| Overall Rating | Silver - expired |
|---|---|
| Overall Score | 56.61 |
| Liaison | Kelsey Beal |
| Submission Date | Nov. 2, 2015 |
| Executive Letter | Download |
Indiana University Bloomington
PA-2: Sustainability Planning
| Status | Score | Responsible Party |
|---|---|---|
|
3.83 / 4.00 |
Bill
Brown Director of Sustainability Office of sustainability |
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 | No |
| Public Engagement | Yes | No |
| Air and Climate | Yes | Yes |
| Buildings | Yes | Yes |
| Dining Services/Food | No | No |
| Energy | Yes | Yes |
| Grounds | Yes | Yes |
| Purchasing | No | No |
| Transportation | Yes | Yes |
| Waste | No | No |
| Water | Yes | Yes |
| Diversity and Affordability | Yes | Yes |
| Health, Wellbeing and Work | Yes | Yes |
| Investment | No | No |
| Other | Yes | No |
A brief description of the plan(s) to advance sustainability in Curriculum:
The New Academic Directions plan has a section devoted to the implementation of a new undergraduate Sustainability Studies major. The recommendations include: (1) development of a two‐track (one based in the social science and one humanities‐based) interdisciplinary undergraduate major in sustainability studies that is led by the College of Arts and Sciences, but draws on resources from the School of Public and Environmental Affairs (SPEA) and other units on campus, and (2) an agenda for enhanced development of service learning and community outreach opportunities, including internships, in the field of sustainable development.
The measurable objectives, strategies and timeframes included in the Curriculum plan(s):
The creation of the Sustainability Studies major.
Accountable parties, offices or departments for the Curriculum plan(s):
School of Public and Environmental Affairs, College of Arts and Sciences, School of Public Health.
A brief description of the plan(s) to advance sustainability in Research (or other scholarship):
The Integrated Program in the Environment (launched in 2013) is the first phase in a reorganization of environmental studies at IU Bloomington as outlined in the New Academic Directions report. The IU Integrated Program in the Environment (IPE) brings together more than 90 faculty members, including world-renowned scientists and instructors. It reaches across 25 departments and 5 schools within IU. IPE encourages collaborations in the classroom, lab, field, outreach, and other activities. Its interdisciplinary nature reflects not only the contributions of the individual scholars, but a commitment to cooperation and shared purpose necessary to prepare the next generation of scientists and leaders.
The measurable objectives, strategies and timeframes included in the Research plan(s):
The creation of the Integrated Program in the Environment and an increase in sustainability research.
Accountable parties, offices or departments for the Research plan(s):
Integrated Program in the Environment, School of Public and Environmental Affairs, College of Arts and Sciences, School of Public Health, IU Office of Sustainability.
A brief description of the plan(s) to advance Campus Engagement around sustainability:
One of the IU Bicentennial Strategic Plan's "continuing priorities" is to "support innovative campus 'living laboratory' initiatives that provide opportunities to integrate campus operations, faculty and student research, education, student life, and community engagement to applied, solutions-oriented sustainability research."
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:
One of the IU Bicentennial Strategic Plan's "continuing priorities" is to "support innovative campus 'living laboratory' initiatives that provide opportunities to integrate campus operations, faculty and student research, education, student life, and community engagement to applied, solutions-oriented sustainability research."
The measurable objectives, strategies and timeframes included in the Public Engagement plan(s):
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 2015 Strategic Plan for Indiana University (the "Bicentennial Plan"), which aims toward the year 2020 (Indiana University's Bicentennial) as the timeline for its listed goals, includes the following priority:
Bicentennial Priority 8. Building for Excellence
IU has also become a leader in high-quality environmentally conscious design, and leads the Big Ten in LEED‐certified green buildings with twelve certified to date, including four at the gold level (platinum is the highest certification). This strategy pays dividends for the life of each building in terms of occupant health and productivity, resource efficiency, life cycle cost savings and retention of human capital.
Bicentennial Action Item #3
IU will implement plans to solidify IU’s Focus on efficient and environmentally conscious campus design and operation by:
a. Completing and implementing pedestrian, transportation, and bicycle sub-master plans on each campus.
b. Certifying all major new buildings with the LEED Green Building Certification System and elevate the minimum certification level to Gold.
c. Continuing to explore and research a variety of energy and utility supply and delivery options that reflect changes in economies, demand, and climate variables.
d. Achieving the goals for energy efficiency and emissions reductions called for in the Campus Master Plan and the Integrated Energy Master Plan for the IU Bloomington campus; expand that analysis to all campuses.
e. Increasing energy and utility system efficiency while reducing demand and consumption.
