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.
Overview of framework and process a company can use to institutionalize sustainability and achieve consistent, high quality capability.
This is a very fast overview of content that is used in day-long workshops.
Green Firm Certification: Is Your Firm Green?batshalom
Every architect, engineer and contractor claims to deliver sustainability services, but there is a lot of "professional greenwash". This presentation shares industry survey information showing how far we still have to go, and the content of the new SPI Green Firm Certification program which provides metrics to the industry, for the first time, to measure organizational capability to deliver consistent, high quality sustainability services, and integrative design.
Improve the perception of your organization:
Create organizational alignment with corporate strategy
Establish and communicate business goals and metrics
Understand and close barriers to execution
Corporate University Summit Presentation
May 2007
Highly-innovative and unique introduction to bleeding-edge concepts, principles, dimensions, practices, and case studies on business agilities. Learn how to design state-of-the-art 21st century organizations to compete in the new merciless global high-technology landscape. Illustrates the business need, justification, and case for business agility. Defines and disambiguates key concepts, history, and terms. Then goes into a practical, principle-by-principle deep-dive into the eight (8) major dimensions of business agility (strategy, culture, process, products & services, technology, IT infrastructure, organizational design, and capital infrastructure). Provides key metrics, assessment instruments, business cases, and bottom-line business performance associated with business agility.
This is a presentation on "Lean & Agile Organizational Leadership: History, Theory, Models, & Popular Ideas," which are emerging models for managing high-risk, time-sensitive R&D-oriented new product development (NPD) projects with demanding customers and fast-changing market conditions (at the enterprise, portfolio, and program levels). It establishes the context, provide a definition, and describe the value-system for lean and agile methods, principles, and core ideas. It provides a brief history and comparative analysis of agile methods (i.e., Crystal Methods, Scrum, Dynamic Systems Development Method, Feature Driven Development, and Extreme Programming), project management models (i.e., Radical, Adaptive, Extreme, Agile, and Simplified Agile), and portfolio frameworks (i.e., Enterprise Scrum, Scaled Agile Framework, Large Scale Scrum, Disciplined Agile Delivery, and Recipes for Agile Governance). Then it provides multiple histories of the fields of organizational leadership, administration, and management over the last 100 years. It then introduces, delves into, describes, and provides a brief survey and comparative analysis of emerging theories, models, and methods of lean and agile leadership (i.e., Agile, Employee, Radical, Lean, and Leadership 3.0). Finally, it closes with an expose of the top organizational change paradigms most closely aligned with the field of lean and agile development, project management, and portfolio management methodologies (along with a unique summary of the major tenets, principles, and practices of lean & agile organizational leadership). This briefing has been warmly received by multiple U.S. government agencies, contractors, and university audiences throughout Baltimore-Washington, DC.
Expectations from IT Team
Project Methodology - Why it is as important as the Technology for your Product
Gaps in Recent Graduates
How to bridge these gaps?
Overview of framework and process a company can use to institutionalize sustainability and achieve consistent, high quality capability.
This is a very fast overview of content that is used in day-long workshops.
Green Firm Certification: Is Your Firm Green?batshalom
Every architect, engineer and contractor claims to deliver sustainability services, but there is a lot of "professional greenwash". This presentation shares industry survey information showing how far we still have to go, and the content of the new SPI Green Firm Certification program which provides metrics to the industry, for the first time, to measure organizational capability to deliver consistent, high quality sustainability services, and integrative design.
Improve the perception of your organization:
Create organizational alignment with corporate strategy
Establish and communicate business goals and metrics
Understand and close barriers to execution
Corporate University Summit Presentation
May 2007
Highly-innovative and unique introduction to bleeding-edge concepts, principles, dimensions, practices, and case studies on business agilities. Learn how to design state-of-the-art 21st century organizations to compete in the new merciless global high-technology landscape. Illustrates the business need, justification, and case for business agility. Defines and disambiguates key concepts, history, and terms. Then goes into a practical, principle-by-principle deep-dive into the eight (8) major dimensions of business agility (strategy, culture, process, products & services, technology, IT infrastructure, organizational design, and capital infrastructure). Provides key metrics, assessment instruments, business cases, and bottom-line business performance associated with business agility.
