University of St. Thomas
PA-2: Sustainability Planning

The university's 2020 Strategic Plan addresses sustainability in the following sections: "Catholic-Inspired Community Engagement The University of St.Thomas will promote practices within our community that reflect the university’s commitment to truth, justice and caritas (self-giving love), and that inspire community members to work for the common good of their communities in which they participate. We always have had a strong record of student engagement with various communities. With the rising complexity of the university, we need a more coordinated approach to community engagement. To effectively engage students in advancing the common good, we will build upon our strengths in ethics, sustainability, social justice, service learning, globalization and social entrepreneurship with diverse local and global communities. We will reconfigure a culture of “service” to those deemed “underprivileged” to a culture of mutual engagement that both transforms all participants and actualizes mutual respect through collaborative efforts and decision-making." The Strategic Plan priority on Catholic-Inspired Community Engagement includes the following element: "St.Thomas will cultivate an ethic of the care for God’s creation through curricular and co-curricular activities aimed at environmental stewardship and sustainability."

In 2011, the University of St. Thomas published a travel demand management plan.

The Climate Action Plan identified the following future plans: • Measure what faculty are currently doing in their courses as a preliminary step to setting university-wide goals for course coverage • Encourage faculty to integrate environmental issues into coursework through grants, sabbaticals and faculty development workshops • Strengthen environmental studies and environmental science programs • Endow a teaching Chair for Sustainability

The Climate Action Plan identified the following future plans: • Make a priority commitment to hire new faculty with expertise and interest in climate change and sustainability • Establish fellowships or other financial support mechanisms for research related to climate change and sustainability • Connect research initiatives to the GHG emissions challenges our campus is facing including the development of renewable energy technologies and local sources of biofuels, carbon neutral engine technologies for autos and aircraft, hyper-efficient building systems to make zero emissions, net-energy producing buildings the norm rather than a rare exception, etc.

The Climate Action Plan identified the following future plans: • Invite students and faculty to join and fully participate in campus sustainability committees as well as CAP committees and sub-committees. • Continued Earth Day celebrations and providing year round education on wide variety of sustainability efforts and affects • Sustainability lecture series • Expand the communication/programming with our residents to provide better suggestions, information and support for sustainable efforts

The Climate Action Plan includes a goal to achieve carbon neutrality by 2035.

The Climate Action Plan includes the following: Investment Priority 1: Green Construction “Campus construction projects utilize accepted sustainable building practices for new buildings and building renovations” – Indicator of achievement of Strategic Priority #4 The most cost effective way to limit long-term carbon emissions is to ensure that all new construction incorporates energy efficient building design. Energy standards for new buildings should limit energy consumption by requiring all new construction of more than $1 million to attain (at a minimum) the U.S. Building Council’s LEED silver rating. Additionally, significant cost savings will result from designing new buildings to be “solar ready.” These actions will reduce operating costs and produce inspiring buildings that symbolize the university’s commitment to sustainability and to future generations.

The Climate Action Plan identified energy efficiency and renewable energy as investment priorities.

The Climate Action Plan included the following goal related to food & dining: • Our goals are to change our menu design to promote local, organic and natural production. Our focus will also be to purchase energy efficient equipment that meets LEED Certification standards. The Climate Action Plan also identified the following future plan: • Complete the development of community garden on campus

The travel demand management plan includes the following overarching goals along with primary, and secondary objectives. Overarching goals: • Limit the St. Thomas carbon footprint by reducing the amount of single-occupancy vehicle commuting trips. • Refine and develop St. Paul on-campus parking lot management strategies and policies to increase lot usage and reduce St. Thomas-related congestion on neighboring streets. • Refine vehicular and pedestrian management strategies specific to daily and special event use. Primary Objectives: • The Anderson Student Center • On-Campus Parking Policies & Management • Public Transportation & Mass Transit Programs • Rideshare & Car Sharing Secondary objectives: • Bicycle Commuting & On-Campus Bicycle Storage • Pedestrian Commuting • Telecommuting For each item above, the travel demand management plan contains sections with detailed measurable objectives and strategies. For example: #1a: Anderson Student Center (ASC) Pedestrian & Vehicular Management Objectives: • Maximize transportation-related ASC LEED certification by January 2012. #1a: Anderson Student Center Pedestrian & Vehicular Management Objectives Achievement Strategies • Obtain ASC LEED credit for Alternative Transportation by providing appropriate bicycle storage racks, access to locker facilities and approximately 120 parking spaces under the ASC.

