| Overall Rating | Gold - expired |
|---|---|
| Overall Score | 79.39 |
| Liaison | Yolanda Cieters |
| Submission Date | March 5, 2021 |
Seattle University
PA-2: Sustainability Planning
| Status | Score | Responsible Party |
|---|---|---|
|
4.00 / 4.00 |
Yolanda
Cieters Associate Director CEJS |
"---"
indicates that no data was submitted for this field
Part 1. Measurable sustainability objectives
Academics
Yes
A list or sample of the measurable sustainability objectives related to academics and the plan(s) in which they are published:
1. See SU's Sustainability Priorities 2020-2025, PRIORITY 1 "SUSTAINABILITY IN THE CURRICULUM"
--Convene a “Sustainability in the Curriculum” task force composed of key stakeholders, including the provost, deans, core director, faculty stakeholders, and engaged students.
--State the sustainability concepts central to SU’s educational mission, recognizing that sustainability includes social, economic, and environmental dimensions that are inextricably linked to racial, economic, and social justice
--Ensure that the central concepts are translated to actionable academic sustainability learning outcomes with broad support among faculty, staff, and students.
--Develop a collection of course materials and resources to support faculty in delivering the learning outcomes.
See: https://www.seattleu.edu/media/cejs/files/campus-sustainability/pcs/PCS-2020-21_Sustainability_Priorities_FINAL_09-10-20.pdf
2. See SU's Climate Action Plan, pp.19-20: "Expand Sustainability in Academic Affairs"-GOALS AND STRATEGIES:
To advance sustainability in academic offerings, research and scholarship, and service learning, the university has identified the following strategies:
--Assess and evaluate sustainability in the curriculum to understand the type and depth of sustainability courses offered in each college and school
--Measure student sustainability literacy in order to understand the success of learning and teaching
--Provide resources and support for faculty development
--Assess demand for sustainability-related knowledge in the marketplace related to each college and school
--Create an action plan to support increasing sustainability in the curriculum.
--Increase students’ engagement with faculty research on sustainability. Assess the rate of student involvement and desire to be involved with sustainability-related research projects. Investigate sustainability-related research taking place in all colleges and schools. Promote independent studies as outlet for sustainability research.
--Provide learning opportunities by linking coursework with sustainability initiatives in campus operations or with community organizations.
See: https://www.seattleu.edu/cejs/campus-sustainability/climate-action-plan/
--Convene a “Sustainability in the Curriculum” task force composed of key stakeholders, including the provost, deans, core director, faculty stakeholders, and engaged students.
--State the sustainability concepts central to SU’s educational mission, recognizing that sustainability includes social, economic, and environmental dimensions that are inextricably linked to racial, economic, and social justice
--Ensure that the central concepts are translated to actionable academic sustainability learning outcomes with broad support among faculty, staff, and students.
--Develop a collection of course materials and resources to support faculty in delivering the learning outcomes.
See: https://www.seattleu.edu/media/cejs/files/campus-sustainability/pcs/PCS-2020-21_Sustainability_Priorities_FINAL_09-10-20.pdf
2. See SU's Climate Action Plan, pp.19-20: "Expand Sustainability in Academic Affairs"-GOALS AND STRATEGIES:
To advance sustainability in academic offerings, research and scholarship, and service learning, the university has identified the following strategies:
--Assess and evaluate sustainability in the curriculum to understand the type and depth of sustainability courses offered in each college and school
--Measure student sustainability literacy in order to understand the success of learning and teaching
--Provide resources and support for faculty development
--Assess demand for sustainability-related knowledge in the marketplace related to each college and school
--Create an action plan to support increasing sustainability in the curriculum.
--Increase students’ engagement with faculty research on sustainability. Assess the rate of student involvement and desire to be involved with sustainability-related research projects. Investigate sustainability-related research taking place in all colleges and schools. Promote independent studies as outlet for sustainability research.
--Provide learning opportunities by linking coursework with sustainability initiatives in campus operations or with community organizations.
