The Harvard Green Campus Initiative

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The Harvard Green Campus Initiative An
Overview For HEEPI and Partners December 1st
2005 Leith Sharp Director, HGCI
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• Harvard University
• Students
• 19,000 Degree Students
• 13,000 Fellows, non-degree summer students
• Faculty
• 2400 Faculty (on campus)
• 9000 Faculty (teaching hospitals)
• Staff
• 12,000 Administrative Staff

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Harvard as Landowner

• 657 acres of campus land area
• 219 acres in Cambridge
• 22 acres in Longwood
• 250 acres in Allston
• 137 acres in Southborough
• 29 acres in Watertown
• 4,100 acres of research land area

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Harvard as Builder

• 600 campus buildings
• 21 million gross square feet (gsf) of floor space
• Historical trends
• - 1 million gsf per decade

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How Harvard Uses its Buildings
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Harvards Management Culture

• Highly decentralized
• Schools financially autonomous
• Strong individual identities cultures of
  Schools

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Greenhouse Gas Emissions
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Harvard University Utility Consumption Trends

• 1992-2004
• Electricity 40 increase
• Steam use 50 increase
• Chilled water 300 increase

In 2003, Harvards emissions were 40 above its
1990 emissions.
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Harvard University Utility Consumption Trends

• 1992-2004
• Electricity 40 increase
• Steam use 50 increase
• Chilled water 300 increase

In 2003, Harvards emissions were 40 above its
1990 emissions.
Note Increases are due to increased demand for
air conditioning, increases in square footage per
person, increases in laboratory research and the
proliferation of computers and related equipment.
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Harvard University Utility Consumption Trends

• 1992-2004
• Electricity 40 increase
• Steam use 50 increase
• Chilled water 300 increase

In 2003, Harvards emissions were 40 above its
1990 emissions.
In 2003, Duke Universitys emissions were 31
above its 1990 emissions.
In 2003, Yale Universitys emissions were 55
above its 1990 emissions.
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How the Harvard Green Campus Initiative Has Grown
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The Old Role of the Campus Sustainability
Practitioner
Content expert in green building, transportation
etc
Engage in 2-way educational exchange
Build trust with allies champions
Propose trial projects
Understand basic organizational characteristics
Power, money, decision-making
Leverage allies to back ideas
Identify service needs and cost savings
Entrepreneur business builder
Leverage new confidence, networks capacities
for larger projects
Establish business plan and financing mechanism
Build staff capacities to implement new practices
Institutionalize new practice standards,
reporting requirements
Promote success and extract all lessons
Implement project
Project manager
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The New Role of the Campus Sustainability
Practitioner
Advocate, psychologist educator
Politician experienced administrator
Content expert in green building, transportation
etc
Engage in 2-way educational exchange
Build trust with allies champions
Propose trial projects
Understand basic organizational characteristics
Power, money, decision-making
Leverage allies to back ideas
Need to Address Information Technology
Design Politics Power Organizational
Limitations Cognitive Limitations
Identify service needs and cost savings
Entrepreneur business builder
Leverage new confidence, networks capacities
for larger projects
Establish business plan and financing mechanism
Build staff capacities to implement new practices
Institutionalize new practice standards,
reporting requirements
Promote success and extract all lessons
Strategist
Implement project
Project manager
Systems Developer
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Harvard Green Campus Initiative Organizational
Chart 2005
High Performance Building Service

• 1 Manager
• 1 Coordinator
• 3 Research Assistants

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

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

Residential Green Living Programs
13 Full-time Staff 40 Part-time students
Director, Leith Sharp

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

HGCI Base Program Staff
Co-Chair Assoc. VP, Facilities Environmental
Services Tom Vautin

• Coordinator, Communications, Finance Admin.
• Webmaster
• 1.5 Special Projects Assistants

HGCI Course at Harvard Extension School
Sustainability The Challenge of Changing Our
Institutions Offered by Distance Classroom.
70-80 students/semester

• ? FY06 Operating Cost 1.1million ? Annual
  Savings 5 million 40 million pounds of CO2
  
• 30 Funded by Office of President/Provost other
  central administration sources.
• 70 Funded through fee for service partnerships
  with
• ? Harvard Medical School ? School of Public
  Health ? Faculty of Arts Sciences ? Harvard
  Business School ? Harvard Law School ? Harvard
  Divinity School ? Radcliffe Institute ? Harvard
  Real Estate Services ? University Operations
  Services ? University Dining Services

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What We Do

• Campus Sustainability Principles
• High Performance Building Operations
• High Performance Building Design
• Renewable Energy
• Occupant Education
• Student Liaison

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The HGCI works to expand the capacities of all
Harvard schools and departments to implement
Harvards Campus-wide Sustainability Principles.