The recycling program at St. Thomas published the following goals on its website: • To recycle whatever can be recycled at the University and divert as much as possible from the waste stream • To provide educational resources to the St. Thomas community about recycling and its benefit to the environment • To steward St. Thomas and global resources by promoting sustainable choices in all campus operations • To reach our goal of recycling 60% of all debris by the year 2020 https://www.stthomas.edu/recycle/

The Strategic Plan addresses diversity as a one of the institution's seven convictions, a key theme, and a strategic priority. Conviction: Diversity: We strive to create a vibrant, diverse community in which, together, we work for a more just and inclusive society Theme: Diversity and Inclusive Culture Theme: The University of St.Thomas will be known for its strong commitment to developing and sustaining an inclusive culture, founded on principles of mutual trust, respect and empathy. This culture will attract, support and retain a diverse community of students, faculty and staff, and will infuse the curriculum, enhancing academic excellence and relevance. Rationale: With a commitment to the full dignity of all human persons, we support an inclusive culture characterized by the connectedness of all human endeavors, principles of mutual trust and mutual respect, and the cultivation of a spirit of empathy. An inclusive culture integrates various aspects of identity to enhance academic excellence in light of the complexities of the contemporary world. Strategic Priority: Embracing our Differences as One Human Family As a Catholic institution, the University of St.Thomas recognizes the basic human dignity of all persons and will work to create an environment of radical hospitality premised on the development and flourishing of every community member. We seek to increase the diversity of our student populations. We also strive to support better the diversities within our community, broadly defined. This includes not just racial/ethnic diversity, but also creed, religion, ancestry, national origin, sex, sexual orientation, disability, age, marital status or economic/social status. The university recognizes that diversity needs to be reflected not just in our curriculum, but also in our student, faculty, administrative and staff populations, in our culture and in our organizational structures. Some of these elements include: • Create a more robust Office of Institutional Diversity appropriately staffed and resourced for a university of our size, prominently situated within the university’s overall structure • Actively seek to attract, retain and develop faculty, staff, administrators and students from all backgrounds, and employ best practices for enhancing the diversity of our learning community, with a particular eye toward outreach to historically under-represented and underserved populations. Included in the plan will be guidelines for assessing progress and benchmarking results relative to peer institutions. • Actively develop our students’ capacity for engaging in and growing from a broad range of world views, values and life experiences, thereby realizing our mission to prepare them for the increasingly diverse world they will encounter after graduation. The learning environment in both the graduate and undergraduate programs will value, attract, support and be formed by a diversity of perspectives. For the undergraduate program, this may include a two-course diversity requirement, practicum components focused on diversity issues, and/or a global engagement requirement. • Enhance and coordinate our interdisciplinary programs that support diverse perspectives such as Women’s Studies, American Culture and Difference, International Studies, Justice and Peace Studies, Catholic Studies, and the human diversity requirement; identify and expand resources for interdisciplinary teaching and research, such as the 400-level theology courses; and support the development of area studies, such as Latin American Studies • Provide avenues and incentives for faculty to collaborate in the creation of interdisciplinary programs at the graduate level • Support and reward faculty teaching and professional engagement that advances deep intercultural and diverse perspectives • Review the availability of student services throughout the year for nonlocal students, students with disabilities and graduate students. This may include more residence hall space year-round, development of graduate housing, more opportunities for non-Catholic students (especially non-Catholic Christian students) to worship on campus, more dining options even during holiday periods, and consistent and regular dining options more easily accessed by diverse student populations (such as Muslim students, students with food sensitivities and students with more globally diverse palates) as a sign of radical hospitality.

The University of St. Thomas Sustainability Council charter refers to the following definition of sustainability: "The most commonly held definition of sustainability is 'meeting the needs of the present without compromising the ability of future generations to meet their own needs.' Sustainable systems preserve and advance social equity, economic prosperity, and the healthy functioning of ecological systems now and in the future."