University of Dayton
PA-2: Sustainability Planning

The University has created a 2015-2017 transitional strategic plan that is still in effect and continues to guide University strategy during the presidential transition and offer a sound basis for launching the next major planning process under the new president's leadership. In the University of Dayton's Transitional Strategic Plan, five goals were established. The fifth goal, Practice Responsible Stewardship, addresses sustainability most clearly. Goal 5 acknowledges that the University's ability "to provide an excellent education rests on its ability to manage as wisely as possible its human, financial, capital, and environmental resources." Sustainability is included in a variety of ways throughout this and other goals, demonstrating the integration of sustainability into the university's strategic plan. For example, Strategic Initiative 5.2 calls for emphasizing master planning as well as the continual improvement in the environmental sustainability of facilities and grounds to progress toward the goals of the Presidents’ Climate Commitment. In addition, the University's new President called on the University of Dayton to be the "University for the Common Good" in his inaugural address from April 2017. This inaugural address was the result of a campus-wide strategic visioning process launched by then-President-Designate Eric Spina and spells out the President's vision for the university. As a Strategic Vision and direction-setting document, it outlines five implementation areas: 1) reaffirming foundational commitments to affordability, access, diversity, inclusion, servant-leadership, creative and critical thinking, and dialogue between faith and reason; 2) community engagement, innovation, and intercultural and global engagement; 3) enhancing interdisciplinary research in the field of sustainability and human rights, autonomous systems, and health and bio-sciences; 4) advancing graduate programs; and empowering the faculty and staff of the future. This is the University's guiding document for allocating resources. A recurring theme in this address was environmental and social sustainability. Additionally, in light of Pope Francis' encyclical on the environment, "Laudato Si'," President Spina highlighted the intersection of sustainability and human rights as an "extraordinary opportunity as a research focus for a Catholic, Marianist university."

University of Dayton Sustainability Policy (2006, 2014) https://udayton.edu/facilities/energy_sustainability/policy_sustainability.php The 2008 Campus Master Plan, Building Design Guidelines, Goal 3 recommends designing buildings to take advantage of Ohio’s climate through the implementation of alternative energy solutions. Use designs that emit zero greenhouse gases into the atmosphere or that are carbon neutral such as solar energy, solar thermal, natural ventilation, and wind power. https://www.udayton.edu/_resources/img/masterplan14/master_plan_IFRAME.html Sustainable Dining Policy (2017)

The University for the Common Good 2017 Strategic Vision identifies the curricular component (2) of ensuring that "every student receives an education that provides a distinctive, integrated student experience that fosters...adaptability for changing times through...developing deeper, higher impact relationships in the Dayton community, elevating the education of our students through experiential learning and addressing such issues as....food security, nutrition, and health; reconciliation of racial, religious, and cultural conflict; [and] environmentally sustainable neighborhoods." College of Arts and Sciences Strategic Plan 2020 Goal 1: Advance the liberal arts and sciences. A key initiative of strategy 1.1 is (6) "developing strategies for expanding the interdisciplinary learning platforms, such as the Core Program for the delivery of first- and second-year Common Academic Program (CAP) courses". CAP strengthens the University's commitment to educating in the Catholic and Marianist traditions through the values expressed in the Habits of Inquiry university-wide learning outcomes. Students educated in the Catholic and Marianist traditions at the University of Dayton pursue rigorous academic inquiry, in a sacramental spirit, and engage in vigorous dialogue, learning in, through, and for community. Guided by the purpose of transforming society for the ends of justice, peace, and the common good, the CAP engages multidisciplinary study. Through the required CAP components of the undergraduate curriculum, students develop and demonstrate habits of inquiry and reflection that equip them to evaluate critically and imaginatively the ethical, historical, social, political, technological, economic, and ecological challenges of our times in light of the past. All students must take between 34 and 46 credit hours of CAP courses. By calling for expansion of this core program, the College's Strategic Plan commits the University to developing a comprehensive curriculum addressing sustainability challenges. College of Arts and Sciences Strategic Plan 2020, Goal 2: "Encourage outstanding scholarship, artistic production, and performance." A key initiative of strategy 2.1: "Expand opportunities for students and faculty to conduct interdisciplinary scholarship by engaging with existing and emerging initiatives including ... the Human Rights Center [and] the Hanley Sustainability Institute." School of Engineering's Strategic Plan directs with Goal 3, Advancing programs and research that will serve and inspire the world. This includes Strategic Initiative 3.1: Enhancing curricular flexibility to promote innovative, adaptive curricula and programs; Which is further defined in Tactic 3.1.B: to facilitate short-term, topical problem- or project-based courses that emerge out of and respond to the world's most pressing problems. We know from the Vision that SOE definition of the world's most pressing problems includes a commitment to service for the common good and guardianship for the Earth as our common home. Action 3.1.B1: Establish process to draw course topic possibilities from students, faculty, alumni, and external stakeholders, link topics to interested faculty. Proposed Metric(s): Process defined and approved by the Academic Leadership Council and in place. Number of topic proposals. Tactic 3.1.B – Action 3.1.B2: Establish communication process to publicize course opportunities and results and outcomes from these types of courses to all constituencies. Proposed Metric(s): Process established and approved by the Academic Leadership Council and in place. Number of students completing special topic courses.

