Carnegie Mellon University
PA-2: Sustainability Planning

The Carnegie Mellon University's Strategic Plan 2025 includes several of the UN SDGs among its own goals:

"Create a diverse and inclusive community and environment where CMU faculty, staff, students and alumni develop a distinctive ability to work, learn and live in diverse environments."

"Provide students with what is demonstrably the best education in the world in their disciplines; inspire them to seek knowledge, not just while they are at CMU, but throughout their lifetimes."

"Cultivate a learning environment in which students are challenged to know when they need to learn more, supported to find appropriate resources with which to learn more, and encouraged to explore how they learn most effectively as individuals throughout their lifetimes."

"Engage students in interdisciplinary, team-based, educational experiences that focus on societal grand challenges such as sustainability, privacy, providing access to clean water or mapping the human brain - in stage-appropriate ways."

"Encourage individuals to pursue a high quality of life, to develop their talents and interests and to value physical, emotional and spiritual health throughout their lifetimes."

"Continue to contribute significantly to economic growth and quality of life in Pittsburgh, Southwestern Pennsylvania, and all the regions where CMU operates."

The University's core values that underpin the plan also reflect values that underpin the UN SDGS: compassion, inclusion, integrity, sustainability, and impact https://www.cmu.edu/strategic-plan/about/values.html

The plan has been developed as a living document. A plan overview is attached, and the online "living" document is available at https://www.cmu.edu/strategic-plan/index.html

Campus Master Plan
https://www.cmu.edu/cdfd/master-plan/

Simonds Principles (mandates for campus development addressing multiple aspects of sustainability) https://www.cmu.edu/cdfd/simonds-principles/index.html

Strategic Plan for Equity, Diversity & Inclusion (CEE)
https://engineering.cmu.edu/about-us/leadership/edi-strategic-plan.html

GSA 2015-2025 Strategic Plan
https://www.cmu.edu/stugov/gsa/About-the-GSA/Strategic-Plan.html

Pittsburgh 2030 District (CMU is a Partner)
http://www.2030districts.org/pittsburgh/district-goals

Green Practices Committee Goals & Teams 2018
(document attached below)

Staff Council Sustainability Committee: 2016-2017 Annual Report of Accomplishments and Initiatives

The Steinbrenner Institute for Environmental Education and Research (SEER) was established in 2004 to change the way the world thinks and acts about the environment. https://www.cmu.edu/steinbrenner/index.html

From the 2025 Strategic Plan:
Create an advanced learning-science ecosystem of human and technological resources to support all faculty in (a) translating state-of-the-art scientific theories of learning into improved instructional designs; (b) collecting and analyzing high-quality learning data; and (c) iteratively improving educational practice in response to learning data.
Apply this ecosystem to build out or improve several CMU educational centerpieces, including (but not limited to) writing, statistics, introduction to computer science, calculus and introductory science courses. Implement a learning-science ecosystem as an embedded part of the new Mellon College of Science core education.
Help transform education globally by making tools developed at CMU more usable outside the university, and by building new tools to support others in using the CMU learning-science approach in their own educational contexts.
Reward education research and innovation in the promotion and tenure process, for example, by crediting discipline-based education research and evidence-based innovations.
Offer and incentivize regular professional development related to teaching and curricular innovation.
Encourage learning through projects, research and other models that facilitate more direct student interaction with faculty.
Ensure all undergraduate students have an opportunity to engage in research or project-based activities during their time at Carnegie Mellon.
Provide majors and non-majors with opportunities to gain experience solving real-world problems, learn how to pose important questions, deal with uncertainty and engage deeply with expert faculty mentors and advisors.
Commit to a core set of expectations for an integrated graduate student experience across disciplines, programs and levels that ensure a high-quality education, and the support structures and services necessary for students to thrive.
Expand curricular and metacurricular experiential learning programs, including volunteer opportunities in the community and internships.
Engage graduate students in work that anticipates and moves ahead of the cutting edge of their fields.

