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Leith Sharp, Harvard UniversityVisiting Scholar, Harvard School of Public Health
Faculty, Harvard Extension School
International Speaker and Consultant, Strategic Campus Sustainability
The Sustainability
Journey
Lessons from Harvard University
We have removed our senses further and further from the natural world but we have not developed the cognitive capacity to internally represent its existence. So as we have left our sensual connection to the natural world, as individuals, communities and society – we have no internal map or external web of relationships feeding back the effects of our choices.
ENORMOUS PROBLEMS
Earth Systems
Ecosystems and Species
Extinction &toxicity
Climate systems Disturbance
Atmospheric systems Ozone depletion,
pollution
Oceanic systems Disturbance to sea
levels, temperatures and currents, sea life
depletion
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
Copyright Leith Sharp 2010
Global mean temperatures are rising faster with timeWarmest 14 years:1998,2005,2003,2002,2004,2006,2001,2007,1997,2008,1995,1999,1990,2000
IPCC
There’s a consistent 50-year upward trend in every region except Oceania.
Major floods are up on every continent
Major floods per decade, 1950-2000
1992
2002
2005
Greenland Ice Melt
Consequences of Global Warming
Rise in sea level
Disruption of agriculture
Loss of habitat / extinction
Consequences of Global Warming
Spread of tropical diseases
More severe weather
More drought and wildfire
minimum prediction:
1 meterrise in sea-level30,000,000
people displaced
20%of the land will vanish
30%of the rice crop will disappear
McKinsey, USGHG, 2008
McKinsey, USGHG, 2008
ENORMOUS OPPORTUNITIES AND MANY GOOD IDEAS
Trends in U.S. Energy/Power Sectors
Net Primary Resource Consumption ~97 Quads
Source: US Dept. of Energy and Lawrence Livermore National Laboratory
Trends in U.S. Energy/Power Sectors
Net Primary Resource Consumption ~97 Quads
Source: US Dept. of Energy and Lawrence Livermore National Laboratory
Peer to Peer LearningHarvard’s Green Campus Initiative
A Business Model to Fund Green Collar Jobs
Cultural Change – Create The New Norm
Exercise
How much water could you save annually through showering?
Exercise
How much water could you save annually through showering?
Baseline Water Efficient
2.5 gpm showerhead 1.5 gpm showerhead
8 minute shower 5 minute shower
1 shower/day 1 shower every other day
Savings = 5931 gallons/year!
Renewable Energy
Photovoltaic
Big Belly Trash Compactors
Solar Thermal Collecting oil for Harvard Recycling truck
Ground Source Heat Pumps
Building Mounted Wind
Energy InfrastructuresCentral grid and on-site generation
BUT LIMITED PROGRESS
WHY IS IT SO HARD?
"We can't solve problems by using the same kind of thinking
we used when we created them.“
Albert Einstein
A conventional mechanistic approach to decision-making will seek to optimize components of a
systems without regard to resulting reductions in the performance of the overall system.
Systems thinking seeks to optimize the system, appreciating that a system can manifest
characteristics and capacities greater than the sum of its parts.
The Conventional Mechanistic World View: Penalizing Systems to Optimize Components
According to Fritjof Capra, systems thinking requires thinking in terms of
relationships, connectedness, and context.
An ecosystem is not just a collection of species, but is a community. Communities,
whether ecosystems or human systems, are made up of sets, or networks, of
relationships. In the systems view, the "objects" of study are the networks of
relationships (rather than the individuals).
