| Overall Rating | Silver - expired |
|---|---|
| Overall Score | 48.64 |
| Liaison | Michelle Seppala Gibbs |
| Submission Date | May 2, 2017 |
| Executive Letter | Download |
Hope College
PA-2: Sustainability Planning
| Status | Score | Responsible Party |
|---|---|---|
|
1.00 / 4.00 |
Greg
Maybury Director of Operations, Chief Sustainability Officer Operations |
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) | No | No |
| Campus Engagement | No | No |
| Public Engagement | No | No |
| Air and Climate | No | No |
| Buildings | Yes | No |
| Dining Services/Food | No | No |
| Energy | Yes | No |
| Grounds | No | No |
| Purchasing | No | No |
| Transportation | No | No |
| Waste | No | No |
| Water | No | No |
| Diversity and Affordability | Yes | Yes |
| Health, Wellbeing and Work | Yes | Yes |
| Investment | No | No |
| Other | --- | --- |
A brief description of the plan(s) to advance sustainability in Curriculum:
The measurable objectives, strategies and timeframes included in the Curriculum plan(s):
Accountable parties, offices or departments for the Curriculum plan(s):
A brief description of the plan(s) to advance sustainability in Research (or other scholarship):
One of the goals for the Holland-Hope College Sustainability Institute (HHCSI) is to "Become a Research Center for Sustainability New Best Practices."
www.hope.edu/sustainability-institute
The HHCSI Director is also working with the new Associate Dean for Research and Scholarship on ways to work together and partner on events such as the annual Celebration of Undergraduate Research. This Associate Dean for Research and Scholarship is responsible for providing coordination and leadership for many of the programs on campus related to faculty scholarship and student-faculty collaborative research.
The measurable objectives, strategies and timeframes included in the Research plan(s):
Accountable parties, offices or departments for the Research plan(s):
A brief description of the plan(s) to advance Campus Engagement around sustainability:
The measurable objectives, strategies and timeframes included in the Campus Engagement plan:
Accountable parties, offices or departments for the Campus Engagement plan(s):
A brief description of the plan(s) to advance Public Engagement around sustainability:
The purpose of the Holland-Hope College Sustainability Institute is to support growing efforts to encourage, engage, educate, and drive sustainable culture in water and air quality, energy efficiency, land use, and environmental innovation using a Sustainability Framework evaluation process and other best practices.
Goals:
Become a New Environmental Policy Innovator
Become a Clearinghouse for Sustainability Policy
Become a Research Center for Sustainability New Best Practices
Make a Difference — Replicate and Grow Sustainability Success in the Region
www.hope.edu/sustainability-institute
The measurable objectives, strategies and timeframes included in the Public Engagement plan(s):
The HHCSI oversees the Living Sustainably Along the Lakeshore Series which hosts monthly events that are free to the Hope College and greater Holland community.
Measurable objectives will be to increase the number of events and number of attendees.
In January 2017 the HHCSI also created a new weekly column for the local newspaper, the Holland Sentinel, "Living Sustainably" which is a collection of community voices sharing updates about local sustainability initiatives. Each article is posted in the print and web versions of the paper, the HHCSI Facebook and blog pages, and the HHCSI blog is populated daily on the Hope College Blog website.
A longer term goal is to create a way to capture "sustainability literacy" of community stakeholders.
Accountable parties, offices or departments for the Public Engagement plan(s):
A brief description of the plan(s) to advance sustainability in Air and Climate:
The measurable objectives, strategies and timeframes included in the Air and Climate plan(s):
Accountable parties, offices or departments for the Air and Climate plan(s):
A brief description of the plan(s) to advance sustainability in Buildings:
At Hope, new buildings are created to be more sustainable and while historical buildings are updated to save more electricity and gas.
Hope's Strategic Plan lists under Goal 6: The College will plan enrollment to the number of students that can be supported by staffing and infrastructure to achieve desired student outcomes.
The measurable objectives, strategies and timeframes included in the Buildings plan(s):
Goal Six, Objective 6 - KPI 5: Near Term. Revise and refine the campus master plan to include high priority capital projects (e.g. student housing, academic and office space, parking, etc.) over the coming decade. Consideration will be given to environmental sustainability.
----The "Jack H. Miller Center Center for Musical Arts" that was recently completed and LEED Silver certification and the "Bultman Student Center" that is under construction and is aiming for LEED as well.