From the 2025 Strategic Plan:
Create a 21st century library that serves as a cornerstone of world-class research and scholarship.
Develop information specialists as partners in research, teaching and learning.
Collaborate with peer institutions to provide coordinated access to a global collection of information resources.
Steward the evolving scholarly record and champion new forms of scholarly communication.
Be recognized globally as a leader in the development of the scholarly information ecosystem.
Establish seed funding programs to encourage nascent ideas and creative expressions, and to support other forms of early-stage research and creation.
Create ACTIVATE, a program modeled on IDeATe, which will create spaces, structures and resources for interdisciplinary research and teaching that lead to some form of social change and/or raise awareness on topics such as immigration, public health, sustainability, diversity, conflict, privacy and identity, and human rights, among others.
Reward and acknowledge creativity, entrepreneurship and other impactful activities by expanding the range of work eligible for consideration in promotion and tenure decisions.
Support the establishment of cluster hires to bring diverse expertise to interdisciplinary initiatives, allowing rapid ramp-up in areas of strategic importance.
Provide additional top-down support that aids in the growth and development of bottom-up research, creativity, innovation and entrepreneurial endeavors.
Take a more proactive role in shaping the national agenda and federal research priorities by developing new ways to discover and define the issues that deserve investigation and debate - by better communicating the excellence of our research.
Create opportunities for the entire campus to engage in dialogue on emerging big ideas that have the potential to lead to center-scale activities.
Proactively incite discussion on emerging issues of societal importance by developing and convening symposia and forums that bring together leading minds representing a broad range of perspectives, experience and expertise.
Commit additional institutional support for encouraging and engaging faculty to serve in national and international roles

From 2025 Strategic Plan:
Focus on professional development opportunities for staff: management and leadership training, technical skill development, mentoring, greater inclusion in decision-making, collaboration of governing bodies, defined career paths (ladders) and merit-based incentives, including compensation.
Ensure that staff members have reasonable opportunities to engage in the life of the campus, to enjoy and benefit from the unique learning community that is Carnegie Mellon, and to be celebrated for their role in our collective success.
Develop communication mechanisms for faculty, staff and students to share interests, and promote shared research opportunities and creative endeavors.
Invest in programs and events at all levels including those by the provost, vice provost for research, deans, and others that foster meaningful bottom-up collaborations among faculty, staff, students and alumni.
Encourage learning through projects, research and other models that facilitate more direct student interaction with faculty.
Promote strong faculty-student, peer-to-peer and alumni-student connections and role modeling.
Expand access to lifelong learning opportunities for alumni, facilitated by technology-enhanced learning.
Offer alumni meaningful ways to engage with current students, faculty, staff and each other, including mentoring, career planning and internship programs.

From Green Practices Committee 2018 and Staff Council Sustainability Committee:
Increase faculty, staff & student awareness of and involvement in campus green practices through intra-campus communication and direct outreach to faculty, staff and students for specific projects.
Provide regular updates on and information to CMU community about campus activities that impact sustainability (e.g., progress in purchasing, in organics recycling, etc).
Promote green practice initiatives such as Scotty Goes Green, RecycleMania, and the Sustainable Pittsburgh Challenge.
Update/upgrade of UC Recycling Room to Green Practices room.
Continue support of zero waste events; Orientation, Almost Midnight Breakfast, and other environmental activities; Spring
Strengthen environmental component of Carnival booth judging and community gardening.
Expand campus food composting in dining, housing and academic departments.
Reduce, Reuse and Recycle during annual student housing move-out.
https://www.cmu.edu/environment/get-involved/committee/index.html

From 2025 Strategic Plan
Cultivate our relationship with the local community of startups to pilot our innovations and entrepreneurial activities related to improving our region’s quality of life and economy. From 2011-2016, CMU directly or indirectly helped to foster 148 startup companies (about 30 per year). CMU’s Center for Technology Transfer and Enterprise Creation has identified more than $1 billion in follow-on funding raised by 42 separate firms related to CMU in that same five year period, more than 70 percent of which stayed in the Pittsburgh region.

