1. Are there joint actions with other universities, or even internationally? It's important to join forces on sustainability!
Cassandra: At the Office of Sustainability we try to find ways to tie in with other institutions so that we can learn from each other, such as through the Réseau universitaire québécois en développement durable (RUQDD). Formally, Concordia has recently joined the United Nations University Global Coalition and the Sustainable Development Solutions Network Canada to collaborate with other universities and organizations on achieving the Sustainable Development Goals. All of these align with and contribue to our Plan goals and targets, and new projects under the Sustainability Living Lab could involve external partners as well.
Pedro: There are certainly lots of partnerships with faculty, research groups and centers within Concordia and abroad. In the research plan, one of our strategies is to create a portal of sustainability research that enables us to map these existing partnerships to make them evident to everyone.
2. Can the sustainability plan be a vehicle to boost our standing in the Times Higher Education (THE) ranking?
Cassandra: Yes! Our Food, Waste, Climate, Research, and Curriculum plans, as they are implemented, will all contribute to our performance in the Times Higher Education (THE) Impact Rankings, which assess universities against the United Nations’ Sustainable Development Goals (SDGs). Measuring our progress towards our plan goals, targets and strategies will give us plenty of information to submit. For the THE World University Rankings, which does not focus specifically on sustainability, the Sustainability Action Plan will be one of many strategic endeavors at the university contributing to a boost in our ranking.
3. In terms of governance, are we looking to develop a more egalitarian culture in our employment practices as part of this plan? Lots of people have short-term or casual contracts which is not sustainable in the long-term.
Anne: Equitable employment practices are a key component of sustainability at Concordia. We also need to acknowledge the cyclical nature of some work at the university (e.g. back-to-school rushes creates the need for short term additional help; special research projects funded by external agencies will require specialized technical staff for a limited amount of time). Concordia prides itself on being named a top employer in Montreal for several years now. We take this recognition seriously and have worked closely with our 13 collective bargaining units to provide the best possible conditions for our faculty, staff and student employees. As the nature of work evolves, we collaborate with those units to ensure that we continue to provide a welcoming, supportive and sustainable employment environment for all.
4. What does sustainability really mean in the context of this plan? Some sustainability actions can be subject to "green-washing"; how will Concordia critically approach sustainable futures?
Cassandra: At Concordia, we have adopted the below definition of sustainability. Unless otherwise noted in the plans, this is the definition in use. (Learn more about our definition of sustainability and the guiding principles and commitments we adhere to in our Sustainability Policy.)
Sustainability at Concordia is a mindset and a process that leads to reducing our ecological footprint and enhancing social well-being while maintaining economic viability both on and off campus. This process of sustainability is developed through a governance system based on shared vision and responsibility that fulfills Concordia’s current needs without compromising the needs of future generations. To be sustainable in our decisions and activities is to take a long-term perspective, recognize resource capacities and balance the interconnected nature of our environment, society and economy.
Pedro: This is a huge and important point. There are a lots of definitions, targets and future sustainability scenarios. I would rather not answer them as an individual faculty but rather point out that the Concordia sustainability site has good and appropriate definitions in which the plan was built on. In the research plan, we also defined sustainability research as "scholarship that enhances out understanding and ability to "meet the needs of the present without compromising the ability of future generations to meet their own needs" (Brundtland 1987, p. 161).
Sandra: On the curriculum committee, we found it useful to work with both the university's definition and this definition from the Association for the Advancement of Sustainability in Higher Education (AASHE):
AASHE defines sustainability in a pluralistic and inclusive way, encompassing human and ecological health, social justice, secure livelihoods, and a better world for all generations. Major sustainability challenges include (but are not limited to) climate change, global poverty and inequality, natural resource depletion, and environmental degradation. To identify additional sustainability challenges, it may be helpful to reference the principles outlined in the Earth Charter and/or the targets embedded in the UN Sustainable Development Goals (SDGs).
5. Is there a risk that COVID might cut into sustainability funding?
Michael: The University has set aside some preliminary funds to support the Sustainability Action Plan, and additional future allocations will depend on the requirements of the plan strategies (prioritized in the plan according to feasibility and potential impact). We will address COVID-19 and its impacts separately.
6. How do you see COVID and post-COVID uncertainty affecting your plans? What are the opportunities and challenges?
Cassandra: COVID has already significantly affected the Plan! We originally aimed to launch the Plan on Earth Day 2020 (April 22), but were required to shift our attention to the urgent demands of delivering on our core mandate of teaching, learning and research under the new circumstances. Additionally, there were a number of strategies originally slated for Year 1 (2020-2021) that are now being considered for Year 2 or later. That being said, there are a number of opportunities that have come to light. One part of our climate plan, for instance, was to equip and engage our community around remote work and conferencing so that we reduce our emissions from commuting and from research or business travel. This strategy will be significantly easier now! Our delivery of a nearly completely on-line curriculum is providing the opportunity to test a number of innovative teaching solutions that could be useful for our Curriculum plan moving forward. The critical volume of new types of waste and waste disposal practices generated under COVID has required us to reassess our operations to ensure sustainable avenues for these waste streams and to begin incorporating percieved safety concerns into our waste strategy to create a "culture change" around waste at Concordia.