George Washington University
PA-2: Sustainability Planning

A curriculum/teaching plan was developed by the Executive Director of Sustainability and the Academic Leader for Sustainability in the summer of 2014. This plan was shared with the GW Sustainability Faculty Committee, and discussed during a retreat in the fall of 2014. Subsequently, the plan was submitted to the Provost, the Vice President for Research, and the Chief of Staff to the President. The plan provides basic trend and benchmarking information, an overview of GW activities to date, and identifies opportunities for GW advancement.

Short-term plan objectives include: *A new master degree was proposed in the Plan; a faculty committee has been appointed and is working on developing the program. *A Food Institute was proposed in the Plan; a faculty committee is completing work on a charter for the Institute. *Two new pan-university courses in sustainability were identified in the plan; grants will be awarded in June 2015 to assist faculty in developing these courses. *A staff need was identified in the plan to assist with student-facing activities, such as degree counseling, internships, and practicum opportunities; this position has been approved and a hiring process is underway.

Executive Director of Sustainability and Academic Leader of Sustainability, Provost Office

A research plan was developed by the Executive Director of Sustainability and the Academic Leader for Sustainability in the summer of 2014. This plan was shared with the GW Sustainability Faculty Committee, and discussed during a retreat in the fall of 2014. Subsequently, the plan was submitted to the Provost, the Vice President for Research, and the Chief of Staff to the President. The plan provides basic trend and benchmarking information, an overview of GW activities to date, and identifies opportunities for GW advancement.

Short-term plan objectives include: *The plan identified the goal of increasing competitive grant awards; data were analyzed to understand baseline activities from which to evaluate GW's effort to increase research funding. Second, GW partnered with National Council on Science and the Environment to host the Federal Academic Dialogue to help connect faculty with federal and foundation officers overseeing grant funds. *A director of research for the GW Collaborative was proposed in the plan; the position has been approved by the Provost and a search is underway. *A research project associated with GreenGov was identified in the plan; the Collaborative has established a grant program for faculty to assist this process.

Executive Director of Sustainability, Provost Office

Campus engagement is a critical part of the sustainability strategy at GW as outlined in the GW Ecosystems Enhancement Strategy, the overarching sustainability strategy for the university’s approach to practicing sustainability in its business decisions and organizational culture. The Ecosystems Enhancement Strategy takes a systems approach, and so campus engagement is integrated into all aspects of the plan. [https://sustainability.gwu.edu/sites/sustainability.gwu.edu/files/downloads/GW%20Ecosystems%20Enhancement%20Strategy%202012.pdf]

