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Strategic Planning and Budgeting for Sustainability

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Presentation on theme: "Strategic Planning and Budgeting for Sustainability"— Presentation transcript:

1 Strategic Planning and Budgeting for Sustainability
Jonathan Gibralter, President Frostburg State University Middle States Annual Conference December 10, 2009

2 Important Developments
April 2007 – -Signing of the American College & University Presidents Climate Commitment (ACUPCC). September 2007 The Learning Green, Living Green (LGLG) Sustainability Initiative at FSU is born April 2008 Chancellor William E. Kirwan signs the ACUPCC on behalf of the University System of Maryland. Spring 2007 As a charter signatory, Dr. Gibralter becomes a member of the ACUPCC Leadership Circle. Fall 2007 LGLG is governed by a broad LGLG committee, which is currently being led by an LGLG Advisory Group, of which Patrick and I are members. Spring 2008 USM initiative focuses on developing policies, practices, and programs that will make USM a national leader in institutional responses to climate change Sept. 15 A CAP is a strategic document outlining an organization’s goals for achieving climate neutrality. According to the ACUPCC, climate neutrality means no net greenhouse gas emissions

3 First Step: We had to define “SUSTAINABILITY”
***LGLG surveyed the campus community to better define sustainability. FSU’s CAP focuses on all areas of sustainability: Environmental sustainability Economic sustainability Social sustainability Human sustainability U.S. EPA Definition: Meeting the needs of the present without compromising the ability of future generations to meet their own needs LGLG Definition: Improving the quality of life for current and future generations by addressing environmental, social and economic needs at Frostburg State University LGLG representatives chose to incorporate strategic objectives that promote all areas of sustainability, rather than focusing solely on climate change. In doing so, FSU examined the various definitions for the term “sustainability”, and developed one for the LGLG initiative. Our proposed definition goes beyond maintenance by focusing on improvement. We also clarify the confusion over the breadth and depth of the term “sustainability”, by addressing its three components: environment, social, and economic needs. To be sustainable, all three components must be met (It is not “pick and choose”).

4 Second Step: Tangible Actions Selected
Adopt an energy-efficient appliance purchasing policy requiring purchase of ENERGY STAR certified products in all areas for which such ratings exist. Begin purchasing or producing at least 15 percent of our institution's electricity consumption from renewable sources within one year of signing the ACUPCC. Participate in the Waste Minimization component of the national Recycle Mania competition, and adopt three or more associated measures to reduce waste.

5 Third Step: Conducted an Inventory of Greenhouse Gas Emissions
Refrigerants/Chemicals: >1% Solid Waste: % Agriculture: % Transportation: % On-campus Stationary: % Purchased Steam: % Purchased Electricity: 63% Total Emissions (Metric Tons CO2e) There was a dramatic increase in emissions between 2002 and 2004, attributed to the construction and opening of the 117,000 square foot Compton Science Center. Total emissions were level between 2004 and 2007, at which time there were no major construction projects or renovations and student and employment growth were minimal. A decrease in emissions in 2008 is attributed to the purchase of 15 percent of total electricity from certified renewable wind energy credits. Increase in 2002 and 2004 – Compton Science Center construction and opening Total emissions were consistent and stable between 2004 and 2007 Decrease in 2008 – Purchased 15% electricity from renewable sources.

6 Development of Climate Action Plan
Submitted to the American Association for Sustainability in Higher Education in September of 2009. Frostburg State University was one of 88 campuses out of more than 350 that submitted our plan by the deadline date.

