SSI Executive Report AY13
The Student Sustainability Initiative (SSI) Strategic Plan is currently being reviewed and we
anticipate submitting significant modifications with our FY15 budget proposal in the
winter term. Three factors are driving this change: 1) Student Leadership & Involvement is
in the process of revising their strategic plan, which will impact the evolution of SSI’s
strategic plan; 2) The addition of a professional faculty position to support SSI will provide
ongoing leadership for programming and evaluation; 3) SSI will be moving to the Student
Experience Center (SEC) in 2015, enabling a more visible/central campus presence and
partnerships with other student organizations.
SSI Strategic Plan
Vision Statement: Student efforts at OSU create a culture of sustainability and empower a new
generation of leaders.
Mission Statement: Advance student efforts in creating a culture of sustainability at OSU
through action, education, and opportunity.
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Goal
a
Strategy
i Tactic
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1
Goal
Awareness - Increase understanding of the need for a sustainable culture, and provide
information about available opportunities and resources.
a Information Dissemination
i Electronic Mailing List: Send announcements at least once a week during
the school year containing information about current SSI activities, as well
as other sustainability-related information pertinent to students.
1 By 2015- Have 6% of currently enrolled students subscribed.
2 By 2017- Have 9% of currently enrolled students subscribed.
ii Online Presence: Maintain and keep website and social media pages up to
date with information about the program information (e.g. background,
history, and contacts) and its activities.
1 By 2015- Have 400 unique hits each week on the website.
2 By 2017- Have 650 unique hits each week on the website.
3 By 2015- Have an average weekly total reach of 350 people on
Facebook.
4 By 2017- Have an average weekly total reach of 600 people on
Facebook.
By 2015- Have 350 followers on Twitter.
By 2017- Have 600 followers on Twitter.
iii Ecologue: Post information at least every other week regarding SSI
activities.
1 By 2015- ways to increase awareness, increase number of
contributors, number of hits (all maybe)
2 By 2017
iv Fliers and Posters: Distribute/post in appropriate areas.
1 By 2015- doesn’t need
2 By 2017
v Brochures: Maintain up to date information about the SSI and have
available at the SSC and any visibility events.
1 By 2015- Have SSI brochures available at 8 other locations on
campus (5 students programs, 3 non-student), and one off campus.
2 By 2017- Have SSI brochures available at 12 other locations on
campus (8 students programs, 4 non-student) and three off campus.
b Face-to-face Outreach
i Tabling: Attend relevant events (organized by SSI or other parties), or
utilize “solo tabling” to increase awareness in general or for specific
activities.
1 By 2015- Be present at 2 events organized by other student groups,
and 1 event organized by non-student groups each term. In
addition, the SSI will have at least one general visibility event on
its own each term.
2 By 2017- Be present at 4 events organized by other student groups,
and 2 events organized by non-student groups each term. In
addition, the SSI will have at least two general visibility event on
its own each term.
ii Class Raps: Deliver brief presentations to various classes to encourage
involvement in SSI activities.
1 By 2015- Have relationships established with three professors and
deliver at least one monthly class-rap to one of their sustainabilityrelated classes.
2 By 2017- Have relationships established with five professors and
deliver at least one monthly class-rap to one of their sustainabilityrelated classes.
c Events
i Social/Volunteer: Increase sense of community among SSI members and
encourage new participation from non-members.
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By 2015- Have one social event each term with an attendance of
50 students (non-SSI staff).
2 By 2017- Have one social event each term with an attendance of
70 students (non-SSI staff).
ii Lectures: Organize speaking events during which presented information is
pertinent to OSU students about SSI activities or sustainability.
1 By 2015- Throughout the course of the year, assist in bringing
three speakers to the OSU campus for lectures attended by a
combined total of 500.
2 By 2017- Throughout the course of the year, assist in bringing
three speakers to the OSU campus for lectures attended by a
combined total of 700.
iii Workshops: Teach students valuable skills that can be applied in
furthering their efforts in sustainability.
