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Pavlova-Gillham, Ludmilla, Track 4
- 1. Becoming Sustainable InOur Own Way: Sustainability at the Flagship Massachusetts Public University 9/15/16 Ludmilla Pavlova-Gillham, AIA, LEED BD+C Dennis Swinford, ASLA
- 2. Campus Planning andSustainable Development Campus Planners “must focus as much on the education and research being done in higher education as on the physical, operational, and external community functions of the university and do so in an integrated, interdependent manner” Anthony Cortese, “The critical role of higher education in creating a sustainable future”. Society for College and University Planning: Planning for Higher Education Journal 31, 2003 SecondNature.org
- 3. Methodology • John P.Kotter’s Process for Leading Change – Applies to grassroots as well as top-down approaches – Useful for interdependent systems (HEIs) • Higher Education Institutions (HEI) case studies – Harvard (Sharp, 2009) – University of Colorado Boulder (Krizek, et al 2011) – Yale (Newman, 2012) • Map Sustainable Development at UMass Amherst & reflect on lessons learned
- 4. Kotter’s eight-stage processof creating major change 1. Establish a sense of urgency 2. Creating the guiding coalition 3. Developing a vision and strategy 4. Communicating the change vision 5. Empowering broad-based action 6. Generating short-term wins 7. Consolidating gains and producing more change 8. Anchoring new approaches in the culture UnfreezeStatusQuoChangePractice
- 5. Higher Education InstitutionCase Studies Phase I: grassroots / awakening ad hoc activities, operational improvements, sustainability officer or task force, pilot projects Phase II: executive acceptance / pioneering support for the business case for sustainability, improvements in multiple systems and entities, green branding, cost & economic terms guide most decisions Phase III: visionary leadership / transformation Executive leadership openly promotes sustainability vision, integrates new organizational processes and structures into primary functions and desired outcomes Harvard University of Colorado Boulder Yale (Sharp, 2009) (Krizek 2012) (Newman, 2012)
- 6. Case Study: UMass Amherst (systems) Material supply & disposal Food Supply Energy supply& delivery Finance/ Account’g Structures Decision Making Processes Human Resources Buildings Operation & Maint. Academic Planning Campus Planning 7,000 tons of waste (56% recycled) annually 40,000+ meals/day $26M and 2 trillion BTU’s in 2013 $1.03B Revenues, $1.01B Expenditures 12.8M GSF in 386 bldgs (50 heritage) in 11 towns 4,278 acres in MA 1,452 acres in campus core 19 mi roads 24 mi steam ( & cond.) 10 mi electricity 200+ degree programs, 7,000 course sections/ yr 400 classrooms $100M on new construction, DM, renovation & IT Flagship of System, BOT, 3 unions & public procurement laws About 30,000 individuals 14,000 beds 16,000 transit riders/ academic day
- 7. UMass Flagship, SustainableDevelopment Policy & Sustainability Reporting Standard City Planning Enabling Act, 1928 American College & University Presidents Climate Commitment 2006 Executive Order 438: State Sustainability Program 2002 Mass LBE and Executive Order 484: Leading by Example: Clean Energy and Efficient Buildings, 2007 Massachusetts Environmental Policy Act 2013 National Environmental Policy Act 1969 Mass EOEEA “Air Quality Laws and Rules” 2015 Mass General Laws: Global Warming Solutions Act 2008 AASHE’s STARS USGBC’s LEED Clean Air Act 1970 Second Nature Carbon and Climate Commitmen 2015
- 8. Grassroots Organizing forChange Phase 1: Grassroots/ Awakening 2001 - 2007 • Faculty Senate Ad Hoc Committee on Sustainability TASKFORCES • Operations and Costs Savings • New Construction and Renovation • Research • Public Service, and External Funding • Academics and Curriculum • Student Involvement Phase 2: Executive Acceptance/ Pioneering 2008 – 2014 • Environmental Performance Advisory Committee • Chancellor’s Sustainability Committee • Executive Team • Implementation Team – Residential & Community Programming, Communications, Education & Research, Finance, Food & Dining, Green building, Master Planning, Transportation, Waste & Recycling Phase 3: Visionary Leadership/ Transformation 2015 - ? • Chancellor’s Sustainability Advisory Committee • TBD!
