Seattle University
PA-2: Sustainability Planning

The Academic Strategic Action Plan was developed to carry forward the strategic priority of academic excellence in 2009-2014. The Climate Action Plan was approved in 2010 to implement the requirements of signing the American College & University Presidents’ Climate Commitment.

In December 2009, the university adopted the 2009 – 2014 Academic Strategic Plan. The plan calls for developing knowledge of and a commitment to environmental sustainability in both the undergraduate and graduate curriculum. The undergraduate goal is to ensure in part the “breadth and integration of deep learning characteristic of a liberal arts and sciences education, including but not limited to an understanding of….the significance of …a commitment to environmental sustainability.” The graduate curriculum goal includes ensuring a “functional understanding of the integration of that [one’s chosen] professional field or academic discipline and its significance for…the human stewardship of the environment.” The Academics sub-committee of the President’s Committee for Sustainability wants to be clear that Seattle U addresses sustainability in a broad sense, rather than one limited to environmental issues. Therefore, the Academic Strategic Action Plan goals stated below will be implemented with students learning about the environmental, social, and economic dimensions of sustainability and climate change. To advance sustainability in academic offerings, research and scholarship, and service learning, the university has identified the following strategies: --Assess sustainability in the curriculum to understand the type and depth of sustainability courses offered in each college and school. --Measure sustainability literacy in students in their freshman and senior years. --Link student learning opportunities with university sustainability projects

President’s Committee for Sustainability

The Climate Action Plan was approved in 2010 to implement the requirements of signing the American College & University Presidents’ Climate Commitment.

Increase students’ engagement with faculty research on sustainability by: --assessing the rate of student involvement and desire to be involved with sustainability-related research projects; --investigating sustainability-related research taking place in all colleges and schools; --promoting independent studies as outlet for sustainability research. --Supporting interdisciplinary scholarship and teaching on environmental justice and sustainability

President’s Committee for Sustainability

The Climate Action Plan was approved in 2010 to implement the requirements of signing the American College & University Presidents’ Climate Commitment.

--Establish a Co-curricular Programming Subcommittee --Develop learning outcomes needed to promote and advance sustainability within co-curricular programs. --Develop a comprehensive communications plan to make students and campus members aware of sustainability offerings --Develop a peer-to-peer sustainability education program

President’s Committee for Sustainability

The Climate Action Plan was approved in 2010 to implement the requirements of signing the American College & University Presidents’ Climate Commitment.

The university will bolster and formalize its approach to communicating about climate change with the strategies described below: --Implement a university-wide sustainability communications plan to advance sustainability related communication that includes: a more comprehensive web presence, newsletters, press releases, conference presentations, signage, supporting student clubs, campus tours, speaker series and participation in community events. --Increase opportunities for campus members to engage with sustainability on campus. --Increase the university’s network of partners in the surrounding community.

President’s Committee for Sustainability

The Climate Action Plan was approved in 2010 to implement the requirements of signing the American College & University Presidents’ Climate Commitment.

Reduce all scope 1, 2 and 3 emissions combined by at least 12% by 2020 and by at least 51% by 2035.

President’s Committee for Sustainability

The Facilities Master Plan embodies Seattle University's land, building and space use vision and goals from 2006 to 2026. The Major Institutional Master Plan guides campus developments over the next 20 years. It is a comprehensive land use plan that supports and follows the codes and measures of the Seattle City government. This plan was created through a collaborative planning process that includes the Citizen's Advisory Committee, multiple City departments, the University and neighboring community. This plan consists of three main components: The Major Institution Master Plan, the Transportation Management Plan, and the Environmental Impact Statement.

The Major Institutional Master Plan goals are to: --Incorporate the principles of sustainable design in all aspects of site and building design, construction, maintenance, and operation. --The Master Plan should facilitate SU’s goal to be a leader in sustainability, both among Jesuit and non-Jesuit universities. Sustainability principles supporting this goal are: --Incorporate sustainable design approaches into the design of all physical campus elements --Conserve non-renewable natural resources --Make sustainable features visible and available as learning and teaching opportunities --Build structures for permanence and quality as well as flexibility --Design new and renovation projects to meet LEED Gold standards The Facilities Master Plan goals are to: --Comprehensively incorporate sustainable design approaches into the design of all physical campus elements and systems including campus site layout, circulation plans and systems, landscape and hardscape systems, building design and campus infrastructure. --Harmonize the human built environment with natural systems and processes in such a way that non-renewable natural resources are conserved and that the natural environment maintains its capacity for healthy growth and regeneration. --Make sustainable features visible and available as learning and teaching opportunities. --Endeavour to build structures for permanence and quality as well as flexibility to adapt to changing program requirements over time in order to demonstrate resource efficiency. --Design new and renovation projects to meet LEED Gold standards.