This is a presentation on "Lean & Agile Organizational Leadership: History, Theory, Models, & Popular Ideas," which are emerging models for managing high-risk, time-sensitive R&D-oriented new product development (NPD) projects with demanding customers and fast-changing market conditions (at the enterprise, portfolio, and program levels). It establishes the context, provide a definition, and describe the value-system for lean and agile methods, principles, and core ideas. It provides a brief history and comparative analysis of agile methods (i.e., Crystal Methods, Scrum, Dynamic Systems Development Method, Feature Driven Development, and Extreme Programming), project management models (i.e., Radical, Adaptive, Extreme, Agile, and Simplified Agile), and portfolio frameworks (i.e., Enterprise Scrum, Scaled Agile Framework, Large Scale Scrum, Disciplined Agile Delivery, and Recipes for Agile Governance). Then it provides multiple histories of the fields of organizational leadership, administration, and management over the last 100 years. It then introduces, delves into, describes, and provides a brief survey and comparative analysis of emerging theories, models, and methods of lean and agile leadership (i.e., Agile, Employee, Radical, Lean, and Leadership 3.0). Finally, it closes with an expose of the top organizational change paradigms most closely aligned with the field of lean and agile development, project management, and portfolio management methodologies (along with a unique summary of the major tenets, principles, and practices of lean & agile organizational leadership). This briefing has been warmly received by multiple U.S. government agencies, contractors, and university audiences throughout Baltimore-Washington, DC.
Expectations from IT Team
Project Methodology - Why it is as important as the Technology for your Product
Gaps in Recent Graduates
How to bridge these gaps?
Managing the Risk of Knowledge Loss Due to Workforce AttritionSIKM
Retaining and leveraging the critical and relevant knowledge of the government workforce - Presented on the 16-Jun-09 SIKM Leaders Community monthly call by Bill Kaplan, Chief Knowledge Officer, Acquisition Solutions
This innovation leadership study carried out jointly by IESE Business School and Capgemini Consulting is Capgemini’s third report in the innovation leader versus laggard series. It aims to understand how those leading and managing innovation in their organizations think about the innovation function and offers an insider perspective into both the formal and informal mechanisms for managing innovation. It covers five key areas that affect a company’s innovation success: the innovation function, innovation strategy and innovation governance (formal mechanisms), innovation leadership and innovation culture (informal mechanisms). The study offers a unique perspective by looking at the differences in behavior of innovation leaders versus laggards across these key areas - allowing to uncover good practices in managing innovation.
People are always TALKING about the problems of losing knowledge, but doing little about mitigating it. This presentation to the Australian HR Institute highlights what CAN be DONE to make opportunities from this problem. It highlights organisations that are successfully transferring knowledge to stimulate a more productive future.
Three strategic models for social business including the Social Engagement Journey, Relationship Progression and the Social Engagement Matrix. Can be used as either a diagnostic ("Where is our enterprise today?") or a roadmap ("Where does our enterprise want to go in the future?") in creating a social business strategy.
Thanks everyone who attended the sessions offered by the Association of International Product Marketing and Management (AIPMM) at ProductCamp Austin 9.
With members in over 65 countries, the AIPMM is the worldwide certifying body of product team professionals. It is the hub of all things product management. It is where product professionals go for answers.
It is the world's largest professional organization of product managers, brand managers, product marketing managers and other product team professionals who are responsible for guiding their organizations, or clients, through a constantly changing business landscape.
The Association of International Product Management and Marketing is creating a culture of mentoring within the product management professions
— to assist current product professionals in successfully confronting obstacles in their day to day efforts
— to facilitate rising product professionals in gaining experience and becoming successful product management leaders in their organizations
— to forward the profession, individual practitioners and product teams in successfully bringing products through the entire product lifecycle process
AIPMM Premium Membership provides the foundation for building your own product professional mentor network with access to member-only mentor matching, mentor/protégé facilitation, leadership trainings and opportunities for continuing education, as well as the potential to join the distinguished AIPMM Product Management Ambassadors Council.
AIPMM also offers training courses that prepare product management and marketing teams to take the CPM® and/or the CPMM® certification exam(s).
AIPMM's Certified Product Manager (CPM®) and Certified Product Marketing Manager (CPMM®) programs are internationally recognized because they allow product professionals to demonstrate their expertise and provide corporate members an assurance that their product management and marketing teams are operating at a high competency level.
Contact Hector Del Castillo at http:/linkd.in/hdelcastillo for information about AIPMM membership benefits, certification courses in your area, or for help aligning your business and product strategy.
Thanks everyone who attended the sessions offered by the Association of International Product Marketing and Management (AIPMM) at ProductCamp Austin 9.
With members in over 65 countries, the AIPMM is the worldwide certifying body of product team professionals. It is the hub of all things product management. It is where product professionals go for answers.
It is the world's largest professional organization of product managers, brand managers, product marketing managers and other product team professionals who are responsible for guiding their organizations, or clients, through a constantly changing business landscape.
The Association of International Product Management and Marketing is creating a culture of mentoring within the product management professions
— to assist current product professionals in successfully confronting obstacles in their day to day efforts
— to facilitate rising product professionals in gaining experience and becoming successful product management leaders in their organizations
— to forward the profession, individual practitioners and product teams in successfully bringing products through the entire product lifecycle process
AIPMM Premium Membership provides the foundation for building your own product professional mentor network with access to member-only mentor matching, mentor/protégé facilitation, leadership trainings and opportunities for continuing education, as well as the potential to join the distinguished AIPMM Product Management Ambassadors Council.
