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Every architect, engineer and contractor claims to deliver sustainability services, but there is a lot of "professional greenwash". This presentation shares industry survey information showing how far we still have to go, and the content of the new SPI Green Firm Certification program which provides metrics to the industry, for the first time, to measure organizational capability to deliver consistent, high quality sustainability services, and integrative design.
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THE GREEN ROUNDTABLE
SUSTAINABLE PERFORMANCE INSTITUTE
BARBRA BATSHALOM
Executive Director
SUSTAINABLE PERFORMANCE INSTITUTEGreen Firm Certification Program
Is Your Firm Ready?
1. Purpose of program
2. OVERVIEW: STATE OF THE INDUSTRY:What’s not working and why?
3. WHERE THE COMMUNITY REALLY IS:Industry Survey Results
AgendaAgenda
4. DEFINING THE PATH TO EXCELLENCE: Framework, Strategies, Metrics
5. DISCUSSION: Questions & Answers
ARE WE “THERE” YET?
With all the progress we’ve made to ‘green’ our built environment, we have a
long way to go. We face crises of climate change, public health, habitat
devastation and economic implosion – so the question remains:
What will it take to get “there” – to be on a path towards sustainability?
“END OF PIPE” SOLUTIONS AREN’T ENOUGH
Building codes and rating systems are “end of pipe” solutions. They help us
determine a target and allow us to measure what we’ve done. That’s important, but
not enough.
USGBC and LEED have dragged us (kicking & screaming) to a place where we finally
base our work on performance, using metrics and accountability – but that has not
been enough to go ‘up the pipe’ and transform professional practice.
WE NEED TO ADDRESS “THE ROOT” OF THE PROBLEM
The “root of the problem” is that we are still trying to use the same processes,
behavior and mindset to deliver a new product.
Green building, LEED, net zero – whatever the project’s goal is – we can’t succeed
without addressing our way of doing business. We need to reset our perceptions,
expectations and increase collaboration to succeed.
Design and construction companies who have done this have realized success and
delivered performance!
THE CLASSIC CHALLENGE
As engineers, architects
and builders, we are
generally logical,
rational and analytical.
The “left brain” is
We are a “left brain” community struggling to address “right brain” problems!
We’re less comfortable
dealing with “right brain”
functions needed to
implement sustainability
initiatives: holistic
So we need a logical, methodological and rational approach to these issues.
The SPI green firm program has done that - and provided a framework
to translate behavior and culture to metrics and performance criteria.
The “left brain” is
where we thrive, solving
problems, delivering
solutions.
initiatives: holistic
synthesizing, subjective
judgments, emotions and
creativity.
HOW GREEN IS YOUR FIRM?HOW GREEN IS YOUR FIRM?
…INDUSTRY SURVEY RESULTS
Before we share our framework and metrics,
we’d like to share some context…
Our framework has evolved from over 10 years of working in the
industry and seeing the challenges companies face.
Links to blog with survey details:
Part 1: http://bit.ly/cuIrMa Part 2: http://bit.ly/dhwZvc
This industry-wide survey we conducted illustrates why our program is
needed and what we need to change to succeed .
Following are some summary excerpts of the survey. Complete
information and statistics can be found at the links below:
INDUSTRY INDUSTRY SURVEY PARTICIPANTSSURVEY PARTICIPANTS
DESIGN & CONSTRUCTION COMPANIES
Of the hundreds who participated in the survey, there was an even
distribution between executive and senior company leaders and
company or project managers.
Firms varied in size from 10 employees to 45,000 (with the majority
being in the mid to large size companies)
LEADERSHIP & STRATEGYLEADERSHIP & STRATEGY
Commitment to sustainability is in public mission statement, website, marketing materials?
Leaders at all levels make clear to staff that
Although public
statements are
consistently focused on
commitment to
sustainability, leadership
does not consistently
communicate that
expectation to staff.
Goals are not usually to staff that sustainability is part of the job?
“SMART” goals are consistently set for projects & organization?
Goals are not usually
SMART (specific,
measurable, attainable,
time-bound) and there is
often a lack of clear
accountability structure
for sustainability.
PROJECT DELIVERYPROJECT DELIVERY
Every project manager incorporates life
Project management
process?
Project management is rooted in an integrative, collaborative process?
Clear performance
targets not yet
being set for every
project (regardless
of whether its
pursuing LEED,
BREEAM, etc. or
not)
Integrative design
All project achieve clear performance goals?
incorporates life cycle costing into projects?
Integrative design
not yet consistently
used as the
foundation for
managing projects.
Inconsistent
application of life-
cycle costing to
evaluate key
systems decisions.
