Greening Your Firm Boot Camp
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Greening Your Firm Boot Camp

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Being a truly sustainable design or construction company is about more than just being able to deliver LEED projects. It's about aligning overall company management and operations with the demands of ...

Being a truly sustainable design or construction company is about more than just being able to deliver LEED projects. It's about aligning overall company management and operations with the demands of integrated design and collaborative relationships and measuring company performance as a result. Whether your company delivers LEED projects or not, there are proven strategies that you can use to deliver higher-performance projects and more efficient and effective processes to be a truly sustainable company. This interactive workshop builds your capacity to implement these strategies in the most cost-effective way and provides tools to enable you to implement these strategies in your company. This course offers 8 AIA SD CEU and 8 GBCI CE.

Participants will being able to:

-Define clear, measurable self-assessment of your company's capability.
-List issues your company needs to address.
-List systems, processes and resources that your company needs to address.
-Draft a plan to address these issues, systems, processes and resources gaps.
-Convey how to align profitability, quality control, knowledge transfer, and other elements with green project delivery to the leaders in your company.
-Understand how the Certification process may apply to you company.

Learn more at www.greenroundtable.org/training.

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    Greening Your Firm Boot Camp Greening Your Firm Boot Camp Presentation Transcript

    • THE GREEN ROUNDTABLE Sustainable Performance Institute:Transforming Practice, Recognizing Leadership Boot Camp Workshop Barbra Batshalom, Executive Director
    • PURPOSE & GOALS FOR TODAYUnderstand how to connect sustainability to their business objectivesUse industry metrics to evaluate your company’s true (current) capabilityUnderstand and identify where your company’s ‘gaps’ areFormulate goals and strategies to achieve excellence & improve performanceBegin to lay the basis of a workplan and approach to address issues, systems,process gapsImprove effectiveness to increase buy-in within your company
    • 1. Introductions and Purpose2. Defining Green Practice: What does it really mean to be a sustainability practice?3. Challenges and Barriers4. Organizational Assessment:5. Goal Setting6. Implementation Planning7. Discussion
    • ARE WE “THERE” YET?With all the progress we’ve made to ‘green’ our built environment, we have along way to go. We face crises of climate change, public health, habitatdevastation 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.  
    • WE  NEED  TO  ADDRESS  “THE  ROOT”  OF  THE  PROBLEM  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!  
    • THE  CLASSIC  CHALLENGE   We  are  a  “leJ  brain”  community  struggling  to  address  “right  brain”  problems!  As  engineers,  architects   We’re  less  comfortable  and  builders,  we  are   dealing  with  “right  brain”  generally  logical,   func/ons  needed  to  ra/onal  and  analy/cal.   implement  sustainability  The  “leJ  brain”  is  where   ini/a/ves:  holis/c  we  thrive,  solving   synthesizing,  subjec/ve  problems,  delivering   judgments,  emo/ons  and  solu/ons.   crea/vity.    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.  
    • Why  Is  “LEED  AP”  Not  Enough?   Necessary,  But  Not  Sufficient   PEOPLE COMPANIES (LEED AP) (SPI)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.  
    • Avoid  the  Paradigm   OF  RELYING  ON  A  FEW  KEY  CHAMPIONS   THAT  IS  NOT  “INSTITUTIONALIZING”  SYSTEMS:  PROCESSES  INDIVIDUAL EXPERTS COMPANY CAPABILITY CHAMPIONS LEADERSHIP
    • What makes the difference. . .BetweenGREEN design andBROWN design?There are 4 elements. . .
    • Transformative Elements - Order of Importance MINDSET How we think, the assumptions we make, our perceptions of role and expectations of interaction PROCESS Collaborative decision making, clarity and transparency in decision making and clear performance targets TOOLS Analysis, strategies, life cycle costing, specifications PRODUCTS AND TECHNOLOGIES Technologies, strategies, things you buy (“green bling”)
    • 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  our  program  is   needed  and  what  we  need  to  change  to  succeed  .     Following  are  some  summary  excerpts  of  the  survey.  Complete   informa/on  and  sta/s/cs  can  be  found  at  the  links  below:  Links  to  blog  with  survey  details:  Part  1:  hcp://bit.ly/cuIrMa      Part  2:  hcp://bit.ly/dhwZvc  