AIPMM also offers training courses that prepare product management and marketing teams to take the CPM® and/or the CPMM® certification exam(s).
AIPMM's Certified Product Manager (CPM®) and Certified Product Marketing Manager (CPMM®) programs are internationally recognized because they allow product professionals to demonstrate their expertise and provide corporate members an assurance that their product management and marketing teams are operating at a high competency level.
Contact Hector Del Castillo at http:/linkd.in/hdelcastillo for information about AIPMM membership benefits, certification courses in your area, or for help aligning your business and product strategy.
Cradle to Cradle® Certification is a multi-attribute eco-label that assesses a product’s safety to humans and the environment and design for future life cycles. The program provides guidelines to help businesses implement the Cradle to Cradle framework, which focuses on using safe materials that can be disassembled and recycled as technical nutrients or composted as biological nutrients. Unlike single-attribute eco-labels, MBDC’s certification program takes a comprehensive approach to evaluating the sustainability of a product and the practices employed in manufacturing the product. The materials and manufacturing practices of each product are assessed in five categories: Material Health, Material Reutilization, Renewable Energy Use, Water Stewardship, and Social Responsibility. Click here for complete description of Certification Criteria .
Tish Tablan will deliver a presentation on the Cradle to Cradle® framework and how building professionals can use it to create more sustainable buildings. This webinar provides 1 GBCI CE for LEED Credential Maintenance.
Managing the Risk of Knowledge Loss Due to Workforce AttritionSIKM
Retaining and leveraging the critical and relevant knowledge of the government workforce - Presented on the 16-Jun-09 SIKM Leaders Community monthly call by Bill Kaplan, Chief Knowledge Officer, Acquisition Solutions
This innovation leadership study carried out jointly by IESE Business School and Capgemini Consulting is Capgemini’s third report in the innovation leader versus laggard series. It aims to understand how those leading and managing innovation in their organizations think about the innovation function and offers an insider perspective into both the formal and informal mechanisms for managing innovation. It covers five key areas that affect a company’s innovation success: the innovation function, innovation strategy and innovation governance (formal mechanisms), innovation leadership and innovation culture (informal mechanisms). The study offers a unique perspective by looking at the differences in behavior of innovation leaders versus laggards across these key areas - allowing to uncover good practices in managing innovation.
People are always TALKING about the problems of losing knowledge, but doing little about mitigating it. This presentation to the Australian HR Institute highlights what CAN be DONE to make opportunities from this problem. It highlights organisations that are successfully transferring knowledge to stimulate a more productive future.
Three strategic models for social business including the Social Engagement Journey, Relationship Progression and the Social Engagement Matrix. Can be used as either a diagnostic ("Where is our enterprise today?") or a roadmap ("Where does our enterprise want to go in the future?") in creating a social business strategy.
Thanks everyone who attended the sessions offered by the Association of International Product Marketing and Management (AIPMM) at ProductCamp Austin 9.
With members in over 65 countries, the AIPMM is the worldwide certifying body of product team professionals. It is the hub of all things product management. It is where product professionals go for answers.
It is the world's largest professional organization of product managers, brand managers, product marketing managers and other product team professionals who are responsible for guiding their organizations, or clients, through a constantly changing business landscape.
The Association of International Product Management and Marketing is creating a culture of mentoring within the product management professions
— to assist current product professionals in successfully confronting obstacles in their day to day efforts
— to facilitate rising product professionals in gaining experience and becoming successful product management leaders in their organizations
— to forward the profession, individual practitioners and product teams in successfully bringing products through the entire product lifecycle process
AIPMM Premium Membership provides the foundation for building your own product professional mentor network with access to member-only mentor matching, mentor/protégé facilitation, leadership trainings and opportunities for continuing education, as well as the potential to join the distinguished AIPMM Product Management Ambassadors Council.
AIPMM also offers training courses that prepare product management and marketing teams to take the CPM® and/or the CPMM® certification exam(s).
AIPMM's Certified Product Manager (CPM®) and Certified Product Marketing Manager (CPMM®) programs are internationally recognized because they allow product professionals to demonstrate their expertise and provide corporate members an assurance that their product management and marketing teams are operating at a high competency level.
Contact Hector Del Castillo at http:/linkd.in/hdelcastillo for information about AIPMM membership benefits, certification courses in your area, or for help aligning your business and product strategy.
Thanks everyone who attended the sessions offered by the Association of International Product Marketing and Management (AIPMM) at ProductCamp Austin 9.
With members in over 65 countries, the AIPMM is the worldwide certifying body of product team professionals. It is the hub of all things product management. It is where product professionals go for answers.
It is the world's largest professional organization of product managers, brand managers, product marketing managers and other product team professionals who are responsible for guiding their organizations, or clients, through a constantly changing business landscape.
