South Seattle College
PA-2: Sustainability Planning

South Seattle College (SSC) is part of Seattle Colleges district. SSC has a 2011-2016 strategic plan and Seattle Colleges has a 2011-2016 strategic plan as well, which both guide SSC practices, policies, etc. SSC Strategic Plan 2011-2016 addresses student financial sustainability, completion rates of underserved student populations, student campus and community engagement, professional development opportunities for faculty/staff, faculty/staff diversity, faculty/staff cultural competency, and the college engagement with the community. Furthermore, the South Seattle College preliminary Strategic Plan 2016-2020 (contingently approved by the Board of Trustees, but awaiting adoption of the Seattle Colleges Strategic Plan 2016-2020) addresses sustainability by aiming to "[f]oster and strengthen equity, inclusion, and cultural competency. Goals to achieve this are; a) develop an iterative college-wide equity, diversity, and inclusion action plan with measurable outcomes and ongoing assessment, b) continue to ensure that recruitment and hiring processes consider equity and inclusion. Lastly, the Seattle Colleges Strategic Plan 2016-2020 will include STARS as a measure.

Major Institutional Master Plan of 2007

District Sustainability Plan: Goal 1: Identify sustainability related and focused course in course catalogs and listing(s) Goal 2: Increase number of sustainability focused courses 20% by 2020 compared to 2013 baseline Goal 3: All sustainability projects have a student learning component

SSC Strategic Plan 2011-2016 1. Core theme 2: Teaching and Learning Objective 2.2: SSC students are actively engaged in learning. Indicator 2.2.2: Students engage in campus and community opportunities: Student engagement in the campus community and in campus activity is a known indicator of student achievement. Measure: CCSSE, Student Life questionnaire, number trained in student leadership, number of student life transcript, number of students w/Service Learning % of graduates 2. Core theme 3: College Culture and Climate Objective 3.2: SSC provides opportunities for employees to learn, engage, and contribute to the campus community. - Indicator 3.2.1: Participation in activities, committees, events, services, trainings, and workshops. More opportunities for employees to learn increases the ability for them to adapt to change, lead innovative programs and services, improve their collaborations, and increases their involvement in campus governance. Measure: Climate Survey, AGILE Survey District Sustainability Plan Goal 1: Maintain an active college-level Sustainability Committee to help enact the District Sustainability Plan Goal 2: Include a sustainability component into new student and new staff orientation Goal 3: Produce regular sustainability communications to the campus at large.

SSC Strategic Plan 2011-2016 1. Core theme 4: Community Engagement and Partnerships Objective 4.4: SSC strengthens community partnerships that are mutually beneficial to the college and the community. Indicator 4.4.2: College engagement with the community. Active participation of faculty, staff, and leadership on local boards and organizations is critical to ensure that the college is relevant and responsive to the community, and reflect the college's commitment to the greater community. Measure: Survey: % employees answering "yes" to the question, "Do you serve on an important committee on which you consider yourself a representative of SCC?", AGILE Survey of employees. Major Institutional Master Plan of 2007 As part of the Major Institutional Master Plan and process, South Seattle "shall seek public comment from the surrounding neighborhood and the Standing Advisory Committee (SAC) regarding the siting, massing, design of exterior facades and use of materials in the area depicted in Firgure 17. Prior to the submittal of any master use permit application in this part of the campus, the SAC shall develop a process to obtain public comment on any such proposal. This strategy for public comment shall be reviewed and approved by DPD prior to the submittal of any master use permit in this study area. Decision-making on proposals for these buildings shall be guided by the following principles; 1) Consideration shall be given to whether the College’s program can be effectively met with two stories rather than three while preserving open space, setbacks, and other site development objectives,2) andscaping and other bulk-reducing techniques shall be incorporated to reduce the appearance of bulk and height from 16th Avenue SW.

District Sustainability Plan Goal 1: Surpass greenhouse gas reduction targets provided by the State Agency Climate Leadership Act (i.e. 20% reduction by 2020 from 2005 baseline, 36% reduction by 2035 from 2005 baseline, 57.5% reduction by 2050 from 2005 baseline), Goal 2: All new buildings will be constructed to at least a LEED Silver standard Goal 3: Meet Seattle 2030 District resource conservation targets (i.e. a minimum of 20% reduction in energy below the National median by 2020 with incremental targets, reaching a 50% reduction by 2030, a minimum of 20% reduction in CO2e of automobiles and freight below the current District average by 2020 with incremental targets, reaching 50% reduction by 2030.

