promising futures 2009-15 - university of gloucestershirepromising futures 2009-15 ... extending...

Promising Futures 2009-15A Sustainability Strategy for the University of Gloucestershire

2

Promising Futures A Sustainability Strategy for the University of Gloucestershire

Tel: 0844 801 0001 Web: www.glos.ac.uk

Executive SummarySustainability has become one of the biggest challenges we face in the 21st century. Unsustainable practices are deepening the impact of environmental degradation, extending inequalities in our society and across the globe, as well as limiting quality of life.

The Sustainability agenda is becoming increasingly relevant to Higher Education as it is asked to consider the current and future impact of its educational and operational activities. The University of Gloucestershire has a history of commitment to sustainability and has consistently been acknowledged as a sector leader in this area. Its alignment with the sustainability agenda stems from its corporate responsibility commitments, its responsiveness to student and market needs, and its mission to serve the wider community.

The 2008 Universities UK publication entitled ‘Greening Spires’ reflects how the Higher Education landscape is changing. The case studies contained in the publication suggest that the University of Gloucestershire’s leadership credentials are now being challenged by other institutions which are quickly engaging with this agenda and investing in a range of institutional responses to sustainability.

The proposed Sustainability Strategy seeks to distinguish the University of Gloucestershire’s contribution to sustainability from other efforts in the sector and provide an opportunity to extend its leadership. This distinct contribution has been constructed so that there is a strong alignment with the core strategic priorities of the University. In other words, the proposed Sustainability Strategy is intended not only to strengthen the University of Gloucestershire’s sustainability credentials but also to add value to the institution in terms of its ambition to improve service, growth and profile.

Establishing a vision is an important first step to advancing sustainability. The focus of the proposed vision is on shifting mind-sets as well as changing unsustainable practice. Actions are needed across six areas: management and support; operations; student experience; teaching and learning; research; and outreach (including public engagement and communications). Key strategic priorities are: (i) embedding sustainability in the institutional core; (ii) developing cross-faculty research expertise in people’s engagement with sustainability; and (iii) linking the University’s international and capital development efforts with sustainability.

Although a Sustainability Team is proposed to facilitate the actions, the implementation of the proposed strategy requires planning and dialogue across all portfolios and faculties. The inclusion of sustainability into agendas of existing committees, the development of faculty action plans for sustainability and the formation of ‘Implementation Partnerships’ (i.e. working groups) is proposed.

Tracking and reporting progress in sustainability across University campuses, departments and portfolios is vital to attaining the sustainability vision presented in this document. The University will engage with BSI to establish a new sustainability management system which enables us to track sustainability actions and milestones set out in this document. The system will extend our current efforts in environmental management to include a more comprehensive system for improving our sustainability performance. It will enable the University to champion a new accountability and management system which others across the sector will aspire to.

4

Promising Futures A Sustainability Strategy for the University of Gloucestershire


IntroductionSustainability has become one of the biggest challenges we face in the 21st century. Unsustainable practices are deepening the impact of environmental degradation, extending inequalities in our society and across the globe, as well as limiting quality of life.

The Sustainability agenda is becoming increasingly relevant to Higher Education as it is asked to consider the current and future impact of its educational and operational activities. The University of Gloucestershire has a history of commitment to sustainability and has consistently been acknowledged as a sector leader in this area. Its alignment with the sustainability agenda stems from its corporate responsibility commitments, its responsiveness to student and market needs, and its mission to serve the wider community.

The 2008 Universities UK publication entitled ‘Greening Spires’ reflects how the Higher Education landscape is changing. The case studies contained in the publication suggest that the University of Gloucestershire’s leadership credentials are now being challenged by other institutions which are quickly engaging with this agenda and investing in a range of institutional responses to sustainability.

This document sets out a strategy for sustainability which seeks to distinguish the University of Gloucestershire’s contribution to sustainability from other efforts in the sector and provide an opportunity to extend its leadership. This distinct contribution has been constructed so that there is a strong alignment with the core strategic priorities of the University. In other words, the proposed Sustainability Strategy is intended not only to strengthen the University of Gloucestershire’s sustainability credentials but also to add value to the institution in terms of its ambition to improve service, growth and profile. The document is divided into a number of sections:

Part 1: a VISIon for SuStaInabIlIty Establishing a vision is an important first step to advancing sustainability. The vision, described in this document, defines the University’s positioning as well as its future contributions with regards to sustainability.

Part 2: StratEgIc actIon PlannIng The vision provides a basis for strategic action planning. Actions are listed under six key areas: Management and Support; Operations; Student Experience; Teaching and Learning; Research; and Outreach (including public engagement and communications).