Source: The Center for Ecoliteracy
Systems Thinking Addresses Relationships
Earth Systems
Infrastructure Systems
Organizational
Systems
Individual System
Ecosystems and Species
Extinction &toxicity
Climate systems Disturbance
Atmospheric systems Ozone depletion,
pollution
Oceanic systems Disturbance to sea
levels, temperatures and currents, sea life
depletion
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
Energy supply & distribution
Material supply & disposal
Food Supply
Water supply & disposal
Building construction
Building operations
Transportation
Landscaping
Mission
Leadership
Organizational Culture
Management Structure
Information Systems
Procurement systems
Decision Making Process
Finance & Accounting
Human resources
Planning Processes
Regulatory, Market,
& Community Context
Health
Mental Wellbeing
Spirituality/Meaning
Family
Social Connections
Status
Occupation
Financial security
Freedom/Opportunity
Leisure
Copyright Leith Sharp 2010
Earth Systems
Infrastructure Systems
Ecosystems and Species
Self sustaining
Climate systems In balance
Atmospheric systems Self cleansing
Oceanic systems In balance
Geological and Soil systems
Self renewing, in balance
Hydrological systems Cleansing, self
renewing, in balance
Nutrient systems Self renewing, self
cleansing, in balance
Copyright Leith Sharp 2010
Earth Systems
Infrastructure Systems
Organizational Systems
Ecosystems and Species
Self sustaining
Climate systems In balance
Atmospheric systems Self cleansing
Oceanic systems In balance
Geological and Soil systems
Self renewing, in balance
Hydrological systems Cleansing, self
renewing, in balance
Nutrient systems Self renewing, self
cleansing, in balance
?
What must this relationship be?
Copyright Leith Sharp 2010
Earth Systems
Infrastructure Systems
Organizational Systems
Individual System
Ecosystems and Species
Self sustaining
Climate systems In balance
Atmospheric systems Self cleansing
Oceanic systems In balance
Geological and Soil systems
Self renewing, in balance
Hydrological systems Cleansing, self
renewing, in balance
Nutrient systems Self renewing, self
cleansing, in balance
?
What must this relationship be?
What must this relationship be?
Copyright Leith Sharp 2010
HOW CAN RAPID PROGRESS BE MADE?
Opportunity in Higher Education
• 4,096 U.S. Colleges and Universities1
• 14.8 million students1
• $277 billion annual expenditures; 2.8% of the GDP1
• Higher education expenditures greater than the GDP of all but 25 countries in the world2
1 From: 2001 Digest of Education Statistics, US Dept. of Education.
2 From: 2001 CIA World Factbook and Dowling, Mike., "Interactive Table of World Nations," available from http://www.mrdowling.com/800nations.html; Internet; updated Friday, June 29, 2001
University and College graduates will account for around 80%
of the world’s business, NGO and government leaders
Higher Education’s Profound Responsibility
Change Management for Sustainability
a
About Harvard
600+ Buildings, over 23 million sqft, new campus in development
Large Population: 2500 faculty, 12,000 staff, 20,000 degree & 15,000 non-degree students
Highly Decentralized
Complex infrastructure and organizational systems
Complex stakeholder environment
Mixture of out-sourcing and in-house campus operations
Politically charged
GHG emissions have grown by over 60% in the last 15 years
Harvard Green Campus Initiative: Organizational Chart
2000
Director, Leith Sharp
Co-Chair Assoc. VP, Facilities & Environmental Services Tom Vautin
Co-Chair Faculty, Harvard School of Public HealthProf. Jack Spengler
a
Harvard’s Green Campus Initiative
A Business Model to Fund Green Collar JobsHarvard’s Green Campus Initiative 2000-2008
You can be the Rudder on the Rudder
The Leverage Principle: Even the biggest ships can be turned by a small force if it is directed at the point of maximum effect.