• Harvards Sustainability Principles
• Harvard University is committed to continuous
  improvement in
• Demonstrating institutional practices that
  promote sustainability
• Promoting health, productivity and safety
  through better building design and 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, reporting continuous improvement.

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What We Do

• Campus Sustainability Principles
• High Performance Building Operations
• High Performance Building Design
• Renewable Energy
• Occupant Education
• Student Engagement

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Operations Green Campus Loan Fund
Overview

• 3 million interest-free revolving loan fund
• Available to Harvard Schools and Departments
• A financial incentive for energy, water
  resource optimization
• Funded through the offices of the University
  President and Provost
• Eligible projects 5-year payback Feasibility
  Studies Photovoltaics

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Operations Green Campus Loan Fund

• 48 month Performance
• Over 5.5 million invested in 70 projects
• Average Return on Investment 30
• Average Simple Payback 3.4 years
• Peer review process for project approvals
• - Ensures projects are innovative, costs
  returns are accurate
• - Exchange of project experiences, ideas and
  information
• 14 Schools and Departments have used the fund
• Annual GHG Reduction 3 of 2003 emissions
• 30,000,000 lbs of CO2

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Operations Green Campus Loan Fund
Dollar Allocation by Project Type
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Operations Green Campus Loan Fund
Return on Investment by Project Type
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Operations Green Campus Loan Fund
The Time Problem

• 60 of all projects depend upon some level of
  HGCI staff time to make them happen.
• Project identification
• Technology research and review
• Feasibility assessments
• Project costing
• Application development
• Vendor management
• Project management for full implementation
• Promotions, education and case study development

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Operations Staff Training
Peer to Peer Training Programs Structured
department-specific programs. 3-6 months each.
Best Practice Exchanges Content experts present,
promoted across Harvard
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Operations Staff Training
Peer to Peer Training Programs Structured
department-specific programs. 3-6 months each.
Best Practice Exchanges Content experts present,
promoted across Harvard
Pilot Project Research and Staff
Hand-off Assistance with research, project pilot
and hand-off of new practices.

Example - Green Cleaning Project

• Reduction in UOS inventory of cleaning products
  from 60 to 3.
• Elimination of dozens of toxic chemicals through
  Green Seal certification.
• Cost neutral
• Use of 100 recycled paper products.
• Immediate human health benefits

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Operations Commissioning

• Commissioning Ensures that Buildings are
• Properly designed
• Correctly installed
• Functionally tested
• Capable of being operated and maintained

• Four Types of Commissioning Include
• New building commissioning
• Retro-commissioning
• Re-commissioning
• Continuous commissioning

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Operations Commissioning
Harvard School of Public Health Building 2
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Operations Commissioning
Harvard School of Public Health Building 2

• Built in 1962
• 100,300 ft2
• 33 wet lab
• 67 office/administrative/support space
• Retro-commissioning Spring 03
• Commissioning team
• Bond Bros. Inc construction management
• RDK consulting engineers
• Recommended retrofits and adjustments based on
  two benchmarks
• Return On Investment (ROI)
• Facility Condition Index (FCI)

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Operations Commissioning
Harvard School of Public Health Building 2

• Commissioned electrical, plumbing, HVAC and
  general systems
• Recommended projects with simple payback of 3
  year or less
• Findings
• 6 projects with payback less than 1 year
• Low Hanging Fruit
• 4 projects with 1 - 3 year payback
• 6 projects with payback greater than 3 years

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Operations Commissioning
Harvard School of Public Health Building 2
Resulted in saving over 400,000 / year with a
simple payback of less than 3 years

