| Overall Rating | Silver - expired |
|---|---|
| Overall Score | 61.36 |
| Liaison | Elizabeth Swiman |
| Submission Date | Jan. 30, 2015 |
| Executive Letter | Download |
Florida State University
PA-2: Sustainability Planning
| Status | Score | Responsible Party |
|---|---|---|
|
4.00 / 4.00 |
Elizabeth
Swiman Director of Campus Sustainability Facilities |
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 | Yes | Yes |
| Research (or other scholarship) | Yes | Yes |
| Campus Engagement | Yes | Yes |
| Public Engagement | Yes | Yes |
| Air and Climate | Yes | Yes |
| Buildings | Yes | Yes |
| Dining Services/Food | No | No |
| Energy | Yes | Yes |
| Grounds | Yes | Yes |
| Purchasing | Yes | Yes |
| Transportation | Yes | Yes |
| Waste | Yes | Yes |
| Water | Yes | Yes |
| Diversity and Affordability | Yes | Yes |
| Health, Wellbeing and Work | Yes | Yes |
| Investment | No | No |
| Other | Yes | Yes |
A brief description of the plan(s) to advance sustainability in Curriculum:
see Notes section
The measurable objectives, strategies and timeframes included in the Curriculum plan(s):
Goal 2.1—Florida State University will provide an undergraduate experience unsurpassed in developing well-rounded students who demonstrate excellence in their majors, exceptional leadership, and the ability to engage in lifelong learning, and contribute to a diverse and global society.
Goal 2.2—Create an engaged intellectual community among faculty and students that fosters excellence and communication across disciplines, and prepares graduate and professional students to succeed in the 21st-century global workforce.
Strategic Priority 2 - Florida State University will provide an undergraduate experience unsurpassed in developing well-rounded students who demonstrate excellence in their majors, exceptional leadership, and the ability to engage in lifelong learning, and contribute to a diverse and global society. (Increased DIS enrollment)
Accountable parties, offices or departments for the Curriculum plan(s):
campus wide
A brief description of the plan(s) to advance sustainability in Research (or other scholarship):
see Notes section
The measurable objectives, strategies and timeframes included in the Research plan(s):
Goal 4.1—Increase the quality and quantity of research and creative endeavors.
Goal 4.2—Expand the number of nationally or internationally recognized interdisciplinary academic programs.
Goal 4.3—Increase investments and external support to ensure administrative and academic sustainability for research and creative endeavors.
Strategic Priority 4 - Increase the quality and quantity of research and creative endeavors. (The university will encourage faculty and students to develop proposals for funding research and creative activities. A critical success factor in this process is the number of proposals submitted to funding agencies and their success in securing contracts and grants. Because of the complexity of the proposal process, a single measure will not suffice. Proposals, for example, vary in size and period of time. As a result, four indicators will serve as measures: the number of proposals submitted to funding agencies; the number of new contracts and grants; the number of extensions/renewals, and the number of active projects.)
Accountable parties, offices or departments for the Research plan(s):
campus wide
A brief description of the plan(s) to advance Campus Engagement around sustainability:
see Notes section
The measurable objectives, strategies and timeframes included in the Campus Engagement plan:
Goal 5.1—Accommodate and expand a collaborative campus.
Goal 5.2—Develop the skills and provide opportunities for lifelong learning.
Goal 5.3—Continue to promote a culture of academic and professional integrity.
Goal 5.4—Foster global citizenship.
Accountable parties, offices or departments for the Campus Engagement plan(s):
campus wide
A brief description of the plan(s) to advance Public Engagement around sustainability:
see Notes section
The measurable objectives, strategies and timeframes included in the Public Engagement plan(s):
Goal 5.1—Accommodate and expand a collaborative campus.
Goal 5.2—Develop the skills and provide opportunities for lifelong learning.
Goal 5.3—Continue to promote a culture of academic and professional integrity.
Goal 5.4—Foster global citizenship.
Accountable parties, offices or departments for the Public Engagement plan(s):
campus wide
A brief description of the plan(s) to advance sustainability in Air and Climate:
see Notes section
The measurable objectives, strategies and timeframes included in the Air and Climate plan(s):
Goal 6.3—Foster a spirit of service excellence.
Goal 6.4—Achieve excellence in the physical campus environment.
Goal 6.5—Achieve excellence in the sustainable campus environment.
Accountable parties, offices or departments for the Air and Climate plan(s):
campus wide
A brief description of the plan(s) to advance sustainability in Buildings:
see Notes section
The measurable objectives, strategies and timeframes included in the Buildings plan(s):
Goal 6.3—Foster a spirit of service excellence.
Goal 6.4—Achieve excellence in the physical campus environment.
Goal 6.5—Achieve excellence in the sustainable campus environment.