Accountable parties, offices or departments for the Buildings plan(s):
Kara Slater, Director of Physical Plant
Greg Maybury, Director of Operations and Chief Sustainability Officer
A brief description of the plan(s) to advance sustainability in Dining Services/Food:
Hope College's Creative Dining Services prides itself on its Green Initiatives, while maintaining a high standard for quality food and service.
http://www.creativedining.com/how-we-do-it
Creative Dining Services:
Mission: Is to provide our clients with fresh, sustainable, innovative, customized hospitality experiences, operating with integrity and working in open and trusting relationships.
Vision: We will be the most trustworthy, flexible and attentive hospitality partner.
Core Values: Integrity, Creativity, Flexibility, Sensitivity, Family, Sustainability
Founding Philosophy: Creative Dining Services is a hospitality management company.
We are a team of professionals dedicated to providing our customers quality products at a fair value along with excellence in standards of service. We will work in partnership with our clients to achieve their goals as a part of their community.
Clients and employees are our greatest assets; without either, we would not exist as a company. We will strive to listen, respond to their needs and provide growth opportunities for both.
We will conduct our business according to Christian values and principles.
The measurable objectives, strategies and timeframes included in the Dining Services/Food plan(s):
A measurable objective will be to increase the number of third party certifications related to Dining Services.
Our Dining Services team has recently been awarded Gold Certification in the Sustainability and Ecological Engagement and Development (SEED) Program of Creative Dining Services, reflecting on-going commitment to environmental stewardship that is a quality right at home at Hope. http://www.hope.edu/news/2016/campus-life/hope-college-dining-recognized-for-sustainability-efforts.html
Accountable parties, offices or departments for the Dining Services/Food plan(s):
Dan Zehr, Assistant Director of Dining Services.
A brief description of the plan(s) to advance sustainability in Energy:
Hope is working to lower its carbon footprint and is committed to reducing its use of electricity and natural gases.
Hope's Strategic Plan lists under Goal 6: The College will plan enrollment to the number of students that can be supported by staffing and infrastructure to achieve desired student outcomes.
The measurable objectives, strategies and timeframes included in the Energy plan(s):
Goal Six, Objective 6 - KPI 5: Near Term. Revise and refine the campus master plan to include high priority capital projects (e.g. student housing, academic and office space, parking, etc.) over the coming decade. Consideration will be given to environmental sustainability.
A measurable objective is to continue reducing our carbon footprint, kWh, and BTU's and increasing the number of energy efficiency projects on campus.
http://www.hope.edu/news/2016/campus-life/lighting-replacement-in-devos-fieldhouse-a-bright-idea.html
Accountable parties, offices or departments for the Energy plan(s):
Kara Slater, Director of Physical Plant
Greg Maybury, Director of Operations and Chief Sustainability Officer
A brief description of the plan(s) to advance sustainability in Grounds:
Hope College is dedicated to maintaining a beautiful campus that is also considerate to our use of natural resources and environmental impacts. The physical plant staff work diligently to make the campus look clean and welcoming, while also embodying the natural beauty of the area.
Hope's Strategic Plan lists under Goal 6: The College will plan enrollment to the number of students that can be supported by staffing and infrastructure to achieve desired student outcomes.
The measurable objectives, strategies and timeframes included in the Grounds plan(s):
Goal Six, Objective 6 - KPI 5: Near Term. Revise and refine the campus master plan to include high priority capital projects (e.g. student housing, academic and office space, parking, etc.) over the coming decade. Consideration will be given to environmental sustainability.
Accountable parties, offices or departments for the Grounds plan(s):
Kara Slater, Director of Physical Plant
A brief description of the plan(s) to advance sustainability in Purchasing:
The measurable objectives, strategies and timeframes included in the Purchasing plan(s):
Accountable parties, offices or departments for the Purchasing plan(s):
A brief description of the plan(s) to advance sustainability in Transportation:
The measurable objectives, strategies and timeframes included in the Transportation plan(s):
Accountable parties, offices or departments for the Transportation plan(s):
A brief description of the plan(s) to advance sustainability in Waste:
The measurable objectives, strategies and timeframes included in the Waste plan(s):
Accountable parties, offices or departments for the Waste plan(s):
A brief description of the plan(s) to advance sustainability in Water:
Hope College is dedicated to maintaining a beautiful campus that is also considerate to our use of natural resources and environmental impacts.
