Practical Sustainability for the Culture Sector


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A presentation given as part of a workshop run for the arts / culture sector by Juhi Shareef at the 2010 Norfolk Arts Forum.

The slides contain practical information, links to many useful resources, examples of international, national and local good / best sustainability practice and two workshop outlines.

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Practical Sustainability for the Culture Sector

  1. 1. + sustainability for the culture sector Juhi Shareef Sustainability Consultant for the Creative Industries Norfolk Arts Forum: The Arts, Climate Change & Sustainability 14 July 2010
  2. 2. + Agenda   Introduction & Context   The state of sustainability + the cultural sector including: - Definitions - Examples of new thinking & good practice case studies   Getting practical: example methodologies and tools:   A Sustainability Appraisal Framework   The Arts Energy Toolkit   Q&A   Workshop exercises in groups   What is / isn’t working re. sustainability in your organisations   What are the barriers to change and how can they be overcome?   Conclusions & thanks
  3. 3. + Scope of workshop THIS IS:   Sustainability for the Culture sector   Good practices   A conversation NOT:   Culture of sustainability OR Sustainability of culture   Best practices (changing too fast)   A one-way presentation
  4. 4. + Introduction to Juhi Shareef   Sustainability Consultant for Events & Creative Industries   Background   Film / TV   Sustainability at design-engineering firm Arup (BS 8901 / Concert for Diana)   Clients   Culture|Futures   Arcola Theatre   British Council – Isle of Wight Festival   Sustainable Touring and Sustainable Production   Member   Green Theatres Steering Group   Fellow, Royal Society of Arts   Associate, Institute for Environmental Management Assessment   Selected by the British Council as a ‘Future Leader in Creativity & Cultural Innovation’   Currently   Sustainability Consulting   ‘Green’ Content Producer   Project Managing Sustainability Strategy for a 2012 Olympic Venue   Contributing to BS 8909   Collecting examples of good practice
  5. 5. + Control vs Influence Production Venue Suppliers Audience Society
  6. 6. + Context: Climate Change   Climate Change is an urgent issue   Legal requirement: Climate Change Act 2008   80 %cut in greenhouse gas emissions by 2050 and a reduction in emissions of at least 34 % by 2020 against 1990 levels   Other sustainable development issues e.g. resource use   Working to a 9 year timeline (before things get really hairy)   Clathrate gun hypothesis: rises in sea temperatures (and/or falls in sea level) can trigger the sudden release of methane causing internal positive feedback loops
  7. 7. + Context: Climate Change = Culture Change “It has been suggested that 40% of a We need: successful transition to an ecological age in 2050 relies on cultural change, i.e. changes   A swift response in the way citizens go about their lives.”   A culture change : - Culture|Futures -  Local Government needs business and citizens behind them -  Business looking to government to regulate -  Citizens are too scared / apathetic / confused to change… or they disagree -  CCC 2nd Progress Report: Only just meeting targets, and that’s because of recession -  So what about economic growth? …A fundamental shift is required
  8. 8. + Context: Current Economic Climate   Impact of the Current Economic Climate:   ACE 2010/11 budget has been reduced by a total of £23 million   Loss of trusted projects e.g. RSA Arts & Ecology Project   Lyn Gardner, blogging for The Guardian on 22 June 2010: “Arts funding threats mean it's time to pull together” “This is certainly the moment for theatres, galleries and individual companies to be mobilising their audiences and the local community, and those who have not taken due care of their audience and local artists may find themselves exposed.” “It is also a time to share information and ideas as to what can can be done” See:
  9. 9. + Context: All change   A new way of working:   Innovation   Failing Fast… and sharing information   Collabotition or Coopetition? Don’t reinvent the wheel!   Control vs influence   Communication / Dialogue / Engagement   In line with the 4 principles of sustainable development:   Integrity   Inclusivity   Transparency   Stewardship …so how do we make this shift?
  10. 10. + Sustainability: definitions   Sustainable development: "Meeting the needs of the present generation without compromising the ability of future generations to meet their needs.” - UN Brundtland Commission 1987   Sustainable development is the goal, sustainability is the means to get there   Triple Bottom Line: Qu: Where does Climate Change fit?   Environmental issue that affects   Society and   The Economy (remember Stern Review)
  11. 11. + Launch of Long Horizons   Long Horizons: collection of essays from creative leaders   British Council & Julies Bicycle   At launch, Ed Miliband, ex Secretary of State for Energy and Climate Change said: ”The creative industries have played a major part in every major campaign for social change in the last 50 years, and they will be just as important when it comes to climate change. Songs, films and literature can influence the way people feel about issues and can make a bigger contribution than any number of political speeches.”
