Student Handbook December 2014
Information for students taking part in the Green Consultant Programme including aims, training style, course outline and further reading.
Contents Welcome…………………………………………………………………….1 Overview of Training…………………………………………………..2 Programme Outline and Recommended Reading……….3 Meeting Your Client…………………………………………………….6 Working up the Project Brief……………………………………….8 Conducting the Audits Energy Audits……..…….………………………………………………10 Carbon Accounting…..………………………………………………18 Waste………………………….……………….……………………………20 Water Audits………………….………………………………………….22 Organisational Analysis…..…………………………………………24 Change Management…………………………………………………27 Presenting Your Results and Recommendations………..33 Further Reading………………………………………………………..36
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WELCOME TO GREEN CONSULTANTS What are the aims of Green Consultants? The Green Consultants Programme aims to provide you with:
» Skills and knowledge to be effective change agents within organisations » Increased confidence and effective approaches to operating in a professional context » Experience in managing your own project brief and opportunities within the environment sector » A network of people who are passionate about creating change
The Green Consultants training has five main learning areas:
1. Environmental issues and responses 2. Environmental auditing 3. Communication for change 4. Behaviour change 5. Analysis and action planning for sustainability in the workplace.
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OVERVIEW OF THE TRAINING
We assume that you have basic understanding of environmental issues and a desire to work within organisations to create change. Green Consultants focuses on what to do when you walk into an organisation, and how to create change through day-today interactions, communication and behaviour change. Green Consultants aims to provide you with training and experiences that allow you to become an effective change agent. We have provided some recommended reading for you to consider before the course starts. What are we not trying to do! Green Consultants training is oriented to the real world and how to practically work towards sustainability, given that's the context we need change in! In the time available we are not able to go into full depth or detail on sustainability science, organisational approaches or the business case for sustainability. But we can provide a solid overview and a strong, critical introduction to organisational environmental change and other issues which will support you to then learn more through your OnCampus Sustainability Project, Internship experience and beyond. Green Consultants focuses on working to create change within organisations, but we acknowledge that this should not be the only approach. Lobbying, development of legislation, community-based projects and other approaches are all equally important, but we do not address these in any detail (if at all) during this course. What is our training style and approach? Green Consultants trainers are not ‘teachers’, but rather facilitators who empower everyone to contribute to the learning of the group. We take a practical, ‘hands on’ approach and emphasise ‘learning by doing’ during training. Our trainers bring their passion, experience working in sustainability and commitment to each session, and equally we expect that you as a participant will contribute as much as possible to discussion and activities. Where do our data sources come from? The data and figures used in our training come from a variety of sources including organisations we are collaborating with. Data sources are provided in the course outline along with relevant sites for recommended and further reading.
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PROGRAMME OUTLINE AND RECOMMENDED READING Day
Monday th
15 Dec
Content
Recommended Reading (RR) and further reading and data sources
Welcome and introductions Sustainability
RR: Our Key Case Study http://www.exeter.ac.uk/sustainability/
You will be an agent for change to ensure sustainable outcomes as part of this Programme. The first organisation you will learn to work for is the University and its management company.
Additional information Global network of principles: http://www.naturalstep.org/ Charity supporting cross sector http://www.instituteforsustainability.co.uk/
innovation:
ARCC (adaptation and resilience in context of change) Programme and UKCIP - http://www.ukcip.org.uk/adaptation-and-resilience-inthe-context-of-change-arcc-a-new-phase-begins/ Meeting your client
RR: Professionalism
Researching the organisation and your contact
http://www.youtube.com/watch?v=U00lTWjavHE
Setting up the initial client meeting
http://www.youtube.com/watch?v=kRSX8V0gY50
Prepping for the face to face meeting
http://www.youtube.com/watch?v=tWQgxQDZ2o4
Developing a project brief
Additional information
Stating the aims and objectives, time scales , limitations and the scope of your project brief
Effective Auditing: http://www.radpro.com/Bunker-audits.pdf
Energy Audit
http://www.youtube.com/watch?v=93zBw-uzumU
ISO 19011 Management Systems Auditing Project brief methodologies: http://www.prince-officialsite.com/ Additional information
Energy Auditing – producing a case study from a live walk through or auditing exercise
http://www.energysavingtrust.org.uk/ for tips and advice on saving energy.
