leith sharp [email protected] [email protected] sustainability leadership for the 21 st...

Leith [email protected]

[email protected]

Sustainability Leadership for the 21st Century

Simple Lighting Retrofit Project

• Location: student residence (~300 students)

• Proposed savings:

• Annual savings >$20,000• Payback <3 yrs

Process…

No progress for many years because no dedicated attention, money or time

Understanding The Art of Change Management

School

Fin Mgr (capital budget)Fin Mgr (operating budget)

Facility DirectorBuilding Manager (Superintendent)

House Master

House occupants (students)REP coordinator (student)

1My Staff


Facilities staff overstretched, need dedicated assistance to find new projects


Green Campus

Loan Fund

School



House Master


2 1My staff


No money in annual maintenance budget, loan fund provided


Vendor

Sales RepTechnician

School



House Master


2 1

3


Facility manager was overstretched, dedicated project management TIME needed

Green Campus

Loan FundMy staff


Vendor

Sales RepTechnician

School

Financial Manager (capital budget)Financial Manager (operating budget)


House Master


2 1

3

4


Green Campus

Loan FundMy staff

Senior finance management hesitates to give approval, needs convincing


Vendor

Sales RepTechnician

School



House Master


2 1

3

4

56


Green Campus

Loan FundMy staff

Building management must provide approval, needs convincing


Vendor

Sales RepTechnician

School



House Master


2 1

3

4

56


Green Campus

Loan FundMy staff

8

910

1112

7

House Master concerned re:AESTHETICS, needs lots of engagement & discussion


Full Process = 3 months of constant facilitation by Green Campus Staff

Vendor

Sales RepTechnician

School



House Master


Maintenance crew

Univ. Ops

12

3

4

5

67

8

910

1112

13

14


Green Campus

Loan FundMy staff

Concern regarding maintenance of new light bulbs, basic training needed


Full Process = 3 months of constant facilitation by Green Campus Staff

Vendor

Sales RepTechnician

School



House Master


Maintenance crew

Univ. Ops

12

3

4

5

67

8

910

1112

13

14

15

16

1718

19

20


Green Campus

Loan FundMy staff

Vendor PERFORMANCE inadequate, needed additional management Leg work to get final financial approval from loan fund advisory committee


Full Process = 3 months of constant facilitation by change managers

Vendor

Sales RepTechnician

School



House Master


Maintenance crew

Univ. Ops

12

3

4

5

67

8

910

1112

13

14

15

16

1718

19

20


Green Campus

Loan FundMy staff

TECHNOLOGY + ATTENTION + FUNDING + TIME + COMMUNICATION/NEGOTIATION, + APPROVALS + AESTHETICS + POLITICS + TRAINING + PROJECT MANAGEMENT


Most people believe that humans are innately averse to change.

This is not true.

A more accurate assessment is that people have an aversion to instability and risk and they assume that change

equals instability and risk.

We Need to Make Change Easier

People are actually invigorated by change when it occurs with adequate stability and low risk.

50+ LEED Certified or Registered Projects, Mostly LEED Gold

Rate of Growth re: Number of Green Building Projects on Harvard Campus

Extensive Change Management Process Used to Foster Organizational Conditions Necessary for Wide Scale Engagement, Innovation, Learning,

Leadership and Commitment

Putting Conditions in Place to Create the Turning Point

Engage Executive Leaders to Formalize Commitment

Streamlining and Reforming processes

Engage & Develop Capacities

Address Finance & Accounting Issues

Change Attitudes

Pilot Projects & Expand

2001 2002 2003 2004 2005 2006 2007 2008 2009 2011

5 12 163 4 50+ 23

5 12 163 4 50+ 23 80+

Finance and Accounting

Source: www.dilbert.com

Green Campus Loan Fund:

$12 million interest-free capital for conservation projects

Existing Buildings New Construction

Full capital cost covered

5 year payback maximum

Simple payback used

Cost delta funded

10 year payback maximum

Lifecycle costing used

$14.5+ million lent since 2001

180+ projects

27+% average return on investment

In Pioneering: Finance & Accounting Mechanisms Adopted To Embrace

Good Business Practice and Deeper Barrier Are Revealed

Lab Integrated Design and LCC Case Study: Weld Hill Ventilation Rates

Switch from 10 down to 6 Air Changes an Hour saves $130,000 first

cost, $22,000 annually.