  12. 12. + Examples of international good practice   Case Study: Culture|Futures   C40 Cities   Additional international resources: UNEP, CSPA etc
  13. 13. + Culture|Futures “C|F”   Culture|Futures at COP 15   Engaging the cultural sector in creating an Ecological Age by 2050   Background info, videos, audio:   Community:
  14. 14. + C|F: An Ecologial Age by 2050   Reduce Carbon Dioxide Emissions by an global average of 50% compared to 1990 levels   Decrease Ecological Footprint to 1.44 gha/capita based on a projected population (1 planet)   Improve Human Development Index (life expectancy / education / standard of living) …This must be achieved by 2050 to avoid the most serious impacts of an unsustainable path.
  15. 15. + C|F Background   Background: Culture|Futures Launch Symposium and Working Seminar   Took place in Copenhagen, 7-9 Dec 2009   Supported by British Council and other strategic partners   Attended by over 100 representatives from 27 countries and 5 continents, including UNESCO and the EU Commission.   Aim: To build cultural relations, which can achieve an ecological transition by 2050   Strategy: Culture|Futures (C|F) to be a platform to facilitate:   A worldwide cultural initiative working with cities (C40)   The demonstration of relatively fast results vis a vis larger populations   The creation of an ‘enabling environment’ worldwide for behavioral change for sustainable living
  16. 16. + C|F: The role of Culture   Culture is a catalyst: It is now time for cultural agents to offer collective leadership and to seriously consider their commitment to achieving an ecological age by 2050.   Culture has the potential to play a central part in the transition to an ecological age and is now beginning to do so. There is massive potential for cultural agents around the world to make an ever greater contribution over the coming years.   Cultural agents can: - Drive communication, reaching the diverse communities of the world - Build bridges to politicians and other major change stakeholders to create an ‘enabling environment’ for behavioral and structural change   The Culture Sector is trusted!
  17. 17. + C|F: What is already happening   Arts councils following government initiatives on buildings and processes   Support for energy management best practice in building-based arts organisations   Championing best practice in constructing buildings and other forms of capital infrastructure   Discourse and cultural critique within artistic practice   Arts projects demonstrating new approaches to social and environmental issues
  18. 18. + C|F Recommendations for a Cultural Transformation to an Ecological Age   1 The cultural sector can provide leadership for an Ecological Age   2 The cultural sector can lead through its good relations with citizens   3 The cultural sector must observe and develop sustain able best practices to maintain its position of trust   4 The cultural sector must establish collaborations with other sectors to enable the cultural transformation to an ecological age   5 The cultural sector should consider how its content, values and activities relate to an ecological age to maximise its relevance with wider publics.   6 Science and research   7 Education   8 Communication   9 Urban/regional development   10 Business and technology development   The overall goal is to foster sustainability through behavioral change. To achieve this, as said previously, we must win the hearts and minds of citizens.   12 Cultural policies must include goals and incentives   13 Science and research
  19. 19. + C|F Actions in 2010   Working with C40 world cities on cultural program:   Next event is Hong Kong early Nov. 2010   Inspiring additional events e.g. C|F Concert in Malaysia   Building partnerships for applied research, learning and inspiration   Developing Global Forum of Engagement   To build a global enabling environment for behavioral change for sustainable living.   Policy dialogues with existing strategic organisations e.g. EU, China, UNESCO and the UNFCCC process/COP16
  20. 20. + The C40 Cities - Climate Leadership Group   The C40 is a group of large cities committed to tackling climate change   Started by London and NYC   Backed by the Clinton Climate Initiative   Working together to benefit from economies of scale and shared best practice e.g. Climate Change Action Plans   Good list of international best practices:
  21. 21. + Other international resources   International Federation of Arts Councils and Cultural Agencies (IFACCA)   EU National Institutes for Culture (EUNIC)   UN Environment Programme (UNEP)   Asia Europe Foundation (ASEF)   International National Trust Organisations (INTO)   Association of Performing Arts Presenters (APAP)   European Cultural Foundation   Cultura21   Centre for Sustainability in the Arts (USA)   British Council Greening The Arts   Royal Society for the Arts, Commerce and Manufactures (UK) and   Green Museum