Program Budget Total Number of Full Time Staff
Annual UniversitySavings
2000-1 $ 80,000 1 (me)
2001-2 $264,000 4 $400,000
2002-3 $648,000 8 $700,000
2003-4 $890,000 11 $1.5 million
2004-5 $857,000 11 $3 million
2005-6 $1,155,000 16 $5 million
2006-7 $1,700,000 19 $6+million
2007-8 $2,200,000 24+ $7+million
Harvard’s Green Campus Initiative
A Business Model to Fund Green Collar JobsHarvard’s Green Campus Initiative 2000-2008
A Business Model for Funding Green Campus Staff
2007-2008
Harvard receives the highest national green campus ratings from:
The Sustainable Endowments Institute
The Princeton Review
Sierra Club
Grist
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
Unknown Complexity in Decision Making
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
Unknown Complexity in Decision Making
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
Unknown Complexity in Decision Making
Simple Lighting Retrofit Project
No money in annual maintenance budget, loan fund provided
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
Unknown Complexity in Decision Making
Simple Lighting Retrofit Project
Facility manager is overstretched, dedicated project management TIME needed
Green Campus
Loan FundMy staff
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
Unknown Complexity in Decision Making
Simple Lighting Retrofit Project
Green Campus
Loan FundMy staff
Senior finance management hesitates to give approval, needs convincing
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
Unknown Complexity in Decision Making
Simple Lighting Retrofit Project
Green Campus
Loan FundMy staff
Building management must provide approval, needs convincing
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
Unknown Complexity in Decision Making
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
Unknown Complexity in Decision Making
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
Unknown Complexity in Decision Making
Most believe that people are innately averse to change. A more useful assessment is that people have an aversion to instability
and are actually invigorated by change when it occurs with adequate stability.
Therefore, large scale transformation becomes possible when an
organization is able to master the art of maintaining the stability of the
organization, entity or process while engaging in the process of change.
The Art of Change
From Changing
Light Bulbs
To Changing Our
Organizations
To Changing Our
World
When We Pay Attention to Process, Even the Smallest Projects Lay the Groundwork for Larger Projects
Empowering The Workforce
The educational theorist Kent den Heyer proposes that we have a tendency to believe that it is through the
heroic efforts of individuals that real change occurs.
This assumption can lead to a feeling of helplessness on the part of many people confronting enormous issues
such as the global environmental imperative.
To assist with moving us beyond our paralysis, Heyer encourages us to learn from historical social change movements and to understand the innate complexity of social change, the diversity of change agency roles and the unpredictable and powerful interactions of a significant number of forces.
Heyer offers “a socially distributed interpretation of agency better suited to the modest zones of influence in which most people live.”Historical agency for Social Change: Something more than “Symbolic Empowermnet (2003)
TRUST
AuthorityTransaction
Three Types of Relationship
Models in Organizations
Reference: Professor Karen Stephenson, http://www.netform.com
The Importance of a Culture of Trust
Relationships provide a Powerful Force for Change
0 1
1 Year 9 2 Years 81 3 Years 729 4 Years 6,561 5 Years 59,049
If the average person can change the thinking of 3 people they have a relationship with over a period of 6 months and each of these people go on to do the same….
Drive Cycles of Innovation: Pilot and
Expand
Knowledge/Capacity
Reform Decision-Making Processes and Expand
Commitment
Pilot Innovation in Infrastructure
Engagement/Motivation
Harvard’s Green Campus Initiative 2000-2008
Ongoing Piloting & Expansion
Green Cleaning
Biodiesel in University Shuttles
Occupancy sensor driven temperature Setbacks
Photovoltaic
Solar ThermalCollecting oil for Harvard
Recycling truck
Ground Source Heat Pumps
Building Mounted Wind
Harvard’s Green Campus Initiative 2000-2008
Ongoing Piloting
Harvard Yard Soils Restoration Project
Kenny School of Government Rooftop Community Garden
Free Plug Timers Give Away
Harvard Green Labs Certification Program