Measurable objectives, strategies and time frames are listed across all the goals in the in GW’s Ecosystems Enhancement Strategy. Each of the seven goals of the plan have sub-goals, targets, and tactics that signal GW is making progress towards the overarching goal. Below are examples of how campus engagement is integrated across two goals, but in fact campus engagement is integrated across seven goals, and they can all be found here. https://sustainability.gwu.edu/sites/sustainability.gwu.edu/files/downloads/GW%20Ecosystems%20Enhancement%20Strategy%202012.pdf. Goal 6 primarily focuses on aspects of campus engagement. Target 1.2A Design guidelines around outdoor space that are habitat friendly and promote noninvasive plants Tactic 6) Use the campus as a living laboratory for conducting a campus-wide habitat assessment Indicator % of university spend on non-invasive and/or native plants Target 2.1A Offset sq. ft. loss of existing tree canopy and green cover from natural causes or development with new plantings. Tactic 3) Encourage the increased use of public transport by students, staff, and faculty to reduce demand for parking spaces Indicator No net loss of existing tree canopy and green cover Target 2.2 Enhance livability of indoor space and increase indoor air filtration capacity Tactic 2) Encourage the adoption of potted plants or other greenery as part of the Green Office Program Indicator Plantings in indoor spaces Target 2.3A By 2025, reduce campus GHG emissions by 54,000 MtCO2e through building energy efficiency and conservation measures. Tactic 5) Install building dashboards and kiosks to encourage behavior change and engage the campus community in energy reduction efforts Indicator MtCO2e emitted due to on-site building energy consumption Target 2.4A Establish staff telecommuting policies for offices on each GW campus Indicator MtCO2e emitted due to student, faculty, and staff commuting Tactics 1) Promote lower carbon commuting options via incentives such as Capital BikeShare, Washington Metropolitan Area Transit Authority (WMATA) rail and bus lines, carpooling, rideshare etc. 2) Offer programs and incentives to support increased use of telecommuting and alternative work schedule options 3) Use video/teleconferencing options where available for regularly scheduled staff meetings 3) Promote staff air travel purchases via iBuy to enable better tracking of travel expenditures, mileage, and associated emissions 4) Enhance remote teleconferencing and computing capability to reduce air travel demand 5) Use non-stop flights when available 6) Encourage the use of rail for travel within 250-300 miles whenever available Target 2.7A Draft a sustainable procurement strategy for three major purchase categories (e.g. paper, electronics, water, furniture, food, vehicles, textiles) by 2015 Tactics 1) Engage GW students and vendors in eco-labeling/carbon foot printing project of products sold on campus 5) Adopt paperless initiatives on campus for conferences, events, and meetings 6) Formalize campus-wide reuse program to reduce demand for new equipment and other purchases 7) Implement green purchasing training and awareness program Target 2.8 Mitigate air travel mileage of GW staff and faculty Tactics 1) Continue to refine air travel emissions tracking and measuring capability 2) Negate remaining emissions by purchasing credible local offset 3) Promote staff air travel purchases via iBuy to enable better tracking of travel expenditures, mileage, and associated emissions 4) Enhance remote teleconferencing and computing capability to reduce air travel demand 5) Use non-stop flights when available 6) Encourage the use of rail for travel within 250-300 miles whenever available Target 6.1 Increased campus sustainability programming/awareness and increased access to local natural spaces for the GW community Indicator Number of events, Green Grad Pledgees, Campus Survey, Number of Eco-reps, Number of offices participating in the Green Office Program Target 6.2 Increase GW community's awareness of and engagement with regional natural areas Indicator No. of projects/Total Volunteer Hours/No. of partners

Office of Sustainability, Facilities Services, Procurement Office, Center for Student Engagement

Public engagement is a critical part of the strategy at GW as outlined in the university’s strategic plan, released in 2013, “Vision 2021: A Strategic Plan for the Third Century of The George Washington University.” Sustainability is a key focus area of the university’s strategic plan, and it outlines goals and actions for addressing public engagement. It states, “Our university is known as a world leader for turning knowledge into action to address society’s most challenging problems. Teaching our students to harness knowledge for the betterment of humankind will continue to be a hallmark of a GW education.” [https://provost.gwu.edu/sites/provost.gwu.edu/files/downloads/Strategic%20Plan_May13.pdf]

Measurable objectives, strategies and timeframes are listed throughout the strategic plan. We will: - Develop ways to communicate the results of our research more effectively to the general public - Make GW a leader in shaping the national dialogue in areas of our academic strengths - Expand our role as a model institutional citizen - Identify and develop partners locally and around the world where students will spend extended periods of time participating in research or providing service, preferably in contexts where they become immersed in an unfamiliar culture. - Create on- campus and virtual leadership institutes for alumni and policy leaders that are open to GW students. - Encourage applied, translational, and policy research and scholarship that provide perspectives on and solutions to significant societal problems through incentives such as enhanced funding for faculty sabbaticals to engage in policy-related or translational research and additional leave for opportunities made possible by the intergovernmental Personnel Act and other government programs. - Initiate a “reverse sabbatical” program for individuals engaged in policymaking, governance, or professional practice to teach and do research at GW. - Develop mechanisms to disseminate the results of GW research beyond the boundaries of the academic community to aid in problem solving and effect positive change in the world. - Encourage schools to adopt small think tanks and integrate their work into our educational and research programs. - Establish an incubator to translate student and faculty research into private-sector enterprises that can supply goods and services on a large scale. - Leverage emerging mechanisms for digitizing and disseminating knowledge to more effectively incorporate GW’s libraries into the research enterprise. secure funds to bring prominent policymakers and writers to campus as guest professors who teach all or part of a course; provide online access to these courses and lectures. - Create GW-branded policy case studies similar to the Harvard Business school case studies; firmly establish GW’s leadership in this area. - Continue hiring and retaining a diverse workforce that includes underrepresented groups, veterans, and people with disabilities. - Encourage faculty and students to engage in research and activities that contribute to the local community, including legal clinics, health care studies, and economic development plans. Enable faculty to engage in research that includes students and local community members. - Develop reciprocal partnerships with D.C. businesses, governmental agencies, schools, and nonprofit organizations, particularly those that support underrepresented groups and at-risk populations. identify and work with local minority-owned firms.