Carbon Audit
Additional information
Carbon accounting – compile results from the Energy Audit and carbon auditing exercise
The Greenhouse Gas Protocol (GHG Protocol): http://www.ghgprotocol.org/
Carbon Trust Energy Management http://www.carbontrust.com/resources/guides/energyefficiency/energy-management
http://www.ghgprotocol.org/standards
Mandatory Carbon Reporting: http://www.carbontrust.com/resources/guides/carbon-
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footprinting-and-reporting/mandatory-carbon-reporting Comparison of Carbon Offset Standards: http://www.wwf.org.uk/filelibrary/pdf/carbon_offset_long.pdf Carbon Trust http://www.carbontrust.com/home Visual tool to demonstrate carbon usage: http://www.carbonmap.org/ Climate statistics from NCIC: http://www.metoffice.gov.uk/climate Tuesday 16 Dec
th
Water Audit
Additional Information
Water Auditing – producing a case study from through a case study auditing exercise
UK Government Future Agenda: https://www.gov.uk/government/uploads/system/uploads/attach ment_data/file/228861/8230.pdf Examples of competitors providing water audit sustainability consultancy in the UK: http://www.wrap.org.uk/content/rippleffect-water-efficiencybusinesses Data sources England and Wales Precipitation series from www.metoffice.gov.uk/hadobs
Waste Audit
Additional Information
Producing a case study from through a case study auditing exercise or live waste audit
Waste prevention programme for England: https://www.gov.uk/government/consultations/call-for-evidencewaste-prevention-programme-for-england The main delivery organisation in the UK helping government implement their priorities on resource efficiency http://www.wrap.org.uk/ Case Study: http://www.wrap.org.uk/sites/files/wrap/Spirit%20Case%20study. pdf Waste Production Must Peak This Century, Oct. 31, 2013 Nature
Organisational Analysis Understanding your client’s organisation, how it works, its drivers and looking at logical and practical ideas to tackle issues highlighted. Presentation Preparation
Additional Information Guidance and tools for embedding sustainability into decisionmaking and reporting processes http://www.accountingforsustainability.org/ EIRIS is a global leader in the provision of environmental, social, governance (ESG) research for responsible investors http://www.eiris.org/ Additional Information Effective Presentation Skills – My Career Zone / Resources Standards and benchmarking and comparisons: http://www.british-assessment.co.uk/services/isocertification/iso-14001-certification/
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http://www.iso.org/iso/catalogue_detail?csnumber=38381 DEFRA https://www.gov.uk/government/policies/makingsustainable-development-a-part-of-all-government-policy-andoperations DEFRA - Environmental Reporting Guidelines June 2013: https://www.gov.uk/government/uploads/system/uploads/attach ment_data/file/206392/pb13944-env-reporting-guidance.pdf Demonstration of carbon neutrality: http://www.bsigroup.co.uk/en-GB/PAS-2060-Carbon-Neutrality/ Wednesday 17 Dec
th
Change Management How to make friends and influence people, considering the role of the change agent, Drivers for staff change and behaviour change sessions
RR: Management Skills http://www.mhhe.com/business/management/buildyourmanage mentskills/updated_flash/topic5a/quiz.html Additional Information Behavioural profiling: http://www.123test.com/disc-personalitytest/ http://georgecouros.ca/blog/archives/3615
Presenting your results and recommendations Presenting environmental results and learning how to present your results to your clients along with recommendations and suggestions for change along with appropriate strategies to achieve this.
Additional Information Example of a local Case Study with outcomes: http://www.wrap.org.uk/sites/files/wrap/South%20West%20Wat er%20FM%20June%202014.pdf Papers proving data and trends: http://www.nature.com/
Presentations Live presentations to trainers on audit results – trainers objecting challenging suggestions etc – work needs to be done here. Group projects and internships
Additional Information Finding employment: www.exeter.ac.uk/careers/research/sector www.prospects.ac.uk/sectors www.totalprofessions.com/profession-finder/sector-summaries
http://www.exeter.ac.uk/careers/research/sector/earthreso urces/ http://www.nerc.ac.uk/skills/postgrad/policy/skillsreview/2012/ Conclusions / Graffiti Wall/ Close
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MEETING YOUR CLIENT Your role as a consultant will often mean that you are the face of the organisation you represent. Researching the organisation and your contact To be effective, preparation will be required before meeting your client. Do your homework Research your client’s organisation. This will help you to get under the skin of the company or organisation that you will potentially be auditing. Think about the client How senior is the person you are going to meet? Are they a decision maker? What to take You will need to make notes, so pad and paper– make sure they are appropriate! Pre-empt Think about the questions your client may ask you. What is Green Consultants? Why should I be interested? Steering the meeting Think about what you want out of the meeting and make a note of questions that you may want to ask. Appearance Dress appropriately. Best advice is to dress smart you can always dress down once you are there or call ahead and ask on dress code. Be on time!!!!! Always be on time. Your clients are busy people, and their time is precious. Be formal, be polite The first person you meet may be their PA or the company receptionist – be polite to them and don’t always assume that you can call your client by their first name, offer your hand by way of a handshake if appropriate, and wait to be invited to sit down. Taking notes/refer to your pre - planned questions Make notes - you need to be able to have a conversation and yet record key actions and dates. Agree a course of action Before leaving agree on the actions that you have asked your client to take and those that you will carry out. Follow up! Within 24 hours e-mail the client summarising what was discussed. 6
Confidentiality Apart from with other project team members and your managers, your projects with your clients are confidential. Care about confidentiality and information security, handle information with due care and discretion and protect information that is sensitive or confidential Interpersonal Skills A key part of interpersonal skills is being able to adapt your style to the way people communicate and interact. Being able to recognise this early on by observing key behavioural traits and body language will help you to: • • • • • •
