ORGANIZATIONAL CHANGE MANAGEMENT

1

• ORGANIZATIONAL CHANGE MANAGEMENT
• FOR SUSTAINABILITY
• THE HARVARD CASE STUDY
• 2000-2008

Leith Sharp Founding Director, Harvard Green
Campus Initiative 2000-8 Visiting Scholar,
Harvard School of Public Health, Faculty,
Harvard Extension School Independent Consultant,
Strategic Campus Sustainability Leith_Sharp_at_harvar
d.edu Leithsharp_at_yahoo.co.uk
2
Higher Education Provides One of the Greatest
Opportunities for Liberation to People All Around
the World

• 2 of the world will attend a University or
  College
• 90 of higher education students are in
  developing countries
• University and College graduates will account
  for around 80 of the worlds business, NGO and
  government leaders

3
What Does a University of the Future Do
Differently? THOUGHTS FROM A RECENT INTERNATIONAL
MEETING ON SUSTAINABILITY IN HIGHER EDUCATION

• We must engage students in project and practice
  based learning and research processes so that
  they are empowered and capable of addressing the
  realities of implementing, facilitating leading
  change
• Students, faculty staff must be able to think
  about our problems using multidisciplinary
  capacities and systems thinking perspectives
• We must convert our campuses into
• living laboratories demonstration facilities
• for sustainability teaching and research

4
The Problem and Solution is Systems Based,
Calling On Us the Evolve the Very Way We Conceive
of the World
5
(No Transcript)
6
(No Transcript)
7
(No Transcript)
8

What is the nature of this relationship?
What is this relationship?
?
9
(No Transcript)
10
Sustainable Infrastructure Attributes Closed
loop material flows Zero net GHG emissions Zero
toxic build-up Biodiversity protection
?
11

• Enabled Organizational Attributes
• - Systems Thinking
• - Entrepreneurial
• Continuous Improvement
• Impact transparency
• - Adaptive

Sustainable Infrastructure Attributes Closed
loop material flows Zero net GHG emissions Zero
toxic build-up Biodiversity protection
?
12
Enabled Individual Attributes - Empowered -
Engaged - Tension tolerant - Status from
collaboration rather than individual
power -Empathetic

• Enabled Organizational Attributes
• - Systems Thinking
• - Entrepreneurial
• Continuous Improvement
• Impact transparency
• - Adaptive

Sustainable Infrastructure Attributes Closed
loop material flows Zero net GHG emissions Zero
toxic build-up Biodiversity protection
13
What is the State of the Campus Sustainability
Movement?
14
What is the State of the Campus Sustainability
Movement?
National Wildlife Federation State of the Campus
Environment 2008
15
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

• a

16
Harvards GHG Inventory Annual Reporting

• 60 growth in GHG emissions since 1992
• Buildings account for over 87 of emissions (to
  power, heat cool)
• Three of Harvards 11 Schools account for 66 of
  campus emissions

17
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
18

• 2007-2008
• Harvard receives the highest national green
  campus ratings from
• The Sustainable Endowments Institute
• The Princeton Review
• Sierra Club
• Grist

19
Harvards Green Campus Initiative A Business
Model to Fund Green Collar Jobs
Harvards Green Campus Initiative 2000-2008 A
Business Model for Funding Green Campus Staff
20
Harvards Green Campus Initiative A Business
Model to Fund Green Collar Jobs
Harvards Green Campus Initiative 2000-2008
Change Management Team
Green Building Operations
Green Building Design
Co-Chair Faculty, Harvard School of Public
Health Prof. Jack Spengler
Campus Occupant Engagement Programs
Environmental Procurement
23 Full-time Staff 30 Part-time students
Director, Leith Sharp
Residential Green Living Programs
Renewable Energy
Co-Chair Assoc. VP, Facilities Environmental
Services Tom Vautin
HGCI Base Program Staff
HGCI Courses at Harvard Extension School

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

• ? FY08 Operating Cost 2.2million ? Annual
  Savings 7 million
• 20 Office of President and Provost central
  administration sources.
• 80 from fee for service partnerships funded on
  the basis of extensive savings

