edmonton final april 22
TRANSCRIPT
Critical Success Factors for Municipal Sustainability
Prepared for The City of Edmonton
by
Andrew Cowan Hon. Bsc MNRM LEED GASenior Sustainability Leader
3690 Twin Falls Place, Ottawa, Canada K1V 1W6 Tel: 613-822-6342 Cell:613-790-6342
TABLE OF CONTENTS
Executive Summary 3
Background 4
Research Purpose 4
Approach 4
Current Situation 5
General Findings 6
Sustainability Plans, Organization Structure & Implementation Framework 6
State of Use of Known Sustainability Frameworks 8
Leadership is a Game Changer but be Strategic 8
Critical Elements for Consideration 9
Detailed Findings 10
Critical Factors for Developing a Sustainability Framework or Plan 10
Critical Factors for Implementing the Framework or Plan 12
Benchmarking Culture 13
A Comparative Analysis of Findings & Existing Models 15
Conclusions and Recommendations 17
References and Resources 22
Appendix A - Survey Questions 24
Appendix B - Municipal and Organization Contacts 28
Appendix C - Survey Response Data Sheet 31
Appendix D - Denver Sustainability Principles 32
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Executive SummaryEdmonton would like to see additional improvements made to its operational and administrative framework, internal culture and its community outcomes with respect to sustainability. The City wishes to understand the current state of success in the application of sustainability frameworks in municipalities. In particular, the City wishes to gain a better understanding of how successful other municipalities have been and what critical success factors were required to establish any one of a number of these sustainability frameworks. A comparison or benchmarking of sustainability frameworks being used in municipalities including critical success factors experienced was desired.
A survey was designed and administered by phone and email using a standard set of open ended and closed questions. It focussed on how municipalities selected a sustainability framework, how the framework was approved and implemented by the municipality, what barriers were identified in developing the framework and what lessons were learned through the development of the framework. A similar set of questions were developed to determine critical factors of success in implementing the framework once approved by the municipality. In addition, a number of questions were included in the survey that related to cultural readiness and acceptance of sustainability. Other individual experts and organizations that specialize in municipal sustainability were also interviewed and a review and analysis of relevant studies, reports and sustainability frameworks was undertaken.
The results of the research indicate that a number of municipalities are in very similar situations to Edmonton where high level community plans have been developed recently and municipalities are now trying to determine the best approach to implement these plans, developing action plans, working with departments to determine priorities, building capacity to implement and facilitating access to education on sustainability. There are clear opportunities and options available to Edmonton that can be capitalized on in order to effectively advance efforts to embed sustainability. There were some gaps or areas identified where greater emphasis, regardless of any type of framework chosen for sustainability, that Edmonton will need to prioritize as it moves forward with its desire to increase uptake and application of more sustainable practices. A priority emphasis should be placed on the soft side of sustainability. Relationships, and capacity building are fundamental to maximizing existing programs and services as well as facilitating new and more complex initiatives. Specifically efforts should be made to prioritize the development of an education and training program on sustainability and a staff recognition and promotional program. These are both fundamental building blocks or critical factors to a prolonged effort to develop a culture of sustainability.
It is also important to build on what already exists with respect to past operational and programming efforts of staff. It is recommended that these efforts be repackaged to demonstrate how they are contributing to the directional plans and to the way ahead plans. Detailed recommendations are outlined below in this report.
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BackgroundThe City of Edmonton has applied the concept of sustainability as a guiding principle in how it operates for many years. It has also established a number of environmental plans, policies, programs and initiatives. Edmonton has been recognized on numerous occasions as a leader in the advancement of sustainability and environmentally responsible services and programs. Compared to other municipalities, Edmonton can be viewed as an innovator, and a leader in advancing more sustainable solutions. Edmonton has made a number of important strides through its efforts on sustainability that have contributed to positive outcomes. Edmonton would like to see additional improvements made to its operational and administrative framework, internal culture and its community outcomes with respect to sustainability . This desire is reflected in the need to increase impact and progress made on key issues in the community such as climate change, environmental quality, fiscal and economic efficiency, and social and community improvement. Consequently, there is a sense among staff responsible for advancing sustainability that there is a need to re-emphasize the application of sustainability and to increase efforts to integrate, coordinate and ultimately apply sustainability on a day to day basis. In other words embed sustainability into the culture of Edmonton’s city staff and citizens. There is a desire to strive toward the adoption of an integrated and coordinated sustainability framework that can solidify many of the current activities being undertaken and facilitate the increased application of sustainable actions among staff, so that additional positive impacts of sustainability can be fully realized.
Research PurposeThe City of Edmonton is exploring various sustainability frameworks that it wishes to adopt as an organizational management approach to their sustainability plans, programs and initiatives. The City wishes to select a framework that will allow Edmonton to build it’s internal capacity to understand sustainability in order that staff can apply sustainability principles to the programs and services they are responsible for implementing. As part of the decision making process to select the best suited sustainability framework for their needs, the City wishes to understand the current state of success in the application of sustainability frameworks in municipalities. In particular, the City wishes to gain a better understanding of how successful other municipalities have been and what critical success factors were required to establish any one of a number of these sustainability frameworks. A comparison or benchmarking of sustainability frameworks being used in municipalities including critical success factors experienced is desired.
ApproachA survey was designed and administered by phone and email using a standard set of open ended and closed questions. The survey was designed in consultation with City of Edmonton and focussed on how municipalities selected a sustainability framework, how the framework was approved and implemented by the municipality, what barriers were identified in developing the framework and what lessons were learned through the
development of the framework. A similar set of questions were developed to determine critical factors of success in implementing the framework once approved by the municipality. In addition, a number of questions were included in the survey that related to cultural readiness and acceptance of sustainability. The complete set of questions can be found in Appendix A of this report.
The consultant initially identified 12 municipalities in North America in consultation with the City of Edmonton to conduct the survey. All were contacted and asked to participate. Adjustments to the list were made based on availability of municipal contacts and on suggestions from survey respondents. Municipalities were chosen based on: their recognition as leaders in the application of sustainability; similar characteristics and challenges to Edmonton; a review of municipalities indicating they use sustainability frameworks including “off-the-shelf” industry recognized frameworks such as The Natural Step, Triple Bottom Line, Agenda 21 and others. In addition to surveying municipalities, other individual experts and organizations that specialize in municipal sustainability were interviewed and a review and analysis of relevant studies, reports and sustainability frameworks was also undertaken. A list of all participants that provided input into this research can be found in Appendix B
The following list includes the municipalities who were surveyed and expert organizations interviewed:
MUNICIPALITIES
Berkeley, California (BER)Calgary, Alberta (CAL)Edmonton, Alberta (EDM)Denver, Colorado (DEN)Halifax, Nova Scotia (HAL)Hamilton, Ontario (HAM)Helsinki, Finland (HEL)Milwaukee, Wisconsin (MIL)Niagara Region, Ontario (NIA)North Vancouver, British Columbia (NVAN)Portland, Oregon (POR)Vancouver, British Columbia (VAN) Victoria, British Columbia (VIC)Washington, DC (WAS)
OTHER ORGANIZATIONS
Canada Housing Mortgage Corporation -Sustainability Research BranchFederation of Canadian MunicipalitiesSTAR Community IndexUrban Sustainability Directors NetworkUniversity of Waterloo
Current Situation In 2009, Edmonton adopted a new strategic plan that outlines the direction for the City and community until 2018 called “The Way Ahead”. It can be considered dynamic and can be updated annually under the direction of Council. The plan includes a vision for Edmonton, overarching principles and key goals with desired outcomes. The last update was in 2011. Sustainability is one of four (4) key principles in the plan. It is defined as the following statements :
“ A way of living that meets the needs of the present and does not compromise the ability of future generations to meet their own needs.