Maximise your clients attention Improve your communication ability Achieve positive outcomes and interactions Build rapport and develop long term positive relationships Improve conflict resolution Increase efficiency
In addition to the above there are considerations to take into account in accordance with ISO 19011 Management Systems Auditing which includes for how auditors should conduct themselves. The salient points are included below but further detail can be found within the standard. Auditors must: Have integrity and be professional. Comply with all applicable legal requirements. Withstand the pressures that may be exerted and the influences that may affect your professional judgment. Present fair and truthful results. Make sure that audit results are fairly presented. Make sure that important concerns are reported. Exercise due professional care. Perform auditing tasks with due care and diligence. Make reasoned judgments in all audit situations. Care about confidentiality. Be independent and impartial. Be independent of the activities being audited. Be impartial and always be free of bias.
Use an evidence-based approach. Use an evidence-based approach to reach reliable and reproducible audit conclusions. 7
WORKING UP THE PROJECT BRIEF Effective Auditing The primary responsibility for ensuring that an audit is effective in serving its intended purpose rests with the auditor. A dictionary definition of “auditor” might be “one who examines with intent to verify” but the challenge is that those being audited often perceive the auditing process as unnecessary and counterproductive and auditors often fail to perform their jobs in an effective and professional manner. Making auditing is a waste of time. Being technically competent is only the beginning—to be a good auditor, you must also develop skills as a data gatherer, a judge, a consultant, and a salesman. You must prepare thoroughly for each audit, project a professional image, apply effective auditing techniques, avoid potential pitfalls, and communicate your conclusions clearly. Effective auditing is an acquired skill—one that requires lots of hard work. Effective Auditing: How to Be a Good Auditor Alan S. Bunker So to echo Alan S. Bunker, over and above being good auditor, a data gatherer, a judge, a consultant, and a salesman you are also a project manager. As such there are a number of project management tools that you may also want to look at.
PRINCE2 – project management methodology and certification. The planning, monitoring and control of all aspects of the project and the motivation of all those involved in it to achieve the project objectives on time and to the specified cost, quality and performance. Critical chain project management (CCPM) – method of planning and managing projects that puts more emphasis on the resources required to execute project tasks. Event chain methodology – is an uncertainty modelling and schedule network analysis technique that is focused on identifying and managing events and event chains that affect project schedules. Business Balls – a free depository of business planning and strategy tools
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Client Brief Template Conducted by: Client: Project Title:
Background Introductory paragraph detailing why the project is required.
Aims Outline what the project will do and achieve
Outputs Outline the outputs agreed between yourself and the client. Eg report, presentation, posters etc and what it will contain.
Timeline Important agreed dates (may include the following – this is not an exhaustive list!): Initial client meeting to discuss and agree brief: Meetings with key stakeholders: Initial report on findings: Final draft:
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CONDUCTING THE AUDITS ENERGY AUDITING Using the Energy Audit Template The Energy Audit template is a guidance document for conducting an audit. It covers generic items found in most buildings and offices. However, it is important to note that there may be variations or additions to what has been covered in the audit and these also need to be noted. When carrying out an audit it is important to engage with the occupants of the area in order to get as much information as you need. This process needs to be handled and managed and this is where the change management training can also be useful to apply to ensure you stay on track with the objectives and timings for the audit. It may be ‘on the day’ that certain areas are inaccessible for the audit. This always needs to be relayed back to the client as soon as possible. It may be that access can be provided at another time. As well as capturing the data in the audit template it is also useful to record information on sketch plans and to take photographs. These can be used as an ‘aide memoir’ once you come to write up your audit findings, and also can be used to illustrate any recommendations or points you wish to make in your report. The audit template looks at how space is used and the types of energy and energy using devices within that space. This can be taken a step further by quantifying the amounts of energy and the costs being used to give some hard facts and figures to back up or reinforce recommendations made from the walkthrough audit. Fuel bills can be used to calculate annual energy use. For gas and electricity, you should be able to get kilowatt-hour (kWh) figures straight from utility bills. Oil and LPG are usually billed in litres, so for oil multiply number of litres by 10.3 to get kWh, and for LPG multiply number of litres by 6.96 to get kWh. If you are auditing a space which comprises only part of the site for which your client is billed – for example an office – agree with them how this will apportioned. For example it could apply that the fuel bill is divided depending on floor space or the number of people using that area. Sometimes this methodology cannot be used or isn’t appropriate (such as when trying to encourage behaviour change). In these cases a more detailed audit of energy using appliances and equipment can be undertaken. Depending upon the industry and activity in which your clients organisation is involved it may be necessary to defer to a qualified specialist in terms of undertaking a more detailed energy audit calculating use. However, undertaking this in an office environment, covering basic equipment, is something that is within most individuals capability.