Part 3: StructurES for ImPlEmEntIng actIonS and maPPIng ProgrESSThis section maps the scale of the challenge, identifies an organisational structure for implementing actions and proposes a mechanism for tracking progress.

Part 4: rESourcES and fundIng It may take between three to six years to achieve the vision identified in this document. This section identifies institutional commitments required as well as possible avenues of external funding.

Part 5: SuStaInabIlIty mIlEStonES This final section identifies future sustainability milestones for the University.

6


Sustainability Strategy Part 1 A Vision for Sustainability

1.1 defining a VisionEstablishing a vision is an important first step to advancing sustainability. The vision, described below, defines the University’s future contributions and positioning with regards to sustainability.

The vision was constructed over a period of six months after:

(a) a review of the University’s strategic priorities and their alignment with sustainability;

(b) a process of formal and informal consultations with staff and students across the University;

(c) discussions with external stakeholders to construct a vision which is meaningful and inclusive as well as credible externally.

1.2 unpacking the Vision1.2.1 Making SenSe of SuStainability

‘The University of Gloucestershire embraces sustainability as a concept concerned with shifting mind-sets as well as changing unsustainable practice.’

• Clarifying the University’s interpretation of the term ‘sustainability’ is important for implementation of this strategy, as the University does not interpret the term literally. This means that it does not refer to sustainability as the ‘ability’ to maintain current scenarios or efforts (eg the sustainability of course offerings or student numbers).

• The University aligns itself with the original Brundtland and WSSD definitions of sustainability which involve: a) challenging people’s thinking, as well as practices, which exploit people and the environment; and b) contributing to alternative and more promising futures to those currently being modelled by climatologists, economists and other experts.

• The University recognises that issues associated with internationalisation, ethical investment, consumption, complexity, leadership, equality and social justice, social care and health, access to water and food, health, climate change, land degradation, biodiversity, modernity and social change are inextricably linked to sustainability.

• Responses which are concerned solely with saving paper or reducing energy consumption are no longer sufficient responses to sustainability. Sustainability is as much about changing mind-sets and relationships between people, and between people and their environment, as it is about minimising impacts. The University recognises this and seeks to address the core root of issues rather than solely the symptoms or behaviours associated with unsustainable practices.

the VisionThe University of Gloucestershire embraces sustainability as a concept concerned with shifting mind-sets as well as changing unsustainable practice. Its ultimate goal is to contribute, through its operational and educational activities, to a more promising future for all - underpinned by a more socially just, healthy, prosperous, and biodiverse world.

The University is making a distinguished contribution to sustainability as acknowledged by rankings, assessments and academic writings. It is known for its expertise in people’s engagement with and people’s responses to sustainability and for cross-faculty involvement in this area. Student and staff across the University have an opportunity to inform and contribute to the University’s sustainability agenda.

The University is internationally recognised for its campus management efforts as well as education, research and public engagement initiatives in this area. This increased international profile has contributed to attracting more postgraduate and undergraduate students as well as further and higher education partners.

The University attracts significant funding as higher education and research funding agencies have confidence in the University’s sustainability record and ability to inform policy and practice through applied cross-disciplinary research.

The University models sustainability in its administration, operations and procurement procedures as well as corporate decision-making. Sustainability forms part of the quality assurance and course validation processes. It has a carbon management plan, targets to improve its environmental performance in the areas of transport, waste, water and energy and a commitment to capital development which is aligned to sustainability principles. The University was the first in the UK to release a Triple Bottom Line report and establish an ISO Sustainability Management System (SMS).

All students have opportunities to experience sustainability and develop professional and personal responses to this area. The University was the first UK institution to embed sustainability into all its course offerings and offer work placements and professional support for students and staff in this area. The Learning Centres and other academic support areas enhance the sustainability experience.

7


• The University recognises that sustainability embraces more than the green agenda and that it can contribute through its operational as well as educational activities to sustainability. It takes an inclusive perspective of sustainability which encourages all staff and students to respond in their own capacity and from their own interests in the area.

• It is important for the University to communicate its position with regards to sustainability and help draw boundaries around the concept. This could be done by (i) redrafting current promotional material (including prospectus and leaflets) to reflect this stance; (ii) creating other communication tools (eg video clips available on University website); and (iii) reflecting its position in staff induction and development programmes.

• Helping staff make sense of this position within their own context is also important to the institutional development of sustainability. This could be done through a series of faculty workshops where examples of good practice relevant to each of the departments are discussed. Faculty responses to sustainability and action plans to help implement the Sustainability Strategy would be developed.