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Urban planning takes an integrated, holistic view of urban environments and defines sustainability in the context of interrelated ecosystems encompassing economic, social, environmental and cultural sustainability.
The principle of sustainability includes financial sustainability, ensuring urban planning recognizes and addresses resource constraints and capacities.”
Under “The Way Ahead” there are a number of strategic sub plans or “Directional Plans” including an economic development plan, a transportation plan, a environmental plan, a financial plan, a growth management and development plan, a plan for Edmonton’s economy, and a plan focussed on liveability. The City has now begun to develop specific action plans and prioritize initiatives for implementation including discussions with respect to budget resources required. An internal coordinating committee has been established that is responsible for overseeing the implementation of this work called “The Transforming Edmonton Committee”. At the same time the City is developing a system to measure performance and is identifying specific measurement indicators for each of the plans that will feed this system.
The adoption of the directional plans and implementation of priorities is ambitious, complex and challenging and has required the collective effort of many staff and community partners. Within all of this work the idea that sustainability should be applied as an operational principle has raised a number of challenges and at the same time significant opportunity to advance sustainability into Edmonton’s cultural or operational fabric. As such, the adoption of a framework that staff accept and a roadmap to provide support to staff and help embed sustainability into the organization is an important aspect of achieving a more sustainable Edmonton.
General FindingsSustainability Plans, Organization Structure & Implementation FrameworkA number of municipalities in the survey are in very similar situations to Edmonton where high level community plans have been developed recently and municipalities are now trying to operationalize these plans by developing action plans, working with departments to determine priorities, and building capacity to implement by facilitating access to education on sustainability.
One distinction between Edmonton and other municipalities surveyed is that in the case of the municipalities surveyed it was clear that the highest level plan can be considered a Sustainability Plan. The difference is that the Way Ahead plan is high level and it breaks out many key community issues into the directional plans whereas other municipalities have typically only one overarching plan. The advantage is that there is typically much more clarity regarding the important linkages between sustainability and other priorities. In addition, it was clear that the plans elsewhere were organized around a more pronounced sustainability framework and that these plans represented the highest level of plans for those Municipalities.
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In other cases such as Portland the term sustainability is not emphasized. However, in this case there is an understanding that sustainability is already embedded due to evolved practices and a more informed public from past and prolonged efforts.
In general the survey revealed that the is no standard approach at the moment, or generally accepted standard for municipalities to integrate and position sustainability within their community plans. Key factors influencing what approach is taken depends on leadership, community interest and desire for sustainability, and the level of experience and history of use of the principle and application of sustainability in the community and administration.
Regarding, administrative and organizational structures of the municipalities surveyed, many municipalities are managing sustainability in a similar fashion to Edmonton through a small office that co-ordinates and facilitates uptake of sustainability actions relevant to departmental mandates. Little or no budget is assigned directly to these offices beyond staff salaries. Most survey respondents stated that the idea of a larger, more centralized sustainability department as a key administrative body, was not a desired or logical approach because it would not be able to effectively apply sustainability in other departments. It simply didn’t make sense within the context of what the administration is responsible for delivering and how they organize to deliver these services to create a separate department of sustainability.
The common working approach among municipalities trying to advance sustainability by supporting staff seems to be a collaborative approach, as a specialized office providing expertise in sustainability to all departments. Departmental support, and resources varies widely and there was a common indication that a key challenge was trying to increase departmental focus and commitment to the application of sustainability. In other words, Edmonton is not alone in the challenge of trying to embed sustainability as normal operating practice in departmental responsibilities and accountabilities.
Other common traits among those responsible for advancing sustainability include: being opportunistic; struggling to gain traction of a substantial nature; being strategic in partnering with departments that are ready to embrace sustainability; resource deprived; focussed on environmental sustainability and less so on social and economic pillars; variable with respect to departmental buy in and application of programs and services that contribute to sustainability goals; and with limited communications resources and a desire to communicate and increase awareness more effectively both with the public and various municipal departments, staff and council .
The fact that many municipalities are in similar stages of implementation of their plans represents an opportunity for Edmonton to partner with these municipalities as a resource and collectively strategize around a standard set of tactics and tools for embedding sustainability within a municipal organization. For example, Calgary is undergoing a review of their Triple Bottom Line policy, framework and tools, Vancouver recently adopted a new plan and is working through implementation, Denver, Berkeley,
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Washington, Milwaukee all are in the process of planning renewals or implementation frameworks of varying stages and degrees of completion. As an observation, the municipalities in this survey could contribute to a best practice tool kit that could form the basis of the necessary tools required to embed and increase the application of sustainability. This report will provide some insight into how Edmonton should proceed with its own approach however the idea of collaborating with or continuing to get advice from others doing the same would seem beneficial.
State of Use of Known Sustainability FrameworksNone of the municipalities were using an “off the shelf “ sustainability framework such as The Natural Step or Triple Bottom Line. All suggested that their framework was derived based on public input and corporate reaction to that input, Although “off the shelf “ frameworks were not used in their entirety or as they were meant to be applied, the frameworks the municipalities were using did include certain elements or aspects of off the shelf frameworks. Examples include back-casting methodology of TNS, modified Triple Bottom Line reporting, and consideration of the recently released STAR Community Rating System. In some cases municipalities had used these frameworks in the past but indicated that they found that overall there were challenges due to complexity and the ease of staff application.
In general, most municipalities were using a three pillar or triple bottom line approach or a modified approach to environment, economy, and society with additional pillars added to reflect public priority such as health or social equity. All survey respondents stressed the need for a simple and flexible approach or framework to facilitate effective organizational uptake, buy in and action on sustainability. They indicated that some popular frameworks were not used for the following reasons: because the organization was not ready for such a concept; it was considered too complex; considered costly; not aligned with staff and public priorities; and that there would be significant challenges in implementation. As a general comment, the choice not to continue to use these popular frameworks may be a result of the fact that there are still challenges in clearly defining sustainability to staff, politicians and the public and directly linking existing frameworks to municipal cultural realities. As a point of observation, the STAR Communities Rating System is the first framework that has been derived by municipalities for municipalities and therefore may prove to be more applicable as it is used. Results from initial piloting of the system are expected soon.
Leadership is a Game Changer but be StrategicLeadership seems to be an absolute game changer for municipalities in being able to implement more sustainable projects. Many municipalities that don’t have strong public interest and senior or executive leadership are doing good things, however it is evident that when the Mayor and council are champions more emphasis is placed on delivery and results. As a cautionary observation, when this occurs much of the necessary and immediate work gets done but in some cases not all of the critical success factors or mechanisms are embedded. This leads to the observation that long-term advancements in embedding sustainability may be at risk if leadership changes, which is a common occurrence for municipalities. Leadership can change quickly in
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municipalities. Many municipalities commented on the need to be very strategic when strong leadership is evident and that it is important not to forget to prioritize those initiatives that can contribute the most to embedding sustainability into the organization and contribute to long-term progress. Similarly, those who do not have leadership at the moment tended to focus on these critical elements, or key embedding activities as a critical aspect of gaining momentum and uptake. Where leadership or public desire was not evident survey respondents stressed the need to establish other training programs and resources for staff, recognition programs and opportunities of staff or departmental successes, communications products that highlight benefits of sustainability activities, being flexible with departments in order to build stronger links to sustainability, and providing support to departments when opportunities arise.