• Control loop calibration
• Reclaim excess condensate return heat to pre-heat
  hot water system
• Rebalance all fume hoods to industry standard
  guidelines (approx. 85 FPM)
• Steam trap survey/repairs for entire campus

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Operations Commissioning
From Retro and Re to Continuous Commissioning

• Texas AM University Commissioning Study
  Results
• Survey of over 50 buildings
• Continuous Commissioning adds 15-45 savings over
  normally commissioned buildings

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Operations Commissioning
Differences in Commissioning Approaches
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Operations Strategic Assessment

• Our universities and colleges are gold mines
• Disconnect between capital budgets operating
  budgets must be addressed
• Who ever will see the savings should invest in
  the business of sustainability
• Peer to peer forums are extremely effective for
  fostering innovation
• Investing in in-house capacities for high
  performance building ops pays off
• Fostering a full transferal of lessons and
  capacities from one project to the next is
  fundamental to achieving institutional
  transformation and essential for ensuring
  continual progress towards campus sustainability.

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What We Do

• Campus Sustainability Principles
• High Performance Building Operations
• High Performance Building Design
• Renewable Energy
• Occupant Education
• Student Engagement

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Harvard Has 11 Certified or Registered LEED
Building Projects
2002-2005
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Design New Construction
LEED Projects One Western Avenue

• Ecological Initiatives

• Energy performance 50 above code
• Energy-Star appliances and roofing were used
  throughout
•  Over 90 of construction waste diverted from the
  landfill
• Over 50 of building materials budget spent on
  recycled content
• 20 of the materials were manufactured locally
  (i.e. lt 500 miles)
• Low-VOC emitting adhesives, sealants, paints,
  and carpet
• Over 90 of spaces have access to daylight and
  views
• Occupant control of thermal, ventilation
  lighting systems

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Design Renovation
LEED Projects Blackstone

• Ecological Initiatives
• Energy performance 30-35 more efficient than
  code
• Bioswale to filter and retain stormwater
• Waterless urinals
• Georthermal heat pumps
• EnergyStar roof (high solar reflectance, reducing
  cooling load)
• 100 Green Power offset Certificates
• No added urea-formaldehyde for composite wood
• Greater than 50 sustainable certified wood

Im amazed at what we have been able to
accomplish with no increased capital cost. The
design team has to work harder but we get a
better performing and more sustainable building
for the effort. We are very happy with the HGCIs
work. David Moffatt, Former Chief Financial
Officer, Harvard Business School
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Design Continuous Improvement
2002-2005
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Design Continuous Improvement
2002-2005
HGCI works to transfer lessons capacities from
each project to the next.
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Design Continuous Improvement

• Of 20 LEED building documents in a study compiled
  for Californias Sustainable Building Taskforce,
  the average price premium has dropped from 3.25
  in 1995-1996, to 2.01 in 2003-2004.
• The City of Portland completed three LEED Silver
  buildings in 1995, 1997 and 2000 incurring
  premium costs of 2, 1 and 0 respectively
• The City of Seattle has seen the cost of LEED
  Silver buildings drop from 3-4 several years ago
  to 1-2 in 2003.

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Design Continuous Improvement

• In-house staff capacities include
• Contract Language and team selection
• Design team education and accountability,
• Design recommendations
• Design review, life cycle costing, materials
  research, campus case studies
• Technical assistance
• Specification development,
• LEED documentation and certification assistance
  etc.
• Service used by 7 Schools and Departments
  across Harvard

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Design Green Campus Loan Fund

• Established November 2005
• 3 million revolving Loan Fund
• 10 year payback maximum
• Funds the cost difference between conventional
  high performance design/technology
• Purpose Increase rate of innovation in design
  process survive value engineering
• Peer review process for project approvals
• - Ensures projects are innovative, costs and
  returns are accurate
• - Exchange of project experiences
• Examples of Eligible Projects
• - High performing building envelope features
  walls, roof, windows and insulation.
• - Super efficient boilers, motors, appliances,
  HVAC and lighting systems etc
• - Onsite renewable energy systems and water
  treatment systems

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Design Process Lessons Learned

• Must thoroughly integrate into construction
  documents
• Do adequate research ahead of time to address
  every division
• Design Development and Construction documents,
  all divisions.

