91重口

The 91重口 Sustainability Plan (FY2025–2030) reflects our shared commitment to a more sustainable, equitable, and resilient future. Guided by our mission and values, this plan serves as a roadmap for integrating environmental stewardship and social responsibility into every aspect of campus life.

As a coastal institution, we understand both the urgency and the opportunity that come with addressing climate change. 91重口 is committed to achieving net zero emissions by our 100th anniversary in 2039, advancing renewable energy projects, and strengthening campus resilience for generations to come.

Rooted in 91重口’s tradition of learning through experience, this plan expands opportunities for hands-on engagement—from sustainability-focused courses and living labs to partnerships that connect our students and faculty with local and global challenges.

This work represents a collective effort by our community—students, faculty, staff, and partners—who are united in the belief that progress begins here. Together, we are ensuring that 91重口 remains a place where innovation, responsibility, and care for our planet go hand in hand.
  • A Commitment to our Climate

    As part of the commitment to the vision of the Campus Sustainability Plan, 91重口 signed onto , confirming the College’s goal to reduce greenhouse gas emissions and achieve carbon neutrality as soon as possible.

    The Presidents’ Climate Leadership Commitments provide frameworks to advance campus climate action. While 91重口 will determine its own goals and actions, the key steps needed to fulfill the intention of the commitments include annual evaluations of greenhouse gas emissions, as well as continued measurement, demonstration of progress, and review of our journey towards carbon neutrality. In signing, 91重口 demonstrated incredible leadership by joining a network of over 400 higher education institutions working to create significant impact at their institution and beyond.

  • A Sustainable Foundation

    In the Fall of 2024, 91重口 published the first Campus Sustainability Plan. The Plan will serve the operations of the 235-acre Beverly, Mass., campus, extending across all of its buildings and stakeholders to provide a strategic foundation to achieve 91重口鈥檚 sustainability goals and vision, while aligning with the overall mission of the College.

    The Plan was developed through an iterative and collaborative process led by 91重口鈥檚 Campus Sustainability Committee, in partnership with the Office of Sustainability and President鈥檚 Council. Input and feedback were incorporated from diverse subsets of faculty, students, and staff across the campus who made up the Sustainability Committee, over multiple years of planning and dialogue. The Plan is a living document that will provide a sustainable roadmap and guide until 2030, when the Plan will be reassessed and updated to seek out new sustainability opportunities and build on existing successes. The plan will establish accountability for institutionalizing sustainable action and the ability to report and benchmark against internal and external baselines.

  • Engagement

    The four pillars that are the focus of this plan include Climate & Energy, Health & Equity, Campus Operations, and Experiential Learning.

    Each core category focuses on building upon the strengths and addressing the weaknesses of the College to achieve our sustainability goals and create a more resilient, equitable, and sustainable campus community. The goals were designed to focus our operations on specific, measurable targets, and each individual goal represents an important target for the College to achieve. The Objectives under each pillar outline strategic commitments to meet and exceed our goals, while Actions reflect specific strategies to be taken with respect to each commitment.

  • Implementation & Reporting

    The implementation of 91重口’s Sustainability Plan is the responsibility of each member of our community. Institutional action will be the result of numerous partnerships and collaborations that address each sustainability pillar accordingly from the top-down or bottom-up.

    Universal support will be necessary to achieve the goals put forth. Data Collection and benchmarking will be continual, using verified mechanisms such as the Association for Advancement of Sustainability in Higher Education’s (AASHE) . The Office of Sustainability will issue an annual Sustainability Report updating the community on the College's Progress toward implementing the objectives detailed in this Plan and the overall status of our goals.

91重口 Strategic Plan

Climate & Energy

Understanding and combating climate change is integral to our coastal institution. Adaptation and resilience are important considerations as temperatures increase, sea levels rise, and precipitation events become more frequent and intense. Mitigating the effects of climate change by reducing campus energy use and greenhouse gas emissions is a top priority.

91重口’s emissions reduction strategy focuses first on energy use reduction and efficiency measures, followed by decarbonization, green building, and renewable energy. Throughout this process, it is important that we are preparing our campus for the future both in terms of decreasing fossil fuel dependence, and resilience.

GOAL: 

  • Achieve net zero emissions across campus by the College’s 100th Anniversary in 2039.