The Association of International Product Management and Marketing is creating a culture of mentoring within the product management professions
— to assist current product professionals in successfully confronting obstacles in their day to day efforts
— to facilitate rising product professionals in gaining experience and becoming successful product management leaders in their organizations
— to forward the profession, individual practitioners and product teams in successfully bringing products through the entire product lifecycle process
AIPMM Premium Membership provides the foundation for building your own product professional mentor network with access to member-only mentor matching, mentor/protégé facilitation, leadership trainings and opportunities for continuing education, as well as the potential to join the distinguished AIPMM Product Management Ambassadors Council.
AIPMM also offers training courses that prepare product management and marketing teams to take the CPM® and/or the CPMM® certification exam(s).
AIPMM's Certified Product Manager (CPM®) and Certified Product Marketing Manager (CPMM®) programs are internationally recognized because they allow product professionals to demonstrate their expertise and provide corporate members an assurance that their product management and marketing teams are operating at a high competency level.
Contact Hector Del Castillo at http:/linkd.in/hdelcastillo for information about AIPMM membership benefits, certification courses in your area, or for help aligning your business and product strategy.
Cradle to Cradle® Certification is a multi-attribute eco-label that assesses a product’s safety to humans and the environment and design for future life cycles. The program provides guidelines to help businesses implement the Cradle to Cradle framework, which focuses on using safe materials that can be disassembled and recycled as technical nutrients or composted as biological nutrients. Unlike single-attribute eco-labels, MBDC’s certification program takes a comprehensive approach to evaluating the sustainability of a product and the practices employed in manufacturing the product. The materials and manufacturing practices of each product are assessed in five categories: Material Health, Material Reutilization, Renewable Energy Use, Water Stewardship, and Social Responsibility. Click here for complete description of Certification Criteria .
Tish Tablan will deliver a presentation on the Cradle to Cradle® framework and how building professionals can use it to create more sustainable buildings. This webinar provides 1 GBCI CE for LEED Credential Maintenance.
The impact of the green building movement will largely be determined by the next generation of building professionals. Pinck & Co. presents a case study on Fay School’s new LEED Gold dormitories, emphasizing the role that students and teachers have on the operational performance and educational value of green buildings.
The new, village-style dorms feature the latest in environmental design principles, including the use of recycled or rapidly renewable materials, solar energy for heating water, and reuse of storm water runoff for landscaped plantings. The building used materials that came from within 500 miles of the site in order to reduce the use of fossil fuels.
The Fay School dormitories earned its LEED Gold rating for a variety of green features: the building’s landscaping and irrigation systems use water from a non-potable source; a storm-water management system significantly reduces storm water runoff; innovative waste water technologies that treat waste water on site; and low-flow fixtures reduce water use by more than 20 percent. The energy usage savings are 25 percent annually.
Fay School’s many green features serve a purpose beyond preserving the environment and promoting good student and teacher health. The creativity and collaboration of the school’s designers and faculty resulted in a school where eco-friendly design has opened up a new world of teaching opportunities. A measurement and monitoring system ensures the mechanical systems are performing as intended, and allows the students to compete on reducing energy use. The project team was: Fay School (Owner), Pinck & Co. (Project Manager), S/L/A/M Collaborative (Architect) and Erland Construction (Contractor).
1.5 AIA and GBCI CE are offered for attending this event. Refreshments will also be available. Learn more at http://www.nexusboston.org/news/casestudyroundtables.
The project features several strategies to integrate sustainable architecture and engineering improvements into a historic structure. We will investigate questions of design strategies, LEED Certification, performance measurement, products and materials, and other critical questions.
Sited on the main historic quad of the campus, the building was constructed in 1929 and has been housed in the Earth Science and Natural Resources programs since 1970. Interweaving the retention and restoration of existing materials alongside new efficient technologies, the rehab and expansion included refinishing existing windows, implementing high-performance envelope strategies, and shoe-horning ventilation within the existing shell. The HVAC systems included both chilled beams and highly efficient energy recovery systems.
The collaborative and integrated team included UNH Department of Facilities Design and Construction, EYP Architecture and Engineering, Le Messurier and Shawmut Design and Construction. This roundtable is part of the Sustainable Design Case Study Series at NEXUS. Learn more at http://www.nexusboston.org/news/casestudyroundtables.
Program Level: This is a level 200 program. Intended for individuals familiar with green building principles and practices.
Who Should Come: Individuals involved in the building design, construction and renovation industries, especially those who are interested in optimizing daylighting to reduce energy consumption and enhance occupant comfort and productivity.
"When properly designed and effectively integrated with the electric lighting system, daylighting can offer significant energy savings by offsetting a portion of the electric lighting load. A related benefit is the reduction in cooling capacity and use by lowering a significant component of internal gains. In addition to energy savings, daylighting generally improves occupant satisfaction and comfort. Windows also provide visual relief, a contact with nature, time orientation, the possibility of ventilation, and emergency egress."