Provost, Deans, Chairs, the Executive Director of Sustainability, and many others including Office of Sustainability, Center for Civic Engagement and Public Service,

Air & Climate is a critical part of the sustainability strategy at GW as outlined in the GW Ecosystems Enhancement Strategy, the overarching sustainability strategy for the university’s approach to practicing sustainability in its business decisions and organizational culture. The Ecosystems Enhancement Strategy takes a systems approach, and so air & climate is integrated into all aspects of the plan. [https://sustainability.gwu.edu/sites/sustainability.gwu.edu/files/downloads/GW%20Ecosystems%20Enhancement%20Strategy%202012.pdf]

Measurable objectives, strategies and timeframes are listed across all the goals in the in GW’s Ecosystems Enhancement Strategy. Each of the seven goals of the plan have sub-goals, targets, and tactics that signal GW is making progress towards the overarching goal. Goal 2 primarily focuses on air & climate. https://sustainability.gwu.edu/sites/sustainability.gwu.edu/files/downloads/GW%20Ecosystems%20Enhancement%20Strategy%202012.pdf. Target 2.1 Enhance tree canopy and green cover to help increase sequestration potential and outdoor air filtration capacity Target 2.1A Offset sq. ft. loss of existing tree canopy and green cover from natural causes or development with new plantings. Indicator No net loss of existing tree canopy and green cover Target 2.2 Enhance livability of indoor space and increase indoor air filtration capacity Indicator Plantings in indoor spaces Target 2.3 Reduce GW's total carbon footprint by 80% by 2040 Target 2.3A By 2025, reduce campus GHG emissions by 54,000 MtCO2e through building energy efficiency and conservation measures. Indicator MtCO2e emitted due to on-site building energy consumption Target 2.4 Increase proportion of commuters using lower carbon commuting options vs. SOVs Target 2.4A Establish staff telecommuting policies for offices on each GW campus Indicator MtCO2e emitted due to student, faculty, and staff commuting Target 2.5 Generate 10% of energy demand through on-site low-carbon technologies by 2040 Target 2.5A Complete a number of new installations of small-scale, on-site low-carbon technologies by 2015 Indicator kWh output from on-campus renewable generation Target 2.6 Decrease the carbon intensity of the region’s electricity fuel mix and create a system for credible, local carbon offsets Indicator MtCO2e emitted through electricity and natural gas (heating) consumption Target 2.7 Increase sourcing of lower climate footprint products Target 2.7A Draft a sustainable procurement strategy for three major purchase categories (e.g., paper, electronics, water, furniture, food, vehicles, textiles) by 2015 Indicator % of new contract actions sourcing low-carbon alternatives Target 2.8 Mitigate air travel mileage of GW staff and faculty Target 2.8A Implement carbon measuring and reporting mechanism for staff and faculty air travel. Indicator MtCO2e emitted via air travel

Office of Sustainability, Facilities

Buildings are a critical part of the sustainability strategy at GW as outlined in the GW Ecosystems Enhancement Strategy, the overarching sustainability strategy for the university’s approach to practicing sustainability in its business decisions and organizational culture. The Ecosystems Enhancement Strategy takes a systems approach, and so buildings are integrated into all aspects of the plan. [https://sustainability.gwu.edu/sites/sustainability.gwu.edu/files/downloads/GW%20Ecosystems%20Enhancement%20Strategy%202012.pdf]

