Portland State University
PA-2: Sustainability Planning

Let Knowledge Serve the City: PSU’s Strategic Goals 2016-2020 comes after one of the most extensive campus conversations yet on the future of the university. The document encompasses viewpoints from thousands of faculty, students and staff. The plan contains dozens of proposed initiatives in areas such as elevating student success, keeping college costs affordable, advancing excellence in teaching and research, addressing issues of equity and access and ensuring PSU remains a leader in community engagement. -Mission - We are dedicated to collaborative learning, innovative research, sustainability, and community engagement. -Values - We commit to curiosity, collaboration, stewardship, and sustainability -Reputation - Portland State University pursues excellence through: Accessibility, innovation, collaboration, engagement, sustainability, transformation Strategic Goals: -Elevate student success -Advance excellence in teaching and research -Extend our leadership in community engagement -Expand our commitment to equity -Innovate for long-term stability

Bicylce Transportation Plan (2011) - https://www.pdx.edu/campus-planning/sites/www.pdx.edu.campus-planning/files/PortlandStateUniversity_BicycleTransportationPlan_March2011_ScreenRes.pdf University District Framework Plan (2010) - https://www.pdx.edu/campus-planning/university-district-framework-plan Diversity Action Plan (2012) - https://www.pdx.edu/diversity/diversity-action-plan-0 Tree Care Plan (2014) - https://www.pdx.edu/sustainability/sites/www.pdx.edu.sustainability/files/Tree%20Care%20Plan%20Final_Pretty.pdf Water Conservation Plan (2016) - https://www.pdx.edu/sustainability/sites/www.pdx.edu.sustainability/files/PSU%20Water%20Conservation%20Plan.pdf Energy Management Plan (2015) - https://www.pdx.edu/sustainability/sites/www.pdx.edu.sustainability/files/SEM%20Plan.pdf Stormwater Management Plan (2005) - https://www.pdx.edu/sustainability/sites/www.pdx.edu.sustainability/files/sus_Stormwater_Management_Policy_0.pdf Sustainable Food System Plan (2014) - within the Food Service Contract (exhibit E), https://www.pdx.edu/sustainability/sites/www.pdx.edu.sustainability/files/Exhibit%20E%20Final%20Signed.pdf PSU Office Standards (2013) - https://www.pdx.edu/campus-planning/sites/www.pdx.edu.campus-planning/files/Office%20Space%20Standards.pdf PSU Furniture Standards (2016) - https://www.pdx.edu/campus-planning/sites/www.pdx.edu.campus-planning/files/Furniture%20Standards%2008_2016.pdf Solid Waste Management Plan (2017) - https://www.pdx.edu/construction/sites/www.pdx.edu.construction/files/2017-10-Technical-Design-Standards-Rev2C.pdf (appendix 01.14) Indoor Air Quality Plan (2017) - not available online yet Intergrated Pest Management Plan (2016) - https://www.pdx.edu/sustainability/sites/www.pdx.edu.sustainability/files/PSU%20IPM%20Plan%202016_LEED%20O%2BM.pdf

Sustainability Playbook: - Faculty development workshops offered each year - SNI partner MOUs completed, deepen student understanding of academic content, strengthen student professional skills, increase student sense of social responsibility, increase ability to work together better with partners, provide significant organizational capacity for partners, provide value to partners, make measurable impacts on local sustainability goals - Living lab program established with Campus Sustainability Office, projects advances campus sustainability priorities and metrics, students will identify the connection between academic content and the sustainability experiential learning, students will describe how their project helped support or made measurable progress on PSU’s campus sustainability, students will apply the sustainability experiential learning concepts locally, regionally, and globally to broaden project relevance, students will explain how the sustainability experiential learning related to the development or strengthening of their professional skills - Increasing number of CES projects per year Climate Action Plan: -Become a global leader in climate research and curriculum -Develop an administrative structure that actively integrates PSU ac academics with operations around climate mitigation projects -Adopt energy/climate learning objectives for PSU curriculum -Develop three strategic partnerships with other urban universities around the world on climate-related research and curriculum initiatives -Create a structure for Deans and the heads of PSU operation to meet and discuss climate projects Diversity Action Plan: -Produce graduates who can be leaders in a global community -Ensure that diversity is incorporated into the curriculum Bicycle Transportation Plan: -Expand and make more frequent the selection of maintenance and commuting workshops, possibly to the extent of developing a proprietary certification or curriculum. -Existing academic courses in bicycle and pedestrian facility planning and engineering could be supplemented with maintenance and commuting classes; such classes could be compiled into a bicycle coursework track or curriculum. Strategic Plan: -Enhance the ability of faculty to deliver culturally responsive pedagogy and curriculum, including universal design for learning. -Clarify academic pathways -Develop an academic plan with programs that prepare students for competitive advantage in life and career. - Provide flexible degrees to accommodate the diverse needs of students -Assess opportunities for innovative academic programs that align with career paths, locally and globally -Assess the array of academic program offerings on a regular basis to ensure relevance, quality and equity.

