Cal Poly Humboldt
PA-2: Sustainability Planning

In the Strategic Plan 2021-2016, there is a section called "Academic Roadmap" which outlines strategic objectives for sustainability related to academics. The intro to this section says "Equity, diversity, and social and environmental justice are key principles that will underpin every aspect of academic programs at HSU," making sustainability a keystone theme of the section.

Furthermore, specifically, it calls out sustainability objectives as follows:
GOAL 1: LEVERAGE UNIQUE STRENGTHS ROOTED IN PLACE
Advance academic excellence that leverages the unique strengths of HSU including sense of place, people, and planet. This includes: relationships with indigenous communities to address the legacy of colonialism and to co-develop knowledge; integration of the study of the dependence of economies and societies on the resilience and sustainability of ecological systems; place-based teaching and learning that features the social, cultural, and natural environments of the North Coast; experiential and real-world problem based learning; engagement with larger communities through the arts; and full integration of the concepts of justice and equity.
GOAL 4: ALIGN ACADEMICS WITH GREATER NEEDS
Increase academic alignment with the workforce and other needs of the community, industry, California, and the world. This includes: preparing students to take on the commitments of communication, critical inquiry, social responsibility, equity, and ethical civic engagement necessary to meet the challenges of the 21st century; emphasizing diverse and inclusive team approaches to learning and leadership development in students; real-world application of theory; and experiential learning.

Sustainability goals are also included in the updated campus Climate Action Plan 2.0 (CAP 2.0) within actions under an Academics & Research section. These Actions include:
-number of courses with sustainability content
-Expand professional development opportunities
-Foster cross-disciplinary research
-Establish HSU as a center for sustainability

In addition, within the central summary of CAP elements is "Strategies to achieve carbon neutrality, build resilience, and integrate sustainability into
academics, research and campus culture."

Specific CAP 2.0 goals and strategies relating to academics include:
-A&R Goal 1 Further integrate sustainability into the curriculum
>Strategy 1.1: Increase the percentage of courses with sustainability content to 25% by 2025 and to 40% by 2030. Increase the percentage of academic departments with sustainability course offerings to 85% by 2025 and to 90% by 2030.
-A&R Goal 2 Foster cross-disciplinary research and creative activities in sustainability.
>Strategy 2.1: Increase the percentage of researchers that are engaged in sustainability research to 50% by 2025 and to 60% by 2030.
>Strategy 2.2: Support the increase and enhancement of creative activities in sustainability.
-A&R Goal 3 Firmly and publicly establish Cal Poly Humboldt as a hub for sustainability innovation, curriculum and research
>Strategy 3.1: Support the establishment of a sustainability center by 2025.

In the Strategic Plan 2021-2016, there is a section called Community Collaboration & Shared Success which outlines how the campus will engage with surrounding community to work together, share resources, communicate openly, and created an inclusive and welcoming environment in order to ensure that they both achieve their objectives.

Arguably, all goals in this section relate to sustainability, but those that have the most direct relationships include:
GOAL 1: CREATE A SAFE AND SUPPORTIVE COMMUNITY FOR STUDENTS
Help nurture a safe, supportive, and inclusive community for all students and develop opportunities for students within the community that contribute to academic and personal growth.
GOAL 2: STRENGTHEN RELATIONSHIPS WITH TRIBES
Work with Tribes as sovereign nations and pursue the reciprocal benefits of partnerships.
GOAL 4: PROMOTE COMMUNITY INCLUSION
Ensure two-way communication between HSU and the community, and proactively seek meaningful community input in HSU decisions that also affect the community.

In the Strategic Plan, there is also a section called Employee Engagement & Success that outlines how the campus will ensure that all HSU employees have what they need to be involved in, enthusiastic about, and committed to their work and to HSU. Those related to sustainability include:
GOAL 1: FOSTER INCLUSIVE EMPLOYEE COMMUNITY
Foster an inclusive campus community that values and promotes openness, respect, understanding, and ongoing self-reflection and critique, and attracts and retains employees who broadly reflect intersections of identity, centering individuals from minoritized communities.
GOAL 2: BUILD A GROWTH CULTURE
Cultivate a vibrant growth culture for all employees that provides equitable access to professional development opportunities, supports healthy work-life balance, and recognizes and rewards exceptional effort.