Freecycling Events
Print Phone Books Cancelled
Harvard’s Green Campus Initiative 2000-2008
Ongoing Piloting
Local ProduceIn Dining Halls
Trial
Design Process
Building Project
Evaluation
Recommend Trial
Design Process
Building Project
Evaluation
Recommendations Trial
Design Process
Building Project
Evaluation
Recommend Trial
Design Process
Building Project
Evaluation
Recommendations
2002 2004 2005 2006
Harvard’s Green Campus Initiative
A Business Model to Fund Green Collar JobsHarvard’s Green Campus Initiative 2000-2008
Ongoing Piloting and Expansion
Knowledge/Capacity
Reform Decision-Making Processes and Expand
Commitment
Pilot Innovation in Infrastructure
Engagement/Motivation
Harvard’s Green Campus Initiative 2000-2008
Ongoing Piloting & Expansion
20072006
2001: HGCI initiates first 3 pilot green building projects
2004
21 GREEN Building Projects
5 Certified16 Registered
2005
26 GREEN Building Projects
7 Certified19 Registered
16 GREEN building Projects
4 Certified12 Registered
7 GREEN Building Projects
2 Certified5 Registered
50+ GREEN Building Projects
15 Certified35 Registered
2008-9
Harvard’s Green Campus Initiative 2000-2008
Ongoing Piloting & Expansion
17 LEED Certified Projects, 40 LEED Registered Projects
46 Blackstone LEED Platinum Certified
University Operations Services
LEED Platinum, Highest energy performance of any Harvard LEED building, bioswale, energy efficient elevator, ground source heat pumps, environmentally preferred materials throughout etc
No Added Capital Cost. 40% More Energy Efficient Than Code.
Drive Capacity Building
The desire to change is thought to be largely motivated by the intrinsic desire to communicate with others and to have the acceptance of others. (Feldman, 1994. p13)
Feldman, D. (1994) Beyond Universals in Cognitive Development. Norwood, NJ: Ablex Publishing Corp.
Residential Green Living Programs
9,000+ students from the College, Harvard Business School, Harvard Law School, Kennedy School of Government
20 Students employed as green Reps to reduce the environmental impact of dorm life at Harvard.
Major focuses• Electricity, heating, & water efficiency• Reduce waste through re-use and recycling• Sustainable dining
Residential Green Living Programs
9,000+ students from the College, Harvard Business School, Harvard Law School, Kennedy School of Government
In the College Quantified savings are now well over
$400,000 per year.
Achievements of the green reps include:•13.8% reduction in electricity use• 4% reduction in fuel for heating • 33% reduction in food waste• 25% increase in recycling • $50,000 annual water savings• 60% reduction in move-out trash • $75,000/year raised for charity
Green Skillet CompetitionHarvard University Dining Services | Harvard Office for Sustainability
500+ Harvard dining staff competing for the illustrious
Green Skillet
• Electricity– Leverett leads: 31% reduction total = 4.5%
• Natural Gas– Cabot/Pfoho leads: 26% reduction total = 5%
• Sustainability Pledges– Quincy leads: 100% participation total = 52%
• Special Projects– Quincy leads: 10 special projects total = 37
2008-2009 Results To-date:
Peer to Peer Learning
Green Skillet Competition: 500 staff. The winning kitchen reduced electricity use by 23%
Residential Green Living Programs: 9000+ Harvard residents. 13+% electricity reduction, 30+% recycling increase. Over $300,000 p.a savings
Lab User Engagement: Fume hood competitions have generated over $400,000 in annual energy savings
Peer to Peer Training Programs: Staff training each other to save energy through better building management
Harvard’s Green Campus Initiative
A Business Model to Fund Green Collar JobsHarvard’s Green Campus Initiative 2000-2008
Peer to Peer Programs
Green Office Program
Harvard Office For
Sustainability
Goal: build a pool of expertise on sustainable lab practices on campus, to optimize both resource conservation and research quality
Harvard Green Labs Certification (in development)
Change Behaviors
Occupant impacts on building
operations & environmental
impacts
According to the EPA Individuals can affect 32% of personal ghg emissions through electricity use, waste,
and transportation choices!
Peer to Peer LearningHarvard’s Green Campus Initiative
A Business Model to Fund Green Collar JobsHarvard’s Green Campus Initiative 2000-2008
Cultural Change – Create The New Norm
Turning Harvard computers off or into a low power standby state for 1/2 of that time could save us:•$1.3 MILLION in utility bills•8.2 MILLION pounds of CO2 •That’s like taking 700 cars off the road!
