PLAN OF ACTION

“Today, the analysis of environmental problems cannot be separated from the analysis of human, family, work-related and urban contexts. In any discussion about a proposed venture, a number of questions need to be asked in order to discern whether or not it will contribute to genuine integral development. What will it accomplish? Why? Where? When? How? For whom? What are the risks? What are the costs? Who will pay those costs and how? In this discernment, some questions must have higher priority.”

—Pope Francis Laudato Si’

At Seattle University, we are committed to an ecological conversion that opens minds and hearts to the sacred task of caring for our common home. This commitment is rooted in ethical responsibility and solidarity between all peoples and future generations. We envision sustainability in the holistic spirit of integral ecology and will adopt institutional practices that are socially just, support human and ecological health and promote economic well-being.

“We need to strengthen the conviction that we are one single human family. There are no frontiers or barriers, political or social, behind which we can hide, still less is there room for the globalization of indifference. The earth is essentially a shared inheritance, whose fruits are meant to benefit everyone.”

SEATTLE UNIVERSITY’S

SEVEN-YEAR JOURNEY TOWARD INTEGRAL ECOLOGY

FOUR SEATTLE UNIVERSITY PRIORITIES

PRIORITY 1

Integrate Integral Ecology Across the Curriculum and Research

PRIORITY 2

Achieve Climate Neutrality and Reduce Seattle University’s Environmental Footprint

PRIORITY 3

Practice Socially Responsible Consumption, Purchasing & Investment

PRIORITY 4

Develop a Sustainable Campus Climate and Deepen Community Engagement & Public Advocacy

YEAR 1 GOALS (2023–2024)

1. SHORT TERM Reignited Strategic Directions (RSD) Working Group* will formulate a university-wide definition of sustainability.

2. LONG TERM RSD Working Group will collaborate with faculty to develop curricula with an undergraduate student learning outcome that focuses on sustainability and/or climate change in the holistic spirit of integral ecology. The aim is that every student graduates from Seattle University with an understanding of those concepts.

3. LONG TERM RSD working group will collaborate with colleagues from across campus in our existing graduate programs to support education on sustainability and/or climate change in the holistic spirit of integral ecology. And, we will consider the development of a sustainability-focused graduate certificate program and/or graduate degree program.

4. SHORT TERM Work with RSD Working Group and other campus stakeholders to rewrite the Sustainability Literacy Assessment that is sent to freshmen and seniors each year and seek to improve distribution and response rate. Use the assessments’ responses to collect information, publish results and set recommendations for opportunities for improvement in the curriculum.

5. SHORT TERM RSD working group, in partnership with the Office for Sponsored Projects, University Advancement and LSAP co-chairs, will identify needs and recommend activities and funding strategies with which the institution can further support faculty development of teaching, research and cocurricular activities. The goal is to elevate sustainability and/or climate change in the holistic spirit of integral ecology in our academic offerings and scholarly pursuit. A specific short-term need within this goal is to identify or repurpose funding for faculty fellowships to support environmental justice and sustainability scholarship.

6. SHORT TERM Center for Environmental Justice & Sustainability (CEJS) and Institute for Catholic Thought and Culture (ICTC) will inventory courses, faculty research and student local and global experiential learning opportunities in relation to their sustainability component; map them to the Laudato Si’ Action Platform goals and UN SDGs; track progress by conducting a biennial faculty research survey and course analysis; and publish an updated repository online every other year. Ideally, long term, the university would formalize sustainability course listings for current and prospective students in the institution’s course catalog.

*Reigniting Our Strategic Directions: Goal 1 Climate Change and Environmental Sustainability Working Group

YEAR 1 GOALS (2023–2024)*

1. SHORT TERM In Fall 2022, in partnership with a consulting firm, develop a “Zero Carbon Over Time Infrastructure Plan” (ZoT). This involves establishing a baseline to develop a phased transition to electrification and use of on-campus renewable, clean sources of energy; guidance for capital planning and future construction; and strategies for energy management and conservation.

2. SHORT TERM In FY23, establish a research-based target date for achieving carbon neutrality from all greenhouse gas emission scopes, including a mix of offset and on-campus operational change strategies.

3. SHORT TERM Update the university’s carbon offset portfolio between September and February each fiscal year and select projects that have co-benefits and meet Verified Carbon Standard (VCS) or GOLD Standard criteria.