-US Department of Energy
Daylighting has the potential to significantly reduce energy consumption, improve life-cycle cost, and increase occupant productivity and wellbeing. In light of the inherent value of strategic daylighting design, dont miss the opportunity to join GRTs own Holly Wasilowski as she presents a 2.0-hour intro-level training on the principles of daylighting for buildings.
Light as an important architectural element in contemporary architecture..A short dissertation /presentation by..... Atul Pathak ,BIT MESRA..Department of Architecture
Creating energy-efficient buildings can be a large task, but following these tips and tricks about daylighting can make the job easier. Learn about everything from window placement to skylights and how they can help you achieve a more efficient building.
Org Structure & Sustainability Amr 20090212Victoria Zelin
What has been learned about corporate sustainability and the role of the Chief Sustainability Officer that can help leaders determine where to position the role in their organization? See highlights of the Hudson Gain Study of the role of the CSO and explore questions that can sort through the issues.
CIPD HRBP Conference Evolution as a function the beyond case study of OD & D Kate Rand
This was the case study and presentation for the HRBP CIPD conference on the 27th March. This includes the case study of Beyond and our use of AgileHR and agile methodologies, along with the approach taken toward organisational design and development
Strategy Deployment: Accelerating Improvement Through Focus and AlignmentTKMG, Inc.
Recorded webinar: http://slidesha.re/18ouqPy
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
Businesses routinely attempt to accomplish too much and quickly lose focus when the next fire erupts or a new "shiny ball" appears.
Strategy Deployment (also known as hoshin kanri and policy deployment) is a highly effective means for creating and maintaining focus on the projects and improvement activities that lead to outstanding business performance.
Though Strategy Deployment (SD) was developed in the 1950's, it's experiencing a resurgence due to the growing popularity of Lean practices and SD's vital role in creating the climate for success.
In this webinar, you'll learn how to:
• Prioritize the laundry list of what you COULD focus on as an organization and create a "must do, can't fail" list of what you WILL focus on.
• Gain organization-wide alignment, the key to successful plan execution.
• Manage the plan to keep distractions at bay and generate the level of results all organizations are capable of.
In short, you'll learn how to accomplish meaningful improvement in a way that aligns rather than divides, and puts improvement in its rightful place as an integral part of achieving overarching business goals.
Are your senior leaders leading the charge to realizing a bottom-line payoff from diversity and inclusion? We are all aware of the need for top management “buy-in” for D&I. But turning head nods into consistent, visible and impactful actions by senior leaders is often a much greater challenge. This session will explore the missing links between verbal endorsement and active role modeling and ownership for D&I accountability. It will present ways to increase the likelihood that senior managers will make inclusive, culturally competent behaviors part of their leadership style and a “diversity lens” part of their business decision-making. We’ll suggest approaches to increase hands-on participation in strategy development, in-depth dialogue with diverse constituencies and expectation setting for their own subordinates. Potential measures of progress for this aspect of D&I change will also be discussed.
What Participants Will Learn:
What senior leader behaviors have the greatest impact on D&I progress.
How to more fully engage leaders in creating and implementing D&I strategy and in role modeling of inclusive behaviors.
What cultural competence is and why it’s important for leaders.
Approaches to measuring progress in increasing top management’s D&I leadership.
ASTD ICE 2011 Session W316: Description: By itself, training often is not enough to improve individual or organizational effectiveness. After all, training is only an appropriate intervention when the performance gap is due to a lack of skills and/or knowledge. Solutions that affect real change and fully address business needs typically involve multiple interventions. Learning and performance professionals require basic skills to gauge and stage business readiness to support training sustainability. The speaker will present a step-by-step approach that will allow you to start adding change management tools and techniques to your existing training toolkit.
Objectives:
-Identify common change-management tasks for learning initiatives
-Implement simple tools for creating deliverables
-Integrate change-management tasks with training tasks to create an overall transition strategy.
This report is a joint effort of member organizations of the Child Proofing Our Communities campaign’s Healthy
Buildings Committee. Child Proofing Our Communities is a locally-based, nationally-connected campaign formed to protect children from exposures to environmental health hazards in or near public schools.
Buildings produce half of all greenhouse gases and account for one-sixth of the world's
freshwater withdrawals, one-quarter of its wood harvest and two fifths of its material and
energy flows. One in three buildings in this country, according to the USEPA, has less
than healthy indoor air quality. By several estimates, we will double the size of the built
environment over the next twenty to forty years. For these reasons there is a critical and
immediate need to shift thinking on how the built environment is designed. To reduce
environmental impact, protect public health and improve environmental equity and
justice, we must change principles for building practice. Designers in general and
architects in particular should play a high profile leadership role in this transformation.