  22. 22. + Examples of national good practice   Julies Bicycle   Theatres Trust   Ashden Directory   British Standards 8901, 8909   Arts Energy Toolkit
  23. 23. + Examples of national good practice   Julie's Bicycle: the organisation that helps the creative industries to reduce its carbon emissions by providing research, best practice case studies and the Industry Greening (IG) suite of tools to help:   Measure, Analyse, Report, Act on ghg emissions    Theatres Trust   Building Sustainable Theatres conference and case studies   Eco-venue links to Environment & Arts    Ashden Directory:   British Standards: BS 8901 (events / venues / suppliers) & BS 8909 (film):   Arts Council England - Arts Energy Toolkit:    See later in presentation
  24. 24. + Examples of regional good practice   Artists for Climate Change   Green Theatre (National Theatre)   Green Music   Green Screen   Museum of East Anglian Life
  25. 25. + Examples of regional good practice   Children's Services in Norfolk are leading an initiative called Artists for Climate Change which aims to equip 20 artists with the knowledge and understanding to work effectively in schools, marrying an inspirational approach to measurable impact.   We want to find new ways to support achieving and maintaining a 25% reduction in carbon emissions in Norfolk schools by 2013 Partnership approach:   Training   Pilot Sessions: In 20 Norfolk schools that have been engaged in either Energy Busters (Primary) or eFutures (Secondary).   Distribution: Of an Artists for Climate Change Directory   This project will be applying for an Olympic Inspire Mark   We are exploring gaining sponsorship for the artists work in schools from international energy company EDF, an official Olympic sponsor
  26. 26. + Examples of regional good practice Climate Change Action Plans for creative industries   Green Theatre  quick-links   Arcola’s Top 10 Tips for a Sustainable Theatre Production: contribute/category/green-theatre/   Green Music  Music-further-information.pdf   Green Screen  Green_Screen_Full_Report.pdf
  27. 27. + Examples of regional good practice The Museum of East Anglian Life has established Abbot's Hall Enterprises to produce plants, flowers and vegetables to sell in the farm shop on the premises as a social enterprise. It provides skills development and training to people including prisoners on probation and people with learning difficulties. The skills training has, on occasion, led to employment. It helps people with special needs and brings in some money. Social enterprises are businesses with a social purpose. Putting something into the community and making a difference to the environment features as strongly as profits, which are ploughed back into the business. Importantly, social enterprises can engage and empower a local community. Among the most well- known ones are Jamie Oliver's Fifteen restaurants, the Eden Project and the Big Issue.
  28. 28. + Examples of local good practice …and new thinking   Case Study: Arcola Theatre   Sustainability Appraisal Framework for Future Arcola   Any more?
  29. 29. + Examples of local good practice E.g. Arcola Theatre:   Engaging your audience: Put a jumper on!   Creativity within constraints: 5 kWh Hydrogen Fuel Cell   See next slide for more information   Energy incubator: 1) Commercially developing and retailing cutting-edge low carbon products, particularly fuel cells; and 2) Award-winning not-for-profit project of Arcola Theatre, driving sustainability in the arts
  30. 30. + A note about hydrogen fuel cells…   A fuel cell is an electrochemical cell that converts a source fuel into an electrical current. It generates electricity inside a cell through reactions between a fuel (e.g. hydrogen) and an oxident (e.g. oxygen), triggered in the presence of an electrolyte. In a Hydrogen Fuel Cell, water is created as a by- product.   Fuel cells are very useful as power sources in remote locations, such as spacecraft, remote weather stations, large parks, rural locations, and in certain military applications. A fuel cell system running on hydrogen can be compact and lightweight, and have no major moving parts. Because fuel cells have no moving parts and do not involve combustion, in ideal conditions they can achieve up to 99.9999% reliability.   How the Arcola Theatre used their Fuel Cell to change the behaviour of theatre directors:  becomes-first-hydrogen-fuel   How the Arcola Theatre has created another revenue stream by launching HyLight, its first fuel cell product specifically for the events/ creative industries:  launches-hylight/
  31. 31. + Q&A
  32. 32. + Examples of useful methods and tools   Sustainability Appraisal Framework (SAF)   Arts Energy Toolkit