7 CLIMATE NEUTRALITY TIMELINE
Frostburg State University (as proposed) State of Maryland (Commission on Climate Change) 15 percent reduction by 2010 10 percent reduction by 2012 20 percent reduction by 2014 15 percent reduction by 2015 25 percent reduction by 2016 25 percent reduction by 2020 50 percent reduction by 2020 90 percent reduction by 2050 100 percent reduction by 2030* Base year: 2006 Climate neutrality = no net greenhouse gas emissions (GHGs) Frostburg State University can and should exceed the target dates identified by the State and other USM institutions. Impact on local watersheds Exercising leadership Smaller size and complexity Local offsetting opportunities To boost involvement and promote short-term action, LGLG proposes a timeline that is within the professional lifetime of many current employees. It is possible to achieve zero net greenhouse gas emissions by incorporating offsets, which reduce emissions somewhere else to balance out those emissions that cannot be reduced. Examples include: Planting trees, which absorb CO2 and produce O2. Funding or implementing energy conservation and renewable energy projects LGLG representatives feel strongly that FSU must achieve climate neutrality within the professional lifetime of many current employees, during a time when current students will be establishing positions of leadership in the professional world.

8 Strategic Planning and Sustainability Planning Developed Simultaneously
The Frostburg State University Strategic Planning Team (SPT) was formed in fall 2007. The SPT was comprised of twenty four members from across all campus divisions. Sustainability Planning The Learning Green/Living Green Committee (LGLG) was formed in September 2007. The LGLG was comprised of thirty three members including a representative from our statewide Department of Natural Resources, our campus dining service, students and faculty from almost every department.

9 Commitment to Sustainability in the Strategic Planning Process
Guiding Principles for the Strategic Planning Team As a comprehensive Liberal Arts University, Frostburg State University must establish strategic priorities in the context of the economic realities of the region. At the same time, we must seek to preserve the enormous value of the humanities and liberal arts. Frostburg State University is at a pivotal time in its history. It is therefore critical that a focus on the recruitment, retention, and professional development of faculty and professional staff be a high priority. Recruitment of students and enrollment growth are essential to Frostburg State University's future. However, growth must be modest and in line with faculty and staff support. Academic qualifications of accepted students must be discussed. A focus on the environment and sustainability are crucial to the future of our nation and our university. This university is uniquely situated to deal with the issue of sustainability. Enhancing the quality of campus life thru co-curricular and experiential learning that engages our students beyond the traditional boundaries of the campus is an important aspect of our future growth and development. Jonathan Gibralter, President Frostburg State University October 2007

10 Frame Work of the Strategic Plan Sustainability as a Central Theme
Vision Statement Mission Statement Core Values Sustainability, Engagement, Academics, & Leadership (S.E.A.L.) of Excellence Master Goals Strategic Directions Action Plans Action Items Action Activities Outcomes and Achievements

11 Vision Statement: Frostburg State University will be the best comprehensive regional institution in the nation, with a focus on learning, economic growth, and cultural enrichment. Frostburg State University will be…. ….known for the quality of our graduates as critical thinkers, life-long learners, and technologically competent global citizens. ….a dynamic learning-centered organization. ….renowned for our engaged, diverse campus community. ….the center of a thriving inter-connected local economy. ….the driving force for creative, intellectual, and cultural expression in the region. ….a leader in sustainability initiatives. ….supportive of a vibrant residential undergraduate environment conducive to academic success, a sense of community, and personal growth.

12 Mission Statement: Frostburg State University, a constituent institution of the University System of Maryland, is a comprehensive regional university that commits to the fulfillment of the academic and personal growth potential of its students. Frostburg State University…. ….offers high-quality certificates, bachelors, master’s, and applied doctoral degrees that promote intellectual growth and develop critical thinking skills within a diverse living and learning environment. ….prepares students to live, work, and lead in a global environment by fostering their intellectual, professional, and personal development. ….adheres to the fundamental principles of a supportive learning-centered campus community. ….offers experiential learning opportunities through interdisciplinary studies, laboratory research, internships, field studies, and classroom and extracurricular activities. ….promotes civic responsibility and involvement in community service. ….promotes and supports healthy behaviors and lifestyles. ….enhances the artistic, cultural, intellectual, and economic development of the region. ….promotes participation in environmental, economic, and social sustainability.

