Pathways to Sustainability: Embedded goals to Strategic planning. Julie Newman, Director Yale Office of Sustainability
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1 Pathways to Sustainability: Embedded goals to Strategic planning Julie Newman, Director Yale Office of Sustainability
2 Strategic Planning to Implementation Strategy Implementation Impact Source: Betsy Bradley, GHLI 2
3 Characteristics of Sustainable Institutions What form of STRATEGIC PLANNING is needed at this stage? Transforming Pioneering Awakening Transitioning Time J. Newman in collaboration with L.Sharp
4 Characteristics of Sustainable Institutions What form of STRATEGIC PLANNING is needed at this stage? Transforming Pioneering Transitioning Transitioning Awakening Time J. Newman in collaboration with L.Sharp
5 Characteristics of Sustainable Institutions What form of STRATEGIC PLANNING is needed at this stage? Transforming Pioneering Transitioning Transitioning Awakening Time J. Newman in collaboration with L.Sharp
6 Characteristics of Sustainable Institutions Transforming Pioneering Transitioning Awakening Transitioning Time J. Newman in collaboration with L.Sharp
7 Embedded goals to Strategic planning
8 a. EMBEDDED GOALS INSTITUTIONAL b. EMBEDDED GOALS - DEPARTMENTAL c. LEED CERTIFICATION/STARS d. STRATEGIC PLAN e. ALL OF THE ABOVE
9 How would you classify your campuses commitment? Does this reflect the culture of the institution? *Can you do more? Did the process lead to distributed responsibility and ownership?
10 CASE STUDY: YALE UNIVERSITY
11 the charge Develop a three year plan that advances Yale s commitment to sustainability via quantitative targets and comprehensive standards. J. Newman
12 a. EMBEDDED GOALS INSTITUTIONAL c. LEED CERTIFICATION/STARS J. Newman
13 Greenhouse Gas Emissions J. Newman
14 New Buildings, Renovations and Laboratories Amistad Street Building LEED Gold Sculpture Building - LEED Platinum SHM I-1 Laboratory LEED Gold CI Kroon Hall LEED Platinum designed J. Newman
15 d. STRATEGIC PLAN
16 J. Newman
17 b. EMBEDDED GOALS - DEPARTMENTAL
18 Departmental Planning
19 a. EMBEDDED GOALS INSTITUTIONAL b. EMBEDDED GOALS - DEPARTMENTAL c. LEED CERTIFICATION/STARS d. STRATEGIC PLAN e. ALL OF THE ABOVE
20 Sustainability Task Force members Biodiversity, Land and Water Campus Planning, Design and Construction Cleaning and Maintaining Built Environment Energy Systems Environmental Health and Safety Finance and Business Operations Information Technology Services Administrative Systems and Processes Procurement Transportation Systems Waste Management Food and Dining Services Other West Campus Office of the Provost Office of Public Affairs
21 Earth Systems Earth Systems J. Newman
22 Earth Systems Earth Systems J. Newman
23 Water Use Procurement Food and Dining Services Cleaning and Maintenance Transportation J. Newman
24 Water Use Procurement Food and Dining Services Cleaning and Maintenance Transportation J. Newman
25 Transportation Water Use Education and Engagement Earth Systems Administrative Systems Campus Systems Food and Dining Services Procurement J. Newman
26 Yale Sustainability Strategic Plan Campus Systems Campus Planning, Building Design and Construction Waste Management Transportation Food and Dining Services Environmental Health and Safety Earth Systems Energy and Greenhouse Gas Emissions Water Use Land Management Administrative Systems Finance and Business Operations Procurement Cleaning and Maintenance Education and Engagement J. Newman
27 Yale Sustainability Strategic Plan Campus Systems Campus Planning, Building Design and Construction Waste Management Transportation Food and Dining Services Environmental Health and Safety Earth Systems Energy and Greenhouse Gas Emissions Water Use Land Management Administrative Systems Finance and Business Operations Procurement Cleaning and Maintenance Each linked to a goal, a series of tactics, a department, a person, a date. Education and Engagement J. Newman
