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Leith Sharp Sharp.leith@gmail Leith_sharp@harvard

Who Are the Change Makers?. Leith Sharp Sharp.leith@gmail.com Leith_sharp@harvard.edu. Change Makers and the Green Economy. MARKET INNOVATION IN THE GREEN ECONOMY. Conceptual and stylised representation of waves of innovation Source : TNEP (2005).

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Leith Sharp Sharp.leith@gmail Leith_sharp@harvard

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  1. Who Are the Change Makers? Leith Sharp Sharp.leith@gmail.com Leith_sharp@harvard.edu

  2. Change Makers and the Green Economy

  3. MARKET INNOVATION IN THE GREEN ECONOMY Conceptual and stylised representation of waves of innovation Source: TNEP (2005)

  4. STATE POLICY INSTRUMENTS IN THE GREEN ECONOMY

  5. Green Workforce Growth

  6. JOBS IN THE GREEN ECONOMY

  7. New Jobs & Greater Demand on Existing Jobs Key: New Jobs Increased Demand for Existing Jobs

  8. New Jobs & Greater Demand on Existing Jobs Key: New Jobs Increased Demand for Existing Jobs

  9. New Jobs & Greater Demand on Existing Jobs Key: New Jobs Increased Demand for Existing Jobs

  10. Understanding Green Workforce Training Needs • Key to increasing market integration of new innovations, stimulating new jobs and business growth • 2. Improves market competitiveness

  11. Growth in the Green Economy Also Depends Upon Us Creating an Army of Change Agents For every new job in solar, wind, green building, energy efficiency, green manufacturing/organic agriculture/green auto-mechanics etc you need…… Supportive policy instruments: rebates, GHG reduction targets Consumer demand: A change in values through education and community engagement, Civic engagement and change making: An awakening of empowered engagement in shaping the future A market providing good quality green product and services A trained workforce to supply good solar installation workers Access to capital for both the solar business and the customer

  12. But first let’s get real about what we will encounter on the journey….

  13. 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

  14. Understanding The Art of Change Management 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

  15. Understanding The Art of Change Management 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

  16. Understanding The Art of Change Management 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 was overstretched, dedicated project management TIME needed

  17. Understanding The Art of Change Management 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

  18. Understanding The Art of Change Management 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 My staff 5 6 Vendor 3 Sales Rep Technician Building management must provide approval, needs convincing

  19. Understanding The Art of Change Management 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 My staff 5 6 7 9 10 Vendor 3 12 11 Sales Rep Technician House Master concerned re:AESTHETICS, needs lots of engagement & discussion

  20. 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) Facility Director Building Manager (Superintendent) House Master House occupants (students) REP coordinator (student) Green Campus Loan Fund 8 1 2 My staff 5 7 6 9 10 14 Vendor 3 12 11 Univ. Ops 13 Sales Rep Technician Maintenance crew Concern regarding maintenance of new light bulbs, basic training needed

  21. 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) Facility Director Building Manager (Superintendent) House Master House occupants (students) REP coordinator (student) 18 Green Campus Loan Fund 20 17 19 8 1 2 5 7 My staff 6 9 10 14 Vendor 3 15 12 11 Univ. Ops 13 Sales Rep Technician 16 Maintenance crew Vendor PERFORMANCE inadequate, needed additional management Leg work to get final financial approval from loan fund advisory committee

  22. Understanding The Art of Change Management Simple Light Bulb Changing Project at Harvard University Full Process = 3 months of constant facilitation by change managers Barriers: Time + Capital + Policy + Training/Education + Values + Service/product + Empowerment School 4 Finance Mgr (capital budget)Finance Mgr (operating budget) Facility Director Building Manager (Superintendent) House Master House occupants (students) REP coordinator (student) 18 Green Campus Loan Fund 20 17 19 8 1 2 5 7 My staff 6 9 10 14 Vendor 3 15 12 11 Univ. Ops 13 Sales Rep Technician 16 Maintenance crew