    • Of  the  hundreds  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 toAlthough  public   sustainability is instatements  are   public missionconsistently  focused  on   statement, website,commitment  to   marketing materials?sustainability,  leadership  does  not  consistently  communicate  that   Leaders at allexpecta/on  to  staff.   levels make clear to staff thatGoals  are  not  usually   sustainability isSMART  (specific,  measurable,  acainable,   part of the job?/me-­‐bound)  and  there  is  ojen  a  lack  of  clear  accountability  structure   “SMART” goalsfor  sustainability.   are consistently set for projects & organization?
    • Clear  performance   Project managementtargets  not  yet   is rooted in anbeing  set  for  every   integrative,project  (regardless   collaborativeof  whether  its   process?pursuing  LEED,  BREEAM,  etc.  or   Every projectnot).   managerIntegra/ve  design   incorporates lifenot  yet  consistently   cycle costing intoused  as  the   projects?founda/on  for  managing  projects.   All projectInconsistent   achieve clearapplica/on  of  life-­‐ performancecycle  cos/ng  to   goals?evaluate  key  systems  decisions.  
    • Green design andGreen  specifica/ons  not   spec standardsalways  maintained  or   are maintained &used  consistently.   usedLack  of  clear  roles  and   consistently?accountability  for  implementa/on  of   HR supportssustainability.   green practice: performanceCri/cal  tools  and   reviews, prof dev,resources  not  always   etcavailable  and  not  used  consistently  on  projects.  Performance  reviews   Clear roles aredon’t  evaluate   defined &sustainable  design   accountable tocapability  for  key  roles.   support sustainability?
    • All contracts,Contracts  and  team   scopes & feesstructures  ojen     create conditionscreate  a  barriers  for  integra/ve  project   conducive fordelivery.   success?Teams  rarely  map    their  decision     Roles, responsibilities,making  process     and decision makingto  achieve  key  performance                     processes mappedtargets.   clearly on every project?Very  licle                        proac/ve  team           Consistentbuilding  happens    among   teambuildingpartners,  between  project  commitments.   with partners?
    • Although  25%  of   Company has athese  companies   program &are  not  tracking   strategies to reduceanything,  more   its environmentalthan  40%  have   impact over timeput  some  sort  of  program  in  place  to  reduce   Companyenvironmental   tracks (in anyfootprint.   way) performance of its portfolioOver  30%  are  beginning  to  track  the  performance   Not trackingof  their  pornolio   anything –of  work!   either operations or portfolio!
    • 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  
    • • 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:  
    • 2030 Liv. Bld. Net Zero LEEDClient  targets:  LEED,  NZ,  LBC,  2030  =  “WHAT”                        SPI  =  “HOW”  
    • 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  
    • For  each  category  we  will  summarize:  • What  it  is      and  then:  • Issues  • Solubons  • Metrics  
    • Commitment  Vision  Goals  &  Purpose  Clear  accountability  at  all  levels,  in  all  departments  Strategic  Plan  to  achieve  goals  over  bme  Policies  that  support  goals  and  implementabon  
    • ISSUES   SOLUTIONS   METRICS  Talk  doesn’t   Ar/culate  clear  goals   Public  materials   match  ac/ons   Make  expecta/ons  and   Internal  Lack  of  SMART   priori/es  clear   communica/ons   goals   Shij  culture  to  align   SURVEYS  !!!  Staff  don’t  feel   with  goals   Accountability   empowered   Implementa/on  /   structure   strategic  plan   Mandate  sustainability   on  all  projects  
    • EVIDENCE  of  CONSISTENT  applica/on  of  sustainable  design  principles  as   a  basis  of  design  excellence  –  and  ‘ins/tu/onaliza/on’  of  sustainability   approach  Integra/ve  design  &  project  delivery  is  the  basis  for  project   management,  on  all  projects  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,  specifica/ons  and  models  consistently  incorporate  green   design  standards.    
    • ISSUES   SOLUTIONS   METRICS  No  clear  goals   Clear  project  goals   Mee/ng  notes  /  Only  ‘on   IDP  as  a  founda/on   agendas   demand’   for  proj.  mngmt.   Workplans  Specs/dwgs  not   Workplans   Analysis   consistent   Life  cycle  cos/ng  and   Drawings  &  Specs  Low   other  analysis   Bldg.  Cer/fica/ons   performance   Performance   tracking  