1) Strategic Initiative 2.1 – Tactic 2.1.B: Make new investments and foster institutional partnerships to expand influential multidisciplinary research in human rights and in environmental sustainability, with attention to intersections between these two areas of profound concern. 2) Tactic 3.2.A: Embrace ethically, socially, and environmentally responsible research to inspire and support faculty and students and to communicate a transformative vision of engineering research to the world. Action 3.2.A1: Define what is meant by research and innovation that serves the common good and what is meant by national leadership relative to this type of research and innovation. Proposed Metric(s): Definitions in Place.

Sustainability Policy Purpose 4. Make all members of the University community aware of their environmental impact as it relates to their daily activities.

Sustainability Policy Purpose 6. Collaborate with off-campus organizations, including local governments, businesses, citizen groups, agencies, and schools in cooperative efforts to create a healthy regional environment. School of Engineering Strategic Plan: 1) Strategic Initiative 1.2 – Tactic 1.2.A: Expand and support initiatives in community-engaged learning and service, and connect community engagement to students’ leadership development through the Marianist educational tradition. 2) Tactic 2.1.D: Establish as a signature element of our engineering education a community engaged learning approach that connects students and faculty with local, national, and international partners. Action 2.1.D1: Create ETHOS Center to provide centralized administrative support and development for ALL community-engaged learning initiatives. Proposed Metric(s): Established center with budget commitment for operating costs, including staff and faculty support. Number of CEL courses, faculty and student participants. Number of repeat partner organizations. Number of IC projects. Learning outcome metrics.

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1) Strategic Initiative 5.2 – Tactic 5.2.B: Emphasize master planning as well as the continual improvement in the environmental sustainability of facilities and grounds to progress toward the goals of the President’s Climate Commitment. 2) Tactic 1.3.D: Establish cutting-edge, adaptive and sustainable spaces that support a working and learning environment that facilitates community, collaboration, and inclusion. Action 1.3.D1: Implement the 2015 School of Engineering Comprehensive Space and Facilities Master Plan for Kettering Labs with attention to guiding principles including sustainability, accessibility, flexibility, efficiency, and creativity in our learning spaces. Proposed Metric(s): Plan is executed on schedule. Sustainability Policy 4. Creation and Maintenance of Campus Space: Design all new construction and major renovations to meet LEED standards, and when feasible, have projects certified. Also, consider sustainable outcomes in decisions on planned maintenance, minor renovations, and daily campus operations. Create and maintain safe, healthy working and residential environments across campus.

Sustainability Policy 1. Energy: Maximize the efficiency of energy use by eliminating waste, upgrading inefficient equipment, and encouraging energy conservation within the UD community.

UD's Sustainable Dining Policy, sample goals and objectives: • Achieve and maintain Green Restaurant Association Certification. Maintain at least 3 stars at large locations and minimum 2 stars (out of 4 possible) at smaller cafes. • Continue to purchase Fair Trade items, at minimum two foods at each location. Continue to source more items to offer and sell across campus dining and retail outlets. • Increase food procurement from local and regional food producers; and/or foster a sustainable food service program that contributes to the economic vitality, environmental sustainability, and quality of life in the region. • Increase the percentage of foods purchased with third-party certification (USDA certified organic, Certified Humane Raised, Sustainable Seafood, etc.)