18

Leverette Towers Financial Summary for Climate Neutrality

Financial CategoryNet present value through

2020

Investments (ECM, RET, Fuel Switch, Behavior) ($1,068,958)

Savings (ECM, RET, and Behavior) $1,142,947

Carbon Offset Purchases ($68,268)

TOTAL PROGRAM Net Present Value $5,721

Cost Neutral Climate Neutral Building Case Study

Leverett Towers Investment Summary

Component% of

PortfolioInvestment Period MTCDE/yr

Energy Conservation Measures 17% 2007-2009 255

Renewable Energy Technology (onsite) 3% 2007-2009 49

Fuel Switch 22% 2012-2020 345

Offsets 58% 2012-2020 888

Behavior Program ((2%)) 2007-2020 ((33))

(Further information can be provided by Debra Shepard ([email protected])

Organic LandscapingAnd Ground Managements Urban Agriculture, Organic

Community Gardening Projects

Green Laboratory Management

Waste Reuse

Waste Reduction and Recycling

Green HospitalitiesGreen Building Management

Green Finance & accounting: Life Cycle Costing

Green Purchasing Practices

THE BEST WAY FORWARD: Innovation funding for the Pilot Process

Moraine Valley

Wilbur Wright

KEY: IGEN Steering Committee Presidents IGEN Phase Staff Funded Colleges 2010-11 IGEN Green Economy/Green Jobs Centers 2010-11 IGEN funded colleges 2010-11

20

Illinois Green Economy Network: Unleashing the Power of Community College Collaboration to Drive the Green Economy

Decision Making Processes

Turnaround Leadership for Sustainabilityin Higher Education

Geoff ScottGeoff ScottLeith SharpLeith Sharp

Daniella TilburyDaniella TilburyElizabeth DeaneElizabeth Deane

Top 10 Individual Attributes for Driving Education for Sustainability into Core Business

1.Having energy, passion and enthusiasm for learning and teaching 2. Being willing to give credit to others 3. Empathizing and working productively with staff/faculty from a wide range of backgrounds 4. Being transparent and honest in dealings with others 5. Being true to ones values and ethics 6. Thinking creatively and laterally 7. Listening to different points of view before coming to a decision 8. Understanding my personal strengths and limitations9. Admitting to and learning from my errors 10. Making sense of and learning from experience

EfS leaders in Higher Education - top 10/46 capabilities in rank order

“Although a job is often regarded as a purely economic transaction, in which people exchange their labor for financial compensation, the brain experiences the workplace first and foremost as a social system”.

Source: Managing with the Brain in Mind. By David Rock

The Workplace is a Social System

TRUST

AuthorityTransaction

Three Types of Relationship Models

in Organizations

Reference: Professor Karen Stephenson, http://www.netform.com

To Reduce Risk and Instability: Build a culture of trust as this is the Fuel of Transformation

1. Status 2. Certainty 3. Autonomy 4. Relatedne

ss 5. Fairness6. Creativity

What We Can Do Better…. 1.Getting the system in the room……the right stakeholders

2. The moment to moment experience….the vibe, the feeling, the energy in the group dynamic.

3. Using the right process design. Being more innovative with a variety of social technologies (open space, collaborative coaching etc)

4. Designing governance processes that connect the dots between ideas, buy-in, approval and implementation, continuous improvement and expansion.

Leadership

CONFIDENCE & CAPACITY•Evidence•Confidence•Business base for green projects

AUTHORITY•Legitimacy•Priority•Mood/culture•Goals

MANAGEMENT/INTEGRATION•Reforming organizational process/systems•Green building standards•Green purchasing contracts•Green training programs

Middle Management

Top Level Leadership

Grass RootsStudents, teachers, building managers, custodial staff, kitchen staff etc

Transform the Tradition Linear Top Down Governance/Leadership Models to Leverage Social Dynamics

More Effectively

CONFIDENCE & CAPACITY•Evidence•Confidence•Business base re:green projects

AUTHORITY•Legitimacy•Priority•Mood/culture•Goals

Middle Management

Top Level Leadership

Grass RootsStudents, teachers, building managers, custodial staff, kitchen staff etc

Stable Change Requires a Leadership System

Change Management

MANAGEMENT/INTEGRATION•Reforming organizational process/systems•Green building standards•Green purchasing contracts•Green training programs

VIDEO

Leaders of Education for Sustainability in HE – their world cont’d

Local leaders•Jumping into deep water, learning to surf, white water rafting

•Leading a dynamic start up company; kindling fires

•Being Tonto with the Lone Ranger at a bank-robbers’ convention

•A bird that sings but no-one listens; dancing by myself; a lone voice in a sea of consumerism

•Trying to interest people who like junk food in a healthy diet

•Learning Spanish but finding myself in China;

•Being a competitor on American idol

•Being Stephen Bradbury winning gold at the Winter Olympics

•Sisyphus, pushing a wheelbarrow of frogs down a steep hill

•Pinning jelly to the wall; drawing treacle from a well

And the winner is…..

• Really wanting to make a trifle, and being told that making a trifle is a priority, but no-one will provide money for the trifle bowl, the recipe keeps being changed and no-one tells me, and I know some people think they don't like jelly, and my arm has been tied behind my back, and I've been blindfolded

Leaders of EfS in HE - key satisfactions & challenges

Recurring satisfactions

• Working with a great team• Helping shape strategy• Implementing projects• Seeing systems run smoothly &

productively• Senior staff support• Having autonomy & trust• Being recognised for work well done• Positive student response