21
Harvards Green Campus Initiative 2000-2008
Change Management Team
The global environmental imperative requires us
to change the way in which we do almost
everything. The end goal, environmental
sustainability, is a moving target.
Therefore our organizations must develop a
greater capacity for change and the related
processes of continuous improvement and
organizational transformation.
22
Harvards Green Campus Initiative 2000-2008
Change Management Team
We are Not as Rational As We Think
1
23
Harvards Green Campus Initiative A Business
Model to Fund Green Collar Jobs
Harvards Green Campus Initiative 2000-2008
Change Management Team 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 leverage.
24
The Art of Change
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.
Large-scale transformation becomes possible when
we are able to master the art of maintaining the
stability of the organization, entity or process
while engaging in the process of change.
25
Unknown Complexity in Decision Making
Simple Lighting Retrofit Project

• Location student residence (300 students)
• Proposed savings
• Annual savings gt20,000
• Payback lt3 yrs
• Process

No progress for many years because no dedicated
attention, money or time
26
Unknown Complexity in Decision Making
Simple Lighting Retrofit Project
School
Fin Mgr (capital budget)Fin Mgr (operating
budget) Facility Director Building Manager
(Superintendent) House Master House occupants
(students) REP coordinator (student)
1
My Staff
Facilities staff overstretched, need dedicated
assistance to find new projects
27
Unknown Complexity in Decision Making
Simple Lighting Retrofit Project
School
Fin Mgr (capital budget)Fin Mgr (operating
budget) Facility Director Building Manager
(Superintendent) House Master House occupants
(students) REP coordinator (student)
Green Campus Loan Fund
2
1
My staff
No money in annual maintenance budget, loan fund
provided
28
Unknown Complexity in Decision Making
Simple Lighting Retrofit Project
School
Fin Mgr (capital budget)Fin Mgr (operating
budget) Facility Director Building Manager
(Superintendent) House Master House occupants
(students) REP coordinator (student)
Green Campus Loan Fund
2
1
My staff
Vendor
3
Sales Rep Technician
Facility manager is overstretched, dedicated
project management TIME needed
29
Unknown Complexity in Decision Making
Simple Lighting Retrofit Project
School
4
Financial Manager (capital budget)Financial
Manager (operating budget) Facility
Director Building Manager (Superintendent) House
Master House occupants (students) REP
coordinator (student)
Green Campus Loan Fund
2
1
My staff
Vendor
3
Sales Rep Technician
Senior finance management hesitates to give
approval, needs convincing
30
Unknown Complexity in Decision Making
Simple Lighting Retrofit Project
School
4
Fin Mgr (capital budget)Fin Mgr (operating
budget) Facility Director Building Manager
(Superintendent) House Master House occupants
(students) REP coordinator (student)
Green Campus Loan Fund
2
1
5
My staff
6
Vendor
3
Sales Rep Technician
Building management must provide approval, needs
convincing
31
Unknown Complexity in Decision Making
Simple Lighting Retrofit Project
School
4
Fin Mgr (capital budget)Fin Mgr (operating
budget) Facility Director Building Manager
(Superintendent) House Master House occupants
(students) REP coordinator (student)
Green Campus Loan Fund
8
2
1
5
My staff
6
7
9
10
Vendor
3
11
12
Sales Rep Technician
House Master concerned reAESTHETICS, needs lots
of engagement discussion
32
Unknown Complexity in Decision Making
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) Facility Director Building Manager
(Superintendent) House Master House occupants
(students) REP coordinator (student)
Green Campus Loan Fund
8
1
2
5
My staff
7
6
9
10
14
Vendor
3
11
12
Univ. Ops
13
Sales Rep Technician
Maintenance crew
Concern regarding maintenance of new light bulbs,
basic training needed
33
Unknown Complexity in Decision Making
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) Facility Director Building Manager
(Superintendent) House Master House occupants
(students) REP coordinator (student)
18
Green Campus Loan Fund
20
17
8
19
1
2
5
7
My staff
6
9
10
14
Vendor
3
11
12
15
Univ. Ops
13
Sales Rep Technician
Maintenance crew
16
Vendor PERFORMANCE inadequate, needed additional
management Leg work to get final financial
approval from loan fund advisory committee
34
Harvards Green Campus Initiative 2000-2008
Create a Web of Trust Based Relationships