The measurable objectives, strategies and timeframes included in the Water plan(s):
Accountable parties, offices or departments for the Water plan(s):
A brief description of the plan(s) to advance Diversity and Affordability:
Guided by Christian faith, the Center for Diversity and Inclusion serves as a haven of support and celebration of racial/ethnic diversity and academic excellence, providing educational and developmental opportunities aimed at preparing all members of the campus and community to thrive in a diverse and global world. http://www.hope.edu/student/multi/GROW.htm
The Hope Strategic Plan
http://www.hope.edu/offices/president/strategic-plan/index.html
Goal 3: Hope College will equip every student to lead and serve in a global society by orienting all areas of the college toward greater global engagement.
Objective 1: Students, faculty and staff will engage in enriching, cross-cultural encounters that promote global understanding and develop cultural proficiency.
Objective 2: The advancement of cross-cultural learning and global engagement will be the shared responsibility of all divisions and departments.
Goal 4: Hope College will be a community unified by its inspiring mission, strengthened by its diversity, and committed to the flourishing of every individual as one created and loved by God.
Objective 1: Faculty, staff, students and trustees will be a living/learning community characterized by respectful understanding of commonalities and differences informed by our Christian mission.
Objective 2: Recruitment, retention and vendor strategies will employ best practices in developing a diverse and inclusive community.
Objective 3: Assess, address and promote a campus culture where each person can flourish.
The measurable objectives, strategies and timeframes included in the Diversity and Affordability plan(s):
Goal 3
Objective 1: Students, faculty and staff will engage in enriching, cross-cultural encounters that promote global understanding and develop cultural proficiency.
KPI 1: Near Term. Staff and faculty professional development plans will include educational opportunities to develop cross-cultural perspectives and proficiencies.
KPI 2: Longer Term. Staff and faculty will report that it is “often true” or “almost always true” that Hope employees demonstrate sensitivity and understanding in their interactions with people of differing cultural backgrounds. [No baseline data. To be established in spring 2015.]
KPI 3: Longer Term. Student scores as measured by the National Survey of Student Engagement will be above the mean of Carnegie Baccalaureate Liberal Arts College for the item that measures "discussion with diverse others.” [Baseline: Significantly below comparison group. Source 2013 NSSE Hope College Snapshot.]
KPI 4: Longer Term. Students will demonstrate levels of cognitive (knowing, knowledge) and interpersonal (identity, affect, social responsibility, interaction) competence that exceed the comparative norm as measured by the Global Perspectives Inventory. [Baseline: Currently higher in cognitive knowing, interpersonal social responsibility; same in intrapersonal identity, intrapersonal affect; lower in cognitive knowledge, interpersonal social interaction.]
KPI 5: Longer Term. The percentage of domestic minority and international students will increase to 20% in the next ten year period. [Baseline: 2013-2014 --15%]
Objective 2: The advancement of cross-cultural learning and global engagement will be the shared responsibility of all divisions and departments.
KPI 1: Near Term. Criteria and protocols will be formalized for the establishment and assessment of global partnerships in locations deemed critical to institutional and student success.
KPI 2: Near Term. Every department, office and division will develop and report strategies to support this strategic goal and its objectives.
Goal 4:
Objective 1: Faculty, staff, students and trustees will be a living/learning community characterized by respectful understanding of commonalities and differences informed by our Christian mission.
KPI 2: Near Term. The Academic Affairs Board and the Campus Life Board will assess the existing programmatic goals related to global learning (including cross-cultural proficiency) and develop policies and/or enhanced approaches for accomplishing these goals, including personal, immersive, or experiential approaches.
Objective 2: Recruitment, retention and vendor strategies will employ best practices in developing a diverse and inclusive community.
KPI 1: Near Term. Hiring managers will be trained and equipped to recruit diverse applicant pools.
KPI 2: Longer Term. Five-year average rates of retention, promotion, advancement, and job-satisfaction among underrepresented faculty and staff groups will be consistent with those of the majority. [Baseline: No baseline. To be established by spring 2015.]
KPI 3: Near Term. The college will implement a program to identify and invite minority- and women-owned businesses to participate in RFP processes and seek vendor opportunities.
