| Overall Rating | Gold - expired |
|---|---|
| Overall Score | 70.07 |
| Liaison | Andrew Horning |
| Submission Date | June 30, 2015 |
| Executive Letter | Download |
University of Michigan
PA-2: Sustainability Planning
| Status | Score | Responsible Party |
|---|---|---|
|
4.00 / 4.00 |
Donald
Scavia Director Graham Environmental Sustainability Institute |
"---"
indicates that no data was submitted for this field
None
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
Date Revised: Aug. 26, 2015
|
No |
| Research (or other scholarship) |
No
Date Revised: Aug. 26, 2015
|
No
Date Revised: Aug. 26, 2015
|
| Campus Engagement | Yes |
Yes
Date Revised: Aug. 26, 2015
|
| Public Engagement | Yes | No |
| Air and Climate | Yes | Yes |
| Buildings | Yes |
Yes
Date Revised: Aug. 26, 2015
|
| Dining Services/Food | Yes | Yes |
| Energy | Yes |
Yes
Date Revised: Aug. 26, 2015
|
| Grounds | Yes | Yes |
| Purchasing | Yes | No |
| Transportation | Yes | Yes |
| Waste | Yes | Yes |
| Water | Yes |
Yes
Date Revised: Aug. 26, 2015
|
| Diversity and Affordability | Yes |
Yes
Date Revised: Aug. 26, 2015
|
| Health, Wellbeing and Work | Yes | Yes |
| Investment | --- | --- |
| Other | --- | --- |
None
A brief description of the plan(s) to advance sustainability in Curriculum:
None.
Date Revised: Aug. 26, 2015
None
The measurable objectives, strategies and timeframes included in the Curriculum plan(s):
---
None
Accountable parties, offices or departments for the Curriculum plan(s):
---
None
A brief description of the plan(s) to advance sustainability in Research (or other scholarship):
None.
Date Revised: Aug. 26, 2015
None
The measurable objectives, strategies and timeframes included in the Research plan(s):
None.
Date Revised: Aug. 26, 2015
None
Accountable parties, offices or departments for the Research plan(s):
None.
Date Revised: Aug. 26, 2015
None
A brief description of the plan(s) to advance Campus Engagement around sustainability:
Campus Engagement: The University of Michigan 5-year Master Plan (http://www.umaec.umich.edu/sustainability-2/master-plan/) is a comprehensive document that communicates the goals and methodologies the University of Michigan is employing to advance campus engagement around sustainability The plan communicates the presidentially-endorsed guiding principle to pursue stakeholder engagement, education, and evaluation strategies toward a campus-wide ethnic of sustainability.
Date Revised: Aug. 26, 2015
None
The measurable objectives, strategies and timeframes included in the Campus Engagement plan:
The 5-year Master Plan communicates U-M’s 2025 goal to invest in sustainability culture programs to educate our community, track behavior, and report on progress over time. New programs created since 2012 in response to this presidentially-endorsed goals include: Planet Blue Ambassadors, Sustainability Cultural Indicators, Planet Blue Student Innovation Fund, and Sustainable Workplace program. Based on recommendations from the Presidentially appointed Committee on the Culture of Sustainability, the university is currently considering establishing the following quantifiable 2025 goals using data from the Sustainability Cultural Indicators Program: Increase ratings for Conservation Behavior, Waste Prevention Behavior, and Rating UM Sustainability Initiatives by 25% over current values and double the indicator score for Sustainability Engagement.
Date Revised: Aug. 26, 2015
None
Accountable parties, offices or departments for the Campus Engagement plan(s):
Graham Sustainability Institute and Office of Campus Sustainability
Date Revised: Aug. 26, 2015
None
A brief description of the plan(s) to advance Public Engagement around sustainability:
Public Engagement: University of Michigan Five-Year Strategic Plan’s Mission Statement: The mission of the University of Michigan is to serve the people of Michigan and the world through preeminence in creating, communicating, preserving and applying knowledge, art, and academic values, and in developing leaders and citizens who will challenge the present and enrich the future. From the Five-Year Plan Vision Statement: We are a community of learners. We serve our multiple constituents by providing access to and participation in scholarly and creative endeavors on a vast scale. Our academic research enterprise affects the world. The university is defined by a culture of interdisciplinary teaching and research, coupled with academic rigor. We encourage our students, faculty, and staff to transcend disciplinary boundaries by tackling complex and vexing problems facing modern societies at local, national, and global levels.