To achieve this component of the vision the University needs to:

(a) review current promotional material (including prospectus and leaflets) and create new communication tools (eg video clips available on University website) to reflect the University’s sustainability stance

(b) review staff induction and development programmes

(d) develop faculty responses to sustainability and action plans

1.2.2 a DiStinguiSheD Contribution

‘The University is making a distinguished contribution to sustainability as acknowledged by rankings, assessments and academic writings. It is known for its expertise in people’s engagement with and people’s responses to sustainability and cross-faculty responses in this area.’

• The University is currently recognised by the national and local media as an environmental champion. A recent Times Higher Education article defined our ascent in the University League Tables as a result of our green credentials. In 2008, the University topped the ‘People and Planet Green League’ and was awarded the Green Gown Award for Continuous Improvement. Recognising that the HE sector is a newcomer to this area, the awards mostly acknowledge effort rather than performance.

• However, as more Universities engage with sustainability, expectations are rapidly shifting. In the coming years, the focus of assessments and league tables will be on sustainability (rather than environment) and on performance (rather than effort). The Universities UK, HEFCE, ESRC and HEA discourse is rapidly shifting towards carbon management, sustainability skills, sustainable behaviours, ethical investment, international partnerships and corporate alignment with sustainability.

• It is against this changing context that an increasing number of universities are now investing in sustainability. The 2008 Universities UK publication entitled ‘Greening Spires’ reflects how the Higher Education landscape is changing. The case studies contained in the publication suggest that the University of Gloucestershire’s leadership credentials are now being challenged by other institutions which are quickly engaging with this agenda and investing in a range of institutional responses to sustainability.

• This strategy acknowledges this changing context, and seeks to distinguish the University of Gloucestershire’s contribution to sustainability from other efforts in the sector and thus provide an opportunity to extend its leadership. Developing across three key strands would help differentiate our contribution:

o Sustainability in our DNA: In other words, embedding sustainability into the institutional core. This would distinguish the University from other institutions which have focused mostly on capital developments and/or project work which occurs on the fringes. Placing sustainability at the heart of the University’s operational and management framework would mean not simply setting up separate sustainability committees, but including sustainability in the terms of reference of existing committees, and embedding sustainability learning opportunities within core courses rather than offering new optional specialist courses.

o People’s Engagement with and Responses to Sustainability: Whilst leading universities such as UEA, Manchester and Imperial are engaging with science, technology or engineering responses to sustainability, there is no university in the UK which is known for its expertise or contribution to people’s responses to sustainability. Science and technology can assist in defining problems and identifying solutions but ultimately, changes towards sustainability are dependent on people’s decisions, choices and actions. The study of how we inform and engage people in change is relevant to the University’s specialist areas, which include: health, education, leadership, management, psychology, community development, local engagement, consumer studies, marketing, communication, art and media studies, amongst others. The University is in a good position to build its credentials in the area of people’s engagement in sustainability and to seek research and education funding which seeks social change for sustainability.

8



o Global Citizenship, Internationalisation and Sustainable Development: Internationalisation is also a University strategic priority. It is attracting increasing attention from funding agencies and Higher Education bodies which acknowledge the growing need to reach overseas markets as well as to respond to the challenges of globalisation through the curriculum. Developments in this area are changing the nature of the student experience and challenging institutional assurance practices. Sustainability is often seen as opposed to the internationalisation agenda (international travel vs carbon footprint; local procurement vs supporting international development). However, this need not be the case, as sustainability is inherently an international concept. The sustainability agenda can support the University’s international outreach and development activities. Funding councils such as HEFCE are asking the sector to establish pathways and complementary activities in these areas (see HEFCE’s 2006-11 Strategic Plan). The University of Gloucestershire could seek funding to explore and develop joint initiatives in these areas.


(a) embed sustainability at the heart of its operational and management frameworks – including sustainability as a standing agenda in all committees

(b) embed sustainability across course offerings

(c) establish cross-faculty research teams in the area of ‘people’s responses to sustainability’

(d) strengthen international partnerships in the area of sustainability

(e) seek funding to create complementary pathways in the areas of internationalisation and sustainable development

1.2.3 internationally reCogniSeD

‘It is internationally recognised …. This increased international profile has contributed to attracting more postgraduate and undergraduate students as well as further and higher education partners.'

• Despite its successes in the sustainability arena, as acknowledged by recent awards, the University is not known for sustainability at the international level. Currently the University’s international presence is shaped by a) partnerships and alliances mostly associated with curriculum delivery or accreditation and b) members of staff and students presenting at conferences or workshops.

• Developing an international profile in this area can help increase our visibility as a university and increase our credibility internationally. This will contribute to (i) attracting more students (not those who necessarily wish to study sustainability but those who have heard of the University and its credentials); (ii) attracting Further and Higher Education partners for joint delivery of education programmes; (iii) enhancing our chances of attracting international funding for research and scholarships.