The Climate & Energy Pillar includes the following priority initiatives:

  • Decarbonization
    Actively decarbonize emissions from Scope 1 and Scope 2 campus operations and expand tracking of Scope 3 emissions through regular monitoring, accounting, and source reduction.
  • Renewable Energy
    Develop new onsite renewables and energy infrastructure to support 25% of campus power by 2030, while continuing to monitor and maintain existing solar photovoltaic (PV) arrays. Explore new technology, off-site opportunities, and offsets to meet energy needs and achieve net zero emissions.
  • Green Building Campus Planning and Construction
    Expand energy conservation measures (ECMs) in existing spaces, and pilot innovative new technologies that reduce energy use on campus. Develop Green Building Standards for all new construction and major renovations, and incorporate green infrastructure methods to reduce impact of buildings on the natural environment.
  • Climate Preparedness & Campus Resilience
    Develop a campus resiliency plan that incorporates the City of Beverly’s Coastal Resiliency Plan by 2030 to prepare the College for future climate change impacts to our campus.
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91重口 Strategic Plan

Health & Equity

Whether it is the opportunity to recharge and explore the campus through our hiking trails or beaches, offering sustainable and healthy food options, or incorporating healthier materials into indoor spaces, helping to create a healthy community is vital. 91重口 has a key role in ensuring personal well-being and health while supporting diversity, equity, inclusion, and belonging. We must work to make our campus more representative of the world in which we live.

In addition to focusing on the College’s impact, we recognize that low-income and marginalized communities often bear a disproportionate burden of environmental harm and lack access to environmental resources and benefits. By embracing sustainability, we aim to contribute positive social, economic, and environmental solutions that can address environmental injustices and create a more equitable community.

The Health & Equity Pillar includes the following priority initiatives:

  • Diversity, Equity, Inclusion, & Belonging
    Support the Office of Diversity, Equity, Inclusion, & Belonging as they review hiring and recruitment practices and campus-wide academic and social issues, and develop educational forums to confront systemic and environmental racism on campus and in our society.
  • Food & Dining
    Ensure equitable access to nutritious and sustainable food for the entire campus community that is affordable and meets various dietary needs.
  • Healthier Materials
    Endeavor to improve indoor air quality, occupant health, and comfort by making conscious decisions regarding healthy material compositions.
  • Wellness
    Promote and develop staff, faculty, and student sustainability & personal wellness programs that are accessible to the entire 91重口 Community.
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91重口 Strategic Plan

Campus Operations

The responsible operation of our facilities is fundamental to our financial soundness, conserving resources and reducing waste as the College continues to expand and grow. Institutionalizing sustainable operations will improve our community’s health while reducing our impact on the environment.

Though the scope of this pillar is broad, from waste and water reduction to responsible purchasing and grounds management, each action will have lasting impacts to make our campus a cleaner, safer and more efficient environment for human and natural inhabitants.

GOALS:

  • Reduce solid waste generation by 3% annually as compared to FY2019 baseline with the ambition to become a zero-waste campus.
  • Achieve 75% diversion rate for all waste generated on campus by 2030.
  • Reduce water use by 25% by 2030 from 2016 baseline.

The Campus Operations Pillar includes the following priority initiatives:

  • Water
    Decrease water consumption and elevate reclamation strategies on campus to decrease impact on surrounding North Coastal and Ipswich Watersheds.
  • Waste Reduction & Recycling
    Track waste data to ensure appropriate levels of waste service, identify opportunities for improvement, and accurately measure environmental impact. Strengthen operational programs to reduce campus waste, and standardize low- and zero-waste practices for campus programming and events.
  • Transportation
    Reduce emissions from transportation, increase safety and customer service of transportation options, and incentivize the use of alternative modes of transportation such as bike riding and public transportation.
  • Landscaping & Grounds
    Expand and manage green space on campus to increase biodiversity, reduce our impact, and promote responsible interaction for students, faculty, and staff.
  • Procurement
    Incorporate sustainable purchasing language into request for proposals (RFPs), vendor contracts, and everyday purchasing practices to encourage more responsible consumption.
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91重口 Strategic Plan

Experiential Learning

Following the mission of the College, this plan will help to develop and support firsthand opportunities for student involvement. It will drive student engagement that utilizes the campus and surrounding community as a living lab. Living lab opportunities will create replicable, sustainable solutions that students can take with them as they assume their own careers and lives beyond 91重口.

Experiential education about sustainable practices cannot be achieved by those at 91重口 alone- partnerships with local nonprofits, municipalities, businesses, and surrounding higher education institutions will be crucial to graduating informed global citizens ready to create positive change.