Date Revised: Aug. 26, 2015
None
The measurable objectives, strategies and timeframes included in the Public Engagement plan(s):
---
None
Accountable parties, offices or departments for the Public Engagement plan(s):
---
None
A brief description of the plan(s) to advance sustainability in Air and Climate:
Air & Climate: The University of Michigan 5-year Master Plan (http://www.umaec.umich.edu/sustainability-2/master-plan/) is a comprehensive document that communicates the goals and methodologies the University of Michigan is employing to reduce greenhouse gas emissions. The document communicates U-M’s presidentially-endorsed guiding principle to pursue energy efficiency and fiscally-responsible energy sourcing strategies to reduce greenhouse gas emissions toward long-term carbon neutrality.
Date Revised: Aug. 26, 2015
None
The measurable objectives, strategies and timeframes included in the Air and Climate plan(s):
The 5-year Master Plan communicates U-M’s 2025 goal to decrease campus scope 1 and 2 carbon dioxide emissions by 25 percent below a 2006 baseline. Multiple strategies are being pursued to achieve this goal. For example, the university requires projects with a construction budget of $10 million or greater to exceed American Association of Heating, Refrigeration and Air Conditioning Engineers (ASHRAE) Energy Code 90.1-2007 by 30%. The university also requires the incorporation of numerous mandatory energy conservation measures on projects, comprehensive evaluation of additional energy efficiency measures, and comprehensive modeling of energy usage for proposed projects and development of energy impact statements at each phase of design. Another way the university is addressing the growth in building energy demands is through the Plant Blue Operations Teams program, which actively engages the university community to conserve utilities thereby saving money and benefiting the environment. At the conclusion of FY2013, 130 general fund buildings were actively engaged by the Planet Blue Operations Team to conserve energy, the results at the end of FY13 were energy savings of 8.4% and $4 million in utility savings. The University has also entered into an agreement with DTE to install 600kW of ground based solar arrays on North Campus. Currently under evaluation, the university is exploring the feasibility of expanding the electric generating capacity of its combined heat and power plant, which would greatly reduce reliance on reliance on the local utilities coal-fired generation.
Date Revised: Aug. 26, 2015
None
Accountable parties, offices or departments for the Air and Climate plan(s):
Facilities & Operations
Date Revised: Aug. 26, 2015
None
A brief description of the plan(s) to advance sustainability in Buildings:
Buildings: The University of Michigan 5-year Master Plan (http://www.umaec.umich.edu/sustainability-2/master-plan/) is a comprehensive document that communicates the methodology the University of Michigan is employing to improve building design and construction sustainability.
Date Revised: Aug. 26, 2015
None
The measurable objectives, strategies and timeframes included in the Buildings plan(s):
The university requires projects with a construction budget of $10 million or greater to exceed American Association of Heating, Refrigeration and Air Conditioning Engineers (ASHRAE) Energy Code 90.1-2007 by 30%. The university also requires the incorporation of numerous mandatory energy conservation measures on projects, comprehensive evaluation of additional energy efficiency measures, and comprehensive modeling of energy usage for proposed projects and development of energy impact statements at each phase of design. All projects (new construction and renovation) with a construction budget of $5 million or greater are also subject to an environmental review process to help guide the design from a sustainable practices standpoint. At the conclusion of schematic design, the architect is Section VI Capital Outlay Project Request 9 required to develop a preliminary Leadership in Energy and Environmental Design (LEED) score for the project, using accredited personnel, as a measure of the project’s overall sustainability.
Date Revised: Aug. 26, 2015
None
Accountable parties, offices or departments for the Buildings plan(s):
Facilities and Operations
Date Revised: Aug. 26, 2015
None
A brief description of the plan(s) to advance sustainability in Dining Services/Food:
Dining Services/Food: The University of Michigan 5-year Master Plan (http://www.umaec.umich.edu/sustainability-2/master-plan/) is a comprehensive document that communicates U-M’s guiding principle to pursue food sourcing strategies toward improving the health of ecosystems and communities.
Date Revised: Aug. 26, 2015
None
The measurable objectives, strategies and timeframes included in the Dining Services/Food plan(s):
The 5-year Master Plan communicates U-M’s goals to purchase 20% of U-M food in accordance with U-M Sustainable Food Purchasing Guidelines by 2025.
