Seattle University’s Laudato Si' Action Plan

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SEATTLE UNIVERSITY MISSION

Seattle University is dedicated to educating the whole person, to professional formation, and to empowering leaders for a just and humane world.

OUR COMMITMENT

“We will commit to institutional participation in Pope Francis’ Seven-Year Journey Toward Integral Ecology through the Laudato Si’ Action Platform and in community with other Catholic universities.”

—Foundational Goal of the Reignited Strategic Directions 2022–2027

LETTER FROM THE PRESIDENT

Dear Members of the University Community,

The existential threat that is climate change is one of the great challenges we face as a society. We can no longer responsibly talk about it as a looming threat— its impacts are evident all around us. As a Jesuit and Catholic university, we are committed to caring for the Earth, our common home, one of the universal apostolic preferences of the Society of Jesus. This commitment calls us to respond to the challenge in a special way.

One way we are doing this is by participating as a signatory institution in Pope Francis’ Seven-Year Journey Towards Integral Ecology through the Laudato Si’ Action Platform (LSAP). This commitment puts concrete action behind the goals outlined by the pope in his 2015 encyclical Laudato Si’: On Care for Our Common Home.

In the encyclical, Pope Francis critiques consumerism and irresponsible development; laments environmental degradation and global warming; and calls on all people of the world to take “swift and unified global action.” This call led to the Laudato Si’ Action Platform, a papal initiative launched in 2021 to envision sustainability in the holistic spirit of integral ecology and to redefine and rebuild our relationship with each other and our common home. The action platform supports institutions, communities and families to discern and implement a response to Laudato Si’ by guiding actions. As a university committed to advancing sustainability and environmental justice, the Laudato Si’ Action Platform goes to the heart of who we are and the impact we hope to achieve. I am proud that we were one of the very first institutions of higher

education to take this step, one very much in keeping with our vision to be a university that is innovative and progressive and Jesuit and Catholic.

Over many years, Seattle University has distinguished itself as a leader in sustainability. Under the outstanding direction of our Center for Environmental Justice and Sustainability and the President’s Committee for Sustainability, we have made strides in lightening our impact on the planet while incorporating sustainability into our curriculum. Seattle University’s newly created Laudato Si’ Action Platform Leadership Team will ground our ongoing work as a leader in sustainability in Seattle University’s Jesuit and Catholic educational mission. Specifically, the committee will lead the following priorities toward the goals of Laudato Si’:

1. Integrate Integral Ecology across the Curriculum and Research

2. Achieve Climate Neutrality and Reduce Seattle University’s Environmental Footprint

3. Practice Socially Responsible Consumption, Purchasing and Investment

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

I look forward to working together with all of you to live out our committment to sustainability in the holistic spirit of integral ecology.

OUR COMMITMENT TO SUSTAINABILITY

Sustainability is Core to Our Jesuit and Catholic Identity

As a Jesuit and Catholic university, Seattle University’s ethos calls us to revere the life-giving force of the natural world, to care for our common home as responsible stewards of the planet and to work for justice so that no people are disproportionately affected by environmental degradation.

Seattle University’s commitment to sustainability is grounded in Jesuit values that date back nearly 500 years. We take our inspiration from St. Ignatius, the founder of the Jesuits, who encouraged his early companions to “Find God in All Things.” In 2015, Pope Francis issued his encyclical on the environment, Laudato Si’, challenging humankind to take responsibility for the planet and be mindful of those who are suffering most from the ecological crisis now before us. And in 2019, the Society of Jesus released its four global “apostolic preferences,” explicitly making “On Care of Our Common Home” a vital part of their apostolic mission for the next 10 years.