(a) develop a communication portfolio and materials targeted at overseas markets which acknowledges its leadership and credibility in sustainability

(b) be present at and contribute to international meetings of significance in the area of sustainability (eg UN CSD)

(c) support the UNU Regional Centre of Expertise in ESD as a vehicle for linking staff and students with overseas partners

1.2.4 SignifiCant funDing

‘The University attracts significant funding as higher education and research funding agencies have confidence in the University’s sustainability record and ability to inform policy and practice through applied cross-disciplinary research.’

• Developing a culture of research collaboration across the faculties in the area of sustainability is key to establishing our distinctive contribution to sustainability. This, when backed by a sound record of practising sustainability (see 1.2.2 embedding sustainability in the DNA) and an international profile (see 1.2.3), will result in an increase in funding for the University.

• Several steps can be taken to establish a culture of collaboration in sustainability and strengthen our research reputation in this area: (i) develop a sustainability research network for PhD students; (ii) develop research links with other institutions which have strong researchers in the area; and, (iii) participate in an international research programme.

• At present, sustainability is embedded within the Research Plan and is a component of all existing research institutes hosted by the University. It could be a standing agenda item in the University’s Research Development Committee and Faculty Research Committees.


(a) create collaborative research platforms and provide research development opportunities in sustainability

(b) establish and support a sustainability research network for PhD students

(c) develop research links with other institutions in the area of sustainability

(d) participate in an international sustainability research programme

(e) incorporate sustainability as a standing agenda item in the University’s research committees

9



1.2.5 MoDelling SuStainability

‘The University models sustainability in its administration, operations and procurement procedures as well as corporate decision-making. Sustainability forms part of the quality assurance and course validation processes. It has a carbon management plan, targets to improve its environmental performance in the areas of transport, waste, water and energy and a commitment to capital development which is aligned to sustainability principles. The University was the first in the UK to release a Triple Bottom Line report and establish an ISO Sustainability Management System (SMS)’

• It is essential that the University continues to practice what it is preaching by modelling sustainability in its administration, operations and procurement procedures, as well as through embedding it within its educational activities and corporate decision-making.

• It has made a good start in this area by introducing rainwater tanks, investing in solar energy, a bicycle loan scheme, a sustainable procurement policy, etc. It now needs to formalise a biodiversity policy and action plan and reflect sustainability in its tendering and sub-contracting processes across the institution. The University also needs to review its IT infrastructure and operating systems to align itself with its sustainability commitment.

• It is expected that within five years, universities will have to publicly declare their carbon footprint. There is an intention to align HEFCE funding for institutional development with carbon management policies and performances and talk of penalties for universities which perform poorly in this area. The University does not currently have expertise in carbon. Appointing a carbon manager and developing a carbon management plan for each campus should be a priority for the coming years. This appointment will be important, particularly as decisions about capital development projects and plans for the future of the University are made.

• The University needs to establish an institution-wide accountability system for sustainability. It should consider replacing its existing ISO 14001 system with a new BSI accredited Sustainability Management System (SMS) which tracks how sustainability is modelled across the institution.

• The University is well placed to be the first in the UK to release a Triple Bottom Line (TBL) report. Overseas universities (such as Monash University and Harvard) have researched and piloted TBL reports. Funding should be sought to establish a TBL reporting system.


(a) invest in a carbon manager who can inform capital development projects, establish our ecological footprint and develop carbon management plans for each campus

(b) establish a biodiversity policy and action plan

(c) ensure our tendering and subcontracting processes (including catering) reflects our sustainability position

(d) develop an institution-wide accountability system – eg new ISO Sustainability Management System to replace the ISO 14001 which involves all faculties as well as campuses

(e) establish a TBL reporting process

1.2.6 opportunitieS to experienCe SuStainability

‘All staff and students have opportunities to experience sustainability and develop professional and personal responses to this area. The University was the first UK institution to embed sustainability into all its course offerings and offer work placements and professional support for students and staff in this area. The Learning Centres and other education support areas reinforce the sustainability experience.’

• There are currently a few opportunities for staff and students to experience sustainability through overseas field trips (Uganda and Bangladesh), project work and professional placements. More opportunities are needed to develop professional capabilities and personal responses to this area. The UNU RCE has a focus on improving experiences in sustainability through professional partnerships and work placements and is well placed to assist in extending opportunities in this area.

• It is an ambition of the University to be the first UK institution to embed sustainability into all its course offerings. This would require providing professional development opportunities for teaching staff and support in the form of guidelines on how sustainability is relevant to their discipline. Guidelines are also needed to inform the integration of sustainability into course validation, quality enhancement and other formal processes.