  23. 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 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 19 8 1 2 5 7 My staff 6 9 10 14 Vendor 3 15 12 11 Univ. Ops 13 Sales Rep Technician 16 Maintenance crew

  24. Turnaround Leadership for Sustainabilityin Higher Education Geoff Scott Leith Sharp Daniella Tilbury Elizabeth Deane

  25. Leaders of Education for Sustainability in HE - analogies describing their world Most common analogies • Cat herder • Tight rope walker/juggler of multiple perspectives and agendas • Swimming upstream, against the tide (at times with one paddle) • Waving a flag from the back of a crowd Senior leaders • Carer, a parent, or a guardian • Gardener • Captain of a large ship • Atranslator, intellectual broker • Quilter • Orchestra conductor/director a choir • Teacher, coach, guide of a diverse group

  26. 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

  27. 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 VIDEO: The Plane

  28. About Harvard • 600+ Buildings, over 23 million square feet, 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

  29. Harvard’s Green Campus Initiative (Office for Sustainability) Start Up Story 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 ServicesTom Vautin

  30. Where is the Leverage? The Leverage Principle: Even the biggest ships can be turned by a small force if it is directed at the point of maximum leverage.

  31. Harvard’s Green Campus Initiative A Business Model to Fund Green Collar Jobs Harvard’s Green Campus Initiative 2000-2008 A Business Model for Green Collar Jobs

  32. Initially it was about Convincing People of the Business Case There are a Large Range of Cost Effective, Environmentally Preferred Products Available

  33. Harvard’s Green Campus Initiative A Business Model to Fund Green Collar Jobs Harvard’s Green Campus Initiative 2000-2008 Transcend Financial 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 $8.5+ million lent since 2001 200+ projects 30+% average return on investment

  34. Harvard’s Green Campus Initiative 2000-2008 Loan Fund History Green Campus Loan Fund Resource Conservation Incentive Program (RCIP) Green Campus Loan Fund for Existing Buildings Green Campus Loan Fund DOUBLED and EXPANDED to include New Construction Green Campus Loan Fund DOUBLED again July 2005 April 2006 1993 - 1997 January 2002 • $12 mil Revolving Fund • $6 mil Revolving Fund • 5 year maximum simple payback period for existing buildings • 10 year maximum payback period for new construction to fund cost difference only • Open to renewable energy, feasibility studies and metering projects • $1.5 mil Revolving Fund • 5 year maximum simple payback period • $2.6 mil in loans over 5 years • 34% Return on Investment • Unused after 2 years due to lack of service support • $3 mil Revolving Fund • 5 year maximum simple payback period • Open to fund human resources as well as equipment

  35. Peer to Peer Learning Harvard’s Green Campus Initiative A Business Model to Fund Green Collar Jobs Harvard’s 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 Green Skillet Competition: 500 staff. The winning kitchen reduced electricity use by 23% Lab User Engagement: Fume hood competitions have generated over $400,000 in annual energy savings Peer to Peer Training Programs: Staff training each other to save energy through better building management Annual Online Pledge: Thousands of people sign up to specific behavioral change commitments and to acknowledge what they are already doing. Seeing that thousands of others care, makes it easier for individuals to take action. Green Labs at Harvard VWR Harvard Green Campus Initiative

  36. Relationships provide a Powerful Stabilizing Force for Change Harvard’s Green Campus Initiative 2000-2008 Building Relationships and Engaging People 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…. 1 0 3 6 Months 9 1 Year 27 18 Months 81 2 Years 243 30 Months 729 3 Years 2,187 42 Months 6,561 4 Years 19,683 54 Months 59,049 5 Years

  37. Harvard’s Green Campus Initiative A Business Model to Fund Green Collar Jobs Harvard’s Green Campus Initiative 2000-2008 Empowering Others to Lead 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 it’s not mine because…..what I do has little impact on the planet, I just don’t count, my influence is too small There is a problem, I am involved, I probably could do something except it’s so hard……I can’t get the funds, I don’t know how, I don’t have the time, I keep forgetting, my manager doesn’t seem to want it, there’s no reliable alternative, it’s too risky, I don’t 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!