Measurable objectives, strategies and timeframes are listed across all the goals in the in GW’s Ecosystems Enhancement Strategy. Each of the seven goals of the plan have sub-goals, targets, and tactics that signal GW is making progress towards the overarching goal. Below are examples of how buildings are integrated across three goals, but in fact buildings are integrated across many goals, and they can all be found here https://sustainability.gwu.edu/sites/sustainability.gwu.edu/files/downloads/GW%20Ecosystems%20Enhancement%20Strategy%202012.pdf. Target 1.3 Reduce interior and exterior light pollution from university owned & operated facilities Target 1.3A 40% of new construction and major renovation projects meet LEED light pollution reduction requirements by 2017 Indicator % or # of new construction or major renovation projects meeting LEED light pollution reduction requirements Target 2.2 Enhance livability of indoor space and increase indoor air filtration capacity Indicator Plantings in indoor spaces Target 2.3 Reduce GW's total carbon footprint by 80% by 2040 Target 2.3A By 2025, reduce campus GHG emissions by 54,000 MtCO2e through building energy efficiency and conservation measures. Indicator MtCO2e emitted due to on-site building energy consumption Target 3.1: 25% absolute reduction in potable water consumption over 10 years from FY08 baseline Indicator: Total annual water consumption Tactics: Low-flow fixtures, prioritize WaterSense appliances, etc. Target 3.3: By 2021 reuse all retained stormwater for grey water systems, cooling towers, and irrigation Indicator: total stormwater reclaimed Tactics: New water sourcing technologies in new construction, green roofs, etc.

Office of Sustainability, Facilities Services

Dining services/food are a critical part of the sustainability strategy at GW as outlined in the GW Ecosystems Enhancement Strategy, the overarching sustainability strategy for the university’s approach to practicing sustainability in its business decisions and organizational culture. The Ecosystems Enhancement Strategy takes a systems approach, and so dining services/food are integrated into all aspects of the plan. [https://sustainability.gwu.edu/sites/sustainability.gwu.edu/files/downloads/GW%20Ecosystems%20Enhancement%20Strategy%202012.pdf]

Measurable objectives, strategies and timeframes are listed across all the goals in the in GW’s Ecosystems Enhancement Strategy. Each of the seven goals of the plan have sub-goals, targets, and tactics that signal GW is making progress towards the overarching goal. Goal 4 primarily focuses on dining services/food. https://sustainability.gwu.edu/sites/sustainability.gwu.edu/files/downloads/GW%20Ecosystems%20Enhancement%20Strategy%202012.pdf. Target 4.1 Produce food on campus Target 4.1A Sell food grown on campus at on-campus venues Indicator Pounds of food produced on campus Target 4.2 Engage with on-campus food vendors to encourage sustainable practices Target 4.2A Certify 3-5 vendors on campus in 2013 Indicator Number of certified restaurants Target 4.3 Source food from regional sources Target 4.3A Highlight all food in GW run venues with its producer origin Indicator % of university expenditure of local food Target 4.4 Raise awareness about nutrition and environmentally-friendly farming and eating practices Indicator Number of awareness campaigns Target 4.5 Increase transparency of food served on campus Target 4.5A Conduct “GW Food Footprint” for some products in 2013 Indicator Number of third party certifications used; Results of food sourcing survey Target 4.6 Integrate food studies into curriculum and research initiatives at the universities Indicators Tactics 1) Increase service learning and capstone projects related to global food challenges available to GW students 2) Launch a GW food institute to encourage interdisciplinary research related to sustainable food production systems

Office of Sustainability, Campus Support Services, Pelham Dining Hall, GW Food Institute, GW Urban Food Task Force

Energy is a critical part of the sustainability strategy at GW as outlined in the GW Ecosystems Enhancement Strategy, the overarching sustainability strategy for the university’s approach to practicing sustainability in its business decisions and organizational culture, and in the GW Climate Action Plan which addresses climate change through the design, management and use of GW’s campuses, and through GW’s academics. The Ecosystems Enhancement Strategy and Climate Action Plan take a systems approach, and so energy is integrated into many aspects of the plans. [https://sustainability.gwu.edu/sites/sustainability.gwu.edu/files/downloads/GW%20Ecosystems%20Enhancement%20Strategy%202012.pdf and https://sustainability.gwu.edu/sites/sustainability.gwu.edu/files/downloads/GW%20Climate%20Action%20Plan.pdf]