• Sustainability is already embedded in the University’s Learning, Teaching and Assessment Strategy and education support areas such as Learning Centres have been leading the way in modelling sustainability practices. Sustainability now needs to be a component of the University’s Teaching and Learning Development Committee and Academic Development Board. LETS, PRSI, CeAL and IRIS are also in a good position to support the extension of sustainability learning opportunities in the curriculum.

10



• Students’ experience in sustainability should also be enhanced outside the formal curriculum. Students need to have a voice in University decision-making associated with sustainability and to engage with sustainability improvements on campus as well as through volunteer projects.


(a) develop a programme for increasing opportunities for students and staff to experience sustainability through work placements and professional exchanges. The UNU RCE can play a key role in establishing and managing this programme

(b) develop professional development opportunities, guidelines and support mechanisms for teaching staff in Education for Sustainability. This should be done in collaboration between LETS, PRSI, CeAL and IRIS

(c) integrate sustainability into our course validation, quality enhancement and other formal processes

(d) ensure education support areas continue to model and communicate sustainability

(e) enhance student experience outside the curriculum through involvement in university working groups, campus activities and volunteer projects

1.2.7 partnerShip approaCh

‘Through its partnership approach to sustainability, the University has strengthened its links with external stakeholders and is seen as a facilitator of opportunities in this area, particularly for colleges and schools in the region.’

• The University’s future is dependent on its ability to form new business partnerships with international universities and colleges as well as on strengthening links with local and regional stakeholders. The University should develop a sustainability leadership/institutional development programme for colleges which will assist them in making changes for sustainability. This will not only add value to business partnerships through introducing another dimension of collaboration but also extend the University’s ‘branding’ of sustainability down the ‘supply chain’.

• The UNU RCE provides a collaborative platform for regional stakeholders in the area of sustainability and opens doors for international collaboration in this area.


(a) develop a sustainability leadership/institutional development programme for colleges

(b) link UNU RCE activities with the University’s college partnership work

1.2.8 Corporate reSponSibility

‘Building upon its outreach activities, the University has extended its corporate responsibility activities to include sustainable development. It is working more closely with community groups, cultural organisations and agencies to address quality of life and social justice issues.’

• The University has a tradition of religious inquiry which has helped inform the University’s current commitment to social justice and responsibility in the area of sustainability. It is within this context of an ethical and values commitment to sustainability that the future directions of sustainability are framed.

• The University already has a record of working closely with community groups, cultural organisations and agencies to address quality of life, environmental and social justice issues. However, our communication of sustainability is mostly linked to campus management issues. It is important to make connections between our corporate responsibility, outreach activities and our sustainability commitment.


(a) communicate internally and externally that community outreach, corporate responsibility and public engagement activities also form part of our sustainability response

(b) acknowledge the contribution of community and public engagement activities in sustainability in the University’s public engagement plan

(c) strengthen our community and public engagement activities through the UNU RCE activities

(d) continue to link our interests in faith and sustainability


Sustainability Strategy Part 2 Strategic Action Planning

table 1: Strategic action Planning

ManageMent anD Support

Faculty Action Plans: Develop faculty responses and campus action plans for sustainability which are reviewed and reported on an annual basis.

Policy Frameworks: Integrate sustainability into University policies and strategies as they come up for review.

Committees: Clearly define sustainability in Committee remits and make it a standing agenda item in University committees.

Administration: Ensure electronic options feature in administrative activities.

ICT: Integrate sustainability principles into IT infrastructure and management.

Recruitment: Profile the University’s sustainability commitment in staff appointments and advertisements.

Induction: Feature sustainability (and not just environmental management) in the induction process for new staff.

Staff Development: Integrate sustainability into staff training and development programmes.

Internationalisation and Sustainable Development: Create complementary pathways in the areas of internationalisation and sustainable development.

Performance Management System: Develop an institution-wide management/accountability system – eg new ISO Sustainability Management System, to replace the ISO 14001, which involves all departments as well as campuses.

operationS Carbon Manager: Appoint a carbon manager who can inform capital development projects, establish our ecological footprint and develop carbon management plans for each campus.

Biodiversity: Establish a biodiversity policy and action plan.

Procurement: Extend efforts so that our terms and conditions of tendering and procurement include sustainability as a core principle.

SD Policy: Review the Sustainable Development Policy so that it is aligned with new Sustainability Strategy.

Capital Projects: Integrate sustainability considerations into decision-making associated with building development or acquisition of University property.

TBL Reporting: Establish a TBL reporting process.

StuDent experienCe Student Access to Education for Sustainability: Create opportunities for students to access Education for Sustainability regardless of their course or specialism.

Student Placements and Professional Practice: Develop a work placement and professional exchange programme for students.

Student Volunteering: Create opportunities for students to experience sustainability outside the curriculum - through involvement in university working groups, campus activities and other volunteer projects.

