The Harvard Green Campus Initiative

The Harvard Green Campus Initiative
Leith Sharp Director, Harvard Green Campus Initiative

Harvard Green Campus Initiative: Organizational Chart
2000 Co-Chair Faculty, Harvard School of Public Health Prof. Jack Spengler Director, Leith Sharp Co-Chair Assoc. VP, Facilities & Environmental Services Tom Vautin a

Started Small and Grew As the Savings Grew
Base Program Funding Total HGCI Full Time Staff Annual University Savings FY01 $ 80,000 1 FY02 $264,000 4 $400,000 FY03 $648,000 8 $700,000 FY04 $890,000 11 $1.5 million FY05 $857,000 $3 million FY06 $1,155,000 16 $5 million FY07 $1,700,000 19 $6+million FY08-FY10 $2,000,000 24+ $7+million

The Harvard Green Campus Initiative
High Performance Building Service 2 Managers 6 Coordinators Campus Energy Reduction Programs - Labs Co-Chair Faculty, Harvard School of Public Health Prof. Jack Spengler 1 Manager, Medical and Public Health Schools 1 Coordinator, Faculty of Arts and Science 1 Assistant Residential Green Living Programs 19 Full-time Staff 40 Part-time students Director, Leith Sharp 1 Manager, Undergraduate Program 1 Coordinator, Graduate Program 40 part-time student employees HGCI Base Program Staff Co-Chair Assoc. VP, Facilities & Environmental Services Tom Vautin 1 Manager, Business Organization and Communications 2 Web staff 2 Special Projects Assistant HGCI Courses at Harvard Extension School Sustainability – The Challenge of Changing Our Institutions Green Building Design, Construction and Operations ♦ FY07Operating Cost = $1.6million ♦ Annual Savings = $6+ million & 90+ million pounds of CO2 20% Office of President and Provost & central administration sources. 80% from fee for service partnerships funded on the basis of extensive savings

HGCI Strategies for Organizational Transformation

10 Elements of Organizational Transformation
Change Attitudes and Assumptions Pilot and Expand New Practices Engage People and Foster New Capacities Research and Feasibility Process Improvement Leverage Leadership Reform Finance and Accounting Structures 8. Remove the Need for Conscious Attention 9. Adopt Accountability Frameworks 10. Institutionalize Continuous Improvement

1. Change Attitudes and Assumptions

The Transformation of Hearts and Minds that Underpins Effective Organizational Transformation for Sustainability at Harvard There is no problem because….the planet is an infinite source of resources with an infinite capacity to absorb our pollution There is a problem but it’s not mine because…..what I do has little impact on the planet, I just don’t count, my influence is too small There is a problem, I am involved, I probably could do something except it’s so hard……I can’t get the funds, I don’t know how, I don’t have the time, I keep forgetting, my manager doesn’t seem to want it, there’s no reliable alternative, it’s too risky, I don’t get evaluated on it etc There is a problem and I am fully engaged in working on my part of the solution in every way possible!

Transform Attitudes and Assumptions Green Buildings at Harvard: Shifting Attitudes There are so many different green building standard we don’t even know where to start or what green building means! LEED is a waste of time. It is a point chase that diverts money a effort form achieving real action. LEED is helpful but the certification is too difficult and costly. We can use LEED but not bother with the certification We can do this with the streamlined approach and support of the HGCI but LEED Gold is still just too expensive. We shouldn’t go beyond silver. 2000-1 2002-3 2004-5 2006-8

2. Pilot and Expand New Practices

2. Pilot and Expand New Practices
Occupancy sensor driven temperature Setbacks Biodiesel in University Shuttles Ground Source Heat Pumps Green Cleaning

Harvard University Diesel Emission Controls For Construction Equipment
Harvard Emissions Spec Retrofits - 60HP+ onsite 20+ working days EPAs verified list, or approved by Harvard Ultra Low Sulfur Deisel. Preference for biodiesel, ethanol Anti-idling, equipment location, electric equipment

Green Building at Harvard :History
2. Pilot and Expand New Practices Pilot and Expand New Practices Green Building at Harvard :History 2001: HGCI initiates first 3 pilot LEED projects 2001 2004 2005 2006 2007 7 LEED Projects 2 Certified 5 Registered 16 LEED Projects 4 Certified 12 Registered 21 LEED Projects 5 Certified 16 Registered 26 LEED Projects 7 Certified 19 Registered