First AASHE STARS Gold Rating for Seattle U

Environmental Justice and Sustainability — a priority in Seattle University Strategic Directions 2020–2025

Laudato Si’ Action Platform

7-Year Journey toward Integral Ecology — a foundational goal in the Reignited Strategic Directions 2022–2027

Commitment to 100% Divestment from Fossil Fuels by June 2023

Opening of Center for Environmental Justice and Sustainability (CEJS)

Over the past decade, Seattle University has made significant commitments and taken subsequent action to embed sustainability in the long-term development of the university: From signing on to the American College and University Presidents’ Climate Commitment (ACUPCC) in 2007, creating a Climate Action Plan (2010) and establishing the President’s Committee for Sustainability (PCS—2011) to developing a Center for Environmental Justice and Sustainability (CEJS—2013), committing to divestment from fossil fuels (2018) and setting an institutional vision “to become a leader in environmental sustainability that is socially just” (Strategic Directions 2020-2025). Since 2016, Seattle University has joined the 1,000+ universities and colleges that use the Sustainability Tracking, Assessment and Rating System (STARS). STARS facilitates the assessment of our campus’s sustainability performance and our contribution to the United Nations 17 Sustainable Development Goals through operations, programs, actions and policies. Most recently, Seattle University’s aspiration to lead on sustainability and environmental justice was reinforced by the Reigniting Our Strategic Directions (2022-2027) foundational goal to institutional participation in Pope Francis’ Seven-Year Journey toward Integral Ecology through the Laudato Si’ Action Platform, putting concrete action behind the goals outlined by Pope Francis in his 2015 encyclical. President Eduardo Peñalver signed onto the Laudato Si’ Action Platform in September 2021, ensuring that Seattle University was in the first LSAP cohort.

OUR INSPIRATION

“An integral ecology is inseparable from the notion of the common good, a central and unifying principle of social ethics. We must realize that a true ecological approach always becomes a social approach; it must integrate questions of justice in debates on the environment, so as to hear both the cry of the earth and the cry of the poor. There can be no renewal of our relationship with nature without a renewal of humanity itself.”

LAUDATO SI’—ON CARE FOR OUR COMMON HOME

In 2015, Pope Francis published his second encyclical, Laudato Si’ (“Praise Be to You”), with the subtitle “On Care for Our Common Home.”

Several main themes run through the Laudato Si’ encyclical—the intimate relationship between the poor and the fragility of the planet; the conviction that everything in the world is connected; the critique of new paradigms and forms of power derived from technology; the call to seek other ways of understanding the economy and progress; the human meaning of ecology; the serious responsibility of international and local policy; and the throwaway culture and the proposal of a new lifestyle.

THE LAUDATO SI’ ACTION PLATFORM (LSAP)

The encyclical paved the way to the Laudato Si’ Action Platform (LSAP), a papal initiative launched in 2021, to envision sustainability in the holistic spirit of integral ecology and to redefine and rebuild our relationship with each other and our common home. The LSAP supports institutions, communities and families to discern and implement a response to Laudato Si’ by guiding actions.

The seven Laudato Si’ goals are:

• Response to the cry of the earth is a call to equitably address climate change, biodiversity loss and ecological sustainability

• Response to the cry of the poor is a call for global solidarity with special attention given to vulnerable groups such as indigenous communities, refugees, migrants and children

• Ecological economics acknowledges that the economy is a subsystem of human society, which itself is embedded within the biosphere—our common home

• Adoption of sustainable lifestyles is grounded in the idea of sufficiency—living with just enough and not excess—to ensure a good life for all

• Ecological education refers to the need to re-think and re-design curricular and institutional reform in the spirit of integral ecology to foster ecological awareness and action

• Ecological spirituality encourages greater contact and connections with the natural world in the spirit of wonder, praise, joy, happiness and gratitude

• Community resilience and empowerment is crucial to care for creation at local, regional, national and international levels

U.N. SUSTAINABLE DEVELOPMENT GOALS (SDGs)

In 2015, the United Nations published Transforming Our World: The 2030 Agenda for Sustainable Development, a “plan of action for people, planet and prosperity.” The publication outlines 17 Sustainable Development Goals (SDGs), as well as 169 targets and associated indicators, forming a 15-year agenda intended to balance “the three dimensions of sustainable development: the economic, social and environmental.” It seeks to strengthen universal peace in larger freedom and recognizes that eradicating poverty in all forms and dimensions is the greatest global challenge and an indispensable requirement for sustainable development.

