| Overall Rating | Gold |
|---|---|
| Overall Score | 67.84 |
| Liaison | Noah Upchurch |
| Submission Date | March 1, 2024 |
Catawba College
PA-2: Sustainability Planning
| Status | Score | Responsible Party |
|---|---|---|
|
4.00 / 4.00 |
Noah
Upchurch Senior Sustainability Specialist Center for the Environment |
Does the institution have a published plan or plans that include measurable sustainability objectives that address sustainability in curriculum and/or research?:
A list or sample of the measurable sustainability objectives related to academics and the plan(s) in which they are published:
In the College's Sustainability Strategic Plan, there are several measurable academic-related objectives, including:
- Turning the entire campus into a Living-Learning Lab within 5 years.
- Infusing sustainability into the curriculum within 5 years by requiring a basic knowledge of sustainability for graduation. This will be accomplished by funding sustainability-related curriculum development programs, incorporating the United Nations Sustainable Development Goals across departments, and more.
- Helping students develop real-world sustainability skills, using curriculum, a lecture series, and more.
Does the institution have a published plan or plans that include measurable sustainability objectives that address student, employee, or community engagement for sustainability?:
A list or sample of the measurable sustainability objectives related to engagement and the plan(s) in which they are published:
In the College's Sustainability Strategic Plan, one of four Secondary Goals, intended to support the overall Strategic Goal, is devoted to developing Sustainability as a Key Part of Our Culture at Catawba College. Within this Secondary Goal, there are several measurable engagement-related objectives, including:
- Forming a Sustainability Advisory Committee consisting of students, faculty, staff, and a trustee.
- Developing and maintaining programs and initiatives to recruit and retain sustainability-focused students, faculty, and staff.
- Embedding sustainability in student life using a peer-education program, student clubs, orientation, and a sustainability-focused living learning community.
- Developing programs and projects to strengthen sustainability in the local community.
Does the institution have a published plan or plans that include measurable sustainability objectives that address sustainability in operations?:
A list or sample of the measurable sustainability objectives related to operations and the plan(s) in which they are published:
In the College's Sustainability Strategic Plan, there are several measurable operations-related objectives, including:
- Increasing renewable generation and maximizing energy efficiency within the next 5 years, with a goal of becoming 100% renewable for all on-campus energy use within the next 10 years.
- Increasing campus biodiversity with a number of measures, including the implementation of native planting area and the minimization of chemical fertilizer, herbicide, and pesticide use.
- Minimizing the amount of waste that goes to the landfill by developing plans and programs to increase recycling and composting capabilities while simultaneously eliminating the use of single-use plastics, styrofoam, etc.
- Improving water management by updating plumbing systems on campus and implementing stormwater and irrigation management practices.
Does the institution have a published plan or plans that include measurable sustainability objectives that address diversity, equity, and inclusion; sustainable investment/finance; or wellbeing?:
A list or sample of the measurable sustainability objectives related to administration and the plan(s) in which they are published:
In the College's Sustainability Strategic Plan, there are several measurable administration-related objectives, including:
- Implementing endowment management and cash management programs that incorporate best sustainability practices within the next 5 years.
- Creating funding programs for internal sustainability initiatives within the next 5 years.
- Implementing a centralized procurement program within the next 5 years that requires the College to make expenditure decisions in a way that minimizes the environmental impact while maximizing the social impact of the College's spending.
Does the institution have a published strategic plan or equivalent guiding document that includes sustainability at a high level? :
The institution’s highest guiding document (upload):
Website URL where the institution’s highest guiding document is publicly available:
Which of the following best describes the inclusion of sustainability in the highest guiding document?:
The institution's sustainability plan (upload):
Website URL where the institution's sustainability plan is publicly available:
Does the institution have a formal statement in support of sustainability endorsed by its governing body?:
The formal statement in support of sustainability:
The institution’s definition of sustainability:
Living our lives in a way that allows all people in current and future generations to enjoy at least the same quality of life that we enjoy today.
Is the institution an endorser or signatory of the following?:
| Yes or No | |
| The Earth Charter | No |
| The Higher Education Sustainability Initiative (HESI) | No |
| ISCN-GULF Sustainable Campus Charter | No |
| Pan-Canadian Protocol for Sustainability | No |
| SDG Accord | No |
| Second Nature’s Carbon Commitment (formerly known as the ACUPCC), Resilience Commitment, and/or integrated Climate Commitment | Yes |
| The Talloires Declaration (TD) | No |
| UN Global Compact | No |
| Other multi-dimensional sustainability commitments (please specify below) | No |
A brief description of the institution’s formal sustainability commitments, including the specific initiatives selected above:
Website URL where information about the institution’s sustainability planning efforts is available:
Additional documentation to support the submission:
Data source(s) and notes about the submission:
The information presented here is self-reported. While AASHE staff review portions of all STARS reports and institutions are welcome to seek additional forms of review, the data in STARS reports are not verified by AASHE. If you believe any of this information is erroneous or inconsistent with credit criteria, please review the process for inquiring about the information reported by an institution or simply email your inquiry to stars@aashe.org.