The vision provides a basis for strategic action planning. Part 1 unpacked the components of the vision and identified corresponding actions. These actions can be categorised into six areas: Management and Support; Operations; Student Experience; Teaching and Learning; Research and Outreach.

12


Sustainability Strategy Part 2 Strategic Action Planning

teaChing anD learning

Curriculum: Embed sustainability across core course offerings.

Professional Development and Support: Develop professional development opportunities, guidelines and support mechanisms for teaching staff in Education for Sustainability.

Course Validation and Quality Enhancement: Integrate sustainability into course validation, quality enhancement and other formal processes.

LIS and LETS: Model and communicate sustainability through education support areas.

reSearCh Cross-Faculty Research Teams: Establish cross-faculty research teams in the area of ‘people’s responses to sustainability’.

Research Income: Help broaden research income streams through research and knowledge exchange projects in sustainability.

PhD Students: Establish a sustainability research network for PhD students.

Inter-institutional links: Develop research links with other institutions in the area of sustainability.

International programme: Participate in an international and high profile sustainability research programme.

Research Committees: Add sustainability as a standing agenda item.

outreaCh

(including Public Engagement, Partnerships, Corporate Responsibility &

Communications)

FE Partnerships: Develop a sustainability partnership programme for FE Colleges in the area of sustainability.

International Partnerships: Strengthen international partnerships in the area of sustainability especially with reputable Universities (such as Harvard, UAM) and IGOs such as UNESCO, IUCN and UNU.

Academic Profile: Develop a communication portfolio targeted at overseas markets which acknowledges the University’s leadership in sustainability.

Communication: Review current promotional material and create new communication tools to communicate the University’s sustainability stance.

Webpresence: Develop a sustainability webpage which showcases our activities, achievements and identifies our expertise across the University.

Community Engagement: Create new opportunities for staff to contribute to professional and community engagement opportunities in sustainability.

Public Engagement and Corporate Responsibility: Communicate internally and externally that community outreach, corporate responsibility and public engagement activities also form part of our sustainability response.

13


Sustainability Strategy Part 3 Structures for Implementing Actions and Mapping Progress

3.1 Structures for Implementing actionsEstablishing a Sustainability Team is required to facilitate the changes proposed in this document. The proposed team structure borrows from academic frameworks and quality assurance team structures already in place in the University and it aligns with the development plans for the international team. Figure 1 outlines the composition of the team which consists of:

(a) a Director of Sustainability who will have corporate as well as academic responsibilities. The Director of Sustainability would lead this area at the strategic level and would (i) advise the Executive and SMG on matters relating to sustainability; (ii) inform institutional policies and developments; (iii) oversee the implementation of the Sustainability Strategy and seek funding for its implementation; (iv) undertake research and mentor others across the institution in the area of sustainability; and (v) profile the sustainability credentials of the University locally, nationally and at high profile international meetings.

b) two Associate Directors of Sustainability who will assist with setting up Implementation Partnerships (see table 2) and support the implementation of actions across the University. The Associate Director of Sustainability (Carbon) and Associate Director of Sustainability (Academic) would be appointed on a 0.5 basis initially and on a full time basis in coming years.

c) the appointment of a Leader for the UNU RCE. The Leader would play a role in facilitating actions associated with international partnerships, work placements and public engagement for sustainability, as well as seeking funding for RCE programmes.

A structure is offered where the Sustainability Team will work through the newly established International Research Institute in Sustainability (IRIS) to lead research and research developments in the area of sustainability. IRIS will be supported by a PhD studentship scheme. The UNU RCE will lead developments in the areas of public engagement, professional practice and partnerships for sustainability, setting up working groups composed of members from business, NGO, local government, media and community sectors. The Associate Director (Carbon) will assist with facilitating change in management, administration, operations, communication – the corporate areas of the University. The Associate Director (Academic) will assist with the process of embedding sustainability within the curriculum and providing

professional support and development activities to enhance the University’s academic profile in sustainability. The Staff and Student Volunteering Officer will support staff and student initiatives to increase engagement and awareness of sustainability across the institution.

However, the implementation of the proposed actions cannot be the sole responsibility of one department. The Sustainability Team can assist in facilitating change but implementing the Sustainability Strategy requires planning and dialogue across all portfolios. Table 2 identifies responsibilities for implementation in the areas of action identified in this document and maps out the reporting process associated with Implementation Partnerships.