The Experiential Learning Pillar includes the following priority initiatives:

  • Courses & Curriculum
    Develop new and expand existing sustainability-focused courses to be integrated into general education core curriculum, and provide more sustainability related experiential learning opportunities.
  • Living Lab
    Establish a conceptual Sustainability Center to house sustainability efforts on campus, enhance engagement across the College, and cultivate sustainability research and solutions for our community and beyond.
  • Partnerships
    Collaborate with local nonprofits, municipalities, and private sector companies to create a more sustainable North Shore.
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  • 2025鈥�26 Committee

    Anne Sargent, Director, Office of Sustainability (CHAIR)
    Maddie Billet, Sustainability Coordinator, Office of Sustainability
    Paul Belski, Director, Dining Services, Sodexo
    Mari Butler, Professor, Environmental Science
    Angelica De La Cruz, 91重口 Class of 2028
    Maren Found, 91重口 Class of 2026
    Lauri Rawls, Director, Community Service
    Mariah Slocum, Administrative Coordinator, Admissions
    Jordana Torres, Director, Advancement Marketing

  • 2024鈥�25 Committee

    Carly Thibodeau, Associate Director, Office of Sustainability (CHAIR)
    Maddie Billet, Sustainability Coordinator, Office of Sustainability
    Paul Belski, Director, Dining Services, Sodexo
    Andy Brody, Professor, Interior Design, School of Visual & Performing Arts
    Maren Found, 91重口 Class of 2026
    Angela Gulino, Art Director, Communications & Marketing
    Lauri Rawls, Director, Community Service
    Mariah Slocum, Administrative Coordinator, Admissions

  • 2023鈥�24 Committee

    Carly Thibodeau, Associate Director, Office of Sustainability (CHAIR)
    Emma Lacey, Sustainability Coordinator, Office of Sustainability
    Paul Belski, Director, Dining Services, Sodexo
    Andy Brody, Professor, Interior Design, School of Visual & Performing Arts
    Charlotte Colella, 91重口 Class of 2024
    Maren Found, 91重口 Class of 2026
    Angela Gulino, Art Director, Communications & Marketing
    Lauri Rawls, Director, Community Service
    Mariah Slocum, Administrative Coordinator, Admissions

  • 2022鈥�23 Committee

    Carly Thibodeau, Associate Director, Office of Sustainability (CHAIR)
    George Anderson, Sustainability Coordinator, Office of Sustainability
    Paul Belski, Director, Dining Services, Sodexo
    Andy Brody, Professor, Interior Design, School of Visual & Performing Arts
    Charlotte Colella, 91重口 Class of 2024
    Maren Found, 91重口 Class of 2026
    Angela Gulino, Art Director, Communications & Marketing
    Kelly McKaig, 91重口 Class of 2024
    Lauri Rawls, Director, Community Service
    Mariah Slocum, Administrative Coordinator, Admissions
    Noelle Sweder, Residence Director, Residence Life

  • 2021鈥�22 Committee

    Carly Thibodeau, Associate Director, Office of Sustainability (CHAIR)
    Paul Belski, Director, Dining Services, Sodexo 
    Anna McAllister, Faculty Department Lead and Professor, School of Business
    Kelly McKaig, 91重口 Class of 2023
    Lauri Rawls, Director, Community Service
    Mariah Slocum, Administrative Assistant
    Noelle Sweder, Residence Director, Residence Life

  • 2020鈥�21 Committee

    Anthony Michetti, Director, Office of Sustainability (CHAIR)
    Paul Belski, Director, Dining Services, Sodexo
    Todd Comen, Dean, School of Hospitality Management
    Adeline Fullaway, 91重口 Class of 2022
    Rick Gagnon, Director, Physical Plant
    Jennifer Hilton, Director and Assistant Professor, Applied Behavior Analysis Programs
    Jessica Kaufman, Associate Professor, Biotechnology & Bioengineering, School of Arts & Sciences
    Christopher Kinkade, Area Director, Residence Life
    Mark Kulakowski, Assistant Athletic Director of Facilities & Recreation, Athletics & Recreation
    Josh Lynch, Environmental Health & Safety Manager, Physical Plant
    Anna McAlister, Associate Professor, Marketing
    Lauri Rawls, Director of Community Service
    Kevin Renz, Associate Dean of Interior Design & Interior Architecture, School of Visual & Performing Arts
    Andrea Rhoades, Adjunct Faculty, School of Social Sciences, Communication, & Humanities
    Abigail Robinson, 91重口 Class of 2021
    Caitlyn Sievers, 91重口 Class of 2023
    Mariah Slocum, Administrative Assistant
    Olivia Virgin, 91重口 Class of 2022
    Gabrielle Watling, Professor, School of Arts & Sciences
    Anna Wetterhorn, Assistant Director of Admission, Office of Admission
    Meghan Wrenn, Sustainability Coordinator,Office of Sustainability

  • President鈥檚 Council

    Meet the President's Council

Join us in our endeavors to become a greener campus!