This document is the final rebuttal, filed by the Center for Maximum Potential Building Systems and the Healthy Building Network, in response to the U.S. Green Building Council’s invitations for comments on proposed Materials Credit 9 for LEED™ Commercial Interiors. The document, consisting of five independent papers , identified as Section I-V and 4 supporting documents identifed as Attachment 1-4, specifically responds to initial position papers and rebuttals submitted by the Vinyl Institute and other parties on November 3, 2000 and November 20, 2000, respectively.
By Rutherford H. Platt
A Subversive Little Book “This is a book by people who like cities.” Thus began William H. Whyte Jr.’s introduction to a subversive little book with the polemical title The Exploding Metropolis: A Study of the Assault on Urbanism and How Our Cities Can Resist It (Editors of Fortune 1957, hereinafter cited as TEM). Drawing on a roundtable of urban experts convened by two prominent magazines, Fortune and Architectural Forum, the book in six short essays reexamined the nature of cities and city building in the postwar era. The book also defi ned future agendas for “Holly” Whyte (as he was fondly known by his friends) and fellow editor Jane Jacobs.
In his State of the Union, President Obama laid out his vision for winning the future by investing in innovative clean energy technologies and doubling the share of electricity from clean energy sources by 2035. Alongside that effort, the President is proposing new efforts to improve energy efficiency in commercial buildings across the country. –WhiteHouse.gov
Building performance is not new to the building industry, but it remains on the fringes of standard practice because of a lack of education and processes to cost-effectively measure everything from energy to water to waste streams to occupant health.
This 1-hour webinar will provide the foundation for understanding building performance measurement, tracking performance and strategies for doing this.
As the flagship project for the next downtown Boston neighborhood slated for growth, Atlantic Wharf will be the city of Boston’s first LEED Gold mixed-use development. CBT Architects presents a case study on this new one million square foot project that includes approximately 65 residential units, ground-level retail and public spaces, six stories of below-grade parking, and 31 floors of office space that will bring urban activity directly to the Fort Point Channel water’s edge.
The new sustainable development is at the base of a series of restored and renovated historic structures that preserve the texture and streetscape of this site, integrated with a modern highrise glass tower. By preserving the south and east façades of the historic warehouses, using a very energy-efficient curtainwall, and employing green roof technologies, Atlantic Wharf will be the a centerpiece of Boston's green development.
What are the new LEED AP specialty designations? How will they differ from my current LEED AP status and what are the benefits? What resources are there to help me pass the exam? What are the requirements for maintaining the LEED AP Specialty credentials? If I'm a LEED Green Associate or LEED AP, what do I need to do to maintain my credential?
This is a 1-hr presentation on the new LEED AP specialty designations and maintaining your LEED Credential. The new specialty exams include: Building Design and Construction (the old NC), Interior Design and Construction (the old CI), Operations and Maintenance (the old EBOM), Homes, and Neighborhood Development. Get answers to the above questions and bring questions of your own.
The Sustainable Performance Institute (SPI) Certification is the first independent program to evaluate the capabilities of design and construction companies to deliver consistent, high-quality sustainability services. From February 1-March 15, SPI is opening the first public comment period for the Certification program. The public comment period is an opportunity for the green building community to give feedback on the Certification criteria across five categories: 1) Leadership, Strategy & Policy, 2) Project Delivery, 3.) Infrastructure and Support Systems, 4) Partnering and Collaboration, and 5.) Outcomes and Performance.
This webinar is an opportunity to share your experiences and thoughts on the criteria and metrics used to evaluate company capability.
Join us as Finegold Alexander presents the study for the Lowell Trial Court, a 250,000 SF state courthouse designated by Gov. Patrick’s Zero Net Energy Building Task Force as one of three public demonstration projects addressing the challenge of designing public buildings to high sustainability standards.
The engineering components of the study involved proposals for energy reduction and on-site production, investigated through a multitude of computer models and cost-to-benefits charts and analysis. Architecture and architects must change. Architectural form is a critical element in achieving any sustainable goals, including zero net energy. This session will look at the Lowell Trial Court design process and the iterative schemes the team produced. We will discuss building massing, orientation, urban context and all the elements we always address in every project. Now we find our attitudes toward these traditional design criteria are influenced by the integration of sustainable design. Design for zero net energy caused this team to think and collaborate differently with consultants, client and user groups.
What are the new LEED AP specialty designations? How ill they differ from my current LEED AP status and what are the benefits? What resources are there to help me pass the exam? What are the requirements for maintaining the LEED AP Specialty credentials? If I'm a LEED Green Associate or LEED AP, what do I need to do to maintain my credential?