See: https://www.seattleu.edu/cejs/campus-sustainability/climate-action-plan/
Engagement
Yes
A list or sample of the measurable sustainability objectives related to engagement and the plan(s) in which they are published:
See SU's Climate Action Plan, pp.21-24: "Expand sustainability in Co-Curricular Programs"-GOALS AND STRATEGIES:
--Establish a Co-curricular Programming Subcommittee to oversee the development and implementation of co-curricular sustainability initiatives and programs
--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 comprehensive peer-to-peer sustainability education program
See: https://www.seattleu.edu/cejs/campus-sustainability/climate-action-plan/
--Establish a Co-curricular Programming Subcommittee to oversee the development and implementation of co-curricular sustainability initiatives and programs
--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 comprehensive peer-to-peer sustainability education program
See: https://www.seattleu.edu/cejs/campus-sustainability/climate-action-plan/
Operations
Yes
A list or sample of the measurable sustainability objectives related to operations and the plan(s) in which they are published:
1. See SU's Sustainability Priorities 2020-2025, PRIORITY 2: “Support for Progress Toward Carbon Neutrality”
-- Goal: Continue our movement toward setting a carbon neutrality date and the acquisition of offsets that provide environmental, social, and economic benefits to communities where the offset projects are located.
Recommended Action: Identify corporate sponsors for offsets and encourage voluntary carbon offsets by SU’s campus community.
-- Goal: Achieve real, on-campus, building operation-focused carbon emissions reductions
Recommended Action: Develop a built-environment carbon neutrality implementation plan that will guide new construction decisions and upgrades to our energy infrastructure over the next 30 years within the context of future regulations.
See: https://www.seattleu.edu/media/cejs/files/campus-sustainability/pcs/PCS-2020-21_Sustainability_Priorities_FINAL_09-10-20.pdf
2. See SU's Climate Action Plan, p. 29-46: “Increase Sustainable Practices in University Operations.”
As a signatory to ACUPCC, SU is committed to work towards climate neutrality or zero net emissions. The initial goal is to reduce all scope 1, 2 and 3 emissions combined by at least 12% by 2020 and by at least 51% by 2035.
STRATEGIES:
• Strategy 3.1 Reduce Emissions from Buildings: Reduce 2009 building-related carbon emissions 15% by 2020 and 28% by 2035. Reduce 2009 building energy use 18% by 2035.
o Strategy 3.1.1 Improve energy efficiency of buildings
o Strategy 3.1.2 Develop carbon neutral design strategies for major building project
o Strategy 3.1.3 Explore renewable energy sources
• Strategy 3.2 Improve Efficiency of Campus Vehicles and Equipment: The future goal for vehicle and equipment emissions is a 3% per year reduction to 2020, or a total of 30%.
o Strategy 3.2.1 Maintain or Increase Efficiency of Existing Vehicles and Equipment
o Strategy 3.2.2: Develop university-wide vehicle and equipment policy
• Strategy 3.3 Provide alternatives to Air Travel
o Strategy 3.3.1 Reduce Air Miles Traveled for Business and Athletics Purposes
o Strategy 3.3.2 Evaluate high-quality certified carbon offsets
• Strategy 3.4 Increase Alternative Transportation Mode Incentives and Programs for Commuters to Campus
o Strategy 3.4.1 Support and advocate for development of new and existing public transit
o Strategy 3.4.2 Implement the Transportation Master Plan
o Strategy 3.4.3 Increase awareness, outreach and support of alternative transportation
o Strategy 3.4.4 Reduce the need for employees to commute to the campus
o Strategy 3.4.5 Increase percentage of students living on campus
o Strategy 3.4.6 Promote opportunities for students and employees to live near campus
o Strategy 3.4.7 Increase use of bicycles as an alternative to vehicles
• Strategy 3.5 Send Less Waste to the Landfill
o Strategy 3.5.1 Increase outreach & education about recycling and composting
o Strategy 3.5.2 Prevent Waste
o Strategy 3.5.3 Increase Waste Diversion Rate
• Strategy 3.6 Evaluate High Quality Carbon Offsets
See: https://www.seattleu.edu/cejs/campus-sustainability/climate-action-plan/
-- Goal: Continue our movement toward setting a carbon neutrality date and the acquisition of offsets that provide environmental, social, and economic benefits to communities where the offset projects are located.
Recommended Action: Identify corporate sponsors for offsets and encourage voluntary carbon offsets by SU’s campus community.
-- Goal: Achieve real, on-campus, building operation-focused carbon emissions reductions
Recommended Action: Develop a built-environment carbon neutrality implementation plan that will guide new construction decisions and upgrades to our energy infrastructure over the next 30 years within the context of future regulations.
See: https://www.seattleu.edu/media/cejs/files/campus-sustainability/pcs/PCS-2020-21_Sustainability_Priorities_FINAL_09-10-20.pdf
2. See SU's Climate Action Plan, p. 29-46: “Increase Sustainable Practices in University Operations.”
As a signatory to ACUPCC, SU is committed to work towards climate neutrality or zero net emissions. The initial goal is to reduce all scope 1, 2 and 3 emissions combined by at least 12% by 2020 and by at least 51% by 2035.