Facilities

Seattle University has partnered with Bon Appetit catering to bring food to the campus in the most sustainable and socially responsible way. -Beef is free of antibiotics and hormones and given vegetarian feed -Chicken and turkey are raised without antibiotics in their food -Eggs are Certified Humane and cage-free -Milk is from a local dairy, free of antibiotics and hormones -Pork is raised without antibiotics as a first preference -Salmon is wild caught in Washington. -Seafood meets Monterey Bay Aquarium Seafood Watch guidelines -Fair Trade, shade grown, organic coffee -Fair Trade bananas used -Fruits and vegetables are from North America, in season and organic when possible -20 local farmers supply 50% of the fruits and vegetables -Baked goods use local, sustainably harvested grains

Over the years, Bon Appetit has been the first food service company to take large steps in order to ensure that the food served is sourced in sustainably and socially responsible ways. Some of these benchmarks include being the first food service commit to: -Supporting local agriculture (with a defined purchasing target), since 1999 -Striving to serve only seafood that meets Seafood Watch® sustainability guidelines for commercial buyers, since 2002 -Reducing antibiotic use in farm animals (2003) -Serving rBGH-free milk (2003) -Switching to cage-free eggs (2005) -Tackling food’s role in climate change (2007) -Addressing farmworkers’ rights (2009) -Switching to humanely raised ground beef (2012) -Phasing out pork raised with gestation crates (by 2015)

Bon Appetit Catering

The Climate Action Plan was approved in 2010 to implement the requirements of signing the American College & University Presidents’ Climate Commitment.

Reduce 2009 building energy use 18% by 2035 by retro-commissioning building systems; replacing old equipment and fixtures with newer energy efficient ones; evaluating the latest energy and carbon neutral design strategies, practices and technologies for use in the new science building.

Facilities: Operations and Maintenance

The Facilities Master Plan embodies Seattle University's land, building and space use vision and goals from 2006 to 2026.

Landscapes should be designed to enhance the quality of the pedestrian environment; with respect to slope, drainage, solar orientation, and micro-climate; with maintainable materials that are dominated by drought tolerant, edible herbs and fruit and Pacific Northwest native species; to incorporate signage and other educational efforts to instill a greater appreciation for the role and importance of plants within the campus and surrounding community; within a specified water budget that guides the selection of plants. Where separation or enclosure is required, utilize living fence or landscaping materials whenever possible. Consider the addition of water feature(s) on campus that are supplied by water and kinetic energy via diverted roof discharge or concentrated surface flows. These may be flow forms, small reflecting pools or intermittent channel flows. Appropriate vegetation to enhance wildlife proliferation should be located at the edge of water features. Eliminate monocultures. Continue SU’s organic status and use of Integrated Pest Management. Continue SU’s status as ‘Wildlife Sanctuary’. Install green roofs on new and existing buildings where possible. Maximize efficiency of irrigation system to minimize waste. Increase street tree coverage of perimeter streets to lower urban heat island effect and also reduce impervious surface.

Facilities: Grounds and Landscaping

The Environmental Purchasing Policy states: When purchasing a product or service, the purchasing department will evaluate environmentally preferable attributes equally along with quality, price and availability. It is further recommended that all purchases conducted by university employees for their department follow the same guidelines choosing products and services that provide the most environmental attributes. As with all purchasing decisions, however, these guidelines should not be executed at the expense of product performance, availability or reasonable cost. The following is a list of environmental attributes: Biobased Biodegradable or compostable Durable Energy and water-efficient EnergyStar Rated Environmental impact of transportation Free of harmful chemicals (including but not limited to: carcinogens, CFCs, lead, mercury, PBTs, VOCs) Produced in the Pacific Northwest Low life cycle costs Recyclable, reusable, refillable, repairable Made of recycled-content 5 Reduced greenhouse emissions Reduced packaging Refurbished Made from rapidly renewable materials Zero or low toxicity Upgradeable

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Facilities: Purchasing and Support Services

The Major Institutional Master Plan guides campus developments over the next 20 years. It is a comprehensive land use plan that supports and follows the codes and measures of the Seattle City government. This plan was created through a collaborative planning process that includes the Citizen's Advisory Committee, multiple City departments, the University and neighboring community. This plan consists of three main components: The Major Institution Master Plan, the Transportation Management Plan, and the Environmental Impact Statement. The Climate Action Plan was approved in 2010 to implement the requirements of signing the American College & University Presidents’ Climate Commitment.

