The Harvard Green Campus Initiative Leith Sharp Director, Harvard Green Campus Initiative.
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Transcript of The Harvard Green Campus Initiative Leith Sharp Director, Harvard Green Campus Initiative.
The Harvard Green Campus Initiative
Leith Sharp
Director, Harvard Green Campus Initiative
Harvard Green Campus Initiative: Organizational Chart
2000
Director, Leith Sharp
Co-Chair Assoc. VP, Facilities & Environmental Services Tom Vautin
Co-Chair Faculty, Harvard School of Public HealthProf. Jack Spengler
a
Started Small and Grew As the Savings Grew
Base Program Funding
TotalHGCI
Full Time Staff
Annual UniversitySavings
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 $6+million
FY08-FY10 $2,000,000 24+ $7+million
The Harvard Green Campus Initiative
1 Manager, Business Organization and Communications 2 Web staff2 Special Projects Assistant
2 Managers6 Coordinators
1 Manager, Medical and Public Health Schools1 Coordinator, Faculty of Arts and Science1 Assistant
1 Manager, Undergraduate Program1 Coordinator, Graduate Program40 part-time student employees
Director, Leith Sharp
Co-Chair Assoc. VP, Facilities & Environmental Services Tom Vautin
Co-Chair Faculty, Harvard School of Public HealthProf. Jack Spengler
High Performance Building Service
Residential Green Living Programs
Campus Energy Reduction Programs - Labs
HGCI Base Program Staff
♦ 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
•Sustainability – The Challenge of Changing Our Institutions•Green Building Design, Construction and Operations
HGCI Courses at Harvard Extension School
19 Full-time Staff
40 Part-time students
HGCI Strategies for Organizational Transformation
1. Change Attitudes and Assumptions
2. Pilot and Expand New Practices
3. Engage People and Foster New Capacities
4. Research and Feasibility
5. Process Improvement
6. Leverage Leadership
7. Reform Finance and Accounting Structures
8. Remove the Need for Conscious Attention
9. Adopt Accountability Frameworks
10. Institutionalize Continuous Improvement
10 Elements of Organizational Transformation
1. Change Attitudes and Assumptions
There is no problem because….the planet is an infinite source of resources with an infinitecapacity to absorb our pollution
There is a problem but it’s not mine because…..what I do has little impact on the planet, I justdon’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’tget the funds, I don’t know how, I don’t have the time, I keep forgetting, my managerdoesn’t seem to want it, there’s no reliable alternative, it’s too risky, I don’t get evaluated onit etc
The Transformation of Hearts and Minds that Underpins EffectiveOrganizational Transformation for Sustainability at Harvard
There is a problem and I am fully engaged in working on my part of the solution in every way possible!
1. Change Attitudes and Assumptions
There are so many different green building standard we don’t 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 shouldn’t go beyond silver.
Green Buildings at Harvard: Shifting Attitudes
2000-1
2002-3
2004-5
2006-8
Transform Attitudes and Assumptions1. Change Attitudes and Assumptions
2. Pilot and Expand New Practices
2. Pilot and Expand New Practices
Green Cleaning
Biodiesel in University Shuttles
Ground Source Heat Pumps
Occupancy sensor driven temperature Setbacks
Harvard UniversityDiesel Emission Controls
For 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
2001
20072006
2001: HGCI initiates first 3
pilot LEED projects
2004
21 LEED Projects5 Certified16 Registered
2005
26 LEED Projects7 Certified19 Registered
16 LEED Projects4 Certified12 Registered
7 LEED Projects2 Certified5 Registered
Green Building at Harvard :History
Pilot and Expand New Practices2. Pilot and Expand New Practices
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
AttemptingCERTIFIED
Byerly
Radcliffe
Attempting SILVER
Hamilton Hall
HBS
Attempting GOLD
Wyss Hall
HBS
Attempting GOLD
5 Cowperthwaite St.
HRES
AttemptingGOLD
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
3. Engage People and Foster New Capacities
Dunster / Mather Kitchen and ServeriesFirst Institution Kitchen to Achieve LEED, Dual-Flush Toilets, Melink Variable Speed Drive Stove Hoods,
Composting System
LEED Silver Certified
Harvard Dining Services
Aldrich HallCampus Lighting Master Plan, Preferred Parking for Fuel Efficient Vehicles, Green Cleaning
Program, high performance ventilation 13 Filters, 80% C&D Waste Diversion
LEED Silver Pending
Harvard Business School
Hamilton Hall, Harvard Business SchoolOccupancy Sensor Controlled Thermostats, $370,000 of Plyboo Furnishings, Tested Low-Flow
Shower Heads Before Selecting Symmons 2.0, HGCI Performed Daylight and Views Calcs.
