Buildings, energy and climate

BEC1 Flagship action: Scale-up the “Reinvest in Energy Efficiency Projects” program to reduce energy consumption, emissions, and electrical demand.

Energy efficiency is one of the most cost-effective ways to reduce greenhouse gas emissions, conserve electricity and lower operating costs. A major benefit of energy conservation is that it lowers the cost of “PIVOT”, the UW’s phased effort to tran-sition the Seattle campus from its existing steam-based heating system to a more efficient, electrified hot-water system. Reducing building energy demand will decrease the size and cost of the new infrastructure needed to support this transition, especially as electricity demand and utility costs continue to rise.

On the UW’s Seattle campus, the Reinvest in Energy Efficiency Projects (REEP) program provides an established structure for advancing this work. Led by Campus Energy, Utilities & Operations (CEUO), the program prioritizes projects based on energy con-served, emissions impact, financial return, operational benefit and facility needs. UW Bothell and UW Tacoma are also advancing campus-specific approaches, including building controls, load management, efficient equipment upgrades and planning to reduce reliance on natural gas heating.

These efforts are especially important as UW prepares for broad-er electrification. Using energy more efficiently can help preserve electrical capacity for future projects, support reliable operations and reduce exposure to rising utility costs. This action is integral to the Energy Renewal Plan, while supporting compliance with the state’s Clean Buildings Performance Standard and the UW’s broader energy and decarbonization goals.

Timeline: Annual/Ongoing

• 2026 - Track and expand the list of priority energy conservation projects at each campus.
• 2027 - Apply for and utilize all available funding sources for energy efficiency project implementation, such as capital budget requests, state Commerce grants, utility incentives, Climate Commitment Act funds and other partnerships.
• 2029-2030 - Publicize the outcomes of REEP, including the avoided utility cost savings from projects and direct those savings to energy efficiency initiatives. Monitor implementation and refine guidance based on project outcomes and feedback. Report progress and update emissions reduction forecasts based on capital investments.

Funding needs: At the Seattle campus, action implementation will be led by the UW Facilities Campus Energy, Utilities & Operations team as part of the existing resource conservation program.

Tracked metrics: 

• Increase in amount ($) invested annually into energy efficiency projects
• Percent decrease in energy use and greenhouse gas emissions
• Success of capital funding requests

Lead partners: UW Facilities

Campus connections:

• This action is centered on the Seattle campus, where the central power plant and building energy systems represent the largest share of the University’s direct greenhouse gas emissions.
• At UW Tacoma, the 2025 Campus Master Plan creates a framework for future growth that integrates building electrification, high-performance design and more resilient utility infrastructure.
• UW Bothell has already made progress through LED lighting, building controls, load management, solar energy and renewable electricity purchasing, creating a strong foundation for future efficiency and electrification projects.

BEC2: Publish and share annual greenhouse gas emissions progress and performance summaries to UW leadership and community.

UW Sustainability will track, measure and publish Scope 1 and 2 greenhouse gas emissions on the UW Sustainability website annually. Facilities recently invested in EnergyCap software for tracking utility data, and this new system will make annual reporting of total University emissions a more manageable task. This commitment to annual reporting of progress was identified as a priority during the SAP community engagement sessions, as it fosters transparency and accountability for UW achieving its goals.

Every five years, UW Sustainability will publish a comprehensive greenhouse gas inventory that includes Scope 1, 2, and 3 emissions. Scope 3 emissions are not tracked in a centralized system, and the data collection spans a broad range of categories including procurement, travel, commuting and waste systems. UW Sustainability plans to improve the granularity of Scope 3 emissions tracking where feasible. A full organizational inventory of all emissions will be completed on a five-year cycle, with the next comprehensive inventory scheduled for 2030.

Timeline: Scope 1 & 2: Annual – starting FY29; Scope 3: Every 5 years – starting FY31

• 2026-2027 - Establish annual reporting scope and metrics aligned with the UW’s emissions reduction goals.
• 2028 - Publish progress on the UW Sustainability website. Adjust and refine reporting format as needed.

Tracked metrics: 

• Status of greenhouse gas emissions report published and shared.

Campus connections: Each campus will contribute to annual greenhouse gas reporting using a consistent methodology, enabling coordinated progress tracking across the University.

Funding needs: Additional funding required. Requires staff time, data infrastructure, and coordination across campuses.

Lead partners: UW Sustainability, UW Facilities

BEC3: Establish a working group focused on conserving water and reducing combined water and sewer costs.

A new water working group will help reduce water use and associated costs through expanded metering, monitoring, behavior change and proactive maintenance. The near-term focus is to launch a small pilot program on the Seattle campus that connects building water meters to the campus electronic data system. This will allow water use data to be tracked in real time and flagged for irregularities. Buildings with the highest water consumption will be prioritized to maximize cost savings and conservation impact.