  33. 33. + Example of a Sustainability Appraisal Framework: a SAF Future Arcola: aiming for best practice So implementing a Sustainability Appraisal Framework / SAF = A framework for measuring sustainability performance   Vision, informs;   Sustainability Objectives   KPIs derived to measure performance against Objectives   Work with technical teams to derive Targets based on: 1.  Policy and legislation 2.  International best practise 3.  What is practical … must be challenging but achievable
  34. 34. + Sustainability Appraisal Framework (SAF)   Continuous improvement   Decision support tool   Live document!   Encompasses site selection, design, construction and operation   Complementary to:   Statutory environmental processes (e.g. Environmental Management Plan during construction)   Voluntary environmental / sustainability management systems (e.g. ISO 14001 / BS 8901) A SAF does not include:   Technical strategies for achieving sustainability
  35. 35. + Example SAF, based on policy review Resource / emissions Objectives Quantitative Spatial Indicators Specific socio-economic Targets Social Qualitative
  36. 36. + Examples of new tools: the Arts Energy Toolkit   Self assessment toolkit to be used on annual basis   Effective energy management programme   Intention to reduce energy usage and carbon emissions   Potentially reducing energy costs by up to 20%   Registered users can track their energy performance over time    6 steps: 1.  Baseline 2.  Energy Assessment 3.  Technical Assessment 4.  Checklists 5.  Factsheets 6.  Action Plan
  37. 37. + Arts Energy Toolkit 1. Energy baseline tool:   Understanding current energy consumption and performance, and monitoring annual energy performance   Enter building data 2. Energy management self assessment:   Energy policy, organisation, staff awareness, training & motivation, monitoring & reporting systems, investments in energy efficiency   Complete a form and assess scores in Matrix (5 levels of performance, from 0-4)   Design a strategy for improvement, links to best practise
  38. 38. + Arts Energy Toolkit
  39. 39. + Arts Energy Toolkit 3. Technical self assessment:   Get an indication of the overall energy savings for your building   Self-assessement matrix form and   Results table covering 6 key areas:
  40. 40. + Arts Energy Toolkit 4. Checklists: Identify specific opportunities to reduce your energy usage & costs   Includes many no and low-cost opportunities   3 levels: good housekeeping, maintenance, design   Covers: Building fabric, space heating / cooling, water use, hot water, lighting and office equipment 5. Factsheets:   Detailed description of the opportunities and indication of the potential savings 6. Action plan: Develop an action plan for implementation of viable measures
  41. 41. + Arts Energy Toolkit 6. Action plan:   Develop an action plan for implementation of viable measures: 1.  Prioritise your measures 2.  Use your energy cost savings to invest on additional measures 3.  Consider the interaction between different measures 4.  Correct order of implementing technical measures (demand / losses / supply) 5.  Set a realistic timeline for implementation 6.  Make somebody responsible for implementation 7.  Regularly review your action plan and update at least once a year
  42. 42. + Workshops
  43. 43. + Workshop 1   Get into groups and nominate:   Scribe   Timekeeper   Reporter   Round-table discussion: Identify what your organisations are doing that's working and not working re. sustainability (10 mins)   Environment   Society   Financial   Nominated speaker to feed good / bad practices back to wider group (1 min per group)
  44. 44. + Workshop 2   Round-table discussion 2: Identify what barriers your organisation faces to adopting a sustainable approach (5 mins)   Internal   External   Rank these in order of priority   As a group, how could these barriers be overcome? (5 mins)   Is there a way to work with other organisations?   Could you utilise existing structures or are new ones needed?   New technologies   Nominated speaker to feed key barriers and solutions back to wider group (1 min per group)
  45. 45. + Conclusions Share knowledge     Be transparent (even what’s not working) Communicate   Use networks   Contribute to your communities    There are plenty of free tools and resources, so… Get started!   Measure what you can (baseline) Continually improve over time  
  46. 46. + Keep in touch I’m collecting case studies from the UK and internationally so please let me know if you know of any examples of good / best practice that should be shared with a wider audience. Also do get in touch if you have any queries about practical sustainability for the culture sector. Contact me via my website:
  47. 47. + Thank you JUHi SHAREEF & Associates