1 By 2015- Throughout the course of the year, provide one
workshop in each one of the SSI Project Coordinator’s area.
2 By 2017- Throughout the course of the year, provide at least one
workshop in each one of the SSI Project Coordinator’s area, along
with an additional three workshops in any area.
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Empowerment - Encourage and support students in furthering their own vision of
sustainability on campus.
a Financial Support
i Project Grants: Provide self-motivated students and groups the financial
resources necessary to implement sustainability projects within the OSU
community.
1 By 2015 - 25 applications for funding received, of which at least
15 are determined to be viable. 80% of projects funded are
completed within their proposed timeline.
2 By 2017 - 30 applications for funding received, of which at least
21 are determined to be viable. 80% of projects funded are
completed within their proposed timeline.
ii Research Grants: Help to develop and bolster student interest in
sustainability related research from a variety of academic perspectives.
1 By 2015 - Three research grants are awarded. Each recipient
attends and presents their findings at annual research colloquium
2 By 2015 - Five research grants are awarded. Each recipient attends
and presents their findings at year end research colloquium.
iii Travel Grants: Allow students to access information, resources, and
trainings available outside the OSU community.
By 2015 - At least 20 students receive funding for travel.
Recipients provide one entry for Ecologue and present at year end
research colloquium.
2 By 2017 - At least 30 students receive funding for travel.
Recipients provide one entry for Ecologue and present at year end
research colloquium.
b Involvement
i Volunteer Opportunities: Allow students the opportunity to meaningfully
involve themselves in projects, events or campaigns.
1 By 2015 - SSI has 50 documented core volunteers that regularly
involve themselves in SSI projects, events or campaigns.
2 By 2017 - SSI has 60 documented core volunteers that regularly
involve themselves in SSI projects, events or campaigns.
ii Internship Opportunities: Provide opportunities for students to take on ongoing responsibilities and develop experience without becoming a full
employee.
1 <No specific goal.>
iii Employment: Provide financial means for students who might not
otherwise be able to meaningfully involve themselves in the SSI.
1 <No specific goal.>
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Leadership - Help students improve their ability to organize sustainability related
projects and campaigns through leadership development opportunities.
a Provide leadership development trainings
i Promote and partner with leadership workshops and events hosted by OSU
groups.
1 By 2013 - Establish a yearly record of the number of SSI
sponsored leadership trainings implemented, the number of
students that participate, and evaluations by participants of the
trainings’ effectiveness and value.
2 By 2015 - Fill in any identified gaps in the provision of SSIsponsored leadership trainings, based on records from 2013.
3 By 2017 - If student demand/interest supports it, increase the
number of students benefiting from SSI-sponsored leadership
trainings based on records from 2015. This can be achieved
through an increase in participants or improvement in the quality
of trainings.
ii Promote and partner with off-campus leadership opportunities.
1 By 2013 - Establish a yearly record of the number of leadership
trainings in which the SSI participated, the number of OSU
students that participate, and (if possible) evaluations by
participants of the trainings’ effectiveness and value.
2 By 2015 - Fill in any identified gaps in the provision of SSIpromoted leadership trainings, based on records from 2013.
3 By 2017 - If student demand/interest supports it, increase the
number of students benefiting from SSI-sponsored leadership
trainings based on records from 2015. This can be achieved
through an increase in participants or improvement in the quality
of trainings.
b. Develop the leadership abilities of students by providing them with official
positions with specialized rights and responsibilities.
i. Hire promising student leaders for SSI staff positions.
1 By 2015 - Implement:
a Quarterly written evaluations by the Director of the
effectiveness and impact of SSI staff positions through
measures including staff, director, and board satisfaction
with employment experience and performance; number/rate
of successful staff projects or goals achieved; retention rate
of staff. These evaluations will be discussed with that staff
member during an individual meeting.
b Exit interviews to assess employment experience and
organizational issues. These will be conducted with paid
staff by a neutral third party interviewer. Results will be
distributed to program advisors, Director(s), and Fee Board
Chair.
c Follow-up surveys to be completed online by alumni one
year after employment and three years after employment.