• Must get team to adopt integrated design
  approach
• Systems thinking
• Life cycle costing, energy modeling
• Human health and productivity

• Must include green building commitment at this
  stage
• Client commitment
• Integrated into all RFPs
• Budget for sustainability expert to administer
  and verify efforts

• Must have a thorough accountability structure to
  ensure all contractors and subcontractors build
  to spec
• Make all green building (LEED) submittals a
  requirement for payment.

• Must involve building operations staff in design
  process to ensure operability
• Align design with operations requirements
• Provide adequate information to operations staff
• Establish continuous commissioning building
  management approach

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Design Strategic Overview

• Sustainable design must be integrated at project
  conception
• Integrated design, energy modeling and life
  cycle costing are essential
• Consider employing design team on an hourly
  basis
• In-house green building design staff on each
  project to review work
• Be thorough with integrating sustainability into
  specifications and contracts
• Establish mechanisms to transfer best practices
  from one project to the next
• If the design process is managed effectively,
  green building design can be achieved with
  minimal or no increase in capital costs,
  achieving significant operating savings and
  improved occupant health.

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What We Do

• Campus Sustainability Principles
• High Performance Building Operations
• High Performance Building Design
• Renewable Energy
• Occupant Education
• Student Engagement

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Renewable Energy

• In 2005 Harvard Purchased
• 22,000 MWh of Renewable Energy Certificates
  (RECs)
• All Wind Power
• 7 of our electricity load
• Harvard wins 2005 EPA DOER National Green Power
  
• Pilot Award

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What We Do

• Campus Sustainability Principles
• High Performance Building Operations
• High Performance Building Design
• Renewable Energy
• Occupant Education and behavioral change
• Student Liaison

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Occupant Education Residential Green Living
Programs
10,000 undergraduate and graduate students

• Peer to peer education program for Harvard
  student residents
• Professional Coordination of paid student
  (12-18/hr) for every 200-400 residents to
  educate about
• alternative behaviors to reduce daily, personal
  environmental impacts
• energy, water, steam, cooling, recycling,
  procurement

See www.greencampus.harvard.edu/greenteams for
complete manual on how to establish a green
living program
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Occupant Education Residential Green Living
Programs
10,000 undergraduate and graduate students

• Peer to peer education program for Harvard
  student residents
• Professional Coordination of paid student
  (12-18/hr) for every 200-400 residents to
  educate about
• alternative behaviors to reduce daily, personal
  environmental impacts
• energy, water, steam, cooling, recycling,
  procurement

• Achievements
• 40 increase in recycling rates
• 10-15 reduction in utility consumption
• Student awareness and leadership
• Est. Savings 400,000/yr. Annual cost
  250,000. Payback2.25yrs

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Occupant Education Green Laboratory Programs

• Laboratories account for around 30-40 of
  university utility costs.
• HGCI Strategies include
• Interfaculty Green Labs Advisory Group
• New laboratory design and operations standards
• Upgrades - low flow fume hoods, heat exchange
• Controls - Night-time setbacks, lighting sensors
• Procurement Guidelines
• Occupant behavioral change

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Occupant Education Green Laboratory Programs

• Laboratories account for around 30-40 of
  university utility costs.
• HGCI Strategies include
• Interfaculty Green Labs Advisory Group
• New laboratory design and operations standards
• Upgrades - low flow fume hoods, heat exchange
• Controls - Night-time setbacks, lighting sensors
• Procurement Guidelines
• Occupant behavioral change

Naito Building Fume Hood Campaign 65 fume
hoods, avg. 654 cfm, 5.50/cfm/year
233,000/year With 80 compliance the Naito
campaign will save 80,040/year.
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Occupant Education The EmPower Harvard
Sustainability Pledge
"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 (Please check at least three boxes.)
Occupant Education

