Green Firm Certification: Is Your Firm Ready?

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  • Left brain right brain…LEED focuses on technical applications/executionBUT the actual impact on capital cost savings and performance lies MUCH more with : TEAM work, collaboration, …(insert here the MPTP slide? what makes the difference between green and brown)Myers briggs profile of our industryEither go into the factors defining practice now (leadership, etc) or do survey first. Or Mindset/Process/Tools…as a more specific example (using energy)
  • Left brain right brain…LEED focuses on technical applications/executionBUT the actual impact on capital cost savings and performance lies MUCH more with : TEAM work, collaboration, Myers briggs profile of our industry
  • For these survey results (which might be moved?)Take each slide and make 1 highlight observation with link to blog articles at the end (link to URL for attendees to download everything they need)
  • DEFINE HERE EACH CATEGORY (WE HAVEN’T LAID OUT THE 5 ELEMENTS YET)Although sustainability is consistently part of all marketing, it is NOT institutionalized or consistently integrated into practice.Goals are not SMART
  • Industry still being reactive!“When a client demands it”Not integrated into basic approach to design excellence
  • Sustainability In marketing? “ALWAYS”In execution on all projects?“SOMETIMES”Expectations not supported by metrics: like performance reviews.Tools, standards and templates NOT used consistently
  • This area is MOST lacking – very little proactive team building or cross disciplinary capacity building
  • Do you even know your baseline?What will you target?2030 Challenge?
  • Too redundant with what’s in slides later?This + greenwash + survey results might be one too many. Maybe move this up, as a summary of the survey findings section? And I think we should consider ditching the greenwash slides—cute, but may take too long to explain each one.
  • Three paths…where are you?...make 3 slides, additiveBeginning…unsure of where you want to get to/just starting outGap – some successes, some goals, not “there” yetThere! Congrats, be rewarded. (or course, the destination keeps moving and so must you)
  • Three paths…where are you?...make 3 slides, additiveBeginning…unsure of where you want to get to/just starting outGap – some successes, some goals, not “there” yetThere! Congrats, be rewarded. (or course, the destination keeps moving and so must you)
  • TRULY GREEN FIRMS DEMONSTRATE: CONSISTENT CAPABILITY , IN ALL OF THESE CATEGORIES, ON ALL PROJECTS, ALL THE TIME
  • BETTER COLOR SCABreak into 2 slides. One just shows the 5 categories; the 2nd adds the truly green firms….textTELL THEM – at this slide – That each of the following categories will be broken down:Definition (what it is)Issues, what are the problems this addressesSolutions – what should be put in placeMetrics: How do we measure them/what evidence do we look at (what indicators should they consider)
  • BETTER COLOR SCABreak into 2 slides. One just shows the 5 categories; the 2nd adds the truly green firms….textTELL THEM – at this slide – That each of the following categories will be broken down:Definition (what it is)Issues, what are the problems this addressesSolutions – what should be put in placeMetrics: How do we measure them/what evidence do we look at (what indicators should they consider)
  • BETTER COLOR SCABreak into 2 slides. One just shows the 5 categories; the 2nd adds the truly green firms….textTELL THEM – at this slide – That each of the following categories will be broken down:Definition (what it is)Issues, what are the problems this addressesSolutions – what should be put in placeMetrics: How do we measure them/what evidence do we look at (what indicators should they consider)
  • BETTER COLOR SCABreak into 2 slides. One just shows the 5 categories; the 2nd adds the truly green firms….textTELL THEM – at this slide – That each of the following categories will be broken down:Definition (what it is)Issues, what are the problems this addressesSolutions – what should be put in placeMetrics: How do we measure them/what evidence do we look at (what indicators should they consider)
  • Green Firm Certification: Is Your Firm Ready?