28 CULTURE OF THE PLACE
29 How well do you know your university?
30 Yale Corporation Chaplain President Athletics Investments Presidents Office Masters Yale College Dean Graduate School Dean Professional School Deans Vice President & Director of New Haven & State Affairs & Campus Development Office of New Haven & State Affairs University Properties Construction & Renovation Facilities Operations Municipal Government Relations State Government Relations Community Relations Neighborhood Partnerships Public School Partnerships Vice President & Secretary Secretary s Office Association of Yale Alumni Public Affairs Commencement Office Corporation Secretary International Affairs International Students & Scholars Marketing & Licensing Programs Digital Dissemination President s Council on International Activities Sustainability University Council University Police Department University Printer University Security Programs Visitor Center Vice President & General Council Office of the General Counsel Federal Relations Enterprise Risk Management Provost Provost s Office Faculty of Arts & Sciences Yale College Graduate School of Arts & Sciences School of Architecture School of Art Divinity School School of Drama School of Engineering & Applied Science School of Forestry & Environmental Studies Law School School of Medicine School of Music School of Nursing School of Management School of Public Health Institute of Sacred Music Institution for Social & Policy Studies MacMillan Center Cooperative Research Environmental Health & Safety Health Services Institutional Research University Library Art Gallery British Art Center Collection of Musical Instruments Institute for Biospheric Studies Peabody Museum Yale-New Haven Teachers Institute Whitney Humanities Center Center for the Study of Globalization Center for Language Studies Yale World Fellows Program Office of Digital Infrastructure Vice President Finance & Business Operations Business Operations Business Transformation Finance Capital Budgeting Controller Funds Management Internal Auditing Procurement University Budget Student Financial & Administrative Services Dining Services Information Technology Services Research Administration Grants & Contracts Administration Research Compliance Vice President Development Office of Development Annual Fund/Reunion Giving Principal Gifts Major Gifts Special Gifts Parents Annual and Capital Gifts Corporate & Foundation Relations for Science, Technology, Business Foundation Relations for Humanities, the Arts, International Planned Giving Marketing & Communication Information & Support Services School/Department Development Offices: Architecture Art Divinity Drama Forestry& Environmental Studies Graduate Medicine Nursing Art Gallery Vice President HR & Administration Human Resources Administration Vice President West Campus Planning & Program Development
31 How are decisions currently made? How does a decision framework that advances sustainability need to function on your campus? J. Newman
32 CORE INSIGHTS
33 It is a paradoxical but profoundly true and important principle of life that the most likely way to reach a goal is to be aiming not at that goal itself but at some more ambitious goal beyond it. CARBON -Arnold Toynbee NEUTRALITY? J. Newman
34 Accountability WHO? WHAT? WHEN? HOW? J. Newman
35 Strategic Planning Process Diagnostic Phase (Data Gathering) Monitoring, Evaluation, Accountability Visioning (Values, Mission, Vision) Action Planning (Affecting Change) Goals Setting J. Newman
36 An approach to strategic problem solving 1. Define the problem 2. State the objective Start with the end in mind 3. Conduct a root cause analysis 4. Develop possible strategies 5. Compare strategies on common criteria 6. Select a strategy 7. Create implementation plan 8. Create evaluation plan Source: Betsy Bradley, GHLI J. Newman 36
37 Kotter s Errors: Failed change management LACKS Urgency Guiding Coalition Vision Undercommunicating the vision Removal of obstacles to the vision Systemtic planning for short term wins A sense of when to claim victory [too soon] Changes not anchored in culture J. Newman
38 What has the strategic planning process meant to individual staff members? How has it changed the work environment? What three words would you use to describe the process? When/how to begin planning for the next round? J. Newman
39 WHAT DOES IT TAKE TO TRANSFORM? J. Newman
40
41 Implementation Julie Newman, Director Yale Office of Sustainability
42 Strategy to Implementation Strategy Implementation Impact Source: Betsy Bradley, GHLI 42
43 Implementation: Purpose Achieve goals Establish accountability Raise awareness Change behavior Sustain momentum Learn J. Newman
44 Implementation: Purpose Achieve goals Establish accountability Raise awareness Change behavior Sustain momentum Learn Paradigm shift Integration Transformation J. Newman
45 Unhelpful separation & Hierarchy STRATEGY - Leadership - Intellect - Decisions - Future planning IMPLEMENTATION - Management - Practical - Execution - Here and now Source: Betsy Bradley, GHLI 45
