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Is there hope for sustainability in universities & colleges? ISCN, Boston
31st May 2014
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Who We Are
• 232 Universities and Colleges
• 87 UK and International sector bodies
• 60 Company Members • 3339 active contacts
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Our vision is a university and college sector where the principles and values of environmental, economic and social sustainability are embedded
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Reasons To SCREAM
• Pablo Picasso, Weeping Woman, Tate Modern
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Global Challenges – Sir John Beddington, Chief Govt Scientist
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You and Your University
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“Education is the best weapon to change the world”
Nelson Mandela
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We need
“Education to prepare students for the way the world works – not the work of the world”
Jonathan Porrit
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Your University
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Two Fundamental Weaknesses
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Your University
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EAUC Members
Estates 22%
Teaching & Research
22%
Support Staff 18%
Sustainability Professional
12%
Finance & Procurement
10% ICT 7%
Senior Management
7%
Student facing 2%
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Manage, Measure and Improve Social and Environmental Performance – across the whole university
Leadership and
Governance
LiFE has been developed by the sector, for the sector
LiFE can help you wherever you are in your journey • Early stages • Need direction • Well developed
LiFE helps you identify and value what you are already doing
LiFE is NOT a replacement for an EMS or the Green League but they can feed into LiFE
LiFE goes beyond the scope of these and takes institutions to the next level
LiFE is more than environment and estates
You can choose which areas to focus on, you don’t need to do them all at the start
You can choose your own pace
Leadership and
Governance
LiFE is a simple and easy to use tool
LiFE is available for FREE to EAUC Members Support is available - guidance and resources
Central point to track activity and progress
Leadership and
Governance
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• Policy and Strategy • Action Planning • Stakeholder Engagement • Measurement • Communication • Training and Support • Implementation • Link to the Curriculum
Leadership and
Governance
Area Policy and Strategy Action Planning Stakeholder Engagement Measurement
What it looks like
There is a Policy in place which is aligned to the institution’s Sustainability Strategy and Carbon Management Plan. Activity is reviewed on a regular basis. There are clear reporting lines into formal institution management structures.
Action Plans, which incorporate objectives and associated targets, drive activity across the institution.
Relevant stakeholders actively inform the review of the Policy and shape its development. Development of the Policy emulates or begins to lead good practice.
The impacts and benefits of the Policy are routinely monitored and evaluated as part of existing institutional practices. There is evidence of continual improvement and feedback loops.
Evidence of existing
activity
Biodiversity policy approved and reviewed annually. Bioversity concept developed and embedded. EMS Management Structure provides formal links into sustainability governance structure and SMT.
Biodiversity SMART targets agreed. Grounds and Gardens team plan in place. Current BAP based on Bioversity principle of enhancing biodiversity within the historical cultural refence of the World Heritage Site. Formal Biodiversity Action Plan (BAP) under development for WHS based on phase 1 habitat survey.
Biodiversity Steering Group with wide staff membership is active and meets at least 3 times per year. Staff intranet notices and call for ideas and bids for funding. Interest increasing through the Growing Group initiative.
Annual review of targets through the Biodiversity Steering Group and the EMS internal audit, however potential impacts and benefits have not been identified and are not routinely considered.
Starting Score 9 7 7 3Target Score 10 10 10 5
Leadership and
Governance
Area Communication Training and Support Implementation Link to the Curriculum
What it looks like
The Policy is in the public domain. There is a planned approach to communicating to relevant stakeholders, together with its associated activities and their implications. The Policy has clear, high-level support within the institution.
Staff have either appropriate skills and knowledge, or opportunities to develop them through access to specialist support.
There is evidence of staff and student-led initiatives promoting the Policy across the institution and beyond via the Student Union, student societies, staff groups, trade unions or individual sustainability champions.
Practices link to, and where appropriate, are embedded into formal and informal curriculum and research.
Evidence of existing
activity
Policy is in the public domain. Communication is ad hoc but comprises a variety of activity. Open lectures about Bioversity, leaflets and poster publications, external talks, website, press articles and external conferences. Event planned for May 2014.
Biodiversity steering group membership includes all key professional expertise. Futures Initiative projects and links to volunteering bring in other staff and students to provide support and build capacity.
Futures Initiative projects – Physic Garden, Orchard, plans for Pond and Sound Garden, Growing Group with SU support and participation.