Measurable objectives, strategies and timeframes are listed across all the goals in the in GW’s Ecosystems Enhancement Strategy. Each of the seven goals of the plan have sub-goals, targets, and tactics that signal GW is making progress towards the overarching goal. The GW Climate Action Plan provides recommendations and examples of changes to reduce energy consumption. Below are examples of how energy is integrated in both plans’ goals and strategies, they can all be found here https://sustainability.gwu.edu/sites/sustainability.gwu.edu/files/downloads/GW%20Ecosystems%20Enhancement%20Strategy%202012.pdf. https://sustainability.gwu.edu/sites/sustainability.gwu.edu/files/downloads/GW%20Climate%20Action%20Plan.pdf Target 2.3: Reduce GW's total carbon footprint by 80% by 2040 Indicator: MtCO2e emitted due to on-site building energy consumption Target 2.5: Generate 10% of energy demand through on-site low-carbon technologies by 2040 Indicator: kWh output from on-campus renewable generation Target 2.6: Decrease the carbon intensity of the region’s electricity fuel mix and create a system for credible, local carbon offsets Indicator: MtCO2e emitted through electricity and natural gas (heating) consumption Recommendations: Expand IT Systems Enabling Energy Reductions, Target the Equivalent of LEED Silver on All New Buildings, Focusing on Energy Efficiency Points, and Expand Eco-challenge Activities and Energy Efficiency Policies

Office of Sustainability, Facilities Services, Center for Student Engagement, GW Solar Institute

Grounds are a critical part of the sustainability strategy at GW as outlined in the GW Ecosystems Enhancement Strategy, the overarching sustainability strategy for the university’s approach to practicing sustainability in its business decisions and organizational culture. The Ecosystems Enhancement Strategy takes a systems approach, and so grounds are integrated into many aspects of the plan. [https://sustainability.gwu.edu/sites/sustainability.gwu.edu/files/downloads/GW%20Ecosystems%20Enhancement%20Strategy%202012.pdf]

Measurable objectives, strategies and timeframes are listed across all the goals in the in GW’s Ecosystems Enhancement Strategy. Each of the seven goals of the plan have sub-goals, targets, and tactics that signal GW is making progress towards the overarching goal. Below are examples of how grounds are integrated across 3 goals, but in fact grounds are integrated across 5 goals, and they can all be found here https://sustainability.gwu.edu/sites/sustainability.gwu.edu/files/downloads/GW%20Ecosystems%20Enhancement%20Strategy%202012.pdf. Target: 1.1 Increase Green Space Indicator: Total Permeable campus Area Target 1.2: Enhance the biological richness/diversity of the campus Indicator: % of university spent on non-invasive and/or native plants Target 2.1: Enhance tree canopy and green cover to help increase sequestration potential and outdoor air filtration capacity Indicator: No net loss of existing tree canopy and green cover Target 3.2: 10% absolute increase in permeable space over 10 years from FY11 baseline Indicator: Total permeable campus area (in sq. ft.)

Office of Sustainability, Facilities Services, and Planning, Development, & Construction

Purchasing is a critical part of the sustainability strategy at GW as outlined in the GW Ecosystems Enhancement Strategy, the overarching sustainability strategy for the university’s approach to practicing sustainability in its business decisions and organizational culture. The Ecosystems Enhancement Strategy takes a systems approach, and so purchasing is integrated into all aspects of the plan. [https://sustainability.gwu.edu/sites/sustainability.gwu.edu/files/downloads/GW%20Ecosystems%20Enhancement%20Strategy%202012.pdf]

Measurable objectives, strategies and timeframes are listed across all the goals in the in GW’s Ecosystems Enhancement Strategy. Each of the seven goals of the plan have sub-goals, targets, and tactics that signal GW is making progress towards the overarching goal. Below are examples of how purchasing is integrated across 5 goals other examples can be seen here https://sustainability.gwu.edu/sites/sustainability.gwu.edu/files/downloads/GW%20Ecosystems%20Enhancement%20Strategy%202012.pdf. Target 1.6: Increase sourcing of products that minimize impact on biodiversity and natural space Indicator: % of new contract actions sourcing low-impact product alternatives Target 2.7: Increase sourcing of lower climate footprint products Indicator: % of new contract actions sourcing low-carbon alternatives Target 3.5: 50% reduction in university expenditure on bottled water over 5 years from FY11 baseline Indicator: University expenditure from GW Procurement on bottled water Target 4.3: Source food from regional sources Indicator: % of university expenditure of local food Target 5.4: Encourage sustainable practices in our sourced products that reduce waste Indicator: % of new contract actions sourcing low waste alternatives

