George Washington University
PA-2: Sustainability Planning

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.

GWater Plan https://sustainability.gwu.edu/sites/sustainability.gwu.edu/files/downloads/GWater%20Plan.pdf GW Zero Waste Plan https://sustainability.gwu.edu/sites/sustainability.gwu.edu/files/GW%20Roadmap%20to%20Zero%20Waste%20_FINAL3_without%20Costs%20%281%29.pdf GW Sustainable Landscapes Plan https://sustainability.gwu.edu/sites/sustainability.gwu.edu/files/image/GW%20Sustainable%20Landscape%20Guidelines%20July%202017.compressed.pdf

GW Sustainability Collaborative Strategic Plan which is an internal document provides short-term objectives including: *A new master degree was proposed in the Plan; a faculty committee has been appointed and is working on developing the program. *Per the plan, a Food Institute was chartered Fall 2015; a faculty committee is completing work on a charter for the Institute. *Also per the plan, two new pan-university courses in sustainability were identified; grants were awarded in June 2015 to assist faculty in developing these courses. The courses were launched in Spring 2016-- The Sustainable Plate and the Sustainable City and GW also added Climate Change and Policy. *A staff need was identified in the plan to assist with student-facing activities, such as degree counseling, internships, and practicum opportunities; this position was approved and an FTE was employed for this role.

GW Sustainability Collaborative Strategic Plan which is an internal document provides short-term objectives including: *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 filled. *A research project associated with GreenGov was identified in the plan; the Collaborative has established a grant program for faculty to assist this process.

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

The GW Ecosystems Enhancement Strategy - the university's sustainability plan - specifically calls out the impact the university has on campus, in the community, and globally, and lists various ways the university is committed to engaging the public at all three levels. For example, various goals and targets address public engagement such as Target 4.4: Raise awareness about environmentally-friendly farming and eating practices and Goal 6: Encourage A Connection To The Natural Environment That Helps Enhance Physical, Mental And Social Well-being, And Helps Build A Culture Of Sustainability At GW. Additionally, measurable objectives, strategies and timeframes for public engagement as related to sustainability are listed throughout the GW Strategic Plan. Sustainability is a stated, integral component of the Strategic Plan, not a one-off. Throughout the plan, the university puts an emphasis on student, faculty, and staff's sustainability projects, research, and programs as a manifestation of the plan since it cuts across disciplines and functions. Sustainability relates to the environmental, social, and economic health on campus, in the community, and globally. The following public engagement objectives address the various aspects of sustainability in practice, research, and teaching. According to the GW Strategic Plan (which puts a spotlight on sustainability) 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.

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

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.

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

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

Created collaboratively by GW students, faculty, and staff, the Sustainable Landscapes Guidelines provide a framework for understanding the natural spaces at GW. They outline how to review, discuss, and determine improvements to each campus landscape space from an ecological, functional, and aesthetic perspective. The document outlines how best to achieve our ecological goals with respect to a unified campus appearance. Most importantly, the guidelines provide the framework by which to implement changes in the landscape. As opportunities arise to retrofit existing landscape infrastructure, the guidelines tell us where native plants, pollinator species, and beneficial vegetation should be used. This prioritization strongly influences our day-to-day maintenance decisions, and large scale capital projects in the landscape. 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.)

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

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.

Measurable objectives, strategies and timeframes are listed across all the goals in the in GW’s Ecosystems Enhancement Strategy, as well as the Zero Waste 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 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 GW published its Zero Waste Plan in Fall 2016. It provides: 1. An overview of GW’s current waste management infrastructure; 2. A discussion of the challenges and proposed methods for achieving the targets laid out in the GW Ecosystems Enhancement Strategy to become a zero waste institution; 3. University and financial commitments needed to achieve Zero Waste goals; and 4. Appendices.

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

- Amount of funding put towards tuition for District public school students and citizens - Number of hires and retention rates of underrepresented groups, veterans, and people with disabilities - Establishment of a Student Support Fund for resources for graduate programs, veterans’ support programs, affinity housing, and the Career Center -https://provost.gwu.edu/sites/g/files/zaxdzs626/f/downloads/Strategic%20Plan.pdf

Measurable objectives, strategies and timeframes are listed 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 addressed: 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 Indicator: Percentage of investments that is sustainable

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

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

Sustainability is one of GW's core nine values. GW has a strong culture of sustainability amongst students, alumni, faculty, and staff, and across the administrative functions, academic departments. The ethic among members of the GW community are reflected in the university's values. https://hr.gwu.edu/gw-values

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 part of Second Nature Climate Leadership network, GW made the Climate Commitment, which integrates carbon neutrality with climate resilience and provides a systems approach to mitigating and adapting to a changing climate. GW is a signatory to the Talloires Declaration, the first official statement made by university presidents, chancellors, and rectors of a commitment to environmental sustainability in higher education. We Are Still In. In June 2017 George Washington President Steven Knapp joined hundreds of higher education presidents, governors, mayors, businesses and investors in signing a letter saying that they intend to support climate actions to support the 2015 Paris Agreement. The open letter was titled “We Are Still In.” In 2018, GW joined the U.S. Environmental Protection Agency’s Green Power Partnership. The Green Power Partnership is a voluntary program that helps increase green power use among U.S. organizations to advance the American market for green power and development of those sources as a way to reduce air pollution and other environmental impacts associated with electricity use. The Partnership currently has nearly 1,700 partners voluntarily using more than 45.5 billion kilowatt-hours of green power annually. As the anchor of the Capital Partners Solar Project, GW signed a 20-year solar power purchase agreement with Duke Energy Renewables and also generates green power on-site through several solar photovoltaic systems. As recognized by the EPA, George Washington University is helping advance the voluntary market for green power and development of those sources.

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 http://ulsf.org/96-2/#US https://gwtoday.gwu.edu/george-washington-joins-us-effort-support-2015-paris-agreement EPA Green Power Partnership www.epa.gov/greenpower