Develop volunteer opportunities in the community and internships to expand curricular and metacurricular experiential learning programs.

Leverage CMU’s presence in Washington, D.C., in Silicon Valley and across five continents to collaborate with more public and private organizations - especially those with mentoring opportunities from alumni - to create coursework, internships and other credit-bearing opportunities.

Incite discussion on emerging issues of societal importance by developing and convening symposia and forums that bring together leading minds representing a broad range of perspectives, experience and expertise.

Encourage and engage faculty to serve in national and international roles, for example, appointments to federal agencies such as the National Science Foundation and the Defense Advanced Research Projects Agency, or roles in national and international advisory groups such as the National Council on the Arts.

From Green Practices Committee 2018 Goals
Continue to participate in local and national sustainability competitions and certification programs such as the Sustainable Pittsburgh Challenge, I am Sustainable PGH Eco-Challenge, Pittsburgh 2030 District, the Higher Education Climate Consortium (HECC), AASHE and the AASHE STARS assessment, Tree Campus USA certification, Green Cleaning Certification (CIMS) and Bike Friendly USA certification.

From Green Practice GHG 2009 Ten-Year Plan
Reduce our campus GHG emissions, conduct an annual GHG inventory and post on the university website.
https://www.cmu.edu/environment/energy-water/greenhouse-gas-inventories/index.html
Evaluate carbon sequestration

From Green Practices 2018 Goals
Develop and pass a campus GHG resolution.
Draft a campus GHG reduction plan with specific goals and target dates.

From Campus Master Plan and Simonds Principles:
Strive to innovate and be a leader in sustainable building and operating practices and the development of emerging sustainable technologies.

Integrate natural environmental processes into the design of buildings and landscape, with particular consideration for energy and water efficiency, the lifecycle of materials, biodiversity and stormwater management.

Increase access for all by following universal design principles in campus improvement projects and new development.

Respect and contribute to the character of the neighboring communities.

From Green Practice Committee 2018 Goals:
Identify and make available campus building data with effective interface that allows easy search & analysis by faculty, students & staff. In 2018, the plan targets 8 campus buildings for sufficient metering to develop EUIs.

From Pittsburgh 2030 District Partnership:
For existing buildings and infrastructure, a minimum 20% reduction in energy AND water use below the baseline by 2020, with incremental targets reaching a 50% reduction by 2030.

For new buildings, an immediate 70% reduction in energy use below the national average, with incremental targets reaching carbon neutral by 2030. For water use in new buildings, an immediate 50% reduction below the District average.

From Green Practice GHG 2009 Ten-Year Plan and Campus Design Guidelines
Continue to require a minimum LEED Silver rating (most current version of LEED) all new construction & major renovations; and LEED CI for smaller renovations as applicable to scope.

Implement continuous commissioning and investigate LEED EB.

From 2025 Strategic Plan:
Develop and implement an “ecology” of infrastructure to provide an inventory of flexible and transitory space and services that can be reconfigured to support research and creative endeavors as they develop and mature.
Create more innovative learning spaces, and support their use in improving student outcomes.

From Green Practices Committee 2018 Goals:
Draft a new Energy Action Plan.

Green Practice GHG 2009 Ten-Year Plan
Evaluate landfill gas RECs to address natural gas use at Bellefield steam plant
Investigate co-gen/trigen and waste-to-energy plasma system for Bellefield plant
Install renewable energy pilot projects on campus
Investigate large-scale engineered geothermal systems for campus energy

From Pittsburgh 2030 District Partnership:
For existing buildings and infrastructure, reduce energy use a minimum of 20% below the baseline by 2020, with incremental targets reaching a 50% reduction by 2030. For new buildings, an immediate 70% reduction in energy use below the national average, with incremental targets reaching carbon neutral by 2030.