Office of Sustainability, Facilities Services, Campus Support Services, Division of Information Technology, and Procurement Office

Transportation is a critical part of the sustainability strategy at GW as outlined in the GW Ecosystems Enhancement Strategy, the overarching sustainability strategy for the university’s approach to practicing sustainability in its business decisions and organizational culture. The Ecosystems Enhancement Strategy takes a systems approach, and so Transportation is integrated into all aspects of the plan. [https://sustainability.gwu.edu/sites/sustainability.gwu.edu/files/downloads/GW%20Ecosystems%20Enhancement%20Strategy%202012.pdf]

Measurable objectives, strategies and timeframes are listed across all the goals in the in GW’s Ecosystems Enhancement Strategy. Each of the seven goals of the plan have sub-goals, targets, and tactics that signal GW is making progress towards the overarching goal. Below are examples of how Transportation is integrated across 3 goals other examples can be seen here https://sustainability.gwu.edu/sites/sustainability.gwu.edu/files/downloads/GW%20Ecosystems%20Enhancement%20Strategy%202012.pdf. Target 1.1 Increase green space Tactic Boost incentives and options for public or alternative forms of transit for faculty and staff to reduce parking demand via single occupancy vehicle use Target 2.1 Enhance tree canopy and green cover to help increase sequestration potential and outdoor air filtration capacity Tactic Encourage the increased use of public transport by students, staff, and faculty to reduce demand for parking spaces Target 2.4 Increase proportion of commuters using lower carbon commuting options vs SOVs Indicator MtCO2e emitted due to student, faculty, and staff commuting Target 3.3 By 2021 reuse all retained stormwater for grey water systems, cooling towers, and irrigation Tactic Work with District Department of Transportation to incorporate water saving technologies in public space as part of the landscaping for new projects on campus e.g., plans for larger tree boxes as part of Streetscape.

Office of Sustainability, Transportation and Parking Services, Facilities Services

Waste is a critical part of the sustainability strategy at GW as outlined in the GW Ecosystems Enhancement Strategy, the overarching sustainability strategy for the university’s approach to practicing sustainability in its business decisions and organizational culture. The Ecosystems Enhancement Strategy takes a systems approach, and so waste is integrated into all aspects of the plan. [https://sustainability.gwu.edu/sites/sustainability.gwu.edu/files/downloads/GW%20Ecosystems%20Enhancement%20Strategy%202012.pdf]

Measurable objectives, strategies and timeframes are listed across all the goals in the in GW’s Ecosystems Enhancement Strategy. Each of the seven goals of the plan have sub-goals, targets, and tactics that signal GW is making progress towards the overarching goal. Below are examples of how waste is integrated in two goals other examples can be seen here https://sustainability.gwu.edu/sites/sustainability.gwu.edu/files/downloads/GW%20Ecosystems%20Enhancement%20Strategy%202012.pdf. Target 3.5 50% reduction in university expenditure on bottled water over 5 years from FY11 baseline Indicator University expenditure from GW Procurement on bottled water Target 5.1 Zero Waste, increase recycling, introduce front-of-house composting Indicator Waste Diversion Rate Target 5.2 Zero Waste, create regional reuse partnerships

Office of Sustainability, Zero Waste Team, Facilities Services, Campus Dining

Water is a critical part of the sustainability strategy at GW as outlined in the GW Ecosystems Enhancement Strategy, the overarching sustainability strategy for the university’s approach to practicing sustainability in its business decisions and organizational culture, and the GW Water Plan. The Ecosystems Enhancement Strategy takes a systems approach, and so water is integrated into all aspects of the plan. [https://sustainability.gwu.edu/sites/sustainability.gwu.edu/files/downloads/GW%20Ecosystems%20Enhancement%20Strategy%202012.pdf] and https://sustainability.gwu.edu/sites/sustainability.gwu.edu/files/downloads/GWater%20Plan.pdf

