Leith Sharp

1. Sustainability Leadership for the 21st Century Leith Sharp

2. Change Makers and the Green Economy

3. MARKET INNOVATION IN THE GREEN ECONOMY Conceptual and stylised representation of waves of innovation Source: TNEP (2005)

4. STATE POLICY INSTRUMENTS IN THE GREEN ECONOMY

5. Green Workforce Growth

6. JOBS IN THE GREEN ECONOMY

7. Growth in the Green Economy Also Depends Upon Us Creating an Army of Change Agents For every new job in solar, wind, green building, energy efficiency, green manufacturing/organic agriculture/green auto-mechanics etc you need…… Supportive policy instruments: rebates, GHG reduction targets Consumer demand: A change in values through education and community engagement, A market providing good quality green product and services A trained workforce to supply good solar installation workers Access to capital for both the solar business and the customer

8. Unleashing the Power of Community Colleges To enable the community college sector of Illinois to drive the green economy of the state we are fostering collaborations across our 48 colleges to advance in four strategic areas: Sustainability Education Community Engagement Campus Sustainability Workforce Development Serve as regional and sector platforms for mobilizing community and employer engagement & fostering community education and action for sustainability Integrating sustainability into existing curriculum across most disciplines and in general education Make sustainability a guiding principle for all institutional practices, providing demonstration for teaching & community engagement Developing quality green job/career training for students and workers, effectively informed by community and employer partnerships (balancing demand and supply )

9. Unleashing the Power of Cross Institutional Collaboration KEY: IGEN Steering Committee Presidents IGEN Phase Staff Funded Colleges 2010-11 IGEN Green Economy/Green Jobs Centers 2010-11 IGEN $5,000 funded colleges 2010-11 Moraine Valley Wilbur Wright IGEN Supports a Vibrant Network: Engagement

10. Unleashing the Power of Cross Institutional Collaboration Faculty Training for Greening the Curriculum Campus Demonstration: Electric Vehicles IL Community Colleges coming together to share best practices, build network programs New Courses: Hybrid Vehicle Maintenance High Performance LED Lights Composting, organic & local food Green Buildings Renewable Energy We Have a Foundation of Network Walking the Talk

11. Greening the Curriculum Case study in Collaboration

12. But first let’s get real about where we are on the journey…. VIDEO: Building the Plane while Flying It

13. Understanding The Art of Change Management Simple Lighting Retrofit Project • Location: student residence (~300 students) • Proposed savings: • Annual savings >$20,000 • Payback <3 yrs • Process… No progress for many years because no dedicated attention, money or time

14. Understanding The Art of Change Management Simple Lighting Retrofit Project School Fin Mgr (capital budget)Fin Mgr (operating budget) Facility Director Building Manager (Superintendent) House Master House occupants (students) REP coordinator (student) 1 My Staff Facilities staff overstretched, need dedicated assistance to find new projects

15. Understanding The Art of Change Management Simple Lighting Retrofit Project School Fin Mgr (capital budget)Fin Mgr (operating budget) Facility Director Building Manager (Superintendent) House Master House occupants (students) REP coordinator (student) Green Campus Loan Fund 2 1 My staff No money in annual maintenance budget, loan fund provided

16. Understanding The Art of Change Management Simple Lighting Retrofit Project School Fin Mgr (capital budget)Fin Mgr (operating budget) Facility Director Building Manager (Superintendent) House Master House occupants (students) REP coordinator (student) Green Campus Loan Fund 2 1 My staff Vendor 3 Sales Rep Technician Facility manager was overstretched, dedicated project management TIME needed

17. Understanding The Art of Change Management Simple Lighting Retrofit Project School 4 Financial Manager (capital budget)Financial Manager (operating budget) Facility Director Building Manager (Superintendent) House Master House occupants (students) REP coordinator (student) Green Campus Loan Fund 2 1 My staff Vendor 3 Sales Rep Technician Senior finance management hesitates to give approval, needs convincing

18. Understanding The Art of Change Management Simple Lighting Retrofit Project School 4 Fin Mgr (capital budget)Fin Mgr (operating budget) Facility Director Building Manager (Superintendent) House Master House occupants (students) REP coordinator (student) Green Campus Loan Fund 2 1 My staff 5 6 Vendor 3 Sales Rep Technician Building management must provide approval, needs convincing

19. Understanding The Art of Change Management Simple Lighting Retrofit Project School 4 Fin Mgr (capital budget)Fin Mgr (operating budget) Facility Director Building Manager (Superintendent) House Master House occupants (students) REP coordinator (student) Green Campus Loan Fund 8 2 1 My staff 5 6 7 9 10 Vendor 3 12 11 Sales Rep Technician House Master concerned re:AESTHETICS, needs lots of engagement & discussion

