1.
A Multidisciplinary Approach to Sustainable Development in Communities At Risk BARBRA BATSHALOM THE GREEN ROUNDTABLE/NE X US “ We shape our dwellings, and afterward our dwellings shape our lives.” Sir Winston Churchill British Prime Minister 1960

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INTEGRATING SUSTAINABILITY INTO ALL SCALES OF DEVELOPMENT THROUGH INTEGRATION AND STRATEGY EDUCATION • POLICY • TECHNICAL ASSISTANCE

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PEOPLE: Carbon smackdowns, Second Saturdays social & networking functions (200/ yr) USGBC Affiliate / Chapter PRODUCTS : NEXUS showrooms, Quarterly Showcases “ Speed-Dating” rotational networking Global Green Product Association PROJECTS : Technical assistance for millions of SF Grants programs to nonprofit property owners Free resources for professionals PLANNING : portfolio, campus and muni guidelines Net Zero Energy Inst. & State program POLICY : local government, institutional and corporate policy formulation PROF. PRACTICE : Education, training Boot Camp consulting and SPI Green Firm Cert Program “ SYSTEMS” APPROACH TO PROGRAMS - TO MAKE CHANGE Green Product Association PEOPLE PROJECTS PRACTICE POLICY PLANNING PRODUCTS Net Zero Institute Sustainable Performance Institute

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MULTI-DISCIPLINARY APPROACH TO SUSTAINABILITY INTRODUCTION • SUSTAINABLE DEVELOPMENT CONTEXT • RE-ENGINEERING APPROACH AND PROCESS • ELEMENTS FOR SUCCESS

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Shelter Comfort Aesthetics ($ $ $) (Infrastructure) Why do we build what we build?

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Yes, we are in trouble

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Different Types of Planning Focus Toronto Plan

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HUMANS AND NATURE TORONTO PLAN LAND USE WATER ENERGY ECONOMICS BUILDINGS MATERIALS

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INDEPENDENT & SYNERGISTIC OPTIMIZATION NATURAL SYSTEMS HUMAN SYSTEMS WE NEED TO HELP RESTORE REGENERATIVE NATURAL SYSTEMS WE NEED TO FIGURE OUT EFFECTIVE HUMAN SYSTEMS WE NEED TO MAKE SURE BOTH ARE SYNERGISTIC

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HUMANS AND NATURE TORONTO PLAN LAND USE & HABITAT

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EVERYTHING IS CHANGING CONSTANTLY

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WE NEED TO CONNECT TO PAST & FUTURE

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UNDERSTANDING LIMITS

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PERMACULTURE & CARRYING CAPACITY

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PERMACULTURE AND CITY PLANNING

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AGRO HOUSING

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AGRO HOUSING

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AGRO HOUSING

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PLANNING - MASTERPLANNING

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HUMANS AND NATURE TORONTO PLAN SOCIAL & CULTURAL

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CO-HOUSING - OR SOCIAL + ENVIRONMENTAL SYNERGY

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HUMANS AND NATURE TORONTO PLAN WATER & INFRASTRUCTURE

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PERCEPTION AND REALITY DEVELOPED COUNTRIES RELY ON COMPLEX LIFE SUPPORT SYSTEMS THAT CAN NOT BE MAINTAINED COST-EFFECTIVELY NORTH AMERICA, WITH 42” OF RAIN EXPERIENCES DROUT CONDITIONS

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MANAGEMENT OPTIONS

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PERSISTENT DANGER

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URBAN COMMUNITIES AT RISK

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URBAN COMMUNITIES IN TRANSITION

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WATER AND ENERGY ARE INTERDEPENDENT

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HUMANS AND NATURE TORONTO PLAN $ $ $ $

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ECONOMICS AND EXTERNATLITIES CARBON ACCOUNTING REQUIRED IN PERMITTING COSTS OF RUNOFF AND INFRASTRUCTURE MAINTENANCE CAN CHANGE THE EQUATION TAX SHIFTING TO ALIGN PRIORITIES AVOIDED HEALTH COSTS

