Behind the green machine: sustainability is socially responsible and economically viable.

The greening of campuses, initially a social cause pressed primarily by student advocacy groups, has now proved its worth on numerous fronts--from recycling to energy management to green buildings to organic foods and more. But perhaps the biggest surprise of the green movement is that it makes compelling economic sense for campuses to go green. As a result, more and more colleges and universities are initiating sustainable practices and then measuring the results.

In fact, such challenges are now frequently integrated into a school's larger purpose. At Colgate University (NY), for instance, Vice President of Administration Services Mark Spiro says, "The educational mission of our school is tied inextricably to our sustainability efforts. The quality and philosophy of the maintenance of our physical properties support our goal of academic excellence, and we test both against our master plan. We want to be reliable stewards of our campus and natural resources." What's more, says Spiro, vendor relationships really count. "Our partners are integral to our overall mission of creating the right image as well as the right reality," he maintains.

But it takes work. At Colgate, there are dozens of different sustainability efforts going on at any given time, Spiro points out. "They definitely show, even to a casual visitor," he says. And there are numerous payoffs he adds, including reducing chemicals on campus landscapes by two-thirds, and saving dollars by controlling energy usage.

At Oberlin College (OH), the improved quality of the campus environment serves numerous goals, including providing the optimal environment for students to succeed and faculty to perform. "Our facilities staff is intimately involved in supporting our green mission," says Andrew Evans, VP of Finance. "For sustainability as well as for other reasons, our facilities team is at the table when we start planning new buildings as well as planning the maintenance of our grounds. Our partnership with ARAMARK Facilities Services is a prime example of academia integrating with partners. AFS knows what we're about because they're all about the same thing--from keeping the campus green, to planning energy-efficient lighting to economically managing resources."

But it's all about creativity, not just checklists, says Evans. "lf our campus administration asks us to meet a facilities goal--say, save 20 percent in energy costs--our facilities team works with us to make it happen. And the savings may be more creative than simple cost cuts. It could be in the form of payback or increased revenues from some of the initiatives that were started as green solutions."

The Oberlin/AFS partnership is also about paying attention to details that other schools might miss, says Evans. Oberlin, for example, uses recycled carpet, and the carpet is leased rather than purchased. Evans believes that Oberlin's comprehensive measures and constant vigilance place the school among the greenest campuses in the country. "Our students are sensitive to and appreciate our commitment," he says, pointing to the chief payoff. "We really make an effort to be good citizens and neighbors."