Date post: | 19-May-2015 |
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Real Estate |
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Barbra Batshalom, Executive Director
THE GREEN ROUNDTABLE
Sustainable Performance Institute: Transforming Practice, Recognizing Leadership
Boot Camp Webinar
Understand how to connect sustainability to their business objectives
Use industry metrics to evaluate your company’s true (current) capability
Understand and identify where your company’s ‘gaps’ are
Formulate goals and strategies to achieve excellence & improve performance
Begin to lay the basis of a workplan and approach to address issues, systems, process gaps
Improve effectiveness to increase buy-in within your company
PURPOSE & GOALS FOR TODAY
1. Introductions and Purpose
2. Defining Green Practice: What does it really mean to be a sustainability practice?
3. Organizational Assessment:
4. Implementation Planning
5. Discussion
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 ra/ng systems are “end of pipe” solu/ons. 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 prac/ce.
The “root of the problem” is that we are s/ll 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 percep/ons, expecta/ons and increase collabora/on to succeed.
Design and construc/on companies who have done this have realized success and delivered performance!
WE NEED TO ADDRESS “THE ROOT” OF THE PROBLEM
So we need a logical, methodological and ra/onal 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 CLASSIC CHALLENGE
As engineers, architects and builders, we are generally logical, ra/onal and analy/cal. The “leJ brain” is where we thrive, solving problems, delivering solu/ons.
We are a “leJ brain” community struggling to address “right brain” problems!
We’re less comfortable dealing with “right brain” func/ons needed to implement sustainability ini/a/ves: holis/c synthesizing, subjec/ve judgments, emo/ons and crea/vity.
It is cri/cal for individual prac//oners to be skilled and knowledgeable.
IF Sustainable capability stops with the individual, a company will never be able to deliver consistent, high quality sustainability services!
Gaps will exist in policy, systems, processes – that lead to ins/tu/onalized expecta/ons and high performance.
Why Is “LEED AP” Not Enough? Necessary, But Not Sufficient
COMPANIES (SPI)
PEOPLE (LEED AP)
Avoid the Paradigm OF RELYING ON A FEW KEY CHAMPIONS
THAT IS NOT “INSTITUTIONALIZING” SYSTEMS: PROCESSES
In successful companies, the (old) ‘green group’ transform to “pollinators” and integrators for performance across the company
INDIVIDUAL EXPERTS CHAMPIONS
COMPANY CAPABILITY LEADERSHIP
http://www.surveymonkey.com/greenfirmcertification
Links to blog with survey details: Part 1: hcp://bit.ly/cuIrMa Part 2: hcp://bit.ly/dhwZvc
Our framework has evolved from over 10 years of working in the industry and seeing the challenges companies face.
This industry-‐wide survey we conducted illustrates why it is so cri/cal to be inten/onal and strategic about ins/tu/onalizing sustainability .
Following are some summary excerpts of the survey. Complete informa/on and sta/s/cs can be found at the links below:
Of the 500+ companies who par/cipated in the survey, there was an even distribu/on between execu/ve 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)
Commitment to sustainability is in public mission statement, website, marketing materials?
Leaders at all levels make clear to staff that sustainability is part of the job?
“SMART” goals are consistently set for projects & organization?
Although public statements are consistently focused on commitment to sustainability, leadership does not consistently communicate that expecta/on to staff.
Goals are not usually SMART (specific, measurable, acainable, /me-‐bound) and there is oken a lack of clear accountability structure for sustainability.
All project achieve clear performance goals?
Every project manager incorporates life cycle costing into projects?
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).
Integra/ve design not yet consistently used as the founda/on for managing projects.
Inconsistent applica/on of life-‐cycle cos/ng to evaluate key systems decisions.
Green design and spec standards are maintained & used consistently?
Clear roles are defined & accountable to support sustainability?
HR supports green practice: performance reviews, prof dev, etc
Green specifica/ons not always maintained or used consistently.
Lack of clear roles and accountability for implementa/on of sustainability.
Cri/cal tools and resources not always available and not used consistently on projects.
Performance reviews don’t evaluate sustainable design capability for key roles.
Roles, responsibilities, and decision making processes mapped clearly on every project?
All contracts, scopes & fees create conditions conducive for success?
Consistent teambuilding with partners?
Contracts and team structures oken create a barriers for integra/ve project delivery.
Teams rarely map their decision making process to achieve key performance targets.
Very licle proac/ve team building happens among partners, between project commitments.
Company has a program & strategies to reduce its environmental impact over time
Company tracks (in any way) performance of its portfolio
Not tracking anything – either operations or portfolio!
Although 25% of these companies are not tracking anything, more than 40% have put some sort of program in place to reduce environmental footprint.
Over 30% are beginning to track the performance of their poroolio of work!
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 TOOLS & RESOURCES • LACK OF SHARED LEARNINGS • DEPENDENCE ON LEED AS A CRUTCH
HUMAN NATURE DOESN’T HELP…. (DON’T WE JUST LOVE NEW THINGS?)