Photo by: Nathan Gauthier
Photo by: Nathan Gauthier
Photo by: Nathan Gauthier
LEED Gold Pending
Photo by: Nathan Gauthier
Harvard Business School
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
46 Blackstone LEED Platinum Certified
University Operations Services
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
Landmark Center, HSPH42,000 Build-Out, Underfloor Air Distribution, Digitally controlled Lighting w/T-5 Lamps
LEED Certified
Harvard School of Public Health
First Science Center Seeking LEED Gold
Allston Development Group
Highest energy performance goal of any lab design at Harvard, careful attention to materials selections, onsite stormwater re-use
3. Engage People and Foster New Capacities
Occupant impacts on building operations &
environmental impacts
3. Engage People and Foster New Capacities
3. Engage People and Foster New Capacities
Inter-Dining Hall Competition: 500+Dining Staff
PEER TO PEER PROGRAMS
In 2007 The winning kitchen reduced electricity use by 23%
HUDS – Green Skillet
3. Engage People and Foster New Capacities
Residential Green Living Programs
9,000+ students from the College, Harvard Business School, Harvard Law School, Kennedy School of Government
• 40 paid student employees• Peer education, and awareness. • Practical projects in the dorms.• Collaboration w/ administration to
identify barriers to conservation.
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
PEER TO PEER PROGRAMS
In the College Quantified savings are now well over $400,000/year.
• >13.8% reduction in electricity use of dorms by 2007
• >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 of reusable items salvaged and resold by REP and Habitat
3. Engage People and Foster New Capacities
Targeted Behavioral Change
SHUT YOUR SASH COMPETITION
HMS Fume Hood "Shut the Sash" CampaignAverage Sash Height & Energy Cost per Hood
0
2
4
6
8
10
12
14
WAB HIM Bldg C SGM Arm
Building
Av
g S
as
h H
eig
ht
(in
ch
es
)
$0
$500
$1,000
$1,500
$2,000
$2,500
Av
g E
ne
rgy
Co
st
/ H
oo
d /
ye
ar
Pre-Campaign Sash Height Post Campaign Sash Height
Baseline avg cost / hood / year Post Campaign avg cost / hood / year
Harvard Medical School
Faculty of Arts and Sciences
Over $250,000 of energy savings from this targeted competition
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
3. Engage People and Foster New Capacities
- 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.
2006 Online Sustainability PledgeLast year over 7,000 people signed!
Large Scale Social Marketing Campaigns
4. Continuously Diagnose and Address the Weakest Links in Every Process
5. Process Improvement
Do we need some in time research?
Do we need more management support?
Has it fallen off the agenda due to other priorities?
Does something have to be done and no else knows how to do it?
Did someone leave and momentum lost?
Is there some unfounded perception of risk or misunderstanding preventing engagement?
Did we consider life cycle costs, rebates, grants, integrated design related savings etc?
Are we re-inventing the wheel instead of using what’s been done already?
Are we missing someone important at the table?
Continuously Diagnose and Address the Weakest Links in Every Process
Does anyone have the time to project manage this properly?
Is the bigger picture still being addressed?
5. Process Improvement
Ten Commandments for Cost Effective Green Building Construction & Renovations
1. Commitment
2. Leadership
3. Accountability
4. Process Management
5. Integrated Design
6. Energy Modeling
7. Commissioning Plus
8. Specifications
9. Life Cycle Costing
10.Continuous Improvement
Process Quality Control & Continuous Improvement
5. Process Improvement
5. Assessment, 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 PhotovoltaicSolar thermalDeep well geothermal Large and small scale wind Carbon offsets
a
Renewable Energy Research and Development
Cost of LEED Credits at Harvard by HGCI
40
11
3
10
0
5
10
15
20
25
30
35
40
45
Point is no cost andoften given in Harvard
projects
Potential cost impact,but will result in reduced
operations costs
Point has costimplication and anassociated humanhealth / comfort /
productivity benefit
Point has additional costimpact with strictly anenvironment benefit
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
Platinum=52
6. Leverage Different Leadership Contributions
Upper Middle Management2nd Level Deans, Associate VP’s, CFOs, COO - Planning
Top Level LeadershipPresident, Provost, Deans, VP’s
Grass RootsStudents, building Managers, facilities staff, project managers, custodial, transport & procurement staff
CONFIDENCE & CAPACITY
AUTHORITY
SYSTEMS INTEGRATION•Capital Approvals Systems•Finance & Accounting•University Contracts
6. Leverage Different Leadership Contributions
7. Reform Finance and Accounting Structures
Capital Budget Managers
Maintenance Budget Managers
Utility Budget Managers
Human Resources Managers
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
$12 Million Fund - interest free capital for high performance projects
New ConstructionExisting Buildings
5 Year Payback Maximum
Full project funded
Can bundle projects
Simple payback used
10 Year payback maximum
Cost premium of high
performance option funded
Life Cycle Costing used
Green Campus Loan Fund
7. Reform Finance and Accounting Structures
$12 Million Fund - interest free capital for high performance projects
New ConstructionExisting Buildings
Green Campus Loan Fund
$12 million interest-free capital for conservation projects
$10+ million lent since 2000
+170 projects
30% average return on investment
7. Reform Finance and Accounting Structures
Harvard Green Campus Loan Fund
Fiscal Year 2007 Return on Investment – 23.0%
Overall value of the University’s endowment = $34.9 billion.