20. Understanding The Art of Change Management Simple Lighting Retrofit Project Full Process = 3 months of constant facilitation by Green Campus Staff School 4 Fin Mgr (capital budget)Fin Mgr (operating budget) Facility Director Building Manager (Superintendent) House Master House occupants (students) REP coordinator (student) Green Campus Loan Fund 8 1 2 My staff 5 7 6 9 10 14 Vendor 3 12 11 Univ. Ops 13 Sales Rep Technician Maintenance crew Concern regarding maintenance of new light bulbs, basic training needed

21. Understanding The Art of Change Management Simple Lighting Retrofit Project Full Process = 3 months of constant facilitation by Green Campus Staff School 4 Fin Mgr (capital budget)Fin Mgr (operating budget) Facility Director Building Manager (Superintendent) House Master House occupants (students) REP coordinator (student) 18 Green Campus Loan Fund 20 17 19 8 1 2 5 7 My staff 6 9 10 14 Vendor 3 15 12 11 Univ. Ops 13 Sales Rep Technician 16 Maintenance crew Vendor PERFORMANCE inadequate, needed additional management Leg work to get final financial approval from loan fund advisory committee

22. Understanding The Art of Change Management Simple Lighting Retrofit Project Full Process = 3 months of constant facilitation by change managers TECHNOLOGY + ATTENTION + FUNDING + TIME + COMMUNICATION/NEGOTIATION, + APPROVALS + AESTHETICS + POLITICS + TRAINING + PROJECT MANAGEMENT School 4 Fin Mgr (capital budget)Fin Mgr (operating budget) Facility Director Building Manager (Superintendent) House Master House occupants (students) REP coordinator (student) 18 Green Campus Loan Fund 20 17 19 8 1 2 5 7 My staff 6 9 10 14 Vendor 3 15 12 11 Univ. Ops 13 Sales Rep Technician 16 Maintenance crew

23. Turnaround Leadership for Sustainabilityin Higher Education Geoff Scott Leith Sharp Daniella Tilbury Elizabeth Deane

24. Leaders of Education for Sustainability in HE - analogies describing their world Most common analogies • Cat herder • Tight rope walker/juggler of multiple perspectives and agendas • Swimming upstream, against the tide (at times with one paddle) • Waving a flag from the back of a crowd Senior leaders • Carer, a parent, or a guardian • Gardener • Captain of a large ship • Atranslator, intellectual broker • Quilter • Orchestra conductor/director a choir • Teacher, coach, guide of a diverse group

25. Leaders of Education for Sustainability in HE – their world cont’d Local leaders • Jumping into deep water, learning to surf, white water rafting • Leading a dynamic start up company; kindling fires • Being Tonto with the Lone Ranger at a bank-robbers’ convention • A bird that sings but no-one listens; dancing by myself; a lone voice in a sea of consumerism • Trying to interest people who like junk food in a healthy diet • Learning Spanish but finding myself in China; • Being a competitor on American idol • Being Stephen Bradbury winning gold at the Winter Olympics • Sisyphus, pushing a wheelbarrow of frogs down a steep hill • Pinning jelly to the wall; drawing treacle from a well

26. And the winner is….. • Really wanting to make a trifle, and being told that making a trifle is a priority, but no-one will provide money for the trifle bowl, the recipe keeps being changed and no-one tells me, and I know some people think they don't like jelly, and my arm has been tied behind my back, and I've been blindfolded

27. CORE INSIGHTS

28. We Need to Make ChangeEasier Most people believe that humans are innately averse to change. This is not true. A more accurate assessment is that people have an aversion to instability and risk and they assume that change equals instability and risk. People are actually invigorated by change when it occurs with adequate stability and low risk.