    • CRITICAL  RELATIONSHIPS  are  highly  collabora/ve  Crea/ng  “ TEAMS”  –  project  based  and  ongoing   proac/ve  team  building  Inten/onally  crea/ng  condi/ons  conducive  to  success:   contracts,  scope,  deliverables,  expecta/ons  Enabling  IPD  and  use  of  key  tools,  like  BIM,  amongst  a   team  
    • ISSUES   SOLUTIONS   METRICS  Barriers  to  IPD   Proac/ve  team   Scope/fee   building   charrece  Lack  of   inten/onal   Project  structure  and   Contracts   TRUST   plan   Minutes,  agendas,   building   Process  Mapping   workplans  No   SURVEYS  –   collabora/on   internal,  external   plan  
    • Tools  and  Resources  (green  products,  analysis,  etc)    Design/spec  standards  (ins/tu/onalized)  Professional  Development  through  many  methods        (team  learning,  project  based  coaching,  lecture,  etc)  HR:  Handbook,  performance  reviews,  job  descrip/ons,   incen/ves  (non  financial)  Investment  –  ongoing  –  in  projects,  R&D,  etc.  
    • ISSUES   SOLUTIONS   METRICS  Lack  of  cri/cal   Clarify  perf.   Survey  to  all  staff   tools   expecta/ons   Handbook,  office   Build  cri/cal  tools     manual  Lack  of  internal   Tie  prof  dev  to   New  employee   standards   orienta/ons   ins/tu/onal  Lack  of  effec/ve   performance  goals   Job  Descrip/ons   prof.  dev.  plans   Ins/tute  clarity  in  job   Performance  reviews  HR  doesn’t   descrip/ons,  perf   Templates  for  agendas,   support   reviews   workplans,     sustainability   Inten/onal  learning   Tools  &  resources   goals   and  feedback   Professional   Development  plan  
    • Track  metrics  and  feedback  loops  for  two     scales  of  your  business:  •  Pornolio-­‐wide  performance  of  projects  over  /me  •  Environmental  footprint  of  your  corpora/on  
    • ISSUES   SOLUTIONS   METRICS  No  feedback   Request  &  track   LEED  –  especially   loops!   performance  data   EBOM  –  Estar,  etc  No  baseline  or   Start  baseline  and   Standard  lecer  /   plan  to   priori/ze  strategies   communica/on   reduce   to  reduce  footprint   ins/tu/onalized   footprint   Client  Surveys   Environmental   Footprint  baseline   begun,  executed  and   priori/es  iden/fied.  
    • 1.0 Leadership, Strategy & PolicyWhat are the key factors of good leadership?How do you institutionalize accountability?
    • 1.0 Leadership, Strategy & Policy1.1 Vision and GoalsRequired 1.1.1 Organizational GoalsRequired 1.1.2 Project Goals1.2 Strategy and Implementation PlanningRequired 1.2.1 Well Defined StrategiesRequired 1.2.2 Implementation Plan1.3 PolicyRequired 1.3.1 Policies ExistRequired 1.3.2 Policies Communicated Effectively1.4 Leadership & AccountabilityRequired 1.4.1 Visible CommitmentRequired 1.4.2 Accountability Structure1.5 Feedback LoopsRequired 1.5.1 Indicators DefinedRequired 1.5.2 Feedback Tracked1.6 Leadership SupportRequired 1.6.1 Internal Capacity BuildingOptional 1.6.2 External Support - Consultants1.7 InnovationOptional 1.7 Innovation
    • 2.0 Project Delivery2.1 Pre-Project AssessmentRequired 2.1.1 AssessmentRequired 2.1.1 Pre-Construction Services2.2 Building an Integrated TeamRequired 2.2.1 Team Structure & ExpectationsRequired 2.2.2 Team Building2.3 Goals & PlanningRequired 2.3.1 Project Performance GoalsRequired 2.3.2 Process Design2.4 Project PhasesRequired 2.4.1 ConceptualizationRequired 2.4.2 Criteria DesignRequired 2.4.3 Detailed DesignRequired 2.4.4 Implementation DocumentsRequired 2.4.5 Agency ReviewRequired 2.4.6 BuyoutRequired 2.4.7 Construction CARequired 2.4.8 Closeout2.5 OperationsRequired 2.5.1 Ongoing PerformanceOptional 2.5.2 Ongoing CommissioningOptional 2.5.3 3rd Party CertificationsRequired 2.5.4 Ongoing Performance Data Tracking2.6 InnovationOptional 2.5.5 Innovation
    • 3.0 Infrastructure and Support Systems3.1 Tools & ResourcesRequired 3.1.1 Project Management Tools & TemplatesRequired 3.1.2 Product EvaluationRequired 3.1.3 Reference & Sample LibrariesRequired 3.1.4 Analysis - Bldg PerformanceRequired 3.1.5 Design StandardsRequired 3.1.6 Specification StandardsRequired 3.1.7 TemplatesRequired 3.1.8 IT ProcessesRequired 3.1.9 Communication3.2 Human ResourcesRequired 3.2.1 Performance ManagementRequired 3.2.2 Employee Manual and OrientationRequired 3.3.4 Tracking Metrics3.3 Training, Education, Continuous LearningRequired 3.3.1. Education PlanRequired 3.3.2 Interpersonal SkillsRequired 3.3.3 Management SkillsRequired 3.3.4 Technical Skills3.4 MarketingRequired 3.4.1 WebsiteRequired 3.4.2 CollatoralRequired 3.4.3 ProposalsRequired 3.4.4 Public Presence3.5 Quality Control ProcessesRequired 3.5.1 QC systemsRequired 3.5.2 QC effectiveness3.6 R&DOptional 3.6.0 R&D Activities3.7 InnovationOptional 3.7.0 Innovation