    1. 1. Green Firm Certification: <br />Is Your Firm Ready?<br />Barbra Batshalom, Executive Director<br />
    2. 2. Agenda<br />1. Purpose of program<br />2. OVERVIEW: STATE OF THE INDUSTRY:<br /> What’s not working and why?<br />3. WHERE THE COMMUNITY REALLY IS:<br /> Industry Survey Results<br />4. DEFINING THE PATH TO EXCELLENCE: <br /> Framework, Strategies, Metrics<br />5. DISCUSSION: Questions & Answers<br />
    3. 3. ARE WE “THERE” YET? <br />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: <br />What will it take to get “there” – to be on a path towards sustainability? <br />
    4. 4. “END OF PIPE” SOLUTIONS AREN’T ENOUGH<br />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. <br />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.<br />
    5. 5. WE NEED TO ADDRESS “THE ROOT” OF THE PROBLEM<br />The “root of the problem” is that we are still trying to use the same processes, behavior and mindset to deliver a new product. <br />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. <br />Design and construction companies who have done this have realized success and delivered performance!<br />
    6. 6. THE CLASSIC CHALLENGE<br />We are a “left brain” community struggling to address “right brain” problems!<br />As engineers, architects and builders, we are generally logical, rational and analytical. The “left brain” is where we thrive, solving problems, delivering solutions.<br />We’re less comfortable dealing with “right brain” functions needed to implement sustainability initiatives: holistic synthesizing, subjective judgments, emotions and creativity. <br />So we need a logical, methodological and rational approach to these issues. <br />The SPI green firm program has done that - and provided a framework <br />to translate behavior and culture to metrics and performance criteria.<br />
    7. 7. HOW GREEN IS YOUR FIRM?<br />…INDUSTRY SURVEY RESULTS<br />Before we share our framework and metrics, we’d like to share some context…<br />Our framework has evolved from over 10 years of working in the industry and seeing the challenges companies face. <br />This industry-wide survey we conducted illustrates why our program is needed and what we need to change to succeed . <br />Following are some summary excerpts of the survey. Complete information and statistics can be found at the links below:<br />Links to blog with survey details:<br />Part 1: http://bit.ly/cuIrMa Part 2: http://bit.ly/dhwZvc<br />
    8. 8. INDUSTRY SURVEY PARTICIPANTS<br />DESIGN & CONSTRUCTION COMPANIES<br />Of the hundreds who participated in the survey, there was an even distribution between executive and senior company leaders and company or project managers. <br />Firms varied in size from 10 employees to 45,000 (with the majority being in the mid to large size companies)<br />
    9. 9. LEADERSHIP & STRATEGY<br />Commitment to sustainability is in public mission statement, website, marketing materials?<br />Although public statements are consistently focused on commitment to sustainability, leadership does not consistently communicate that expectation to staff.<br />Goals are not usually SMART (specific, measurable, attainable, time-bound) and there is often a lack of clear accountability structure for sustainability.<br />Leaders at all levels make clear to staff that sustainability is part of the job?<br />“SMART” goals are consistently set for projects & organization?<br />
    10. 10. PROJECT DELIVERY<br />Project management is rooted in an integrative, collaborative process?<br />Clear performance targets not yet being set for every project (regardless of whether its pursuing LEED, BREEAM, etc. or not)<br />Integrative design not yet consistently used as the foundation for managing projects.<br />Inconsistent application of life-cycle costing to evaluate key systems decisions.<br />Every project manager incorporates life cycle costing into projects?<br />All project achieve clear performance goals?<br />
