a vision for long term comprehensive sustainability. The premise of the plan rests on:
♦ Leadership -Sustainability has been underway on the Regent campuses for a number of years and has become more visible with the appointment on each
university campus of a presidential-level council to develop best practices in sustainability, and the creation of an Energy and/or Sustainability Coordinator/Director position. This Sustainability Plan builds on those stewardship initiatives.
♦ Flexibility - the Sustainability Plan is meant to be a framework for each Regent institution to use in developing a campus plan that recognizes the uniqueness of each. This Plan will be refined as needed for Regent institutions to stay leaders in education, research, and action.
♦ Measurement - the Sustainability Plan is intended to further the development of a campus assessment and benchmarking framework. Its purpose is to continue the work underway on all Regent campuses. Regent institutions will monitor AASHE sustainability rating systems; the Governor’s Office of Energy Independence and the Iowa Climate Change Advisory Council; as well as other sustainability standards. An annual update/progress report will be presented to the Board of Regents.
The Sustainability Plan is a dynamic document intended to provide an
overarching vision. The development and utilization of emerging technology will be incorporated as it balances with economic, social and environmental goals. The Plan does not attempt to encompass every aspect of sustainability, but selects specific goals in areas in which the Regent institutions can achieve real and measurable progress. It is
also recognized that as programs grow or develop absolute consumption could increase while meeting efficiency and improved per unit measures. Each institution will develop methodologies for implementing, measuring and educating to that vision.
Eight functional areas have been identified:
o Planning and Development
o Purchasing
o Energy and Climate
o Materials and Recycling
o Transportation
o Water and Landscape
o Sustainability in the Curriculum
o Sustainability in Research and Outreach
The Plan is to provide a vision for long term comprehensive sustainability. The premise of the plan rests on:
♦ Leadership -Sustainability has been underway on the Regent campuses for a number of years and has become more visible with the appointment on each
university campus of a presidential-level council to develop best practices in sustainability, and the creation of an Energy and/or Sustainability Coordinator/Director position. This Sustainability Plan builds on those stewardship initiatives.
♦ Flexibility - the Sustainability Plan is meant to be a framework for each Regent institution to use in developing a campus plan that recognizes the uniqueness of each. This Plan will be refined as needed for Regent institutions to stay leaders in education, research, and action.
♦ Measurement - the Sustainability Plan is intended to further the development of a campus assessment and benchmarking framework. Its purpose is to continue the work underway on all Regent campuses. Regent institutions will monitor AASHE sustainability rating systems; the Governor’s Office of Energy Independence and the Iowa Climate Change Advisory Council; as well as other sustainability standards. An annual update/progress report will be presented to the Board of Regents.
The Sustainability Plan is a dynamic document intended to provide an
overarching vision. The development and utilization of emerging technology will be incorporated as it balances with economic, social and environmental goals. The Plan does not attempt to encompass every aspect of sustainability, but selects specific goals in areas in which the Regent institutions can achieve real and measurable progress. It is
also recognized that as programs grow or develop absolute consumption could increase while meeting efficiency and improved per unit measures. Each institution will develop methodologies for implementing, measuring and educating to that vision.
Eight functional areas have been identified:
o Planning and Development
o Purchasing
o Energy and Climate
o Materials and Recycling
o Transportation
o Water and Landscape
o Sustainability in the Curriculum
o Sustainability in Research and Outreach
The institution’s definition of sustainability:
As noted by the Iowa Board of Regents in the preamble of the annual Regent Institutions sustainability report:
Iowa’s public universities are committed to a sustainable future through academics and research, operations and economic development. Respect for the impact on the environment is part of decision-making at all levels. Regent institutions broadly apply campus sustainability in the general operations of each institution, in curriculum and in experiences of students and employees. Sustainability is also utilized effectively when partnering with industry leaders, joining with all levels of government and transferring technology within the institutions.
Iowa’s public universities are committed to a sustainable future through academics and research, operations and economic development. Respect for the impact on the environment is part of decision-making at all levels. Regent institutions broadly apply campus sustainability in the general operations of each institution, in curriculum and in experiences of students and employees. Sustainability is also utilized effectively when partnering with industry leaders, joining with all levels of government and transferring technology within the institutions.