INFRASTRUCTURE & SUPPORTINFRASTRUCTURE & SUPPORT
Green design and spec standards are maintained & used consistently?
HR supports green practice: performance
Green specifications not
always maintained or
used consistently.
Lack of clear roles and
accountability for
implementation of
sustainability.
Critical tools and
Clear roles are defined & accountable to support sustainability?
performance reviews, prof dev, etc
Critical tools and
resources not always
available and not used
consistently on projects.
Performance reviews
don’t evaluate
sustainable design
capability for key roles.
PARTNERING & COLLABORATIONPARTNERING & COLLABORATION
Roles, responsibilities, and decision making
All contracts, scopes & fees create conditions conducive for success?
Contracts and team
structures often
create a barriers for
integrative project
delivery.
Teams rarely map
their decision
making process
to achieve key and decision making processes mapped clearly on every project?
Consistent teambuilding with partners?
to achieve key
performance
targets.
Very little
proactive team
building happens
among partners,
between project
commitments.
METRICS METRICS –– OUTCOMES OUTCOMES -- PERFORMANCEPERFORMANCE
Company has a
program &
strategies to reduce
its environmental
impact over time
Company
tracks (in any
Although 25% of
these companies
are not tracking
anything, more
than 40% have
put some sort of
program in place
to reduce
environmental
footprint.tracks (in any
way)
performance of
its portfolio
Not tracking anything –either operations or portfolio!
footprint.
Over 30% are
beginning to track
the performance
of their portfolio
of work!
OBSERVATIONS FROM THE FIELDOBSERVATIONS FROM THE FIELD
WE HAVE A LOT OF “GAPS” TO ADDRESS:
•LACK OF LEADERSHIP, COMMITMENT
•LACK OF ACCOUNTABILITY STRUCTURE
•LACK OF CONSISTENCY
•LACK OF INTEGRATIVE PROCESS
•LACK OF QUALITY CONTROL•LACK OF QUALITY CONTROL
•LACK OF TOOLS & RESOURCES
•LACK OF SHARED LEARNINGS
•DEPENDENCE ON LEED AS A CRUTCH
HUMAN NATURE DOESN’T HELP….(DON’T WE JUST LOVE NEW THINGS?)
THE JOURNEY TO EXCELLENCETHE JOURNEY TO EXCELLENCE
DEFINING THE PATH
This way to excellence
?This way to excellence
in sustainable design!
So now the question is…where are you on the path to design excellence?
If you have organizational “gaps” to close…what path will you take?
Our roadmap can help you.
THE ORIGINS OF SPI GREEN FIRM CERTIFICATION
SPI
EXCELLENCE IN DESIGN
PROFESSIONAL PRACTICE
OWNERSOWNERSA/E/C A/E/C OWNERSOWNERSHELPING TO CRAFT RFPs
DESIGN TEAM SELECTION
PROCESS FACILITATION
PEER REVIEW
STRATEGY
A/E/C A/E/C TRAINING
CAPACITY BUILDING
PROJECT COACHING
TOOLS & RESOURCES
GREEN FIRM BOOT CAMP
TRIBUTARIES LEADING TO
CREATION OF SPI CERTIFICATION
…Building on
12 years of work with A/E/C and Owners
WHAT IS THE SUSTAINABLE PERFORMANCE INSTITUTE (SPI)WHAT IS THE SUSTAINABLE PERFORMANCE INSTITUTE (SPI)
•TOOLS
•RESOURCES
•TRAINING
•ORGANIZATOINAL
CERTIFICATION
SPI CERTIFICATION EVALUATES AND RECOGNIZES ORGANIZATIONAL CAPABILITY TO SPI CERTIFICATION EVALUATES AND RECOGNIZES ORGANIZATIONAL CAPABILITY TO
DELIVER CONSISTENT, HIGH QUALITY SUSTAINABLE DESIGN SERVICES
…ACROSS ALL ASPECTS OF THE COMPANY AND AT ALL LEVELS
BEING CERTIFIED TELLS PROPERTY OWNERS THAT YOU ARE RELIABLE AND CAPABLE
Program Partners Include:
THE JOURNEY TO EXCELLENCETHE JOURNEY TO EXCELLENCE
Where are you?
“EN ROUTE!”“EN ROUTE!”
ON YOURON YOUR
CONTINUOUS CONTINUOUS
IMPROVEMENTIMPROVEMENT
RELIABLERELIABLE
CAPABILITYCAPABILITYCERTIFIABLECERTIFIABLE
JUSTJUST
STARTINGSTARTING
OUTOUT
ON YOURON YOUR
WAYWAY
Companies are at different places on their journey to achieving excellence in sustainability
practice. No matter where you are – SPI supports you – or recognizes your achievements!