District Sustainability Plan Goal 2: All new buildings will be constructed to at least a LEED Silver standard.

District Sustainability Plan Goal 3: Meet Seattle 2030 District resource conservation targets (i.e. a minimum of 20% reduction in energy below the National median by 2020 with incremental targets, reaching a 50% reduction by 2030

Major Institutional Master Plan of 2007 The 2007 Major Institutional Master Plan (MIMP) outlines several objectives and goals. 1) Landscape plantings should be of a scale and density that reinforces pedestrian circulation, defines campus gateways and building entries, enhances campus open spaces, and provides visual interest in all seasons, 2) Species planted should be selected based on their ability to adapt to the existing conditions of the site, requiring minimal maintenance (e.g. native species), 3) Large expanses of lawn should be focused in key areas to reduce mainenance requirements while prviding active and passive recreational activities, 4) Meadows of wildflowers and native grasses should be incorporated into the campus open spaces not actively used by students or community members to provide wildlife habitat and reduce storm water runoff and maintenance demands, and 5) value existing open space and strenghten stewarship of the environment and connections within the campus community. Additionally, the 2007 PIMP recommended creating a community-initiated pedestrian/bicycle route that provides a pedestrian and bicycle link to the neighboring communities, the urban forest of the West Duwamish Greenbelt, and the Duwamish River parks and bike trail.

District Sustainability Plan Goal 6: Develop a District Purchasing Policy to purchase, when available, GreenSeal or EcoLogo brand products and EPEAT Silver or higher certified electronics.

South Seattle College Transportation Management Plan for employees In 1991, the Washington State Legislature passed the Commute Trip Reduction (CTR) Law requiring the City of Seattle to adopt a plan to reduce employer based drive-alone trips. Consistent with the state's requirements, the City of Seattle adopted and maintains a commute trip reduction plan requiring large employers (including South Seattle College) to develop, implement and promote programs that help employees choose travel options that reduce the number of drive-alone trips made to their worksite. South Seattle College must; 1) appoint an employee transportation coordinator (ETC), 2) prominently post the ETC's name, location, and phone number for employees, 3) distribute information at least once a year to employees regarding alternatives to single-occupant-vehicle commuting, 4) implement a set of measures designed to achieve Commute Trip Reduction goals.One goal being to have an annual drive alone rate at or below 63% for employees District Sustainability Plan Goal 4: a minimum of 20% reduction in CO2e from auto and freight below the current District average by 2020 with incremental targets, reaching 50% reduction by 2030.

District Sustainability Plan Goal: Compared to 2015, reduce landfill waste 50% by weight by 2030.

District Sustainability Plan Goal: Manage stormwater peak discharge and potable water use within the District by 50% below the District baseline by 2030, with incremental targets of 20% by 2020, 35% by 2025, reaching 50% by 2030.

SSC Strategic Plan 2011-2016 1. Core theme 1: Student Achievement Objective 1.2 SSC students successfully navigate the college system and develop strong financial literacy. Indicator 1.2.1: Students fund their education through available resources (financial aid, scholarships, payment plan). Successful navigation is dependent on the students' ability to fund their education. Due to the variety of funding options and their varied processes, funding is often a barrier to successful navigation. Measure: % students awarded financial aid: Pell, state/local, institutional Indicator 1.2.2: Retention and completion rates for underserved student populations (Black, Hispanic, Native American; API). First generation and other underrepresented groups demonstrate greater struggles in navigating college processes. This indicator will demonstrate whether South's resources result in an increased success rate. Measure: B/H/NA Retention, API Retention, B/H/NA Graduation rate, and API Graduation rate 2. Core theme 3: College Culture and Climate Objective 3.1: SSC hires and retains a diverse and culturally competent workforce Indicator 3.1.1: Diversity of faculty and staff (race/ethnicity). National origin and language spoken. Having employees that reflect a global workforce is critical to the success of the college in the 21st century. Measure: Legacy (ratio of underrepresented populations of employees) and AGILE Survey of employees self-identification of foreign-born/number of languages fluent. Indicator 3.1.2 Cultural competency of faculty and staff. Multicultural competency improves the ability of faculty and staff to effectively perform their job responsibilities. Measure: CCSSE student survey questions 11a.,11b., and 11c, ACT student survey, Climate Survey Student Focus, and AGILE Survey of cultural competence among staff. The South Seattle College preliminary Strategic Plan 2016-2020 (contingently approved by the Board of Trustees, but awaiting adoption based on the approval of Seattle Colleges Strategic Plan) 1) Create and implement a diversity, equity, and inclusion plan that provides direction for priorities and strategies, 2) deliver diverse educational resources and services focused on equity and inclusion, 3) promote culturally responsive pedagogy and services by increasing opportunities for professional development in these areas, 4) reinforce a culture that supports anti-bias, anti-racist curriculum and pedagogy 5) reach out to underrepresented student populations in order to recruit, retain, and support these students through the educational process, 6) standardize an anti-racist, anti-bias search and hiring process to build a diverse workforce, 7) encourage the development of an inclusive working environment in order to support and retain employees.