Critical Elements for ConsiderationIn each municipality there was a sense of uniqueness regarding how sustainability was being designed and implemented with respect to municipal programs and services as well as with the use of community organizations. Unique in that they were issue based and reflected the current community desires and the degree of sophistication and or understanding of sustainability. However, there were a number of common elements or critical structural components identified during the survey that were being applied. The following list has been assembled based on the input from municipalities surveyed as critical factors required to embed and apply sustainability successfully:
1. A dedicated sustainability plan. The way sustainability is organized and issues addressed under sustainability plans is changing. The most recent set of plans that are being developed or released among municipalities surveyed have evolved from a focus on environmental issues to include economic and social issues. Many municipalities have a dedicated plan at the highest level that clearly describes sustainability as a priority and organizes community priorities under sustainability. There were instances where municipalities chose not to emphasize the term sustainability. For example Portland was not using this terminology. However, for the majority sustainability still seems to be prominent terminology.
2. A plan is a critical component of any framework, however there are many other elements required in a framework in order to see the plan implemented and to see city administrations organize effectively to undertake sustainability actions and deliver on the intended goals, objectives and results. Much can be accomplished even if a specific sustainability plan or terminology does not exist.
3. Departmental sponsorship/accountability is a fundamental and central factor for advancing sustainability. Although sustainability requires coordination and support through a small agency with groups of professional sustainability practitioners, it is critical that the line departments are able to determine their response including activities and priorities related to sustainability goals and objectives. This was unanimous among survey respondents. Equally important was making sure the proper tools and resources were available for the department to make sustainable choices.
4. Clear and easily communicated and understandable vision, goals, definitions and terminology related to sustainability is required. These definitions and terminology
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are unique to the municipality. The lack of clear understanding of sustainability was identified as a key challenge regarding how staff and the public interpret their roles in advancing sustainability.
5. Regular and frequent communications within the organization and promotion, recognition of accomplishments within and outside the organization can have significant positive impact on interest and buy in of internal and external stakeholders.
6. Capacity building programs to increase understanding of sustainability including employee orientation, training workshops, guest speakers, can have significant positive impacts over the long term. Internal awareness and education and training programs should be established early in efforts to embed sustainability and should focus on departmental gaps.
7. Measurement and reporting is critical to moving forward. Having clear and simple measures of success beyond actual activities and regular reporting on outcome based progress can determine and illustrate the effectiveness of a departments’ approach to sustainability.
8. Most survey respondents indicated that they did not adhere to any - “off the shelf” sustainability framework and that success is reliant on being flexible and innovative in regard to using the existing philosophy and municipal priorities as well as language and culture to your advantage.
9. High public engagement and continued input and participation in the long-term implementation of the framework is critical. Creating and sustaining community partnerships that engage and involve business and other institutions in sustainability initiatives is not only necessary but can help drive the advancement of sustainability among staff as well.
10.Frequent staff recognition and staff incentives can have a significant positive impact on the application/ implementation of sustainability as well as the longer-term ability to embed and influence cultural changes necessary.
Detailed FindingsThe following summary and synthesis of the survey responses is provided below. Similar or duplicate responses have been removed, and unique and innovative answers included. A detailed spreadsheet regarding responses to all survey questions can be found in Appendix C.
Critical Factors for Developing a Sustainability Framework or PlanSurvey respondents were asked to provide their opinions and advice on a number of questions related to the development of a sustainability framework. A significant amount of effort, time, collaboration, resources and consultation is necessary in order to even begin as a municipal organization to manage through a sustainability lens. Respondents were asked to provide their opinions based on their experience on the following information: (1) the drivers behind the decision to develop a sustainability framework and/or plan; (2) key barriers experienced during the development; (3) solutions to barriers; (4) important lessons learned; and (5) critical success factors in their experience. The results of the survey are summarized below in Table 1.
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Table 1: Critical Factors for Developing a Sustainability Framework or Plan Key Drivers Barriers Solutions
• Political leadership & involvement
• Economic competitiveness
• Community environmental & economic issues
• Senior government funding
• Public expectations high• Demand for programs &
projects• Evolution of sustainability
efforts over time have built up awareness, understanding & support.
• Increased accountability, coordination and efficiencies in delivery of GHG reductions.
• Competing priorities and lack of focus
• Sustainability not positioned properly to influence
• Lack of support, interest or belief
• Lack of knowledge on social & economic application of sustainability
• Making a link to economic or business benefits
• Perceived negative impact from social advocates
• Lack of proper decision support tools to help facilitate comparison of sustainable options
• Double standard compared to status quo decisions and the level of analysis required
• Lack of resources in some departments
• Determining the right detail with respect to a sustainability framework given challenges with staff understanding, buy in and competing priorities.
• Significant engagement activities are required for staff & public
• Develop an Engagement Plan, include how to use champions effectively
• Develop education program for staff & public about how sustainability can be used to improve community & municipal corporation
• Assign ownership widely, get commitments• Develop & include goals & objectives that
can be measured. • Dedicate Resources to measuring &
reporting• Build on existing departmental initiatives
using sustainability lens to enhance priorities
• Be strategic about your efforts - don’t waste time with resistors
• Document best practices that staff can use and implement easily
• Be able to clearly articulate how sustainability can be used and dispel any myths. For example, the 3 pillars do not need to be balanced every time, but represent a framework in which to see impacts and options.
• Undertook a comprehensive economic assessment of environmental policy to demonstrate benefits to decision makers
Lessons Learned Critical Success Factors
• Allow for a lengthy development period. • Make sure you include the economic and social lenses. • Look at drawing a distinction between the types of
sustainability. • Identify potential resources required for you to effectively
implement i.e financial budget• Be flexible and align to community and corporate culture
and priorities but do not portray sustainability as a bolt on to the departments activities.
• You need to illustrate the horizontal nature of sustainability to departments.
• You need strong participation from departments. • Be prepared for revisions or false starts and adapt.
Establish significant time and opportunity for conversations and dialogue to assist in improving understanding of sustainability.
• Use terminology that will fit your cultural situation.• Assign someone responsible for co-ordinating departmental
involvement & facilitate awareness and understanding• Include sustainability framework into council reports/
decision making• Give each department the discretion to address
sustainability on their terms, allow them to build their own sustainability plans and act as a resource guide and facilitator with “high touch” relationship.
• Establish a methodology for prioritizing actions in the Plan.
• You need a strong ability to influence stakeholder “buy in” & participation
• Understand the cultural context you are in & why you are pursuing sustainability & design and approach accordingly
• Understand how you will measure & show success & the difference between outputs, outcomes, & objectives
• Establish quantitative goals but allow for flexibility among staff to achieve the results. What works for one department may not work for another.
• Be flexible, work into existing corporate requirements and responsibilities.
• Keep your framework simple where possible do not complicate things.
• Engagement with as many stakeholders as possible frequently is important to getting buy in when aligned with existing policy priorities.