PROJECT DELIVERYPROJECT DELIVERY
PARTNERING PROCESSESPARTNERING PROCESSES
LEADERSHIP STRATEGY & POLICYLEADERSHIP STRATEGY & POLICY
SPI Certification FrameworkSPI Certification Framework
TRULYTRULY
GREENGREEN
SUPPORT & SUPPORT & INFRASTRUCTUREINFRASTRUCTURE
OUTCOMES & METRICSOUTCOMES & METRICS
PARTNERING PROCESSESPARTNERING PROCESSES GREENGREEN
FIRMFIRM
For each category we will summarize:
•What it is
and then:
PRODUCTIONPRODUCTION INFRASTRUCTUREINFRASTRUCTUREPARTNERINGPARTNERING OUTCOMESOUTCOMESLEADERSHIPLEADERSHIP
and then:
• Issues
•Solutions
•Metrics
Commitment
Vision
Goals & Purpose
Clear accountability at all levels, in all departments
LEADERSHIPLEADERSHIP
Strategic Plan to achieve goals over time
Policies that support goals and implementation
ISSUES
Talk doesn’t match actions
Lack of SMART goals
SOLUTIONS
Articulate clear goals
Make expectations and priorities clear
Shift culture to align
METRICS
Public materials
Internal communications
SURVEYS !!!
LEADERSHIPLEADERSHIP
goals
Staff don’t feel empowered
Shift culture to align with goals
Implementation / strategic plan
Mandate sustainability on all projects
SURVEYS !!!
Accountability structure
EVIDENCE of CONSISTENT application of sustainable design principles as a basis of design excellence – and ‘institutionalization’ of sustainability approach
Integrative design & project delivery is the basis for project management, on all projects
PROJECTSPROJECTS
Clear performance goals, decision roadmaps and use of analysis to inform decisions applied to all projects.
Clear decision-making mapped out to address key performance targets
Drawings, specifications and models consistently incorporate green design standards.
ISSUES
No clear goals
Only ‘on demand’
SOLUTIONS
Clear project goals
IDP as a foundation for proj. mngmt.
METRICS
Meeting notes / agendas
Workplans
PROJECTSPROJECTS
demand’
Specs/dwgs not consistent
Low performance
for proj. mngmt.
Workplans
Life cycle costing and other analysis
Workplans
Analysis
Drawings & Specs
Bldg. Certifications
Performance tracking
CRITICAL RELATIONSHIPS are highly collaborative
Creating “TEAMS” – project based and ongoing proactive team building
PARTNERINGPARTNERING
Intentionally creating conditions conducive to success: contracts, scope, deliverables, expectations
Enabling IPD and use of key tools, like BIM, amongst a team
ISSUES
Barriers to IPD
Lack of intentional
SOLUTIONS
Proactive team building
Project structure and
METRICS
Scope/fee charrette
Contracts
PARTNERINGPARTNERING
intentional TRUST building
No collaboration plan
Project structure and plan
Process Mapping
Contracts
Minutes, agendas, workplans
SURVEYS –internal, external
Tools and Resources (green products, analysis, etc)
Design/spec standards (institutionalized)
Professional Development through many methods
(team learning, project based coaching, lecture, etc)
INFRASTRUCTUREINFRASTRUCTURE
(team learning, project based coaching, lecture, etc)
HR: Handbook, performance reviews, job descriptions, incentives (non financial)
Investment – ongoing – in projects, R&D, etc.
INFRASTRUCTUREINFRASTRUCTURE
ISSUES
Lack of critical tools
Lack of internal standards
Lack of effective
SOLUTIONS
Clarify perf. expectations
Build critical tools
Tie prof dev to institutional performance goals
METRICS
Survey to all staff
Handbook, office manual
New employee orientations
Job DescriptionsLack of effective prof. dev. plans
HR doesn’t support sustainability goals
performance goals
Institute clarity in job descriptions, perf reviews
Intentional learning and feedback
Job Descriptions
Performance reviews
Templates for agendas, workplans,
Tools & resources
Professional Development plan
Track metrics and feedback loops for two scales of your business:
• Portfolio-wide performance of projects over time
OUTCOMESOUTCOMES
• Environmental footprint of your corporation
OUTCOMESOUTCOMES
ISSUES
No feedback loops!
No baseline or plan to
SOLUTIONS
Request & track performance data
Start baseline and prioritize strategies
METRICS
LEED – especially EBOM – Estar, etc
Standard letter / communication plan to
reduce footprint
prioritize strategies to reduce footprint
communication institutionalized
Client Surveys
Environmental Footprint baseline begun, executed and priorities identified.