STRATEGIES:
• Strategy 3.1 Reduce Emissions from Buildings: Reduce 2009 building-related carbon emissions 15% by 2020 and 28% by 2035. Reduce 2009 building energy use 18% by 2035.
o Strategy 3.1.1 Improve energy efficiency of buildings
o Strategy 3.1.2 Develop carbon neutral design strategies for major building project
o Strategy 3.1.3 Explore renewable energy sources
• Strategy 3.2 Improve Efficiency of Campus Vehicles and Equipment: The future goal for vehicle and equipment emissions is a 3% per year reduction to 2020, or a total of 30%.
o Strategy 3.2.1 Maintain or Increase Efficiency of Existing Vehicles and Equipment
o Strategy 3.2.2: Develop university-wide vehicle and equipment policy
• Strategy 3.3 Provide alternatives to Air Travel
o Strategy 3.3.1 Reduce Air Miles Traveled for Business and Athletics Purposes
o Strategy 3.3.2 Evaluate high-quality certified carbon offsets
• Strategy 3.4 Increase Alternative Transportation Mode Incentives and Programs for Commuters to Campus
o Strategy 3.4.1 Support and advocate for development of new and existing public transit
o Strategy 3.4.2 Implement the Transportation Master Plan
o Strategy 3.4.3 Increase awareness, outreach and support of alternative transportation
o Strategy 3.4.4 Reduce the need for employees to commute to the campus
o Strategy 3.4.5 Increase percentage of students living on campus
o Strategy 3.4.6 Promote opportunities for students and employees to live near campus
o Strategy 3.4.7 Increase use of bicycles as an alternative to vehicles
• Strategy 3.5 Send Less Waste to the Landfill
o Strategy 3.5.1 Increase outreach & education about recycling and composting
o Strategy 3.5.2 Prevent Waste
o Strategy 3.5.3 Increase Waste Diversion Rate
• Strategy 3.6 Evaluate High Quality Carbon Offsets
See: https://www.seattleu.edu/cejs/campus-sustainability/climate-action-plan/
Administration
Yes
A list or sample of the measurable sustainability objectives related to administration and the plan(s) in which they are published:
INVESTMENTS:
1. In September 2018, the Seattle University Board of Trustees voted to divest the university’s $230 million endowment from fossil fuels within the next five years.
The actions will take place in two steps:
--By Dec. 31, 2020, to achieve a 50 percent reduction in the exposure to companies owning fossil fuel reserves in the marketable portion of the endowment portfolio.
--By June 30, 2023, to completely eliminate the exposure to companies owning fossil fuel reserves in the marketable portion of the endowment.
See: https://www.seattleu.edu/finance-and-business-affairs/treasury-and-risk-management/sri/divestment/
2. See SU's Sustainability Priorities 2020-2025, PRIORITY 3: “Promote Responsible Investments and Sustainable Procurement”
• Goal: Increase investment decisions that promote sustainability
Recommended Action: Work with the SRI and Retirement Plan Investment Committee to develop a sustainable investment policy incorporating ESG investment principles
• Goal: Adopt an institutional policy for sustainable, ethical, and equitable procurement
Recommended Action: Engage the Directors of Procurement and Auxiliary Services to assess SU’s purchasing behavior; identify opportunities; and set, publish, and promote sustainability criteria to be applied when evaluating products and/or services.
See: https://www.seattleu.edu/media/cejs/files/campus-sustainability/pcs/PCS-2020-21_Sustainability_Priorities_FINAL_09-10-20.pdf
DIVERSITY, EQUITY AND INCLUSION:
In Fall 2020, SU (guided by the work of Chief Diversity Officer, Natasha Martin) committed to an Inclusive Excellence Action Plan for Racial Equity and Antiracism, called LIFT SU (Listen and learn; Impact through intentional action; Fail forward; Transform together) to drive institutional change toward racial equity. We will prioritize affirmation of and allyship with our Black Indigenous and People of Color (BIPOC) community at Seattle University, and take strategic action to address systemic racism and impact throughout the institution. The top 5 priority areas are:
1. Recruitment and Retention of BIPOC Students
2. Bias Prevention and Campus Climate Care
3. Recruitment and Retention of BIPOC Faculty and Staff
4. Narrative Through Art and Symbols
5. Build Capacity and Invest in Infrastructure
These action steps are a further evolution of the 2016 comprehensive blueprint -- Task Force on Diversity and Inclusive Excellence Final Report and Recommendations (2016)-- and align with the university’s Strategic Directions 2020-2025 adopted by the Board of Trustees in January 2020.
