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Sustainability Leadership for the 21st Century Leith Sharp [email protected] [email protected] Understanding The Art of Change Management 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 Simple Lighting Retrofit Project School Fin Mgr (capital budget) Fin Mgr (operating budget) My Staff 1 Facility Director Building Manager (Superintendent) House Master House occupants (students) REP coordinator (student) Facilities staff overstretched, need dedicated assistance to find new projects Understanding The Art of Change Management Simple Lighting Retrofit Project School Green Campus Loan Fund Fin Mgr (capital budget) Fin Mgr (operating budget) 2 My staff 1 Facility Director Building Manager (Superintendent) House Master House occupants (students) REP coordinator (student) No money in annual maintenance budget, loan fund provided Understanding The Art of Change Management Simple Lighting Retrofit Project School Green Campus Loan Fund Fin Mgr (capital budget) Fin Mgr (operating budget) 2 My staff 1 Facility Director Building Manager (Superintendent) House Master Vendor Sales Rep Technician 3 House occupants (students) REP coordinator (student) Facility manager was overstretched, dedicated project management TIME needed Understanding The Art of Change Management Simple Lighting Retrofit Project School Green Campus Loan Fund 4 2 My staff 1 Financial Manager (capital budget) Financial Manager (operating budget) Facility Director Building Manager (Superintendent) House Master Vendor Sales Rep Technician 3 House occupants (students) REP coordinator (student) Senior finance management hesitates to give approval, needs convincing Understanding The Art of Change Management Simple Lighting Retrofit Project School Green Campus Loan Fund 4 2 My staff 1 6 Fin Mgr (capital budget) Fin Mgr (operating budget) Facility Director 5 Building Manager (Superintendent) House Master Vendor Sales Rep Technician 3 House occupants (students) REP coordinator (student) Building management must provide approval, needs convincing Understanding The Art of Change Management Simple Lighting Retrofit Project School Green Campus Loan Fund 4 Fin Mgr (capital budget) Fin Mgr (operating budget) 8 2 1 My staff Facility Director 5 Building Manager (Superintendent) 6 7 9 10 House Master Vendor Sales Rep Technician 3 12 11 House occupants (students) REP coordinator (student) House Master concerned re:AESTHETICS, needs lots of engagement & discussion Understanding The Art of Change Management Simple Lighting Retrofit Project Full Process = 3 months of constant facilitation by Green Campus Staff School 4 Fin Mgr (capital budget) Fin Mgr (operating budget) Green Campus Loan Fund 8 1 2 My staff 7 6 Facility Director 5 Building Manager (Superintendent) 9 10 14 Vendor Sales Rep Technician House Master 3 12 Univ. Ops 13 11 House occupants (students) REP coordinator (student) Maintenance crew Concern regarding maintenance of new light bulbs, basic training needed Understanding The Art of Change Management Simple Lighting Retrofit Project Full Process = 3 months of constant facilitation by Green Campus Staff School 4 Green Campus Loan Fund 20 Fin Mgr (capital budget) Fin Mgr (operating budget) 17 19 8 1 2 7 My staff 6 Facility Director 5 Building Manager (Superintendent) 9 10 14 Vendor Sales Rep Technician 18 3 House Master 15 12 Univ. Ops 16 13 11 House occupants (students) REP coordinator (student) Maintenance crew Vendor PERFORMANCE inadequate, needed additional management Leg work to get final financial approval from loan fund advisory committee Understanding The Art of Change Management Simple Lighting Retrofit Project Full Process = 3 months of constant facilitation by change managers TECHNOLOGY + ATTENTION + FUNDING + TIME + COMMUNICATION/NEGOTIATION, + APPROVALS + AESTHETICS + POLITICS + TRAINING + PROJECT MANAGEMENT School 4 Green Campus Loan Fund 20 19 8 2 7 6 14 Sales Rep Technician 18 1 My staff Vendor Fin Mgr (capital budget) Fin Mgr (operating budget) 17 3 9 10 House Master 15 12 Univ. Ops 16 Facility Director 5 Building Manager (Superintendent) 13 Maintenance crew 11 House occupants (students) REP coordinator (student) We Need to Make Change Easier 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. People are actually invigorated by change when it occurs with adequate stability and low risk. 50+ LEED Certified or Registered Projects, Mostly LEED Gold Putting