Accountable parties, offices or departments for the Buildings plan(s):
campus wide
A brief description of the plan(s) to advance sustainability in Dining Services/Food:
n/a
The measurable objectives, strategies and timeframes included in the Dining Services/Food plan(s):
n/a
Accountable parties, offices or departments for the Dining Services/Food plan(s):
n/a
A brief description of the plan(s) to advance sustainability in Energy:
see Notes section
The measurable objectives, strategies and timeframes included in the Energy plan(s):
Goal 6.3—Foster a spirit of service excellence.
Goal 6.4—Achieve excellence in the physical campus environment.
Goal 6.5—Achieve excellence in the sustainable campus environment.
Accountable parties, offices or departments for the Energy plan(s):
campus wide
A brief description of the plan(s) to advance sustainability in Grounds:
see Notes section
The measurable objectives, strategies and timeframes included in the Grounds plan(s):
Goal 6.3—Foster a spirit of service excellence.
Goal 6.4—Achieve excellence in the physical campus environment.
Goal 6.5—Achieve excellence in the sustainable campus environment.
Accountable parties, offices or departments for the Grounds plan(s):
campus wide
A brief description of the plan(s) to advance sustainability in Purchasing:
see Notes section
The measurable objectives, strategies and timeframes included in the Purchasing plan(s):
Goal 6.3—Foster a spirit of service excellence.
Goal 6.4—Achieve excellence in the physical campus environment.
Goal 6.5—Achieve excellence in the sustainable campus environment.
Accountable parties, offices or departments for the Purchasing plan(s):
campus wide
A brief description of the plan(s) to advance sustainability in Transportation:
see Notes section
The measurable objectives, strategies and timeframes included in the Transportation plan(s):
Goal 6.3—Foster a spirit of service excellence.
Goal 6.4—Achieve excellence in the physical campus environment.
Goal 6.5—Achieve excellence in the sustainable campus environment.
Accountable parties, offices or departments for the Transportation plan(s):
campus wide
A brief description of the plan(s) to advance sustainability in Waste:
see Notes section
The measurable objectives, strategies and timeframes included in the Waste plan(s):
Goal 6.3—Foster a spirit of service excellence.
Goal 6.4—Achieve excellence in the physical campus environment.
Goal 6.5—Achieve excellence in the sustainable campus environment.
Accountable parties, offices or departments for the Waste plan(s):
campus wide
A brief description of the plan(s) to advance sustainability in Water:
see Notes section
The measurable objectives, strategies and timeframes included in the Water plan(s):
Goal 6.3—Foster a spirit of service excellence.
Goal 6.4—Achieve excellence in the physical campus environment.
Goal 6.5—Achieve excellence in the sustainable campus environment.
Accountable parties, offices or departments for the Water plan(s):
campus wide
A brief description of the plan(s) to advance Diversity and Affordability:
see Notes section
Diversity & Inclusion Initiatives (http://hr.fsu.edu/diversity/index.cfm?page=diversity_inclusion_initiatives):
- Leadership, Faculty, Staff and Student Involvement
- Education, Training and Development
- Recruitment & Retention
- Community Relations
- Communication
- Policy and Program Development
- Measurement and Reporting
The measurable objectives, strategies and timeframes included in the Diversity and Affordability plan(s):
Goal 1.1—Florida State University will be a school of choice for talented students.
Goal 1.2—Florida State University will be a leader in overall graduation rates by ensuring that students (undergraduate, graduate, and professional) progress toward the degree in a timely manner.
Goal 3.1—Recruit and hire outstanding employees at all levels.
Goal 3.2—Create and maintain a harmonious, diverse, inclusive, and high performing work environment.
Accountable parties, offices or departments for the Diversity and Affordability plan(s):
campus wide
A brief description of the plan(s) to advance sustainability in Health, Wellbeing and Work:
see Notes section
The measurable objectives, strategies and timeframes included in the Health, Wellbeing and Work plan(s):
As part of Strategic Priority 6 - Expand mental health, campus wellness, and security programs
Accountable parties, offices or departments for the Health, Wellbeing and Work plan(s):
campus wide
A brief description of the plan(s) to advance sustainability in Investment:
n/a
The measurable objectives, strategies and timeframes included in the Investment plan(s):
n/a
Accountable parties, offices or departments for the Investment plan(s):
n/a
A brief description of the plan(s) to advance sustainability in other areas:
see Notes section
The measurable objectives, strategies and timeframes included in the other plan(s):
Campus Strategic Plan
Finance & Administration Strategic Initiatives
Campus Master Plan
University Diversity Plan
Accountable parties, offices or departments for the other plan(s):
campus wide
The institution’s definition of sustainability:
Sustainability is development that meets the needs of today without compromising the ability of future generations to meet their own needs. A sustainable campus is one that develops process or management systems that help create a vibrant campus economy & high quality of life while respecting the need to sustain natural resources and protect the environment. Sustainable programs are those that result from an institution’s commitment to environmental, social, & economic health.
