1. An Introduction to LiFE
An Overview of the Learning in Future Environments System

2. WHAT IS LiFE? www.thelifeindex.org.uk
LiFE is a performance improvement system developed specifically to help learning institutions manage, measure, improve and promote their social responsibility and sustainability performance.
LiFE has three elements:
Performance Improvement System which enables institutional self- assessment.
Performance Accreditation Programme which allows institutions to submit to independent assessment, verification and accreditation of their progress
LiFE Improvement Centre. A comprehensive resource containing best practice examples and improvement tools which is available to all LiFE participants.

3. WHAT IS LIFE? What is LiFE? www.thelifeindex.org.uk Priority areas:
Leadership and Governance
Estates and Operations
Partnership and Engagement
Learning, Teaching and Research
A series of development / progression frameworks in these areas.
A series of metrics to measure quantitative elements of sustainability practice.
Specific questions to ensure a comprehensive picture of institutional activity.

4. Conceptual Framework www.thelifeindex.org.uk
Institutional journeys are non-linear
They should be rewarded for action as well as process
The Frameworks can provide guidance on what good practice might look like
This is an ongoing process – Review cycles
They can self assess as well as be externally assessed

5. Clear Responsibilities and Training Whole institution approach
Policy and Strategy
Action plans
Inclusive approach
Focus on impact
Commitments are in place to sustainability in this area of activity
Action plans are in place (SMART) and commitments made
Relevant stakeholders are involved in the activity.
Institutions are looking at measuring the impact and benefit of the activity not just the activity itself
Communication
Clear Responsibilities and Training
Implementation
Whole institution approach
Activity is being communicated and there is clear support
People are being trained and supported
Embedded into the way things are done, systems and processes
There is evidence of whole institution engagement in its implementation
WHAT DOES LIFE LOOK WHAT IS LIFE?
What is LiFE?

6. Leadership and Governance Partnership and Engagement
Learning and Teaching
Research
Student Engagement
Utilities
Resource Efficiency and Waste
Sustainable ICT
Sustainable Construction and Renovation
Biodiversity
Travel and Transport
Community and Public Engagement
Business and Industry Interface
Procurement and Supplier Engagement
Leadership
Staff Engagement and Human Resources
Leadership and Governance
Partnership and Engagement
Learning, Teaching and Research
Estates and Operations

7. STAKEHOLDER ENGAGEMENT LINKS TO THE CURRICULUM
Objective: To encourage the development of sustainable transport and minimise the environmental and social impacts of travel
POLICY AND STRATEGY
ACTION PLANNING
STAKEHOLDER ENGAGEMENT
MEASUREMENT
The university's Sustainable Travel Plan is aligned with the university's Carbon Management Plan and supports local and national priorities, including Carbon Reduction Target and Strategy for Higher Education in England (HEFCE 2010/01). Activity is reviewed on a regular basis. There are clear reporting lines into formal university management structures.
Action Plans, which incorporate objectives and associated targets, drive the cycles of activity across the university in relation to travel planning and management.
Key stakeholders (including staff, students, contractors and service providers) actively inform the review of the Sustainable Travel Plan and shape its development. Development of the Strategy emulates or begins to lead best practice.
The impacts and benefits of the Sustainable Travel Plan are routinely monitored and evaluated as part of existing university practice. There is evidence of continual improvement and feedback loops.
COMMUNICATION
TRAINING AND SUPPORT
IMPLEMENTATION
LINKS TO THE CURRICULUM
The Sustainable Travel Plan is in the public domain. There is a planned approach to communicating to relevant stakeholders the Strategy, its associated activities and their implications. The Strategy has clear, high-level support within the university.
Commitments and/or targets are linked to named individuals or teams within the university. Staff have either appropriate travel planning and transport management skills and knowledge, or opportunities to develop them through access to specialist support.
There is evidence of staff and student-led sustainable travel initiatives across the university and beyond via the Student Union, student societies, staff groups, trade unions or individual sustainability champions
Sustainable travel and transport use links to and where appropriate is embedded into formal and informal curriculum activity.

8. Objective: To make progress towards a ‘zero waste’ future.
POLICY AND STRATEGY
ACTION PLANNING
STAKEHOLDER ENGAGEMENT
MEASUREMENT
The university's Resource and Waste Management Strategy is aligned with the university's Carbon Management Strategy and supports local and national priorities, including the Carbon Reduction Target and Strategy for Higher Education in England (HEFCE 2010/01). Activity is reviewed on a regular basis. There are clear reporting lines into formal university management structures.
Action Plans, which incorporate objectives and associated targets, drive the cycles of activity across the university in relation to travel planning and management.
Key stakeholders (including staff, students, contractors and service providers) actively inform the review of the Resource and Waste Management Strategy and shape its development. Development of the Strategy emulates or begins to lead best practice.
The impacts and benefits of the Resource and Waste Management Strategy are routinely monitored and evaluated as part of existing university practice. There is evidence of continual improvement and feedback loops.
COMMUNICATION
TRAINING AND SUPPORT
IMPLEMENTATION
LINKS TO THE CURRICULUM
The Resource and Waste Management Strategy is in the public domain. There is a planned approach to communicating to relevant stakeholders the Strategy, its associated activities and their implications. The Strategy has clear, high-level support within the university.
Commitments and/or targets are linked to named individuals or teams within the university. Staff have either appropriate waste management skills and knowledge, or opportunities to develop them through access to specialist support.
There is evidence of staff and student-led waste reduction initiatives across the university and beyond via the Student Union, student societies, staff groups, trade unions or individual sustainability champions
Waste management and reduction and resource efficiency links to and where appropriate is embedded into formal and informal curriculum activity.

9. Accreditation www.thelifeindex.org.uk Completing the on-line tool
Provide evidence against each cell
Quality not quantity (Limit on the evidence)
Independent team to assess

10. Next Steps www.thelifeindex.org.uk Continue to align with Australia
Recruit assessment team
Implement governance structure
Launch and continue to improve