3. Engage People and Foster New Capacities

3. Engage People and Foster New Capacities Allston Science Center
Building Name LEED Rating Aldrich Hall HBS Attempting CERTIFIED Byerly Radcliffe SILVER Hamilton Hall GOLD Wyss Hall 5 Cowperthwaite St. HRES 10 Akron St. Attempting GOLD Allston Science Center ADG Gallatin Hall Building Name LEED Rating Gallatin Hall HBS Attempting GOLD McCollum Hall (LEED-CI) Northwest Corner HLS Rockefeller Hall Divinity Weld Hill Arnold Arboretum 2 Grant Street HRES Attempting PLATINUM (LEED-H) The HGCI Provides LEED project management for all Harvard LEED Projects: Fostering New Capacities Inhouse

Harvard Dining Services
Dunster / Mather Kitchen and Serveries LEED Silver Certified First Institution Kitchen to Achieve LEED, Dual-Flush Toilets, Melink Variable Speed Drive Stove Hoods, Composting System Harvard Dining Services

Harvard Business School
Aldrich Hall LEED Silver Pending Campus Lighting Master Plan, Preferred Parking for Fuel Efficient Vehicles, Green Cleaning Program, high performance ventilation 13 Filters, 80% C&D Waste Diversion Harvard Business School

Harvard Business School
Hamilton Hall, Harvard Business School LEED Gold Pending Occupancy Sensor Controlled Thermostats, $370,000 of Plyboo Furnishings, Tested Low-Flow Shower Heads Before Selecting Symmons 2.0, HGCI Performed Daylight and Views Calcs. Harvard Business School

Weld Hill Research Center Seeking LEED Gold
Closed loop geothermal system for heating and cooling, ventilation rates for lab space designed to 6 air changes per hour with night time set-back

LEED Platinum Certified
46 Blackstone LEED Platinum Certified Submitted to USGBC in September, 55 Points Pending – 52 Required for LEED Platinum, Highest energy performance of any Harvard LEED building, bioswale, energy efficient elevator University Operations Services

Harvard School of Public Health
Landmark Center, HSPH LEED Certified 42,000 Build-Out, Underfloor Air Distribution, Digitally controlled Lighting w/T-5 Lamps Harvard School of Public Health

Allston Development Group
First Science Center Seeking LEED Gold Highest energy performance goal of any lab design at Harvard, careful attention to materials selections, onsite stormwater re-use Allston Development Group

- solid waste - energy use (and waste) - computer info in offices - lights – we all see them on in bathrooms - printing single sided, wasted paper - buying inefficient products (ex. Halogen lights in dorms) - Wasting water – letting it run

Occupant impacts on building operations & environmental impacts - solid waste - energy use (and waste) - computer info in offices - lights – we all see them on in bathrooms - printing single sided, wasted paper - buying inefficient products (ex. Halogen lights in dorms) - Wasting water – letting it run

Inter-Dining Hall Competition: 500+Dining Staff
3. Engage People and Foster New Capacities PEER TO PEER PROGRAMS HUDS – Green Skillet Inter-Dining Hall Competition: 500+Dining Staff In 2007 The winning kitchen reduced electricity use by 23%

3. Engage People and Foster New Capacities PEER TO PEER PROGRAMS
Residential Green Living Programs 9,000+ students from the College, Harvard Business School, Harvard Law School, Kennedy School of Government To reduce the environmental impact of dorm life at Harvard through… Major focuses Electricity, heating, & water efficiency Reduce waste through re-use and recycling Sustainable dining 40 paid student employees Peer education, and awareness. Practical projects in the dorms. Collaboration w/ administration to identify barriers to conservation.

In the College Quantified savings are now well over $400,000/year.
>13.8% reduction in electricity use of dorms by 2007 >4% reduction in fuel for heating 33% reduction in food waste 25% increase in recycling $50,000 annual water savings >60% reduction in move-out trash >$75,000/year of reusable items salvaged and resold by REP and Habitat

3. Engage People and Foster New Capacities Targeted Behavioral Change
SHUT YOUR SASH COMPETITION Harvard Medical School Faculty of Arts and Sciences Over $250,000 of energy savings from this targeted competition

2006 Online Sustainability Pledge
3. Engage People and Foster New Capacities Large Scale Social Marketing Campaigns 2006 Online Sustainability Pledge Last year over 7,000 people signed! Harvard Real Estate Services – 3 complexes (1,800 tenants) – 10 REPs Harvard Law School – 8 dorms (700 students) – 4 REPs Harvard Business School – 5 dorms (420 students) – 6 REPs - 5,700 people pledged to turn off computers and lights at night. - 5,400 people pledged to enable sleep mode on their computer. - 3,700 people pledged to buy at least 30% recycled paper. - 4,600 people pledged to double-side copies. - 3,821 people pledged to bring their own coffee mug.