See: https://www.seattleu.edu/diversity/lift-su/
1. In September 2018, the Seattle University Board of Trustees voted to divest the university’s $230 million endowment from fossil fuels within the next five years.
The actions will take place in two steps:
--By Dec. 31, 2020, to achieve a 50 percent reduction in the exposure to companies owning fossil fuel reserves in the marketable portion of the endowment portfolio.
--By June 30, 2023, to completely eliminate the exposure to companies owning fossil fuel reserves in the marketable portion of the endowment.
See: https://www.seattleu.edu/finance-and-business-affairs/treasury-and-risk-management/sri/divestment/
2. See SU's Sustainability Priorities 2020-2025, PRIORITY 3: “Promote Responsible Investments and Sustainable Procurement”
• Goal: Increase investment decisions that promote sustainability
Recommended Action: Work with the SRI and Retirement Plan Investment Committee to develop a sustainable investment policy incorporating ESG investment principles
• Goal: Adopt an institutional policy for sustainable, ethical, and equitable procurement
Recommended Action: Engage the Directors of Procurement and Auxiliary Services to assess SU’s purchasing behavior; identify opportunities; and set, publish, and promote sustainability criteria to be applied when evaluating products and/or services.
See: https://www.seattleu.edu/media/cejs/files/campus-sustainability/pcs/PCS-2020-21_Sustainability_Priorities_FINAL_09-10-20.pdf
DIVERSITY, EQUITY AND INCLUSION:
In Fall 2020, SU (guided by the work of Chief Diversity Officer, Natasha Martin) committed to an Inclusive Excellence Action Plan for Racial Equity and Antiracism, called LIFT SU (Listen and learn; Impact through intentional action; Fail forward; Transform together) to drive institutional change toward racial equity. We will prioritize affirmation of and allyship with our Black Indigenous and People of Color (BIPOC) community at Seattle University, and take strategic action to address systemic racism and impact throughout the institution. The top 5 priority areas are:
1. Recruitment and Retention of BIPOC Students
2. Bias Prevention and Campus Climate Care
3. Recruitment and Retention of BIPOC Faculty and Staff
4. Narrative Through Art and Symbols
5. Build Capacity and Invest in Infrastructure
These action steps are a further evolution of the 2016 comprehensive blueprint -- Task Force on Diversity and Inclusive Excellence Final Report and Recommendations (2016)-- and align with the university’s Strategic Directions 2020-2025 adopted by the Board of Trustees in January 2020.
See: https://www.seattleu.edu/diversity/lift-su/
Part 2. Sustainability in institution’s highest guiding document
Yes
The institution’s highest guiding document (upload):
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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?:
Major theme
Optional Fields
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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?:
Yes
The formal statement in support of sustainability:
1. SEATTLE UNIVERSITY STRATEGIC DIRECTIONS 2020-2025: Our vision of the future is that Seattle University "will be a leader in environmental sustainability that is socially just, recognizing the centrality of environmental justice to our mission and values and infusing the science, economics and ethics of this issue in our programs, operation and investments."
https://www.seattleu.edu/media/strategic-directions/Seattle-U-Strategic-Directions-2020-2025-Plan.pdf
https://www.seattleu.edu/media/strategic-directions/Seattle-U-Strategic-Directions-2020-2025-Plan.pdf
The institution’s definition of sustainability:
See SU's Climate Action Plan, p.8:
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.
See: https://www.seattleu.edu/media/cejs/files/contentx2fmisc/Seattle-University's-Climate-Action-Plan-2010-2035-v1.2.pdf
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.
See: https://www.seattleu.edu/media/cejs/files/contentx2fmisc/Seattle-University's-Climate-Action-Plan-2010-2035-v1.2.pdf
Is the institution an endorser or signatory of the following?:
| Yes or No | |
| The Earth Charter | --- |
| The Higher Education Sustainability Initiative (HESI) | --- |
| ISCN-GULF Sustainable Campus Charter | --- |
| Pan-Canadian Protocol for Sustainability | --- |
| SDG Accord | --- |
| Second Nature’s Carbon Commitment (formerly known as the ACUPCC), Resilience Commitment, and/or integrated Climate Commitment | Yes |
| The Talloires Declaration (TD) | --- |
| UN Global Compact | --- |
| Other multi-dimensional sustainability commitments (please specify below) | --- |
A brief description of the institution’s formal sustainability commitments, including the specific initiatives selected above:
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Website URL where information about the institution’s sustainability planning efforts is available:
Additional documentation to support the submission:
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Data source(s) and notes about the submission:
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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.