- 9. Organizing for Growth Frameworkfor Excellence: Grow student enrollment Grow faculty Grow academic programs Strategic/ Academic Plan New building development Utilities and Energy Master Plan Transportation Plan Transparency & Community Environmental reporting Campus Master Plan Education Student Engagement Waste reduction Renewable Energy Procurement LEED Buildings Climate Action Plan
- 10. Existing Master Plan Traditional& Inclusive Master Plan Process
- 11. EXISTING program (2010) 34% Academic 32% Residential 6% Recreation 6%Student Life 18% Admin 4% Garages Campus Total GSF 10.8M GSF This space can accommodate approximately: • 24,300 Students • 8,000 Faculty/Staff • 12,500 Beds
- 12. 37% Academic 31% Residential 6% Recreation 6% Student Life 16% Admin 5%Garages This space can accommodate approximately: • 27,700 Students • 8,800 Faculty/Staff • 14,000 Beds VISION PROGRAM – RISING TO THE CHALLENGE Campus Total GSF 12.5M GSF
- 13. 39% Academic 33% Residential 6% Recreation 5% Student Life 11% Admin 7% Garages Thisspace can accommodate approximately: • 36,700 Students • 11,700 Faculty/Staff • 19,000 Beds CAPACITY PROGRAM Campus Total GSF 18.2M GSF
- 14. Nearly 200 Events Over350 Hours With • Campus Stakeholder Groups • CPPC, UPAC, PTAB, Pedestrian Safety, etc. • Faculty Senate • Student Senate • Student Groups • Deans and Faculty Presentations • Individuals • Open Campus Forums • Student Poster Sessions • Professional Organizations • PUMA • Local Town Officials and Commissions • Local Neighbors • Regional Planning Agency Community Engagement 14
- 15. Campus as aSystem/ GIS Data Model Campus is a complex system of systems Processes • Academic/Teaching • Research • Operations • Residential Life “Divide & Conquer” “No buffer space” “Changes all the time”
- 16. Potential CO2 EmissionsProjections 2020 Total CO2 Emissions Projections CO2/GSF Emissions Projections
- 17. 1. Establish asense of urgency: - Community call for action - Market/legislative demand for action 2. Create a guiding coalition: - Ad-Hoc Sustainability Committee - Formal Sustainability Committee 3. Develop a vision and strategy: - Efficient use of resources to meet mission - Framework for Excellence/ STARS/ Master Plan 4. Communicate the change vision: - Sustainability Plan - Climate Action Plan / MP Sustainability 5. Empower broad-based action: - LEED facilities, Eco-Reps, Sust. Fellows - Gen. Ed., Masters in Sustainability, Operations Research 6. Generate short term wins: - GHG reductions - STARS, LEED Buildings, Awards/Rankings 7. Consolidate gains: - Sustainability Staff/ Learning Organization - Assessment, Integrated Mission 8. Anchor in culture: - Transition to next phase UnfreezeStatusQuoChangePractice UMass Amherst Case Study
- 18. Conclusions for UniversitySustainable Development 1. Process, Governance and Internal Leadership • comprehensive and integrated strategic, academic, financial & physical plans • Inclusive and transparent process • Integrated SR systems into planning efforts • Continuity and consistency for SD decisions • Incentive structures to support progress on sustainability goals
- 19. Conclusions for UniversitySustainable Development 1. Research and Data • Cross-departmental engagement in capital project planning that identifies important SD issues • Develop and apply a carbon budget for campus development • Leverage academic curriculum for project- based learning, operations research and the campus as a living laboratory
- 20. Conclusions for UniversitySustainable Development 1. Leadership for Society • Advocate for full commitment to SD and GHG reduction goals • Model governance/negotiation strategies to resolve conflicts and pursue smart growth • Place local/institutional decisions into a regional/ global framework of resiliency activity • Practice what is taught by leading change effort to connect academic and physical planning toward meeting the triple bottom line
- 21.