Strategic Initiative 5.2 – Tactic 5.2.B: Emphasize master planning as well as the continual improvement in the environmental sustainability of facilities and grounds to progress toward the goals of the President’s Climate Commitment. Sustainability Policy 5. Grounds: Maintain university land in an ecologically appropriate manner for our climate and region; minimize the need for irrigation and chemical inputs, and use native species and natural pesticides/fertilizers.

Sustainability Policy 7. Purchasing: Give preference, whenever possible, to the purchase of sustainable products and materials that will cause the least harm to the environment and which will generate the least amount of waste. Encourage vendors to adopt sustainable practices and offer sustainable products. Support the local economy by working with suppliers, contractors, and other businesses in the greater Dayton community when possible.

Sustainability Policy 8. Transportation and Travel: Minimize the negative impacts of automobile transportation by creating and maintaining a pedestrian and bike-friendly campus with alternative transportation access connecting UD to the greater Dayton community. Recognize and mitigate the impacts of campus-sponsored travel, both domestic and international.

Sustainability Policy 2. Material Use and Disposal: Minimize waste by diverting recyclables, compost and other materials to better uses. Maintain and expand programs to collect recyclable items such as commingled recycling, batteries, electronics, scrap metal, ink and toner cartridges and other materials.

Sustainability Policy 6. Water: Minimize the waste of potable water and water used to heat and cool campus buildings. Install and maintain water saving equipment in campus restrooms and mechanical spaces. Manage stormwater discharge to reduce negative impacts on the health of local waterways.

1) Strategic Initiative 1.1 – Tactic 1.1B: Increase the number and diversity of full-time, tenure-track faculty in targeted areas, especially in first-year CAP-related courses, and decrease reliance on part-time faculty in these areas. Strategic Initiative 4.3 – Tactic 4.3.A: Improve recruitment, academic and scholarship support, persistence to graduation, and an inclusive environment for domestic minority and international graduate and undergraduate students, with particular attention to diverse underrepresented minority and international student populations. Tactic 4.3.B: Improve recruitment, advancement, and leadership opportunities for faculty and staff from groups underrepresented in the university community. 2) Tactic 2.2A: Educate students, faculty, and staff about the value of diversity in engineering to achieve an inclusive learning community and to maximize personal, professional, and team effectiveness. Action 2.2.A1: Articulate the School of Engineering messaging on the value of ethnic diversity and diversity in skills, ideas, and personal experiences to the engineering workplace and communicate those messages to faculty, staff, and other stakeholders. Proposed Metric(s): Message communicated to multiple stakeholders through multiple channels (e.g. website, marketing material, print media, and social media). Action 2.2A2: Integrate academic components to educate students about diversity issues in engineering and the cultural richness of contemporary engineering organizations and to leverage that learning to maximize personal, professional and team effectiveness. Proposed Metric(s): Number of academic components developed. Number of students reached each year. Perceived value of academic programming. Tactic 2.2.B: Lead peer institutions in the recruitment of underrepresented populations – including women and domestic minority students – and in the retention and graduation of all minority groups. Action 2.2.B1: Establish a Diversity Engineering Center. Proposed Metric(s): Established Center with budget commitment for operating costs, including staff and faculty support. Continues through Action 2.2.B7. Sustainability Policy 11. HR / Employment: Recognize and celebrate the value of diversity in our campus community. Offer equal opportunity for hiring and advancement to all qualified candidates. Consider the value of work, cost of living, and dignity of all persons in setting compensation rates and benefits. Offer opportunities for employees to grow, learn new skills, and participate fully in the UD community.

Sustainability Policy 13. Commitment of University Resources: Align university investments with our sustainable values. Allocate a level of funding, administrative support, and resources to sustainability that matches our level of commitment and status as a nationally-recognized green campus.

Tactic 1.3.A: Further student wellness and responsible decision-making through healthy living programs, prevention education, and infusion of Commitment to Community across the University. Tactic 1.3.B: Provide academic and engagement opportunities that support student retention and success, address alcohol abuse and sexual violence, increase spiritual awareness, and promote mental and physical health.

https://udayton.edu/vision/_resources/_doc/vision-detailed.pdf https://udayton.edu/vision/index.php#home https://udayton.edu/president/_resources/docs/inaugural-address.pdf