These will be used to establish a running record of what
former staff members are doing post-graduation, with an
emphasis on leadership positions they have taken.
2 By 2017 - Achieve improvements in all measures of staff
effectiveness based on evaluation records from 2015. Compile
statistics on the accomplishments of SSI alumni in terms of
leadership and sustainability. Maintain complete alumni network.
ii. Appoint students to serve on the SSI Fee Board.
1 By 2015- Implement:
a Yearly written evaluations of the effectiveness and impact
of SSI board positions through measures including staff,
director, and board satisfaction with overall board
performance and involvement with SSC; number/rate of
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successful board projects or goals achieved; retention rate
of board members in consecutive years.
b Optional exit interviews to be made available to board
members. These will mirror staff exit interviews, but will
not be mandatory.
c Follow-up surveys to be completed online by alumni one
year after employment and three years after employment.
These will be used to establish a running record of what
former board members are doing, with an emphasis on
leadership positions they have taken.
By 2017 - Achieve improvements in all measures of board
members’ effectiveness based on evaluation records from 2015.
Compile statistics on the accomplishments of former SSI board
members in terms of leadership and sustainability. Maintain
complete alumni network.
Partnership - Connect organizations within campus and greater community, and
integrate sustainability into every OSU department.
a Improve SSI organizational capacity
i Collaborate on sustainability projects/events with groups on and off
campus.
1 By 2013 - Establish a quantifiable metric of inter-organizational
collaboration efforts based on data collected in 2012.
2 By 2015 - Demonstrate a 50% increase in inter-organizational
collaboration over the 2012-baseline.
3 By 2017 - Demonstrate a 25% increase in inter-organizational
collaboration over the 2015-baseline.
b Build and develop an OSU and local community sustainability network
i Connect students with organizations beyond SSI (on campus), and beyond
OSU (off campus).
1 By 2013 - Establish a metric and baseline for student referrals
based on data collected in 2012.
2 By 2015 - Increase student referrals by 50% from 2012 baseline.
3 By 2017 - Increase student referrals by 25% from 2015 baseline.
ii Facilitate inter-organizational collaboration between different
sustainability groups on and off campus.
1 <No specific goal.>
c Find avenues to work with diverse sustainability partners.
i Reach out to on/off campus departments/groups without a visible
sustainability mission to bring them into the sustainability conversation.
By 2013 - Establish a quantifiable metric of inter-organizational
collaboration efforts based on data collected in 2012.
2 By 2015 - Demonstrate a 50% increase in inter-organizational
collaboration over the 2012-baseline.
3 By 2017 - Demonstrate a 25% increase in inter-organizational
collaboration over the 2015-baseline.
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5
Institutional Development - Assist, encourage, promote, and advocate for movement by
the institution towards a sustainable future.
a Infrastructure
i Provide and oversee a revolving loan fund to support infrastructural
improvements made by OSU departments and groups.
1 By 2015 - Oversee a 75% utilized, $300,000 revolving loan fund to
support infrastructural improvements made by OSU departments
and groups.
2 By 2017 - Oversee a 90% utilized revolving loan fund to support
infrastructural improvements made by OSU departments and
groups. The size of this fund will depend on success of the
program.
ii Identify, select, fund, and oversee the implementation of renewable energy
projects.
1 By 2015 - Have prioritized the order of implementation of
renewable energy projects on all student fee funded buildings, and
be identifying, selecting, funding, and overseeing the
implementation of $650,000 in renewable energy projects
annually.
2 By 2017 - Have prioritized the order of implementation of
renewable energy projects on all campus buildings, and be
identifying, selecting, funding, and overseeing the implementation
of $750,000 in renewable energy projects annually.
iii Investigate, plan, fund, and oversee the implementation of infrastructure
improvement projects that will make OSU more sustainable.
1 By 2015 - Have (a) identified projects better funded by student
fees than general funds, or (b) identified that there are no such
projects. If (a), then pass a resolution through the ASOSU senate to
provide an appropriate level of funding.