• Political commitment• Department involvement at early stages• Core team responsible for coordinating
implementation
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Critical Factors for Implementing the Framework or PlanSurvey respondents were asked to provide their opinions and advice on the implementation of a sustainability framework or sustainability plan. A common occurrence in many municipalities is that sustainability plans are developed but are not effectively implemented to the desired level in a time period expected. There are many complicating and conflicting reasons why plans are not fully implemented. Understanding how to identify potential barriers and develop best practice approaches to implementation is an important aspect of realizing the full potential of municipal sustainability.
Five (5) questions were asked to the survey respondents. It should be noted that a number of municipalities in the survey had recently developed new plans and frameworks and had not entered into an implementation phase. Nonetheless, input was provided by those municipalities that were able to respond on the following questions: (1) what is working well since you began implementing your framework; (2) what improvements are still needed; (3) what are the remaining barriers to implementation; (4) what are the top 3 desires you require in order to make the framework more effective; and (5) what are the lessons learned you wish to share with other municipalities. The results are outlined in Table 2 below.
Table 2: Critical Factors for Implementing the Framework of PlanWorking Well Needs Improvement Remaining Barriers
• Because of education programs and embedded decision analysis in council reports we are now able to shape new policy and plans and capital project decisions.
• Departments have to do a TBL analysis for capital projects
• Have been able to embed sustainability principles into procurement rfp template this will have a positive impact on future capital projects. Reporting on sustainability is influencing future decisions.
• Administrative structures and Internal staff structure and integration of departments to implement sustainability is working.
• A program to encourage staff through a corporate sustainability challenge is have positive impact on uptake and awareness.
• Data driven performance metrics
• Communicating progress and results or impact
• Explaining the difference between the framework (TBL) and sustainability. They have advanced beyond simple TBL. Making stronger connection to social and economic elements of sustainability.
• There are challenges keeping staff and decision-makers energized. Need renewal of commitment from time to time.
• Council priorities need to place sustainability higher.
• Better way of explaining challenges in implementation to stakeholders and prioritization of actions
• Consistent application by staff and corporate wide practices getting everyone to report.
• There is no recourse if goals and objectives are not met.
• Specific initiatives dealing with climate, energy, purchasing and transportation.
• Better data• How to implement internal staff
sustainability team
• The proper system and tools to allow active integration of sustainability savings and fiscal considerations into budget process (Life-cycle and Full cost accounting).
• Increase of awareness in municipality and public required.
• Embedded personal values and lack of interest and support in some areas of the organization..
• Jurisdictions that are outside the Cityʼs control
• Keeping sustainability fresh and top of mind.
• Staff resources is limited especially in larger departments while smaller departments have resources but less need.
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Top 3 Desires for More Effective Framework
Lessons Learned
• Effective communications and marketing tools and resources. That help get people to pay attention.
• A robust toolkit to help staff depending on the scale or scope of their responsibilities that makes it easy to do sustainable practices.
• Sustainability return on investment tool• Dedicated sustainability staff in line departments. • Include better sustainability assessments in council
reports including financial impact.• A sustainability plan with real goals and achievable
targets.• Better tools and information to support the links to social
and economic pillars of sustainability.• Better policy coordination.• Stronger cooperation among influential departments.• Stronger partnerships with private sector to deliver
community programs like climate change and energy.• Inclusion in staff department work plans• Sustainability section in council reports
• Focus on being able to articulate the integration of ecology and economy in order to demonstrate that sustainability is not a threat but is a booster to economy over the long term.
• Lack of leadership will make things more challenging and you need to focus on establishing proper embedding initiatives to sustain focus when there is no leadership.
• No matter how good your plan is if you do not have strong relationships you will not get buy in to implement.
• Communicating and recognizing results is critical. Make these stories accessible real and palatable.
• Be honest about the challenges with stakeholders and provide transparency.
• Choose targets you can measure and are specific to municipalities sphere of influence.
• Keep community supports and detractors involved over the long-term so you do not have to start over.
• Environmental policy is not a threat to economic progress and is an opportunity.
• Use language that doesnʼt judge, be neutral• Manage corporate and community initiatives strategically, for
example different administrative committees, but ensure you coordinate efforts as well.
• Give yourself lots of time to build internal and external capacity and strengthen relationships.
• Use your framework to get the discussion started but then you need specifics to implement.
Benchmarking CultureA culture of sustainability is one in which organizational members hold shared assumptions and beliefs about what sustainability means for their organization, where the organization stands today in relation to that understanding, and what they are doing to bridge the gap (Embedding Sustainability into the Culture of Municipalities, The Natural Step, 2011). A key challenge identified for Municipalities is related to addressing perceived cultural issues with respect to sustainability including awareness, understanding and willingness to apply it on a day to day basis within staff’s respective duties and responsibilities. This is an extremely important aspect of embedding sustainability as a key decision and management approach. Survey respondents were asked a series of questions related to the current state of organizational culture related to the adoption of sustainability. The results represent the survey respondents perception of the municipalities cultural receptivity and readiness. They are the opinion of the respondent and therefore should not be construed as a complete or accurate representation of the cultural reality in these municipalities. Nonetheless, given that the respondents to the survey were typically those directly involved or leading efforts to advance sustainability within their organizations they do provide some comparative insight.
In general, most respondents were of the opinion that there was a need for improvement with respect to the concept of sustainability being central to decision making and program delivery and capital infrastructure projects. According to
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municipalities surveyed and experts interviewed the importance of these types of programs is even more pronounced when leadership and public interest is not as strong. Figure 1 and 2 provide an overview of Edmonton benchmarked against survey respondents.
0
2.5
5.0
7.5
10.0
CAL VIC NIA HAM MIL WAS POR HAL VAN DEN HEL BER NVAN
Figure 1 : Sustainability Culture
Overall Readiness Sustainability is Central Staff InformedFramework Effectiveness
0
2.5
5.0
7.5
10.0
CAL VIC VAN NIA HAM MIL WAS POR HAL DEN HEL BER NVAN
Figure 2: Sustainability Culture
Leadership Strong Staff Training Communicate ResultsRecognize Succes
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A Comparative Analysis of Findings & Existing ModelsThis research was to determine critical factors of success among leading municipalities in advancing sustainability. As with many complex and relatively new concepts there is significant effort required to provide the proper conditions, tools and resources for change in an organization to happen and in this case for sustainability to be applied.
The results above provide insight into the perceptions respondents had on their cultural receptivity to sustainability and additional survey questions provided rational explanations or linkages to that perception.
A number of models have been developed recently that outline what an organization needs to consider to increase “Buy In” and embed the application of sustainability in municipalities and businesses. The models reviewed and compared include: the Urban Sustainability Directors Network Model - Stages of Sustainability Institutionalization; the Network for Business Sustainability Model; the Federation of Canadian Municipalities Model - Sustainability Passing Go Report and The Natural Step - Embedding Sustainability in Municipal Government Model.
As in most cases there is no one single solution that works for every municipality. Given Edmontonʼs current situation and goals it is useful to compare these models to the results that were obtained through the survey and this research. In general, the feedback provided by municipalities surveyed is similar to the advice and approach outlined in the models. The models and suggested key factors for consideration by municipalities do provide Edmonton with substantial advice on what to consider as it moves forward to address sustainability. The level of emphasis on these considerations will be unique to the current culture of Edmonton as well as past and existing embedding efforts.
The following table provides an overview of survey findings in comparison to the current models regarding organizational factors to embed sustainability.