Is the institution an endorser or signatory of the following?:
| Yes or No | |
| The Earth Charter | No |
| The Higher Education Sustainability Initiative (HESI) | No |
| ISCN-GULF Sustainable Campus Charter | No |
| Pan-Canadian Protocol for Sustainability | No |
| SDG Accord | No |
| Second Nature’s Carbon Commitment (formerly known as the ACUPCC), Resilience Commitment, and/or integrated Climate Commitment | No |
| The Talloires Declaration (TD) | No |
| UN Global Compact | No |
| 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:
We Are Still In - https://www.wearestillin.com/
Website URL where information about the institution’s sustainability planning efforts is available:
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Additional documentation to support the submission:
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Data source(s) and notes about the submission:
In Iowa State University's 2022-2031 Strategic Plan, five aspirational statements define what Iowa State University desires to be and
how the university plans to position itself over the next nine years. These “to be” statements will drive an ongoing strategic process of evaluation and investment.
- To be the most student-centric leading research university
- To be the university that cultivates a diverse, equitable, and inclusive
environment where students, faculty, and staff flourish
- To be the university that fosters lifelong learning
- To be the university that creates opportunities and forges new frontiers
- To be the trusted partner for proactive and innovative solutions
Four pillars encompass the themes of acknowledged university areas of excellence. These strengths are ingrained in the daily work and lives of our faculty, staff, and students, and have been proven time and again throughout Iowa State University’s history. Intersected and interwoven throughout the pillars are our land-grant university hallmarks of teaching, research, service, and extension. Most importantly, the pillars give structure and direction on how we make a difference for our state and world in the years ahead.
Innovative Solutions. Innovation, creativity, and an entrepreneurial attitude will inspire the curriculum, decision making and outlook for Iowa State University. We will bring forth expertise, technologies, novel perspectives, and ideas. By striving to bring a creative mindset and unique solutions to the grand challenges of our local and global communities, ISU will be recognized for its distinctive approach to environmental, social, economic, and cultural sustainability, and meeting the needs of society with integrity.
Education Experience. Promoting an excellent educational experience focused
on student engagement, knowledge growth, transformative educational opportunities, and access to a diverse, inclusive, and welcoming educational environment will create a strong foundation for success and prosperity for a well-educated graduate with life-long relationships to Iowa State University.
Community Engagement. Through active participation in and partnership with
the local, state, and global communities, Iowa State University advances its land-grant mission to serve society by engaging our stakeholders to understand and address their needs and challenges.
Knowledge and Discovery. We will enhance our understanding of our universe
and ourselves and create and discover new methods, pedagogies, thought processes, and knowledge. Through deep analysis, research, and collaboration, we will bring forth new technologies, science, perspectives, and ideas to benefit a changing world.
https://www.iowaregents.edu/media/cms/0522_ITEM_12__ISU_StrategicPlanPrin_E07D12556B7DF.pdf
how the university plans to position itself over the next nine years. These “to be” statements will drive an ongoing strategic process of evaluation and investment.
- To be the most student-centric leading research university
- To be the university that cultivates a diverse, equitable, and inclusive
environment where students, faculty, and staff flourish
- To be the university that fosters lifelong learning
- To be the university that creates opportunities and forges new frontiers
- To be the trusted partner for proactive and innovative solutions
Four pillars encompass the themes of acknowledged university areas of excellence. These strengths are ingrained in the daily work and lives of our faculty, staff, and students, and have been proven time and again throughout Iowa State University’s history. Intersected and interwoven throughout the pillars are our land-grant university hallmarks of teaching, research, service, and extension. Most importantly, the pillars give structure and direction on how we make a difference for our state and world in the years ahead.
Innovative Solutions. Innovation, creativity, and an entrepreneurial attitude will inspire the curriculum, decision making and outlook for Iowa State University. We will bring forth expertise, technologies, novel perspectives, and ideas. By striving to bring a creative mindset and unique solutions to the grand challenges of our local and global communities, ISU will be recognized for its distinctive approach to environmental, social, economic, and cultural sustainability, and meeting the needs of society with integrity.
Education Experience. Promoting an excellent educational experience focused
on student engagement, knowledge growth, transformative educational opportunities, and access to a diverse, inclusive, and welcoming educational environment will create a strong foundation for success and prosperity for a well-educated graduate with life-long relationships to Iowa State University.
Community Engagement. Through active participation in and partnership with
the local, state, and global communities, Iowa State University advances its land-grant mission to serve society by engaging our stakeholders to understand and address their needs and challenges.
Knowledge and Discovery. We will enhance our understanding of our universe
and ourselves and create and discover new methods, pedagogies, thought processes, and knowledge. Through deep analysis, research, and collaboration, we will bring forth new technologies, science, perspectives, and ideas to benefit a changing world.
https://www.iowaregents.edu/media/cms/0522_ITEM_12__ISU_StrategicPlanPrin_E07D12556B7DF.pdf
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.