Conditions in Place to Create the Turning Point Pilot Projects & Expand Change Attitudes Address Finance & Accounting Issues Engage & Develop Capacities Streamlining and Reforming processes Engage Executive Leaders to Formalize Commitment 2001 3 2002 2003 3 4 4 2004 2005 5 5 2006 2007 12 12 2008 16 16 23 2009 2011 23 50+ 50+ 80+ 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 Finance and Accounting Source: www.dilbert.com In Pioneering: Finance & Accounting Mechanisms Adopted To Embrace Good Business Practice and Deeper Barrier Are Revealed Green Campus Loan Fund: $12 million interest-free capital for conservation projects Existing Buildings New Construction Full capital cost covered Cost delta funded 5 year payback maximum 10 year payback maximum Simple payback used Lifecycle costing used $14.5+ million lent since 2001 180+ projects 27+% average return on investment 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. Cost Neutral Climate Neutral Building Case Study (Further information can be provided by Debra Shepard ([email protected]) Leverett Towers Investment Summary Component % of Portfolio Energy Conservation Measures Investment Period MTCDE/yr 17% 2007-2009 255 3% 2007-2009 49 Fuel Switch 22% 2012-2020 345 Offsets 58% 2012-2020 888 ((2%)) 2007-2020 ((33)) Renewable Energy Technology (onsite) Behavior Program Leverette Towers Financial Summary for Climate Neutrality Financial Category Investments (ECM, RET, Fuel Switch, Behavior) Savings (ECM, RET, and Behavior) Carbon Offset Purchases TOTAL PROGRAM Net Present Value Net present value through 2020 ($1,068,958) $1,142,947 ($68,268) $5,721 18 THE BEST WAY FORWARD: Innovation funding for the Pilot Process Organic Landscaping And Ground Managements Green Laboratory Management Green Building Management Urban Agriculture, Organic Community Gardening Projects Green Purchasing Practices Green Hospitalities Waste Reuse Waste Reduction and Recycling Green Finance & accounting: Life Cycle Costing Illinois Green Economy Network: Unleashing the Power of Community College Collaboration to Drive the Green Economy 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 Moraine Valley Wilbur Wright 20 Decision Making Processes Turnaround Leadership for Sustainability in Higher Education Geoff Scott Leith Sharp Daniella Tilbury Elizabeth Deane EfS leaders in Higher Education - top 10/46 capabilities in rank order 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 limitations 9. Admitting to and learning from my errors 10. Making sense of and learning from experience The Workplace is a Social System “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 To Reduce Risk and Instability: Build a culture of trust as this is the Fuel of Transformation TRUST Three Types of Relationship Models in Organizations Transaction Reference: Professor Karen Stephenson, http://www.netform.com 1. 2. 3. 4. 5. 6. Status Certainty Autonomy Relatedness Fairness Creativity Authority 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 Transform the Tradition Linear Top Down Governance/Leadership Models to Leverage Social Dynamics More Effectively Top Level Leadership Middle Management Grass Roots Students, teachers, building managers, custodial staff, kitchen staff etc AUTHORITY •Legitimacy •Priority •Mood/culture •Goals MANAGEMENT/INTEGRATION •Reforming organizational process/systems •Green building standards •Green purchasing contracts •Green training programs CONFIDENCE & CAPACITY •Evidence •Confidence •Business base for green projects Stable Change Requires a Leadership System Grass Roots CONFIDENCE & CAPACITY Students, teachers, building managers, custodial staff, kitchen staff etc •Evidence •Confidence •Business base re:green projects Top Level Leadership Change Management AUTHORITY •Legitimacy •Priority •Mood/culture •Goals MANAGEMENT/INTEGRATION Middle Management VIDEO •Reforming organizational process/systems •Green building standards •Green purchasing contracts •Green training programs 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 challenges Recurring satisfactions • 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 • • • • 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 Change Leadership: Reduce Risk/Instability and facilitate stable change in the four key layers of organizational life - Infrastructure, Organizational, Social & Individual Earth Systems Ecosystems and Species Extinction &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 