Overall Rating Silver - expired
Overall Score 52.40
Liaison Andy Mitchell
Submission Date Sept. 11, 2014
Executive Letter Download

STARS v2.0

University of Illinois Chicago
IN-3: Innovation 3

Status Score Responsible Party
Complete 1.00 / 1.00 Cynthia Klein-Banai
Associate Chancellor for Sustainability
Office of Sustainability
"---" indicates that no data was submitted for this field

Title or keywords related to the innovative policy, practice, program, or outcome:
The Sustainability Strategic Thinking Process

A brief description of the innovative policy, practice, program, or outcome:

Under Vice Chancellor for Academic Affairs and Provost, Lon Kaufman and Mark Donovan, Vice Chancellor for Administrative Services, UIC has begun the Sustainable Strategic Thinking (SST) process to define sustainability for UIC and how it connects with the long-term strategic goals of the campus. As such, the Sustainability Strategic Thinking Advisory Committee and Sustainability Strategic Thinking Steering Committee have been charged with overseeing this process. The goals of the SST process are to view the sustainability of UIC in areas beyond ecology and the environment, such as economics, resources, and social equity. The SST process was approached by created a two-phase approach to Sustainability Strategic Thinking, one of which being the assets-based approach. The assets-based approach was adapted from the Field Museum’s work engaging Chicago communities in sustainability and climate action, which adapted asset-based community development methodologies. This method for developing a tailored sustainability integration strategy takes UIC’s particular strengths in sustainability for crafting a plan for sustainability. Assets in the areas of research, operations, curriculum, and community were identified and analyzed by the Office of Sustainability and the Working Groups to define a set of asset matrices. The end result of assets-based approach to Sustainability Strategic Planning revealed a wide assortment of individuals, programs, centers, courses, research, activities and projects that contribute to sustainability across campus. Because campus sustainability needs broad innovation and continuous improvement, the university must become a learning organization with nearly everyone publicly engaging and learning. By increasing pride in what we are doing now, we increase excitement and engagement in sustainability because people begin to see what of their work and what they care about is connected to sustainability.

Currently, SST Committee members are identifying campus stakeholders in the following classifications: Research, Teaching & Learning, Economic Development, Community Engagement, and Campus Climate. Campus stakeholders will provide their input during the month of March. After analyzing the feedback gained from campus stakeholders, it's anticipated that the final report on SST will be published in July of 2014.


A brief description of any positive measurable outcomes associated with the innovation (if not reported above):
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A letter of affirmation from an individual with relevant expertise:
Which of the following STARS subcategories does the innovation most closely relate to? (Select all that apply up to a maximum of five):
Yes or No
Curriculum No
Research No
Campus Engagement Yes
Public Engagement Yes
Air & Climate No
Buildings No
Dining Services No
Energy No
Grounds No
Purchasing No
Transportation No
Waste No
Water No
Coordination, Planning & Governance Yes
Diversity & Affordability Yes
Health, Wellbeing & Work Yes
Investment No

Other topic(s) that the innovation relates to that are not listed above:
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The website URL where information about the innovation is available:
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Data source(s) and notes about the submission:
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