The 2017 RFP for CMU's new dining vendor included requirements to practice sustainability in their operations. The selected vendor, Chartwells, now pursues the following objectives: ( https://www.cmu.edu/dining/sustainability/)

Purchase 20 percent of products locally.
Purchase all milk locally.
Serve only hormone- and antibiotic-free chicken.
Ensure that fresh fluid milk and fresh yogurt is from cows that have been certified to be free of the artificial growth hormones rBGH/rBST.
Serve only Humane Farm Animal Care (HFAC) certified cage-free shell eggs.
Purchase fish, both wild and farmed, that is harvested sustainably.
Offer compostable packing and cutlery in catering operations
Purchase foods from local farms and vendors to help support the Pittsburgh community, provide fresher foods, and cut down on pollution due to transportation.
Donate excess food to local food banks (412 Food Rescue or others)
Serve fair trade coffee to help the larger global community. The vendor also pursues additional methods of responsible coffee production such as Rainforest Alliance, Shade Grown, Bird Friendly, Coffee and Farmer Equity (C.A.F.E.) Practices, UTZ and organic.

From Green Practices Committee GHG 2009 Ten-Year Plan
Compost leaf, tree and food waste
Investigate flooding issues on campus
Initiate student project to define values for a landscape strategy and develop a landscape strategy
Set biodiversity and wildlife goals
Initiate student project to research outdoor lighting on campus
Look at developing under-developed areas of campus

• The contract for campus pest control services includes language to use Integrated Pest Management practices. This has greatly reduced the amount of chemicals used on campus.

• We follow a Tree Maintenance Plan and the Campus Master Plan includes requirement for green space for any new developments on campus. Carnegie Mellon has received a Tree Campus USA award for the last 4 years and a Tree Care Plan is part of our submission. Here is the stated program goal of the tree care plan.
"To provide a beautiful and sustainable tree canopy for the Carnegie Mellon campus community through the preservation and aesthetic enhancement of campus trees. To preserve historic campus trees and build upon the collection with native species to reinforce the character of both the artificial and natural environments on campus". https://www.cmu.edu/environment/campus-green-design/Sustainable%20Landscapes.html

From Green Practices Committee GHG 2009 Ten-Year Plan
• Create standardized processes with green as the rule
• Use RFP Process to get suppliers' support in our green efforts (content of product and extended footprint).
• Asking & capturing of data for buying decisions.
• Understanding our supply chain for IT products and general product manufacturing & disposal
• Dispel myth that green solutions are more expensive; educate campus departments and encourage green buying decisions and include green item information and sustainability information on Supplier Directory pages, where applicable.
• Create green products shopping list
• Have travel agents calculate and report air travel CO2 footprint.
• Build knowledge about what everyone is purchasing.
• Reduce paper while keeping full compliance integrity. Continued move towards recycled paper options.

From Procurement Department website (https://www.cmu.edu/finance/procurementservices/info-faculty-staff-buyers/green-practices.html)
•Buyers and users should utilize suppliers and service providers that make use, to a practicable extent, of materials and services that support the Carnegie Mellon environmental mission and goals of reducing, reusing and recycling.
Overall, we intend to use the most sustainable purchasing practices possible. For example, we track how much we spend on energy star equipment and computers and the amount of 30% recycled-content paper we use. Our most recent custodial contract included language to use green cleaning products and supports food composting collections on campus. The contract for our pest control services includes language to use Integrated Pest Management practices. This has greatly reduced the amount of chemicals used on campus. The University Recycling Policy includes language that promotes purchasing products made from recycled materials. https://www.cmu.edu/policies/administrative-and-governance/recycling.html
Supplier Diversity Program: https://www.cmu.edu/finance/procurementservices/doing-business/supplier-diversity-procurement/index.html
•Identify and qualify local, regional and national diversity suppliers that can supply high-quality goods and services to CMU.
•Foster existing diverse relationships that are mutually beneficial helping develop capacity and capability.
•Partner with our local supplier diversity chapters. Carnegie Mellon is an active member of the Western Pennsylvania Minority Supplier Development Council (WPMSDC) and Procurement Services is a member of the CMU Diversity Advisory Council (DAC).

