THE GREEN ROUNDTABLE

SUSTAINABLE PERFORMANCE INSTITUTE

BARBRA BATSHALOM

Executive Director

SUSTAINABLE PERFORMANCE INSTITUTEGreen Firm Certification Program

Is Your Firm Ready?

1. Purpose of program

2. OVERVIEW: STATE OF THE INDUSTRY:What’s not working and why?

3. WHERE THE COMMUNITY REALLY IS:Industry Survey Results

AgendaAgenda

4. DEFINING THE PATH TO EXCELLENCE: Framework, Strategies, Metrics

5. DISCUSSION: Questions & Answers

ARE WE “THERE” YET?

With all the progress we’ve made to ‘green’ our built environment, we have a

long way to go. We face crises of climate change, public health, habitat

devastation and economic implosion – so the question remains:

What will it take to get “there” – to be on a path towards sustainability?

“END OF PIPE” SOLUTIONS AREN’T ENOUGH

Building codes and rating systems are “end of pipe” solutions. They help us

determine a target and allow us to measure what we’ve done. That’s important, but

not enough.

USGBC and LEED have dragged us (kicking & screaming) to a place where we finally

base our work on performance, using metrics and accountability – but that has not

been enough to go ‘up the pipe’ and transform professional practice.

WE NEED TO ADDRESS “THE ROOT” OF THE PROBLEM

The “root of the problem” is that we are still trying to use the same processes,

behavior and mindset to deliver a new product.

Green building, LEED, net zero – whatever the project’s goal is – we can’t succeed

without addressing our way of doing business. We need to reset our perceptions,

expectations and increase collaboration to succeed.

Design and construction companies who have done this have realized success and

delivered performance!

THE CLASSIC CHALLENGE

As engineers, architects

and builders, we are

generally logical,

rational and analytical.

The “left brain” is

We are a “left brain” community struggling to address “right brain” problems!

We’re less comfortable

dealing with “right brain”

functions needed to

implement sustainability

initiatives: holistic

So we need a logical, methodological and rational approach to these issues.

The SPI green firm program has done that - and provided a framework

to translate behavior and culture to metrics and performance criteria.

The “left brain” is

where we thrive, solving

problems, delivering

solutions.

initiatives: holistic

synthesizing, subjective

judgments, emotions and

creativity.

HOW GREEN IS YOUR FIRM?HOW GREEN IS YOUR FIRM?

…INDUSTRY SURVEY RESULTS

Before we share our framework and metrics,

we’d like to share some context…

Our framework has evolved from over 10 years of working in the

industry and seeing the challenges companies face.

Links to blog with survey details:

Part 1: http://bit.ly/cuIrMa Part 2: http://bit.ly/dhwZvc

This industry-wide survey we conducted illustrates why our program is

needed and what we need to change to succeed .

Following are some summary excerpts of the survey. Complete

information and statistics can be found at the links below:

INDUSTRY INDUSTRY SURVEY PARTICIPANTSSURVEY PARTICIPANTS

DESIGN & CONSTRUCTION COMPANIES

Of the hundreds who participated in the survey, there was an even

distribution between executive and senior company leaders and

company or project managers.

Firms varied in size from 10 employees to 45,000 (with the majority

being in the mid to large size companies)

LEADERSHIP & STRATEGYLEADERSHIP & STRATEGY

Commitment to sustainability is in public mission statement, website, marketing materials?

Leaders at all levels make clear to staff that

Although public

statements are

consistently focused on

commitment to

sustainability, leadership

does not consistently

communicate that

expectation to staff.

Goals are not usually to staff that sustainability is part of the job?

“SMART” goals are consistently set for projects & organization?

Goals are not usually

SMART (specific,

measurable, attainable,

time-bound) and there is

often a lack of clear

accountability structure

for sustainability.

PROJECT DELIVERYPROJECT DELIVERY

Every project manager incorporates life

Project management

process?

Project management is rooted in an integrative, collaborative process?

Clear performance

targets not yet

being set for every

project (regardless

of whether its

pursuing LEED,

BREEAM, etc. or

not)

Integrative design

All project achieve clear performance goals?

incorporates life cycle costing into projects?

Integrative design

not yet consistently

used as the

foundation for

managing projects.

Inconsistent

application of life-

cycle costing to

evaluate key

systems decisions.

INFRASTRUCTURE & SUPPORTINFRASTRUCTURE & SUPPORT

Green design and spec standards are maintained & used consistently?

HR supports green practice: performance

Green specifications not

always maintained or

used consistently.

Lack of clear roles and

accountability for

implementation of

sustainability.