District Sustainability Plan Goal: Establish a Sustainability Fund that will redirect 25% of all utility savings to future resource conservation activities.

South Seattle Strategic Plan 2011-2016 1. Core theme 2: Teaching and Learning Objective 2.3 SSC programs routinely update their curriculum and instructional methodologies Indicator 2.3.2 Percent of faculty who engage in professional development. By providing professional development for instructors, the college indicates a systemic commitment to quality instruction. Measure: % faculty awarded faculty development grants from foundation, college, and district, AGILE survey of faculty 2. Core theme 3: College Culture and Climate Objective 3.2: SSC provides opportunities for employees to learn, engage, and contribute to the campus community. Indicator 3.2.1: Participation in activities, committees, events, services, trainings, and workshops. More opportunities for employees to learn increases the ability for them to adapt to change, lead innovative programs and services, improve their collaborations, and increases their involvement in campus governance. Measure: Climate Survey, AGILE Survey Indicator 3.2.3.: Faculty and staff satisfaction: campus technology, facilities, security, and safety. Leading edge technology, updated grounds and facilities, and a safe and secure campus are conducive to positive attitudes about working and learning on campus. Measure: Climate Survey Building, grounds safety/security, physical environment, Access-computers, AGILE Survey. The South Seattle College preliminary Strategic Plan 2016-2020 (contingently approved by the Board of Trustees, but awaiting final approval of the Seattle Colleges Strategic Plan) addresses sustainability by aiming to "[f]oster and strengthen equity, inclusion, and cultural competency. Goals to achieve this are; a) develop an iterative college-wide equity, diversity, and inclusion action plan with measurable outcomes and ongoing assessment, b) continue to ensure that recruitment and hiring processes consider equity and inclusion.

South Seattle Strategic Plan 2011-2016 1. Core theme 3: College Culture and Climate (includes technology) Objective 3.2: SSC provides opportunities for employees to learn, engage, and contribute to the campus community. Indicator 3.2.3.: Faculty and staff satisfaction: campus technology, facilities, security, and safety. Leading edge technology, updated grounds and facilities, and a safe and secure campus are conducive to positive attitudes about working and learning on campus. Measure: Climate Survey Building, grounds safety/security, physical environment, Access-computers, AGILE Survey.

On December 19, 2016, South Seattle College and a diverse group of Higher Education Institutions and Second Nature released a letter they collaboratively developed. This letter was sent to the new Congressional delegation and incoming Presidential transition team on January 17, 2017, and urges them to accelerate progress towards a clean energy future. The Higher Education sector is aligning with business leaders in calling on elected officials to support participation in the Paris Agreement, climate research, and investment in the low carbon economy. http://lowcarbonusa.org/highered

South Seattle College is part of the Seattle Colleges district. The Board of Trustees sit at the district level, with each campus having their own President's Cabinets and other similar decision-making bodies. Seattle Colleges is currently completing the strategic planning process. South Seattle's 2016-2020 strategic plan was contingently approved by the Board of Trustees in fall 2016, but the district strategic plan must be approved before South's strategic plan is formally adopted. Thus, the most recent formally adopted strategic plan for South Seattle is 2011-2016.