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Step 1 Decide with your client, in advance, the overall area which your audit will cover. Provide a plan with clearly marked boundaries so there is no confusion when you go to carry out the audit.
Step 2: Define the scope of your accounting audit with the client - What is the office area being covered, is it to include personal devices (eg mobile phones, speakers, cameras which may be used for legitimate office activity)? Do you need to account for working from home also for staff that have that ability. The audit could include appliances such as computers, lighting, printers, photocopiers etc, but not air conditioning, heating (unless portable electrical heaters), hot water. Count the number of each type of equipment. Computer monitors, hard disks and laptops need to be counted separately because these each draw different amounts of power. Lighting must be counted per tube or bulb, also noting where lights are clustered in banks (this applies to ceiling fittings). Step 3: Find the average power of each piece of equipment: Use a power meter to measure the average power (W) of each type of equipment in the audit. If a power meter is not available, do some research online to source manufacturers recommended power usage (note these will be on the ‘positive’ side) or determine an average value. Ask the user or estimate the number of hours each piece of equipment is switched on each day: It isn’t usually practical for a simple audit such as this to leave monitoring equipment plugged into numerous devices over a period of time. Therefore it is perfectly acceptable to ask the user to estimate an amount of hours that they use the equipment for. You may also have to apply assumptions as to how many items of equipment are in use at any one time and also how long they may be placed on standby of switched off. In order to calculate the number of hours a piece of equipment is switched on every day you will need to make several assumptions such as how many appliances are in use at any one time and whether equipment is switched off during lunch breaks and after hours. Please ensure the assumptions you apply are clearly recorded in your report and justifiable. Step 4: Calculate energy consumption: To find the amount of energy consumed by each type of equipment, multiply the number of pieces by their average power and the daily hours of operation. For those items such as PC’s printers, laptops etc you will also have to calculate their consumption in standby mode. For example, two 100 W devices left on for eight hours will consume 2 x 100 x 8 = 1600 watt hours (Wh). Add all figures to calculate the total daily energy consumption for equipment in the audit. Since energy consumption is typically expressed in kilowatt hours (kWh), you will need to divide this figure by 1000. For example, 5570 Wh = 5.57 kWh. Multiply by the estimated / known number of working days per year to calculate the total annual energy consumption for the office equipment. 11
Step 5: Convert to financial cost of energy to organisation: How much is the energy consumed in the office costing the organisation? Domestic rates for electricity are approximately 15.5p per kWh, although large users often receive discounted rates which can be found on copies of the fuel bills. You can show potential savings by running calculations again but changing the number of hours items are left on or by delamping one light from each bank. Alternatively suggest what behavioural changes may be required to reduce energy consumption by 10 %.
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Green Consultants Energy Audit Template Walkthrough Survey Address of Audit Location Date of Audit Auditor name(s)
Basic Detail Agreed Audit area (include room numbers, building ref etc) Description of what it is used for and surrounding area. (sketch plan) Occupancy Hours Fuel Source for electrical appliances Fuel source for lighting Fuel source for space heating Fuel source for water heating Weather conditions on date of survey
Building and Maintenance Information (May consider including sketch plan with information on such as location of windows doors, notes on locations of draughts etc) Are there any cold draughts from windows or doors? Are windows / doors double glazed? Does the audit area have a flat or pitched roof Is the roof properly insulated (Current recommended depth for mineral wool insulation is 27cm) Does the building have solid walls or cavity walls? Are the walls insulated Are there draughts from the floor? What is the flooring material?