Transportation Goals in the Climate Action Plan : --No more than 29% of the daytime campus population (students and employees) arrive to campus driving alone by 2035. --Support and advocate for development of new and existing public transit --Increase awareness, outreach and support of alternative transportation --Offer adjusted schedules and telecommuting for employees --Increase percentage of students living on campus --Increase use of bicycles as an alternative to vehicles Transportation Management Plan Goals: --A transit subsidy of up to 75% of the cost of transit passes for faculty and staff and a minimum subsidy of 30% of the cost of all types of commuter student transit passes. --Increased subsidies for VanPool program participants and additional services to bicycle commuters and pedestrians. --A more comprehensive marketing program that will promote the program’s benefits and opportunities to the campus population on a regular basis. --Parking will be priced so the cost of making a single occupant vehicle commute trip is greater than the cost of making the same trip by transit. --Continued coordination with First Hill institutions to improve transit access and pursue mutually beneficial programs to reduce single occupant vehicle trips. --Increase percentage of students living on campus. --Freshman not allowed to bring a car to campus. --Improve access to online education and services.

Facilities Department of Public Safety

The Climate Action Plan was approved in 2010 to implement the requirements of signing the American College & University Presidents’ Climate Commitment.

Reduce the amount of waste sent to the landfill to 45% in 2015, 35% in 2020, 30% in 2025, 25% in 2030 and 20% in 2035.

Facilities: Recycling/Compost Coordinator

The Facilities Master Plan embodies Seattle University's land, building and space use vision and goals from 2006 to 2026.

Capture and reuse waste water from new campus buildings for irrigation, to flush toilets and/ or in HVAC systems. Install high-efficiency water fixtures and equipment in buildings.

Facilities

Diversity is among SU’s core values. The Seattle University Statement on Diversity recognizes the diversity of our community as “an integral component of educational excellence,” and emphasizes the educational benefits of diversity. Seattle University aspires to create and maintain an inclusive learning environment in which campus life reflects a diverse, inclusive, multicultural, and international worldview. Engaging our diversity toward deeper, more connected, and meaningful learning has provided the foundation for the work of the Task Force on Diversity and Inclusive Excellence, appointed in September 2013. The task force comprised representation from across the institution and included faculty, staff, and students, which allowed for an informed and collaborative process, extended the reach of the task force, and yielded broad-ranging recommendations to create a more inclusively excellent university. Seattle University is just about halfway through the time frame for its 2013-2018 strategic plan, “Fulfilling Our Mission in a Changing World.” The Task Force for Diversity and Inclusive Excellence considered its findings and recommendations in the context of the university’s strategic goals to: 1) strengthen our capacity to provide a high-quality and transformational education rooted in the Jesuit tradition; 2) prepare our graduates to lead meaningful and successful professional lives; 3) meet the challenges and opportunities of the changing educational and economic environment; and 4) realize an infrastructure that supports excellence and innovation in all facets of our education. In January 2016, the Task force published its final report and identified six goals, each supported by several initiatives, that will propel the university’s commitment to equity, access, and community.

The Task Force for Diversity and Inclusive Excellence identified six goals, each supported by several initiatives, that will propel the university’s commitment to equity, access, and community: 1. Realize an organizational infrastructure that embeds inclusive excellence in all aspects of the Seattle University experience 2. Integrate inclusive excellence across curricular and co-curricular offerings 3. Build and sustain the capacity of students, staff, and faculty to engage, teach, and lead through an inclusive excellence lens 4. Meet the challenges and opportunities of recruiting and graduating a diverse student body 5. Meet the challenges and opportunities of recruiting and retaining talented faculty and staff 6. Maximize the university’s capacity for social change in the local community For more details regarding the initiatives, rationale, major actions, and measurable targets for each goal, see: https://www.seattleu.edu/diversity/

1.President 2.President, Executive Vice President, Provost

1. A Comprehensive Health & Wellness strategy is currently being developed by different SU departments in a joined effort to enhance the health and wellbeing of SU’s community. The departments involved are: Human Resources, Office for Wellness and Health Promotion, Student development, Executive Vice President 2. The goal of the Strategic Plan (2008-2013) by the Office for Wellness and Health Promotion was to enhance the health and wellbeing of the Seattle University community by promoting healthy and sustainable behavior change and supporting good health practices through education, prevention, collaboration, and peer support. 3. Every two years, the Office for Wellness and Health promotion conducts an assessment (including graduate, undergraduate and Law students) to evaluate and understand the behavior, issues, and needs in the areas of sexual and reproductive health, mental health, nutrition and exercise, academic impacts, substance use, and violence. Based on the responses by students, new initiatives and programs are created to address the needs on campus and promote healthy and sustainable health behavior.

