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The Sustainability Tracking, Assessment & Rating System™ (STARS) is a transparent, self-reporting framework for colleges and universities to measure their sustainability performance.

Overall Rating Gold
Overall Score 71.57
Liaison Tony Gillund
Submission Date Jan. 22, 2016
Executive Letter Download

STARS v2.0

The Ohio State University
PA-3: Governance

Status Score Responsible Party
Complete 3.00 / 3.00 Tony Gillund
Sustainability Coordinator
Energy Services and Sustainability
"---" indicates that no data was submitted for this field

Do all enrolled students, regardless of type or status, have an avenue to participate in one or more governance bodies (through direct participation or the election of representatives)?:
Yes

A brief description of the mechanisms through which students have an avenue to participate in one or more governance bodies:

Students are able to participate in one or more governance bodies through the Student Government which consist of three recognized student entities – Undergraduate Student Government (USG), the Council of Graduate Students (CGS), and the Inter-Professional Council (IPC).


Is there at least one student representative on the institution’s governing body who was elected by peers or appointed by a representative student body or organization?:
Yes

A brief description of student representation on the governing body, including how the representatives are selected:

The student members of Ohio State’s Board of Trustees are appointed by the governor, with the advice and consent of the University Senate, from a group of five candidates selected by the university's student governments.


Do students have a formal role in decision-making in regard to the following?:
Yes or No
Establishing organizational mission, vision, and/or goals Yes
Establishing new policies, programs, or initiatives Yes
Strategic and long-term planning Yes
Existing or prospective physical resources Yes
Budgeting, staffing and financial planning Yes
Communications processes and transparency practices ---
Prioritization of programs and projects ---

A brief description of the formal student role in regard to each area indicated, including examples from the previous three years:

1. Establishing organizational mission, vision, and/or goals
The President and Provost’s Council on Sustainability (PPCS) is a group of leadership representing academics, research, operations, medical center, athletics, student life and student government, joined in a shared mission and collective dialogue to provide strategic advisement on the integration of sustainable practices, programs, and projects throughout the university. Student representatives on the PPCS include the president of the Undergraduate Student Government, president of the Council of Graduate Students, and the president of the Inter-Professional Council. Recently, the PPCS developed strategic sustainability goals to support Ohio State’s overarching core goals.

2. Establishing new policies, programs, or initiatives
The University Senate, created by the Board of Trustees, was delegated the legislative authority of the University Faculty over educational and academic policy. Of the 137 members on the University Senate, 41 are student representatives from the Undergraduate Student Government (USG), the Council of Graduate Students (CGS), and the Inter-Professional Council (IPC).

3. Strategic and long-term planning
The Undergraduate Student Government (USG) has several sub-committees that are involved in strategic and long-term planning. One committee, the Health and Safety Committee works in collaboration with University Dining Services, University Recreational Sports, Student Wellness Center and various other departments across campus in developing and publicizing the resources and services that exist on campus advancing student health, wellness and safety.

4. Existing or prospective physical resources
The Undergraduate Student Government’s Sustainability and Environmental Affairs Committee collaborates with multiple groups throughout the entire Ohio State community to implement sustainability projects, policies, and educational initiatives. In 2015, the committee was involved in the planning and implementation of the university’s bike share program, which is one of the largest Bike Share programs in the nation.

5. Budgeting, staffing and financial planning
The University Senate’s Fiscal Committee is comprised of 22 members of which 2 members are from Undergraduate Student Government, 1 from the Council of Graduate Students, and 1 from the president of the Inter-Professional Council. The committee has full access to all fiscal documentation necessary to perform the following functions:
(1) Review, on a continuing basis, the fiscal policies and resources of the university;
(2) Advise the president on the alternatives and strategies for the long-term and short-term allocation of university resources consistent with maintaining the missions of the university;
(3) Analyze resources and budgets from an overall university-wide perspective;
(4) Analyze resources and budgets in detail for centrally supported vice presidential units;
(5) Advise the president, in the event of an imminent financial crisis, whether a determination of financial exigency is warranted; and
(6) Report annually to the faculty council and the senate on the budgetary and fiscal condition of the university.

Major projects included a Program Fiscal Review of the Office of Facilities Operations and Development, a review of the May Session Funding Policy, a review of the Student Fee Structure, review and input on the Parking Concession Agreement status and report, a discussion on Regional Campus roles and financial structure and a proposal for the FY 2015 regional campus allocations, as well as the annual review and analysis of various components of the FY 15 budget.


Do all staff, regardless of type or status, have an avenue to participate in one or more governance bodies (through direct participation or the election of representatives)?:
Yes

A brief description of the mechanisms through which all staff have an avenue to participate in one or more governance bodies:

Any university staff member with two years of continuous regular staff service, with an FTE of 75% or higher at the time of active membership, who is not covered by a bargaining agreement, nor is a member of a union represented at the university, is eligible for membership in the University Staff Advisory Council.


Is there at least one non-supervisory staff representative on the institution’s governing body who was elected by peers or appointed by a representative staff body or organization?:
No

A brief description of non-supervisory staff representation on the governing body, including how the representatives are selected:
---

Do non-supervisory staff have a formal role in decision-making in regard to the following? :
Yes or No
Establishing organizational mission, vision, and/or goals Yes
Establishing new policies, programs, or initiatives Yes
Strategic and long-term planning Yes
Existing or prospective physical resources Yes
Budgeting, staffing and financial planning Yes
Communications processes and transparency practices Yes
Prioritization of programs and projects ---

A brief description of the formal staff role in regard to each area indicated, including examples from the previous three years:

1. Establishing organizational mission, vision, and/or goals
At the request of the Provost, a university-wide effort was begun to develop a succinct set of sustainability goals for establishment across the university. All students, faculty and staff were able to solicit their information for consideration in goal development.