GOAL 1: No Poverty

GOAL 2: Zero Hunger

GOAL 3: Good Health and Well-being

GOAL 4: Quality Education

GOAL 5: Gender Equality

GOAL 6: Clean Water and Sanitation

GOAL 7: Affordable and Clean Energy

GOAL 8: Decent Work and Economic Growth

GOAL 9: Industry, Innovation and Infrastructure

GOAL 10: Reduced Inequalities

GOAL 11: Sustainable Cities and Communities

GOAL 12: Responsible Consumption and Production

GOAL 13: Climate Action

GOAL 14: Life Below Water

GOAL 15: Life on Land

GOAL 16: Peace, Justice and Strong Institutions

GOAL 17: Partnerships to Achieve the Goal

SUSTAINABILITY TRACKING, ASSESSMENT & RATING SYSTEM (STARS)

The Association for the Advancement of Sustainability in Higher Education’s (AASHE) Sustainability Tracking, Assessment & Rating System™(STARS) is a reporting tool for colleges and universities to assess and measure their overall sustainability performance. Because the framework shares a similar intent and scope as the United Nations Sustainable Development Goals, at a very high level an institution’s STARS score or rating can be used to demonstrate progress toward helping deliver the SDGs. In addition, the Laudato Si’ Action Platform pointed to AASHE’s STARS as a Laudato Si’ program. Seattle University uses the STARS report to assess how our campus practices align to the SDG and LSAP goals and to support our short- and long-term sustainability action planning. Seattle University has submitted three STARS reports since 2016 for each obtaining a GOLD rating.

• 2016: GOLD rating with a score of 69.41

• 2018: GOLD rating with improved score of 75.64

• 2021: GOLD rating with improved score of 79.39

View Seattle University’s STARS Report.

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.”

VISION

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.”

—Pope Francis Laudato Si’

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

PRIORITY 1

INTEGRATE INTEGRAL ECOLOGY ACROSS THE CURRICULUM AND RESEARCH

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

PRIORITY 2

ACHIEVE CLIMATE NEUTRALITY AND REDUCE SEATTLE

UNIVERSITY’S ENVIRONMENTAL FOOTPRINT

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.

PRIORITY 3

PRACTICE SOCIALLY RESPONSIBLE CONSUMPTION, PURCHASING AND INVESTMENT

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.

PRIORITY 4

DEVELOP A SUSTAINABLE CAMPUS CLIMATE AND DEEPEN

COMMUNITY ENGAGEMENT AND PUBLIC POLICY

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.

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

6. LONG TERM Ensure the Seattle University compensation and benefits program is in alignment with institutional mission, vision and values, external market competitiveness, internal fairness and fiscal responsibility.

SEATTLE UNIVERSITY LAUDATO SI’ ACTION PLATFORM LEADERSHIP STRUCTURE

In order to be a committed and active higher education participant in the Seven-Year Journey to Integral Ecology, a Seattle University Laudato Si’ Action Platform Leadership structure has been created to oversee, facilitate and adequately coordinate the implementation of the LSAP priorities and goals and to create a system of communication, collective participation, reporting and accountability from all parties involved. The structure is aligned with the Reigniting Our Strategic Directions 2022-2027

EXECUTIVE COMMITTEE

LSAP Steering Co-Chairs

Priority Team Executive Sponsors: President, Provost, CFO, VP for Mission Integration

Priority Team Co-Chairs

PRIORITY 1 TEAM

PRIORITY 2 TEAM

PRIORITY 3 TEAM

PRIORITY 4 TEAM

Each Priority Team consists of:

• Executive Sponsor*

• Priority Co-Chairs*

• Working Group Members

• Stakeholders

• Ex-Officio: LSAP Steering Co-Chairs*

*Executive Committee member

ACKNOWLEDGEMENTS

Our sincere gratitude goes out to the following Seattle University community members who have contributed to the development of the Laudato Si’ Action Platform structure, priorities and goals.