13 Core Values: Frostburg State University’s values: Its tradition: founded in 1898 as an institution in the training of educators. Student-centered learning: where the relationship between student and faculty member is of primary importance. The liberal arts foundation: the liberal arts as the foundation of a meaningful college education. Excellence: a sustained commitment to teaching, research, service, and work excellence in an environment that demands high levels of professionalism and ethical integrity. Accessibility: broad, equal, and affordable access to education. Responsibility: a comprehensive accountability system through clear standards for teaching, learning, and working with outcomes assessment for greater individual and institutional effectiveness. Diversity: attracting, developing, and maintaining a diverse, high-quality faculty, staff, and student body. Campus community: a safe, supportive, friendly environment to grow, learn, live, and work. Engagement: fostering personal and professional growth through pro-active involvement of faculty, staff, and students with campus life, the surrounding community and its organizations, and appropriate academic institutions. Academic freedom: the generation and free exchange of ideas in an environment that encourages communication, respect for differences, and resolution of conflicts. Shared governance: a culture of shared governance, open communication, and understanding among administration, faculty, staff, and students. Natural resources: a commitment to preserving and sustaining the natural environment.

14 Master Goals: Frostburg State University’s Master Goals: Engage students through superior academic programs. Recruit, retain, reward, and develop high quality students, faculty, and staff. Stimulate economic development in the Western Maryland region. Sponsor and collaborate to implement significant creative, intellectual, and cultural experiences on campus, in the region, and beyond. Promote and celebrate our institution. Acquire, maintain, and improve facilities to meet the needs of a dynamic institution. Provide an institutional environment that prepares a diverse student body to thrive and succeed in a globally competitive environment. Apply processes and procedures that will ensure the fiscal, social, and environmental sustainability of the institution. Develop, implement, and maintain a comprehensive system of assessment of all institutional functions.

15 Strategic Priorities FSU is a leader in environmental sustainability.
FSU has a comprehensive enrollment management process that results in stable growth and improvements in the quality of undergraduate students. The enrollment management process at FSU has strategies in place that result in stable growth and improvements in the quality of graduate students. The professional working environment at FSU attracts and retains diverse and qualified faculty members, allowing them significant opportunities for growth and development. FSU’s professional working environment attracts and retains diverse and qualified staff members, allowing them significant opportunities for growth and development. FSU offers exceptional academic programs and a constantly evolving approach to learning. FSU provides exceptional co-curricular and support programs. FSU's student-centered environment promotes students’ wellbeing, growth, and development. FSU builds and sustains a sense of community and pride. FSU has a recognized and respected brand that positions the university competitively. FSU is a leader in environmental sustainability. FSU plays an integral role in the economic and socio-cultural vitality of the region. FSU maintains attractive grounds and high-quality structures and state-of-the-art technologies.

16 Strategic Directions (cont’d)
FSU is firmly positioned in a global environment. FSU generates and uses revenue sources effectively and efficiently to sustain and promote growth. FSU has a robust culture of philanthropy and involvement that encourages participation by all stakeholders. FSU assesses all of its programs and activities utilizing the best institutional effectiveness practices. FSU has a dynamic strategic management process that engages key stakeholders.

17 2009-2010 Strategic Priorities
Priority Strategic Themes Begin Implementation of the Climate Action Plan Mitigating carbon emissions Carbon neutral by 2030 Inclusion in to academic programming with a sustainability minor Focus on Healthy Life Styles Continue programming efforts that focus on nutrition, physical activity, and stress reduction Implementation of Alcohol Awareness Programs that focus on high-risk drinking Development of community partnership to encourage healthy life choices Maintain Emphasis on Comprehensive Fund-Raising Campaign Gain additional support for the Campaign Continue to grow major gifts Continue the development of the Science, Technology, Engineering, and Math (STEM) Competitiveness Plan Narrowing the Achievement Gap Continue efforts to increase retention and graduation Rates Continue the development of the Pell Institute Strategies Sustaining Enrollment Management Increase the institution’s total headcount enrollment by one percent fiscally Increase International student enrollment with new initiatives with external partners Continue to support Interdisciplinary and experiential learning Continue the development of initiatives in leadership and civic engagement Define Leadership as an academic theme Sustainability Engagement Academics Leadership

18 Financing Sustainability
Typical sustainability funding sources include: Institutional financing Revolving funds Grants from government, foundations, or business partners Energy efficiency and renewable energy incentives Borrowed money from tax-exempt bonds or other sources Financial instruments specifically designed to promote renewable energy development Alumni donations and other fundraising Student activity fees and graduating class gifts An example of a revolving fund would be that the cost savings from the installation of low-flow shower heads could be used for investment in retro-commissioning of air distribution systems, and cost savings from this measure would in turn be used for something else.

