The Harvard Green Campus Initiative

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The Harvard Green Campus Initiative
Leith Sharp Director, Harvard Green Campus
Initiative
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Harvard Green Campus Initiative Organizational
Chart 2000
Co-Chair Faculty, Harvard School of Public
Health Prof. Jack Spengler
Director, Leith Sharp
Co-Chair Assoc. VP, Facilities Environmental
Services Tom Vautin

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Started Small and Grew As the Savings Grew
Base Program Funding Total HGCI Full Time Staff Annual University Savings
FY01 80,000 1
FY02 264,000 4 400,000
FY03 648,000 8 700,000
FY04 890,000 11 1.5 million
FY05 857,000 11 3 million
FY06 1,155,000 16 5 million
FY07 1,700,000 19 6million
FY08-FY10 2,000,000 24 7million
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The Harvard Green Campus Initiative
High Performance Building Service

• 2 Managers
• 6 Coordinators

Campus Energy Reduction Programs - Labs
Co-Chair Faculty, Harvard School of Public
Health Prof. Jack Spengler

• 1 Manager, Medical and Public Health Schools
• 1 Coordinator, Faculty of Arts and Science
• 1 Assistant

Residential Green Living Programs
19 Full-time Staff 40 Part-time students

• 1 Manager, Undergraduate Program
• 1 Coordinator, Graduate Program
• 40 part-time student employees

Director, Leith Sharp
HGCI Base Program Staff

• 1 Manager, Business Organization and
  Communications
• 2 Web staff
• 2 Special Projects Assistant

Co-Chair Assoc. VP, Facilities Environmental
Services Tom Vautin
HGCI Courses at Harvard Extension School

• Sustainability The Challenge of Changing Our
  Institutions
• Green Building Design, Construction and Operations

• ? FY07Operating Cost 1.6million ? Annual
  Savings 6 million 90 million pounds of CO2
  
• 20 Office of President and Provost central
  administration sources.
• 80 from fee for service partnerships funded on
  the basis of extensive savings

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HGCI Strategies for Organizational Transformation
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10 Elements of Organizational Transformation

• Change Attitudes and Assumptions
• Pilot and Expand New Practices
• Engage People and Foster New Capacities
• Research and Feasibility
• Process Improvement
• Leverage Leadership
• Reform Finance and Accounting Structures
• 8. Remove the Need for Conscious Attention
• 9. Adopt Accountability Frameworks
• 10. Institutionalize Continuous Improvement