PromISIng futurES

tEam

SuStaInabIlIty tEam

Director Administrator

Associate Director

(Carbon) 0.5

Associate Director

(Academic) 0.5

Staff and Student

Volunteering Officer 0.5

UNU RCE Cordinator 0.5

IRIS Senior Research Fellow

Visiting Fellows

PhD Students

unu rcE IrIS

figure 1: Sustainability team roles

14



table 2: Implementing Sustainability (Partnerships and responsibilities)*

areaS of aCtion iMpleMentation partnerShipS

operations Lead: Director of estates

Associate Director of Sustainability (Carbon) Health & Safety Team Campus teams

research Lead: Dean of research

Director of Sustainability Deputy Deans of Research IRIS, PRSI, CCRI Head of Postgraduate Research

Student Experience Lead: associate Director of Sustainability (academic)

Student Experience and Quality Enhancement Team Head of Student Services SU Student Experience Officer

teaching & learning Lead: associate Director of Sustainability (academic)

Director of All Age Learning Directors of CeAL, LETS and PRSI Leader of UNU RCE Associate Directors of T&L

management and Support Lead: associate Director of Sustainability (Carbon)

Academic Frameworks Team Head of LIS International Office Procurement Officer

outreach Lead: associate Director of Sustainability (Carbon)

Leader of UNU RCE Director of CEI Director of All Age Learning Head of Marketing and Communications Team

* These partnerships indicate informal groups intended to meet whenever key issues arise for discussion and collaboration to ensure effective implementation across the University.

16



3.2 tracking Progress Tracking progress in sustainability across University campuses, departments and portfolios is vital to attaining the sustainability vision presented in this document.

The University will engage with BSI to establish a new sustainability management system which enables us to track sustainability actions and milestones set out in this document. The system will integrate our current efforts in environmental management to include a more comprehensive system for tracking sustainability performance. It will enable the University to champion a new management system which others across the sector will aspire to. As with our current environmental management sytem ISO 14001, the Health, Safety and Environment team would focus its efforts in collecting estates data for the new system. The team will continue to collate campus management data but will involve campus managers more closely in the reporting process.

Each Faculty (departments and campuses) will identify their own action plans using the University’s Sustainability Strategy as a starting point. The action plans will be developed through two half day workshops. The first workshop will focus on reaching clarity about what sustainability is and what it means within the specific campus/department. The second workshop will involve a process of identifying priority actions within agreed timelines.

Faculties will report on an annual basis on their progress in implementing actions.

The Sustainability Team would support the process by:

(a) providing guidelines for University, departments and committees on how to address sustainability;

(b) providing guidelines on how to monitor sustainability activities and processes through existing committees, the quality enhancement and QST processes;

(c) assisting with developing templates for institutional, faculty, and campus reporting which will feed into the new Sustainability Management Systems and Annual Reporting Systems.

Figure 2 maps the scale of the challenge presented by this Sustainability Strategy. It identifies areas where progress had been made by October 2008 as well as key actions for embedding sustainability within our DNA.

3.3 reporting Progress The University released its first environmental report in early 2008. The University would aim to release its first Sustainability Report in 2010 and a Triple Bottom Line report in 2011. Triple Bottom Line reports are public reports which present the economic, social and environmental performance of an organisation against a set of globally defined indicators (the UN Global Reporting Initiative).

The GRI provides a Triple Bottom Line Index (TBLI) and makes it quick and easy for small organisations across all sectors to assess and benchmark their social, environmental and financial performance and impact against an agreed set of indicators. Working online, participating organisations can self-evaluate their position on a scale of indicators: environmental, social and financial. Their position on the index is automatically logged and advised online.

The intention is to explore over a period of two years which system of reporting would suit our requirements and to learn from overseas experiences in this area.

18


figure 2: Sustainability in our dna

Exp

erience sustainability

in the curriculum

Exp


throug

h SU

activities

Exp


throug

h volunteering

Exp


throug

h wo

rk experience

Exp


on cam

pus &

halls o

f residence

Exp


throug

h particip

ating in

university d

ecision-m

aking

Estab

lish an

institution-w

ide

accountab

ility system

Tendering

&

sub-co

ntracting

includes sustainab

ility

Stand

ing ag

enda item

in all co

mm

ittees

IT system

s and LIS

sup

po

rt sustainability

princip

les

Staff d

evelop

ment &

training

pro

gram

me

Staff ind

uction in

sustainab

ility

Component of university

academic board TOR

Component of ISO 14001

Formally embedded in

quality assurance process

Embedded in academic

development plan

Learning & support

centres model

sustainability

Formally embedded in

course validation

Embedded in Teaching

& Learning plan


teaching & learning

committees TOR

Staff development

programme and support

(CeAL, LETS and IRIS)

Staff development

programme and support

(PRSI and IRIS)