Sustainability Playbook: - Number of Research to Action events held each year, survey faculty to understand the value and make improvements to events - Increase availability of research funding for urban sustainability, increase number of publications resulting from research - Offer financial incentives for faculty teams to work with neighborhood partners - Work with development to create research funding streams - Reflect on compiled data and connect with other units for utilization potential. Climate Action Plan: -Become a global leader in climate research and curriculum -Develop an administrative structure that actively integrates PSU ac academics with operations around climate mitigation projects -Adopt energy/climate learning objectives for PSU curriculum -Develop three strategic partnerships with other urban universities around the world on climate-related research and curriculum initiatives -Create a structure for Deans and the heads of PSU operation to meet and discuss climate projects Bicycle Transportation Plan: -Collaborate among various PSU institutions, such as the Oregon Transportation Research and Education Consortium (OTREC), the Initiative for Bicycle and Pedestrian Innovation (IPBI), and the Center for Transportation Studies (CTS), the College of Urban and Public Affairs, the School of Engineering and Computer Science, and others to engage students and employees in bicycle-related data collection and research. Strategic Plan: - Create opportunities for faculty and graduate students to develop and enrich their research efforts. -Determine and prioritize research investment and academic program development in areas where PSU is known for excellence, that show the greatest potential for collaboration and in which we have a competitive advantage. -Promote and incentivize faculty research, including support for disciplines with limited opportunities for external funding.

Sustainability Playbook: - Publish signature sustainability events calendar and host free, open events - Create student leadership and resource toolkit - Gather baseline data of Enrollment Management and Student Affairs departments with sustainability goals - Increase involvement with student life programs - Create sustainability newsletter and promote blog and social media tools, increase social media followers/likes - Hire student ambassador to give sustainability tours - Promote Ashoka change maker campus initiatives - Tailor programs and communications to PSU’s diverse student body Bicycle Transportation Plan: -promote awaremenss and support of bicycle commute options for the entire university community via outreach, marketing material, community involvement and outreach, and incentive programs

Climate Action Plan: -Develop destination and gathering spaces -Connectivity, complete a green urban design University District Framework Plan -create a public realm that promotes pedestrian activity and a streetscape that prioritizes the pedestrian experience -create interconnected public spaces Sustainability Playbook: -PSU is known regionally and nationally for catalyzing and advancing dialogue and action around priority issues related to urban sustainability, ecosystem services and social sustainability -PSU is known nationally for delivering sustainability science and education that is relevant and connected to on-the-ground practitioner needs. -PSU, through the Institute for Sustainable Solutions and Research and Strategic Partnerships, is seen as a trustworthy and effective forum for convening around complex issues. - PSU Impact Entrepreneurs is a key partner for aspiring and existing social entrepreneurs and a leader in strengthening the ecosystem for social entrepreneurship on campus and in the community. - PSU’s Community Environmental Services is recognized as a model for innovative collaboration between students and external organizations and expands into new markets -PSU’s sustainability alumni are connected to the university and provide a vibrant link between the university and the broader sustainability community in Portland and beyond. Strategic Plan: -Sustain the community engagement experience throughout the lives and careers of alumni by connecting students and campus initiatives to alumni who wish to remain engaged. -Expand engagement with regional school districts to ensure more students are prepared for college. -Facilitate opportunities for partners who wish to join us for community-based learning, applied and collaborative research, internship placement and initiatives that build community -Align PSU’s workforce and career pathway strategy with regional economic plans. -Work in concert with Oregon Health & Science University and other partners to create innovative health and life sciences programs.