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1. Change Attitudes and Assumptions
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1. Change Attitudes and Assumptions
The Transformation of Hearts and Minds that
Underpins Effective Organizational Transformation
for Sustainability at Harvard
There is no problem because.the planet is an
infinite source of resources with an
infinite capacity to absorb our
pollution There is a problem but its not mine
because..what I do has little impact on the
planet, I just dont count, my influence is too
small There is a problem, I am involved, I
probably could do something except its so
hardI cant get the funds, I dont know how, I
dont have the time, I keep forgetting, my
manager doesnt seem to want it, theres no
reliable alternative, its too risky, I dont get
evaluated on it etc
There is a problem and I am fully
engaged in working on my part of the solution in
every way possible!
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Transform Attitudes and Assumptions
1. Change Attitudes and Assumptions
Green Buildings at Harvard Shifting Attitudes
There are so many different green building
standard we dont even know where to start or
what green building means! LEED is a waste of
time. It is a point chase that diverts money a
effort form achieving real action. LEED is
helpful but the certification is too difficult
and costly. We can use LEED but not bother with
the certification We can do this with the
streamlined approach and support of the HGCI but
LEED Gold is still just too expensive. We
shouldnt go beyond silver.
2000-1
2002-3
2004-5
2006-8
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2. Pilot and Expand New Practices
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2. Pilot and Expand New Practices
Occupancy sensor driven temperature Setbacks
Biodiesel in University Shuttles
Green Cleaning
Ground Source Heat Pumps
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Harvard UniversityDiesel Emission ControlsFor
Construction Equipment
Harvard Emissions Spec Retrofits - 60HP onsite
20 working days EPAs verified list, or approved
by Harvard Ultra Low Sulfur Deisel. Preference
for biodiesel, ethanol Anti-idling, equipment
location, electric equipment
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Pilot and Expand New Practices
2. Pilot and Expand New Practices
Green Building at Harvard History
2001 HGCI initiates first 3 pilot LEED projects
2001
2007
2006
2004
2005
21 LEED Projects 5 Certified 16 Registered
26 LEED Projects 7 Certified 19 Registered
16 LEED Projects 4 Certified 12 Registered
7 LEED Projects 2 Certified 5 Registered
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3. Engage People and Foster New Capacities
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3. Engage People and Foster New Capacities
Building Name LEED Rating
Gallatin Hall HBS Attempting GOLD
McCollum Hall HBS Attempting GOLD (LEED-CI)
Northwest Corner HLS Attempting GOLD
Rockefeller Hall Divinity Attempting GOLD
Weld Hill Arnold Arboretum Attempting GOLD
2 Grant Street HRES Attempting PLATINUM (LEED-H)
Building Name LEED Rating
Aldrich Hall HBS Attempting CERTIFIED
Byerly Radcliffe Attempting SILVER
Hamilton Hall HBS Attempting GOLD
Wyss Hall HBS Attempting GOLD
5 Cowperthwaite St. HRES Attempting GOLD
10 Akron St. HRES Attempting GOLD
Allston Science Center ADG Attempting GOLD
Gallatin Hall HBS Attempting GOLD
The HGCI Provides LEED project management for all
Harvard LEED Projects Fostering New Capacities
Inhouse
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Dunster / Mather Kitchen and Serveries
LEED Silver Certified
First Institution Kitchen to Achieve LEED,
Dual-Flush Toilets, Melink Variable Speed Drive
Stove Hoods, Composting System
Harvard Dining Services
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Aldrich Hall
LEED Silver Pending
Campus Lighting Master Plan, Preferred Parking
for Fuel Efficient Vehicles, Green Cleaning
Program, high performance ventilation 13 Filters,
80 CD Waste Diversion
Harvard Business School
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Hamilton Hall, Harvard Business School
LEED Gold Pending
Occupancy Sensor Controlled Thermostats, 370,000
of Plyboo Furnishings, Tested Low-Flow Shower
Heads Before Selecting Symmons 2.0, HGCI
Performed Daylight and Views Calcs.
Harvard Business School
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Weld Hill Research Center
Seeking LEED Gold

• Closed loop geothermal system for heating and
  cooling, ventilation rates for lab space designed
  to 6 air changes per hour with night time
  set-back

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46 Blackstone
LEED Platinum Certified
Submitted to USGBC in September, 55 Points
Pending 52 Required for LEED Platinum, Highest
energy performance of any Harvard LEED building,
bioswale, energy efficient elevator
University Operations Services
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Landmark Center, HSPH
LEED Certified
42,000 Build-Out, Underfloor Air Distribution,
Digitally controlled Lighting w/T-5 Lamps
Harvard School of Public Health
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First Science Center
Seeking LEED Gold

• Highest energy performance goal of any lab
  design at Harvard, careful attention to materials
  selections, onsite stormwater re-use

Allston Development Group
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3. Engage People and Foster New Capacities
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3. Engage People and Foster New Capacities
Occupant impacts on building operations
environmental impacts
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3. Engage People and Foster New Capacities
PEER TO PEER PROGRAMS
HUDS Green Skillet
Inter-Dining Hall Competition 500Dining Staff
In 2007 The winning kitchen reduced electricity
use by 23
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3. Engage People and Foster New Capacities
PEER TO PEER PROGRAMS
Residential Green Living Programs 9,000 students
from the College, Harvard Business School,
Harvard Law School, Kennedy School of Government
To reduce the environmental impact of dorm life
at Harvard through

• Major focuses
• Electricity, heating, water efficiency
• Reduce waste through re-use and recycling
• Sustainable dining

• 40 paid student employees
• Peer education, and awareness.
• Practical projects in the dorms.
• Collaboration w/ administration to identify
  barriers to conservation.

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In the College Quantified savings are now well
over 400,000/year.