Electrical Appliances Are computers switched off at the end of a working day or at weekends? Are photocopiers / printers switched off when not in use / at end of working day or at weekends? Are power save applications on computing, printing and copying equipment activated during working hours? Are printers / copiers set to print double sided? Is equipment clearly labelled so that users know 13
how to enable energy saving features / or are reminded to switch off? Are standby settings in use on any equipment? Are vending machines and water coolers left on outside of working hours? Is the water cooler thermostat working and set to the right temperature (12-15°C)? Is the fridge / freezer in good working order (are seals damaged, does door close properly etc)? Is the fridge / freezer defrosted regularly? Is the fridge / freezer located next to a heat source? Is the fridge / freezer thermostat set to the right temperature (2-4°C for fridge and -18°C for freezer) Is a kettle available for use? Is the amount of water boiled on a regular basis based on how much is needed or full kettle? Are any other electrical appliances in regular use which aren’t covered above. Are they being used efficiently?
Heating, Cooling and Ventilation Is the temperature in the audit area comfortable? (record temperature as well as users perceptions) Is the heating on / working? At what temperature? Are any portable heaters in use? Does the temperature vary throughout the day? Are any windows open whilst heating is on? Are room thermostats in use. If so are they working and set to the correct temperature (1920°C) Are radiators present – If so do they have thermostatic valves which are being used effectively) Are heating outlets (radiators / ducts etc) blocked? Is any heating pipework present? If so is it insulated? Is heating and air conditioning on at the same time in the audit area? Is heating on in unused spaces eg corridors or cupboards? Have there been any complaints that the audit area is too hot or too cold. Are people in the audit area dressed 14
appropriately for the time of year? Are blinds or curtains available to close at the end of the day during winter to cut down on heat loss? Are blinds or curtains available to close during summer to help avoid over heating? Is air conditioning on, but windows / doors open? Is air conditioning turned off at the end of the day (if so – what time)? Are air conditioning thermostats working and set to the right temperature (23-25°C)? Are any other measures in place not covered above (eg reflective film on windows to reduce solar gain, natural or automated ventilation, solar screens in architecture of building)?
Lighting (May want to consider plan of area showing lighting points and switches) Are lights on in empty rooms / unoccupied areas? (If so where?) Are lights on when daylight is sufficient? Are the windows / skylights clean? Are the light fittings clean? Are light switches clearly labelled? (Is it obvious to space users which switches apply to which lights)? Are automatic light controls in use? If so what are the settings? Is external lighting used? If so is this switched off during the day? Are low energy (CFL) light bulbs being used? Are lights located in appropriate places?
Water Heating Is the water set at the right temperature (not any hotter than 60°C)? Are hot water timers in use- if so are the timers set correctly? Are there any signs of leaks or dripping taps? Is associated pipework insulated? Are taps left running after use?
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Basic Office Audit: Calculating energy use in a space.
Item eg laptop
No.
Power (Watts) Active
Standby
Hours/day Active
Standby
Power/day (Whrs)
Total Whrs/day Working days/year Total Whrs/year (Total Whrs/day * Working days/year) Total kWhrs/year (Divide above by 1000 Total annual CO²-e kgs emission equivalent produced Total annual CO²-e tonnes emission equivalent produced Equivalent travel in average car (km)
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Annual Energy Use and Associated CO2 Emissions
Fuel bills can be used to calculate annual energy use and associated CO2 emissions. Simply multiply the annual use in kWh by the conversion facture for that fuel (gas, oil etc) to find out the tonnes of CO2. For gas and electricity, you should be able to get kilowatt-hour (kWh) figures straight from utility bills. Oil and LPG are usually billed in litres, so for oil multiply number of litres by 10.3 to get kWh, and for LPG multiply number of litres by 6.96 to get kWh. Fuel Gas Oil LPG Electricity
Annual Use (kWh)
Conversion Factor (tonnes CO2 per kWh)
Tonnes CO2
X
=
X X X
= = =
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CARBON MANAGEMENT AND ACCOUNTING Basic Carbon Accounting Step 1 Meet with client and establish what the client wants – or needs to achieve Agree which methodology is to be followed. Step 2 Establish Organisational boundaries – operational or equity / control approach? Step 3 Scoping Carbon Emissions: Scope 1 are direct carbon emissions from sources that your company owns or controls (e.g. emissions from combustion of boilers, furnaces and vehicles that you own/control; and emissions from chemical production in process equipment that the company own/control). Eg. Fuel combustion, includes natural gas for cooking and heating Scope 2 are indirect carbon emissions from the generation of electricity, heat or steam that is used by a company and has been bought in from elsewhere. Scope 3 are They are a result of an organisations activities but occur from sources that aren’t owned or controlled by the organisation (e.g. extraction and production of purchased materials, transportation of purchased fuel, and use of sold products and services).other indirect emissions. Eg. Flights, procurement, contracted vehicles, waste and everything else. These are things that an organisation may have no control over. Step 4 Collect Data as agreed with client – has to be practical to collect (particularly with Scope 3) and relevant: • • • •
Billing – Electricity, gas, oil, renewables Audit – measure power usage of appliances, manufacturers stated power usage Fuel or mileage records Air miles, food miles, staff survey, procurement records etc
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Step 5 Calculate Data (Litres of petrol, kWh electricity, GJ gas etc)
Emission (CO2) Factor X
From DECC http://www.ukconversionfactorscarbonsmart.co.uk/
Carbon Emissions X (in tCO2e)
Step 6 Think of creative ways in which to transform the carbon emission figures into those that will resonate with colleagues. Eg relating back to number of miles travelled in a car. Use the Greenhouse Gas Management Hierarchy to guide recommendations for reducing carbon emissions.