In addition, the Campus Master Plan recommends doubling the percentage of tree cover on campus to 40 percent. "At this level and density of tree cover, the campus will reap numerous environmental benefits. Air pollution removal will increase from 19,720 pounds per year to 41,414 pounds per year. Carbon storage and sequestration will more than double, increasing from 9,333 total tons stored annually to 19,600 tons stored, and from 73 total tons sequestered annually to 153 total tons sequestered. Stormwater runoff will be reduced, decreasing the amount of silt and pollutants that enter into the Jordan River and Cascade Creek. In fact, doubling the tree canopy on campus will save $2.3 million that would be spent building alternatively necessary stormwater
detention facilities" (Campus Master Plan, page 123.)
The measurable objectives, strategies and timeframes included in the Air and Climate plan(s):
The Campus Master Plan proposes a number of pathways that could lead to a significant
reduction in greenhouse gas emissions up to 80 percent by the year 2050. It identifies strategies that, if fully implemented, would result in a 30 percent reduction in carbon emissions by 2020.
Accountable parties, offices or departments for the Air and Climate plan(s):
Vice President for Capital Planning and Facilities.
A brief description of the plan(s) to advance sustainability in Buildings:
The 2015 Strategic Plan for Indiana University (the "Bicentennial Plan"), which aims toward the year 2020 (Indiana University's Bicentennial) as the timeline for its listed goals, includes the following priority:
Bicentennial Priority 8. Building for Excellence
IU has also become a leader in high-quality environmentally conscious design, and leads the Big Ten in LEED‐certified green buildings with twelve certified to date, including four at the gold level (platinum is the highest certification). This strategy pays dividends for the life of each building in terms of occupant health and productivity, resource efficiency, life cycle cost savings and retention of human capital.
Bicentennial Action Item #3
IU will implement plans to solidify IU’s Focus on efficient and environmentally conscious campus design and operation by:
a. Completing and implementing pedestrian, transportation, and bicycle sub-master plans on each campus.
b. Certifying all major new buildings with the LEED Green Building Certification System and elevate the minimum certification level to Gold.
c. Continuing to explore and research a variety of energy and utility supply and delivery options that reflect changes in economies, demand, and climate variables.
d. Achieving the goals for energy efficiency and emissions reductions called for in the Campus Master Plan and the Integrated Energy Master Plan for the IU Bloomington campus; expand that analysis to all campuses.
e. Increasing energy and utility system efficiency while reducing demand and consumption.
The measurable objectives, strategies and timeframes included in the Buildings plan(s):
Building to LEED Gold for all new construction and major renovation.
Accountable parties, offices or departments for the Buildings plan(s):
Vice President for Capital Planning and Facilities.
A brief description of the plan(s) to advance sustainability in Dining Services/Food:
The measurable objectives, strategies and timeframes included in the Dining Services/Food plan(s):
Accountable parties, offices or departments for the Dining Services/Food plan(s):
A brief description of the plan(s) to advance sustainability in Energy:
The Integrated Energy Master Plan includes a number of plans and strategies to reduce energy use. The main plans are (1) prepare to stop burning coal, (2) implement energy conservation projects, (3) repair campus infrastructure, and (4) design for efficiency
http://sustain.indiana.edu/resources/docs/integrated-energy-master-plan.pdf
The measurable objectives, strategies and timeframes included in the Energy plan(s):
Measurable objectives include the Central Heating Plant burning 100% natural gas on a year‐round basis, the installation of a 7,500 kW gas turbine cogeneration plant with heat recovery boiler, and a reduction in energy use seen by energy metering.
The Campus Master Plan establishes a goal to renovate 10% of existing buildings to improve energy efficiency by 26% over the 2007 baseline, and improve energy efficiency in new construction by 30-50% over the 2007 baseline.
Accountable parties, offices or departments for the Energy plan(s):
Office of the Vice President for Capital Planning and Facilities.