46 DUALITIES
47 Critical tensions Local - Global Real World - Digital World Business & Society -Environment Zero Sum - Expand the Pie Power - Influence Operational Efficiency - Creative Disruption Source: IBM Institute for Business Value
48 Critical tensions Foundational - Visionary Campus Growth Reduce Consumption Incremental Systemic Short Term - Long Term J. Newman
49 CHALLENGES HOW MUCH OF THE ROLE IS MAINTAINED? HOW MUCH IS DISTRIBUTED? WILL THE SOLUTIONS BE DONE IN THE WAY YOU INTENDED FOR IT TO BE? WHAT IS THE FEEDBACK LOOP? WHAT IS YOUR TIMELINE FOR ACCOUNTABILITY? J. Newman
50 THE INSTITUTION & THE INDIVIDUAL
51 Advancing goals: Institutional to Individual By Design: Institutional By Action: Individual
52 Advancing goals On-board Interested but need guidance By Action: Individual Willing to respond to institutional requirements Resistant to Change By Design: Institutional Policies Standards Guidelines Requirements J. Newman
53 CORE INSIGHTS
54 CORE INSIGHTS RISKS Failure, costs, unknown TENSIONS - Dualities CYCLES OF STRATEGIC PLANING RELATIONSHIPS Evolution of Stating this goal Reshaped the way we think Establishing a standard for the solutions J. Newman
55 Engaging resistance to change Expected in any problem-solving action Understand the resistance Growing resistance can be a sign that the change is in fact starting to take place Anticipate resistance and develop plan for engaging with it and managing it Source: Betsy Bradley, GHLI 55
56 Monitor Evaluate Report Report
57 Characteristics of Sustainable Institutions What type of IMPLEMENTATION STRATEGY is needed at each phase? Transforming Pioneering Transitioning Transitioning Awakening Time J. Newman in collaboration with L.Sharp
58 Characteristics of Sustainable Institutions What type of IMPLEMENTATION STRATEGY is needed at each phase? Transforming Pioneering Transitioning Awakening Transitioning Time J. Newman in collaboration with L.Sharp
59 Characteristics of Sustainable Institutions What type of IMPLEMENTATION STRATEGY is needed at each phase? Transforming Pioneering Transitioning Awakening Transitioning Time J. Newman in collaboration with L.Sharp
60 Implementation: Julie Newman, Director Yale Office of Sustainability
61 Strategy to Implementation Strategy Implementation Impact Source: Betsy Bradley, GHLI 61
62 Implementation: Purpose Achieve goals Establish accountability Raise awareness Change behavior Sustain momentum Learn J. Newman
63 Implementation: Purpose Achieve goals Establish accountability Raise awareness Change behavior Sustain momentum Learn Paradigm shift Integration Transformation J. Newman
64 Unhelpful separation & Hierarchy STRATEGY - Leadership - Intellect - Decisions - Future planning IMPLEMENTATION - Management - Practical - Execution - Here and now Source: Betsy Bradley, GHLI 64
65 DUALITIES
66 Critical tensions Local - Global Real World - Digital World Business & Society -Environment Zero Sum - Expand the Pie Power - Influence Operational Efficiency - Creative Disruption Source: IBM Institute for Business Value
67 Critical tensions Foundational - Visionary Campus Growth Reduce Consumption Incremental Systemic Short Term - Long Term J. Newman
68 CHALLENGES HOW MUCH OF THE ROLE IS MAINTAINED? HOW MUCH IS DISTRIBUTED? WILL THE SOLUTIONS BE DONE IN THE WAY YOU INTENDED FOR IT TO BE? WHAT IS THE FEEDBACK LOOP? WHAT IS YOUR TIMELINE FOR ACCOUNTABILITY? J. Newman
69 THE INSTITUTION & THE INDIVIDUAL
70 Advancing goals: Institutional to Individual By Design: Institutional By Action: Individual
71 Advancing goals On-board Interested but need guidance By Action: Individual Willing to respond to institutional requirements Resistant to Change By Design: Institutional Policies Standards Guidelines Requirements J. Newman
72 CORE INSIGHTS
73 CORE INSIGHTS RISKS Failure, costs, unknown TENSIONS - Dualities CYCLES OF STRATEGIC PLANING RELATIONSHIPS Evolution of Stating this goal Reshaped the way we think Establishing a standard for the solutions J. Newman
74 Engaging resistance to change Expected in any problem-solving action Understand the resistance Growing resistance can be a sign that the change is in fact starting to take place Anticipate resistance and develop plan for engaging with it and managing it Source: Betsy Bradley, GHLI 74
75 Monitor Evaluate Report Report
76 Characteristics of Sustainable Institutions What type of IMPLEMENTATION STRATEGY is needed at each phase? Transforming Pioneering Transitioning Transitioning Awakening Time J. Newman in collaboration with L.Sharp
77 Characteristics of Sustainable Institutions What type of IMPLEMENTATION STRATEGY is needed at each phase? Transforming Pioneering Transitioning Awakening Transitioning Time J. Newman in collaboration with L.Sharp
78 Characteristics of Sustainable Institutions What type of IMPLEMENTATION STRATEGY is needed at each phase? Transforming Pioneering Transitioning Awakening Transitioning Time J. Newman in collaboration with L.Sharp
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