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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
Simple Lighting Retrofit Project
Facilities staff overstretched, need dedicated assistance to find new projects
Understanding The Art of Change Management
Green Campus
Loan Fund
School
Fin Mgr (capital budget)Fin Mgr (operating budget)
Facility DirectorBuilding Manager (Superintendent)
House Master
House occupants (students)REP coordinator (student)
2 1My staff
Simple Lighting Retrofit Project
No money in annual maintenance budget, loan fund provided
Understanding The Art of Change Management
Vendor
Sales RepTechnician
School
Fin Mgr (capital budget)Fin Mgr (operating budget)
Facility DirectorBuilding Manager (Superintendent)
House Master
House occupants (students)REP coordinator (student)
2 1
3
Simple Lighting Retrofit Project
Facility manager was overstretched, dedicated project management TIME needed
Green Campus
Loan FundMy staff
Understanding The Art of Change Management
Vendor
Sales RepTechnician
School
Financial Manager (capital budget)Financial Manager (operating budget)
Facility DirectorBuilding Manager (Superintendent)
House Master
House occupants (students)REP coordinator (student)
2 1
3
4
Simple Lighting Retrofit Project
Green Campus
Loan FundMy staff
Senior finance management hesitates to give approval, needs convincing
Understanding The Art of Change Management
Vendor
Sales RepTechnician
School
Fin Mgr (capital budget)Fin Mgr (operating budget)
Facility DirectorBuilding Manager (Superintendent)
House Master
House occupants (students)REP coordinator (student)
2 1
3
4
56
Simple Lighting Retrofit Project
Green Campus
Loan FundMy staff
Building management must provide approval, needs convincing
Understanding The Art of Change Management
Vendor
Sales RepTechnician
School
Fin Mgr (capital budget)Fin Mgr (operating budget)
Facility DirectorBuilding Manager (Superintendent)
House Master
House occupants (students)REP coordinator (student)
2 1
3
4
56
Simple Lighting Retrofit Project
Green Campus
Loan FundMy staff
8
910
1112
7
House Master concerned re:AESTHETICS, needs lots of engagement & discussion
Understanding The Art of Change Management
Full Process = 3 months of constant facilitation by Green Campus Staff
Vendor
Sales RepTechnician
School
Fin Mgr (capital budget)Fin Mgr (operating budget)
Facility DirectorBuilding Manager (Superintendent)
House Master
House occupants (students)REP coordinator (student)
Maintenance crew
Univ. Ops
12
3
4
5
67
8
910
1112
13
14
Simple Lighting Retrofit Project
Green Campus
Loan FundMy staff
Concern regarding maintenance of new light bulbs, basic training needed
Understanding The Art of Change Management
Full Process = 3 months of constant facilitation by Green Campus Staff
Vendor
Sales RepTechnician
School
Fin Mgr (capital budget)Fin Mgr (operating budget)
Facility DirectorBuilding Manager (Superintendent)
House Master
House occupants (students)REP coordinator (student)
Maintenance crew
Univ. Ops
12
3
4
5
67
8
910
1112
13
14
15
16
1718
19
20
Simple Lighting Retrofit Project
Green Campus
Loan FundMy staff
Vendor PERFORMANCE inadequate, needed additional management Leg work to get final financial approval from loan fund advisory committee
Understanding The Art of Change Management
Full Process = 3 months of constant facilitation by change managers
Vendor
Sales RepTechnician
School
Fin Mgr (capital budget)Fin Mgr (operating budget)
Facility DirectorBuilding Manager (Superintendent)
House Master
House occupants (students)REP coordinator (student)
Maintenance crew
Univ. Ops
12
3
4
5
67
8
910
1112
13
14
15
16
1718
19
20
Simple Lighting Retrofit Project
Green Campus
Loan FundMy staff
TECHNOLOGY + ATTENTION + FUNDING + TIME + COMMUNICATION/NEGOTIATION, + APPROVALS + AESTHETICS + POLITICS + TRAINING + PROJECT MANAGEMENT
Understanding The Art of Change 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.
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+
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
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.
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
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
Buildings
Transportation
Energy
Materials
Food Supply
Water
Sewerage
Landscaping
IT
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
Organizational 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
Buildings
Transportation
Energy
Materials
Food Supply
Water
Sewerage
Landscaping
IT
INTERNAL:Governance
Management StructuresPlanning Processes
Decision Making Processes
Finance & AccountingPolicy Instruments
Information SystemsProcurement systems
Human Resources
EXTERNAL:Community
Government/ RegulatoryMarket/Employers
UtilitiesHigher Ed. Associations
Media
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
Organizational Systems
Social 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
Buildings
Transportation
Energy
Materials
Food Supply
Water
Sewerage
Landscaping
IT
INTERNAL:Governance
Management StructuresPlanning Processes
Decision Making Processes
Finance & AccountingPolicy Instruments
Information SystemsProcurement systems
Human Resources
EXTERNAL:Community
Government/ RegulatoryMarket/Employers
UtilitiesHigher Ed. Associations
Media
Culture
Community
Relationships/ Alliances
Social Connections
Trust
Emotional Sensitivity
Inclusiveness
Fairness
Relatedness
Autonomy
Creativity
Status
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
Organizational Systems
Social Systems
Individual 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
Buildings
Transportation
Energy
Materials
Food Supply
Water
Sewerage
Landscaping
IT
INTERNAL:Governance
Management StructuresPlanning Processes
Decision Making Processes
Finance & AccountingPolicy Instruments
Information SystemsProcurement systems
Human Resources
EXTERNAL:Community
Government/ RegulatoryMarket/Employers
UtilitiesHigher Ed. Associations
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
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
Organizational Systems
Social Systems
Individual 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
Buildings
Transportation
Energy
Materials
Food Supply
Water
Sewerage
Landscaping
IT
INTERNAL:Governance
Management StructuresPlanning Processes
Decision Making Processes
Finance & AccountingPolicy Instruments
Information SystemsProcurement systems
Human Resources
EXTERNAL:Community
Government/ RegulatoryMarket/Employers
UtilitiesHigher Ed. Associations
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
Change Leadership: Reduce Risk/Instability and facilitate stable change in the four key layers of organizational life - Infrastructure, Organizational, Social & Individual
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
Produced by Leith Sharp in collaboration with Julie Newman
•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.
Produced by Leith Sharp in collaboration with Julie Newman
=
=
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.
Produced by Leith Sharp in collaboration with Julie Newman
Organizational Systems
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