4. Continuously Diagnose and Address the
Weakest Links in Every Process

5. Process Improvement

Continuously Diagnose and Address the Weakest Links in Every Process
5. Process Improvement Did someone leave and momentum lost? Do we need some in time research? Is there some unfounded perception of risk or misunderstanding preventing engagement? Do we need more management support? Did we consider life cycle costs, rebates, grants, integrated design related savings etc? Has it fallen off the agenda due to other priorities? Is the bigger picture still being addressed? Does anyone have the time to project manage this properly? Does something have to be done and no else knows how to do it? Are we re-inventing the wheel instead of using what’s been done already? Are we missing someone important at the table? Continuously Diagnose and Address the Weakest Links in Every Process

5. Process Improvement Process Quality Control & Continuous Improvement Ten Commandments for Cost Effective Green Building Construction & Renovations Commitment Leadership Accountability Process Management Integrated Design Energy Modeling Commissioning Plus Specifications Life Cycle Costing Continuous Improvement

5. Assessment, Research and Development

Renewable Energy Research and Development
Harvard Purchases renewable energy certificates to offset `10% of its electricity related emissions. Harvard has 6 ground source heat pump systems The HGCI now runs a renewable energy program to research and develop business models for: Biomass Photovoltaic Solar thermal Deep well geothermal Large and small scale wind Carbon offsets The numbers – - 20,000 MWh, 7% of total electrical load NOTE – RECs are purchasing the “environmental attributes” of renewable energy – not purchasing actual electrons from renewable sources “Renewable energy certificates (also known as RECs, green tags, green energy certificates, or tradable renewable certificates) represent the technology and environmental attributes of one megawatt hour of electricity generated from renewable sources. These attributes may be sold separately from the associated electricity. If the attributes are separated from the associated electricity, the electricity is no longer considered "green." “ a

Cost of LEED Credits at Harvard by HGCI
Over 20 LEED Projects at Harvard show that there are 34 credits and 6 prerequisites that can be achieved at no added cost if the process is managed effectively. Included in this number are 9 credits that all Harvard projects immediately get. Silver = 33 Gold = 39 Platinum=52

6. Leverage Different Leadership Contributions

6. Leverage Different Leadership Contributions
Grass Roots Students, building Managers, facilities staff, project managers, custodial, transport & procurement staff CONFIDENCE & CAPACITY Top Level Leadership President, Provost, Deans, VP’s AUTHORITY Upper Middle Management 2nd Level Deans, Associate VP’s, CFOs, COO - Planning SYSTEMS INTEGRATION Capital Approvals Systems Finance & Accounting University Contracts

7. Reform Finance and Accounting Structures

Accounting Structures Are Getting in the Way of
Best Financial Practice Barrier: Accounting structures are driving inefficient design and operations by limiting the appropriate movement of investments and savings Capital Budget Managers Maintenance Budget Managers Human Resources Managers Utility Budget Managers

Green Campus Loan Fund $12 Million Fund - interest free capital for high performance projects Existing Buildings New Construction 5 Year Payback Maximum Full project funded Can bundle projects Simple payback used 10 Year payback maximum Cost premium of high performance option funded Life Cycle Costing used

Green Campus Loan Fund $12 Million Fund - interest free capital for high performance projects Existing Buildings New Construction $12 million interest-free capital for conservation projects $10+ million lent since 2000 +170 projects 30% average return on investment

Harvard Green Campus Loan Fund
GCLF vs. Harvard Endowment Fiscal Year 2007 Return on Investment – 23.0% Overall value of the University’s endowment = $34.9 billion.