•  
• Turn off computers, lights, and other equipment
  when not in use.
• Make sure that my computer is set to go into
  sleep mode.
• Turn my thermostat down in winter and up in
  summer.
• Recycle paper, cans, glass, and batteries.
• Buy/Request environmentally preferred products
• Make double-sided copies.
• Once a week take the T or a bike to work instead
  of driving.
• Shut my fume hood sash every time I leave the
  hood (lab users only).
• Tell others about this sustainability pledge.
• Become involved in relevant future activities by
  joining the Green Campus Network

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Occupant Education The EmPower Harvard
Sustainability Pledge
"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 (Please check at least three boxes.)
Occupant Education

•  
• Turn off computers, lights, and other equipment
  when not in use.
• Make sure that my computer is set to go into
  sleep mode.
• Turn my thermostat down in winter and up in
  summer.
• Recycle paper, cans, glass, and batteries.
• Buy/Request environmentally preferred products
• Make double-sided copies.
• Once a week take the T or a bike to work instead
  of driving.
• Shut my fume hood sash every time I leave the
  hood (lab users only).
• Tell others about this sustainability pledge.
• Become involved in relevant future activities by
  joining the Green Campus Network

4,000 Harvard Staff, students and faculty signed
in 2 weeks!!
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Occupant Education Strategic Overview

• Inducing a change in behavior is the best way to
  educate change values
• Social marketing campaigns must be carefully,
  cleverly and creatively designed to be aligned
  with organizational culture, mood and interests
• Social marketing is an expertise that requires
  significant staff time
• Engaging campus populations in social marketing
  campaigns can increase the willingness of campus
  leaders to back other green campus projects

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What We Do

• Campus Sustainability Principles
• High Performance Building Operations
• High Performance Building Design
• Renewable Energy
• Occupant Education
• Student Engagement

Students spell out Clean Energy
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Student Engagement

• Annual Student Summer Internships
• - 30 paid summer internships to date
• Project Partnerships
• - HBS solar project, College green guide
• Annual Competitions
• Certoon, Vision for Sustainability, Go Cold
  Turkey
• 2006 Conference, Harvard Vision 2020 A Bridge to
  Sustainability
• - 20 students actively involved from College,
  GSD, HBS, HMS, KSG

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Student Engagement

• Addressing campus sustainability is essential to
  maintaining student respect
• Must foster numerous opportunities for student
  partnerships ensure that students remain involved
  and supportive
• Talented students should be recruited to
  university sustainability positions
• Frameworks that balance staff accountability
  requirements with student creativity requirement
  produce optimal outcomes for all concerned
• Careful leveraging of student access to
  university leaders can be pivotal

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Institutional Change Agency
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The Institutional Challenge
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The Role of the Campus Sustainability Practitioner
Advocate, psychologist educator
Politician experienced administrator
Content expert in green building, transportation
etc
Engage in 2-way educational exchange
Build trust with allies champions
Propose trial projects
Understand basic organizational characteristics
Power, money, decision-making
Leverage allies to back ideas
Problem Set Information Technology
Design Politics Power Organizational
Limitations Cognitive Limitations
Identify service needs and cost savings
Entrepreneur business builder
Leverage new confidence, networks capacities
for larger projects
Establish business plan and financing mechanism
Build staff capacities to implement new practices
Institutionalize new practice standards,
reporting requirements
Promote success and extract all lessons
Strategist
Implement project
Project manager
Systems Developer
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Distance learning course through Harvard
Extension School ENVR E117 Sustainability The
Challenge of Changing Our Institutions

• Syllabus addresses
• Institutional Analysis
• Organizational Change Learning Organizations
• Building Design, Operations, Procurement etc
• Behavioral Change
• Finance and Accounting
• Effective Change Agency
• Distance and classroom learning environment
• Offered as credit or non-credit to people all
  over the world.
• Cost Graduate credit (1,425 USD),
  undergraduate credit (575 USD), or non-credit
  (300 USD) registration

Note Next enrollment period is in January
2006 http//courses.dce.harvard.edu/envre117/
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For more information Contact Leith Sharp
Director, Harvard Green Campus Initiative Lieth_sh
arp_at_harvard.edu
Visit our website www.greencampus.harvard.edu
Subscribe to our newsletter Fall 2005 available