| Overall Rating | Silver - expired |
|---|---|
| Overall Score | 53.24 |
| Liaison | Tess Esposito |
| Submission Date | Feb. 23, 2017 |
| Executive Letter | Download |
University of Dayton
PA-2: Sustainability Planning
| Status | Score | Responsible Party |
|---|---|---|
|
2.50 / 4.00 |
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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 | No | No |
| Research (or other scholarship) | Yes | Yes |
| Campus Engagement | Yes | Yes |
| Public Engagement | No | No |
| Air and Climate | Yes | No |
| Buildings | Yes | Yes |
| Dining Services/Food | No | No |
| Energy | Yes | No |
| Grounds | Yes | Yes |
| Purchasing | No | No |
| Transportation | No | No |
| Waste | Yes | No |
| Water | No | No |
| Diversity and Affordability | Yes | Yes |
| Health, Wellbeing and Work | Yes | Yes |
| Investment | --- | --- |
| Other | No | No |
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A brief description of the plan(s) to advance sustainability in Curriculum:
Curriculum refers to the the School of Engineering only. The School of Engineering developed a strategic plan in 2015 that includes facilitating “short-term, topical problem- or project-based courses that emerge out of and respond to the world’s most pressing needs” (Tactic 3.1.B), drawing on a mission to “guide the transformation of students … who demonstrate social and global awareness and lead their communities for the betterment of all.” The School of Engineering embraces the value of Service “for the common good and guardianship for the Earth as our common home.”
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The measurable objectives, strategies and timeframes included in the Curriculum plan(s):
Tactic 3.1.B – Action 3.1.B1: Establish process to draw course topic possibilities from students, faculty, alumni, and external stakeholders, link topics to interested faculty. Proposed Metric(s): Process defined and approved by the Academic Leadership Council and in place. Number of topic proposals.
Tactic 3.1.B – Action 3.1.B2: Establish communication process to publicize course opportunities and results and outcomes from these types of courses to all constituencies. Proposed Metric(s): Process established and approved by the Academic Leadership Council and in place. Number of students completing special topic courses.
None
Accountable parties, offices or departments for the Curriculum plan(s):
School of Engineering
None
A brief description of the plan(s) to advance sustainability in Research (or other scholarship):
1) The University’s 2015-2017 Strategic Plan embraces four goals: preparing a new generation of student leaders; cultivating outstanding scholarship, research, and artistic creation; strengthening the Catholic and Marianist identity; and advancing global and intercultural citizenship and engagement.
2) The School of Engineering developed a strategic plan in 2015 that includes emerging “as a recognized leader in research and innovation that serves the common good” (Strategic Initiative 3.2), drawing on a mission to “guide the transformation of students … who demonstrate social and global awareness and lead their communities for the betterment of all.” The School of Engineering embraces the value of Service “for the common good and guardianship for the Earth as our common home.”
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The measurable objectives, strategies and timeframes included in the Research plan(s):
1) Strategic Initiative 2.1 – Tactic 2.1.B: Make new investments and foster institutional partnerships to expand influential multidisciplinary research in human rights and in environmental sustainability, with attention to intersections between these two areas of profound concern.
2) Tactic 3.2.A: Embrace ethically, socially, and environmentally responsible research to inspire and support faculty and students and to communicate a transformative vision of engineering research to the world. Action 3.2.A1: Define what is meant by research and innovation that serves the common good and what is meant by national leadership relative to this type of research and innovation. Proposed Metric(s): Definitions in Place.
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Accountable parties, offices or departments for the Research plan(s):
1) Provost's Office; Hanley Sustainability Institute; Human Rights Center
2) School of Engineering
None
A brief description of the plan(s) to advance Campus Engagement around sustainability:
1) The University’s 2015-2017 Strategic Plan embraces four goals: preparing a new generation of student leaders; cultivating outstanding scholarship, research, and artistic creation; strengthening the Catholic and Marianist identity; and advancing global and intercultural citizenship and engagement. Strategic Initiative 1.2 calls for promoting "learning through active engagement with community."
2) The School of Engineering developed a strategic plan in 2015 that includes leading “in holistic, experience-driven education through engaged faculty, effective management, dedicated improvements, accountability, and innovation” (Strategic Initiative 2.1), drawing on a mission to “guide the transformation of students … who demonstrate social and global awareness and lead their communities for the betterment of all.” The School of Engineering embraces the value of Service “for the common good and guardianship for the Earth as our common home.”
None
The measurable objectives, strategies and timeframes included in the Campus Engagement plan:
1) Strategic Initiative 1.2 – Tactic 1.2.A: Expand and support initiatives in community-engaged learning and service, and connect community engagement to students’ leadership development through the Marianist educational tradition.