Does the institution’s strategic plan or equivalent guiding document include sustainability at a high level?:
A brief description of how the institution’s strategic plan or equivalent guiding document addresses sustainability:
Strategic Priority 6.5 states that FSU shall “achieve excellence in the sustainable campus environment.”
The website URL where information about the institution’s sustainability planning is available:
Data source(s) and notes about the submission:
A combination of strategic plans guides FSU’s initiatives. All campus units report goals and accomplishments through one or more of the following:
FSU Strategic Plan (2009-20114) – Guided by the mission and vision statements, FSU established strategic priorities and supporting goals, along with featured measures. Strategic priorities are key areas, aligned to and consistent with the mission and vision, in which the university will invest incremental resources above and beyond those for normal day-to-day operations. Supporting goals—outcome statements aligned with the priorities—define what the university is trying to do both programmatically and operationally. The featured measures provide high-level indicators that help gauge the progress toward the priorities.
SP 1.0 Recruit and graduate outstanding and diverse students
SP 2.0 Enrich the student experience while supporting and improving undergraduate, graduate, and professional education
SP 3.0 Recruit, develop, and retain outstanding and diverse faculty and staff
SP 4.0 Enhance research and creative endeavors
SP 5.0 Foster academic excellence
SP 6.0 Ensure operational excellence while maintaining financial integrity
SP 7.0 Strengthen the public service mission of the university
SP 8.0 Build the university’s national reputation
Division of Finance & Administration Strategic Vision (2011-2016)
1. Provide excellent customer service
2. Pursue value-added business opportunities
3. Promote excellence in technology services
4. Make FSU a great place to work
5. Optimize organizational performance
6. Achieve excellence in the physical campus environment
a. Acquire suitable land to meet institutional needs as funds allow.
b. Optimize the utilization of all University properties and facilities.
c. Embrace sustainable approaches to facilities management and create opportunities for other campus activity.
d. Embrace opportunities to develop student-centered space.
e. Mitigate potentially volatile utility costs by continuing to pursue the benefits of developing and managing sustainable facilities and seeking other opportunities for energy conservation.
f. Continue to manage new construction and renovation costs while optimizing facility functionality.
g. Strengthen preventative maintenance while reducing deferred maintenance.
h. Develop transportation and parking systems that optimize the movement of people and vehicles without disrupting campus beauty, serenity, safety, and operations.
7. Maintain a safe and secure campus environment
The University’s adopted master (2011-2015) plan contains goals, objectives, and policies relating to sustainability: conservation, utilities, transportation, and landscape design guidelines.
A combination of strategic plans guides FSU’s initiatives. All campus units report goals and accomplishments through one or more of the following:
FSU Strategic Plan (2009-20114) – Guided by the mission and vision statements, FSU established strategic priorities and supporting goals, along with featured measures. Strategic priorities are key areas, aligned to and consistent with the mission and vision, in which the university will invest incremental resources above and beyond those for normal day-to-day operations. Supporting goals—outcome statements aligned with the priorities—define what the university is trying to do both programmatically and operationally. The featured measures provide high-level indicators that help gauge the progress toward the priorities.
SP 1.0 Recruit and graduate outstanding and diverse students
SP 2.0 Enrich the student experience while supporting and improving undergraduate, graduate, and professional education
SP 3.0 Recruit, develop, and retain outstanding and diverse faculty and staff
SP 4.0 Enhance research and creative endeavors
SP 5.0 Foster academic excellence
SP 6.0 Ensure operational excellence while maintaining financial integrity
SP 7.0 Strengthen the public service mission of the university
SP 8.0 Build the university’s national reputation
Division of Finance & Administration Strategic Vision (2011-2016)
1. Provide excellent customer service
2. Pursue value-added business opportunities
3. Promote excellence in technology services
4. Make FSU a great place to work
5. Optimize organizational performance
6. Achieve excellence in the physical campus environment
a. Acquire suitable land to meet institutional needs as funds allow.
b. Optimize the utilization of all University properties and facilities.
c. Embrace sustainable approaches to facilities management and create opportunities for other campus activity.
d. Embrace opportunities to develop student-centered space.
e. Mitigate potentially volatile utility costs by continuing to pursue the benefits of developing and managing sustainable facilities and seeking other opportunities for energy conservation.
f. Continue to manage new construction and renovation costs while optimizing facility functionality.
g. Strengthen preventative maintenance while reducing deferred maintenance.
h. Develop transportation and parking systems that optimize the movement of people and vehicles without disrupting campus beauty, serenity, safety, and operations.
7. Maintain a safe and secure campus environment
The University’s adopted master (2011-2015) plan contains goals, objectives, and policies relating to sustainability: conservation, utilities, transportation, and landscape design guidelines.
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.