19 Accomplishments to Date
Sustainability Leadership Search in progress for a Coordinator of Safety and Sustainability. Learning Green, Living Green (LGLG) steering committee of faculty, staff, students, community. Three subcommittees focusing on outreach, financing sustainability, and mitigating carbon emissions. Subcommittees include Energy Conservation New Energy Initiatives Individual Actions Student Engagement Space Utilization Master Plan Community Outreach and Partnerships Research Recycling Curricular/Co-Curricular Programs Alternative Grounds/Lawns

20 Accomplishments to Date
Mitigating Emissions FSU installed low-flow shower heads in all residence halls. 100,000 gallons of water saved every month, and a cost savings of $2,000 per month. FSU installed high-efficiency lighting in Cordt’s PE Center Main Arena. An estimated 239,460 kW saved annually and annual cost savings of $15,943. FSU partnering with NORESCO Energy Management to implement additional efficiency upgrades. Annual participation in Recyclemania, placing 35th out of 204 institutions in the paper recycling category in 2009. I didn’t list all the majors/concentrations/tracks currently available; e.g. Environmental Analysis and Planning Biology/Environmental Science emphasis Earth Science/Environmental Science emphasis Urban and Regional Planning Minor: Environmental Humanities Minor: Environmental Policy

21 Accomplishments to Date
Curricular and Co-Curricular Activities Bi-annual publication of E=(LG)2, the only known student-written, student-edited sustainability magazine. Learning Community: “The Environment and a Green Society”. Ethnobotany major now enrolling students. Faculty group developing sustainability minor and incorporating sustainability into the GEP. Hosted outreach Events such as Focus the Nation, Focus Frostburg, and Awakening the Dreamer. Three FSU former students served as charter signatories of the Maryland Student Climate Coalition.

22 Accomplishments to Date
Research in Sustainability Received grant for development of a Renewable Energy Research Facility. Implemented Wind and Solar Energy (WISE) System, operational since July 2007. Hosted Renewable Energy Conference in fall 2007.

23 FSU’s Sustainable Bobcat
“Brains” of Sustainability: Education & Research “Heart” of Sustainability: Mitigation Strategies “Soul” of Sustainability: Outreach Strategies “Pockets” of Sustainability: Finance Strategies “Paws” of Sustainability: Office Coordinator Foundation Strategies are frameworks established to successfully meet the goal of climate neutrality at Frostburg State University. The LGLG committee determined that a formal structure should be in place to pursue strategic objectives within each category of the climate action plan. FSU’s Sustainable Bobcat illustrates how components of our proposed structure fit within this plan, and how they combine to create a successful sustainability initiative. Education and Research Strategies –The “brain” of sustainability at FSU, mitigation deals with incorporating sustainability education and research into curricular and co-curricular programs at FSU. Education and research are important for establishing a culture of climate consciousness. Mitigation Strategies – The “heart” of sustainability at FSU, this section of the plan deals directly with the reduction of greenhouse gas emissions. Mitigation strategies have the greatest impact on achieving climate neutrality. Outreach Strategies – The “soul” of sustainability at FSU, outreach objectives deal with reaching out to all FSU constituents and promoting sustainability to encourage others to get involved. Finance Strategies – Finance represents the “pocket” of sustainability at FSU and identifies ways to fund the sustainability initiative and to keep it healthy over time and in the long run. Sustainability Office Coordinator –The paw print is an icon of FSU’s identity, and the sustainability coordinator will incorporate that identity with the mission and vision of LGLG. The sustainability coordinator will motivate others and move initiatives forward.


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