Signs of Change…Signs of Change…positive changes that we’re seeing:
� Clearer Roles & Accountability: Director of Sustainability, other…
� Institutionalization of standard practices/processes (IPD)
� Partnering: Proactive relationship building using BIM workshops
� Investment in green on projects from overhead, even when � Investment in green on projects from overhead, even when
clients don’t ask for it
� Change in workflow – moving integration function to earlier in
the project – lowering costs, reducing risk
� Project performance improves !
� Baseline projects meet LEED without extra effort
Importance of Being Intentional !Importance of Being Intentional !Successful firms have used a rigorous, strategic and systematic process.
Define Your Practice Now•What’s your market?
•SWOT (strengths, weaknesses, opps, threats)
•What’s your baseline – how green are you now?
•What are your biggest challenges as a business?
•What are the key systems, processes and practices that
you use currently?
Set Your Goals & IndicatorsSet Your Goals & Indicators•What are your BHAGs (big hairy audacious goals)
•SMART goals? SMART =
(specific, measurable, achievable, realistic & time-bound)
•What indicators & metrics will be tracked as feedback?
Define Strategies to Achieve Goals•Both long and short term strategies
•Create early successes that you can measure
•Make sure indicators are tracked to adjust as needed
Set Your Goals & IndicatorsSet Your Goals & Indicators
What’s your vision for the future?
What are your goals?
Set achievable SMART* goals...
…understanding your current …understanding your current
capabilities, future vision, and how
you might get there.
*SMART = specific, measurable, achievable,
realistic, Time-bound
Choose Paths to Achieve GoalsChoose Paths to Achieve Goals
Create a Strategic Plan to Achieve Goals & Implement
…don’t forget:
•Identify and prioritize steps in the plan
•Assign people to be responsible for implementation
•Indicators & Metrics need to be tracked
•Reporting should occur regularly
•Put a timeline on achieving your goals
•Test and adjust the tactics
Profitability and Financial Management
Growth (expansion into different markets)
Staff Attraction and Retention (quality)
WHAT DEFINES ANY BUSINESS?WHAT DEFINES ANY BUSINESS?
HINT: if you base your internal discussions of goal setting in the
context of basic business issues, you will have more ‘buy-in’.
Start by addressing these fundamental questions and then tie
sustainability back to them to understand your baseline:(see the “Sustainability Sample Plan” on our website)
Staff Attraction and Retention (quality)
Quality Control - Consistency in design and delivery
Exposure/Liability
Management - staff and budget, company and project
Transfer of Knowledge and Knowledge Mngmt
Mentoring
Relationships
client (repeat and attraction)
consultants
1. Register on our website
www.greenroundtable.org/certification
or email [email protected]
2. Intake information: company profile and context
3. Assessment and then one of two paths to certification:
3a. AUDIT ! (If sustainability is truly institutionalized)
SPI Certification Process
Dec 10
Lock in
Price
3b. GAP identification (if you have “gaps” to close)
We can provide support to address gaps in policy,
strategy consulting, education & training, coaching
4. Certification
5. Annual, brief, Check-In
6. Every 3 years, re-certification
Owner and Company Endorsements
“Knowing a firm is certified tells me they
have the leadership & systems in place to
back them up. It sets them apart, makes
them a leader”
Lawrence Healey,
Dir. Real Estate
Blue Cross/Blue Shield
FOLLOW UP READINGFOLLOW UP READING
Truth about green firms, “prequel”: http://bit.ly/greentruth
Links to blog with survey details
Part 1: http://bit.ly/cuIrMa
Part 2: http://bit.ly/dhwZvc
“The Integrative Design Guide to Green Building: Redefining the
Practice of Sustainability” by 7group, Bill ReedPractice of Sustainability” by 7group, Bill Reed
“Integrated Project Delivery: A Guide”, AIA Nat’l, AIA CA
“Roadmap for the Integrated Design Process”, Stantec
ANSI standard for IPD – Whole Systems Integrative Process
Request a workshop in your area
Have “gaps”?
* Set “SMART” goals and identify strategies to achieve them
•Create an implementation plan to institutionalize
sustainability in an efficient, cost-effective way.
SPI Certification “Boot Camp” workshops can help:
½ day or 1 day format
Public, private or ‘team’ workshops possible
Working sessions to establish strategies
Contact us…
THANK YOU
THE GREEN ROUNDTABLE
617-374-3740
www.greenroundtable.orgwww.greenroundtable.org
[email protected]@greenroundtable.orgLinkedinLinkedin: green roundtable/nexus: green roundtable/nexus