Climate Action Plan: -Carbon Neutrality by 2040 -80% below 2008 GHG levels by 2030 Indoor Air Quality Management Plan: -Address existing and potential IAQ problems -Develop and implement a plan for facility operations and maintenance -Manage processes with significant pollutant sources -Education and communication -Establish procedures for responding to IAQ complaints

Climate Action Plan: -Measurable Objective: Starting in 2012, all new buildings and major renovations to be LEED Gold Minimum -There are also numerous specific standards set for building efficiency, reuse of existing resources, healthy materials, storm water management, landscaping, and more. Office Standards: -Reduce the number of hard walled offices constructed to create flexible spaces, reduce energy costs, and create equity in the office setting

Climate Action Plan 2030 Energy Goals: -REDUCE ENERGY use per square foot 25% below 2000 levels through demand management -GENERATE 80% of total building-related energy use from local and renewable sources -INCREASE EFFICIENCY of the energy systems by 50% (2000 baseline) -REDUCE ENERGY use by 10% through better utilization and scheduling of buildings Energy Management Plan: -Goal #1: Reduce average campus EUI by 20% from Fiscal year 2012 levels for all buildings by FY 2022. This will result in $1,200,000 in annual operating cost savings and prevent the release of 5,200 MtCO2e of greenhouse gases annually. Future energy efficiency goals will be established as part of our ongoing evaluation and assessment process with the assistance of the Climate Action Plan Implementation Team, to be included in updates to this plan and to the Climate Action Plan. -Goal #2: Reduce average campus EUI by 35% from Fiscal year 2012 levels for all buildings by FY 2030. -Goal #3: Establish a net zero target for new energy demand -Objective #1: Gain and maintain the organizational commitment needed to successfully apply best practices in managing our energy consumption to reach our energy reduction goal(s). -Objective #2: Identify and apply best practices in facility operations to minimize energy related operating costs and enhance the reliability and longevity of building systems, equipment and infrastructure. -Objective #3: Identify and invest in financially attractive facility upgrades that reduce the PSU’s costs of asset ownership and contribute to reaching its energy reduction goal(s). -Objective #4: Establish and use purchasing and procurement standards that minimize PSU life cycle costs and total cost of ownership. -Objective #5: Adopt and apply new construction practices using integrated design principles to reduce the PSU’s costs of asset ownership and contribute to reaching its energy reduction goal(s). -Objective #6: Engage and empower company employees and building occupants as partners in organizational efforts to effectively manage energy use and reduce consumption. -Objective #7: Track & report on PSU performance to assure organizational accountability and continuous improvement in company efforts to effectively manage energy use and reduce consumption.

Dining Goals from Exhibit E. -Increase total local and third-party certified food expenditures each by 5% annually within each food category, based on fiscal year 2014 baseline for the duration of this contract. Climate Action Plan: -Incorporate embodied emissions analysis into the decision-making processes for purchasing materials, goods, and foods -Revise custodial and dining services contracts as they relate to recycling and compost.

Tree Care Plan objectives: -No net loss in Trees starting 2014 - if one tree comes down, another is planted. -Create a tree inventory in FY2015 Sustainability Playbook: -PSU’s natural environment is maintained in an exemplary fashion including sustainable stormwater management, reduced use of chemicals and diverse, ecologically responsible plantings. Integrated Pest Management Plan: -Implement all pest management strategies indicated in this plan 100% of the time (measured by number of applications). -Consider the relationship between pest biology and pest management methods. -Consider alternative physical, mechanical, or biological control pest management methods before chemical pesticides are used. -Improve methods for pest controls, in consideration of the impact on human health and the environment. -Continue evaluation of the integrated pest management program. -Continue training and education.

Climate Action Plan: -REDUCE embodied emissions for select commodities by 25% (2008 baseline) -Incorporate emobdied emissions analysis into the decision-making prrocesses for purchashing materials, goods, and foods Sustainability Playbook: -PSU is a leader in waste reduction, water conservation, fiscal responsibility and climate action through its operations practices and policies.