2 If the projects were identified and funding secured, then by 2017
have that funding and those projects on track to fit OSU’s
overarching sustainability goals.
b Policy and Operations
Campaign, advocate, and petition for university policies and procedures
that reflect a deep dedication to sustainability, and support it in adopting
and implementing those policies.
1 By 2015 - OSU has adopted, implemented, and is sticking to new
policies and procedures in (1) landscaping, ensuring that all new
efforts in the area are low-pesticide, low-herbicide, water-light,
and native or edible, and (2) energy, ensuring that all energy
purchased by OSU is accompanied by institutionally-acquired
RECs.
2 By 2017 - OSU has adopted, implemented, and is sticking to new
policies and procedures in (1) food, ensuring that 75% of food
stuffs purchased by OSU is either local, organic, or fair trade, (2)
transportation, and (3) waste reduction
ii Publicize the need for different policy, the disparity between policy and
practice, and improvements made to policy or practice.
1 <No specific goal beyond 5.b.i.1. and 5.b.i.2.>
iii Provide funds, and advocate for the allocation of further funds, to support
making OSU operations more sustainable.
1 <No specific goal beyond 5.b.i.1. and 5.b.i.2.>
c Curriculum
i Develop, encourage, advocate for, and contribute to courses that integrate
and emphasize the importance of bringing a culture of sustainability to
bear on every facet of our society
1 By 2015 - Have (a) assisted in the development and testing of two
new courses, (b) encouraged, or advocated for, the creation,
adoption, or continuation of two courses, or (c) contributed to, and
advocated for, the improvement of two existing courses that
integrate and emphasize the importance of bringing a culture of
sustainability to bear on every facet of our society.
2 By 2017- Have (a) assisted in the development and testing of four
new courses, (b) encouraged, or advocated for, the creation,
adoption, or continuation of four courses, or (c) contributed to, and
advocated for, the improvement of four existing courses that
integrate and emphasize the importance of bringing a culture of
sustainability to bear on every facet of our society.
d Outreach
i Promote and endorse progress made by the University towards a culture of
sustainability through online and offline media.
1 <No specific goal beyond our awareness goals.>
i
ii
Use past progress and any resulting positive feedback to strategically
encourage movement towards a culture of sustainability.
1 <No specific goal beyond our awareness goals.>
SSI Update to SIFC
Current and Future Labor Needs:
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The SSI experienced an unusually high degree of leadership instability during FY2013,
including loss of our student director and termination of our administrative coordinator
mid-year. Two project coordinators filled the leadership gap by serving as co-directors,
but the upheaval was difficult for the organization.
In the spring of 2013, SSI added a new project area (water) and hired 11 staff members.
Our staff now includes 6 project coordinators, three support staff members, and a student
director. We continued our intern program in FY13, developing students’ knowledge and
leadership skills and enabling us to transition well-trained students into staff positions the
following year. In 2013 we also moved forward with the process of hiring a full-time
professional staff member, who started in the fall of 2013.
Looking ahead, we see a need to diversify our focus and expertise to address all three
pillars of sustainability: social, environmental and economic. In FY14 we will recruit a
Social Justice & Sustainability Intern to expand our partnerships with student
organizations and target outreach to campus populations traditionally underrepresented
within the environmental movement. Social justice represents a significant growth area
for the SSI and may evolve into a student staff position in the near future.
With the addition of a professional faculty member, we anticipate that the SSI
administrative coordinator’s position description will change, with time dedicated to
supporting the administrative needs of the volunteer Fee Board and serving as the liaison
for SSI grant recipients.
Unmet Needs:
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Physical Space: We are outgrowing our space at the Student Sustainability Center.
This primarily has to do with the need for more workstations for staff members and
a larger meeting space. We are also struggling with an unreliable internet
connection and inconsistent service from building services.
Personnel: As noted above, we are considering expanding the current project
coordinator model to include a staff member dedicated to social sustainability.