Measurable outcomes for these sections are further explicated in Phase 2 documents for the Strategic Plan by Division, notably:
>>Academic Affairs
(https://strategicplan.humboldt.edu/sites/default/files/academic_affairs_iap_phase2.pdf)
3. The Division will provide the program support necessary to ensure that all graduating students have participated in at least one hands-on learning experience.
8. The Division will increase real-world, hands-on, and valued workforce skill development learning activities throughout the academic and co-curricular programs.
9. The Division will increase global engagement to broaden understanding of cultures around the world.

>>Advancement
(https://strategicplan.humboldt.edu/sites/default/files/advancement_assessment_plan_21_23_-_phase_2.docx.pdf)
2. Divisional Priority: Enable HSU’s Regional Expansion
Outcome: HSU has an expanded physical and market presence in local communities; its
“campus” has become more dispersed beyond its Arcata location.
3. Divisional Priority: Mobilize and Energize our Alumni
Outcome: An increased percentage of alumni (as recommended in a forthcoming review by
external experts) are more engaged with the University and actively demonstrate their sense of
pride, as illustrated by giving, event attendance, and interaction driven by personalized
communications.

>>Enrollment Management
(https://strategicplan.humboldt.edu/sites/default/files/em_divisional_goals_for_iapw_phase_2.docx.pdf)
-Increase applications of HSU to potential applicants in Tribal communities annually.
-Increase the percentage of local and transfer applicants from Humboldt county who choose to enroll at HSU (yield) annually.
-Increase collaboration with local community partners to expand student access to basic needs services for students.


Elements of engagement are also outlined in the CAP 2.0, specifically under the implementation strategy (page 54), where it says:
The Humboldt Advisory Committee on Sustainability will support oversight of CAP 2.0 implementation, advise campus leadership on its progress, and intercede as needed to ensure forward movement and campus-community engagement;

In the Strategic Plan 2021-2016, there is a section called Resources Stewardship & Sustainability that relates most directly to sustainability in operations. This section's introduction says "Resources Stewardship & Sustainability promotes goals that appropriately generate, manage, and invest resources towards the purpose of the University and its adopted guiding plans, through the common lens of 'student first,' equity, inclusivity, and sustainability. Furthermore, the statement of vision for this section is "To effectively support our campus and regional community as a place of higher education excellence, Humboldt State University will be a model of stewardship with its physical, fiscal, and human resources while actively engaging in the pursuit of new opportunities. The University will prioritize resources toward diverse student needs, equity, inclusivity, and the advancement of environmental, social, and economic sustainability."

All of the specific objectives in this section relate to sustainability, and these include:
GOAL 1: PRIORITIZE STUDENT NEED
Demonstrate decision making that prioritizes the alignment of resources with demonstrated positive impact, growth, and diverse student needs including basic needs, safety, belonging, quality education, and career success.
GOAL 2: STEWARD UNIVERSITY RESOURCES
Exemplify continuous improvement and sustainable stewardship of resources to become a flourishing and resilient campus.
GOAL 3: INVEST IN FUTURE OPPORTUNITIES
Invest and expand resources—in collaboration with tribal, community, public, and private partners—to pursue our vision for the future.
GOAL 4: CREATE A SUSTAINABLE INSTITUTION
Champion sustainability by realizing the interconnectedness of the environment, the economy, and our society.