The average office worker uses 10,000 pages of office paper / year. Double siding half the time would save 2,500 sheets, or 5 reams. Harvard-wide, this measure could save•60,000 reams of paper
If 50% of the Harvard community who own a printer (assuming 1 in 3) turned them off with a power strip when not in use, we would save approximately: •$100,000 in utility bills•.6 MILLION pounds of CO2 •That’s like taking 54 cars off the road!
Harvard’s Green Campus Initiative 2000-2008
Small Actions Really Add Up !!
Great Resource:
“Fostering Sustainable Behavior”by Doug McKenzie-Mohr and William Smith
Community-Based Social Marketing
Social Sciences research shows
that INFORMATION alone is not always enough to
influence
BEHAVIOR
95% Non-conscious Behavior• Learned
• Hard-wired
5% Conscious Behavior
What Drives our Behavior?
Harvard’s Green Campus Initiative 2000-2008
We Must Work With Our Cognitive Tendencies
Tools of Behavior Change
1. Get Commitment• We want to be seen as consistent
• Alters self-perception
• Commit to small action = more likely to take large action
TIPS:• written • make it public • actively involve people• group commitments
TIPS:
• Close to the point of action
• Eye catching & noticeable
• Clear instructions
2. Use Prompts • Reminder to trigger behavior
• Not intended to change attitudes
Tools of Behavior Change
Together, we will make a difference.
PLEASE TURN ME OFF
3. Use Social Norms
TIPS
• Visible to the community
• Personal, community-oriented
• Encourage positive behavior
• We want to be seen “doing the right thing”
• Strong social pressures to conform
• We are “hard-wired” to imitate social norms
Tools of Behavior Change
TIPS: • Make it visible
• Consider non-monetary (recognition, competition)
• Closely pair the incentive and the behavior
4. Use Incentives• Motivation for action
• People like “free stuff”
Tools of Behavior Change
2009 Gorilla Prize (Pounds recycled, through Week 6)
1 Rutgers University 1,043,0232 Harvard University 496,796 3 Stanford University 463,9434 University of Arizona 436,4705 U Michigan-Ann Arbor 384,325 6 U Minn-Twin Cities 377,821 7 U VA-Main Campus 359,880 8 U Florida 331,1459 U Kentucky 316,490 10 U Cal-San Diego 310,014 11 RIT 309,680 12 Yale University 294,732
EPA “WasteWise”-sponsored 10-week contest with 514 campuses participating in 2009. See <www.recyclemaniacs.org>
5. Make it Convenient• Overcome physical barriers
Tools of Behavior Change
RECYCLINGSingleStream
Recycle It
Together
Recycle all papers, books, mail, magazines, cardboard, metal cans & foils, plastic and glass bottles, jars, cups & containers mixed together in the same bins, bags and barrels. No loose bags, no styrofoam, no tissues, no napkins, no trash.
Thanks for reducing, reusing and recycling! Please call Harvard FMO Recycling & Waste Services if you have any
questions at 617-495-3042
5. Make it Convenient
• Overcome physical barriers
Tools of Behavior Change
• Use language that your audience understands
6. Persuasive Communication Strategies
Many fume hoods use the
same amount of energy as 3 ½
houses!*
Tools of Behavior Change
• Make your message vivid to capture attention
• Frame your message by what is being lost, instead of saved
Pacific Gas and Electric assessors to
encourage weatherization:
6. Persuasive Communication Strategies
Tools of Behavior Change
• Use simple, clear instructions
Tools of Behavior Change
6. Persuasive Communication Strategies
• Use personal contact & a credible source (expertise and/or trust)
Tools of Behavior Change
6. Persuasive Communication Strategies
• Provide Feedback
Tools of Behavior Change
6. Persuasive Communication Strategies
ENVR E-117 Spring 2006 | April 3 2006
• Make it easy to remember
• Tailor your message to your audience
Tools of Behavior Change
6. Persuasive Communication Strategies
Experience that has no emotional engagement are not likely to be effective in generating new mental representations.