From Green Practices Committee GHG 2009 Ten-Year Plan
• Air offsets – chargeable and possible match by university.
• Promote video conferencing via travel.
• Increase use of bio-fuels in fleet vehicles.
• Bike Initiative - promote bike commuting to work, add bike racks on shuttle and escort buses.
• Shuttle coordination across other schools.
• Install EV charging stations on campus.
• Partial subsidies for new purchase of fleet vehicles.

From Pittsburgh 2030 District Partnership:
• Reduce transportation CO2 Emissions a minimum of 20% below the baseline by 2020, with incremental targets reaching a 50% reduction by 2030.

2017/2018 Goals in Parking & Transportation Annual Report
• Increase sustainability efforts (i.e. installation of more electric vehicle charging stations; Bike Advisory Council (Bike to Work, Fall Bike Kick-Off)
• Implementation of comprehensive strategic plan
• Focus on transportation/mobility, which would entail management of the campus shuttle and escort service; implementation of the Healthy Ride Bike-sharing program; and possible implementation of a broader vanpooling program.
• Exploration of implementation of BIRD scooter program
https://www.cmu.edu/parking/ and https://www.cmu.edu/environment/transportation/index.html

From Green Practices Committee GHG 2009 Ten-Year Plan
Achieve a 35% recycling rate
Explore waste biomass to energy for campus
Continue food composting at UC and Resnik Hall
Move towards post-consumer food composting program.
Increase zero waste events.
Participate in RecycleMania.
Housing & Dining to implement 2009 Sustainable Strategic Plan goals
Promote Green Teams.

From Green Practices 2018 Goals:
Increase number of campus vendors who move toward zero waste operations.

We have continued to participate in Recyclemania, with 33% recycling rate in 2018. https://www.cmu.edu/environment/recycling-waste/index.html

From Green Practice Committee 2018 Goals:
Move forward with campus wastewater reclamation and reuse project assessment, (similar to Emory Water Hub)
Draft a campus Water Action Plan

From Pittsburgh 2030 District Partnership:
Reduce water consumption a minimum of 20% below the baseline by 2020, with incremental targets reaching a 50% reduction by 2030.

From 2025 Strategic Plan:
Develop and implement tools and programs to optimize practices in diversity and inclusion throughout the university community.
Identify and institute best practices in student recruitment, admission decision-making and enrollment to recruit a strong and diverse student body.
Enhance standards for recruiting practices, including mandatory training in implicit bias for search committees, cross-departmental sharing of finalists to fill vacant positions, and a focus on recruiting diverse personnel at all levels of leadership.
Carefully cultivate and mentor existing talent at the undergraduate and graduate levels to broaden pools of prospective candidates for key positions.
Engage community members in ongoing and meaningful intergroup dialogues to engender global understanding and perspectives; identify opportunities to better integrate U.S. and international students.
Emphasize international exploration for students, including short-term, semester or yearlong study-abroad programs, internships overseas and the opportunity to spend time at CMU campuses outside Pittsburgh.
Provide professional opportunities for faculty, staff and alumni to grow in cross-cultural competency

From University Policy on Equal Employment Opportunity and Affirmative Action
https://www.cmu.edu/policies/administrative-and-governance/equal-opportunity-affirmative-action-ada.html
The university recognizes that its success depends on the development and use of the full range of human resources. At the basis of this precept is equal employment opportunity. It is critical that Carnegie Mellon's faculty, staff and student body continue to cultivate and enhance its diversity. Through administration of this and related policies, the university intends to assure that all people are included in the diversity that makes Carnegie Mellon stronger in sustaining world-class distinction.