A Culture of Trust is the Foundation of Learning
and Innovation
35
Harvards Green Campus Initiative 2000-2008
Create a Web of Trust Based Relationships
TRUST
Three Types of Relationship Models in
Organizations
Authority
Transaction
Reference Professor Karen Stephenson,
http//www.netform.com
6
36
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.
37
Relationships provide a Powerful Force for Change
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.
0 1 1 Year 9 2 Years 81 3 Years
729 4 Years 6,561 5 Years 59,049
38
Attitudinal Change
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
hard I 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!
39
Green Buildings at Harvard Attitudinal Change
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 LEED helps us manage our
projects better and we can do this with the
streamlined approach and support of the
Sustainability Office. LEED Gold may still be too
expensive so we shouldnt go beyond
silver. Almost all of our projects are now
achieving LEED Gold anyway so why dont we just
raise the University requirement to Gold?
2000-1
2002-3
2004-5
2006-8
2009-
40
Harvards Green Campus Initiative A Business
Model to Fund Green Collar Jobs
Harvards Green Campus Initiative 2000-2008
Fostering Individual Engagement, Commitment,
Motivation
What gets individuals motivated, engaged and
working at their full potential?

• 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

I am fully engaged in working on my part of the
solution in every way possible!
41
Harvards Green Campus Initiative 2000-2008
Stabilize Change Via Ongoing Piloting Expansion
42
Harvards Green Campus Initiative 2000-2008
Stabilize Change Via Ongoing Piloting Expansion
Engagement/Motivation
Pilot Innovation in Infrastructure
Knowledge/Capacity
Reform Decision-Making Processes and Expand
Commitment
43
Harvards Green Campus Initiative 2000-2008
Stabilize Change Via Ongoing Piloting Expansion
Biodiesel in University Shuttles
Green Cleaning
44
Harvards Green Campus Initiative 2000-2008
Stabilize Change Via Ongoing Piloting Expansion
Biodiesel in University Shuttles
Ground Source Heat Pumps
Green Cleaning
Solar Thermal
45
Harvards Green Campus Initiative 2000-2008
Stabilize Change Via Ongoing Piloting Expansion
Occupancy sensor driven temperature Setbacks
Biodiesel in University Shuttles
Ground Source Heat Pumps
Building Mounted Wind
Photovoltaic
Collecting oil for Harvard Recycling truck
Green Cleaning
Solar Thermal
46
Harvards Green Campus Initiative 2000-2008
Stabilize Change Via Ongoing Piloting Expansion
Kenny School of Government Rooftop Community
Garden
Harvard Yard Soils Restoration Project
Freecycling Events
Local Produce In Dining Halls
Free Plug Timers Give Away
Print Phone Books Cancelled
Harvard Green Labs Certification Program
47
Harvards Green Campus Initiative A Business
Model to Fund Green Collar Jobs
Harvards Green Campus Initiative 2000-2008
Ongoing Piloting and Expansion
2002
2004
2005
2006
33
48
Harvards Green Campus Initiative 2000-2008
Ongoing Piloting Expansion
2001 HGCI initiates first 3 pilot green
building projects
2007
2006
2004
2005
2008-9
21 GREEN Building Projects 5 Certified 16
Registered
26 GREEN Building Projects 7 Certified 19
Registered
16 GREEN building Projects 4 Certified 12
Registered
7 GREEN Building Projects 2 Certified 5
Registered
50 GREEN Building Projects 15 Certified 35
Registered
49
Green Building Case Study The Process and Pace
of Change
Change Attitudes
Engage Develop Capacities
Leverage Leadership
Adopt goals Accountability
Pilot Projects Expand
Knowledge sharing streamlining processes
2001 2002 2003 2004
2005 2006 2007 2008
5
12
16
3
4
50
23