Measurable objectives, strategies and timeframes are listed across all the goals in the in GW’s Ecosystems Enhancement Strategy and GW Water Plan. Each of the seven goals of the plan have sub-goals, targets, and tactics that signal GW is making progress towards the overarching goal. Below are examples of how water is integrated into goals in both plans other examples can be seen here https://sustainability.gwu.edu/sites/sustainability.gwu.edu/files/downloads/GW%20Ecosystems%20Enhancement%20Strategy%202012.pdf and https://sustainability.gwu.edu/sites/sustainability.gwu.edu/files/downloads/GWater%20Plan.pdf GW Water Plan Goal 1: reduce potable water footprint Target: 25% absolute reduction over 10 years from FY08 baseline Goal 2: Use GW campuses as test beds for new water reclamation technologies to reduce potable water consumption Target: By 2021, reuse all retained stormwater for greywater systems cooling towers and irrigation Ecosystems Enhancement Strategy Target 3.2 10% absolute increase in permeable space over 10 years from FY11 baseline Indicator: Total permeable campus area Target 3.4 Encourage watershed replenishment through projects on GW’s campus that qualify for water quality trading schemes Indicator Number of projects and/or credits achieved Target 3.6 Increase sourcing of lower water footprint products Indicator: % of new contract actions sourcing low-water alternatives

Office of Sustainability, Facilities Services, and Planning, Development, & Construction, Office of Procurement

As recorded in the Vision 2021 Strategic Plan, the University is committed to "expanding its role as a model citizen in the greater Washington, DC area." Significant expenditures under this objective include tuition for District public school students and citizens, and a variety of workshops. In addition, the University will continue hiring and retaining a diverse workforce that includes underrepresented groups, veterans, and people with disabilities. The Strategic Plan also includes the intention to establish a Student Support Fund which will be drawn from philanthropic gifts that will provide resources for graduate programs, veterans’ support programs, affinity housing, and the Career Center. https://provost.gwu.edu/sites/provost.gwu.edu/files/downloads/Strategic%20Plan_May13.pdf https://diversity.gwu.edu/sites/diversity.gwu.edu/files/downloads/gw_statement_on_diversity_and_inclusion.pdf

The Office of Diversity and Inclusion, Office of the Provost

Health and Wellbeing are a critical part of the sustainability strategy at GW as outlined in the GW Ecosystems Enhancement Strategy, the overarching sustainability strategy for the university’s approach to practicing sustainability in its business decisions and organizational culture. The Ecosystems Enhancement Strategy takes a systems approach, and so Health and Wellbeing are integrated into all aspects of the plan. [https://sustainability.gwu.edu/sites/sustainability.gwu.edu/files/downloads/GW%20Ecosystems%20Enhancement%20Strategy%202012.pdf]

Measurable objectives, strategies and timeframes are listed across all the goals in the in GW’s Ecosystems Enhancement Strategy. Each of the seven goals of the plan have sub-goals, targets, and tactics that signal GW is making progress towards the overarching goal. Below are examples of how Health and Wellbeing are integrated across 7 goals other examples can be seen here https://sustainability.gwu.edu/sites/sustainability.gwu.edu/files/downloads/GW%20Ecosystems%20Enhancement%20Strategy%202012.pdf. Target 1.3: Reduce interior and exterior light pollution from university owned and operated facilities Indciator: % or # of new construction or major renovation projects meeting LEED light pollution reduction requirements Target 2.2 Enhance livability of indoor space and increase indoor air filtration capacity Indicator plantings in indoor spaces Target 4.1 Produce food on campus Indicator Pounds of food produced on campus Target 6.1 Increased campus sustainability programming/awareness and increased access to local natural spaces for the GW community Indicator: number of events, green grad pledgees, campus survey, number of eco-reps, number of offices in green office program

Office of Sustainability, Human Resources Department, Lerner Health and Wellness Center, Facilities

Investment is a critical part of the sustainability strategy at GW as outlined in the GW Ecosystems Enhancement Strategy, the overarching sustainability strategy for the university’s approach to practicing sustainability in its business decisions and organizational culture. The Ecosystems Enhancement Strategy takes a systems approach, and so investment integrated into the plan. [https://sustainability.gwu.edu/sites/sustainability.gwu.edu/files/downloads/GW%20Ecosystems%20Enhancement%20Strategy%202012.pdf]