IEMA 2010
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WASTE AUDIT Waste audits are revealing and are particularly useful when trying to raise awareness within an organisation. Emphasising a product’s lifecycle is also a key tool as most organisations focus on the ‘bins and recycling’ disposal stage, when waste minimisation needs to have a much wider strategy that covers what an organisation buys (influencing the extraction and production stages), how products are used, as well as what happens to resources once they’re no longer used within an organisation. Step 1 Scope: Who, what and why – Prepare, research the organisation. - Who wants the audit and why? - What does the organisation do? - Who manages their waste? - Does background data from previous audits already exist? Step 2 Method: Pre planning is essential as staff need to be unaware of when an audit is taking place and a risk assessment will need to be completed. Consider the timing (and frequency) of the audit based on previous audits and how are you going to process waste streams and the classification of waste. Wear personal protective equipment and adhere to Health and Safety Procedures when collecting, sorting, weighing and disposing of the waste. Separate waste into different streams and collect into clear plastic bags. Weigh and calculate volume (The volume (V) can be measured using the height (H) and radius (R) of the waste in the container (V=2pRH)) and record all information on a data sheet and note observations. Dispose of all audited waste appropriately Step 3 Review: Review the data and validate it against existing and comparable data; generate annual figures if required and note trends in the organisation’s waste management such as decreases/increases in recyclable waste and waste going to landfill based on historic data if available. Step 4 Find key recommendations and actions: Make these are relevant to the aims and to the results you have produced. Make the recommendations achievable and desirable by the key groups involved. Present actions positively to empower change. Recommend the changes clearly to raise awareness. Create an agreed action plan – which can be monitored and supports the Waste Hierarchy, which has been transposed into UK law. 20
Use the space below for calculations and notes:
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WATER AUDITS
In most cases it is highly unlikely that you have to physically measure the flow of water in any given tap or appliance. Subsequently your water audit / survey will most likely be that of a desk top study. A desk top study will allow you to make best guess assumptions and use on line resources as a guide before either conducting a site walk through or asking for specific information on water flow rates / liters per minute usage of appliances. A desk top study will also include where possible, already installed water meters to aid assessing water pattern usage peaks and troughs etc.
Step 1. Scope: How water is used Step 2. Usage: Flow rates, flush volume etc Step 3. Assumptions/Patterns of Use: # flushes, # showers and length; # loads of dishes, etc Step 4. Consumption: Water usage of equipment (L) x # times used = daily consumption /1000 to convert L to kilolitres x days used per year
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Use the space below for calculations and notes:
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ORGANISATIONAL ANALYSIS
A mapping exercise is a systematic exploration of what in an organisation does and by whom. It can identify crossover and gaps in the organisations work. For example what are the main functions of the garden centre? (FIG 1) Now for each function consider all the activities carried out by that function (FIG 2)
FIG 1
FIG 2
Now think about the activities associated with that function. (FIG 3) FIG 3
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Develop a table of the different environmental aspects and impacts associated with the functions and activities of your agency. Try to be as specific and accurate as possible, as the next steps will be to determine what data can be collected to measure these and whether they are a priority. (FIG 4)
FIG 4
Problem mapping
Human resistance to change and lack of awareness are often at the heart of many problems we encounter. Defining the problem needs some thought and while this may seem pretty obvious, a thorough examination of what the problem actually is can lead to a redefinition of the problem, potentially turning a huge problem into something manageable. It helps to get you in the right frame of mind to solve problems that initially may seem overwhelming. The goal is to have a narrowly defined problem that we are sure is not multiple problems, but a single well defined problem that is not obscured by emotion, opinion, hidden or open agendas or anything else. It is also important to understand why it’s important to solve the problem, because this will give you the impetus to actually follow through with the process.
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Using a well-defined problem enables us to then list the elements that cause the problem. Start asking “why?” or “we have this problem because… ?” Once you have listed a number of the causes, go through each cause and ask “Why?” again – Remember only consider causes at this stage. As the drawing develops you will find that some causes begin to interact and form a loop, others will form a chain and some may look like a claw (one cause with lots of sub causes). Consider how the causes interact, what can be changed and what can’t….. Problem solving takes practise!