29. Common Causes of the Risk and Instability Accompanying Change in Our Organizations Too much dependence on organizational rationality, top down leadership & linear management processes A lack of understanding of how our organizations actually work A lack of trust based relationships Low levels of accounting for our rich social underworld An inability of most individuals to cope with the tension of holding a vision in the face of the day to day inertia A lack of learning by doing (not enough piloting of new practices) and continuous learning An inability to manage interdependence (specialization/silos) A lack of change management expertise

30. Systems Leadership: The Change Agent Works Across Multiple Systems To Reduce Risk/Instability and to Facilitate Stable Change

31. Systems Leadership: The Change Agent Works Across Multiple Systems To Reduce Risk/Instability and to Facilitate Stable Change

32. Systems Leadership: The Change Agent Works Across Multiple Systems To Reduce Risk/Instability and to Facilitate Stable Change

33. Change Leadership: Reduce Risk/Instability and to Facilitate Stable Change in the three key layers of organizational life…..on the journey towards sustainability

34. Change Leadership: Reduce Risk/Instability and to Facilitate Stable Change in the three key layers of organizational life…..on the journey towards sustainability

35. What Are We Needing to Change In Our Organizations? We need a process of stable transformation towards a Sustainable Relationship with the Earth’s Life Support Systems

36. Key Influences Shaping the Work of the EfS Leader VIDEO

37. Leaders of EfS in HE - key satisfactions & challenges Recurring challenges Silos and territorialism Resource levels that do not match expectations/demands Marginalised in governance HR & staffing issues Unclear direction/priorities Staff/Leaders hard to engage Inefficient processes, systems & meetings Contribution not noticed Constant ad hoc demands EfS: unclear concept and proving demand for EfS Recurring satisfactions • Working with a great team • Helping shape strategy • Implementing projects • Seeing systems run smoothly & productively • Senior staff support • Having autonomy & trust • Being recognised for work well done • Positive student response

38. Leaders of EfS in HE - one thing my institution could do

39. The Unconscious Life of People 5% of what the individual does is consciously processed Bargh, J. A. and Chartrand, T.L. (1999) The unbearable automaticity of being. American Psycologist, 54 (7) 462-479

40. The Unconscious Life of Our Organizations Our organizations are limited in their capacity for rationality but they do still have patterns, incentives and habits that can be understood. However, often these are unconscious to the organization and its members. Trying to change an organization is how you get to know how it really works.

41. THE BEST WAY FORWARD: The Pilot Process Allows for the Organizational and Social Factors (often hidden) to Be Resolved Organic Landscaping And Ground Managements Urban Agriculture, Organic Community Gardening Projects Waste Reuse Green Laboratory Management Green Purchasing Practices Waste Reduction and Recycling Green Finance & accounting: Life Cycle Costing Green Hospitalities Green Building Management Green Labs at Harvard VWR Harvard Green Campus Initiative

42. 50+ LEED Certified or Registered Projects, Mostly LEED Gold

43. Ready, Fire, Aim: Green Buildings at Harvard Pilot Projects & Expand Change Attitudes Address Finance & Accounting Issues Engage & Develop Capacities Streamlining and Reforming processes Engage Executive Leaders to Formalize Commitment 2001 2002 2003 2004 2005 2006 2007 2008 2009 2011 3 4 5 12 16 23 50+ 4 5 12 16 23 50+ 3 80+ Rate of Growth re: Number of Green Building Projects on Harvard Campus Extensive Change Management Process Used to Foster Organizational Conditions Necessary for Wide Scale Engagement, Innovation, Learning, Leadership and Commitment

44. Green Campus Loan Fund: $12 million interest-free capital for conservation projects Existing Buildings New Construction Full capital cost covered 5 year payback maximum Simple payback used Cost delta funded 10 year payback maximum Lifecycle costing used $14.5+ million lent since 2001 180+ projects 27+% average return on investment

46. Initially it was about Convincing People of the Business Case There are a Large Range of Cost Effective, Environmentally Preferred Products Available

47. Harvard’s Green Campus Initiative A Business Model to Fund Green Collar Jobs Harvard’s Green Campus Initiative Green Campus Loan Fund Performance

48. Change Leadership: Reduce Risk/Instability and to Facilitate Stable Change in the three key layers of organizational life…..on the journey towards sustainability

49. EfS leaders in Higher Education - top 20/46 capabilities in rank order

50. EfS leaders in Higher Education - top 12/38 capabilities for effective performance in rank order (n= 121) 7th: Listening to different points of view before coming to a decision (IP - empathising) 8th : Understanding my personal strengths & limitations (P – self-awareness) 9th : Learning from errors (P – self-awareness) 10th : Persevering when things are not turning out as expected (P – commitment) 11th : Learning from experience (C - responsiveness) 12th Time management skills (S/K) 1st: Having energy, passion and enthusiasm for L&T (P – commitment) 2nd : being willing to give credit to others (IP – empathising) 3rd: Empathising & working productively with diversity (IP – empathising) 4th: Being transparent and honest in dealings with others (IP – empathising) 5th: Being true to one’s values and ethics (P - decisiveness) 6th: Thinking laterally and creatively (C - strategy)