1. Comprehensive Health & Wellness Strategy: The evolving strategic plan will cover the next five years, 2016-2021. The strategic priorities are still in development phase, but at the moment, the goals are: a. Evidenced based, high-impact programs and services that lead to healthier, happier, and more meaningful lives with a focus on personal development, academic achievement, retention, and persistence to graduation b. Adequate resource structure (i.e. staffing, spacing, funding) that allows departments to meet the growing demands with a focus towards high quality, high impact, accessible programs and services c. Decrease barriers to access of care, programs, and services d. Increase continuity of care between services to include creating new systems and clearly scoping our work (attention to roles, responsibilities, functions), identifying overlaps, gaps, and equity with a focus towards staff devoting their attention to work that makes the most significant difference in the lives of students e. Optimize problem-focused interventions for health, wellness, and housing concerns of students (i.e. Decrease suicidal ideation, suicide attempts, injuries from suicide attempts and death by suicide) f. Bring technology resources up to current practice standards to include accessible programs and services online and improving web presence to provide 24/7 access to information and resources g. Work with Facilities Services to develop a facilities master plan that focuses on meeting student needs and demands, and addresses life-safety and deferred maintenance issues across all departments h. Recognition as a model Community and Wellbeing program 2. Strategic Plan objectives (2008-2013) that are completed: • Develop and implement an evidence based, educational and effective alcohol sanctioning process • Develop a comprehensive training for the PHAT (Peer health Action Team) • Increase number of Peer Educators • Conduct the National College Health Assessment bi-annually • Expand the OWHP website and develop an office brochure Strategic Plan objectives (2008-2013) that are in progress: • Increase attendance at programs and increase number of workshops • Assess program content/office to ensure multicultural competence • Gather supplemental data in the following areas: Mental Health, Nutrition/physical activity, Sexual assault, Sexual health, and Alcohol and other drugs • Recruit/develop a strong base of volunteers to work with PHAT on an event-specific basis 3. Initiatives created in response to the National College Health assessment 2013: • All of the data from the assessment is used to inform OWH and create programs and initiatives in response to the issues identified in the assessment. A recent example: SU became a tobacco-free campus in 2015: https://www.seattleu.edu/tobaccofree/

1. Executive Vice President, University Counsel, Finance and Business Affairs, Human Resources 2. Finance and Business Affairs 3. Student Development

The Socially Responsible Investments (SRI) Task Force at Seattle University was created in 2015 to consider issues of social responsibility in the investment policies and practices of Seattle University. The Task Force, which is part of the Board of Trustee’s Investment Committee, consists of 11 members representing the Board of Trustees, alumni, students, faculty, and staff. The SRI Task Force’s Charter states: "The Task Force will consider issues of social responsibility in the investment policies and practices of Seattle University. It is charged with making recommendations to the Investment Committee on socially responsible investment issues related to the investments in the university's endowment."

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Office of Finance and Business Affairs

To deepen student learning in alignment with our mission of educating the whole person, the university will support current campus initiatives to further student and faculty learning, engagement and commitment to social justice

Current Academic Year: Convene a working group to better define “best practices” in academic service-learning related to issues of diversity and inclusive excellence Identify suitable campus units to partner with CCE to expand student service-learning experiences Convene a committee to develop a community-based Welcome Week Orientation Program Academic Year 2016-2017: Begin making readily achievable adjustments to current programs in CCE, schools, and colleges based on recommendations from the working group Develop a list of recommended courses for students to facilitate social justice awareness in undergraduate and graduate programs across campus (see Initiatives 2.A. and 2.B.) Enhance the Academic Service-Learning Faculty Fellows program (which operates through CCE) with emphasis on diversity and inclusive excellence Implement the Community 101 Welcome Week orientation program as a pilot for new students entering in fall 2017 By 2021: Maintain and enhance the Community 101 Welcome Week Orientation Program Create a Diversity and Community Engagement Certificate “track” within the Core Institutionalize support for Faculty Fellows including resources for faculty stipends and training

Executive Vice President, Provost, Student Development

The term “sustainability” represents many different perspectives, and is often defined in different ways. The exploration of sustainability at Seattle University is guided by three points of view: 1. Development that meets the needs of the present without compromising the ability of future generations to meet their own needs. 2. Development that “replaces the use of nonrenewable resources with renewable ones and reduces the consumption of all resources. It entails reuse, recovery, and recycling wherever possible; and replenishment or restoration of the natural balances affected by our actions. Sustainable development will succeed only if it expands to include a vision of sustainable communities which hold all creation as sacred.” 3. A decision making framework that treats the economy, environment, and society as a tightly interconnected system. Attention is focused on all three areas simultaneously to maintain balance and ensure decisions lead to positive economic, environmental, and societal impacts.