Office Equipment: Although we recently purchased a printer, we have recognized a
need for an in-house photocopier and scanner. This will be resolved when we move
to the SEC. We have an immediate need a new router to ensure more reliable
internet service.
In anticipation of our move to the SEC, we need demonstration space for
programming. We are exploring options for housing our community/demonstration
garden, rain water harvesting demonstration site, and the solar energy trailer after
we move.
Impacts of Budget Increases (or lack thereof):
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Programmatic Support: If it is decided that a GTA position or OSU employee is
needed to further support the program (e.g. with assessment, strategic planning, big
picture volunteer recruitment and retention program, current grant programs and
future development, alternative funding sources, institutional memory), then
additional funds would be needed.
Student Staff: Addition of a social justice project coordinator position will require
additional funds.
Programming: Our move to the SEC will enable us to focus on improving the student
experience on campus. We have established successful signature events that recur
annually and need consistent support.
Grant Programs: We will expand our marketing of grant programs and are
developing an undergraduate research grants program.
Green Fee Project Funds and Revolving Loan Fund: To address SIFC’s
recommendations highlighted during our program evaluation we are developing a
program plan to guide future infrastructure investments with the goal of building a
living laboratory modeling sustainability innovations on the OSU campus.
SWOT Analysis:
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Strengths
o Passionate and dedicated student employees
o Consistent student body support for sustainability programming
o Innovative program model with paid student staff dedicated to
programming and funding opportunities for student projects and larger
infrastructure investments
o Culture of sustainability forwarded by advocates on OSU campus
o Breadth of programmatic focus
o Supportive and passionate faculty advisors in an effective advising model,
including technical sustainability expertise, assessment, facilitation, student
engagement, institutional memory, knowledge of university function and
structure
o Internship program to train future staff member
o Campus and community partnerships with organizations with shared
mission
o Collaboration amongst project coordinators
o Strong partnerships with Campus Recycling and the Sustainability Office
o Meeting, activity and demonstration space
o Continuity of events becoming recognizable from year to year, visible
opportunities for students to engage
Weaknesses
o Staff and fee board member turnover from year to year due to graduation
o Unpaid fee board positions with high responsibility
o Not ADA accessible in current location
o Off-campus location makes consistent cleaning and maintenance problematic
Breadth of Charge: Because sustainability is so incredibly broad and can be
incorporated into any aspect of the university, it is an extremely large task
for one program to handle. While we would like to influence as many areas of
OSU as possible, it can be a daunting task
o Need to restructure/promote Green Fee and Revolving Loan Fund programs
which has been underutilized
o Student schedules – flux in availability from term to term disrupts routine
o Annual learning curve to get to know the job
o Reliance on volunteers with busy schedules
Opportunities
o Training and development (budget management training) for fee board
members
o Need more holistic and big picture training for fee board members
o In house development of staff and opportunities for succession of staff to
director position, interns into staff
o More supportive annual transition
o Making use of available supplies
o Program relocation from SSC to SEC creates opportunities: increasing
visibility; engaging more students, faculty and staff; use the building as an
educational tool; better partnerships with other student fee funded
organizations; programmatic changes in terms of types of events and how
they are done
o Program evaluation and assessment plan development
o Pursuit of alternative funding sources, such as grants, donations, etc.
o Developing clearer program design for diversified green fee projects and
Revolving Loan Fund
o Departmental liaisons and institutional commitment to sustainability
o Eco-Reps expanding reach to diverse student populations
o New garden space at SEC
o Building momentum from year to year
Threats
o Difficulty in getting suitable applicants for some positions, including staff and
fee board
o Fee Board accountability for unpaid positions
o Transition of staff and fee board members year to year without clear training
and transition plan
o Program relocation from SSC to SEC poses threats including loss of identity;
loss of physical space (specifically garden/demonstration space); potential
programmatic changes in terms of types of events and how they are done
o Lack of external understanding around SSI programs like the Revolving Loan
Fund
o Lack of technical assistance for grantees
o Reduction of funding
o
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