2030 Climate Action Plan Goals: -Maintain 2010 levels of travel emissions -Establish a local offset program for travel that is used by 75% percent of travelers. -Reduce the mode share of drive alone trips to 15% of commute trips made to the PSU campus. -Reduce the per capita number and distance of commute trips to the PSU campus. -Lower the carbon impact of vehicles used in the commute to campus. Bicycle Transportation Plan Goals: 2030 -INCREASE THE SHARE OF EMPLOYEE AND STUDENT COMMUTE TRIPS TAKEN BY BICYCLE -INCREASE THE PERCENTAGE OF CAMPUS RESIDENTS WHO USE BICYCLES FOR THEIR TRANSPORTATION NEEDS -PROMOTE CAMPUS AWARENESS OF BICYCLING -IMPROVE BICYCLE ACCESS TO, FROM, AND WITHIN THE UNIVERSITY DISTRICT -INCREASE THE AVAILABILITY AND DISTRIBUTION OF SHORT-TERM BICYCLE PARKING -INCREASE THE AVAILABILITY AND ATTRACTIVENESS OF LONG-TERM BICYCLE PARKING ON CAMPUS -EXPAND BIKE HUB MEMBERSHIP, SERVICES, AND RETAIL OFFERINGS -PROMOTE AWARENESS AND SUPPORT OF BICYCLE COMMUTE OPTIONS FOR THE ENTIRE UNIVERSITY COMMUNITY -SUPPORT AND ENCOURAGE CITY, TRIMET, METRO, AND STATE BICYCLING INITIATIVES -CONTINUE AND EXPAND SURVEY AND DATA COLLECTION EFFORTS TO IDENTIFY PROGRAM AND FACILITY SUCCESSES AND DEFICIENCIES

Waste Goals 2030 -REDUCE solid waste generated on campus by 25% (2008 baseline) -REDUCE landfill-bound waste to 10% of total waste generated Solid Waste Management Plan: -Ongoing-Consumables: Reuse, recycle or compost 70% of ongoing consumable items and food scraps in the total waste stream (by weight ) -Durable Goods: Reuse/recycle 75% of durable goods in the total waste stream (by weight or volume) -Facility Alterations and Additions: Divert at least 70% of construction waste (by weight or volume) from facility alterations and additions -Mercury Containing Lamps: Divert 100% of all mercury containing lamps -Batteries: Divert at least 80% of all batteries

Water Conservation Plan: -Continue to implement water conserving fixtures and appliances as noted in the Technical Design Standards and update standards at least annually to reflect evolving water efficient technologies. -PSU will pursue LEED for Existing Buildings, Operations & Maintenance in at least two, likely four, campus buildings. Certification of first two buildings to be completed in 2017. -The Campus Sustainability Office will work with the Utility Manager to identify incentive opportunities to fund increased water conservation measures (e.g. through City of Portland Water Bureau). - Ensure that each annual round of Green Revolving Fund project selection considers at least one water conservation project -Prioritize WE credits on all new LEED projects. -Enable water use reduction through improved data: PSU is entering a third party bill pay partnership with ECOVA which will provide meter-level detail for all water and irrigation consumption, and thus more accurate consumption data to assist in meeting quantitative reduction goals. -Establish a quantitative irrigation reduction goal: To be established fall 2018, after modernization of central irrigation system is complete and all controllers are installed, ECOVA partnership is established, and accurate baseline is determined. -No net increase in irrigated acreage. -Increase use of native plants with low water requirements. -Continued modernization of central irrigation system to cover over 50% of PSU’s irrigation needs: three additional irrigation controllers and several flow sensors will be installed. -Improve soil quality as needed in irrigated areas to improve water absorption and reduce reliance on irrigation through: ---Planning for water efficiency in new landscaped spaces: carefully consider characteristics like sun exposure, shade, slopes, and soil types when choosing plants for new spaces ---Mulch landscaped areas to retain soil moisture, suppress weeds, slow evaporation, and protect roots.