KPI 4: Longer Term. Retention and graduation rates of degree-seeking students in each demographic sector (domestic minority, international, first generation, low SES) will be consistent with college-wide rates. [Baseline: First-year retention is 88%. Retention for identified sectors is slightly lower than average. Four-year graduation is 67%. Four-year graduation rate for identified sectors are 13-22% lower than average. Source: Frost Research Center.]
KPI 5: Longer Term. The percentages of domestic minority and international staff and faculty will increase annually. [Baseline: 3.4% Resident and Non Resident Aliens; 8.4% Domestic Minority; 11.8% total base. Source: November 2014 IPEDS: Human Resources.]
KPI 6: Longer Term. The percentage of domestic minority and international students will increase to 20% in the next ten year period. [Baseline: 2013-2014 -- 15%].
Objective 3: Assess, address and promote a campus culture where each person can flourish.
KPI 3: Longer Term. Faculty and staff will report increasing levels of trust (i.e., credibility, respect, fairness, pride, camaraderie, work-life balance) as measured by the Great Place to Work Trust Index Employee Survey. Underrepresented groups will report levels of trust equal to the population as a whole.
KPI 4: Longer Term. The percentage of first year and seniors across each demographic sector (domestic minority, international, first generation, low SES) who rate their satisfaction with their overall educational experience as "good or excellent" will exceed that of the national comparison group. [Baseline: 95% for Hope
seniors, 90% for comparison group. Source: 2013 NSSE Hope College Snapshot.]
KPI 5: Longer Term. The percentage of first year and seniors across each demographic sector (domestic minority, international, first generation, low SES) who indicate that they would enroll again at Hope College will exceed that of the national comparison group (as measured by NSSE). [Baseline: 88% for Hope seniors, 83% for comparison group. Source: 2013 NSSE Hope College Snapshot.]
KPI 6: Longer Term. Staff and faculty scores for credibility, respect, fairness, pride and camaraderie as measured by the Great Place to Work Trust Index Employee Survey will be above average for our comparison group.
Accountable parties, offices or departments for the Diversity and Affordability plan(s):
Vanessa Greene, Center for Diversity and Inclusion
Lori Mulder, Director of Human Resources
A brief description of the plan(s) to advance sustainability in Health, Wellbeing and Work:
The Hope Strategic Plan
http://www.hope.edu/offices/president/strategic-plan/index.html
Goal 3: Hope College will equip every student to lead and serve in a global society by orienting all areas of the college toward greater global engagement.
Objective 1: Students, faculty and staff will engage in enriching, cross-cultural encounters that promote global understanding and develop cultural proficiency.
Objective 2: The advancement of cross-cultural learning and global engagement will be the shared responsibility of all divisions and departments.
Goal 4:
Objective 2: Recruitment, retention and vendor strategies will employ best practices in developing a diverse and inclusive community.
Objective 3: Assess, address and promote a campus culture where each person can flourish.
Goal 6: Hope College will be the best value among leading liberal arts colleges by providing an unsurpassed educational experience through faithful stewardship and development of resources.
Objective 3: Faculty and staff will be developed and properly resourced to pursue excellence in their work and service
to our students.
The measurable objectives, strategies and timeframes included in the Health, Wellbeing and Work plan(s):
Goal 3
Objective 1: Students, faculty and staff will engage in enriching, cross-cultural encounters that promote global understanding and develop cultural proficiency.
KPI 1: Near Term. Staff and faculty professional development plans will include educational opportunities to develop cross-cultural perspectives and proficiencies.
KPI 2: Longer Term. Staff and faculty will report that it is “often true” or “almost always true” that Hope employees demonstrate sensitivity and understanding in their interactions with people of differing cultural backgrounds. [No baseline data. To be established in spring 2015.]
Objective 2: The advancement of cross-cultural learning and global engagement will be the shared responsibility of all divisions and departments.
KPI 1: Near Term. Criteria and protocols will be formalized for the establishment and assessment of global partnerships in locations deemed critical to institutional and student success.
Goal 4
Objective 2: Recruitment, retention and vendor strategies will employ best practices in developing a diverse and inclusive community.
KPI 1: Near Term. Hiring managers will be trained and equipped to recruit diverse applicant pools.