5
12
16
3
4
50
23
Number of Green Building Projects on Harvard
Campus
Reduced Costs, Streamlined Certification, Staff
Expertise, Information Resources, LEED
accredited staff
50
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
51
Aldrich Hall
LEED Silver
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
52
Hamilton Hall, Harvard Business School
LEED Gold
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
53
Wyss Hall
LEED Gold
41 Water Use Reduction, Occupancy Sensor
Controlled Thermostats, Hansa Smart Panels
(Induction Units), Added Windows to Scope After
Modeling Results
Harvard Business School
54
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

55
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
56
46 Blackstone
LEED Platinum Certified
LEED Platinum, Highest energy performance of any
Harvard LEED building, bioswale, energy efficient
elevator, ground source heat pumps,
environmentally preferred materials throughout etc
University Operations Services
57

www.green.harvard.edu/theresource
www.greencampus.harvard.edu/theresource
Lessons Learned and Continual Improvement
58
Harvards Green Campus Initiative 2000-2008
Stabilize Change Via Ongoing Piloting Expansion
Engagement/Motivation
Pilot Innovation in Infrastructure
Knowledge/Capacity
Reform Decision-Making Processes and Expand
Commitment
59
HARVARDGreen Building Guidelines

• LEED Silver Minimum
• Harvard LEED Credits
• 6 points - EA credit 1
• EA credit 3 5
• MR c 2.1 2.2
• EQ c 3.1, 3.2, 4.1, 4.2, 4.3 5
• Integrated Design
• Life Cycle Costing
• Energy Modeling
• Ongoing Commissioning

60
Harvards Green Campus Initiative 2000-2008
Proving the Business Case for Greening the Campus
61
Harvards Green Campus Initiative 2000-2008
Proving the Business Case for Greening the Campus
What is the cost of Green Building (LEED Gold or
better)?
62
STUDY 1 LEED Credits at Harvard by HGCI
Over 20 LEED Projects at Harvard have shown that
34 credits and 6 prerequisites can typically 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
63
STUDY 2 Green Cost Data for Two Harvard
Historic Renovation Projects
64
Additional Green Costs
PROJECT 1

• Total Soft Costs 2,358,275
• Total Project Cost 18,509,114
• Additional Green Soft Costs 69,724
• Additional Green Hard Costs 115,122
• __________________________________________________
  _____________________
• Green Soft Costs as of Total 0.38
• Green Hard Costs as of Total 0.062

65
PROJECT 2

• 320K Estimated Material Cost of LEED 2.5 of
  total project cost
• Estimated Energy Savings (35,000)
  Annually
• Estimated lt 10 year payback

66
PROJECT 3
Harvard School of Public Health
LANDMARK CENTER

• Carbon Dioxide (CO2) Monitoring
• Ventilation Efficiency
• Low-Emitting Materials
• Adhesives Sealants
• Paints
• Carpet
• Furniture and Furnishings
• Thermal Comfort
• Daylight 75 of Spaces

67
PROJECT 3
Harvard School of Public Health
68
CONCLUSION

• A LEED Silver or Gold certification requirement,
  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.

69
What can be said about the cost impact of not
implementing Harvards new green building
guidelines?
70
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
71
Harvards Green Campus Initiative A Business
Model to Fund Green Collar Jobs
Harvards Green Campus Initiative 2000-2008
Reform Finance and Accounting Barriers
72
Harvards Green Campus Initiative A Business
Model to Fund Green Collar Jobs
Harvards Green Campus Initiative 2000-2008
Reform Finance and Accounting Barriers
Finance and accounting systems currently
incentivize and institutionalize inefficiency,
silos and component optimization at the expense
of larger systems optimization and best business
practices. Annual budgeting processes also
exclude ongoing investments in innovation and
continuous improvement.

• Finance accounting processes must be reformed
  to
• Drive efficiency optimization at the systems
  level.
• Allow for savings to be captured and reinvested.
• Provide champions with timely access to funds
• Stimulate innovation continuous improvement.