Gardener, H. (1999) The Disciplined Mind: What All Students Should Understand. New
York: Simon & Schuster.
Harvard’s Green Campus Initiative 2000-2008
Fostering a Learning Culture
Resource Efficiency Program
Waste Audits
Mount Trashmore
Tree Huggers
REP Bulletin Boards
Green Cup
The Shut the Sash Campaign
Our Goal: Encourage researchers to close the fume hood sash to reduce energy waste.
Medical School: Avg. sash opening dropped from 12 in. to 2.4 in
Chem. Dept: 27% reduction in CFM
Total: Saving $188,000 per year energy costs
Finance and Accounting
Source: www.dilbert.com
A green building commitment if introduced early and managed effectively, will result in a minimal additional cost to the project.
This addition will typically be less than 2% total project cost.
It is also possible that there may be no additional cost.
Significant operating savings, environmental and financial, can be expected as a result.
Cost of Green Building at Harvard
What can be said about the cost impact of not implementing Harvard’s new green building guidelines?
FY06 actual cost = $86,850,000
FY16 projected cost = $157,052,000
Projection is based on:
• Linear trendline from actual usage from FY1990 – 2006 showing usage increasing by 103,462 MMBTU per year if stays on same trend.
• Projected cost increases of about 3.5% per year (actual projected cost increases for FY08-12 are higher)
Source: UOS Utility Reports and Longwood Operations Departments
Capital Budget Managers
Maintenance Budget Managers
Utility Budget Managers
Human Resources Managers
Barriers:
1.No annual innovation funding
2.No efficiency funding in annual maintenance/operating budgets
3.No capital budget consideration of operating costs implications and opportunities
4.No commitment to capturing and reinvesting savings (costs avoided)
Harvard’s Green Campus Initiative 2000-2008
Why Have a Revolving Loan Fund for Your Campus?
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
Harvard’s Green Campus Initiative
A Business Model to Fund Green Collar JobsHarvard’s Green Campus Initiative 2000-2008
Transcend Financial and Accounting Barriers
Provide Financial Access to the Champions
Fostering Peer to Peer Exchange & Competition
What Makes the Green Campus Revolving Loan Fund Work?
Life Cycle CostingA method of project evaluation in which all costs arising from owning, operating, maintaining and ultimately disposing of a
project over an agreed period are accounted for and converted into today’s dollars.
In short, life cycle costing allows for the consideration of medium and long term cost implications of today’s decisions.
When can it be used?► New Construction► Major Renovations► Capital Projects► Routine Replacements or Upgrades► Day to day purchases that incur any ongoing costs
Harvard’s Green Campus Initiative 2000-2008
Reform Finance and Accounting Barriers
Harvard’s Green Campus Initiative
A Business Model to Fund Green Collar JobsHarvard’s Green Campus Initiative 2000-2008
Reform Finance and Accounting Barriers
Finance & accounting processes must be reformed to:
1.Drive efficiency & optimization at the systems level.
2.Allow for savings to be captured and reinvested.
3.Provide champions with timely access to funds
4.Stimulate innovation & continuous improvement.