• gt13.8 reduction in electricity use of dorms by
  2007
• gt4 reduction in fuel for heating
• 33 reduction in food waste
• 25 increase in recycling
• 50,000 annual water savings
• gt60 reduction in move-out trash
• gt75,000/year of reusable items salvaged and
  resold by REP and Habitat

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3. Engage People and Foster New Capacities
Targeted Behavioral Change
SHUT YOUR SASH COMPETITION
Harvard Medical School
Faculty of Arts and Sciences
Over 250,000 of energy savings from this
targeted competition
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3. Engage People and Foster New Capacities
Large Scale Social Marketing Campaigns
Harvard Real Estate Services 3 complexes (1,800
tenants) 10 REPs Harvard Law School 8 dorms
(700 students) 4 REPs Harvard Business School
5 dorms (420 students) 6 REPs
2006 Online Sustainability Pledge Last year over
7,000 people signed!
  - 5,700 people pledged to turn off computers
and lights at night.   - 5,400 people pledged to
enable sleep mode on their computer.   - 3,700
people pledged to buy at least 30 recycled
paper.   - 4,600 people pledged to double-side
copies.   - 3,821 people pledged to bring their
own coffee mug.
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4. Continuously Diagnose and Address the
Weakest Links in Every Process
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5. Process Improvement
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5. Process Improvement
Did someone leave and momentum lost?
Do we need some in time research?
Is there some unfounded perception of risk or
misunderstanding preventing engagement?
Do we need more management support?
Did we consider life cycle costs, rebates,
grants, integrated design related savings etc?
Has it fallen off the agenda due to other
priorities?
Is the bigger picture still being addressed?
Does anyone have the time to project manage this
properly?
Does something have to be done and no else knows
how to do it?
Are we re-inventing the wheel instead of using
whats been done already?
Are we missing someone important at the table?
Continuously Diagnose and Address the Weakest
Links in Every Process
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Process Quality Control Continuous Improvement
5. Process Improvement
Ten Commandments for Cost Effective Green
Building Construction Renovations

• Commitment
• Leadership
• Accountability
• Process Management
• Integrated Design
• Energy Modeling
• Commissioning Plus
• Specifications
• Life Cycle Costing
• Continuous Improvement

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5. Assessment, Research and Development
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Renewable Energy Research and Development

• Harvard Purchases renewable energy certificates
  to offset 10 of its electricity related
  emissions.
• Harvard has 6 ground source heat pump systems
• The HGCI now runs a renewable energy program
• to research and develop business models for
• Biomass
• Photovoltaic
• Solar thermal
• Deep well geothermal
• Large and small scale wind
• Carbon offsets

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Cost of LEED Credits at Harvard by HGCI
Over 20 LEED Projects at Harvard show that there
are 34 credits and 6 prerequisites that can be
achieved at no added cost if the process is
managed effectively. Included in this number are
9 credits that all Harvard projects immediately
get.
Silver 33 Gold 39 Platinum52
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6. Leverage Different Leadership Contributions
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6. Leverage Different Leadership Contributions
Grass Roots Students, building Managers,
facilities staff, project managers, custodial,
transport procurement staff
CONFIDENCE CAPACITY
Top Level Leadership President, Provost, Deans,
VPs
AUTHORITY
Upper Middle Management 2nd Level Deans,
Associate VPs, CFOs, COO - Planning

• SYSTEMS INTEGRATION
• Capital Approvals Systems
• Finance Accounting
• University Contracts

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7. Reform Finance and Accounting Structures
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Accounting Structures Are Getting in the Way of
Best Financial Practice
Barrier Accounting structures are driving
inefficient design and operations by limiting the
appropriate movement of investments and savings
Capital Budget Managers
Maintenance Budget Managers
Human Resources Managers
Utility Budget Managers
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7. Reform Finance and Accounting Structures
Green Campus Loan Fund
12 Million Fund - interest free capital for high
performance projects
New Construction
Existing Buildings
10 Year payback maximum Cost premium of high
performance option funded Life Cycle Costing
used
5 Year Payback Maximum Full project funded Can
bundle projects Simple payback used
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7. Reform Finance and Accounting Structures
Green Campus Loan Fund
12 Million Fund - interest free capital for high
performance projects
New Construction
Existing Buildings
12 million interest-free capital for
conservation projects
10 million lent since 2000 170 projects 30
average return on investment
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Harvard Green Campus Loan Fund
GCLF vs. Harvard Endowment
Fiscal Year 2007 Return on Investment
23.0 Overall value of the Universitys endowment
34.9 billion.
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7. Reform Finance and Accounting Structures
Provide Financial Access to the Champions
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NEXT Instituting Life Cycle Costing
A method of project evaluation in which all costs
arising from owning, operating, maintaining and
ultimately disposing of a project are financially
evaluated in the decision making process. ? New
Construction ? Major Renovations ? Capital
Projects ? Routine Replacements or Upgrades
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Designing Programs for the Way We Are
8. Remove the Need for Conscious Attention by
Institutionalizing New Practices
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Designing Programs for the Way We Are
8. Remove the Need for Conscious Attention by
Institutionalizing New Practices
5 Conscious Behavior
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Designing Programs for the Way We Are
8. Remove the Need for Conscious Attention by
Institutionalizing New Practices