73
Harvards Green Campus Initiative A Business
Model to Fund Green Collar Jobs
Harvards Green Campus Initiative 2000-2008
Transcend Financial and Accounting Barriers
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
74
Harvards Green Campus Initiative 2000-2008
Transcend Financial and Accounting Barriers
Sample of Loan Fund Simple Payback and Return on
Investment by Project Type.
75
What Makes the Green Campus Revolving Loan Fund
Work?
Provide Financial Access to the
Champions Fostering Peer to Peer Exchange
Competition
76
Life Cycle Costing
Life cycle costing allows for the consideration
of medium and long term cost implications of
todays decisions. It is a 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 todays dollars.
When can it be used? ? New Construction ? Major
Renovations ? Capital Projects ? Routine
Replacements or Upgrades ? Day to day purchases
that incur any ongoing costs
77
Additional Green Costs
PROJECT 1

• Total Soft Costs 2,358,275
• Total Project Cost 18,509,114
• Additional Green Soft Costs 69,724
• Additional Green Hard Costs 115,122
• __________________________________________________
  _____________________
• Green Soft Costs as of Total 0.38
• Green Hard Costs as of Total 0.062

78
Additional Green Soft Costs
PROJECT 1

• Enhanced Commissioning
• 4,832
• Energy Modeling
• 13,200
• Green Building Consultant
• 15,460
• CD Waste Consultant
• 34,032
• LEED Certification Costs
• 2,200

• MEP design review, recommissioning
• manual verification of operator
• training
• Promotes integrated design and
• identifies energy savings from ECMs
• Guides team through sustainable
• design process manages LEED effort
• Salvage significant quantities of
• materials for donation targeting gt
• 95 waste diversion rates
• Hold team member accountable 3rd
• party verification of sustainability

79
Additional Green Hard Costs Energy Conservation
Measures that Resulted from Soft Cost Investment
PROJECT 1

• Improved Building Envelope 20,971
• Variable Frequency Drives 29,000
• Lighting Optimization 25,000
• Lighting Controls 5,625
• CO2 Sensors in Cafeteria 4,000
• Hot water temperature difference 2,450
• Melink System 12,500
• Pressure Independent Control Valves
  5,576
• Energy Recovery Wheel 10,000
• Fan Coil Unit Fan Cycling 0
• -------------------------------------------------
  -------------------------
• Total capital cost 115,122
• 0.062 of total project cost

80
Energy Conservation Measures
PROJECT 1

• Total ECM Cost 115,122
• Total First Year Energy Savings 16,000
• Internal Rate of Return 17.8
• ECMs pay for themselves in lt 8 years

Total Green Cost Premium 1 of the total
project cost
81
Harvards Green Campus Initiative 2000-2008
Foster a Learning Organization (Build New
Capacities)
82
Community-Based Social Marketing
Social Sciences research shows that INFORMATION
alone is not always enough to influence BEHAVIOR
Great Resource Fostering Sustainable
Behaviorby Doug McKenzie-Mohr and William Smith
83
Harvards Green Campus Initiative 2000-2008
Foster a Learning Organization (Build New
Capacities)
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.
84
Peer to Peer Learning
Harvards Green Campus Initiative A Business
Model to Fund Green Collar Jobs
Harvards Green Campus Initiative 2000-2008
Peer to Peer Programs
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
Green Skillet Competition 500 staff. The winning
kitchen reduced electricity use by 23
Peer to Peer Training Programs Staff training
each other to save energy through better building
management
85
Harvard University Dining Services Harvard
Office for Sustainability
Green Skillet Competition
500 Harvard dining staff competing for the
illustrious Green Skillet
2008-2009 Results To-date

• 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

86
120,000 annual cost 4 month payback
Undergraduate Residential Green Living Programs
PEER TO PEER PROGRAM 1 Full time staff, 20 paid
students outreach to 6,000 students

• 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

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

• a

87
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
88
Green Office Program
Harvard Office For Sustainability
89
Peer to Peer Learning
Harvards Green Campus Initiative A Business
Model to Fund Green Collar Jobs
Harvards Green Campus Initiative 2000-2008
Cultural Change Create The New Norm
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!
90
Harvards Green Campus Initiative 2000-2008
Small Actions Really Add Up !!

• 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
• Thats 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 
• Thats like taking 54 cars off the road!