    11. 11. INFRASTRUCTURE & SUPPORT<br />Green design and spec standards are maintained & used consistently?<br />Green specifications not always maintained or used consistently.<br />Lack of clear roles and accountability for implementation of sustainability.<br />Critical tools and resources not always available and not used consistently on projects.<br />Performance reviews don’t evaluate sustainable design capability for key roles.<br />HR supports green practice: performance reviews, prof dev, etc<br />Clear roles are defined & accountable to support sustainability?<br />
    12. 12. PARTNERING & COLLABORATION<br />All contracts, scopes & fees create conditions conducive for success?<br />Contracts and team structures often <br />create a barriers for integrative project delivery.<br />Teams rarely map <br />their decision <br />making process <br />to achieve key performance targets.<br />Very little proactive team building happens among partners, between project commitments.<br />Roles, responsibilities, and decision making processes mapped clearly on every project?<br />Consistent teambuilding with partners?<br />
    13. 13. METRICS – OUTCOMES - PERFORMANCE<br />Company has a program & strategies to reduce its environmental impact over time<br />Although 25% of these companies are not tracking anything, more than 40% have put some sort of program in place to reduce environmental footprint.<br />Over 30% are beginning to track the performance of their portfolio of work!<br />Company tracks (in any way) performance of its portfolio<br />Not tracking anything – either operations or portfolio!<br />
    14. 14. OBSERVATIONS FROM THE FIELD<br />WE HAVE A LOT OF “GAPS” TO ADDRESS:<br /><ul><li>LACK OF LEADERSHIP, COMMITMENT
    15. 15. LACK OF ACCOUNTABILITY STRUCTURE
    16. 16. LACK OF CONSISTENCY
    17. 17. LACK OF INTEGRATIVE PROCESS
    18. 18. LACK OF QUALITY CONTROL
    19. 19. LACK OF TOOLS & RESOURCES
    20. 20. LACK OF SHARED LEARNINGS
    21. 21. DEPENDENCE ON LEED AS A CRUTCH</li></ul>HUMAN NATURE DOESN’T HELP….<br />(DON’T WE JUST LOVE NEW THINGS?)<br />
    22. 22.
    23. 23. THE JOURNEY TO EXCELLENCEDEFINING THE PATH<br />This way to excellence<br /> in sustainable design!<br />?<br />So now the question is…where are you on the path to design excellence?<br />If you have organizational “gaps” to close…what path will you take? <br />Our roadmap can help you.<br />
    24. 24. THE ORIGINS OF SPI GREEN FIRM CERTIFICATION<br />SPI<br />EXCELLENCE IN DESIGN<br />PROFESSIONAL PRACTICE<br />OWNERS<br />HELPING TO CRAFT RFPs <br />DESIGN TEAM SELECTION<br />PROCESS FACILITATION<br />PEER REVIEW<br />STRATEGY<br />A/E/C <br />TRAINING<br />CAPACITY BUILDING<br />PROJECT COACHING<br />TOOLS & RESOURCES<br />GREEN FIRM BOOT CAMP<br />TRIBUTARIES LEADING TO <br />CREATION OF SPI CERTIFICATION<br />…Building on<br />12 years of work with A/E/C and Owners<br />
    25. 25. WHAT IS THE SUSTAINABLE PERFORMANCE INSTITUTE (SPI)<br /><ul><li>TOOLS
    26. 26. RESOURCES
    27. 27. TRAINING
    28. 28. ORGANIZATOINAL </li></ul> CERTIFICATION<br />SPI CERTIFICATION EVALUATES AND RECOGNIZES ORGANIZATIONAL CAPABILITY TO DELIVER CONSISTENT, HIGH QUALITY SUSTAINABLE DESIGN SERVICES<br />…ACROSS ALL ASPECTS OF THE COMPANY AND AT ALL LEVELS<br />BEING CERTIFIED TELLS PROPERTY OWNERS THAT YOU ARE RELIABLE AND CAPABLE<br />Program Partners Include:<br />
    29. 29. THE JOURNEY TO EXCELLENCEWhere are you?<br />CONTINUOUS <br />IMPROVEMENT<br />RELIABLE<br />CAPABILITY<br />CERTIFIABLE<br />“EN ROUTE!”<br />ON YOUR<br />WAY<br />JUST<br />STARTING<br />OUT<br />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!<br />
    30. 30. SPI Certification Framework<br />LEADERSHIP STRATEGY & POLICY<br />PROJECT DELIVERY<br />TRULY<br />GREEN<br />FIRM<br /> = <br />PARTNERING PROCESSES<br />SUPPORT & INFRASTRUCTURE<br />OUTCOMES & METRICS<br />