Many elements of the CAP 2.0 outline objectives related to operations, and these are within the followings sections:
BUILDINGS, ENERGY, & FUELS
-Switch from natural gas to electricity
-Acquire electricity from renewable sources
-Implement whole-building energy performance measures
-Zero emission fleet vehicles
-Install micro-grid with solar and battery storage
TRANSPORTATION
-Improve bike, ped and transit access to campus
-Expand micro-mobility and rideshare programs
-Adjust parking policies to incentivize smart transportation
-Enhance remote conferencing capabilities
WASTE & PURCHASING
-Implement a Zero Waste Action Plan
-Implement sustainable purchasing policies
-Increase diversion of construction waste
-Reduce waste from campus housing
CARBON OFFSET & SEQUESTRATION
-Calculate carbon sequestration on forested lands
-Business air travel carbon offset policy
-Voluntary commuter carbon offset program
-Develop urban forestry and small scale carbon offset projects
RESILIENCE
-Address food and housing insecurity
-Expand emergency operations and communications
-Foster a prepared and engaged campus community
-Improve ecosystem and stormwater management

Much more detail on these actions is outlined in depth within the CAP 2.0 document at https://facilitymgmt.humboldt.edu/sites/default/files/cap2.0_final_4.pdf

In the Strategic Plan 2021-2016, elements of diversity, equity and inclusion and wellbeing are central tenets throughout. Some examples include:
President's Jackson's Charge to Campus Spring 2020: In order to provide a positive and meaningful educational experience for all HSU students, the steering committee and working groups should seek to establish a model global community and to integrate diversity, equity, and inclusion within its planning. The committee should envision HSU as a bold, innovative institution that embraces and celebrates being a Hispanic-Serving Institution and Minority-Serving Institution.

Guiding Principles for Strategic Planning: Inclusive Process: HSU strategic and institutional planning will be an inclusive and collaborative process. Stakeholder groups will include students, faculty, staff, and community partners outside of HSU. We center equity, diversity, and inclusion in all aspects of our planning. We embrace a definition of diversity that is broad and complex. Committee members will seek to transcend self-interest and contribute in the interest of the university as a whole. The end goal is a strategic plan in which no interest group perspective dominates.

Core Values & Beliefs: Shared Governance and Participatory Planning We believe that our collective processes and outcomes will be strongest
when they emerge from shared governance and collaboration.

Academic Roadmap: Intro says "Equity, diversity, and social and environmental justice are key principles that will underpin every aspect of academic programs at HSU."
>>GOAL 3: RETAIN FACULTY AND STAFF
Support the success, advancement, and retention of all faculty and staff.
This includes: providing faculty and staff opportunities to serve as members of meaningful work teams and co-creators of programs and activities that promote diverse perspectives; fully supporting free inquiry honoring diversity across all dimensions; incentivizing interdisciplinary collaboration; modeling and promoting human dignity in all interactions and organizational culture.

Future Proofing-
>>GOAL 4: INCLUDE DIVERSE EMPLOYEES AND STUDENTS
Employees reflect the growing diversity of California and the University is recognized as an inclusive workplace where governance is shared.

Student Experience & Success-
>>GOAL 2: CENTER STUDENT DIVERSITY AND INTERSECTIONALITY
Understand and respond to students based on their multiple, intersecting identities and contexts.
>>GOAL 5: BUILD A STRONG SHARED SENSE OF HSU IDENTITY AND COMMUNITY
Create opportunities for students to feel part of the HSU identity and empowered to create and embrace their personal HSU student experience.

Measurable outcomes for these sections are further explicated in Phase 2 documents for the Strategic Plan by Division, notably:
>>Academic Affairs (https://strategicplan.humboldt.edu/sites/default/files/academic_affairs_iap_phase2.pdf)
1. The Division will increase the percentage of fully online and hybrid courses to 30 percent by fall 2025 and implement a phased plan that ensures that all online and hybrid courses are in alignment with Cal Poly Humboldt’s QLT framework.
4. The Division will make progress in recruiting and retaining an employee population that mirrors the diversity demographics of Cal Poly Humboldt’s student population.
5. The Division will increase access, opportunities, and funding to support professional development for faculty, staff, and administrators with particular focus on career advancement, inclusive excellence, student success, and fiscal management.