  38. Peer to Peer Learning Harvard’s Green Campus Initiative A Business Model to Fund Green Collar Jobs Harvard’s Green Campus Initiative 2000-2008 Convening New Ways to Make Decisions Integrated Design Case Study: Weld Hill Ventilation Rates Switch from 10 down to 6 Air Changes an Hour saves $130,000 first cost, $22,000 annually.

  39. Harvard’s Green Campus Initiative 2000-2008 Creating Roadmaps for Others to Take Leadership Green Office Certification Program Each office took charge of its own pathway forward using a shared roadmap with clear checkpoints, support resources, rewards and recognition

  40. Harvard’s Green Campus Initiative 2000-2008 Creating Roadmaps for Others to Take Leadership • Barriers: • Busy people, competing priorities • Strategies: • Make it simple with easy-to follow checklists • 4 steps (Leaf 1-4) • Comprehensive website

  41. Harvard’s Green Campus Initiative 2000-2008 Social Marketing To Change Behaviors on the Ground Use Social Norms • We want to be seen “doing the right thing” • Strong social pressures to conform • We are “hard-wired” to imitate social norms • TIPS • Visible to the community • Personal, community-oriented • Encourage positive behavior

  42. Harvard’s Green Campus Initiative 2000-2008 Social Marketing To Change Behaviors on the Ground 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

  43. Harvard’s Green Campus Initiative 2000-2008 Helping Others to Pilot and Expand New Practices 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

  44. Harvard’s Green Campus Initiative 2000-2008 Helping Others to Pilot and Expand New Practices Organic Landscaping And Ground Managements Urban Agriculture, Organic Community Gardening Projects Waste Reuse Green Laboratory Management Green Purchasing Practices Waste Reduction and Recycling Green Finance & accounting: Life Cycle Costing Green Hospitalities Green Building Management Green Labs at Harvard VWR Harvard Green Campus Initiative

  45. Harvard’s Green Campus Initiative A Business Model to Fund Green Collar Jobs Harvard’s Green Campus Initiative 2000-2008 Fostering Institutional Commitment President Faust Approved Harvard’s GHG Reduction Goals in July 2008. • Initial goal of 30% below 2006 levels by 2016 (including campus growth which takes the total reduction in 2016 to over 50%) • Every Four years additional goals to be developed • Strive towards climate neutrality as soon as possible

  46. Harvard’s Green Campus Initiative 2000-2008 Changing The Campus 80+ LEED Certified or Registered Projects, Mostly LEED Gold

  47. Unleashing the Power of Cross Institutional Collaboration To enable the community college sector of Illinois to drive the green economy of the state we are fostering collaborations across our 48 colleges to advance in four strategic areas: Sustainability Education Community Engagement Campus Sustainability Workforce Development Serve as regional and sector platforms for mobilizing community and employer engagement & fostering community education and action for sustainability Integrating sustainability into existing curriculum across most disciplines and in general education Make sustainability a guiding principle for all institutional practices, providing demonstration for teaching & community engagement Developing quality green job/career training for students and workers, effectively informed by community and employer partnerships (balancing demand and supply )

  48. Unleashing the Power of Cross Institutional Collaboration KEY: IGEN Steering Committee Presidents IGEN Phase Staff Funded Colleges 2010-11 IGEN Green Economy/Green Jobs Centers 2010-11 IGEN $5,000 funded colleges 2010-11 Moraine Valley Wilbur Wright IGEN Supports a Vibrant Network: Engagement

  49. Unleashing the Power of Cross Institutional Collaboration Faculty Training for Greening the Curriculum Campus Demonstration: Electric Vehicles IL Community Colleges coming together to share best practices, build network programs New Courses: Hybrid Vehicle Maintenance High Performance LED Lights Composting, organic & local food Green Buildings Renewable Energy We Have a Foundation of Network Walking the Talk

  50. We Needed an Army of Change Agents

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