    31. 31. PRODUCTION<br />INFRASTRUCTURE<br />PARTNERING<br />OUTCOMES<br />LEADERSHIP<br />For each category we will summarize:<br /><ul><li>What it is</li></ul> and then:<br /><ul><li>Issues
    32. 32. Solutions
    33. 33. Metrics</li></li></ul><li>LEADERSHIP<br />Commitment<br />Vision<br />Goals & Purpose<br />Clear accountability at all levels, in all departments<br />Strategic Plan to achieve goals over time<br />Policies that support goals and implementation<br />
    34. 34. LEADERSHIP<br />SOLUTIONS<br />Articulate clear goals<br />Make expectations and priorities clear<br />Shift culture to align with goals<br />Implementation / strategic plan<br />Mandate sustainability on all projects<br />METRICS<br />Public materials<br />Internal communications<br />SURVEYS !!!<br />Accountability structure<br />ISSUES<br />Talk doesn’t match actions<br />Lack of SMART goals<br />Staff don’t feel empowered<br />
    35. 35. EVIDENCE of CONSISTENT application of sustainable design principles as a basis of design excellence – and ‘institutionalization’ of sustainability approach<br />Integrative design & project delivery is the basis for project management, on all projects<br />Clear performance goals, decision roadmaps and use of analysis to inform decisions applied to all projects.<br />Clear decision-making mapped out to address key performance targets<br />Drawings, specifications and models consistently incorporate green design standards. <br />PROJECTS<br />
    36. 36. PROJECTS<br />SOLUTIONS<br />Clear project goals<br />IDP as a foundation for proj. mngmt.<br />Workplans<br />Life cycle costing and other analysis<br />ISSUES<br />No clear goals<br />Only ‘on demand’<br />Specs/dwgs not consistent<br />Low performance<br />METRICS<br />Meeting notes / agendas<br />Workplans<br />Analysis<br />Drawings & Specs<br />Bldg. Certifications<br />Performance tracking<br />
    37. 37. PARTNERING<br />CRITICAL RELATIONSHIPS are highly collaborative<br />Creating “TEAMS” – project based and ongoing proactive team building<br />Intentionally creating conditions conducive to success: contracts, scope, deliverables, expectations<br />Enabling IPD and use of key tools, like BIM, amongst a team<br />
    38. 38. PARTNERING<br />METRICS<br />Scope/fee charrette<br />Contracts<br />Minutes, agendas, workplans<br />SURVEYS – internal, external<br />SOLUTIONS<br />Proactive team building<br />Project structure and plan<br />Process Mapping<br />ISSUES<br />Barriers to IPD<br />Lack of intentional TRUST building<br />No collaboration plan<br />
    39. 39. INFRASTRUCTURE<br />Tools and Resources (green products, analysis, etc)<br /> Design/spec standards (institutionalized)<br />Professional Development through many methods <br /> (team learning, project based coaching, lecture, etc)<br />HR: Handbook, performance reviews, job descriptions, incentives (non financial)<br />Investment – ongoing – in projects, R&D, etc.<br />
    40. 40. INFRASTRUCTURE<br />METRICS<br />Survey to all staff<br />Handbook, office manual<br />New employee orientations<br />Job Descriptions<br />Performance reviews<br />Templates for agendas, workplans, <br />Tools & resources<br />Professional Development plan<br />ISSUES<br />Lack of critical tools<br />Lack of internal standards<br />Lack of effective prof. dev. plans<br />HR doesn’t support sustainability goals<br />SOLUTIONS<br />Clarify perf. expectations<br />Build critical tools <br />Tie prof dev to institutional performance goals<br />Institute clarity in job descriptions, perf reviews<br />Intentional learning and feedback<br />
    41. 41. OUTCOMES<br />Track metrics and feedback loops for two scales of your business:<br />• Portfolio-wide performance of projects over time<br />• Environmental footprint of your corporation<br />