Recurring challenges

• Silos and territorialism• Resource levels that do not match

expectations/demands• Marginalised in governance

• HR & staffing issues• Unclear direction/priorities• Staff/Leaders hard to engage• Inefficient processes, systems &

meetings• Contribution not noticed• Constant ad hoc demands• EfS: unclear concept and proving

demand for EfS

Earth Systems

Ecosystems and SpeciesExtinction &toxicity

Climate systems Disturbance

Atmospheric systems Ozone depletion, pollution

Oceanic systems Disturbance to sea levels,

temperatures, currents, sea life

Geological and Soil systems

Desertification, land pollution, mineral & resource depletion,

depletion of soil quality, toxicity

Hydrological systems Water pollution & scarcity

Nutrient systems Disturbance of nutrient

flows, toxicity

Change Leadership: Reduce Risk/Instability and facilitate stable change in the four key layers of organizational life - Infrastructure, Organizational, Social & Individual

Earth Systems

Infrastructure Systems











flows, toxicity

Buildings

Transportation

Energy

Materials

Food Supply

Water

Sewerage

Landscaping

IT


Earth Systems


Organizational Systems











flows, toxicity

Buildings

Transportation

Energy

Materials

Food Supply

Water

Sewerage

Landscaping

IT

INTERNAL:Governance

Management StructuresPlanning Processes


Finance & AccountingPolicy Instruments

Information SystemsProcurement systems

Human Resources

EXTERNAL:Community

Government/ RegulatoryMarket/Employers

UtilitiesHigher Ed. Associations

Media


Earth Systems



Social Systems











flows, toxicity

Buildings

Transportation

Energy

Materials

Food Supply

Water

Sewerage

Landscaping

IT

INTERNAL:Governance





Human Resources

EXTERNAL:Community



Media

Culture

Community

Relationships/ Alliances

Social Connections

Trust

Emotional Sensitivity

Inclusiveness

Fairness

Relatedness

Autonomy

Creativity

Status


Earth Systems



Social Systems

Individual Systems











flows, toxicity

Buildings

Transportation

Energy

Materials

Food Supply

Water

Sewerage

Landscaping

IT

INTERNAL:Governance





Human Resources

EXTERNAL:Community



Media

Culture

Community

Relationships/ Alliances

Social Connections

Trust

Emotional Sensitivity

Inclusiveness

Fairness

Relatedness

Autonomy

Creativity

Status

Personality

Life Circumstances

Personal &Interpersonal Capabilities

Values/Attitudes Habits/Behaviors

Education

Skills/Abilities


Leading Organizational Change Through Time

Defining Awakening

Produced by Leith Sharp in collaboration with Julie Newman

• Awakening moves sustainability onto the organization’s agenda with a low level of understanding as to what it actually means or requires from the institution

•Little victories break through initial inertia and the numbers of people vocalizing support grows

•A sustainability professional is funded to help organize and coordinate efforts (part time or full time, faculty, staff or student)

=

=

awakening

Laying the groundwork for Pioneering

The organization is ready to move into the PIONEERING phase when a threshold of…

- signals of top level commitment- dedicated sustainability staff

- enough little victories & engaged champions

awakening

Defining

Pioneering


•Proliferation of projects & programs across the organization

•Significant expansion of active engagement

•Development of new capacities, attitudinal shifts & confidence.

•Sustainability staff/champions spend more time coordinating and supporting the leadership and less advocating and cajoling.

•The sustainability governance structure/s of the institution mature and expand

•Goals, accountability and reporting become more complex

awakening

Laying the groundwork for TransformationAt a certain point a plateau is reach whereby the capacity of the existing organizational systems and structures to integrate new practices is tapped out. Deeper institutional barriers are revealed.

At the same time a variety of new conditions have emerged that enable transformation to be ignited. These conditions include: more formal power and senior leadership engagement, key champions that understand necessity for reform, evidence of the need for reform etc.

At this stage we must positioning the organization to move into the TRANSFORMATION phase.


=

=

awakening

Defining Transformation

The Pioneering stage was focused on integrating sustainability into the existing power structures, decision making processes and organizational systems.

Transformation involves reforming these structures, processes and systems in order to better enable sustainability to be achieved.

An institution is in the Transformation stage of the cycle when Sustainability has become a central organizing principle that is leading to deep organizational reforms.



Attributes of an Organization in Transformation

Leadership Deep & visible sustainability commitment, values/preserves trust, drives collaboration as well as individual performance, leverages influence & authority from bottom-up, horizontal, top-down

Governance Distributed ownership and engagement, drives continuous improvement, enables systemic reform

Management Structures Cross-departmental permeability, interdisciplinary collaboration, bottom-up and horizontal interactivity

Finance and Accounting Financial drivers for innovation and systems efficiency, rewards performance, drives collaboration

Capacity Building Empowered workforce that is engaged in life long learning, broad engagement in implementation cycles for continuous testing and learning

Knowledge Effective prioritization, gathering and dissemination of knowledge

Sustainability Viewed as Requiring a Change Management Function

Change management team embedded with senior report and organization-wide connectivity with the capacity to undertake all core change management functions for sustainability

attributes of Transformation

Produced by Leith Sharp

Leith [email protected]

[email protected]

Sustainability Leadership for the 21st Century

leith sharp [email protected] [email protected] sustainability leadership for the 21 st...

Documents

century slide

annual savings

student residence

sustainability leadership

leith sharp