This is a 1-hr presentation on the new LEED AP specialty designations and maintaining your LEED Credential. The new specialty exams include: Building Design and Construction (the old NC), Interior Design and Construction (the old CI), Operations and Maintenance (the old EBOM), Homes, and Neighborhood Development. Get answers to the above questions and bring questions of your own.
ARENA - Young adults in the workplace (Knight Moves).pdfKnight Moves
Presentations of Bavo Raeymaekers (Project lead youth unemployment at the City of Antwerp), Suzan Martens (Service designer at Knight Moves) and Adriaan De Keersmaeker (Community manager at Talk to C)
during the 'Arena • Young adults in the workplace' conference hosted by Knight Moves.
Between Filth and Fortune- Urban Cattle Foraging Realities by Devi S Nair, An...Mansi Shah
This study examines cattle rearing in urban and rural settings, focusing on milk production and consumption. By exploring a case in Ahmedabad, it highlights the challenges and processes in dairy farming across different environments, emphasising the need for sustainable practices and the essential role of milk in daily consumption.
Maximize Your Content with Beautiful Assets : Content & Asset for Landing Page pmgdscunsri
Figma is a cloud-based design tool widely used by designers for prototyping, UI/UX design, and real-time collaboration. With features such as precision pen tools, grid system, and reusable components, Figma makes it easy for teams to work together on design projects. Its flexibility and accessibility make Figma a top choice in the digital age.
Technoblade The Legacy of a Minecraft Legend.Techno Merch
Technoblade, born Alex on June 1, 1999, was a legendary Minecraft YouTuber known for his sharp wit and exceptional PvP skills. Starting his channel in 2013, he gained nearly 11 million subscribers. His private battle with metastatic sarcoma ended in June 2022, but his enduring legacy continues to inspire millions.
Visual Style and Aesthetics: Basics of Visual Design
Visual Design for Enterprise Applications
Range of Visual Styles.
Mobile Interfaces:
Challenges and Opportunities of Mobile Design
Approach to Mobile Design
Patterns
Transforming Brand Perception and Boosting Profitabilityaaryangarg12
In today's digital era, the dynamics of brand perception, consumer behavior, and profitability have been profoundly reshaped by the synergy of branding, social media, and website design. This research paper investigates the transformative power of these elements in influencing how individuals perceive brands and products and how this transformation can be harnessed to drive sales and profitability for businesses.
Through an exploration of brand psychology and consumer behavior, this study sheds light on the intricate ways in which effective branding strategies, strategic social media engagement, and user-centric website design contribute to altering consumers' perceptions. We delve into the principles that underlie successful brand transformations, examining how visual identity, messaging, and storytelling can captivate and resonate with target audiences.
Methodologically, this research employs a comprehensive approach, combining qualitative and quantitative analyses. Real-world case studies illustrate the impact of branding, social media campaigns, and website redesigns on consumer perception, sales figures, and profitability. We assess the various metrics, including brand awareness, customer engagement, conversion rates, and revenue growth, to measure the effectiveness of these strategies.
The results underscore the pivotal role of cohesive branding, social media influence, and website usability in shaping positive brand perceptions, influencing consumer decisions, and ultimately bolstering sales and profitability. This paper provides actionable insights and strategic recommendations for businesses seeking to leverage branding, social media, and website design as potent tools to enhance their market position and financial success.
Fonts play a crucial role in both User Interface (UI) and User Experience (UX) design. They affect readability, accessibility, aesthetics, and overall user perception.
Book Formatting: Quality Control Checks for DesignersConfidence Ago
This presentation was made to help designers who work in publishing houses or format books for printing ensure quality.
Quality control is vital to every industry. This is why every department in a company need create a method they use in ensuring quality. This, perhaps, will not only improve the quality of products and bring errors to the barest minimum, but take it to a near perfect finish.
It is beyond a moot point that a good book will somewhat be judged by its cover, but the content of the book remains king. No matter how beautiful the cover, if the quality of writing or presentation is off, that will be a reason for readers not to come back to the book or recommend it.
So, this presentation points designers to some important things that may be missed by an editor that they could eventually discover and call the attention of the editor.
Book Formatting: Quality Control Checks for Designers
Greening Your Firm Boot Camp
1. THE GREEN ROUNDTABLE
Sustainable Performance Institute:
Transforming Practice, Recognizing Leadership
Boot Camp Workshop
Barbra Batshalom, Executive Director
2. PURPOSE & GOALS FOR TODAY
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
3. 1. Introductions and Purpose
2. Defining Green Practice:
What does it really mean to be a sustainability practice?
3. Challenges and Barriers
4. Organizational Assessment:
5. Goal Setting
6. Implementation Planning
7. Discussion
4. 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?
5. “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.
6. 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!
7. 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.
8. 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.