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HUMANS AND NATURE TORONTO PLAN MATERIALS & TOXICITY

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According to medical studies that evaluate a person’s “body burden” (the level of contamination of tissues, organs, urine and blood) THE TYPICAL HUMAN ( THAT MEANS YOU ) has an average of 86 industrial compounds , pollutants and other chemicals in their bodies. The typical person referred to does not mean people who work with chemicals or live near manufacturing facilities, but the average person in general. These contaminates include PCBs, dioxin, furans, metals, phthalates and VOCs . Of a total 167 chemicals found across a test group, 76 cause cancer in humans or animals, 94 are toxic to the brain and nervous system, and 79 cause birth defects or abnormal development . Further, the dangers of exposure to these chemicals in combination has never been studied. Toxins commonly found in adhesives, preservatives, paints and many building products are significant contributors to these contaminates. To maintain good indoor air quality and eliminate the transmission of toxins through air and water, you should evaluate products that are: TOXICITY - from endocrine disruption to erectile dysfunction

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TRANSPARENCY - A GLOBAL PHENOMENON

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DATA AND INFORMATION, IN REAL-TIME

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BODY BURDEN - Educated consumers want to know…

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THE NEXT INDUSTRIAL REVOLUTION : ASK DIFFERENT QUESTIONS BIOMIMICRY AND GREEN CHEMISTRY MOVEMENT

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LOCALIZED SUPPLY CHAINS, NON TOXIC PROCESSES

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LOW ENERGY, LOW WATER USAGE

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HUMANS AND NATURE TORONTO PLAN PASSIVE STRATEGIES

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REMEMBER THE MEANING OF TECHNOLOGY

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REMEMBER THE MEANING OF TECHNOLOGY

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REMEMBER THE MEANING OF TECHNOLOGY

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HUMANS AND NATURE TORONTO PLAN ENERGY

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PARADIGM SHIFT

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HUMANS AND NATURE TORONTO PLAN REDEVELÖPMENT

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Larger Scale Urban Redevelopment

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What questions to ask?

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Passive Strategies

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11.4% 5.7% 9.5% 7.7% 12.1% 18.9% 18.9% 15.8% E W S N Wind Power Feasibility At the cut in speed for the different turbine types ~97% of the hours there is wind available. The directionality diagram shows that >50% of the wind comes from the SW, W and NW orientations. This expresses that if directional turbines are used they should be pointed this direction however, the other wind speeds should be evaluated as well (refer to table below) Wind Cut-in Speed 4.5 mph 96% m/s mph N Ne E Se S Sw W Nw Hrs (yr) > mph threshold % of hrs for overall yr. case 1 2.0 4.5 11.4% 5.7% 9.5% 7.7% 12.1% 15.8% 18.9% 18.9% 8404 95.9% case 2 4.5 10.1 10.6% 4.9% 9.2% 5.4% 10.4% 15.6% 22.5% 21.5% 5578 63.7% case 3 6.7 15.0 10.4% 5.5% 8.9% 2.1% 8.2% 14.0% 26.9% 23.9% 2098 23.9%

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Why do we use potable water for non-potable uses?

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DIRTY LITTLE SECRET: the 2 Sided Coin Heads or Tails?

