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Presentation deck for the performance measurement workshop on the Calgary Metropolitan Plan.
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SUSTAINABILITY MONITORINGWITH MATERIAL DRAWN FROM ALAN ATKISSON
Mary-Ellen Tyler and Mike Quinn
Purpose
To provide you with some background on performance indicators to help with today’s workshop
To provide you with some additional material for thinking about future directions
Monitoring Performance
Of what? - vision and principles of CMP (collectively and by members)
Need to align with province (SSRB) AND be meaning to CRP
What are the best indicators of ‘performance’? Connectivity? Biodiversity? Governance? What do we need to know about this system? What kind of organization do we want the CRP to be?
Indicators
From Latin ‘one who points out’ Performance Indicators:
Allow you to conclude direction & magnitude of change (+/-) over time (MEANINGFUL)
Require objective data (MEASURABLE) Should be easy to comprehend and be based on a
causal link (COMPREHENSIBLE) Closely linked with planning targets and critical
thresholds (LINKED TO THE SYSTEM)
Example
Meaningful? Measurable? Understandable?
39.5o C
Alan AtKisson
advises large companies, governments, cities, foundations, NGOs, and the United Nations
develops new strategies, design initiatives, manage complex programs, assess progress, and find better pathways to effective sustainability leadership
recently assisted the United Nations in designing and launching its first global Office for Sustainable Development
current and recent clients include Levi Strauss & Co., Ernst & Young, WWF-USA, the Government of Serbia, the Egyptian National Council on Competitiveness, and the Nile Basin Initiative
specializes in the areas of sustainability indicators and reporting, climate change strategy, renewable energy finance, green economic transformation, and large process facilitation.
coaches sustainability executives on how to sharpen their knowledge, capacity, and effectiveness at leading change.
More information
http://www.atkisson.com/index.php http://csid.asu.edu/resilience-2011/invited-
speakers/videos/alan-atkisson/
The Sustainability Transformation (ISIS) [why are we doing this?]
Indicators – tell us what’s happening Systems – non-linear cause-and-effect
linkages Innovation – changes that are new to the
system of interest Strategy – a plan for getting from here
to there
Sustainable Development
A directed process of continuous innovation and systematic change in the direction of sustainability
Sustainability – a set of conditions and trends in a given system that can continue indefinitely
Challenge
Complexityour growing understanding of sustainability
Simplicityfor public education and political action
“how do we construct indicator frameworks that are simple, elegant, and effective, without compromising the underlying complexity?” (AtKisson and Hatcher 2001)
Sustainability Compass
Designed to ...
(1) measure sustainability(2) support multi-stakeholder engagement, and(3) orient strategic planning and sustainable
development initiatives in the direction of systemic sustainability
The Sustainability Compass(adapted from Daly and Meadows)
➤ N = Nature Environmental impact, resource use, ecosystems, water, energy, climate change
➤ E = EconomyEfficiency, employment, innovation, sustainable business model development
➤ S = SocietySocial responsibility, governance, corporate culture, ethics, equity, transparency
➤ W = WellbeingWorker, customer, and community health & safety, worker opportunity, overall impact on quality of life
NATURE
ECONOMY
SOCIETY
WELLBEING
© AtKisson Inc.
The Sustainability Compass
powerful archetypal symbol
no hierarchy of elements (circular)
compasses provide orientation, but not direction
implies a journey to somewhere
Sustainability Compass
First applied in Orlando, FL in 2000 Complex indicator set converted into a series of 4
performance indices on a 0-100 scale Then aggregated into an overall sustainability
index Normative and allows for comparison over time
Summary of Indicators - OrlandoEconomic Indicatorso Value Added Industryo Knowledge Worker Intensityo Self Efficiencyo Resource Efficiencyo Retain Workforceo Job Creationo Local Gross Producto Registered Patents / Scientific Paperso Percent Human Capital Utilization
Nature Indicatorso Number of Species - biodiversityo % cover of parklando % of natural landscapeo Clean air dayso Tonnes of waste to landfillo Number of persons taking actiono Water usage per capitao Marine Water Temperatureo Greenhouse emissions
Society Indicatorso Participation in cultural and sporting
eventso Discretional income relative to where
and how you liveo Social cohesion – crime rateo Number of households adopting ESDo Educated society – tertiary degreeo Number of community Volunteerso Life Expectancyo % of community in decision making
processes
Well-Being Indicatorso Quality of Schooling and educationo New local job opportunitieso Personal Safety and fear of crimeo Ability to deal with hot dayso Quality of shoppingo Employment diversityo Travel to work, shops, and amenitieso Sense of communityo Proximity to jobs and local services
The Perception in Detail - Orlando
Perception of Stakeholders Past Present Future
Year 2000 2004 2010
Nature Sustainability Index 53.89 45.78 41.22
Economy Sustainability Index 26.44 44.44 78.00
Society Sustainability Index 31.78 36.44 48.11
Wellbeing Sustainability Index 56.11 55.22 47.22Sustainability Index for Townsville 42.06 45.47 53.64
http://www.soe-townsville.org/atkisson/index.html
Toward innovation and strategy Innovations are new ideas with a purpose. Their purpose is to
change a system.
Sustainability Innovations are new ideas that have the potential to improve the performance of a system in a long-term, positive direction. The best ones affect two, three, or even all four Compass Points.
The first thing to know about Innovations is that they do not have to be new (e.g., organic agriculture).
The second thing to know about Innovations is that they do not have to be technical - come in many different flavours: they can be new policies, new programs, new messages, new behaviours, new rules, new habits, new concepts …
Cautions
In a subject as complex as sustainability, with so many different parameters in play, it is simply impossible to find or to set purely objective scaling standards for every single variable. A strong stomach for criticism, and strong willingness to take that criticism in and make adjustments and improvements, is necessary for those using this method (AtKisson and Hatcher 2001).
Note
One of the key lessons reported by AtKisson after implementing the indicator framework for over a decade:
“Methodology questions relating to selecting, aggregating, weighting and scaling indicators are only controversial among indicator and data experts. Users just want something they can use.”
And... “Indicators that do no actually affect decisions and guide action are not indicators; they are just pretty data.”
Sustainable Seattle
Launched a sustainability indicator program in 1993 – emulated in many other locations
4th iteration is described at B-Sustainable.org
Non-aggregated approach (as is Sustainable Calgary’s)