Critical tools and

Clear roles are defined & accountable to support sustainability?

performance reviews, prof dev, etc

Critical tools and

resources not always

available and not used

consistently on projects.

Performance reviews

don’t evaluate

sustainable design

capability for key roles.

PARTNERING & COLLABORATIONPARTNERING & COLLABORATION

Roles, responsibilities, and decision making

All contracts, scopes & fees create conditions conducive for success?

Contracts and team

structures often

create a barriers for

integrative project

delivery.

Teams rarely map

their decision

making process

to achieve key and decision making processes mapped clearly on every project?

Consistent teambuilding with partners?

to achieve key

performance

targets.

Very little

proactive team

building happens

among partners,

between project

commitments.

METRICS METRICS –– OUTCOMES OUTCOMES -- PERFORMANCEPERFORMANCE

Company has a

program &

strategies to reduce

its environmental

impact over time

Company

tracks (in any

Although 25% of

these companies

are not tracking

anything, more

than 40% have

put some sort of

program in place

to reduce

environmental

footprint.tracks (in any

way)

performance of

its portfolio

Not tracking anything –either operations or portfolio!

footprint.

Over 30% are

beginning to track

the performance

of their portfolio

of work!

OBSERVATIONS FROM THE FIELDOBSERVATIONS FROM THE FIELD

WE HAVE A LOT OF “GAPS” TO ADDRESS:

•LACK OF LEADERSHIP, COMMITMENT

•LACK OF ACCOUNTABILITY STRUCTURE

•LACK OF CONSISTENCY

•LACK OF INTEGRATIVE PROCESS

•LACK OF QUALITY CONTROL•LACK OF QUALITY CONTROL

•LACK OF TOOLS & RESOURCES

•LACK OF SHARED LEARNINGS

•DEPENDENCE ON LEED AS A CRUTCH

HUMAN NATURE DOESN’T HELP….(DON’T WE JUST LOVE NEW THINGS?)

THE JOURNEY TO EXCELLENCETHE JOURNEY TO EXCELLENCE

DEFINING THE PATH

This way to excellence

?This way to excellence

in sustainable design!

So now the question is…where are you on the path to design excellence?

If you have organizational “gaps” to close…what path will you take?

Our roadmap can help you.

THE ORIGINS OF SPI GREEN FIRM CERTIFICATION

SPI

EXCELLENCE IN DESIGN

PROFESSIONAL PRACTICE

OWNERSOWNERSA/E/C A/E/C OWNERSOWNERSHELPING TO CRAFT RFPs

DESIGN TEAM SELECTION

PROCESS FACILITATION

PEER REVIEW

STRATEGY

A/E/C A/E/C TRAINING

CAPACITY BUILDING

PROJECT COACHING

TOOLS & RESOURCES

GREEN FIRM BOOT CAMP

TRIBUTARIES LEADING TO

CREATION OF SPI CERTIFICATION

…Building on

12 years of work with A/E/C and Owners

WHAT IS THE SUSTAINABLE PERFORMANCE INSTITUTE (SPI)WHAT IS THE SUSTAINABLE PERFORMANCE INSTITUTE (SPI)

•TOOLS

•RESOURCES

•TRAINING

•ORGANIZATOINAL

CERTIFICATION

SPI CERTIFICATION EVALUATES AND RECOGNIZES ORGANIZATIONAL CAPABILITY TO SPI CERTIFICATION EVALUATES AND RECOGNIZES ORGANIZATIONAL CAPABILITY TO

DELIVER CONSISTENT, HIGH QUALITY SUSTAINABLE DESIGN SERVICES

…ACROSS ALL ASPECTS OF THE COMPANY AND AT ALL LEVELS

BEING CERTIFIED TELLS PROPERTY OWNERS THAT YOU ARE RELIABLE AND CAPABLE

Program Partners Include:

THE JOURNEY TO EXCELLENCETHE JOURNEY TO EXCELLENCE

Where are you?

“EN ROUTE!”“EN ROUTE!”

ON YOURON YOUR

CONTINUOUS CONTINUOUS

IMPROVEMENTIMPROVEMENT

RELIABLERELIABLE

CAPABILITYCAPABILITYCERTIFIABLECERTIFIABLE

JUSTJUST

STARTINGSTARTING

OUTOUT

ON YOURON YOUR

WAYWAY

Companies are at different places on their journey to achieving excellence in sustainability

practice. No matter where you are – SPI supports you – or recognizes your achievements!

