Sustainability and Climate Action Planning

A sustainability plan or sustainability and climate action plan is not a new concept. In fact, many Association of Zoos and Aquariums-accredited facilities have one, but what role do these plans have in combating the climate crisis and helping institutions meet their goals? 

This conversation began at the 2024 AZA Annual Conference in Calgary, Alberta, with a panel presentation including various AZA organizations: Verdis Group, New Mexico BioPark Society, Saint Louis Zoo, Houston Zoo, and SSA Group. But that was just the beginning. Following the AZA Annual Conference, many zoo and aquarium staff continue to think about the value a sustainability and climate action plan could have for their organizations.

While sustainability and climate action plans achieve the same goal, the process of writing and implementing a climate action plan can look vastly different depending on various aspects of an organization, such as size, region, or ownership. 

Typically, the first stage in writing a sustainability and climate action plan is to define where an organization currently is by understanding the relevant climate impacts to the organization, peer comparisons, and data baselining. The next stage includes identifying a vision for the future and barriers preventing the organization from achieving that vision. After that, there is goal setting and, finally, bringing it all together in the written plan. 

However, writing the plan is not the final step. Implementation is just as important. Daniel Lawse, principal and chief century thinker at Verdis Group, suggested a key step is setting up an accountability structure. A functional accountability structure may include hiring a dedicated sustainability staff member or setting up a governance and oversight structure to ensure the organization achieves its goals. 

Some institutions are motivated to write a sustainability and climate action plan because their city or county already has one. Drawing on these plans can be beneficial, helping institutions achieve similar goals and collaborations. 

Others are motivated by mission and values. 

“As a conservation-focused organization, the Columbus Zoo and Aquarium recognized the critical importance of implementing key environmental strategies, understanding its environmental impact, and fostering public engagement on these vital topics. This commitment reflects a dedication to addressing environmental challenges while inspiring and educating the community about sustainable practices and conservation efforts,” said Kristeena Blaser, director of sustainability at the Columbus Zoo and Aquarium in Powell, Ohio.

Beginning, writing, and executing a sustainability and climate action plan is no small feat. Organizations that have completed the process have shared some of their advice for key steps, including getting buy-in from executive leadership, reviewing industry precedents from AZA and the World Association of Zoos and Aquariums, and even hiring dedicated staff to oversee the process. 

Large institutions have unique advantages and disadvantages to their sustainability and climate action plans. Some things to keep in mind, Blaser said, are “coordination and communication. With so many departments involved—from animal care to facilities, education, and guest services—ensuring everyone had input, and alignment on the plan was a complex task. Each department had different operational priorities and capacities, which required thoughtful integration into the overall strategy.” 

Tim Lyons, director of conservation at Albuquerque BioPark in Albuquerque, N.M., also comes from a large institution. Albuquerque BioPark is a complex organization with multiple campuses and various ownership across locations.

“Making sure that the right voices were in the room throughout our planning process has proven challenging but is a rewarding and critical component of co-design,” said Lyons. “As we advance in our journey, I suspect that operationalization across these same structures will also prove challenging, but we look forward to building out strategies that cater to and align with these different components of our organization.”

Claudia Pineda Tibbs, senior sustainability program manager at Monterey Bay Aquarium in Monterey, Calif., shared how the Aquarium overcame the challenge of being part of a large institution by building relationships, transparent communication, and providing staff members at all levels the training and resources they need to take actionable steps towards their goals. 

Of course, there are similarities no matter the institution size, according to Colley Hodges, sustainability manager at Houston Zoo in Houston, Texas. “Like any institution, we had to identify goals that were both aspirational and realistically achievable, and there have been some goals that were easier to achieve than we thought and others harder to achieve,” said Hodges.

Institutions that have had a published plan for at least a year shared their progress. Pineda Tibbs described the wide-ranging effects of Monterey Bay Aquarium’s plan. “Our climate action plan has significantly strengthened our conservation mission,” said Pineda Tibbs. “It has helped us articulate that ‘inspiring conservation of the ocean’ begins with individual and organizational accountability. By integrating sustainability into all aspects of the employee journey—from onboarding to professional development—our staff can ‘walk the talk.’

“This alignment has also fostered collaboration across departments, supported by our new chief people and culture officer. These efforts ensure that our climate, sustainability, and conservation goals are deeply connected to daily operations and decision-making processes, ultimately creating a more cohesive and impactful approach to ocean conservation.”

Hodges also shared some exciting wins at the Houston Zoo. 

“We have already achieved some of the elements of our plan, and we’re part of the way there on others,” said Hodges.  “I’d say our culture of sustainability is stronger than ever. It continues to be a part of our strategic plan as an organization, and we’ve celebrated some huge sustainability wins that were a collective effort.  It’s also part of our onboarding process for new employees, and we have a large number of staff members who have not only made sustainability part of their jobs but have earned their LEED Green Associate credential and become true experts in sustainability, which obviously helps us meet our goals.”

Saint Louis Zoo in St. Louis, Mo., has also seen positive impacts from completing a climate action plan including supporting their conservation mission. Wanda Kolo, director of operations and construction management at Saint Louis Zoo shared that their plan helped align their business operations, address resource conservation, and “reduce pressures on our local ecosystems and strains on energy and water infrastructure.”

Kolo also shared the great opportunity zoos and aquariums have to engage the public and surrounding community. 

“Our campuses serve as tangible examples of the solutions we know are required for conservation work to be successful,” said Kolo, “Our guests are asked to participate in these strategies when they visit through sorting, recycling, and composting, for example. They experience strategies to reduce climate change when they see renewable energy systems. We have such a unique opportunity to engage with our communities through guest interactions, interpretation, and education to emphasize the connection between wildlife conservation and sustainability. These efforts are complimentary and work hand in hand.”

If your organization is ready to write an effective and actionable plan, consider the following advice: Lawse recommended grounding it in data, aligning your sustainability and climate action plan with your existing organizational strategy, and avoiding overcommitting to too many goal areas. Lawse also recommended focusing on three to four goal areas with priority strategies to be effective. It’s well known that people participate in what they help create. Therefore, engaging staff from all levels across the organization throughout the process is essential to the plan’s success.

Of course, starting a sustainability and climate action plan can be challenging. Possible obstacles include staff bandwidth, prioritization, and funding. With fires raging across Southern California in January, devastating hurricanes and floods, freezing temperatures, and snow, climate change is already causing zoos and aquariums to close and adapt. The real question is: what is the cost of inaction?

Erin Meyer, chief conservation officer at the Seattle Aquarium in Seattle, Wash., encourages all organizations to create a sustainability and climate action plan. 

“With the urgency of climate change and biodiversity loss, there is no better time to start,” said Meyer, “Find a champion or two within your organization, seek advice from other institutions, and be bold. The planet needs every organization to step up and do their part—there is great power in the collective action of zoos and aquariums. Let’s transform the future of the planet together.”

According to several AZA professionals regarding sustainability and climate action, one thing runs true through all organizations―their commitment to the mission of zoos and aquariums to protect biodiversity and combat the climate crisis. Having a sustainability and climate action plan is critical to achieving this mission. 

Hero Photo: Erin Meyer — Credit Seattle Aquarium.