Measurable objectives, strategies and timeframes are listed across all the goals in the in GW’s Ecosystems Enhancement Strategy. Each of the seven goals of the plan have sub-goals, targets, and tactics that signal GW is making progress towards the overarching goal. Below are examples of how investment is integrated across the goals https://sustainability.gwu.edu/sites/sustainability.gwu.edu/files/downloads/GW%20Ecosystems%20Enhancement%20Strategy%202012.pdf. Target 7.0: Develop a framework for considering sustainability trends and issues as part of the evaluation of strategic investment opportunities and risks Short term target 7.0A: Develop a process for reviewing proxy votes on sustainability-related issues by 2014 Indicator: Percentage of investments that is sustainable

Office of Sustainability, Finance Division

Connection to natural areas Connection to natural areas is a critical part of the sustainability strategy at GW as outlined in the GW Ecosystems Enhancement Strategy, the overarching sustainability strategy for the university’s approach to practicing sustainability in its business decisions and organizational culture. The Ecosystems Enhancement Strategy takes a systems approach, and so connection to natural areas is integrated into the plan. [https://sustainability.gwu.edu/sites/sustainability.gwu.edu/files/downloads/GW%20Ecosystems%20Enhancement%20Strategy%202012.pdf] _____ Biodiversity Biodiversity is a critical part of the sustainability strategy at GW as outlined in the GW Ecosystems Enhancement Strategy, the overarching sustainability strategy for the university’s approach to practicing sustainability in its business decisions and organizational culture. The Ecosystems Enhancement Strategy takes a systems approach, and so biodiversity is integrated into the plan. [https://sustainability.gwu.edu/sites/sustainability.gwu.edu/files/downloads/GW%20Ecosystems%20Enhancement%20Strategy%202012.pdf]

Connection to natural areas Measurable objectives, strategies and timeframes are listed across all the goals in the in GW’s Ecosystems Enhancement Strategy. Each of the seven goals of the plan have sub-goals, targets, and tactics that signal GW is making progress towards the overarching goal. Below are examples of how connection to natural areas is integrated across the goals https://sustainability.gwu.edu/sites/sustainability.gwu.edu/files/downloads/GW%20Ecosystems%20Enhancement%20Strategy%202012.pdf. Goal 6: Encourage a natural urban environment that helps enhance physical, mental, and social well-being Target 6.1: Increased campus sustainability programming/awareness and increased access to local natural spaces for the GW community Indicator: Number of events, Green Grad Pledgees, Campus Survey, Number of Eco-reps, Number of offices participating in the Green Office Program Target 6.2: Increase GW community's awareness of and engagement with regional natural areas Indicator: No. of projects/Total Volunteer Hours/No. of partners Target 6.3: Increase GW community's awareness of and engagement with global natural areas Indicator: No. of projects, Total Volunteer Hours, No. of partners _____ Biodiversity Measurable objectives, strategies and timeframes are listed across all the goals in the in GW’s Ecosystems Enhancement Strategy. Each of the seven goals of the plan have sub-goals, targets, and tactics that signal GW is making progress towards the overarching goal. Below are examples of how biodiversity is integrated across the goals Target 1.4: Research biodiversity in Chesapeake watershed and work with local conservation/preservation organizations Indicator: Amount of research funding ($) for biodiversity-related projects Target 1.6: Increase sourcing of products that minimize impact on biodiversity and natural space Target 1.6A: Draft a sustainable procurement strategy for three major purchase categories (e.g. paper, electronics, water, furniture, food, vehicles, textiles) by 2015 Indicator:% of new contract actions sourcing low-impact product alternatives

Office of Sustainability

GW's definition for sustainability is reflected in the stated vision. GW envisions a future with resource systems that are healthy and thriving for all. This means that GW sees the environmental, social, and economic components are integral to sustainability. The intention is to ensure that resources are equitably provided across all sectors of society and in all generations in a way that creates financial value, as well.

As noted above, the university's strategic plan highlights sustainability as a high priority, particularly as an area for the university to model interdisciplinarity in curriculum and research activities.

Ecosystems Enhancement Strategy: https://sustainability.gwu.edu/sites/sustainability.gwu.edu/files/downloads/GW%20Ecosystems%20Enhancement%20Strategy%202012.pdf Climate Action Plan: https://sustainability.gwu.edu/sites/sustainability.gwu.edu/files/downloads/GW%20Climate%20Action%20Plan.pdf GWater Plan: https://sustainability.gwu.edu/sites/sustainability.gwu.edu/files/downloads/GWater%20Plan.pdf