? This way to excellence in sustainable design!
So now the ques/on is…where are you on the path to design excellence? If you have organiza/onal “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
TRIBUTARIES LEADING TO CREATION OF SPI CERTIFICATION
…Building on 12 years of work with A/E/C and Owners
• INDUSTRY RESEARCH • TOOLS • RESOURCES • TRAINING • ORGANIZATOINAL CERTIFICATION
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:
Client targets: LEED, NZ, LBC, 2030 = “WHAT”
SPI = “HOW”
2030 Liv. Bld. Net Zero LEED
Companies are at different places on their journey to achieving excellence in sustainability prac/ce. No macer where you are – SPI supports you – or recognizes your achievements!
RECOGNITION & TRANSFORMATION Observa/ons of best prac/ces from SPI companies
Signs of Change… Posibve changes that we’re seeing:
Clearer Roles & Accountability: Director of Sustainability, other… Ins/tu/onaliza/on of standard prac/ces/processes (IDP) Partnering: Proac/ve rela/onship building using BIM workshops
Investment in green on projects from overhead, even when clients don’t ask for it
Change in workflow – moving integra/on func/on to earlier in the project – lowering costs, reducing risk
Project performance improves !
Baseline projects meet LEED without extra effort
1.0 Leadership, Strategy & Policy
1.1 Vision and Goals Required 1.1.1 Organizational Goals Required 1.1.2 Project Goals 1.2 Strategy and Implementation Planning Required 1.2.1 Well Defined Strategies Required 1.2.2 Implementation Plan 1.3 Policy Required 1.3.1 Policies Exist Required 1.3.2 Policies Communicated Effectively 1.4 Leadership & Accountability Required 1.4.1 Visible Commitment Required 1.4.2 Accountability Structure 1.5 Feedback Loops Required 1.5.1 Indicators Defined Required 1.5.2 Feedback Tracked 1.6 Leadership Support Required 1.6.1 Internal Capacity Building Optional 1.6.2 External Support - Consultants 1.7 Innovation Optional 1.7 Innovation
2.0 Project Delivery 2.1 Pre-Project Assessment Required 2.1.1 Assessment Required 2.1.1 Pre-Construction Services 2.2 Building an Integrated Team Required 2.2.1 Team Structure & Expectations Required 2.2.2 Team Building 2.3 Goals & Planning Required 2.3.1 Project Performance Goals Required 2.3.2 Process Design 2.4 Project Phases Required 2.4.1 Conceptualization Required 2.4.2 Criteria Design Required 2.4.3 Detailed Design Required 2.4.4 Implementation Documents Required 2.4.5 Agency Review Required 2.4.6 Buyout Required 2.4.7 Construction CA Required 2.4.8 Closeout 2.5 Operations Required 2.5.1 Ongoing Performance Optional 2.5.2 Ongoing Commissioning Optional 2.5.3 3rd Party Certifications Required 2.5.4 Ongoing Performance Data Tracking 2.6 Innovation Optional 2.5.5 Innovation
3.0 Infrastructure and Support Systems 3.1 Tools & Resources Required 3.1.1 Project Management Tools & Templates Required 3.1.2 Product Evaluation Required 3.1.3 Reference & Sample Libraries Required 3.1.4 Analysis - Bldg Performance Required 3.1.5 Design Standards Required 3.1.6 Specification Standards Required 3.1.7 Templates Required 3.1.8 IT Processes Required 3.1.9 Communication 3.2 Human Resources Required 3.2.1 Performance Management Required 3.2.2 Employee Manual and Orientation Required 3.3.4 Tracking Metrics 3.3 Training, Education, Continuous Learning Required 3.3.1. Education Plan Required 3.3.2 Interpersonal Skills Required 3.3.3 Management Skills Required 3.3.4 Technical Skills 3.4 Marketing Required 3.4.1 Website Required 3.4.2 Collatoral Required 3.4.3 Proposals Required 3.4.4 Public Presence 3.5 Quality Control Processes Required 3.5.1 QC systems Required 3.5.2 QC effectiveness 3.6 R&D Optional 3.6.0 R&D Activities 3.7 Innovation Optional 3.7.0 Innovation
4.0 Partnering & Collaboration
4.1 Proactive Team Building Optional 4.1.1 Ongoing team building activities Optional 4.1.2 Repetitive Teaming
4.2 Project Solicitation Required 4.2.1 RFP Required 4.2.2 Proposals Required 4.2.3 Design Team Selection Process
4.3 Contractual Agreements Required 4.3.1 Legal Contracts Required 4.3.2 Additional Consultants
4.4 Partner Performance & Team Communications Optional 4.4.1 Formal Partnering Required 4.4.2 Partnering Methodology Required 4.4.3 Collaboration Effectiveness
4.5 R&D Partnering Optional 4.5.0 R&D Partnerships established specifically to pursue research & development of best practices, tools resources or technologies.