KPI 2: Longer Term. Five-year average rates of retention, promotion, advancement, and job-satisfaction among underrepresented faculty and staff groups will be consistent with those of the majority. [Baseline: No baseline. To be established by spring 2015.]
KPI 5: Longer Term. The percentages of domestic minority and international staff and faculty will increase annually. [Baseline: 3.4% Resident and Non Resident Aliens; 8.4% Domestic Minority; 11.8% total base. Source: November 2014 IPEDS: Human Resources.]
KPI 6: Longer Term. The percentage of domestic minority and international students will increase to 20% in the next ten year period. [Baseline: 2013-2014 -- 15%].
Objective 3: Assess, address and promote a campus culture where each person can flourish.
KPI 1: Near Term. Human Resources and Student Development will identify and provide recommendations for appropriate strategies and policies that address the physical and mental well-being of staff, faculty and students. This KPI will be replaced with a long term KPI once accomplished KPI 2: Near Term. Individualized professional development plans (appropriate to each person’s role) will be developed in concert with each faculty and staff member to include required and elective learning opportunities.
KPI 3: Longer Term. Faculty and staff will report increasing levels of trust (i.e., credibility, respect, fairness, pride, camaraderie, work-life balance) as measured by the Great Place to Work Trust Index Employee Survey. Underrepresented groups will report levels of trust equal to the population as a whole. [No baseline data. To be established by spring 2015.]
KPI 6: Longer Term. Staff and faculty scores for credibility, respect, fairness, pride and camaraderie as measured by the Great Place to Work Trust Index Employee Survey will be above average for our comparison group. [No baseline. To be established by spring 2015.]
Goal 6
Objective 3: Faculty and staff will be developed and properly resourced to pursue excellence in their work and service to our students.
KPI 1: Near Term. Individualized professional development plans (appropriate to each person’s role) will be developed in concert with each faculty and staff member to include required and elective learning opportunities.
KPI 2: Longer Term. Faculty and staff will report as “often true” or “almost always true” that they receive the resources needed to do their job as measured by the Great Place to Work Trust Index Employee Survey. [No baseline. To be established in spring 2015.]
KPI 3: Longer Term. Faculty and staff will report as “often true” or “almost always true” that they are offered training or development to further themselves professionally as measured by the Great Place to Work Trust Index Employee Survey. [No baseline. To be established in spring 2015.]
Accountable parties, offices or departments for the Health, Wellbeing and Work plan(s):
Lori Mulder, Director of Human Resources
A brief description of the plan(s) to advance sustainability in Investment:
The measurable objectives, strategies and timeframes included in the Investment plan(s):
Accountable parties, offices or departments for the Investment plan(s):
A brief description of the plan(s) to advance sustainability in other areas:
The measurable objectives, strategies and timeframes included in the other plan(s):
Accountable parties, offices or departments for the other plan(s):
The institution’s definition of sustainability:
The College views environmental sustainability as the process by which we steward resources wisely for our current population while always cognizant of our impact on future generations.
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:
HOPE FOR THE WORLD: 2025 http://www.hope.edu/offices/president/strategic-plan/
In the Strategic Plan it references goals to ensure: Hope is a great place to work and learn for everyone; is a supportive and welcoming community; thoughtful consideration will include environmental sustainability for campus planning; and students will be prepared to be Christian stewards in a global society.
The website URL where information about the institution’s sustainability planning is available:
Data source(s) and notes about the submission:
We are currently undergoing our Campus Master Planning process which will include bike paths and alternative transportation routes.
This will likely be adopted by the fall of 2017.
One of the principles of the master plan is:
SUSTAIN: Promote Resilient Practices - Economic, Social and Environmental
•Model urban sustainability – shepherd campus land, physical resources, natural systems, community health and college finances.
•Display innovation, conservation and measuring resource use
•Develop Maplewood Drain and related stormwater channels as “clean water corridors”
We are currently undergoing our Campus Master Planning process which will include bike paths and alternative transportation routes.
This will likely be adopted by the fall of 2017.
One of the principles of the master plan is:
SUSTAIN: Promote Resilient Practices - Economic, Social and Environmental
•Model urban sustainability – shepherd campus land, physical resources, natural systems, community health and college finances.
•Display innovation, conservation and measuring resource use
•Develop Maplewood Drain and related stormwater channels as “clean water corridors”
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.