>>Admin Affairs
(https://strategicplan.humboldt.edu/sites/default/files/division_level_priorities_outcomes_phase_2.pdf)
1. Increased employee retention by expanding training and development opportunities
2. Increased sense of safety among students, faculty and staff by developing new and growing existing inclusive safety programs throughout Administrative Affairs
3. Enhanced campus collaboration by improving existing and establishing new formal training and communication venues campus-wide
6. Improved student experience through enhanced participation and employment opportunities

>>Advancement
(https://strategicplan.humboldt.edu/sites/default/files/advancement_assessment_plan_21_23_-_phase_2.docx.pdf)
5. Divisional Priority: Improve Divisional Operations
Outcome: Divisional operations are more efficient, simple, and effective, for example when
management is using and new staff are trained on and following the Divisional Process &
Resources Guide.

>>Enrollment Management
(https://strategicplan.humboldt.edu/sites/default/files/em_divisional_goals_for_iapw_phase_2.docx.pdf)
-Increase applications of HSU to potential applicants in Tribal communities annually.
-Provide accessible resources to support students' basic needs (food/housing access, childcare, etc.) with accessible resources and services beyond the niche they represent.
-Increase collaboration with local community partners to expand student access to basic needs services for students.
-Improve strategic support for underrepresented students to build a sense of identity and belonging to the HSU campus and community.

The campus's Strategic Plan 2021-2026 states multiple formal statements in support of sustainability as follows:

Purpose- To provide the highest quality and affordable college education built on the contributions of diverse students, staff, and faculty who are committed to a just and sustainable world.

Vision- Humboldt State University will be a campus for those who seek above all else to improve the global human condition and our relationship with
the environment.
>>We will be the premier center for the interdisciplinary study of the environment, climate crisis and resilience to climate change, and the conservation of ecological systems and natural resources. Our focus will continue to be on sustainability through environmental, economic, and socially responsible action.
>>We will be a center for the interdisciplinary study of just global societies. We will approach our work with an equity mindset and continue to emphasize inclusion across multiple dimensions of our university, modeling what we want to see in the world.
>>We will serve as a regional center for the arts inclusive of diverse arts traditions and contributions, and will fully engage with community arts partners and employers on behalf of our students.
As a designated Hispanic-Serving Institution (HSI) and as a Minority-Serving Institution (MSI), we will be an institution in which Black, Indigenous, and Persons of Color (BIPOC) students thrive.
>>We will partner with Indigenous communities to address the legacy of colonialism, and create space nurturing of traditional ecological knowledge (TEK), pedagogies, and curricula responsive to their identified needs.
>>We will be exemplary partners across our region and state by integrating community engagement and contributing to workforce development in
our academic enterprise and beyond.

The Humboldt Advisory Committee on Sustainability has assembled the following working definition of sustainability that informs their work:

Sustainability is the recognition that humanity is a part of the natural world, not separate from it, and that healthy social and economic systems depend on the resilience of ecological systems.

Read more at https://facilitymgmt.humboldt.edu/sustainability-hsu-advisory-committee-sustainability

Cal Poly Humboldt signed onto Second Nature's Integrated Climate Commitment initially in 2016 with President Lisa Rossbacher, and has maintained this commitment since then and renewed it with the hiring of President Tom Jackson in 2019. The Climate Leadership Network is comprised of colleges and universities who are taking action on climate change and preparing students through research and education to solve the challenges of the 21st century.

As a signatory institution, Cal Poly Humboldt reports on their yearly progress through the Reporting Platform, publicly sharing their climate action plans, greenhouse gas inventories and more. Read more at https://secondnature.org/climate-action-guidance/network/, or view the campus's Second Nature Reporting Platform at https://unhsimap.org/public/institution/662

The newest iteration of a Strategic Plan for Cal Poly Humboldt was published in 2020 and is called "Humboldt State University Future Forward Strategic Plan 2021- 2026". The plan was developed before the campus formally changed it's name to Cal Poly Humboldt, but embodies much of the vision that will steward the campus into becoming a state-of-the-art Polytechnic campus. Read about the Strategic Plan at https://strategicplan.humboldt.edu/, download the document at https://strategicplan.humboldt.edu/sites/default/files/strategicplan_2020_final.pdf

The Climate Action Plan 2.0 can be accessed at https://facilitymgmt.humboldt.edu/sites/default/files/cap2.0_final_4.pdf