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Table 3: Survey Findings Compared to Existing Embedding ModelsSurvey Critical
SuccessFactors
Urban Sustainability
Directors Model
FCM Model“Passing Go”
Network for Business
Sustainability Model
Natural Step Model
• Develop Strategic Sustainability Plan that links to all other key municipal plans
• Create Clear Vision of Community with sustainability included
• A clear and understandable definition of sustainability
• Set Goals and Targets
• Secure Political Leadership to drive sustainability
• Community Driven
• Ownership of Actions and flexibility to meet targets by responsible departments
• A simple output and outcome measurement system
• Internal coordination system to facilitate implementation
• Education and training on sustainability for staff and council
• Communications and marketing for staff and public
• Recognition of leadership and success among departments and public
• Meaningful external partnerships with business and institutions
2x2 Matrix with actions. Key elements of matrix as follows:
Stages• Set Vision and
Direction• Engage/Empower
Stakeholders• Capture in
Performance Measurement
• Embed in Continuous Improvement
Functions• Plan Government
Sustainability Initiatives
• Develop Government Culture of Sustainability
• Develop Community Support and Action
• Build Government Structures for Sustainability
Oversight:• Create a multi-
organizational body to oversee implementation and to identify short-term actions. Assign or fund staff coordinators.
Partner engagement: • Engage key
organizations from different sectors and develop a way to continually expand the list of partners.
Community-wide actions:• Enable
organizations to implement the SCP.
Communications:• Design
communication activities to enable networking and to reach citizens
Monitoring and measurement: • Develop a
monitoring system to allow for adjustments along the way, and for plan renewal at appropriate milestones.
Strategy • Determine the
organization’s direction through goals,objectives, values and/or missions. The strategy defines the criteria for selecting an organizational structure and helps guide decision-making.
Structure• Determine where
decision-making authority lies in the organization
Processes • Define how things
function with respect to structure. For example, Performance measurement
Rewards• Influence the
motivation of organization members to align to goals - financial non-financial rewards
People • Influence and
build the organizations human resources. Ie Training and recruitment.
Foster Commitment • Engage • Signal
Communicate • Manage Talent • Reinforce Clarify Expectations • Codify • Integrate • Assign • Train • Incent • Assess • Verify/Audit Build Momentum for Change• Raise Awareness • Champion • Invite • Experiment • Re-envision • Share Instil Capacity for Change• Learn • Develop A Call to Action• Trends and
Patterns • Implications for
Practitioners
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Conclusions and RecommendationsEdmonton is not alone in the challenges it is currently facing with respect to embedding sustainability and making progress with respect to community issues, goals and objectives. Relatively speaking, there are few municipalities that have advanced beyond any sort of paradigm shift in how sustainability is managed and applied administratively. The survey responses to the idea of sustainability being central to how municipalities operate for example illustrates this point.
There are instances where political leadership and public awareness and desire for more sustainable services have resulted in progress being made with respect to a sustainability culture and the necessary application of sustainability. Both Vancouver and Portland have been able demonstrate some interesting progress and commitments to sustainability. Nevertheless, there seems to be substantial desire for growth and increased effort in these communities as well. This raises an important issue in that the level of discourse, maturity and evolution of thinking of municipalities to develop proper administrative and operational frameworks centred around the principles of sustainability can be considered to be evolving and in most cases still is relatively new. As such the embedding of sustainability over the long term will continue to require effort as well as innovative and collaborative thinking.
As an observation on the state of the municipal sustainability profession, there is a strong need to reconcile the idea of working with departments to implement sustainability and the idea of developing a more robust and structured administrative framework and operational tools to apply sustainability throughout a municipalities’ functional culture. Given the history and current nature of sustainability, it is likely unreasonable to expect significant change or a paradigm shift to occur without significant effort, experimentation and cultural evolution to occur. This is a key finding and observation of this research.
Edmonton wishes to pursue the challenge of pushing the envelope on the administrative implementation of sustainability from an organizational perspective in order to embed sustainability deep into how it delivers its services, however, this will require time and patience as well as continual adjustments. In moving forward the following questions are posed to help Edmonton determine how it proceeds:
• Given the current state of understanding, and culture of sustainability would the introduction of a new and complex framework be successful?
• As an alternative, is there enough policy currently to work with to begin to bring together a sustainability framework?
• Can an argument be made that the Way Ahead plan needs further revisions to elaborate and strengthen sustainability?
• Can sustainability be a way to simplify current directional plans and operational priorities?
• Do the way operational plans articulate how sustainability will be defined and applied and can they in the future?
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• Is there opportunity to have a strong influence over the corporate measurement process using the logic model approach and the principal of sustainability?
• Would the STAR Community Index, just released, designed by municipalities for municipalities represent a meaningful and understandable strategic opportunity for Edmonton to bring together current complex planning and measurement initiatives?
• Are staff open to making meaningful contributions to sustainability and what do they need to contribute without having a significant impact on their workload?
There are clear opportunities and options available to Edmonton that can be capitalized on in order to effectively advance efforts to embed sustainability. There were some gaps or areas where greater emphasis, regardless of any type of framework chosen for sustainability, that Edmonton can and will need to prioritize as it moves forward with its desire to increase uptake and application of more sustainable practices.
Results indicated that efforts to train and educate staff could be improved. Recognizing and promoting initiatives of staff could also be strengthened. These are both fundamental building blocks to a prolonged effort to develop a culture of sustainability. A priority emphasis should be placed on the soft side of sustainability. Relationships, and capacity building are fundamental to maximizing existing programs and services as well as facilitating new and more complex initiatives
Edmonton wishes to advance a corporate framework and the application of sustainability throughout the day to day activities and decisions of staff. At the moment the best way to do this is by assembling a strategic approach that uses the best practices or critical success factors identified by leading municipalities. The following recommendations for Edmonton have been provided for consideration:
1. Administrative and Operational Structure:(Plans, co-ordinating integrated bodies, departmental capacity)
Edmonton is doing well here and it is where it has focussed much of its past efforts. It has a corporate wide environmental management program, it has a coordinating office and staff that are able to work with departments and provide both support and innovation to advancing sustainability. Key issues are the need for better alignment and coordination of existing plans, clearer links to sustainability and the articulation of where sustainability sits with respect to priorities. With respect to continuing to build on past efforts the following recommendations are for consideration:
a. Develop an operational definition of sustainability and describe how it is to be used by departments, agencies and other key stakeholders. Describe the role of Edmonton's Office of Environment and how it will continue to work with departments and agencies. Explain how sustainability is to be applied based on The Way Ahead document and the sustainability principle included in the document. (The current treatment in the Way Ahead of sustainability is vague and hard to find practical meaning). Clearly define sustainability within the context of other important policy and planning initiatives include a link to capital
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projects, program or service delivery of staff and the potential impacts on outcomes of sustainability. Denver has just articulated a 2 page memo that outlines the approach that its Office of Sustainability will take in order to implement their goals and objectives including how they will work with other departments and agencies (Appendix D).
b. Seek to use the Transforming Edmonton Committee to champion future sustainability efforts. Stress that sustainability is a key principle to be applied to all aspects of the Way Ahead and its directional plans, introduce operational definition (see above). Sustainability must be used as a lens that should be applied across the board, across all activities. It offers a way to simplify a complex situation that Edmonton faces with respect to the implementation of an ambitious community plan with many priorities. Propose that committee members submit how their respective departments will treat sustainability in their action plans. If successful use this forum to build awareness and capacity among leadership on sustainability.