Links to formal curriculum in Dept. of G&LS, through inclusion in specific credit bearing modules and through specific FI Projects such as Physic Garden (OT and Life Science), Sound Garden (Education), Insect hotels, etc.
Starting Score 6 7 7 7Target Score 8 9 9 9
Leadership and
Governance
Actions to achieve Target Score
10. Identify strategies for on-going engagement within the University, the WHS partners and the wider community. 11. Identify areas of innovative and good practice that can be used as case studies for confernence presentations, publications and local press.
12. Plan opportunities to develop train the trainer activities for Grounds & Gardens staff to support on-going training activities within the staff and student communities.
13. Raise level of student participation both in relation to volunteering, project initiation and participation through links between the Student Green Office, Growing Group and the Edible Campus initiative.
14. Document links to formal curriculum and identify opportunities for further links between formal and informal curriculum. 15. Investigate the potential to provide spepcific training within formal curriculum activity and potential for starred module system.
Current Score 6 8 7 7TOTAL
STARTING SCORETOTAL
CURRENT SCORETOTAL
TARGET SCORE
63.5
85
69
Silver
Silver
Gold
Leadership and
Governance
Starting Status
Silver Starting Status
No Award Starting Status
Bronze Starting Status
Silver Starting Status
No Award Starting Status
Gold
Current Status
Silver Current Status
Bronze Current Status
Silver Current Status
Gold Current Status
No Award Current Status
Gold
Target Status Gold
Target Status Silver
Target Status Gold
Target Status Gold
Target Status Bronze Target Status Gold
Utilities Travel & Transport
Sustainable Construction &
Renovation
Resources Efficiency & WasteBiodiversity Sustainable ICTEstates and
Operations
Priority Area
Baseline Baseline
Status Status
Target Target
To date To date
Baseline 12 Baseline 12 Baseline 47 Baseline 17 Baseline 20 Baseline 30
Status No award Status No award Status Bronze Status Gold Status No award Status Silver
Target 40 Target 45 Target 70 Target 50 Target 50 Target 80
To date 17 To date 18 To date 51 To date 93 To date 28 To date 61
Baseline Baseline Baseline
Status Status Status
Target Target Target
To date To date To date
Baseline Baseline Baseline
Status Status Status
Target Target Target
To date To date To date
No award
31
Bronze
Frameworks
Learning & Teaching
26
30
No award
Utilities Travel & Transport
Sustainable Construction &
Renovation
Resources Efficiency & Waste
Community & Public Engagement Business & Industry Interface Procurement & Supplier Engagement
Leadership
30
Bronze
Biodiversity Sustainable ICT
81
73
80
65
90
52
90
45
30
20
85
36
90
45
100
89
Partnership and
Engagement
Estates and Operations
Learning, Teaching and
Research
Leadership and Governance
28
Bronze
89
Gold
65
Silver
Staff Engagement & HR
62
Silver
Research Student Engagement
Leadership and
Governance
10
32
63.5
10
59.5 65.5
27.5
82
50 50 50 50
40
88
0
10
20
30
40
50
60
70
80
90
100 Baseline
Leadership and
Governance G
old
Silv
er
Gol
d
Bronze
Silver
Gold
Partnership and Engagement
Com
munity &
Public Engagement
Business &
Industry Interface
Procurement &
Supplier Engagement
GoldLeadershipStaff Engagement & HR
Lear
ning
, Tea
chin
g an
d R
esea
rch
Lear
ning
& T
each
ing
Res
earc
h
Stud
ent E
ngag
emen
t
GoldTravel & TransportNo award
GoldSustainable Construction & RenovationResources Efficiency & Waste
Biodiversity SilverSustainable ICT Bronze
SilverUtilities
Estates and Operations
Leadership and GovernanceGold
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65 62
12 12
47
17 20
30 31 30 3026 28
89
81 80
4045
70
50 50
80
90 90
30
8590
100
73
65
17 18
51
93
28
61
5245
20
36
45
89
0
10
20
30
40
50
60
70
80
90
100Progress on target
Baseline
Target
To date
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How are institutions using LiFE?
✦ To review existing commitments ✦ To shape a new strategy ✦ To promote existing activity ✦ To stimulate whole institution engagement on
sustainability – beyond estates!
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AISHE
J C I P
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www.sustainabilityperformance.org
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“Human history is a race between education and catastrophe.”
H G Wells (1866-1946)