Diversity Action Plan: -Produce graduates who can be leaders in a global community: ---Objective 1: Increase proportion of PSU students who go abroad. ---Metric 1: Increase 6% from current levels by 2015, increasing by 3% every five years. -Ensure that diversity is incorporated into the curriculum: ---Objective 1: The Center for Academic Excellence assessment team will work with academic units to advance their programmatic, diversity learning goals. ---Metric 1: Move each academic unit along the learning assessment continuum. -Create more robust communication channels to bring the world to the campus and the campus to the world: ---Objective 1: Continue the ―U Belong‖ at PSU campaign and highlight new video profiles of diverse faculty, students, and staff. ---Metric 1: Annual increase in the number of new videos and profiles published on the Web site ---Objective 2: Expand the ―U Belong‖ campaign to include student stories in other languages targeted at Native American and international students. ---Metric 2: Annual increase in the number of video ―hits‖ from outside the United States ---Objective 3: As resources allow, produce more ―U Belong‖ videos generally, and make sure they stay in frequent rotation with the other videos featured on the home page of the PSU Web site. ---Metric 3: Annual increase in the number of ―U Belong‖ videos produced and the frequency with which they are viewed on the PSU Web site ---Objective 4: Increase the number of courses with diversity themes that are produced either wholly or in part for the online environment. ---Metric 4: Number of new courses that are offered online -Endorse a campus-wide cultural competency training plan: ---Objective 1: Implement a core training program for all staff, faculty, and student employees in order to help ensure that all employed members of the campus community know how to engage with others in ethical and legal ways that promote professionalism and respect. ---Metric 1: 80% of University employees have completed the training by July 1, 2013 -Recruit and Retain Diverse Faculty and Staff: ---Objective 1: Increase efforts and innovative strategies to attract and accept faculty and staff applications from historically underrepresented or marginalized communities to a level that reflects the demographics of those communities. ---Metric 1: AAP workforce data Portland State University -- 2011-2012 Diversity Action Plan ---Objective 2: Foster a campus community that celebrates differences, and is welcoming and inclusive toward faculty and staff from historically underrepresented or marginalized communities. ---Metric 2: Workforce retention data and climate/culture audit ---Objective 3: Supplement promotion and tenure standards to include ―diversity efforts‖ as a measure to achieve promotion and tenure status. ---Metric3: Satisfaction survey or other measurement -Recruit and retain a greater number of historically underrepresented, historically underserved and international students: ---Objective 1: Identify and increase strategic initiatives that support historically underrepresented student access and success. ---Metric 1: Increase overall undergraduate (UG) — new freshmen (FR) and transfers (TR) underrepresented student enrollment. ---Metric 2: Meet or exceed underrepresented first time FR and TR goals for student retention rate goals of 75% (FR) and 82% (TR). ---Objective 2: Identify and increase strategic initiatives that support the access and success of Latino/a students. ---Metric 1: Meet or exceed new UG FR and TR Latino/a student enrollment goal of 181 FR and 341 TR by Fall 2013. ---Metric 2: Meet or exceed FTF and TR goals for Latino/a student retention rate goals of 75% FR and 85% TR by Fall 2013. ---Objective 3: Identify and increase strategic initiatives that support international student enrollment. ---Metric 1: Meet or exceed new UG FR and TR international student enrollment goal of 80 FR and 100 TR by Fall 2013. ---Objective 4: Identify and increase strategic initiatives that support access for Certified Veteran Students. ---Metric 1: Meet or exceed overall Certified Student Veteran enrollment (undergraduate and graduate) goal of 1,000 by 2013. -Objective 5: Identify and increase strategic initiatives that support Native American student enrollment by coordinating recruitment strategies with tribal colleges, universities and tribal education departments to increase the number of student applicants from tribal nations. ---Metric 1: Increase new UG FR and TR Native American student enrollment commensurate with high school graduation levels of the districts locally and nationwide by Fall 2013. -Develop and support relationships with community, alumni and other partners: ---Objective 1: PSU should increase its emphasis on recruiting and graduating more students of color. The eventual goal should be to have a student body that is representative of the region‘s demographics. ---Metric 1: Increase in diversity of student body and graduation rates of students of color ---Objective 2: Given PSU‘s commitment to incubating and accelerating the creation of new businesses, every effort should be made to enroll and graduate more immigrant students, particularly those with an interest in business. ---Metric 2: Increase the diversity of the student body in the School of Business. ---Objective 3: Work with the PSU Office of Advancement to develop a systematic approach to tapping our international alumni base for targeted giving, mentoring and employer facilitation. ---Metric 3: Increased giving from international students and their families. ---Objective 4: Work with the Office of Business Affairs to increase the number of contracts with Minority, Women and Emerging Small Business (MWESB) firms. ---Metric 4: Annual increase in the number and amount of MWESB contracts ---Objective 5: Develop and support relationships with community, alumni, tribes, and other partners. Strategic Plan: -Elevate Student Success ---explore and put in place new strategies to contain the cost of completing a PSU degree ---Undertake efforts to improve academic success by increasing the inclusion of, respect for and affirmation of all communities of students. ---Explore and commit to measures that improve overall student wellness, safety, food and housing security and other concerns that can become barriers to student success. ---Expand culturally responsive and culturally specific supports for students from diverse communities. ---Establish orientation programs that address linguistic and cultural needs. ---Increase access to, and education about, scholarship opportunities, particularly for socio-economically disadvantaged students. ---Create stronger linkages between research centers and institutes that hire graduate students with graduate students seeking financial support. --- Expand opportunities for international and cross-cultural learning experiences, including study abroad, campus exchanges, internships, community-based learning and co-curricular programs. ---Increase international and cross-cultural perspectives on campus and in the classroom. ---Expand financial support to increase the number and demographic diversity of study abroad participants. ---Create opportunities for international and intercultural engagement in existing campus housing, cultural and recreation programs. --- Develop innovative language immersion in academic and extracurricular activities. ---Equity Lens -----Recognize that disparities in the retention and graduation rates of underrepresented students necessitate an investment in culturally responsive advising. -----Support faculty to understand equity issues to foster better relationships with historically marginalized and underrepresented students. -----Develop academic experiences, including community-based learning that use universal design, accessibility and appropriate accommodations to ensure an equitable and inclusive learning experience for all students. -Advance Excellence in Teaching and Research ---Create opportunities for continuous employment and shared governance for non-tenure eligible, teaching-intensive faculty ---Establish a new adjunct appointment category that recognizes sustained teaching excellence and offers competitive compensation. ---Examine, diversify and strengthen our teaching evaluations for all faculty to move beyond disproportionate reliance on student course evaluations. ---Maintain an array of academic programs that reflects our academic priorities, including a focus on equity and social justice. ---Equity Lens -----Strengthen this goal by committing internal resources to support academic, research and creative activities that diversify our scholarly portfolio and the knowledge we generate on campus. -----Consider differentiating PSU in the marketplace by rebranding our scholarly outputs to reflect specific values related to equity, collaboration and reciprocity - that are community-based and partnership focused. -Extend our Leadership in Community Engagement ---Equity Lens -----Acknowledge that authentic community engagement is reciprocal. -----Commit to collaboration that is mutually beneficial and brings real value to (and does not harm or diminish) PSU’s community partners. -----Help PSU and its partners build greater capacity for advancing community wellbeing by designing partnerships that maximize social justice and racial equity. -----Develop partnerships that take into consideration the full costs of internships, service-learning, and experiential learning pedagogies. -----Accommodate students with limited financial resources who may struggle to balance family and work with the time commitments required by community based learning.