2. Establishing new policies, programs, or initiatives
The University Staff Advisory Council has been instrumental in the implementation of new policies and programs including finding ways to increase the attention on work-life issues and obtaining appropriate resources for staff to complete their tasks.

3. Strategic and long-term planning
Ohio State engages all members of its community in strategic and long-term planning by having every college and support unit—in collaboration with its constituents—develop a strategic plan to prioritize objectives and guide decision-making. All are founded in the overarching principles of Ohio State’s vision, mission, and values.

4. Existing or prospective physical resources
Council on the Physical Environment (COPE) will provide advice and counsel on the plan, with special emphasis on providing broad and encompassing perspective on the projects potential affects to the academic enterprise and quality of life for the university community. Provide oversight of the overall process and serve as the main liaison with University Senate. COPE reviews and recommends action regarding proposed major projects, including the teaching and learning environment to ensure adequate classroom and teaching laboratory space; the movement around campus to ease movement around campus by all relevant means, including but not limited to pedestrian, bicycle, motorized traffic, and mass transportation; and the campus and the university district environment: activities undertaken to facilitate campus master planning and to implement the plans adopted.

5. Budgeting, staffing and financial planning
The University Staff Advisory Council’s Fiscal Subcommittee reviews, on a continuing basis, the fiscal policies and resources of the university, and advises the president on the alternatives and strategies for the long-term and short-term allocation of university resources consistent with maintaining the missions of the university. Additionally, this committee analyzes the resources and budgets from an overall university-wide perspective.

6. Communications processes and transparency practices
The Office of Diversity and Inclusion is a unit of the Office of Academic Affairs, led by the Vice Provost for Diversity and Inclusion with a staff of approximately 80 FTE. Their mission is to advance academic excellence by increasing and advocating for campus diversity and inclusion. The committee studies issues that relate to the implementation of the university nondiscriminatory policy. The Diversity Committee is comprised of 16 members, of which,


Do all faculty, regardless of type or status, have an avenue to participate in one or more governance bodies (through direct participation or the election of representatives)?:
Yes

A brief description of the mechanisms through which all faculty (including adjunct faculty) have an avenue to participate in one or more governance bodies:

Of the 137 members on the University Senate, 71 are faculty from eighteen colleges, the University Libraries, the Military Sciences, and the four Regional Campuses. All faculty including persons with associated titles are permitted to participate in college or academic unit governance where approved by a vote of at least a majority of its tenure track faculty and also clinical and research faculty in those colleges and units where they have been given voting rights.


Is there at least one teaching or research faculty representative on the institution’s governing body who was elected by peers or appointed by a representative faculty body or organization?:
No

A brief description of faculty representation on the governing body, including how the representatives are selected:
---

Do faculty have a formal role in decision-making in regard to the following?:
Yes or No
Establishing organizational mission, vision, and/or goals Yes
Establishing new policies, programs, or initiatives Yes
Strategic and long-term planning Yes
Existing or prospective physical resources Yes
Budgeting, staffing and financial planning Yes
Communications processes and transparency practices ---
Prioritization of programs and projects ---

A brief description of the formal faculty role in regard to each area indicated, including examples from the previous three years:

1. Establishing organizational mission, vision, and/or goals
At the request of the Provost, a university-wide effort was begun to develop a succinct set of sustainability goals for establishment across the university. All students, faculty and staff were able to solicit their information for consideration in goal development. Upon completion of the public input phase, working group teams made up of students, staff, and faculty met over several months to refine the goals to their final state.

2. Establishing new policies, programs, or initiatives
The University Senate, created by the Board of Trustees, was delegated the legislative authority of the University Faculty over educational and academic policy. Of the 137 members on the University Senate, 71 are faculty from eighteen colleges, the University Libraries, the Military Sciences, and the four Regional Campuses.

3. Strategic and long-term planning
Ohio State has been exploring a private partnership for comprehensive energy management, which envisions a lease with a private group that would provide benefits in conservation, energy supply, operations, and affinity. As the university moves into phase II of the process (Requests for Information), the Faculty Advisory Group will provide advice and counsel on the plan, with special emphasis on technical evaluation of the potential proposals and mechanisms for achieving energy reductions, overall savings in power purchase and efficiencies for the university. This group has been created with advice from Office of Academic Affairs leadership, including deans and vice provosts, from the more than 400 faculty members at the university with expertise in various areas of energy, sustainability and climate research.

4. Existing or prospective physical resources
Ohio State has been exploring a private partnership for comprehensive energy management, which envisions a lease with a private group that would provide benefits in conservation, energy supply, operations, and affinity. As the university moves into phase II of the process (Requests for Information), the Council on the Physical Environment (COPE) will provide advice and counsel on the plan, with special emphasis on providing broad and encompassing perspective on the project’s potential affects to the academic enterprise and quality of life for the university community. Provide oversight of the overall process and serve as the main liaison with University Senate.

5. Budgeting, staffing and financial planning
The University Staff Advisory Council’s Staff Compensation and Benefits Subcommittee (SCBS) conducts and analyzes staff surveys regarding issues like compensation and benefits. Based on the surveys that are conducted, SCBS develops, prepares and executes the SCBS Presentation to the President.


The website URL where information about the institution’s governance structure is available:
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The information presented here is self-reported. While AASHE staff review portions of all STARS reports and institutions are welcome to seek additional forms of review, the data in STARS reports are not verified by AASHE. If you believe any of this information is erroneous or inconsistent with credit criteria, please review the process for inquiring about the information reported by an institution and complete the Data Inquiry Form.