4.6 Innovation Optional Innovation
5.0 Outcomes and Metrics
5.1 Project Portfolio Optional 5.1.1 Third Party Certifications Required 5.1.2 Performance Tracking Request Required 5.1.3 Performance Tracking Required 5.1.4 Performance Feedback Loop
5.2 Company Sustainability Footprint Required 5.2.1 Environmental Impact Baseline Required 5.2.2 Social Impact Baseline Required 5.2.3 Goals, Priorities and Implementation plan Required 5.2.4 Tracking Systems Optional 5.2.5 Corporate Certification Required 5.2.6 Performance Feedback Loop
5.3 Innovation Optional 5.3.0 Innovation
Define Your Pracbce 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 prac/ces that you use currently?
Set Your Goals & Indicators • What are your BHAGs (big hairy audacious goals) • SMART goals? SMART = (specific, measurable, achievable, realis/c & /me-‐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
Define Your Pracbce 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 prac/ces that you use currently?
HINT: if you base your internal discussions of goal setng in the context of basic business issues, you will have more ‘buy-‐in’. Start by addressing these fundamental ques/ons and then /e sustainability back to them to understand your baseline:
Profitability and Financial Management Growth (expansion into different markets) Staff Aeracbon and Retenbon (quality) Quality Control -‐ Consistency in design and delivery Exposure/Liability Management -‐ staff and budget, company and project Transfer of Knowledge and Knowledge Mngmt Mentoring Relabonships
client (repeat and acrac/on) consultants
HINT: if you base your internal discussions of goal setng in the context of basic business issues, you will have more ‘buy-‐in’. Start by addressing these fundamental ques/ons and then /e sustainability back to them to understand your baseline: (see the “Sustainability Sample Plan” on our website)
What’s your vision for the future? What are your goals?
Set achievable SMART* goals...
…understanding your current capabilibes, future vision, and how you might get there.
*SMART = specific, measurable, achievable, realis/c, Time-‐bound
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
Examples – Sejng Indicators, Tracking Metrics 1. Profitability: Collaborative process will improve baseline profitability in project management by X% over _ years. (reduced volume of change orders consistent across studios) New scope within existing type of contracts will grow by _ in _ projects per year New scope for existing clients – proactive proposed work New clients
2. Capacity: every studio has its own green evaluator office has one coordinator (or committee takes on expanded function) every XXX employee has LEED AP and has worked on X projects every XXX employee in design has proficiency and comfort level with building sciences X staff become Process facilitation leaders for charrette processes Internal mechanisms for ongoing training/mentoring are in place Infrastructure to share (green) information – existing or new is in place
3. Quality: performance and post occupancy metrics quantified and used in marketing change orders (quality of design) and other indicators of management controlled
4. Enhanced Relationships: Consultants Existing – higher level of input and quality in deliverables. Satisfaction in working relationships New – some new consultants will replace others that did not comply Clients, repeat and new, see profitability. Overall XXX’s reputation with existing and new clients transforms and considered “go to” firm for green design in their sectors. Internal – specific indicators around communication, consistency of project management and finance
5. Internal Process Efficiency: Project management – process maps show changes over time and result in improved profitability Company management: transfer of knowledge, mentoring around green issues becomes embedded in existing mechanisms
Sample workplan - strategy and action Parallel activities
1. Registra/on and company profile
2. Assessment, which creates a baseline and shared understanding of your current situa/on. Then one of two things happen next:
3a. AUDIT ! (If sustainability is truly ins/tu/onalized)
3b. GAP iden/fica/on, strategy and support (if you have “gaps” to close) We can provide support to address gaps in policy, strategy consul/ng, educa/on & training, coaching
3. Cer/fica/on!
4. Annual, brief, Check-‐In
5. Every 3 years, re-‐cer/fica/on
SPI – Formal Process to Support You -‐ Cer/fica/on
SPI Cerbficabon Process Registration
Assessment
Boot Camp Consulting & Educational
support
CERTIFICATION
Audit
Audit
Continuous improvement
A
B
SPI Cerbficabon Process Registration
Assessment
Boot Camp Consulting & Educational
support
CERTIFICATION
Audit
Audit
Continuous improvement
A
B
SPI Cerbficabon Process
Boot Camp Consulting & Educational
support
Goal Setting
Strategy & Implementation
Capacity Building
Systems & Tools
BHAG SMART
Define effective strategies Map implementation Determine indicators & feedback loops
Communication Technical analysis Knowledge Mngmt Data Tracking Templates & standards
Technical Skills Communication Skills Facilitation Presentation Partnering
Owner and Company Endorsements
“Knowing a firm is cerbfied 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
Its in our hands
Truth about green firms, “prequel”: hcp://bit.ly/greentruth
Links to blog with survey details Part 1: hcp://bit.ly/cuIrMa
Part 2: hcp://bit.ly/dhwZvc
“The Integra/ve Design Guide to Green Building: Redefining the Prac/ce 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 Integra/ve Process