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  • AASHE-STARS

The Sustainability Tracking, Assessment & Rating System™ (STARS) is a transparent, self-reporting framework for colleges and universities to measure their sustainability performance.

Overall Rating Gold
Overall Score 68.76
Liaison Kimberly Williams
Submission Date Feb. 27, 2015
Executive Letter Download

STARS v2.0

George Washington University
PA-2: Sustainability Planning

Status Score Responsible Party
Complete 4.00 / 4.00 Meghan Chapple
Director of Sustainability, Senior Advisor on University Sustainability Initiatives
Office of Sustainability
"---" indicates that no data was submitted for this field

Does the institution have current and formal plans to advance sustainability in the following areas? Do the plans include measurable objectives?:
Current and Formal Plans (Yes or No) Measurable Objectives (Yes or No)
Curriculum Yes Yes
Research (or other scholarship) Yes Yes
Campus Engagement Yes Yes
Public Engagement Yes Yes
Air and Climate Yes Yes
Buildings Yes Yes
Dining Services/Food Yes Yes
Energy Yes Yes
Grounds Yes Yes
Purchasing Yes Yes
Transportation Yes Yes
Waste Yes Yes
Water Yes Yes
Diversity and Affordability Yes No
Health, Wellbeing and Work Yes Yes
Investment Yes Yes
Other Yes Yes

A brief description of the plan(s) to advance sustainability in Curriculum:

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.


The measurable objectives, strategies and timeframes included in the Curriculum plan(s):

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.


Accountable parties, offices or departments for the Curriculum plan(s):

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


A brief description of the plan(s) to advance sustainability in Research (or other scholarship):

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.


The measurable objectives, strategies and timeframes included in the Research plan(s):

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.


Accountable parties, offices or departments for the Research plan(s):

Executive Director of Sustainability, Provost Office


A brief description of the plan(s) to advance Campus Engagement around sustainability:

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]


The measurable objectives, strategies and timeframes included in the Campus Engagement plan:

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


Accountable parties, offices or departments for the Campus Engagement plan(s):

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


A brief description of the plan(s) to advance Public Engagement around sustainability:

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]


The measurable objectives, strategies and timeframes included in the Public Engagement plan(s):

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.


Accountable parties, offices or departments for the Public Engagement plan(s):

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


A brief description of the plan(s) to advance sustainability in Air and Climate:

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]


The measurable objectives, strategies and timeframes included in the Air and Climate plan(s):

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


Accountable parties, offices or departments for the Air and Climate plan(s):

Office of Sustainability, Facilities


A brief description of the plan(s) to advance sustainability in Buildings:

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]


The measurable objectives, strategies and timeframes included in the Buildings plan(s):

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.


Accountable parties, offices or departments for the Buildings plan(s):

Office of Sustainability, Facilities Services


A brief description of the plan(s) to advance sustainability in Dining Services/Food:

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]


The measurable objectives, strategies and timeframes included in the Dining Services/Food plan(s):

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


Accountable parties, offices or departments for the Dining Services/Food plan(s):

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


A brief description of the plan(s) to advance sustainability in Energy:

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]


The measurable objectives, strategies and timeframes included in the Energy plan(s):

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


Accountable parties, offices or departments for the Energy plan(s):

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


A brief description of the plan(s) to advance sustainability in Grounds:

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]


The measurable objectives, strategies and timeframes included in the Grounds plan(s):

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.)


Accountable parties, offices or departments for the Grounds plan(s):

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


A brief description of the plan(s) to advance sustainability in Purchasing:

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]


The measurable objectives, strategies and timeframes included in the Purchasing plan(s):

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


Accountable parties, offices or departments for the Purchasing plan(s):

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


A brief description of the plan(s) to advance sustainability in Transportation:

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]


The measurable objectives, strategies and timeframes included in the Transportation plan(s):

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.


Accountable parties, offices or departments for the Transportation plan(s):

Office of Sustainability, Transportation and Parking Services, Facilities Services


A brief description of the plan(s) to advance sustainability in Waste:

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]


The measurable objectives, strategies and timeframes included in the Waste plan(s):

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


Accountable parties, offices or departments for the Waste plan(s):

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


A brief description of the plan(s) to advance sustainability in Water:

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


The measurable objectives, strategies and timeframes included in the Water plan(s):

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


Accountable parties, offices or departments for the Water plan(s):

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


A brief description of the plan(s) to advance Diversity and Affordability:

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 measurable objectives, strategies and timeframes included in the Diversity and Affordability plan(s):
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Accountable parties, offices or departments for the Diversity and Affordability plan(s):

The Office of Diversity and Inclusion, Office of the Provost


A brief description of the plan(s) to advance sustainability in Health, Wellbeing and Work:

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]


The measurable objectives, strategies and timeframes included in the Health, Wellbeing and Work plan(s):

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


Accountable parties, offices or departments for the Health, Wellbeing and Work plan(s):

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


A brief description of the plan(s) to advance sustainability in Investment:

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]


The measurable objectives, strategies and timeframes included in the Investment plan(s):

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


Accountable parties, offices or departments for the Investment plan(s):

Office of Sustainability, Finance Division


A brief description of the plan(s) to advance sustainability in other areas:

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]
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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]


The measurable objectives, strategies and timeframes included in the other plan(s):

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

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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


Accountable parties, offices or departments for the other plan(s):

Office of Sustainability


The institution’s definition 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.


Does the institution’s strategic plan or equivalent guiding document include sustainability at a high level?:
Yes

A brief description of how the institution’s strategic plan or equivalent guiding document addresses sustainability:

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.


The website URL where information about the institution’s sustainability planning is available:

The information presented here is self-reported. While AASHE staff review portions of all STARS reports and institutions are welcome to seek additional forms of review, the data in STARS reports are not verified by AASHE. If you believe any of this information is erroneous or inconsistent with credit criteria, please review the process for inquiring about the information reported by an institution and complete the Data Inquiry Form.