Date Revised: Aug. 26, 2015
None
Accountable parties, offices or departments for the Dining Services/Food plan(s):
University Housing, Office of Campus Sustainability will provide annual updates.
None
A brief description of the plan(s) to advance sustainability in Energy:
Energy: The University of Michigan 5-year Master Plan (http://www.umaec.umich.edu/sustainability-2/master-plan/) is a comprehensive document that communicates the goals and methodologies the University of Michigan is employing to improve building design and construction sustainability The document communicates U-M’s presidentially-endorsed guiding principle to pursue energy efficiency and fiscally-responsible energy sourcing strategies to reduce greenhouse gas emissions toward long-term carbon neutrality.
Date Revised: Aug. 26, 2015
None
The measurable objectives, strategies and timeframes included in the Energy plan(s):
The 5-year Master Plan communicates U-M’s 2025 goal to decrease campus scope 1 and 2 carbon dioxide emissions by 25 percent below a 2006 baseline. Multiple strategies are being pursued to achieve this goal. For example, the university requires projects with a construction budget of $10 million or greater to exceed American Association of Heating, Refrigeration and Air Conditioning Engineers (ASHRAE) Energy Code 90.1-2007 by 30%. The university also requires the incorporation of numerous mandatory energy conservation measures on projects, comprehensive evaluation of additional energy efficiency measures, and comprehensive modeling of energy usage for proposed projects and development of energy impact statements at each phase of design. Another way the university is addressing the growth in building energy demands is through the Plant Blue Operations Teams program, which actively engages the university community to conserve utilities thereby saving money and benefiting the environment. At the conclusion of FY2013, 130 general fund buildings were actively engaged by the Planet Blue Operations Team to conserve energy, the results at the end of FY13 were energy savings of 8.4% and $4 million in utility savings. The University has also entered into an agreement with DTE to install 600kW of ground based solar arrays on North Campus. Currently under evaluation, the university is exploring the feasibility of expanding the electric generating capacity of its combined heat and power plant, which would greatly reduce reliance on reliance on the local utilities coal-fired generation.
Date Revised: Aug. 26, 2015
None
Accountable parties, offices or departments for the Energy plan(s):
Facilities and Operations
Date Revised: Aug. 26, 2015
None
A brief description of the plan(s) to advance sustainability in Grounds:
Grounds: The University of Michigan 5-year Master Plan (http://www.umaec.umich.edu/sustainability-2/master-plan/) is a comprehensive document that includes the goals and methodologies the University of Michigan is improve the environmental impacts of its grounds management.
Date Revised: Aug. 26, 2015
None
The measurable objectives, strategies and timeframes included in the Grounds plan(s):
The Master Plan communicates the presidentially endorsed goal to protect land and water quality by reducing runoff from impervious surfaces and reducing the volume of land management chemicals by 40% below 2006 baseline by 2025. Strategies include: Applying an integrated landscaping approach that recognizes vegetation, soils, pavement systems, and storm water management as interlinked, and helps to restore the quality and capacity of the regional Huron River watershed; Minimizing use of potable water for irrigation, increase water retained for beneficial purposes on campus, and improve the quality of water outflow; Reducing water use for infrastructure to the maximum extent possible; Reducing storm water runoff through on-site mitigation techniques such as rain gardens, storm water retention basins, or green roofs, when appropriate; and Minimizing irrigation through the use of drought resistant plantings and properly selected soils.
Date Revised: Aug. 26, 2015
None
Accountable parties, offices or departments for the Grounds plan(s):
Facilities and Operations
Date Revised: Aug. 26, 2015
None
A brief description of the plan(s) to advance sustainability in Purchasing:
The University of Michigan 5-year Master Plan (http://www.umaec.umich.edu/sustainability-2/master-plan/) is a comprehensive document that includes the presidentially-endorsed guiding principles to pursue purchasing, reuse, recycling, and composting strategies toward long-term waste eradication, as well as to pursue product sourcing strategies toward improving the health of ecosystems and communities.
Date Revised: Aug. 26, 2015
None
The measurable objectives, strategies and timeframes included in the Purchasing plan(s):
---
None
Accountable parties, offices or departments for the Purchasing plan(s):
---
None
A brief description of the plan(s) to advance sustainability in Transportation:
Transportation: The University of Michigan 5-year Master Plan (http://www.umaec.umich.edu/sustainability-2/master-plan/) is a comprehensive document that includes the goals and methodologies the University of Michigan is improve the environmental impacts of its transportation system.