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What 4 things make the difference between Brown approaches and Green approaches? © GRT 2000 GreenShift Framework Critical Elements

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Transformative Elements MINDSET HOW DO YOU THINK? The assumptions we make, our perceptions of roles and responsibilities, expectations of interaction VISION, LEADERSHIP AND COMMUNICATION PROCESS HOW DO YOU WORK WITH OTHERS? Collaborative process, clarity and transparency in decision making and clear performance targets CRAFTING AN INTENTIONAL PROCESS TOOLS HOW DO YOU SOLVE PROBLEMS? Analysis,data, strategies, life cycle assessments, iterations RIGHT TOOL AT THE RIGHT TIME PRODUCTS WHAT DO YOU USE? Technologies, strategies, things you buy and install ASKING THE RIGHT QUESTIONS © 2000 GreenShift Framework

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7 Group & Bill Reed

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Integrated Design Process (IDP) 7 Group & Bill Reed

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EXERCISE VISIONING : CURRENT STATE - GOAL STATE SPEND A MINUTE THINKING ABOUT A PARTICULAR GOAL THAT YOU WANT TO ACHIEVE OR INIATIATIVE TO PUT IN PLACE. THINK ABOUT WHAT STATE ITS IN NOW….AND WHAT THE IDEAL END GOAL IS. BREAK INTO GROUPS OF 3 OR 4 PEOPLE AND DISCUSS

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STARTING TO DEFINE THE PATH BETWEEN HERE & THERE… Engaged Stakeholders Level of Knowledge Clear Strategy & Implementation Plan Data and Info Established Networks Social & Econ. Systems ? CURRENT FUTURE

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WE CAN’T GET THERE FROM HERE IF WE DON’T UNDERSTAND THE GAPS… Policies not holistic Targets not quantified in context of impact Impacts not tracked Systems/infrastructure not well resourced Disconnects Dominate Policy extension of systems MEASURE everything Track holistically Feedback loops Good resources/systems Interdependence dominates CURRENT FUTURE

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EXERCISE <ul><li>STAKEHOLDER ANALYSIS - THREE TYPES OF RELATIONSHIPS </li></ul><ul><li>IDENTIFY THE FOLLOWING: </li></ul><ul><ul><ul><li>Direct actors: you engage in a 2-way relationship </li></ul></ul></ul><ul><ul><ul><li>Influencers: they impact you, you can’t engage them </li></ul></ul></ul><ul><ul><ul><li>Affected Parties: you impact them, they don’t engage you </li></ul></ul></ul>

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EXERCISE IN SMALL GROUPS: Describe your current process to achieve your goal. What needs to change in order to realize your ideal? What key indicators will let you know that things stay on track?

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STAKEHOLDER AND GAP ANALYSIS

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ELEMENTS OF SUCCESSFUL INITIATIVES <ul><li>Framing the Issues Effectively (strategic and communication) </li></ul><ul><li>Establish a Baseline - Gap analysis </li></ul><ul><ul><li>Economic, Environmental, Market Context, Social and Cultural, Financial, Policies and Procedures & Metrics </li></ul></ul><ul><li>Goal Setting </li></ul><ul><li>Build Skills & Capacity </li></ul><ul><li>Educate Educate Educate </li></ul><ul><li>Vision & Leadership </li></ul><ul><li>Align current and new Policies </li></ul><ul><li>Create Incentives / Consequences </li></ul><ul><li>Create or organize tools and resources </li></ul><ul><li>Establish Metrics, benchmarks and feedback loops - filtered through established Indicators </li></ul><ul><li>Address Relationships - systems, networks, collaboration </li></ul><ul><li>Outreach & Communication </li></ul><ul><li>Map an Intentional Process </li></ul><ul><li>Implementation Planning </li></ul>

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Skills

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SKILLS CRITICAL TO SUCCESS 7 elements of Collaborative Influence Interests Alternatives Options Objective Criteria Relationships (pattern of your interactions with people over time) Commitment Communication Speaking in order to be heard (facts, feelings, Identity) Listening Asking Q’s, Listening, Reflecting Back Ladder of Influence: Data - Observations - Inferences - Conclusions Leadership: Model the way, Inspire shared vision, Encourage risk taking & innovation, foster collaboration, encourage the heart (celebrate incremental successes) Facilitation: Right people at the table, Desired outcomes, Design agenda based on Desired Outcomes, Facilitate Communication using Listening Skills and manage group process. Fisher, “Getting To Yes”

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THANK YOU THE GREEN ROUNDTABLE NE X US 617-374-3740 www.nexusboston.org [email_address]

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16,000 subscribers and growing all the time 300,000 specifiers in network 12,000 visitors for training, networking, product showcases 200 events last year Exhibitor Showcase - 350 specifiers, designers, etc Like a mini-Greenbuild all year long!