c. Develop an assignment of responsibility and or identify a sponsoring department that will lead and be responsible for specific goals linking to commitments made above by the Transforming Edmonton Committee. (Vancouver has done this for their new plan).
d. Through the design of the measurement system work with directors/sponsors of each way plan to define a specific relevant sustainability operational definition and necessary measures to determine progress. Each plan needs a sponsor or objectives in the plan need sponsors to ensure accountability.
e. Position sustainability as the way in which Edmontonʼs logic model and current measurement system that is in development uses to report on outcomes and outputs from the Way Ahead and directional plans. Use existing measures identified in the way plans, capitalize on the logic model and the current corporate measurement initiative to help drive future strategic actions related to sustainability.
f. Assemble a database of past sustainability activities and develop stories that focus on staff recognition and clearly describe benefits of sustainable practices.
g. Seek to position the CAO as the clear leader and champion of sustainability. (speak with the City of Milwaukee regarding recent buy in from their CAO to champion their sustainability initiatives).
h. Consider establishing a public advisory committee that can assist in driving the need for sustainability.
2. Corporate and Community Culture (Demand for Sustainability):
Based on the survey response from Edmonton this is the area where the most opportunity exists to help advance the application of sustainability on a day to day basis. Creating the proper conditions to support and build a culture that is based on sustainability can effectively result in significant gains. It also provides insurance from times when leadership is absent since the internal demand and public demand will help keep sustainability relevant. Efforts to increase demand through various programming options will need to be continuous and frequent enough to maintain interest of staff. It
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will also need to be relevant and easy to understand and embrace. Edmonton should consider how it can position sustainability and corresponding supporting tools as a catalytic function among staff. In this regard Edmonton should:
a. Establish an employee orientation and training modules on sustainability for new or existing staff and councillors. Pilot the delivery of the modules to department and agency heads, and council. Involve council or advisory committee. Some concepts to consider include how sustainability principle applies to the plans and to operational activities. Describe the intent of sustainability as a principle and what impact it can have on the community and on the corporation. Include orientation on resources and support available. ( City of Hamilton seems to have one of the more advanced programs available)
b. Establish a sustainability promotional campaign that can promote the success of department initiatives and staff and demonstrate the benefits to the corporation and community. Use social media where appropriate.
c. Establish a recognition program for staff, include the concept of competitiveness among departments in achieving success. (The Niagara region has a well developed program in this regard)
d. Undertake a survey of staff to better identify current cultural barriers. Edmonton needs to know the specific elements or barriers to focus on removing. It also provides an opportunity to build relationships and to build understanding of sustainability. Need a bottom up approach in order to build cultural receptivity.
e. Undertake community survey on sustainability priorities and commitment including link to willingness to pay or invest in order to see results.
f. Consider the creation of a sustainability catalyst function that can provide the appropriate level of support and sophistication to increase interest in applying sustainability. Often an outside voice with fresh ideas that has some background in change management can provide a valuable additional resource to champions that have been working for many years within the administration. This catalyst could also provide administrative support for communications, training and recognition functions recommended above.
3. Tools that facilitate increased uptake of sustainable decisions and actions:
This seems to be the least developed area for most municipalities with Edmonton being no exception. In many respects municipalities have been able to establish sustainability plans, organize to implement activities and projects that contribute to the goals of these plans and report on progress. However, there was significant input from municipalities surveyed with regard to remaining challenges including being able to demonstrate that using sustainability to make decisions was a challenge. Specifically demonstrating the economic, social and environmental benefits in comparison with status quo options that municipalities are comfortable and familiar with is in many cases a significant challenge. It is where many are now beginning to focus attention. For example Vancouver has
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adopted a “Wedge Analyis” to demonstrate the impact of its activities to reduce greenhouse gas emissions, Calgary is embarking on a pilot to develop a decision support tool that will show the sustainability return on investment of decisions. They piloted a social return on investment previously. Helsinki undertook an economic impact analysis of all environmental policies to illustrate the positive impact of sustainability. As Edmonton begins to move forward they should pay special attention to this success factor and look for opportunities to participate in the development and application of best practice tools.
a. Edmonton should look to partner either through the Urban Sustainability Network or elsewhere to develop decision support tools that can help compare and facilitate sustainable decisions. FCMʼs Green Municipal Fund would be a potential supporter and source of funder for such efforts.
An emerging but potentially useful tool is the new Star Community Rating System that takes a similar approach of that of LEED but for municipalities. It represents a framework in which to measure and benchmark in a standardized way with other municipalities. It can be used as a guide or adopted outright.
a. Edmonton should consider adopting STAR community rating system as a key driver that can help bring together the sustainability framework for Edmonton. The recommendation to use this framework/rating system is primarily based on the following. It is a framework for municipalities designed by municipalities. It provides a prescriptive and easily useable menu to follow that is or will be standardized across North America. It provides a means by which municipalities can benchmark progress in the application of sustainability. It is organized around a typical strategic plan hierarchy of goals, objectives and evaluation measures; this design is intended to align with local government processes and standard practice, and be easily understood by policy makers. “The structure features a set of components that reflect public sector mechanisms that are proven effective in advancing change. Terms are those commonly used by local governments to communicate strategic objectives and desired outcomes.”( STAR Communities, See below under useful resources).
Final thoughts and considerations for Edmonton are as follows. It is important to build on what already exists with respect to past efforts of staff. It is recommended that these efforts be repackaged to demonstrate how they are contributing to the directional plans and to the way ahead plans. Priority effort should be given to taking advantage of the Transforming Edmonton Committee and current measurement system and reporting design efforts. Equally important is the need to direct substantial effort to increasing cultural initiatives that can help embed sustainability over the medium term. This is an area that has been previously underdeveloped in most municipalities but that can have tremendous positive results.
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References and Resources
Referenced Documents URL
Stages of Sustainability Institutionalization Checklist, Urban Sustainability Directors Network
www.usdn.org
Embedding Sustainability in Organizational Culture: Framework and Best Practices (2010) Network for Business Sustainability.
www.cbsr.ca/sites/default/files/file/CultureReport_Final.pdf
Embedding Sustainability into the Culture of Municipal Government (2011) Karen Miller, John Purkis, The Natural Step Canada
http://www.naturalstep.ca/toolkits-download-form
Passing Go: Moving Beyond the Plan (2012) Amelia Clarke, University of Waterloo, School of Environment, Enterprise and development.