From Strategic Plan for Equity, Diversity & Inclusion (CEE)
To develop and follow best practices for the recruitment and retention of faculty, students, and staff who contribute to the diversity goals of the College.
To meet or exceed the representation of faculty at the College’s peer institutions from groups who have been historically underrepresented in academia
To create and maintain a “critical mass” of graduate students from historically underrepresented groups so as to obtain the educational benefits that flow from a diverse student body and so as to develop a pipeline of diverse scholars for future opportunities in the Academy, including our College of Engineering.
To meet or exceed any placement goals as to faculty and staff for job groups specific to the College of Engineering identified in the University’s affirmative action program under Executive Order 11246.
To meet or exceed the University’s established benchmark for the hiring of veterans.
Note: by the 2020/21 academic year, all Academic Deans must have prepared and implemented a 5-year Strategic Plan for Equity, Diversity & Inclusion
https://www.cmu.edu/leadership/the-provost/campus-comms/2019/2019-04-16.html

From GSA 2015-2025 Strategic Plan
As of 2015–16, our graduate student population—predominantly Master’s students—has grown to over 7,000. More than 60% of our graduate student population is international. These graduate students are not only the majority of our student population, but they will also be our largest alumni community, too. Given
this growth and diversity, our GSA strategic plan is an attempt to re-envision the way we have approached graduate student life here at Carnegie Mellon and to consider both the challenges and opportunities we face for creating a world–renowned graduate education experience.
Advocate for international student concerns
Build relationships with other international student groups on campus
Increase visibility of the unique and various needs on international PhD and Master's students
Collect data on international student participation in graduate student life

From the 2025 Strategic Plan:
As CMU continues to diversify the nature of its programs and partnerships, it is essential that departments, schools and colleges work together to build a strong financial foundation by creating efficiencies, improving policies and processes, and reducing duplication and costs throughout the university. CMU commits to:
• Identify and pursue key management initiatives to improve productivity, and continually align business processes and operations to enable faculty, students and staff to support the mission of the university. Communicate that connection broadly to the university community.
• Implement a new policy process to establish a consistent, timely framework for the creation, consideration, socialization and adoption of new policies, and to set a regular schedule for review of existing policies.
• Encourage focus, prioritization and a data-driven approach in decision-making, and balance the university’s ambition to launch new initiatives with the importance of being sure those initiatives remain sustainable in the long term.
https://www.cmu.edu/strategic-plan/strategic-recommendations/efficient-business-practices.html

In addition, CMU's policy on managing financial assets indicates that support for the university's academic mission is the primary objective for the CFO:
The chief financial officer has responsibility for establishing and monitoring a sound business environment so that various funding sources (such as government agencies, donors, students and bondholders) can confidently provide resources in support of the university's academic mission.
https://www.cmu.edu/policies/financial-management/responsibilites-for-managing-university-financial-assets.html

From 2025 Strategic Plan:
Reinforce an environment that prioritizes physical health, mental health and overall wellness as a foundation for lifelong success and happiness.
Continue to develop physical spaces for mindfulness, spirituality, reflective practices and meaningful social engagement, as well as fitness, recreation and athletics.
Develop a destination space for students where wellness is promoted through expert delivery of services, including health services, counseling and psychological services, and other university programs committed to holistic well-being.
Continue to develop healthier dining options, while further developing traditional dining areas as social and interactive venues.
Systematically explore ways to reduce unnecessary stress in the academic environment and to promote an appropriate work-life balance.

From GSA 2015-2025 Strategic Plan:
Advocate for increase access to health-related services and resources, including mental health services and affordable health care
Build relationships with key partners and groups in the development of programs that improve health literacy, healthy lifestyles, and communication between students and University Health Services.
Increase visibility of programs and services, both on–campus and locally, that support graduate students’ well–being
Collect data on graduate students’ health needs, access to resources, and efficacy of existing programs and service

From the Campus Master Plan and the Simonds Principles:
Enhance the quality of the campus environment by including quality public art that reflects the spirit and creativity of Carnegie Mellon University

The Staff Council Sustainability Committee was formed in 2010 in order to develop a more comprehensive waste reduction and energy conservation program specifically for staff members working in coordination with CMU's Green Practices Committee. A representative from the Sustainability Committee is typically designated as a liaison to participate on the Green Practices Committee.