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>98% Waste diverted from Landfill 35% Lighting Power Density Reduction OVERVIEW RATIONALE USGBC COMMERCIAL INTERIORS Green Roundtable’s Green Building Resource Center and Offices LEED Gold Green Roundtable, Owner Boston, MA 1920’s Building 10,000 s.f. fit out >5% Rapidly Renewable Materials >50% Energy for cooling

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BASELINE - identifying places to intervene in a system - mapping

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BASELINE - identifying places to intervene in a system - mapping

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SUCCESSFUL STRATEGIES FOR CITY POLICY Identifying and Classifying Barriers - a Bonding Experience! <ul><ul><ul><li>Lack of awareness – what sustainable design is and what it's benefits are </li></ul></ul></ul><ul><ul><ul><li>Perception that it is always more expensive to design with sustainable strategies. </li></ul></ul></ul><ul><ul><ul><li>Focus on programming space as a priority (over life cycle issues) </li></ul></ul></ul><ul><ul><ul><li>The schism between capital and operating budgets </li></ul></ul></ul><ul><ul><ul><li>Contractor/Subcontractor Qualifications </li></ul></ul></ul><ul><ul><ul><li>Lack of follow through- Review & Process & Monitoring (to understand the impact of building operations financially and environmentally) </li></ul></ul></ul><ul><ul><ul><li>Inappropriate payback expectations (short payback always more important – not considering other priorities) </li></ul></ul></ul><ul><ul><ul><li>User groups have their own standards that have nothing to do with sustainability. (and do not understand how sustainable strategies can address their needs) </li></ul></ul></ul><ul><ul><ul><li>Lack of public education </li></ul></ul></ul><ul><ul><ul><li>Misconception that green building HAS to cost more, don't understand that any building can be made more green. </li></ul></ul></ul><ul><ul><ul><li>Misconceptions of product performance (think 'green' products won't perform as well) </li></ul></ul></ul><ul><ul><ul><li>Lack knowledge about building operations by design professionals and users. </li></ul></ul></ul><ul><ul><ul><li>Risk aversion - Business as usual is safer even if it is wasteful or unhealthy. </li></ul></ul></ul><ul><ul><ul><li>Lack of shared knowledge of case studies (transfer of lessons learned). </li></ul></ul></ul><ul><ul><ul><li>Typical time/schedule and fees allocated do not allow for an appropriate design process. </li></ul></ul></ul><ul><ul><ul><li>No qualifications/standards exist for sustainable design. </li></ul></ul></ul><ul><ul><ul><li>It is difficult to quantify productivity and link to design. </li></ul></ul></ul><ul><ul><ul><li>Construction delivery system is a barrier to high quality and integrated design process. </li></ul></ul></ul><ul><ul><ul><li>There is a lack of enforcement of the current laws, never mind higher standards. </li></ul></ul></ul><ul><ul><ul><li>No standardizing of protocols for measuring performance exist. </li></ul></ul></ul><ul><ul><ul><li>Financial decisions are based on fact (unreliable data). We don’t record the facts - needs to have a central point of reference. Historical, Database, need accuracy </li></ul></ul></ul><ul><ul><ul><li>Deferred maintenance is a problem. </li></ul></ul></ul><ul><ul><ul><li>No system of standards used – like implementing LEED™ and tying to SBA points for public schools. </li></ul></ul></ul><ul><ul><ul><li>We don't use construction opportunities to model success (public buildings should be models). </li></ul></ul></ul><ul><ul><ul><li>Political pressure from special interest groups. </li></ul></ul></ul><ul><ul><ul><li>Lack of awareness about the enhanced productivity and improved air quality in green bldgs. </li></ul></ul></ul><ul><ul><ul><li>Frustrating sense of “re-inventing” the wheel with each new project. </li></ul></ul></ul><ul><ul><ul><li>Voters are unaware (of links between design decisions and impacts on environment, health and natural resources. Taxpayers vote funding and initiatives don’t get voted in. </li></ul></ul></ul><ul><ul><ul><li>No long-term monitoring of buildings exists, so we don't even know what were losing. </li></ul></ul></ul><ul><ul><ul><li>No mechanism or system exists to coordinate projects (and integrate sustainable strategies - manual or template). </li></ul></ul></ul><ul><ul><ul><li>Lack of incentives for high performance buildings (financial or other). </li></ul></ul></ul><ul><ul><ul><li>Agencies don’t know where to go for additional info and funding. </li></ul></ul></ul><ul><ul><ul><li>Design professionals need more education on sustainable strategies, building systems and energy modeling. </li></ul></ul></ul><ul><ul><ul><li>Disconnect between state's goals and translation to local municipalities. </li></ul></ul></ul><ul><ul><ul><li>New energy code doesn’t have energy budget. </li></ul></ul></ul><ul><ul><ul><li>No way to learn from other (states) successes and transfer that to our state. </li></ul></ul></ul><ul><ul><ul><li>Insufficient resources. Need to increase staffing (at SBA). </li></ul></ul></ul>