Provide Financial Access to the Champions

NEXT: Instituting Life Cycle Costing
A method of project evaluation in which all costs arising from owning, operating, maintaining and ultimately disposing of a project are financially evaluated in the decision making process. ► New Construction ► Major Renovations ► Capital Projects ► Routine Replacements or Upgrades Loan commitments - $2.1 million Annual savings - $677,287 Rebates/Grants - $367,727 Average Payback – 3.6 years* Average ROI – 35.1%* *Excludes PV project payback and ROI

Designing Programs for the Way We Are
8. Remove the Need for Conscious Attention by Institutionalizing New Practices

8. Remove the Need for Conscious Attention by Institutionalizing New Practices 5% Conscious Behavior

8. Remove the Need for Conscious Attention by Institutionalizing New Practices EXAMPLES: Integrate new practices into contracts and specifications ASAP Redefine position descriptions, performance reviews and training programs Implement prompts & visible cues to trigger behavior (signs, bins, automated s) Imbed new metering and verification systems into annual ongoing processes Establish routines of regular meetings and agenda items

9. Adopt Accountability Frameworks

Life Cycle Costing Finance and Accounting Frameworks GHG Reduction Targets Green Building Standards

HARVARD Green Building Guidelines Projects Over $5 million
Capital projects exceeding $5 million will seek minimum LEED Silver certification. Harvard University requires a number of LEED credits to be treated as pre-requisites An “Integrated Design” approach is to be adopted. Life Cycle Costing assessment is to be conducted throughout the project Energy modeling is required Adopt an ongoing commissioning approach for the life of the building.

Allston’s DRAFT Sustainable Design Guidelines ALLSTON SUSTAINABILITY GOALS LEED Gold for All Buildings % Reduction in Building Energy Use % Less GHG per Heating, Cooling and Power related MMBTU than 2006 % of Renewable Energy % Reduction in Potable Water Use Treat / Use % of Stormwater On-site % of Parking Underground Bus and Shuttle Stops w/in 1 Minute of All Buildings Diesel Emissions Controls on All Construction Vehicles % of Landscaping w/Native Species

University-wide Taskforce Being Established to Develop GHG Reduction Goals by June 2008.

Summary of Ivy GHG Commitments April 2008
Brown University 42% below 2007 baseline by 2020 Columbia University 30% below 2005 levels by 2017 [in line with PlaNYC] Cornell University Signed Presidents Climate Commitment. Will have strategic plan including timetable in 2009 (already have 7% below 1990) Harvard University In development University of Pennsylvania Signed Presidents Climate Commitment. Will have strategic plan including timetable Sept 2009 Princeton University 1990 levels by 2020 (18% reduction from 2007) Yale University 43% reduction from 2005 (10% below 1990) by 2020 Ivy Plus Sustainability Meeting 2008 Campus GHG Report

10. Institutionalize Continuous Improvement

Sustainability Commitment Implementation Commitment
Harvard Campus-Wide Sustainability Principles Sustainability Commitment Harvard University is committed to continuous improvement in: • Demonstrating institutional practices that promote sustainability. • Promoting health, productivity and safety through building design & campus planning. • Enhancing the health of campus ecosystems & increasing the diversity of native species. • Developing planning tools to support triple bottom line decision-making. • Encouraging environmental inquiry and institutional learning throughout the University. Establishing indicators for sustainability for monitoring & continuous improvement. Implementation Commitment Continue Harvard Green Campus Initiative Integrate into Harvard’s Capital Approvals process Establish indicators for monitoring progress Integrate into annual financial reporting processes “As we plan for the future, these principles will set a strong course that will benefit Harvard and promote responsible growth and environmental quality in our community.” President Lawrence H. Summers, Harvard University Gazette, October

Continuous Improvement in Green Building : Reduced Costs, Streamlined Certification, Staff Expertise, Information Resources, LEED accredited staff Harvard now has 26 LEED registered or certified buildings Trial Design Process Building Project Evaluation Recommend Recommendations Trial Design Process Building Project Evaluation Recommend Recommendations 2002 2004 2005 Harvard Green Building Commitments Harvard strives for LEED Silver minimum for all building renovation and construction The Allston Development Group has committed to LEED Gold for all buildings in Allston HBS has committed to LEED Gold for all building renovations and construction

Implementation Tools Technologies & Products Case Studies LEED Submittals HGCI Services

To Learn More About The Harvard Green Campus Initiative:
Contact: Visit our website Subscribe to our newsletter – Spring 2007 now available We offer Distance learning courses through Harvard Extension School: ENVR –E117 Organizational Change for Sustainability. ENVR –E119 Green Building Design, Construction and Operations See:

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