International research

programme

Component of faculty

research development

committee TOR

Development of

new cross-faculty

research strands

Component of research

institutes at the university

Sustainability research

network for PhD students

Inter-institutional

research links formalised


research committees TOR

Embedded in

research plan

Ethical investment

& fair trade

Establish a TBL

reporting system

Energy policy and

conservation measures

Biodiversity policy

& action plan

Sustainable procurement

policy & training

Waste and water policy

& 3Rs measures

Carbon footprinting plan

& measures

Sustainable transport

policy & measures

ISO 14001

Review of catering

provisions &

sub-contracting

Internationalisation &

sustainability pathways

Sustainability identified

as a core value

Capital development

policy

Public engagement

programme in

sustainability

Corporate gifts

& merchandising

Faith & sustainability

network

BITC benchmarking

against existing practice

Profile in external

communications including

prospectus & adverts

Programme for

FE colleges

outrEach

tEachIng &

lEarnIng

ma

na

gE

mE

nt

&

ad

mIn

IStr

at

Ion

rESEarch

Stu

dE

nt

E

xP

Er

IEn

cE

oPEratIonS

aC

aD

eM

iC

Sn

apsh

ot o

f pro

gre

ss - 20

08

:

= ach

ieved o

r actively wo

rking

to

ward

s its achievem

ent

= actio

n n

eeded

19

Co

rp

or

at

e


Sustainability Strategy Part 4 Resources and Funding

It may take approximately three to six years to achieve the vision identified in this document. Levels of institutional commitment, resourcing as well as external funding will influence the rate of implementation.

Institutional commitments are required to establish the Sustainability Team and appropriate internal mechanisms for implementing the Sustainability Strategy. Internal funding is required to provide the posts of Associate Director (Carbon), Associate Director (Academic) and Staff and Student Volunteering Officer.

Funding will be sought for the implementation of actions listed in this document (see Table 3).

table 3: Possible avenues of funding

areaS of aCtion poSSible avenueS of funDing

operations HEFCE Revolving Green Fund Carbon Trust Environmental Action Fund

research The Leverhulme Trust * EU Framework VII* DEFRA/ESRC* HEFCE Research Capacity Fund

Student Experience EU Framework VII Higher Education Academy Sainsbury Marie Curie

teaching & learning Carrick* Higher Education Academy* HEFCE Learning and Teaching Fund

management and Support HEFCE’s Leadership Governance and Management Fund DFID

outreach HEIF HSBC DFSC Barclays CIP Future Builders Trust

* A UOG proposal for sustainability activities is currently under consideration by this funding body.

20

Tel: 0844 801 0001 Web: www.glos.ac.ukTel: 0844 801 0001 Web: www.glos.ac.uk

Sustainability Strategy Part 5 Sustainability Milestones

5.1 milestonesThere are number of milestones associated with the new vision. Table 4 above outlines existing achievements and identifies future milestones for the University:

5.2 growth, Profile and ServiceThe University has set three overall priorities – growth, profile and service. The University will measure its success through the following milestones:

growth: reach an overall size of 15,000 students; have a financial surplus of 3%.

profile: Lead a federation of FE colleges and major employers in the region; growing international profile; seen as key to Gloucestershire’s development; leading expert of sustainability which operates in a sustainable manner.

Service: provide all-learning opportunities; ensure facilities are used seven days a year all year round; extend active learning and reaffirm links between study and real work practice; be known for four-five areas of research expertise; improve its ranking in the National Student Survey in a way which reflects outstanding provision.

The Sustainability Strategy presented in this document will make a significant contribution to the University milestones identified above and underpinning the University’s Strategic Plan.

table 4: milestones

MileStoneS aChieveD future MileStoneS

achieved ISo 140001 – first in England.

awarded a united nations university regional centre of Expertise (rcE) in Sustainability (2008).

Winner of green gown award for continuous Improvement (2008).

highly commended, green gown award for courses (2007, 2008).

ranked 1st in the green league (People and Planet 2008).

highly commended by times higher Education award (2006).

Sustainability underpins the university’s Strategic development Plan and profile of the university.

develops and implements plan to reduce the ecological footprint of the university with waste, water, transport and energy plan.

Improved standing in national rankings, assessments and academic writings.

1st UK university to embed sustainability across all course offerings.

1st UK University to release a comprehensive Sustainability Report.

Is internationally recognised for its institutional commitment and sustainability efforts.

Is known for its expertise in ‘people's responses to sustainability’.

1st University to develop an ISO Sustainability Management system which enables sustainability progress to be tracked across the University faculties, campuses and portfolios.

Attracts significant funding for research and other activities.

Models sustainability across its campuses, departments and portfolios.

Has a partnership programme for international and further education partners in sustainability.

22

-

Tel: 0844 801 0001 Web: www.glos.ac.uk 60

576

4/1

0

promising futures 2009-15 - university of gloucestershirepromising futures 2009-15 ... extending...

Documents