    42. 42. OUTCOMES<br />SOLUTIONS<br />Request & track performance data<br />Start baseline and prioritize strategies to reduce footprint<br />METRICS<br />LEED – especially EBOM – Estar, etc<br />Standard letter / communication institutionalized<br />Client Surveys<br />Environmental Footprint baseline begun, executed and priorities identified.<br />ISSUES<br />No feedback loops!<br />No baseline or plan to reduce footprint<br />
    43. 43. Certification Firms<br />Pilot Certification Firms:<br />Firm Types:<br />Architecture | Engineering | Construction<br />Interior Design | Planning | Energy Services<br />
    44. 44. Signs of Change…positive changes that we’re seeing:<br /><ul><li>Clearer Roles & Accountability: Director of Sustainability, other…
    45. 45. Institutionalization of standard practices/processes (IPD)
    46. 46. Partnering: Proactive relationship building using BIM workshops
    47. 47. Investment in green on projects from overhead, even when clients don’t ask for it
    48. 48. Change in workflow – moving integration function to earlier in the project – lowering costs, reducing risk
    49. 49. Project performance improves !
    50. 50. Baseline projects meet LEED without extra effort</li></li></ul><li>Importance of Being Intentional !Successful firms have used a rigorous, strategic and systematic process.<br />Define Your Practice Now<br /><ul><li>What’s your market?
    51. 51. SWOT (strengths, weaknesses, opps, threats)
    52. 52. What’s your baseline – how green are you now?
    53. 53. What are your biggest challenges as a business?
    54. 54. What are the key systems, processes and practices that </li></ul> you use currently?<br />Set Your Goals & Indicators<br /><ul><li>What are your BHAGs (big hairy audacious goals)
    55. 55. SMART goals? SMART =</li></ul> (specific, measurable, achievable, realistic & time-bound)<br /><ul><li>What indicators & metrics will be tracked as feedback?</li></ul>Define Strategies to Achieve Goals<br /><ul><li>Both long and short term strategies
    56. 56. Create early successes that you can measure
    57. 57. Make sure indicators are tracked to adjust as needed</li></li></ul><li>Set Your Goals & Indicators<br />What’s your vision for the future? What are your goals?<br />Set achievable SMART* goals...<br />…understanding your current capabilities, future vision, and how you might get there.<br />*SMART = specific, measurable, achievable, realistic, Time-bound<br />
    58. 58. Choose Paths to Achieve Goals<br />Create a Strategic Plan to Achieve Goals & Implement<br /> …don’t forget:<br /><ul><li>Identify and prioritize steps in the plan
    59. 59. Assign people to be responsible for implementation
    60. 60. Indicators & Metricsneed to be tracked
    61. 61. Reporting should occur regularly
    62. 62. Put a timeline on achieving your goals
    63. 63. Test and adjust the tactics</li></li></ul><li>WHAT DEFINES ANY BUSINESS?<br />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:<br />(see the “Sustainability Sample Plan” on our website)<br />Profitability and Financial Management<br />Growth (expansion into different markets)<br />Staff Attraction and Retention (quality)<br />Quality Control - Consistency in design and delivery<br />Exposure/Liability<br />Management - staff and budget, company and project<br />Transfer of Knowledge and Knowledge Mngmt<br />Mentoring<br />Relationships<br />client (repeat and attraction)<br />consultants<br />
    64. 64. SPI Certification Process<br />Dec 10 Lock in Price<br />1. Register on our website www.greenroundtable.org/certification<br /> or email tova@greenroundtable.org<br />2. Intake information: company profile and context<br />3. Assessment and then one of two paths to certification:<br /> 3a. AUDIT ! (If sustainability is truly institutionalized)<br /> 3b. GAP identification (if you have “gaps” to close)<br />We can provide support to address gaps in policy,<br /> strategy consulting, education & training, coaching<br />4. Certification<br />5. Annual, brief, Check-In<br />6. Every 3 years, re-certification<br />