www.fcm.ca/Documents/tools/.../Passing_Go_Presentation_EN.pdf
STAR Communities: Sustainability Tools for Assessing & Rating Communities (2013)
http://www.starcommunities.org/
Useful Resources URL
City of Berkeley Sustainability Initiatives https://www.google.com/url?q=http://www.cityofberkeley.info/ContentDisplay.aspx%3Fid%3D15536&sa=U&ei=xtFVUYbxH--CyAHR7YGgCg&ved=0CBgQFjAI&client=internal-uds-cse&usg=AFQjCNEm_H6c8eeJs_EqiIm1KZmOWqfk5g
City of Denver Executive Order 123 (2010) http://www.greenprintdenver.org/wp-content/uploads/2013/03/signed-xo.pdf
City of Halifax Sustainability Initiatives and 2010 Corporate Sustainability Analysis
http://www.halifax.ca/environment/semo.html
http://www.halifax.ca/environment/documents/2010_CSA_final.pdf
City of Hamilton, Vision Corporate Training Kit (2003) http://www.hamilton.ca/ProjectsInitiatives/V2020/ResourceLibrary/Vision+2020+Corporate+Training.htm
City of Helsinki(2011) Environment Report Summary http://www.hel.fi/wps/wcm/connect/cf6e2f804a152d3fbcb4fcb546fc4d01/Environmental_report_2011_summary.pdf?MOD=AJPERES&CACHEID=cf6e2f804a152d3fbcb4fcb546fc4d01
City of Milwaukee Sustainability Initiatives 2013 http://city.milwaukee.gov/sustainability/SustainabilityPlanGreenTeam.htm
Niagara Sustainability Action Plan http://www.niagararegion.ca/government/planning/sustainability/pdf/SustainableNiagaraActionPlan.pdf
North Vancouver Sustainability Initiatives http://www.cnv.org//server.aspx?c=3&i=484
City of Portland Strategic Plan 2011 - 2013, (2011), City of Portland Bureau of Planning and Sustainability
http://www.portlandonline.com/portlandplan/
Victoria Sustainability Action Plan (2012 -2015) http://www.victoria.ca/assets/Departments/Sustainability/Documents/sustainability_action_plan%20Aug.pdf
Vancouver Greenest City Action Plan http://vancouver.ca/files/cov/Greenest-city-action-plan.pdf
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Washington, DC: Sustainability DC Plan (2013) http://www.sustainable.dc.gov/finalplan
US and Canada Green City Index (2011) Siemens AG www.siemens.com/...northamerican/northamerican-gci-report-e.pdf
Triple Bottom Line Policy Framework Update (2011), City of Calgary http://www.calgary.ca/UEP/ESM/Documents/ESM-Documents/tbl_policy_framework.pdf
Sustainability at a Glance: Integrating Sustainability in Strategy to Drive Value (2011) Deloitte.
www.deloitte.com/assets/Dcom-SouthAfrica/.../sustainability.pdf
Sustainability Skills Survey (2012) Gavin Bunting, Jane Davidson and Paul Osborne, University of Wales, University of Wales Trinity St. David, and Swansea Metropolitan University.
http://www.tsd.ac.uk/en/media/uniweb/content/documents/theuniversity/inspire/Sustainability_Skills_Audit_Report_to_TSD_Senate_for_Web.pdf
Denver Interim Sustainability Principles (Clearly communicate how sustainability will be implemented and what the function/ role of the sustainability office is.
APPENDIX Dhttp://www.greenprintdenver.org/wp-content/uploads/2013/03/Operating-
Principles-2-21-13-draft.pdf
Life Cycle Costing Tool for Community Infrastructure Planning (2008) Canada Mortgage and Housing Corporation
https://www03.cmhc-schl.gc.ca/?lang=en&cat=143&itm=26
A Comparative Analysis of Sustainable Community Frameworks. STAR Community Index (2008), Thor Peterson, Synthesis Consultants
Sustainable Cities Strategic Review, (2011), Royal Roads University www.sustainabilitysolutions.ca orwww.crcresearch.org
Sustainability Planning: Frameworks, Principles & Management Tools (2010) Aviva Savelson and Sarah Buckle, Stantec Consulting, Edmonton Sustainability Papers
http://www.edmonton.ca/city_government/documents/Discussion_Paper_19_Sustainability_Framework.pdf
Implementing Sustainability: Integrated Sustainability into Municipal Decision Making, (2010) , Chris Lindberg Stratos Inc.
http://www.stratos-sts.com/documents/Implementing_Sustainability_Stratos_FINAL.pdf
A Policy Agenda for the Implementation ofSustainable Development at the Municipal Level (2011), Ann Dale, Royal Roads University
www.sustainabilitysolutions.ca orwww.crcresearch.org
Best Practice Scan of Sustainability Decision-Making and Planning for the Municipal Sector (2009) Pong Leung, Natural Step Canada
http://www.naturalstep.ca/toolkits-download-form
Best Practices for Sustainable Cities (2010) Amy Seabrooke, Stantec Consulting. Edmonton Sustainability Papers.
http://www.edmonton.ca/city_government/documents/Discussion_Paper_15_Best_practices_in_sustainable_cities.pdf
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Appendix A - Survey Questions
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Questions
Basic Information
Date of SurveySurvey respondent Name
Position TitleDepartmentYears in PositionYears in MunicipalityContact Information
History of Sustainability Framework Development
What is the current sustainability framework that your municipality is using?
Describe the framework and its purpose (Intended results):
Why did you want to implement a framework?How did you select the framework you are using? Why?Who initiated the advancement of a framework? Politician, Senior Admin? Other?Once the concept of a framework was accepted and initiated, who was responsible for designing a framework and seeking necessary approvals?
How did you explain the need for a framework? Rational?
Describe the process/approach required in order to select and gain approvals to establish the framework.
How much time did you require before you got approvals/established the framework?What resources were required to get approvals, human or financial?
What role did politicians, senior administration and staff play in the development of the framework?
What were the most important drivers behind the development of the framework? (Concerns about Community, sustainability, Legislation?)Did you experience barriers or resistance to the idea to establish a sustainability framework? What were they?
How did you address these barriers? What were the solutions to the barriers experienced?
Did you experience any support for the framework? If so how did the support manifest itself?
What lessons were learned through that process - what would you do the same/different?
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QuestionsWhat are the top 3 critical conditions/elements/activities you would recommend when establishing a framework in order for success? Probe on detail.
Have you tried other frameworks in the past?
If yes what was the framework and why did you change?
Current State of Sustainability Framework
How long has the municipality been using the Framework?
What is working well?
What needs to be improved?
What barriers still exist since implementation?
What strategies/tactics tools have you identified or are using to remove barriers?
What resources do you have to devote to removing of barriers (human, financial)?
Out of 10 how effective has the framework been at achieving the intended results?
What are the top 3 things that you would desire in order to make your framework even more effective?
What lessons learned since implementation would you want others to know? Probe deeper - on the why?
What would you change if you could?
How is the framework organized - staff management, accountability and responsibility? Where is the individual or group of individuals responsible for implementing the framework positioned within the city structure. In your opinion is this the most effective place to be in order to implement the framework.
What is the current (direct) budget to support the implementation of the framework, responsible department line item?
What is the current indirect budget to support implementation of the framework, participating departments line item?
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QuestionsWhat are your current training efforts, initiatives and opportunities for staff and council to understand the framework? Explain?
Does your municipality require sustainability education and experience of your leadership?Do you currently have communications materials and activities for staff and public to promote and raise awareness of the framework? If yes what?Do you believe that your framework and approach could be replicated?
Do you have reports, materials supporting information about your framework, how it is managed, what tools are employed, that you can share?
Evidence of Success
What has changed since the implementation of the framework?
Describe the outputs and outcomes of your sustainability framework, how would you characterize your success?
Are there any Municipalities that you think we should speak to that you would consider leaders/best practice related to sustainability framework?
How would you describe the overall level of readiness of your organization on a scale of 1 -10?