Staff Council can lobby to change university policies as they affect staff and the entire campus community. These 'green initiatives' include working to increase CMU's recycling rate, helping facilitate Zero Waste events with Catering / Dining and other campus vendors, and educating staff about alternative commuting and Green purchasing opportunities.

2016-2017 Accomplishments
Advisory
• Feedback on drafting the Expanded Polystyrene Foam (EPS) food container Resolution.
• Helped clarify wording on recycling/composting signs and website.
• Suggested places that need more recycling and compost bins.
• Reviewed the Green Dining Guide food vendor survey.
• Provided feedback on locations for new e-waste bins in buildings.
• Expansion of Scotty Goes Green program
• 32 Bronze, 15 Silver, and 5 Gold Offices; Plus 8 working towards Bronze
• Scotty Goes Green Brown Bag Lunch Program for Tepper Staff
• 700+ people participating in Scotty Goes Green

Outreach
• Tabled at the Health & Benefits Fair, SCA Fellow informed people about air quality issues.
• Tabled for National Nutrition Month salad sampling event.
• Promoted Bike to Work Day, RecycleMania, Scotty Goes Green, Scotties Leave Small Footprints, commencement cap & gown recycling and food composting.
• Welcoming to campus community (not members of Staff Council) to participate on the committee.
• Continued work to keep Staff Council events zero waste (or as close as possible)
• All Staff Council general body and executive meetings
• Staff Picnic
Staff Council
• EPS Resolution was approved by Staff Council for Earth Day April 22, 2017. This Resolution is asking the campus community vendors to minimize the use of Expanded Polystyrene Foam (EPS), for food packaging.

"The Green Practices Committee will strive to develop university practices that improve environmental quality, decrease waste and conserve natural resources and energy, thereby establishing Carnegie Mellon as a practical model for other universities and companies."

The GPC identified areas of opportunity for an expanded environmental practices program at Carnegie Mellon through study of the current state of environmental practices on campus, initiatives at other college campuses and discussions with various Carnegie Mellon groups.

Opportunities are grouped into three categories:

Campus Life
Facility Infrastructure
Transportation

The ISCN/GULF SUSTAINABLE CAMPUS CHARTER was signed August 19, 2010 by Dr. Jared L. Cohon, then President of Carnegie Mellon University. Consistent with the 2018 updates to the charter, CMU commits to follow and support the five calls to action listed below:
a. Institutional Leadership
1. Embed sustainability in all aspects of the university (governance, operations, learning, research, community).
2. Create an environment that cultivates resilient, empowered, caring and engaged students,
staff, and faculty who will contribute to the health of people and places.
3. Engage with external partners, industry, government and civil society to disseminate knowledge, research and best practices to benefit the communities in which we serve.

b. Network Collaboration
4. Deepen and broaden the collaboration that happens between members of the network to accelerate collective action.
5. Ensure that the network is significantly inspiring international dialogue and debate to contribute to the Sustainable Development Goals.

Carnegie Mellon University signs Climate Pledge
signed November 19, 2015

As a leading global university in research and education to advance sustainability and energy innovation and a consistent top 10 institution in the U.S. EPA green power partnership, Carnegie Mellon University has demonstrated leadership in its own practices to address climate change. We are therefore pleased to join with other members of the university community and to answer President Obama’s challenge.

https://www.cmu.edu/environment/feature-stories/white-house-press-release-on-climate-change-pledge.html

In 2018, the Green Practices Committee established goals and goals teams for our annual sustainability work, which includes working towards developing formal Sustainability and Energy plans. See attached document.