Creating Governance Mechanisms that Leverage
Different Kinds of Leadership and that Focus Upon
Establishing a Context for Engagement and
Collaboration
CONFIDENCE & CAPACITY•Evidence•Confidence•Business base for green projects
AUTHORITY•Legitimacy•Priority•Mood/culture•Goals
MANAGEMENT•Green building standards•Green purchasing contracts•Green training programs
Middle Management
Top Level Leadership
Grass RootsStudents, teachers, building managers, custodial staff, kitchen staff etc
Harvard’s Green Campus Initiative
A Business Model to Fund Green Collar JobsHarvard’s Green Campus Initiative 2000-2008
Different Kinds of Leadership
CONFIDENCE & CAPACITY•Evidence•Confidence•Business base for green projects
AUTHORITY•Legitimacy•Priority•Mood/culture•Goals
MANAGEMENT•Green building standards•Green purchasing contracts•Green training programs
Middle Management
Top Level Leadership
Grass RootsStudents, teachers, building managers, custodial staff, kitchen staff etc
Harvard’s Green Campus Initiative
A Business Model to Fund Green Collar JobsHarvard’s Green Campus Initiative 2000-2008
Governance Systems that Utilize the Leadership System
Harvard’s Green Campus Initiative
A Business Model to Fund Green Collar JobsHarvard’s Green Campus Initiative 2000-2008
Fostering Individual Engagement, Commitment, Motivation
I am fully engaged in working on my part of the
solution in every way possible!
Stable experiences of innovation and success
Context of institutional commitment
Peer to peer interactions
Rewards, incentives and recognition
Removal of barriers and disincentives
Proper inclusion in decision-making processes
Ongoing training and opportunities to learn
Management support
Access to expertise
What gets individuals motivated, engaged and working at their full potential?
Formalize Sustainability Commitments, Accountability
and Reporting Cycles
Sustainability Commitment
Harvard University is committed to continuous improvement in:• Demonstrating institutional practices that promote sustainability.
• Promoting health, productivity and safety through building design & campus planning.
• Enhancing the health of campus ecosystems & increasing the diversity of native species.
• Developing planning tools to support triple bottom line decision-making.
• Encouraging environmental inquiry and institutional learning throughout the University.• Establishing indicators for sustainability for monitoring & continuous improvement.
Harvard Campus-Wide Sustainability Principles
Harvard’s Green Campus Initiative 2000-2008 Foster Institutional Commitment
Harvard’s Green Campus Initiative
A Business Model to Fund Green Collar JobsHarvard’s Green Campus Initiative 2000-2008
Foster Institutional Commitment
Green Building Guidelines
Sustainable Design Guidelines for New Campus Development
GHG Reduction Goal: 30% below 2006 by 2016, Climate Neutrality End Goal
Campus-wide Sustainability Principles
The Journey Towards Sustainability Means Coming into a Dynamic
Relationship with Our Living World and that Requires Us to Get Good at
Change
In The Necessary Revolution: Senge et al
‘There is nothing magic about seeing larger systems in order to
encourage strategic choices; the magic come from people actually
doing it, and truly learning how to think together in the process.’
Systems Thinking and Change Agency
In The Necessary Revolution: Senge et al
‘There is nothing magic about seeing larger systems in order to
encourage strategic choices; the magic come from people actually
doing it, and truly learning how to think together in the process.’
‘In a world shaped by organizations and networks of organizations, individual systems thinkers are, ultimately, of little significance….The systems intelligence needed to deal with the challenges we face as the Industrial age comes to an end is collective and must be built through working together at many levels, within and beyond organizations, in teams and networks that span industries, communities and global supply chains.’
Systems Thinking and Change Agency
In The Necessary Revolution: Senge et al
‘There is nothing magic about seeing larger systems in order to
encourage strategic choices; the magic come from people actually
doing it, and truly learning how to think together in the process.’
‘In a world shaped by organizations and networks of organizations, individual systems thinkers are, ultimately, of little significance….The systems intelligence needed to deal with the challenges we face as the Industrial age comes to an end is collective and must be built through working together at many levels, within and beyond organizations, in teams and networks that span industries, communities and global supply chains.’
But collaborations often fail – not enough time invested, not enough trust, too much conflict avoidance, not enough shared vision. Building the capacity to collaborate is hard work and needs to be valued and seen as such.
Systems Thinking and Change Agency
Leith Sharp, Harvard UniversityVisiting Scholar, Harvard School of Public Health
Faculty, Harvard Extension School
International Speaker and Consultant, Strategic Campus Sustainability
The Sustainability
Journey
Lessons from Harvard University