Date Revised: Aug. 26, 2015
None
The measurable objectives, strategies and timeframes included in the Transportation plan(s):
The Master Plan communicates the presidentially endorsed goal to decrease carbon intensity of passenger trips on U-M transportation options by 30% below 2006 baseline by 2025. Goal successes to date include: 1) GreenRide is a web-based ride-matching system that helps university commuters find carpool/vanpool partners by searching for other employees who live nearby and have similar schedules. Over 3,000 employees have registered since the program launched in May 2008. The GreenRide program reduces the load on campus parking infrastructure, vehicle maintenance, and vehicle depreciation expenses. It reduces parking and campus traffic congestion and vehicle emissions, and contributes to the improvement of air quality; 2) U-M Sponsored Vanpool system has entered its tenth decade of operation, with 600 employees participating in 95 vanpools; 3) The university operates the largest alternative fuel fleet in the state with 1,078 total vehicles that includes 15 all electrical, 53 gas-electric hybrid, 612 fueled with E-85 ethanol, 78 B-20 bio-diesel fueled trucks and buses, and 7 diesel-electric hybrid buses.
Date Revised: Aug. 26, 2015
None
Accountable parties, offices or departments for the Transportation plan(s):
Facilities and Operations
Date Revised: Aug. 26, 2015
None
A brief description of the plan(s) to advance sustainability in Waste:
Waste: The University of Michigan 5-year Master Plan (http://www.umaec.umich.edu/sustainability-2/master-plan/) is a comprehensive document that includes the goals and methodologies the University of Michigan is employing to divert landfill waste. It includes the presidentially-endorsed guiding principle to pursue purchasing, reuse, recycling, and composting strategies toward long-term waste eradication.
Date Revised: Aug. 26, 2015
None
The measurable objectives, strategies and timeframes included in the Waste plan(s):
The Master Plan communicates the presidentially endorsed goal to reduce waste tonnage to disposal facilities by 40% below 2006 baseline by 2025.
Date Revised: Aug. 26, 2015
None
Accountable parties, offices or departments for the Waste plan(s):
Facilities and Operations
Date Revised: Aug. 26, 2015
None
A brief description of the plan(s) to advance sustainability in Water:
Water : U-M’s 5-year Master Plan (http://www.umaec.umich.edu/sustainability-2/master-plan/) is a comprehensive document that communicates the methodology AEC is employing to improve building design and construction sustainability including water saving at the University of Michigan. The University of Michigan 5 Year Master Plan also has a goal to protect Huron River water quality.
Date Revised: Aug. 26, 2015
None
The measurable objectives, strategies and timeframes included in the Water plan(s):
The Master Plan communicates the presidentially endorsed goal to protect land and water quality by reducing runoff from impervious surfaces and reducing the volume of land management chemicals by 40% below 2006 baseline by 2025. Strategies include Apply an integrated landscaping approach that recognizes vegetation, soils, pavement systems, and storm water management as interlinked, and helps to restore the quality and capacity of the regional Huron River watershed. Minimize use of potable water for irrigation, increase water retained for beneficial purposes on campus, and improve the quality of water outflow. Reduce water use for infrastructure to the maximum extent possible. Reduce storm water runoff through on-site mitigation techniques such as rain gardens, storm water retention basins, or green roofs, when appropriate. Minimize irrigation through the use of drought resistant plantings and properly selected soils.
Date Revised: Aug. 26, 2015
None
Accountable parties, offices or departments for the Water plan(s):
Facilities and Operations
Date Revised: Aug. 26, 2015
None
A brief description of the plan(s) to advance Diversity and Affordability:
Diversity and Affordability: The University of Michigan Five-Year Master Plan includes the following in its Vision Statement: We celebrate and promote diversity in all its forms, seeking the understanding and perspective that distinct life experiences bring. We proclaim ourselves a scholarly community in which ideas may be freely expressed and challenged, and all people are welcomed, respected, and nurtured in their academic and social development. The University Human Resources Strategic Plan for 2011-2016 includes an objective to improve diversity. As outlined in the Ann Arbor campus General Fund Budget for 2015-2016 (https://www.provost.umich.edu/reports/Diversity%20Equity%20Inclusion%20Report.pdf) and associated plans, the university is committed to improving affordability and access for students.