Mapping the organisation and relevant problems enables the consultant to: - Gain an insight into where actual and potential environment issues arise - Understand which areas, functions and activities produce the biggest environmental concerns. - Understand what drivers will instigate change. - Understand which departments are at different stages of receptiveness and readiness to change. - Identify better aims and methods which produce meaningful results for that particular organisation - Produce significant cost and effort savings by agreeing achievable actions.
Organisation mapping and problem solving for an organisation increases understanding and often highlights key drivers which can enable change. 26
CHANGE MANAGEMENT Change management is the process of managing change and development within an organisation Change management starts by defining the change project: 1. Goal- What outcome do you want to achieve? 2. Driver- Good reason for change? 3. Objective- SMART 4. Scope- must include 5. Activities- best options selected and implemented well 6. Deliverables-what needs to happen 7. Critical success factors- if don’t happen the projects fails 8. Key Stakeholders 9. Individuals and teams- particular focus
A Change Agent is: Someone who is working to create positive environmental change, by changing staff attitudes, thoughts and behaviours. To lead sustainable change in an organisation involves taking a strategic approach, introducing a policy (rules and why) and procedures (how). It is also involves embedding it into the organisational culture - part of its beliefs and values, to create a collective thinking and feeling and vision for the future.
SWOT IS A BUSINESS ANALYSIS TOOL
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SWOT ANALYSIS: YOU AS A GREEN CHANGE AGENT
STRENGTHS (+ Internal)
WEAKNESSES (- Internal)
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OPPORTUNITIES (+ External)
THREATS (- External)
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DRIVERS FOR CHANGE EXERCISE SARAH WOOD, CHIEF EXECUTIVE OFFICER (CEO) Sarah is 48, comes from a marketing background, and has climbed up the organisational ladder incredibly quickly as a result of being extremely driven and hard working. Selfmotivated and a great believer in will power and persistence, Sarah has however been known to trample the occasional colleague on her way to the top, and wouldn’t hesitate to do it again if necessary. Circle Sarah’s motivating driver ACHIEVEMENT AFFILIATION POWER When approaching Sarah, these are the drivers I would keep in mind: Personal Role-related
SALLY OWEN, PERSONAL ASSISTANT TO THREE GENERAL MANAGERS Sally is 28, grew up in the country and still goes back to visit her family there every other weekend. Sally is very organised, trustworthy and reliable operator. Sally is one of the few people in the organisation who basically knows everybody and everything worth knowing. Although very busy, she has a well-developed sense of collective responsibility and is conscientious and rather earnest. Being pretty smart and talented, Sally sometimes laments the rather monotonous and unchallenging nature of her job. Circle Sally’s motivating driver ACHIEVEMENT AFFILIATION POWER
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When approaching Sally, these are the drivers I would keep in mind: Personal
Role-related
STEVE SERGIO, PROCUREMENT MANAGER Steve is a straight down the line sort of operator, who seeks to do his job satisfactorily but is not particularly ambitious in a professional sense and definitely wouldn’t kill himself for the company. He does however enjoy the social part of work, and has been the president of the organisation’s social club for the last 5 years. As a result, he knows almost as many people around the place as does Sally, and is a great source of information and general gossip. Circle Steve’s motivating driver ACHIEVEMENT AFFILIATION POWER When approaching Steve, these are the drivers I would keep in mind: Personal
Role-related
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NICK ALDERUCCIO, IT HELPDESK TEAM LEADER Nick is your typical aspirational team leader – 27 years of age, Nick is hell bent on getting promoted, and is constantly seeking to prove himself to his superiors. While not particularly bright, he often manages to get most of the credit for successful jobs done mostly by others. Circle Steve’s motivating driver ACHIEVEMENT AFFILIATION POWER When approaching Steve, these are the drivers I would keep in mind:
Personal
Role-related
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DAVID MCCLELLAND'S THEORY We are all have 3 motivating drivers but one will be dominant: 1. ACHIEVEMENT: Has a strong need to set and accomplish challenging goals. Often likes to work alone. Takes calculated risks to accomplish their goals. Likes to receive regular feedback on their progress and achievements. To engage an achievement motivated person offer Challenging, but not impossible, projects. Set to work alone or with other high achievers. Providing honest feedback as they will want to know how to improve. 2. AFFILIATION: Wants to belong to the group. Wants to be liked, and will often go along with whatever the rest of the group wants to do. Favors collaboration over competition. Doesn't like high risk or uncertainty. To engage an affiliation motivated person offer: Work in a group environment. •Low risk projects or tasks. Provide personal feedback in private, teamwork skills and your trust in them. 3. POWER: Wants to control and influence others. Enjoys Competition Winning Status Recognition To engage a Power motivated person offer: Project lead Set goal-oriented projects or tasks Negotiation opportunity Provide direct feedback Recognise work and achievements publically Help them further their career goals
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PRESENTING YOUR RESULTS AND RECOMMENDATIONS The ability to effectively present results and recommendations is a vital part of your job as a consultant. There are many forums in which you may to have do this and keeping in mind where you are and to whom your presenting to, as well as how this information is going to be used will allow you to alter the way you deliver your results and recommendations. In general no matter who you are delivering to there are four key principles to keep in mind when presenting your results. This applies equally to a written report, a formal or informal presentation or a pitch to engage and secure a client’s business. • • • •
Audience Frequency Message Medium
Often the type of presentation requested will pre-determine this, such as an update at a staff meeting, a progress report or a presentation on results and suggested recommendations In each case you need to look for what message you want to get across and promote. • •
Change in practice – promote benefits to efficiency, how it will effect bottom line, ease of adopting new practises, ask for help and support. Show logic – explain how you arrived at these conclusions, why you are having to instigate or adopt new practices and procedures, how staff can help and why.