    • 4.0 Partnering & Collaboration4.1 Proactive Team BuildingOptional 4.1.1 Ongoing team building activitiesOptional 4.1.2 Repetitive Teaming4.2 Project SolicitationRequired 4.2.1 RFPRequired 4.2.2 ProposalsRequired 4.2.3 Design Team Selection Process4.3 Contractual AgreementsRequired 4.3.1 Legal ContractsRequired 4.3.2 Additional Consultants4.4 Partner Performance & Team CommunicationsOptional 4.4.1 Formal PartneringRequired 4.4.2 Partnering MethodologyRequired 4.4.3 Collaboration Effectiveness4.5 R&D PartneringOptional 4.5.0 R&D Partnerships established specificallyto pursue research & development of best practices, tools resourcesor technologies.4.6 InnovationOptional Innovation
    • 5.0 Outcomes and Metrics5.1 Project PortfolioOptional 5.1.1 Third Party CertificationsRequired 5.1.2 Performance Tracking RequestRequired 5.1.3 Performance TrackingRequired 5.1.4 Performance Feedback Loop5.2 Company Sustainability FootprintRequired 5.2.1 Environmental Impact BaselineRequired 5.2.2 Social Impact BaselineRequired 5.2.3 Goals, Priorities and Implementation planRequired 5.2.4 Tracking SystemsOptional 5.2.5 Corporate CertificationRequired 5.2.6 Performance Feedback Loop5.3 InnovationOptional 5.3.0 Innovation
    • Goal setting: charting a course
    • 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  seung  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:  
    • HINT:  if  you  base  your  internal  discussions  of  goal  seung  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)  Profitability  and  Financial  Management  Growth  (expansion  into  different  markets)  Staff  Afracbon  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  
    • 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 AchieveGoals & 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  –  Sekng  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 actionParallel activities
    • SPI  –  Formal  Process  to  Support  You  -­‐  Cer/fica/on  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  Cerbficabon  Process   Registration A Boot Camp Assessment B Audit Audit CERTIFICATION Continuous improvement
    • Owner and Company Endorsements “Knowing  a  firm  is  cerbfied  tells  me  they   have  the  leadership  &  systems  in  place  to  Lawrence  Healey,   back  them  up.  It  sets  them  apart,  makes  Dir.  Real  Estate   them  a  leader”  Blue  Cross/Blue  Shield  
    • Lawrence Healey SPI Director of Real Estate, Design and Planning,Certification is Blue Cross/Blue Shielda great tool for owners! Douglas W. Noonan, PE Head of Group Corporate Real Estate Adidas Group CORENET Global, New England Chapter John Ziegler, AIA Director - Off-Campus Development Princeton University
    • Lawrence HealeyDirector of Real Estate, Design and Planning, Blue Cross/Blue ShieldWe will use this as a factor in selecting service provider firms. Itmakes more of a statement than just knowing that a firm hascompleted some LEED projects or had LEED trained staff…Knowing the firm is certified tells me they has leadership andsystems in place to back them up.If a firm is willing to go through the audit, it tells me somethinguseful about them, that they really take sustainable seriously. It’ssomething that sets them apart, it makes them a leader.
    • Douglas W. Noonan, PEHead of Group Corporate Real Estate Adidas Group & CORENETGlobal, NE ChapterSPI certification will absolutely be a factor in my selecting anarchitect, engineer and contractor.You’re covering something that needs to be covered, moving beyondindividual LEED and project LEED.Every service provider that comes to us tells us they’re experts insustainable design and construction. In truth, there’s no way for themto back that claim up (until now).If the firm has been certified, then I can be comfortable that sustainabilityis something organic to the way they operate, not something they’vejust added on.
    • John Ziegler, AIADirector - Off-Campus Development, Princeton UniversityThe certification puts some real teeth in sustainable design.Showing that sustainable design is really integrated into a firm’s cultureover time means much more to me than knowing that the firm hasbuilt some LEED buildings or has some LEED accredited staff.It’s also significant to me that your certification process tracksfirms over time. Firms getting their buildings LEED certified doesn’ttell me much, it’s just a comment on a point in time. Your certificationprocess is helpful to us because it tracks firms over time.
    • 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  
    • THANK YOU 617-374-3740www.greenroundtable.orginfo@greenroundtable.org