Date Revised: Aug. 26, 2015
None
The measurable objectives, strategies and timeframes included in the Diversity and Affordability plan(s):
The objective of the Human Resources Strategic Plan for 2011-2016 is to facilitate a workplace culture and climate that is respectful, inclusive, collaborative and healthy. Strategies include: - Develop plans to promote diversity and cultural competency among faculty and staff across all Hospital and Health System programs and advance a vision to target underserved populations in clinical care and research endeavors. -Ensure that all members of our community, including individuals with disabilities, have equal access to, and can fully participate in, all aspects of the U-M’s information technology. -Continue to create and implement structures, services, programs, and education relative to all aspects of campus life for faculty, staff, students, patients and visitors with disabilities. Regarding goals to improve affordability and access, the University plans to have no increase in net cost for In-State and Out-of-State students with financial need. U-M also plans to meet the full need of all In-State Students and full need of Out-of-State students with a family income up to ~$68,000. They plan to aggressively control costs the following ways: Consolidation of IT services (network, storage, security), ongoing savings from strategic vendors, consolidation of graphic arts services, increased efficiency in non-hazardous waste removal, phasing out low-enrollment courses and programs, and increasing the use of philanthropic resources to support core activities.
Date Revised: Aug. 26, 2015
None
Accountable parties, offices or departments for the Diversity and Affordability plan(s):
Provost and Human Resources
Date Revised: Aug. 26, 2015
None
A brief description of the plan(s) to advance sustainability in Health, Wellbeing and Work:
Health, Wellbeing and Work: The University of Michigan Five-Year Master Plan: Communicates that the university champions fitness, disease prevention, and policy research to advance health, quality of life, and longevity. University Human Resources Strategic plan for 2011-2016 includes health and well-being. U-M seeks to advance health care detection, treatment, prevention and policy that will improve the health of our community, the nation and the globe.
Date Revised: Aug. 26, 2015
None
The measurable objectives, strategies and timeframes included in the Health, Wellbeing and Work plan(s):
Human resources strategic goal is to improve the university community’s health and well-being, reduce the health care cost trend and enhance productivity. Their strategies to do this: Maximize healthy behaviors of benefits-eligible faculty and staff by achieving and maintaining high participation in MHealthy programs. - Offer regular opportunities to identify health risk factors and access high-quality interventions to reduce them. - Implement targeted interventions to help faculty, staff and their families better manage chronic conditions that impact health costs, absenteeism, productivity and quality of life. - Implement cultural and physical improvements to support healthy behaviors, such as social and policy support, leadership activities, improved fitness center access, healthy food availability, and space for lactation. - Complete MHealthy’s first five-year evaluation (through CY 2013) to assess progress and develop an action plan that ensures success. - Engage university-wide representatives in the development of the MHealthy strategic plan for 2013–2018.
Date Revised: Aug. 26, 2015
None
Accountable parties, offices or departments for the Health, Wellbeing and Work plan(s):
Human Resources
Date Revised: Aug. 26, 2015
None
A brief description of the plan(s) to advance sustainability in Investment:
---
None
The measurable objectives, strategies and timeframes included in the Investment plan(s):
---
None
Accountable parties, offices or departments for the Investment plan(s):
---
None
A brief description of the plan(s) to advance sustainability in other areas:
---
None
The measurable objectives, strategies and timeframes included in the other plan(s):
---
None
Accountable parties, offices or departments for the other plan(s):
---
None
The institution’s definition of sustainability:
Sustainability encompasses solutions-driven scholarship and practice that seeks to safeguard the planet's life-support systems and enhance quality of life for present and future generations.
The field is defined by the problems it addresses rather than the disciplines it employs. It draws from multiple disciplines of the natural, social, engineering, design, and health sciences; from the professions and humanities; and from practical field experience in business, government, and civil society.
Date Revised: Aug. 26, 2015
None
Does the institution’s strategic plan or equivalent guiding document include sustainability at a high level?:
Yes
Date Revised: Aug. 26, 2015
Date Revised: Aug. 26, 2015
None
A brief description of how the institution’s strategic plan or equivalent guiding document addresses sustainability:
---
None
The website URL where information about the institution’s sustainability planning is available:
---
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.