Species Extinction &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 Buildings INTERNAL: Governance Management Structures Planning Processes Decision Making Processes Finance & Accounting Policy Instruments Information Systems Procurement systems Human Resources Ecosystems and Species Extinction &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 Transportation Energy Materials Food Supply Water Sewerage Landscaping IT EXTERNAL: Community Government/ Regulatory Market/Employers Utilities Higher 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 Buildings INTERNAL: Governance Management Structures Planning Processes Decision Making Processes Finance & Accounting Policy Instruments Information Systems Procurement systems Human Resources Ecosystems and Species Extinction &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 Transportation Energy Materials Food Supply Water Sewerage Landscaping IT EXTERNAL: Community Government/ Regulatory Market/Employers Utilities Higher Ed. Associations Media Social Systems 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 Buildings INTERNAL: Governance Management Structures Planning Processes Decision Making Processes Finance & Accounting Policy Instruments Information Systems Procurement systems Human Resources Ecosystems and Species Extinction &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 Transportation Energy Materials Food Supply Water Sewerage Landscaping IT EXTERNAL: Community Government/ Regulatory Market/Employers Utilities Higher Ed. Associations Media Social Systems Individual Systems Culture Community Relationships/ Alliances Social Connections Personality Life Circumstances Emotional Sensitivity Personal & Interpersonal Capabilities Values/Attitudes Habits/Behaviors Inclusiveness Education Fairness Skills/Abilities Trust 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 Buildings INTERNAL: Governance Management Structures Planning Processes Decision Making Processes Finance & Accounting Policy Instruments Information Systems Procurement systems Human Resources Ecosystems and Species Extinction &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 Transportation Energy Materials Food Supply Water Sewerage Landscaping IT EXTERNAL: Community Government/ Regulatory Market/Employers Utilities Higher Ed. Associations Media Social Systems Individual Systems Culture Community Relationships/ Alliances Social Connections Personality Life Circumstances Emotional Sensitivity Personal & Interpersonal Capabilities Values/Attitudes Habits/Behaviors Inclusiveness Education Fairness Skills/Abilities Trust Relatedness Autonomy Creativity Status Leading Organizational Change Through Time Defining Awakening • 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) Produced by Leith Sharp in collaboration with Julie Newman Pioneering a wLaying the groundwork for a k e n i The organization is ready to move n phase when a threshold of… g = into the PIONEERING = - signals of top level commitment - dedicated sustainability staff - enough little victories & engaged champions Pioneering a Defining w a•Proliferation of projects & programs across the organization k •Significant expansion of active engagement e n •Development of new capacities, attitudinal shifts & confidence. i n •Sustainability staff/champions spend more time coordinating and g 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 Produced by Leith Sharp in collaboration with Julie Newman Transformation a Laying the groundwork for w At a a certain point a plateau is reach whereby the capacity of k the existing organizational systems and structures to e integrate new practices is tapped out. Deeper institutional n i barriers are revealed. n g 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 a wDefining = a k The Pioneering stage was focused on integrating sustainability e n into the existing power structures, decision making processes i n and organizational systems. g = Transformation 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 attributes of Transformation 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 Change management team embedded with senior report and Requiring a Change organization-wide connectivity with the capacity to undertake all Management Function core change management functions for sustainability Produced by Leith Sharp Sustainability Leadership for the 21st Century Leith Sharp [email protected] [email protected]