A brief description of the plan(s) to advance sustainability in Grounds:
The Campus Master Plan included goals to advance sustainability in grounds by:
• Enhancing and protecting existing woodlands— Dunn’s Woods, Bryan Hollow, and the Research and Teaching Preserve
• Expanding and connecting existing woodland fragments outside the campus core
• Protecting existing ephemeral streams; restoring subsurface hydrology and seasonal flow
• Eliminating invasive species and controlling nonnative, non-invasive species
• Promoting an increase in native landscaping, including restoration of riparian vegetation, no-mow zones, and forested areas
• Decreasing use of hazardous lawn chemicals, pesticides, and fertilizer wherever possible
• Implementing Integrated Pest Management in both outdoor and indoor environments,
wherever possible
• Allowing the Jordan River and its tributaries to flood in controlled areas upstream
• Establishing and enhancing vegetated buffers for the Jordan River
• Protecting and restoring aquatic habitat on the Jordan River and its tributaries
• Creating wetlands within stream corridors for habitat and flood control, and
• Diversifying uses throughout the campus to encourage walking and increase quality of
life.
The measurable objectives, strategies and timeframes included in the Grounds plan(s):
In addition to the objectives above, measurable objectives include a plan to increase tree cover to 40% of the campus area, a reduction in fertilizer use, and implementation of an integrated pest management plan.
Accountable parties, offices or departments for the Grounds plan(s):
Office of the Vice President for Capital Planning and Facilities.
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 Campus Master Plan includes a goal to "Ensure a Range of Transportation Options" and includes a recommendation to develop and implement Transportation Demand Management strategies, which indeed, was developed. The Transportation Demand Management Plan aims to reduce "drive-alone" trips to campus.
Based on adopting a moderately aggressive goal to reduce drive-alone
commuting to campus by 10 percent by 2022, the following Transportation Demand Management (TDM) Programs are recommended to be implemented:
- Parking Price Increase – 5% per year for 10 years
- Carpool Parking Location
- Carpool Financial Incentive – 20% Discount for 2‐person carpools
- Bicycle Improvements
- Pedestrian Improvements
- Fare‐Free Transit
- Transit Improvements
- Hoosier Commuter Club
- Member Spot‐Rewards
- Transportation Events
- Ridesharing
- Carsharing
- Flexible Work Arrangements
- Occasional Parking Pass Program
- Transportation Demand Management Coordinator
- Enhanced Program Marketing
- Website Enhancements
- Guaranteed Ride Home
- Addition of A+ Permit
- Expand Availability of Reserved Parking Permit
- Single University Card.
The measurable objectives, strategies and timeframes included in the Transportation plan(s):
The Transportation Demand Management Plan identifys a 10% drive alone reduction goal.
Accountable parties, offices or departments for the Transportation plan(s):
Transportation Demand Manager and Parking Operations.
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:
Campus Master Plan Water Use Reduction Recommendations: "The water use reduction potential associated with a series of proposed strategies [see below]. Strategies 1, 3, and 5 examine the impacts of conservation measures applied to new campus buildings, while strategies 2 and 4 demonstrate the impacts from retrofitting existing campus buildings to embrace water conservation. If all of these measures are implemented, the strategies combined will result in a potable water savings of 277.8 million gallons a year. The strategies result in a 48.3 percent reduction in water use from the baseline."
The water use recommendations include:
1. Use efficient toilets and urinals in all new construction.
2. Retrofit existing fixtures with efficient toilets and urinals.
3. Use efficient faucets and showers in all new construction.
4. Retrofit existing fixtures with efficient faucets and showers.
5. Use graywater recovery in all new construction.
The measurable objectives, strategies and timeframes included in the Water plan(s):
If all of these measures are implemented, the strategies combined will result in a potable water savings of 277.8 million gallons a year. The strategies result in a 48.3 percent reduction in water use from the baseline master planned campus.
Accountable parties, offices or departments for the Water plan(s):
The Office of the Vice President for Capital Planning and Facilities.
A brief description of the plan(s) to advance Diversity and Affordability:
A part of the Office of the Vice Provost for Diversity, Equity, and Multicultural Affairs (DEMA), the Office of the Associate Vice President for Academic Support and Diversity was established in 1999 to further enhance student success and to create a climate that promotes cultural, ethnic, and gender diversity. In addition to advocating for students, our staff coordinates a broad range of programs and services for students. Within the Office of the Associate Vice President for Academic Support and Diversity, the associate vice president and the directors lead a team of professionals responsible for a wide variety of academic support services primarily for undergraduate students. We work to assure that student needs are met and all students are successful. Some programs include:
The Groups Scholars Program’s mission is to assist the University in supporting, retaining, and increasing the graduation rates of underrepresented students, including first generation and low income students.
The mission of the Hudson & Holland Scholars Program (HHSP) is to recruit students with outstanding records of academic achievement, strong leadership experiences, and a commitment to social justice that add to the diversity of student body on campus. HHSP engages the students in activities to retain and prepare these students for leadership in careers and society upon graduation from Indiana University.