Overcoming objections An objection in the context of presenting your results and recommendations is the conscious decision of a group or an individual to disapprove or disagree with what you are presenting or recommending. Perceived objections Objections based or prior experience that have no bearing to this instance, individual drivers and attitude towards work, behavioural traits , motivational levels and learning preferences. Actual objections Objections based on this instance and in response to specific information and opinions generated from facts presented in a logical manner.
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1.Clarify When you clarify the objection you are doing two things – first you are empathizing with the person and the objection. Second, you are trying to consolidate the objection into a short, succinct phrase. 2.Analyse When you begin this phase you are analysing the objection. In many cases it can be a lack of understanding , clarity or perhaps the delivery was in a different learning preference. 3.Neutralize This step is not meant to be a long winded explanation, rather a succinct explanation perhaps in more detail with checking “does this all make sense” type questions. 4.Influence The influencing section is when you are discussing what is in it for the client. The typical transition statement is, “what this means to you.” Constructing logical arguments As a person making the recommendation, it is your job to back it up with a wellconstructed, well-supported argument. A well-constructed argument based on logic and facts will also help mitigate objections, gain supporters, marginalise dissenters and help build rapport. To make your arguments as convincing as possible, include the following: A clear and delimited statement of the subject. A definition of all terms used in the argument. 34
Be careful to distinguish: a fact, something that is verifiable; from.. an inference, a conclusion based on available evidence; from.. an opinion, a belief not based upon absolute certainty or knowledge, but which nonetheless seems valid to the individual. Inductive reasoning: Inductive reasoning only leads to the probability of a conclusion. Every possible instance would have to be examined if the conclusion were to be judged valid beyond any doubt. Obviously, the larger the sample, the more likely the conclusion is correct.
Deductive reasoning: Deductive reasoning leads to the inevitability of a conclusion. However, using deductive reasoning can be tricky since in reality we can examine only a few instances in any given situation, and, therefore, it is usually difficult to make a generalization that applies to all cases. Top Tips for building coherent arguments • • •
State the evidence – using several propositions/statements “Because, since, obviously” Create inferences based on the propositions/statements “Implies that, therefore” Conclude “Therefore, we conclude”
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FURTHER READING: Sustainability a rapidly changing field and during the training course we won’t have time to cover everything. The links provided are relevant to our training, but are by no means definitive. To get a bigger grasp of the picture on a European and global scale please have a look at the sites below and feel free to send any other relevant links you find to us and we will post them to the group: Global level Executive Summary Brundtland-Report "Our Common Future" (1987). (For the usually quoted definition see chapter 2, paragraph 1) United Nations Conference on Environment and Development (UNCED, Rio de Janeiro, 1992): Rio-Declaration, Agenda 21 and other documents World Summit on Sustainable Development (WSSD, Johannesburg, 2002): Johannesburg Declaration on Sustainable Development and Johannesburg Plan of Implementation National level ESDN site on national SD strategies UN CSD site on national SD strategies European Commission's site on SD: /sustainable/ Eurostat Sustainable Development Indicators: http://epp.eurostat.ec.europa.eu/portal/page/portal/sdi/introduction Research for Sustainable Development: /research/sd/index_en.cfm European Sustainable Development Network (ESDN): http://www.sd-network.eu/ UN Commission on Sustainable Development (CSD) [link: http://www.un.org/esa/dsd/csd/csd_aboucsd.shtml
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