    65. 65. Owner and Company Endorsements<br />“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”<br />Lawrence Healey,<br />Dir. Real Estate<br />Blue Cross/Blue Shield<br />
    66. 66. Owner Endorsements<br />Lawrence Healey<br />Director of Real Estate, Design and Planning, <br />Blue Cross/Blue Shield<br />Douglas W. Noonan, PE <br />Head of Group Corporate Real Estate Adidas Group <br />CORENET Global, New England Chapter<br />John Ziegler, AIA<br />Director - Off-Campus Development <br />Princeton University<br />SPI Certification is a great tool for owners!<br />
    67. 67. Lawrence Healey <br />Director of Real Estate, Design and Planning, Blue Cross/Blue Shield<br />We will use this as a factor in selecting service provider firms. It makes more of a statement than just knowing that a firm has completed some LEED projects or had LEED trained staff…<br />Knowing the firm is certified tells me they has leadership and systems in place to back them up.<br />If a firm is willing to go through the audit, it tells me something useful about them, that they really take sustainable seriously.It’s something that sets them apart, it makes them a leader.<br />
    68. 68. Douglas W. Noonan, PE <br />Head of Group Corporate Real Estate Adidas Group & CORENET Global, NE Chapter<br />SPI certification will absolutely be a factor in my selecting an architect, engineer and contractor.<br />You’re covering something that needs to be covered, moving beyond individual LEED and project LEED. <br />Every service provider that comes to us tells us they’re experts in sustainable design and construction. In truth, there’s no way for them to back that claim up (until now).<br />If the firm has been certified, then I can be comfortable that sustainability is something organic to the way they operate, not something they’ve just added on.<br />
    69. 69. John Ziegler, AIA<br />Director - Off-Campus Development, Princeton University<br />The certification puts some real teeth in sustainable design. Showing that sustainable design is really integrated into a firm’s culture over time means much more to me than knowing that the firm has built some LEED buildings or has some LEED accredited staff.<br />It’s also significant to me that your certification process tracks firms over time. Firms getting their buildings LEED certified doesn’t tell me much, it’s just a comment on a point in time. Your certification process is helpful to us because it tracks firms over time.<br />
    70. 70. Its in our hands<br />
    71. 71. FOLLOW UP READING<br />Truth about green firms, “prequel”: http://bit.ly/greentruth<br />Links to blog with survey details<br />Part 1: http://bit.ly/cuIrMa<br />Part 2: http://bit.ly/dhwZvc<br />“The Integrative Design Guide to Green Building: Redefining the Practice of Sustainability” by 7group, Bill Reed<br />“Integrated Project Delivery: A Guide”, AIA Nat’l, AIA CA<br />“Roadmap for the Integrated Design Process”, Stantec<br />ANSI standard for IPD – Whole Systems Integrative Process<br />
    72. 72. Request a workshop in your area<br />Have “gaps”?<br />* Set “SMART” goals and identify strategies to achieve them<br /><ul><li>Create an implementation plan to institutionalize </li></ul>sustainability in an efficient, cost-effective way.<br />SPI Certification “Boot Camp” workshops can help:<br /> ½ day or 1 day format<br /> Public, private or ‘team’ workshops possible<br /> Working sessions to establish strategies<br />Contact us…<br />
    73. 73. Thank You<br />(617) 374-3740<br />www.greenroundtable.org<br />info@greenroundtable.org<br />Linkedin: The Green Roundtable / NEXUS<br />

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