4. SHORT TERM During FY23, start development of a university-wide green fleet policy, including the expansion of EV stations.

5. SHORT TERM During FY23, start development of a plan to reduce Scope 3 emissions** from commuting and air travel.

6. SHORT TERM By 2024, complete a baseline study of SU solid, non-hazardous waste and create an action plan including cost estimate using the TRUE methodology for calculating zero waste.

7. LONG TERM Adopt and start implementation of the ZoT during FY24, including setting goals for energy-use reduction and on-campus renewable energy production. This would also include exploring the possibility of a Green Revolving Fund to support and sustain sustainability projects in operations.

8. LONG TERM Using the results of the baseline study and action plan, start implementation of Seattle University’s zero-waste roadmap.

9. LONG TERM Evaluate the potential for reducing per-capita water use on campus and by 2024 develop a roadmap for achieving meaningful reductions.

*Subject to funding

**Following the EPA’s definition, “Scope 3 emissions are the result of activities from assets not owned or controlled by the reporting organization, but that the organization indirectly affects in its value chain.” For Seattle University, scope 3 emissions are emissions resulting from air travel, commuting and waste.

YEAR 1 GOALS (2023–2024)

1. SHORT TERM In FY23, the Procurement Office to continue to work with campus stakeholders to build upon accomplishments achieved regarding Seattle University’s institution-wide ethical, equitable, and sustainable procurement policy. Benchmark and update existing policies and guidelines to ensure consistency with industry standards. Communicate and support implementation regarding any policy revisions. Additionally, include focus on Seattle University’s Supplier Diversity initiative.

2. LONG TERM Identify opportunities for ethical, equitable and sustainable purchases for multiple categories/commodities. For example: During FY23, start development of a strategy and guidelines for dining and catering that targets the following goals:

• Increase plant-based purchasing of food and beverages from 22.5% (2020) to 30% by December 2023 and 40% by 2027.

• Increase verified sustainably or ethically produced food and beverage purchasing from 15% (2020) to 20% by December 2023 and 30% by 2027.

• Reduce food waste 25% by 2027 (from baseline year 2022).

3. SHORT TERM In FY23, create the LSAP Investments Work Group with membership to satisfy the STARS “Committee on Investor Responsibility” (CIR) criteria.

4. SHORT TERM By June 30, 2023, fully divest the marketable portion of the endowment from any investments in companies owning fossil fuel reserves in accordance with the resolution passed by Seattle University’s Board of Trustees in September 2018.

5. LONG TERM Advance the implementation of Seattle University’s sustainable investment efforts with the goal to increase the percentage of positive sustainable investments (environmental, social and corporate governance [ESG] criteria) in SU’s endowment. Collaborate with the endowment’s Outsourced Chief Investment Officer on report content and cadence of ESG considerations in the selection of investment funds and managers. Reporting to be presented to the Investment Committee of the Board of Trustees and the LSAP Investments Work Group.

6. LONG TERM With the consent of the Retirement Plan Investment Committee (RPIC), have Seattle University’s 403(b) plan investment advisor work with the LSAP Investments Work Group to review the plan’s socially responsible investment options and explore possible qualified fund alternatives that apply strict ESG criteria for the plan’s Socially Responsible Array fund line up. Coordinate with HR on the communication to faculty and staff the Socially Responsible Array and any changes to it.

YEAR 1 GOALS (2023–2024)

1. SHORT TERM Establish an annual Laudato Si’ university celebration during the Season of Creation in collaboration with internal and community partners.

2. SHORT TERM Continue building relationships with local, native and other Black, Indigenous and people of color (BIPOC) communities, listening and accompanying to manifest their insights.

3. SHORT TERM Provide educational seminars and programming for informed public advocacy and campus engagement through specific campus offices like ICTC, CEJS, Center For Jesuit Education, Office of Diversity and Inclusion, Center for Ecumenical and Interreligious Engagement, Center for Social Transformation and Leadership, Campus Ministry and the Institute for Public Service.

4. SHORT TERM Implement regular staff, faculty and campus climate surveys.

PRIORITY 4

5. LONG TERM Explore the feasibility of creating a peer-to-peer student sustainability outreach program including a small grants initiative.