2) Tactic 2.1.D: Establish as a signature element of our engineering education a community engaged learning approach that connects students and faculty with local, national, and international partners. Action 2.1.D1: Create ETHOS Center to provide centralized administrative support and development for ALL community-engaged learning initiatives. Proposed Metric(s): Established center with budget commitment for operating costs, including staff and faculty support. Number of CEL courses, faculty and student participants. Number of repeat partner organizations. Number of IC projects. Learning outcome metrics.
None
Accountable parties, offices or departments for the Campus Engagement plan(s):
1) Fitz Center for Leadership in Community; Office of Experiential Learning.
2) School of Engineering
None
A brief description of the plan(s) to advance Public Engagement around sustainability:
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None
The measurable objectives, strategies and timeframes included in the Public Engagement plan(s):
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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:
The 2008 Campus Master Plan, Building Design Guidelines, Goal 3 recommends designing buildings to take advantage of Ohio’s climate through the implementation of alternative energy solutions. Use designs that emit zero greenhouse gases into the atmosphere or that are carbon neutral such as solar energy, solar thermal, natural ventilation, and wind power.
None
The measurable objectives, strategies and timeframes included in the Air and Climate plan(s):
none
None
Accountable parties, offices or departments for the Air and Climate plan(s):
Facilities Management
None
A brief description of the plan(s) to advance sustainability in Buildings:
1) The University’s 2015-2017 Strategic Plan embraces five goals: preparing a new generation of student leaders; cultivating outstanding scholarship, research, and artistic creation; strengthening the Catholic and Marianist identity; advancing global and intercultural citizenship and engagement, and practicing responsible stewardship. Strategic Initiative 5.2 calls for supporting “curriculum, faculty, researchers, and staff with facilities, equipment, and information technology and resources that will enable them to fulfill their potential and contribute most effectively to the University and the wider community.
2) The School of Engineering developed a strategic plan in 2015 that includes pursuing “continuous improvement and excellence within a supportive and collaborative climate” (Strategic Initiative 1.3), drawing on a mission to “guide the transformation of students … who demonstrate social and global awareness and lead their communities for the betterment of all.” The School of Engineering embraces the value of Service “for the common good and guardianship for the Earth as our common home.”
None
The measurable objectives, strategies and timeframes included in the Buildings plan(s):
1) Strategic Initiative 5.2 – Tactic 5.2.B: Emphasize master planning as well as the continual improvement in the environmental sustainability of facilities and grounds to progress toward the goals of the President’s Climate Commitment.
2) Tactic 1.3.D: Establish cutting-edge, adaptive and sustainable spaces that support a working and learning environment that facilitates community, collaboration, and inclusion. Action 1.3.D1: Implement the 2015 School of Engineering Comprehensive Space and Facilities Master Plan for Kettering Labs with attention to guiding principles including sustainability, accessibility, flexibility, efficiency, and creativity in our learning spaces. Proposed Metric(s): Plan is executed on schedule.
None
Accountable parties, offices or departments for the Buildings plan(s):
1) Facilities Management
2) School of Engineering
None
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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None
Accountable parties, offices or departments for the Dining Services/Food plan(s):
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None
A brief description of the plan(s) to advance sustainability in Energy:
The 2008 Campus Master Plan, Building Design Guidelines, Goal 3 recommends designing buildings to take advantage of Ohio’s climate through the implementation of alternative energy solutions. Solar energy, solar thermal, natural ventilation, and wind power are described as viable options for consideration.
None
The measurable objectives, strategies and timeframes included in the Energy plan(s):
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None
Accountable parties, offices or departments for the Energy plan(s):
Facilities Management
None
A brief description of the plan(s) to advance sustainability in Grounds:
The University’s 2015-2017 Strategic Plan embraces five goals: preparing a new generation of student leaders; cultivating outstanding scholarship, research, and artistic creation; strengthening the Catholic and Marianist identity; advancing global and intercultural citizenship and engagement, and practicing responsible stewardship. Strategic Initiative 5.2 calls for supporting “curriculum, faculty, researchers, and staff with facilities, equipment, and information technology and resources that will enable them to fulfill their potential and contribute most effectively to the University and the wider community.
None
The measurable objectives, strategies and timeframes included in the Grounds plan(s):
Strategic Initiative 5.2 – Tactic 5.2.B: Emphasize master planning as well as the continual improvement in the environmental sustainability of facilities and grounds to progress toward the goals of the President’s Climate Commitment.
None
Accountable parties, offices or departments for the Grounds plan(s):
Facilities Management
None
A brief description of the plan(s) to advance sustainability in Purchasing:
The University of Dayton implemented a purchasing policy requiring all purchases of appliances, computers/electronics, equipment, heating/cooling, lighting must be Energy Star certified.
None
The measurable objectives, strategies and timeframes included in the Purchasing plan(s):
All purchases must be Energy Star.