PROJECT DELIVERYPROJECT DELIVERY

PARTNERING PROCESSESPARTNERING PROCESSES

LEADERSHIP STRATEGY & POLICYLEADERSHIP STRATEGY & POLICY

SPI Certification FrameworkSPI Certification Framework

TRULYTRULY

GREENGREEN

SUPPORT & SUPPORT & INFRASTRUCTUREINFRASTRUCTURE

OUTCOMES & METRICSOUTCOMES & METRICS

PARTNERING PROCESSESPARTNERING PROCESSES GREENGREEN

FIRMFIRM

For each category we will summarize:

•What it is

and then:

PRODUCTIONPRODUCTION INFRASTRUCTUREINFRASTRUCTUREPARTNERINGPARTNERING OUTCOMESOUTCOMESLEADERSHIPLEADERSHIP

and then:

• Issues

•Solutions

•Metrics

Commitment

Vision

Goals & Purpose

Clear accountability at all levels, in all departments

LEADERSHIPLEADERSHIP

Strategic Plan to achieve goals over time

Policies that support goals and implementation

ISSUES

Talk doesn’t match actions

Lack of SMART goals

SOLUTIONS

Articulate clear goals

Make expectations and priorities clear

Shift culture to align

METRICS

Public materials

Internal communications

SURVEYS !!!

LEADERSHIPLEADERSHIP

goals

Staff don’t feel empowered

Shift culture to align with goals

Implementation / strategic plan

Mandate sustainability on all projects

SURVEYS !!!

Accountability structure

EVIDENCE of CONSISTENT application of sustainable design principles as a basis of design excellence – and ‘institutionalization’ of sustainability approach

Integrative design & project delivery is the basis for project management, on all projects

PROJECTSPROJECTS

Clear performance goals, decision roadmaps and use of analysis to inform decisions applied to all projects.

Clear decision-making mapped out to address key performance targets

Drawings, specifications and models consistently incorporate green design standards.

ISSUES

No clear goals

Only ‘on demand’

SOLUTIONS

Clear project goals

IDP as a foundation for proj. mngmt.

METRICS

Meeting notes / agendas

Workplans

PROJECTSPROJECTS

demand’

Specs/dwgs not consistent

Low performance

for proj. mngmt.

Workplans

Life cycle costing and other analysis

Workplans

Analysis

Drawings & Specs

Bldg. Certifications

Performance tracking

CRITICAL RELATIONSHIPS are highly collaborative

Creating “TEAMS” – project based and ongoing proactive team building

PARTNERINGPARTNERING

Intentionally creating conditions conducive to success: contracts, scope, deliverables, expectations

Enabling IPD and use of key tools, like BIM, amongst a team

ISSUES

Barriers to IPD

Lack of intentional

SOLUTIONS

Proactive team building

Project structure and

METRICS

Scope/fee charrette

Contracts

PARTNERINGPARTNERING

intentional TRUST building

No collaboration plan

Project structure and plan

Process Mapping

Contracts

Minutes, agendas, workplans

SURVEYS –internal, external

Tools and Resources (green products, analysis, etc)

Design/spec standards (institutionalized)

Professional Development through many methods

(team learning, project based coaching, lecture, etc)

INFRASTRUCTUREINFRASTRUCTURE

(team learning, project based coaching, lecture, etc)

HR: Handbook, performance reviews, job descriptions, incentives (non financial)

Investment – ongoing – in projects, R&D, etc.

INFRASTRUCTUREINFRASTRUCTURE

ISSUES

Lack of critical tools

Lack of internal standards

Lack of effective

SOLUTIONS

Clarify perf. expectations

Build critical tools

Tie prof dev to institutional performance goals

METRICS

Survey to all staff

Handbook, office manual

New employee orientations

Job DescriptionsLack of effective prof. dev. plans

HR doesn’t support sustainability goals

performance goals

Institute clarity in job descriptions, perf reviews

Intentional learning and feedback

Job Descriptions

Performance reviews

Templates for agendas, workplans,

Tools & resources

Professional Development plan

Track metrics and feedback loops for two scales of your business:

• Portfolio-wide performance of projects over time

OUTCOMESOUTCOMES

• Environmental footprint of your corporation

OUTCOMESOUTCOMES

ISSUES

No feedback loops!

No baseline or plan to

SOLUTIONS

Request & track performance data

Start baseline and prioritize strategies

METRICS

LEED – especially EBOM – Estar, etc

Standard letter / communication plan to

reduce footprint

prioritize strategies to reduce footprint

communication institutionalized

Client Surveys

Environmental Footprint baseline begun, executed and priorities identified.