Improving monitoring systems allows the University to identify issues such as leaks, malfunctioning fixtures and faulty sensors before they escalate into larger problems. This action serves as a stepping stone towards the long-term target of installing meters with a connection to backend data systems in high-use water buildings across all UW campuses

Timeline: Working group established by the end of FY28; pilot implementation and evaluation ongoing.

• 2026-2027 - Form the water conservation working group and identify priority buildings where metering connection to the back-end data system is needed.
• 2028-2029 - Pilot meter connection and begin monitoring data and identify leaks, irregularities, faulty sensors, and maintenance needs.

Tracked metrics:

• Status of Working Group formation.
• Number of buildings where water meter to data connection is completed through the pilot program.
• Reduced water use consumption and/or water use intensity.
• Number maintenance issues resolved proactively (vs. reactive repairs).
• Water and sewer cost savings from issues addressed through new monitoring.

Funding needs: Requires investment in metering infrastructure, staff coordination, and outreach materials.

Campus connections: The initial pilot will focus on the Seattle campus due to the magnitude of water consumption. Lessons learned from pilot efforts will inform water conservation and monitoring practices across all campuses.

Lead partners: UW Facilities

BEC4: Launch a Green Labs program focused on conserving resources and cost while continuing to foster innovation.

An assessment of Green Labs Programs at 28 peer research institutions revealed that these programs are moving the needle on conservation and cost savings. Green labs Programs at other colleges and universities across the country typically provide resources and promote behavior change on the following topic areas: energy, water, waste, chemical management and purchasing. For example, at peer institutions, a Shut the Sash campaign has yielded savings of up to $1 million a year; a significant cost savings from UW’s annual cost of approximately $3.7 million associated with running fume hoods in lab and class spaces.

The Green Labs working group will provide guidance and expertise to develop a successful UW program over time. This will likely include a phased roll-out of program offerings (such as preventative freezer maintenance or green chemical alternatives) to pilot, test and refine before scaling up to the University-wide level. In addition, the new Green Labs Program will provide tools, resources and guidance to help labs adopt more efficient practices, foster behavioral change and create a culture of conservation that is embedded in daily research operations.

Timeline: Launch by the end of FY31

• 2027 - Develop a strategic, phased approach to build various aspects of the program over time (energy, water, waste, chemical management, purchasing)
• 2028 - Pilot one program offering or focus area, such as preventative freezer maintenance or green chemical alternatives.
• 2029-2030 - Evaluate pilot outcomes, refine program offerings, and develop tools and guidance to support a broader Green Labs program launch by 2030.

Tracked metrics:

• Number and percent of labs enrolled in the Green Labs program
• Annual energy and water savings from participating labs

Funding needs: Additional funding for anticipated additional staff time and lab engagement resources.

Campus connections: UW Bothell and UW Tacoma will participate in the Green Labs Working Group and adapt program offerings to reflect the scale and research focus of their respective campuses.

Lead partners: Green Labs Working Group, UW Environmental Health & Safety, UW Facilities, UW Medicine

BEC5: Develop a University-wide strategy to guide best practices and cost-effective decision-making for solar energy installations.

The UW has multiple solar installations on our campuses and at other University-owned facilities. These include rooftop systems, solar-integrated picnic and bike shelters, and most recently a pilot installation in the Seattle campus’ E18 parking lot. While these projects represent meaningful progress, questions remain about how to maximize the environmental, economic and community value of future solar investments. For example, the city of Seattle’s Energy Code requires new buildings over a certain size to install a minimum amount of solar on the roof, which presents a variety of maintenance challenges at the Seattle campus. This action establishes a working group to evaluate existing installations, address obstacles and explore alternative compliance pathways that advance solar energy in a strategic, cost-effective manner.

The working group will also explore additional opportunities to invest in renewables, such as community solar and power purchase agreements. The goal is to develop a comprehensive, University-wide solar strategy with best practices to guide decision-making for new construction, renovation projects and future renewable energy investments.

Timeline: Complete by the end of FY31

• 2026-2029 - Convene an internal working group to develop a solar strategy document that outlines preferred and alternative options for solar installation. Engage partners, especially private industry experts and UW Solar, to help advise on the strategy document.
• 2030 - Edit, revise, and publish the solar strategy document.

Tracked metrics: 

• Status of Working Group formation
• Solar strategy document completed
• Gaps and issues related to solar installation are addressed and improved

Funding needs: Requires capital investment, permitting, and long-term maintenance planning.

Lead partners: UW Solar, UW Facilities, Transportation Services

Campus connections: The solar strategy will provide shared guidance for renewable energy investments across the University.