91
Peer to Peer Learning
Harvards Green Campus Initiative A Business
Model to Fund Green Collar Jobs
Harvards Green Campus Initiative 2000-2008
Cultural Change The New Norm
Staff Green Teams Building Energy Competitions
Social Marketing Fostering energy conserving and
recycling habits across Harvard
Sustainability Pledge 8,000 Harvard members
made their online pledge in 2007
47
92
35,000 per year Unknown but real Payback
LARGE SCALE SOCIAL MARKETING
"I support Harvard University's efforts to reduce
its environmental impacts and implement
Campus-wide Sustainability Principles. I will
make my contribution by pledging to do at least
three of the most applicable actions listed
below
Occupant Education

•  
• Turn off computers, lights, and other equipment
  when not in use.
• Recycle paper, cans, glass, and batteries.
• Make double-sided copies.
• Shut my fume hood sash every time I leave the
  hood (lab users only).
• Tell others about this sustainability pledge.

8,000 Staff Students and Faculty Pledged in
November 2008

• a

93
Harvards Green Campus Initiative A Business
Model to Fund Green Collar Jobs
Harvards Green Campus Initiative 2000-2008
Address the Unconscious Organization
94
Harvards Green Campus Initiative 2000-2008
Address the Unconscious Organization
What Drives our Behavior?
5 Conscious Behavior

• 95 Non-conscious Behavior
• Learned
• Hard-wired

95
Harvards Green Campus Initiative 2000-2008
Address the Unconscious Organization
Its possible that our organizations reflect our
own cognitive tendencies and that what we are
working to transform is largely unconscious of
itself, requiring a strategic effort to use very
limited conscious capacities to foster new
habits.
96
Designing Programs for the Way We Are
Strategies for institutionalizing new practices
so that they can become unconscious habits

• EXAMPLES
• Adopt annual environmental reporting requirements
• Adopt new financial and project approval
  requirements
• Integrate new practices into contracts and
  specifications
• Redefine position descriptions, performance
  reviews training programs
• Implement prompts visible cues to trigger
  behavior (signs, bins, emails)
• Establish routines of regular meetings and agenda
  items

97
Harvards Green Campus Initiative A Business
Model to Fund Green Collar Jobs
Harvards Green Campus Initiative 2000-2008
Creating New Governance Decision-making
Processes
98
Harvards Green Campus Initiative A Business
Model to Fund Green Collar Jobs
Harvards Green Campus Initiative 2000-2008
Creating New Governance Decision-making
Processes
Governance Processes Need to Support More
Bottom-up and Horizontal Leadership in
Decision-making
TRADITION Decision-making PROCESS A typical
process involves a linear progression from the
upper management levels down to the middle
management and finally the grass roots. A formal
hierarchy of communication is enforced by the
organization.
Leaders
Managers
Doers
99
(No Transcript)
100
Integrated Design Requires an Integrated Team
101
A NEW LEADERSHIP ROLE
102
(No Transcript)
103
Changes must be made early in the process
ideally by Design Development
104
Reform the Team Engagement Process
105
The project leader needs to bring in all team
members early and to facilitate collaboration
A NEW LEADERSHIP ROLE
Reform the Team Engagement Process
Format concept by Nathan Gauthier, 2008
Format ting by Nathan Gauthier, 2008
106
The project leader needs to be a skillful team
manager, collaborator and facilitator
A NEW LEADERSHIP ROLE
Format ting by Nathan Gauthier, 2008
107
Challenging conventional approaches to air change
rates in laboratories
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

Department Arnold Arboretum Building Type Labs
and Offices Size 45,000 square feet
108
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.
109
Costing Case Study
110
Cost Neutral Climate Neutral Building Case Study
Leverett Towers Investment Summary
111
Cost Neutral Climate Neutral Building Case
Study(Research provided by 2008 thesis student
Debra Shepard (dshepard_at_eheinc.com)
Leverette Towers Financial Summary for Climate
Neutrality
112
Harvards Green Campus Initiative A Business
Model to Fund Green Collar Jobs
Harvards Green Campus Initiative 2000-2008
Leverage Leadership (Conducting the Voices)
1B
113
Harvards Green Campus Initiative A Business
Model to Fund Green Collar Jobs
Harvards Green Campus Initiative 2000-2008
Leverage Leadership (Conducting the Voices)
Grass Roots Students, building Managers,
facilities staff, project managers, custodial,
transport procurement staff