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SUCCESSFUL STRATEGIES FOR CITY POLICY Understanding Barriers - Lewin Force Field Analysis Change situation: “should I paint my house?” Recommend: Reduce barriers

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SUCCESSFUL STRATEGIES FOR CITY POLICY Understanding Barriers - Lewin Force Field Analysis <ul><li>To carry out a Force Field Analysis: </li></ul><ul><li>State the current situation </li></ul><ul><li>Describe the ideal situation </li></ul><ul><li>Identify where the current situation will go if no action is taken </li></ul><ul><li>List all the forces driving change toward your ideal situation </li></ul><ul><li>List all the forces resisting change toward your ideal situation </li></ul><ul><li>Interrogate all of the forces: Are they valid? Can they be changed? Which are the critical forces? </li></ul><ul><li>Allocate a score to each of the forces using a numerical scale e.g. (1) extremely weak (10) extremely strong </li></ul><ul><li>Chart the forces by listing (to strength scale) the driving forces on the left and restraining forces on the right. The chart allows one to visualize the forces at work and determine whether change is viable and progress can occur </li></ul><ul><li>The viability of the change program can be affected by decreasing the strength of the restraining forces or by increasing the strength of driving forces. Care needs to be exercised when increasing driving forces as this can create new, or increase the strength of existing restraining forces </li></ul>

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Organizational recognize that no system is perfect, human systems are dysfunctional - understand the culture and structural challenges Policies what is currently in place, disconnects/gaps and barriers. Inventory. Current implementation/success. Data what do you measure now, what does it tell you, what data do you have that you measure but don ’ t harvest. Can help inform your targets. In a city that ’ s 75% built up, obvious priority is existing building. Social and cultural tie to use of agriculture, housing(co-housing), etc Financial opportunities: including decision making, expertise (staff), authority and alignment of expertise and authority. Gap analysis, flow of decisions, authority – system mapping to see where to intervene. Barriers/opportunities BASELINE - identifying places to intervene in a system - mapping

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Baseline Vision Leadership Outreach Intentional Process: “ Task Force” Working Groups ------------------ Baseline cont Partnerships cont Recommendations Formulated Implementation Plan Begins Marketing Plan EDUCATION Metrics and Feedback Loops Implementation Intervention Education PR Internal systems & Capacity building A focused, well balanced group setting policy, with working groups focused on details supporting the overall process. INTENTIONAL PROCESS MAPPING - LIKE “ IDP ”