LAUDATO SI’ ACTION PLATFORM LEADERSHIP

The present Seattle University Laudato Si’ Action Platform Leadership team:

Laudato Si’ Institutional Executive Sponsor: President Eduardo Peñalver

Co-Chairs: Jeanette Rodriguez, PhD, Yolanda Cieters

Laudato Si’ Priority 1:

Executive Sponsor: Provost Shane P. Martin

Co-chairs: Tanya Hayes, PhD, Phillip Thompson, PhD, Charles Tung, PhD

Laudato Si’ Priority 2:

Executive Sponsor: CFO Wilson Garone

Co-chairs: Robert Schwartz, Wes Lauer, PhD

Laudato Si’ Priority 3:

Executive Sponsor: CFO Wilson Garone

Co-chairs: Anthony Goodwillie, Bret Myers

Laudato Si’ Priority 4:

Executive Sponsor: VP of Mission Integration Catherine Punsalan-Manlimos, PhD

Co-chairs: Alvin Sturdivant, EdD, Kent Koth

PRESIDENT’S COMMITTEE FOR SUSTAINABILITY (2011-2022) & INAUGURAL LAUDATO SI’ STEERING COMMITTEE (2021-2022)

The President’s Committee for Sustainability (2011-2022) and Inaugural Laudato Si’ Steering Committee (2021-2022) for their groundwork in guiding the university to integrate sustainability holistically across Campus areas.

Bryan Accra (17-18), April Atwood, Shannon Britton, Michelle Clements, Rashmi Chordiya, Yolanda

Cieters, Eric Elliott (17-18), Lyn Gualtieri, Eric Guerra, Tanya Hayes, Kristin Hultgren, Jessica Ludescher

Imanaka, Estefania Kendall, Wes Lauer, Bernard “Bernie” Liang, Margi Luttrell, Greg Magnan, Brian McCullough (19-20), Richard “Rick” Moyer (18-22), Jessica Palmer, Jeanette Rodriguez, Gregory Silverman, Mike Thee, Phillip Thompson, Jennifer Tilghman-Havens, Lupita Torrez, Pat Twohy, S.J., Eli Christopher Voigt, Whitney Wedge, Dion Wade, Jason Wirth and Nathaniel Wolk

STUDENTS

Students who have contributed their time, knowledge, vision and talent and have served on various sustainability committees.

Juliana Andrade, Anya Barresse, Cheyenne Carlson, Sophia Cofinas, Dae Durisko, Jordan Lo, Katherine Lopez, Madeleine Magana, Marrakech Maxwell, Taylor McKenzie, Emily Nielsen, Anisha Patel, Gabriella Robinson, Azaria Segall, Donna Shahbazi, Anna Smalley and Jean-Paul Wallis

CEJS INTERNS 2015-2022

The amazing current and past interns who have made the work at CEJS possible:

Layne Ahlstrom, Zainab Ahmad, Raghad Ashoor, Heather Bergey, Olivia (Liv) Blasi, Alex Buescher, Vitoria Cassol, Alex Chapman, Noah Ching, Jeffrey David, Jessie Dirks, Matt Durbin, Kennedi Finnes, Alex Fong, Jillian Gayler, Caroline Guzman, Ashley Hagar, Shannan Higgins, Judith (Maggie) Johnson, Alyssa Lau, Michael Lee, Caylah Lunning, Elexa Moore, Erika Moore, Marina Morales, Angela Moran, Karthikeyan Naidu, Hannah Nia, Emily Nielsen, Sonam Priya, Ruby Ranoa, Hadley Reeder, Gabby Robinson, Jenna Rolf, Tracy Spencer, Jennifer (Devvy/Dev) Symonds, Brett Thompson, Sarah Torset, Daniel Truog, Tesi Uwibambe and Sahira Zaheen

STARS LIASONS

This work could not have come to fruition without the data and information provided by the following Seattle University partner offices:

Academic Assembly, Center for Environmental Justice & Sustainability, Sundborg Center for Community Engagement, Center for Social Transformation and Leadership, Controller’s Office, Environmental Health and Safety Office, Facilities Services, Grounds and Landscaping, Housing and Residence Life, Human Resources, Institute for Catholic Thought and Culture, Innovation and Entrepreneurship Center, Institutional Research, Jesuit Community, Lemieux Library and McGoldrick Learning Commons, Managed Print Services, Marketing Communications, Office of Diversity and Inclusion, Office of Institutional Equity, Office of Multicultural Affairs, Orientation, President’s Office, Procurement Office, Redhawk Dining (Chartwells), Residence Hall Association, Staff Council, The Outreach Center, Transportation and Parking Services and Undergraduate Admissions

Special thanks to Aubrey Benasa and the Seattle University Marketing Communications team for their incredible support and creativity in creating this publication.