• EXAMPLES
• Integrate new practices into contracts and
  specifications ASAP
• Redefine position descriptions, performance
  reviews and training programs
• Implement prompts visible cues to trigger
  behavior (signs, bins, automated emails)
• Imbed new metering and verification systems into
  annual ongoing processes
• Establish routines of regular meetings and agenda
  items

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9. Adopt Accountability Frameworks
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9. Adopt Accountability Frameworks
Life Cycle Costing
Finance and Accounting Frameworks
GHG Reduction Targets
Green Building Standards
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HARVARDGreen Building Guidelines Projects Over
5 million

• Capital projects exceeding 5 million will seek
  minimum LEED Silver certification.
• Harvard University requires a number of LEED
  credits to be treated as pre-requisites
• An Integrated Design approach is to be adopted.
  
• Life Cycle Costing assessment is to be conducted
  throughout the project
• Energy modeling is required
• Adopt an ongoing commissioning approach for the
  life of the building.

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9. Adopt Accountability Frameworks
Allstons DRAFT Sustainable Design Guidelines
ALLSTON SUSTAINABILITY GOALS LEED Gold for All
Buildings Reduction in Building Energy Use
Less GHG per Heating, Cooling and Power related
MMBTU than 2006 of Renewable Energy Reduction
in Potable Water Use Treat / Use of Stormwater
On-site of Parking Underground Bus and Shuttle
Stops w/in 1 Minute of All Buildings Diesel
Emissions Controls on All Construction Vehicles
of Landscaping w/Native Species
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9. Adopt Accountability Frameworks
University-wide Taskforce Being Established to
Develop GHG Reduction Goals by June 2008.
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Summary of Ivy GHG CommitmentsApril 2008

• Brown University
• 42 below 2007 baseline by 2020
• Columbia University
• 30 below 2005 levels by 2017 in line with
  PlaNYC
• Cornell University
• Signed Presidents Climate Commitment. Will have
  strategic plan including timetable in 2009
  (already have 7 below 1990)
• Harvard University
• In development
• University of Pennsylvania
• Signed Presidents Climate Commitment. Will have
  strategic plan including timetable Sept 2009
• Princeton University
• 1990 levels by 2020 (18 reduction from 2007)
• Yale University
• 43 reduction from 2005 (10 below 1990) by 2020

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10. Institutionalize Continuous Improvement
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Harvard Campus-Wide Sustainability
Principles

• 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.

• Implementation Commitment
• Continue Harvard Green Campus Initiative
• Integrate into Harvards Capital Approvals
  process
• Establish indicators for monitoring progress
• Integrate into annual financial reporting
  processes

As we plan for the future, these principles
will set a strong course that will benefit
Harvard and promote responsible growth and
environmental quality in our community. President
Lawrence H. Summers, Harvard University Gazette,
October 14 2004
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Institutionalize Continuous Improvement
10. Institutionalize Continuous Improvement
Continuous Improvement in Green Building
2002-2008 Reduced Costs, Streamlined
Certification, Staff Expertise, Information
Resources, LEED accredited staff
Harvard now has 26 LEED registered or certified
buildings
2002
2004
2005
Harvard Green Building Commitments Harvard
strives for LEED Silver minimum for all building
renovation and construction The Allston
Development Group has committed to LEED Gold for
all buildings in Allston HBS has committed to
LEED Gold for all building renovations and
construction
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Institutionalize Continuous Improvement
10. Institutionalize Continuous Improvement
www.greencampus.harvard.edu/theresource
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10. Institutionalize Continuous Improvement
www.greencampus.harvard.edu/theresource

• Implementation Tools
• Technologies Products
• Case Studies
• LEED Submittals
• HGCI Services

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To Learn More About The Harvard Green Campus
Initiative
Contact Leith_Sharp_at_harvard.edu
Visit our website www.greencampus.harvard.edu
Subscribe to our newsletter Spring 2007 now
available
We offer Distance learning courses through
Harvard Extension School ENVR E117
Organizational Change for Sustainability. ENVR
E119 Green Building Design, Construction and
Operations See http//courses.dce.harvard.edu/e
nvre117/ http//courses.dce.harvard.edu/envre
119/