Strategic Plan: - Develop a strategy for leveraging our purchasing, employment, and investment priorities to advance equity, sustainability and community wealth-building. -Ensure sufficient reserves to manage through the cyclical budgetary nature of higher education funding and to make longer term strategic investments

Strategic Plan: -Promote diversity through hiring and retention -Provide professional development opportunities and support for staff -Create expectations, training and incentives for faculty, staff, and students to regularly participate in culturally responsive education and sharing opportunities Diversity Action Plan: - Implement a core training program for all staff, faculty, and student employees in order to help ensure that all employed members of the campus community know how to engage with others in ethical and legal ways that promote professionalism and respect. -Increase efforts and innovative strategies to attract and accept faculty and staff applications from historically underrepresented or marginalized communities to a level that reflects the demographics of those communities. -Foster a campus community that celebrates differences, and is welcoming and inclusive toward faculty and staff from historically underrepresented or marginalized communities.

Strategic Plan: -Create opportunities for international and intercultural engagement in existing campus housing, cultural and recreation programs.

Mission: We are dedicated to collaborative learning, innovative research, sustainability and community engagement. Values: We commit to curiosity, collaboration, stewardship and sustainability.

Sustainability is a promise that present and future generations will have the opportunity to enjoy productive and rewarding lives. Picture a healthy environment that supports a thriving economy, strong families and vibrant communities, a place where all citizens are valued and engaged in governance. Imagine that these opportunities extend equitably to those in the present generation and are also available for future generations. The environmental, social and economic realms function as an interconnected dynamic system, not as separate parts.

PSU has signed Second Natures Climate Commitment, Carbon Commitment, and Resilience Commitment combining a focus on both carbon emissions accounting as well as planning for resiliency. PSU has developed a campus-wide plan for achieving carbon neutrality and is the beginning phases of developing a collaborative resiliency plan with the City of Portland and other institutions. Moving the Needle: Advancing Women in Higher Education: PSU recently signed this commitment agreeing to provide training, resources, and opportunities for women to advance into leadership roles at the University PSU has also made a formal declaration for the support of sustainability. https://www.pdx.edu/sustainability/sites/www.pdx.edu.sustainability/files/psu_sust_declaration.pdf