The IU Bloomington 21st Century Scholars office promotes personal development and academic success among 21st Century Scholars through programs, workshops, and direct advocacy with the ultimate goal of increasing overall Scholar cohort GPAs, graduation rates, and graduate school enrollment rates.
The measurable objectives, strategies and timeframes included in the Diversity and Affordability plan(s):
Groups Scholars Program Goals
o increase the persistence rate of students from their freshmen to sophomore years
o create a supportive academic community in order to increase student persistence rate
o provide supportive services for students in the form of the Summer Experience Program; Academic Advising; Tutorial; and Financial Aid Counseling
o increase the underrepresented students presence on the IUB campus
The state of Indiana as a whole will benefit from this mission with an increase in the diversity of educated populations and improving the perspectives going into key social/economic decision-making.
HHSP Program Goals
o increase the number of high achieving students with a commitment to social justice and leadership to the Bloomington campus and into the Hudson & Holland Scholars Program through active and purposeful recruitment
o continue to increase overall program graduation rate of Scholars through educational, personal, and professional development
o continue training and preparation of all Scholars for successful post-baccalaureate placement in a professional vocation, graduate or professional school
21st Century Scholars goals
o support 21st Century Scholars academically
o increase cohort GPAs and year-to-year retention rates for 21st Century Scholars attending IU Bloomington
o integrate 21st Century Scholars into the campus community
o connect them with campus resources
o provide Scholars with financial aid and financial management information and resources, as well as direct financial support
o encourage and support the pursuit of graduate education among 21st Century Scholars
Accountable parties, offices or departments for the Diversity and Affordability plan(s):
Office of the Vice Provost for Diversity, Equity, and Multicultural Affairs (DEMA), and the Office of the Associate Vice President for Academic Support and Diversity.
A brief description of the plan(s) to advance sustainability in Health, Wellbeing and Work:
The Healthy IU Steering Committee was formed in late 2013 by Vice President, Chief Financial Officer, and Treasurer MaryFrances McCourt. Members of the Healthy IU Steering Committee create initiatives aimed at continuing to improve employee health on all IU campuses. Programming plans and goals are prioritized by IU’s CDC Worksite Health ScoreCard and findings from the university’s Workplace Health and Wellness survey of 5,523 employees.
For FY2015, main initiatives include:
Expanding the Diabetes Prevention Program offered at IU Bloomington and IUPUI to all campuses.
Promoting physical activity on campus by marking walking paths and installing signage to encourage stair use.
Expanding healthier food options in vending machines on all campuses.
Continuing to research mental well-being initiatives; promote Employee Assistance Program, mental health screenings and services; and provide stress-management programs on all campuses.
Expanding marketing and communications for Healthy IU.
In addition to the initiatives represented by Healthy IU, the Indiana University Bloomington Strategic Plan's third objective is: A Commitment to Student Success through a Safe, Vibrant, and Healthy Community.
1. IUB will support a safe, vibrant, and healthy community characterized by a culture of care among and for our students, by:
a. Supporting organizations and activities that nourish and prioritize a respectful and safe community;
b. Making wellness and health central to student life;
c. Pursuing and supporting sustainability on our campus.
The measurable objectives, strategies and timeframes included in the Health, Wellbeing and Work plan(s):
Attain 50% healthy food option in vending machines and ensure there are nutrient purchase points; enhance tobacco free culture with expanded awareness, education, and counseling; provide stress management classes on all campuses; install signage to encourage stair use; expand the diabetes prevention program to all campuses; establish an ambassador program; and reassess health/wellbeing of IU employees using the Fairbanks Study in spring 2015.
Accountable parties, offices or departments for the Health, Wellbeing and Work plan(s):
Healthy IU.
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:
Bicentennial Strategic Plan Continuing Priority: "Support leadership role in sustainable and energy-efficient computing."
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:
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:
Indiana University's 2014 Strategic Plan addresses sustainability as one of its core values, which are stated as follows:
"Indiana University is committed to the highest standards of ethical conduct and integrity. In pursuing all aspects of the university’s mission, the members of the Indiana University community are dedicated to advancing these core values: Excellence and innovation; Discovery and the search for truth; Diversity of community and ideas; Respect for the dignity of others; Academic and personal integrity; Academic freedom; Sustainability, stewardship and accountability for the natural, human, and economic resources and relationships entrusted to IU; Sharing knowledge in a learning environment; Application of knowledge and discovery to advance the quality of life and economy of the state, region, and the world; Service as an institution of higher learning to Indiana, the nation, and the world."
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.