GCLF vs. Harvard Endowment
$1,230,000
$1,360,000
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
Harvard Endowment Green Campus Loan Fund
InitialInvestment
Value After 1Year
Provide Financial Access to the Champions
7. Reform Finance and Accounting Structures
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
Designing Programs for the Way We Are8. Remove the Need for Conscious Attention by Institutionalizing New Practices
Designing Programs for the Way We Are
The findings of many studies suggest that the conscious self “plays a causal role only 5% of the time” There is an active effort on behalf of the mind to make what is conscious unconscious as quickly as possible.
While conscious choice and guidance are needed to perform new tasks, after some repetition, conscious choice quickly drops out and unconscious habit takes over, freeing up precious reserves of conscious awareness.
Bargh, J. A. and Chartrand, T.L. (1999) The unbearable automaticity of being. American Psycologist, 54 (7) 462-479
Conscious Engagement
Implications for Creating a Learning Organization
•Make it a habit ASAP
•Institutionalize using organizational systems ASAP
8. Remove the Need for Conscious Attention by Institutionalizing New Practices
5% Conscious Behavior
Designing Programs for the Way We Are8. 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
9. Adopt Accountability Frameworks
9. Adopt Accountability Frameworks
Cambridge vs Longwood Emissions
145,572
204,449
220,407 219,104
233,663
247,224
63,293
52,93048,723
85,914
110,995 114,054
0
50,000
100,000
150,000
200,000
250,000
FY90 FY02 FY04 FY04 FY05 FY06
MT
CD
E
Cambridge
Longwood
GHG Reduction Targets
Green Building Standards
Life Cycle CostingFinance and Accounting Frameworks
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.
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
Allston’s DRAFT Sustainable Design Guidelines
9. Adopt Accountability Frameworks
University-wide Taskforce Being Established to Develop GHG Reduction Goals by June 2008.
9. Adopt Accountability Frameworks
Ivy Plus Sustainability Meeting 2008 Campus GHG Report
Ivy Plus Sustainability Meeting 2008 Campus GHG Report
Summary of Ivy GHG CommitmentsApril 2008
Brown University42% below 2007 baseline by 2020
Columbia University30% below 2005 levels by 2017 [in line with PlaNYC]
Cornell UniversitySigned Presidents Climate Commitment. Will have strategic plan including timetable in 2009
(already have 7% below 1990)
Harvard UniversityIn development
University of PennsylvaniaSigned Presidents Climate Commitment. Will have strategic plan including timetable Sept 2009
Princeton University1990 levels by 2020 (18% reduction from 2007)
Yale University43% reduction from 2005 (10% below 1990) by 2020
10. Institutionalize Continuous Improvement
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 Harvard’s 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
Trial
Design Process
Building Project
Evaluation
Recommend Trial
Design Process
Building Project
Evaluation
Recommendations Trial
Design Process
Building Project
Evaluation
Recommend Trial
Design Process
Building Project
Evaluation
Recommendations
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
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
Institutionalize Continuous Improvement10. Institutionalize Continuous Improvement
www.greencampus.harvard.edu/theresource
Institutionalize Continuous Improvement10. Institutionalize Continuous Improvement
www.greencampus.harvard.edu/theresource
• Implementation Tools
• Technologies & Products
• Case Studies
• LEED Submittals
• HGCI Services
10. Institutionalize Continuous Improvement
Visit our website www.greencampus.harvard.edu
Subscribe to our newsletter – Spring 2007 now available
To Learn More About The Harvard Green Campus Initiative:
Contact: [email protected]
We offer Distance learning courses through Harvard Extension School:ENVR –E117 Organizational Change for Sustainability. ENVR –E119 Green Building Design, Construction and OperationsSee: http://courses.dce.harvard.edu/~envre117/
http://courses.dce.harvard.edu/~envre119/