RECOGNITION & TRANSFORMATIONObservations of best practices from SPI companies

Signs of Change…Signs of Change…positive changes that we’re seeing:

� Clearer Roles & Accountability: Director of Sustainability, other…

� Institutionalization of standard practices/processes (IPD)

� Partnering: Proactive relationship building using BIM workshops

� Investment in green on projects from overhead, even when � Investment in green on projects from overhead, even when

clients don’t ask for it

� Change in workflow – moving integration function to earlier in

the project – lowering costs, reducing risk

� Project performance improves !

� Baseline projects meet LEED without extra effort

Importance of Being Intentional !Importance of Being Intentional !Successful firms have used a rigorous, strategic and systematic process.

Define Your Practice Now•What’s your market?

•SWOT (strengths, weaknesses, opps, threats)

•What’s your baseline – how green are you now?

•What are your biggest challenges as a business?

•What are the key systems, processes and practices that

you use currently?

Set Your Goals & IndicatorsSet Your Goals & Indicators•What are your BHAGs (big hairy audacious goals)

•SMART goals? SMART =

(specific, measurable, achievable, realistic & time-bound)

•What indicators & metrics will be tracked as feedback?

Define Strategies to Achieve Goals•Both long and short term strategies

•Create early successes that you can measure

•Make sure indicators are tracked to adjust as needed

Set Your Goals & IndicatorsSet Your Goals & Indicators

What’s your vision for the future?

What are your goals?

Set achievable SMART* goals...

…understanding your current …understanding your current

capabilities, future vision, and how

you might get there.

*SMART = specific, measurable, achievable,

realistic, Time-bound

Choose Paths to Achieve GoalsChoose Paths to Achieve Goals

Create a Strategic Plan to Achieve Goals & Implement

…don’t forget:

•Identify and prioritize steps in the plan

•Assign people to be responsible for implementation

•Indicators & Metrics need to be tracked

•Reporting should occur regularly

•Put a timeline on achieving your goals

•Test and adjust the tactics

Profitability and Financial Management

Growth (expansion into different markets)

Staff Attraction and Retention (quality)

WHAT DEFINES ANY BUSINESS?WHAT DEFINES ANY BUSINESS?

HINT: if you base your internal discussions of goal setting in the

context of basic business issues, you will have more ‘buy-in’.

Start by addressing these fundamental questions and then tie

sustainability back to them to understand your baseline:(see the “Sustainability Sample Plan” on our website)

Staff Attraction and Retention (quality)

Quality Control - Consistency in design and delivery

Exposure/Liability

Management - staff and budget, company and project

Transfer of Knowledge and Knowledge Mngmt

Mentoring

Relationships

client (repeat and attraction)

consultants

1. Register on our website

www.greenroundtable.org/certification

or email tova@greenroundtable.org

2. Intake information: company profile and context

3. Assessment and then one of two paths to certification:

3a. AUDIT ! (If sustainability is truly institutionalized)

SPI Certification Process

Dec 10

Lock in

Price

3b. GAP identification (if you have “gaps” to close)

We can provide support to address gaps in policy,

strategy consulting, education & training, coaching

4. Certification

5. Annual, brief, Check-In

6. Every 3 years, re-certification

Owner and Company Endorsements

“Knowing a firm is certified tells me they

have the leadership & systems in place to

back them up. It sets them apart, makes

them a leader”

Lawrence Healey,

Dir. Real Estate

Blue Cross/Blue Shield

Its in our hands

FOLLOW UP READINGFOLLOW UP READING

Truth about green firms, “prequel”: http://bit.ly/greentruth

Links to blog with survey details

Part 1: http://bit.ly/cuIrMa

Part 2: http://bit.ly/dhwZvc

“The Integrative Design Guide to Green Building: Redefining the

Practice of Sustainability” by 7group, Bill ReedPractice of Sustainability” by 7group, Bill Reed

“Integrated Project Delivery: A Guide”, AIA Nat’l, AIA CA

“Roadmap for the Integrated Design Process”, Stantec

ANSI standard for IPD – Whole Systems Integrative Process

Request a workshop in your area

Have “gaps”?

* Set “SMART” goals and identify strategies to achieve them

•Create an implementation plan to institutionalize

sustainability in an efficient, cost-effective way.

SPI Certification “Boot Camp” workshops can help:

½ day or 1 day format

Public, private or ‘team’ workshops possible

Working sessions to establish strategies

Contact us…

THANK YOU

THE GREEN ROUNDTABLE

617-374-3740

www.greenroundtable.orgwww.greenroundtable.org

info@greenroundtable.orginfo@greenroundtable.orgLinkedinLinkedin: green roundtable/nexus: green roundtable/nexus

Questions?

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