In my organization sustainability is central to how we operate, plans, policies, programs and capital projects have sustainability as a central and prominent guiding factor. Decisions are based on the degree to which an initiative, service or capital project will contribute to our sustainability goals and objectives.In my organization we measure the results of our plans, policies, programs, services and capital projects contribution to sustainability and report on these results as well as use these results for future actions.In my organization staff are informed and understand what sustainability is and how they can contribute to meeting the organizations sustainability goals.In my organization executive leadership has a strong understanding of sustainability and applies our framework throughout their respective organizational responsibilities.In my organization there are opportunities to train and educate staff on sustainability.In my organization we are good at communicating the results of our sustainability goals and objectives.In my organization we recognize success of or sustainability framework and efforts and incentives exist for staff to achieve desired results.In my organization there is opposition to sustainability, this opposition has influence and is blocking advancement of significant results:
Survey Complete
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Appendix B - Municipal and Organization Contacts
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Municipality Contact Phone E-mail NotesHamilton Heather Donison 905-546-2424
ext. [email protected]
TBL, Agenda 21
Victoria Roy Brooke 250-361-0290 [email protected] STAR (piloting on behalf a Canadian USDN members)
Niagara Region Erin Britnell, Sustainability Coordinator
9056851571 x3393
Melbourne
Calgary Carolyn BowenManager, Office of Sustainability
403-268-2509 [email protected] TBL, Eco-Footprint, ISO1400
Halifax Richard McLelland
902-490-6056 [email protected] TNS, TBL, assessed TNS and are discontinuing
Vancouver Leslie NG, Monitoring and Reporting Planner
604-871-6619 [email protected] TNS, TBL, STAR
Portland Michael Armstrong, Senior Sustainability Manager
503-823-6053 [email protected]
Systems Thinking
Milwaukee Erick SchambargerMatt Howard
414-286-8556(414-286-3351)
TBL,TNS,STAR in development
Washington DC Brendan Shane, Chief, Office of Policy and Sustainability
202-535-1907 [email protected] In development, High rating in governance GCI
North Vancouver Caroline Jackson
604-990-4224
Denver Jerry Tinianow (720-865-9072) [email protected]
ISO 14001, TBL, High rating in governance GCI
Berkeley California
Neal DeSnoo 510-981-7437
Other Experts (iftime permits)
Contact Phone E-mail Notes
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ICLEI USA-STAR (I believe that STAR is now independent of ICLEI)
Hilari Varnadore 202-379-8524 [email protected]
2008 Study ComparativeAnalysis
FCM Donna Chiarelli 907-6315 FCM advice on sustainability frameworks
CMHC Cythia Rattle/MarkHolzman
UrbanSustainabilityDirectors Network
Julia Parzen, Coordinator
773-288-3596 [email protected] Speak with administratorpoll membermunicipalities onrelevant practicesrelated to scope
Waterloo Amelia Clarke Phone: +1-519-888-4567 ext. 38910
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Appendix C - Survey Response Data SheetThis data is proprietary. To request to see the data please contact:
Jim Andrais | Program Manager, Corporate Environmental Management Systems | Office of Environment | Urban Planning & Development, Sustainable Development
Department | City of Edmonton | Tel: 780.944.7520 | Fax: 780.495.0612 | E: [email protected] | Suite 750, Scotia Tower 1, 10060 Jasper Ave NW,
EDMONTON AB T5J 3R8
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Appendix D - Denver Sustainability Principles
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OFFICE OF SUSTAINABILITYInterim Principles – September 10, 2012
Why Is the City Pursuing Sustainability?
Cities practice sustainability to promote long-term prosperity for their people and businesses. When done successfully, the city gains a competitive advantage that allows it to retain and expand existing businesses and attract new ones. Sustainability also has a moral element. The City must contribute its fair share towards solving regional, national and planetary challenges involving resource scarcity and pollution. The City is therefore evolving its landmark Greenprint Denver effort to encompass a full range of sustainability initiatives.
By operating sustainably, Denver will be a world-class city where everybody matters – including those who will be here in the years to come.
What is Sustainability?
Sustainability is a process of planning and operating that provides for the needs of our people and businesses today without impairing our ability to continue providing for their needs in the future.
Who Participates in Making Denver Sustainable?
Every city department and agency will develop an understanding of sustainability and apply the concept to its own operations. The City will also engage in a dialogue with its residents and businesses to collaborate on making Denver sustainable through individual choices, and will create infrastructure that will give residents and businesses the options they need to have available in order to operate sustainably
Where Will the City Focus Sustainability Efforts?
The City’s sustainability efforts will extend throughout its geographic territory and to the assets it owns or controls outside of that territory. Because everyone matters, the City will work to engage every neighborhood in sustainability initiatives. The City will also collaborate with surrounding communities, state government, regional and federal governmental entities and private groups to protect and enhance shared resources on which sustainability depends. This includes the protection of ecosystem services, i.e. those services that the natural world provides for free.
How Will the City Implement Sustainability?Sustainability is a process that must be learned and then applied. The Office of Sustainability will develop programs to educate city employees on how to plan and operate sustainably, and will provide consulting to assist to them in doing so. These programs will reflect the following principles:
• The future is going to be different from the past – particularly the pre-2008 past. • Think big and focus on solutions that operate at scale.
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• Think systemically rather than focusing only on individual modes and devices. • Base policy and operations on research and facts. Always be open to re-examining the
conventional wisdom and considering new approaches. • Focus on behavior and choices before turning to technology as a solution. Don’t ignore
technology, but don’t turn to it immediately as the panacea and only solution. • To support the focus on behavior, ensure that residents and businesses have meaningful
education and options for how they meet basic needs for energy, mobility, housing, neighborhood types, jobs, materials, food and education. Make Denver a “City of Choices.”
• Terminology matters. We will strive to be precise in our language. This may require us to avoid using terms like “green,” “eco-friendly” and sometimes even “sustainable.”
• When confronted with peak demand, focus first on reducing the peak rather than on creating larger “pipes” to accommodate it.
• Align sustainability efforts with Peak Performance, particularly in the area of defining quantifiable objectives to be achieved by specific deadlines. Understand the difference among activities, outcomes and objectives, and focus on the linkages among them.
• Focus on human fulfillment and contentment. These two qualities are not necessarily congruent with conventional economic measures of success, such as gross output.
• Sustainability involves intergenerational equity. We need to provide for the fulfillment and contentment of the present generation but we also need to make some sacrifices so that future generations can have lives that are at least as fulfilling and enjoyable.
• Where the City identifies barriers to municipal sustainability that it cannot remove on its own, it should pursue diplomatic advocacy to remove the barriers.
When Will Our Sustainability Efforts Begin?The Office of Sustainability is open for business!
What is the Role of the Office of Sustainability?We intend to provide the following services: • Definition and Standardization. We will create common principles of sustainable planning
and behavior, and a common vocabulary of sustainability to be used across City departments. We will set the City’s overall measurable objectives for sustainability.
• Education. We will provide timely guidance to City departments on these principles, vocabulary and objectives.
• Consulting. We will serve as an in-house consulting firm to assist City departments in applying the general principles, vocabulary and objectives to specific projects and initiatives. This will include providing assistance in shared fundraising to support these projects and initiatives.
• Adaptive Management. We will assist City departments in evaluating the outcomes of sustainability initiatives and comparing them to established objectives. We will periodically re-evaluate and update our sustainability principles, vocabulary and objectives to reflect lessons learned from implementation experience.
• Promotion. We will lead City efforts to inform our residents and businesses, and the world outside Denver, of the success of our sustainability efforts and their value in making Denver a great place to live, work and invest.
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