None
Accountable parties, offices or departments for the Purchasing plan(s):
Facilities Management
None
A brief description of the plan(s) to advance sustainability in Transportation:
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None
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:
The 2008 Campus Master Plan, Building Design Guidelines, Goal 4 calls for minimizing waste by providing opportunities for recycling and the salvaging and reusing of existing materials. Recommendations include: 1) enhancing the recycling and composting standard practices that have been developed by Facilities Management with new dedicated container recycling areas; and 2) finding ways of using debris from renovation projects and demolished buildings on site and through recycling to avoid sending to landfills.
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The measurable objectives, strategies and timeframes included in the Waste plan(s):
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Accountable parties, offices or departments for the Waste plan(s):
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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) The University’s 2015-2017 Strategic Plan embraces five goals: preparing a new generation of student leaders; cultivating outstanding scholarship, research, and artistic creation; strengthening the Catholic and Marianist identity; advancing global and intercultural citizenship and engagement, and practicing responsible stewardship. Strategic Initiative 1.1 calls for focusing “the entire University on the concept and practice of transformative education through integrating learning and living in community”. Goal 4 calls for initiatives that support becoming a more “diverse, multicultural, and international university.”
2) The School of Engineering developed a strategic plan in 2015 that includes nourishing “an inclusive learning environment in which faculty, staff, and students contribute to a rich and diverse community” (Strategic Initiative 2.2), drawing on a mission to “guide the transformation of students … who demonstrate social and global awareness and lead their communities for the betterment of all.” The School of Engineering embraces the value of Service “for the common good and guardianship for the Earth as our common home.”
None
The measurable objectives, strategies and timeframes included in the Diversity and Affordability plan(s):
1)Strategic Initiative 1.1 – Tactic 1.1B: Increase the number and diversity of full-time, tenure-track faculty in targeted areas, especially in first-year CAP-related courses, and decrease reliance on part-time faculty in these areas. Strategic Initiative 4.3 – Tactic 4.3.A: Improve recruitment, academic and scholarship support, persistence to graduation, and an inclusive environment for domestic minority and international graduate and undergraduate students, with particular attention to diverse underrepresented minority and international student populations. Tactic 4.3.B: Improve recruitment, advancement, and leadership opportunities for faculty and staff from groups underrepresented in the university community.
2) Tactic 2.2A: Educate students, faculty, and staff about the value of diversity in engineering to achieve an inclusive learning community and to maximize personal, professional, and team effectiveness. Action 2.2.A1: Articulate the School of Engineering messaging on the value of ethnic diversity and diversity in skills, ideas, and personal experiences to the engineering workplace and communicate those messages to faculty, staff, and other stakeholders. Proposed Metric(s): Message communicated to multiple stakeholders through multiple channels (e.g. website, marketing material, print media, and social media). Action 2.2A2: Integrate academic components to educate students about diversity issues in engineering and the cultural richness of contemporary engineering organizations and to leverage that learning to maximize personal, professional and team effectiveness. Proposed Metric(s): Number of academic components developed. Number of students reached each year. Perceived value of academic programming. …
Tactic 2.2.B: Lead peer institutions in the recruitment of underrepresented populations – including women and domestic minority students – and in the retention and graduation of all minority groups. Action 2.2.B1: Establish a Diversity Engineering Center. Proposed Metric(s): Established Center with budget commitment for operating costs, including staff and faculty support. … continues through Action 2.2.B7.
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Accountable parties, offices or departments for the Diversity and Affordability plan(s):
1) Provost Office; Office of Multicultural Affairs; Vice President for Diversity and Inclusion
2) School of Engineering
None
A brief description of the plan(s) to advance sustainability in Health, Wellbeing and Work:
The University's 2015-2017 Strategic Plan, Strategic Initiative 1.3 calls for supporting “all students to flourish academically and personally through the provision of services and programs that meet their needs.”
The 2008 Campus Master Plan, Building Design Guidelines, Goal 5 calls for protecting occupant health and well-being through better indoor air quality, access to daylight, and thermal comfort. Recommendations include: 1) eliminating individual sources of pollution and reducing emissions; 2) increasing the amount of outdoor air coming indoors through cross ventilation; and 3) providing natural daylight without glare.
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The measurable objectives, strategies and timeframes included in the Health, Wellbeing and Work plan(s):
Tactic 1.3.A: Further student wellness and responsible decision-making through healthy living programs, prevention education, and infusion of Commitment to Community across the University.
Tactic 1.3.B: Provide academic and engagement opportunities that support student retention and success, address alcohol abuse and sexual violence, increase spiritual awareness, and promote mental and physical health.
None
Accountable parties, offices or departments for the Health, Wellbeing and Work plan(s):
Dean of Students
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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?:
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A brief description of how the institution’s strategic plan or equivalent guiding document addresses sustainability:
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The website URL where information about the institution’s sustainability planning is available:
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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.