• CONFIDENCE CAPACITY
• Evidence
• Confidence
• Business base for green campus organization

• AUTHORITY
• Legitimacy
• Priority
• Mood/culture
• Goals

Top Level Leadership President, Provost, Deans,
VPs

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

Upper Middle Management 2nd Level Deans,
Associate VPs, CFOs, COO - Planning
1C
114
Harvard-Wide Green Building Guidelines
Development Process

• 2001-4 Green Buildings piloted and numerous
  projects underway
• 2004 President Summers Approves Sustainability
  Principles including commitment to integrate
  sustainability into building capital approvals
  process.
• 2004-7 Green building project experience
  expanded across University
• 2007 Feb University Construction Managers
  Council requests draft guidelines
• 2007 March Oct Guidelines developed by my team
  and interfaculty committee over 11 meetings

115
Harvard-Wide Green Building Guidelines
Development Process

• 2007 Oct-Dec
• Financial Deans Approval
• Capital Projects Review Committee Approval
• University Construction Managers Council
  Approval
• Administrative Deans Approval
• University Construction Managers Council
  Approve final draft
• President Faust Notified of completion and
  adoption

116
Leveraging Student Leadership

• 2004 HGCI partners with students to ask
  President Summers for a public statement
  regarding campus sustainability.
• 2005 HGCI supports students to advocate for a
  sustainable campus development in Allston.
• 2006 HGCI encourages students in College to vote
  in favor of reducing College GHG emissions to 11
  below 1990 (1 better than Yale).
• 2008 HGCI gets students invited to participate
  on GHG Taskforce to define reduction plan

1D
117
Harvards Green Campus Initiative 2000-2008
Foster Institutional Commitment
President Faust Approved Harvards GHG Reduction
Targets in July 2008.

• Initial goal of 30 below 2006 levels by 2016
  (including campus growth)
• Every four years additional goals to be developed
• Strive towards climate neutrality as soon as
  possible

118
Harvards Green Campus Initiative A Business
Model to Fund Green Collar Jobs
Harvards Green Campus Initiative 2000-2008
Foster Institutional Commitment
Campus-wide Sustainability Principles
Sustainable Design Guidelines for New Campus
Development
Green Building Guidelines
GHG Reduction Goal 30 below 2006 by 2016,
Climate Neutrality End Goal
119
1 Mile in to a 100 Mile Journey

• 2.3 net reduction in Harvard's greenhouse gas
  emissions from Fiscal Year 2006 2008 (8
  excluding growth)
• 20 LEED certified projects on campus
• 15.7 of Harvards energy now comes from
  renewable sources
• 55 of Harvard's waste was recycled in 2008
• 40 of produce served by Harvard Dining Services
  sourced from local farms during the growing
  season
• 15 of Harvard staff drove to work alone in 2008

120
Pathway to a Sustainable Campus

• Create a Change Management Engine
• Increase Trust, Engagement and Empowerment
• Finance and Accounting Reform
• Foster a Learning Organization and Capacity
  Building
• Culture Change
• Manage Stakeholder Complexity, Governance
  Decision-making ,
• Continuous Improvement, Pilot and Expand
• Leverage Leadership
• Address the Unconscious Organization
• Foster Formal Commitments Goals
• Indicators and Annual Reporting
• Systems Thinking

121

• ORGANIZATIONAL CHANGE MANAGEMENT
• FOR SUSTAINABILITY
• THE HARVARD CASE STUDY
• 2000-2008

Leith Sharp Founding Director, Harvard Green
Campus Initiative 2000-8 Visiting Scholar,
Harvard School of Public Health, Faculty,
Harvard Extension School Independent Consultant,
Strategic Campus Sustainability Leith_Sharp_at_harvar
d.edu Leithsharp_at_yahoo.co.uk