9. Avoid
the
Paradigm
OF
RELYING
ON
A
FEW
KEY
CHAMPIONS
THAT
IS
NOT
“INSTITUTIONALIZING”
SYSTEMS:
PROCESSES
INDIVIDUAL EXPERTS COMPANY CAPABILITY
CHAMPIONS LEADERSHIP
10. What makes the difference. . .
Between
GREEN design and
BROWN design?
There are 4 elements. . .
11. 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”)
12.
13.
14.
15.
16.
17.
18.
19.
20. 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
21. 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)
22. Commitment to
Although
public
sustainability is in
statements
are
public mission
consistently
focused
on
statement, website,
commitment
to
marketing materials?
sustainability,
leadership
does
not
consistently
communicate
that
Leaders at all
expecta/on
to
staff.
levels make clear
to staff that
Goals
are
not
usually
sustainability is
SMART
(specific,
measurable,
acainable,
part of the job?
/me-‐bound)
and
there
is
ojen
a
lack
of
clear
accountability
structure
“SMART” goals
for
sustainability.
are consistently
set for projects &
organization?
23. Clear
performance
Project management
targets
not
yet
is rooted in an
being
set
for
every
integrative,
project
(regardless
collaborative
of
whether
its
process?
pursuing
LEED,
BREEAM,
etc.
or
Every project
not).
manager
Integra/ve
design
incorporates life
not
yet
consistently
cycle costing into
used
as
the
projects?
founda/on
for
managing
projects.
All project
Inconsistent
achieve clear
applica/on
of
life-‐ performance
cycle
cos/ng
to
goals?
evaluate
key
systems
decisions.
24. Green design and
Green
specifica/ons
not
spec standards
always
maintained
or
are maintained &
used
consistently.
used
Lack
of
clear
roles
and
consistently?
accountability
for
implementa/on
of
HR supports
sustainability.
green practice:
performance
Cri/cal
tools
and
reviews, prof dev,
resources
not
always
etc
available
and
not
used
consistently
on
projects.
Performance
reviews
Clear roles are
don’t
evaluate
defined &
sustainable
design
accountable to
capability
for
key
roles.
support
sustainability?
25. All contracts,
Contracts
and
team
scopes & fees
structures
ojen
create conditions
create
a
barriers
for
integra/ve
project
conducive for
delivery.
success?
Teams
rarely
map
their
decision
Roles, responsibilities,
making
process
and decision making
to
achieve
key
performance
processes mapped
targets.
clearly on every
project?
Very
licle
proac/ve
team
Consistent
building
happens
among
teambuilding
partners,
between
project
commitments.
with
partners?
26. Although
25%
of
Company has a
these
companies
program &
are
not
tracking
strategies to reduce
anything,
more
its environmental
than
40%
have
impact over time
put
some
sort
of
program
in
place
to
reduce
Company
environmental
tracks (in any
footprint.
way)
performance of
its portfolio
Over
30%
are
beginning
to
track
the
performance
Not tracking
of
their
pornolio
anything –
of
work!
either
operations or
portfolio!
27. 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?)
28.
29. 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.
30. 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
31. • 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:
32. 2030
Liv. Bld.
Net Zero
LEED
Client
targets:
LEED,
NZ,
LBC,
2030
=
“WHAT”
SPI
=
“HOW”
33. 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!
36. 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
37. For
each
category
we
will
summarize:
• What
it
is
and
then:
• Issues
• Solubons
• Metrics
38. 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
39. 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
40. 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.
41. 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
42. 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
43. 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
44. 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.
45. 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
46. Track
metrics
and
feedback
loops
for
two
scales
of
your
business:
•
Pornolio-‐wide
performance
of
projects
over
/me
•
Environmental
footprint
of
your
corpora/on
47. 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.
48.
49. 1.0 Leadership, Strategy & Policy
What are the key factors of good leadership?
How do you institutionalize accountability?
50. 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
51. 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
56. 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
57. 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?
58. 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:
59. 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
60. 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
61. 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
62.
63. 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
65. 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
66. SPI
Cerbficabon
Process
Registration
A Boot Camp
Assessment
B Audit
Audit
CERTIFICATION
Continuous improvement
67. 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
68. Lawrence Healey
SPI Director of Real Estate, Design and Planning,
Certification is Blue Cross/Blue Shield
a 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
69. Lawrence Healey
Director of Real Estate, Design and Planning, Blue Cross/Blue Shield
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…
Knowing the firm is certified tells me they has leadership and
systems in place to back them up.
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.
70. Douglas W. Noonan, PE
Head of Group Corporate Real Estate Adidas Group & CORENET
Global, NE Chapter
SPI certification will absolutely be a factor in my selecting an
architect, engineer and contractor.
You’re covering something that needs to be covered, moving beyond
individual LEED and project LEED.
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).
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.
71. John Ziegler, AIA
Director - Off-Campus Development, Princeton University
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.
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.
73. 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
74. THANK YOU
617-374-3740
www.greenroundtable.org
info@greenroundtable.org