Welcome Atlantic Canada Sustainability Initiative Workshop

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WelcomeAtlantic Canada Sustainability
Initiative Workshop

• Wednesday May 16, 2007

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Todays Objectives
By the end of todays workshop, you will have..

• Shared your interest in being here today.
• Presented a short explanation of the TNS
  Framework
• Suggested ways to support organizational change
  within your organization
• Generated responses to common objections
  regarding sustainability
• Identified challenges and a process to evaluate
  your sustainability action in this ACSI program
• Considered alternative sustainability initiatives
  for your organization
• Identified whether your personal learning
  objective has been met

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Agenda

• Sharing your interest clarifying burning
  questions
• Poster presentation on the TNS framework
• Break
• Supporting change in your organization
• Lunch (noon)
• Evaluation as a tool for continual learning and
  action
• Break
• Consider a sustainability process for your
  organization
• Reflect on your personal learning objectives
• Closing remarks, homework, and logistics

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Sharing Your Interest

• In pairs, talk about your interest in being a
  part of this training.
• What is your primary reason for participating in
  this program?

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Burning Questions
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Presenting the TNS Framework
In groups of 4, create a poster that describes
the key concepts of the TNS framework that you
could use to explain it to a colleague. Use
your Guidebooks as a reference. Select one
person to present this to another group in a
short 4-minute presentation.
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Presenting the TNS Framework
There is no better way to understand it then to
have to present it.
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Review - Key Concepts
Principles of Sustainability
The Funnel
Backcasting
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Organizational ChangeTransformational Change

• Changing behaviours
• Embedding sustainability
• Integrating decisions

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What we are going to cover

• What do the experts say on
• What is org change?
• Why is it relevant?
• What do I have to do?
• How do I do it?
• What is a sustainable governance system?
• What are my key a-has?

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What is Organizational Change?

• Acting on your strategic sustainability plan by
• Changing behaviours to align with sustainability
  vision
• Changing the fabric of the organization
• Ability to effectively lead change towards
  sustainability

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What does it take?

• People skills Working with changing behaviours
• Leadership it wont change itself and you cant
  ignore it
• Hard work system changes
• Proactive does not come naturally
• Perseverance slow pace

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What will happen?

• Know what to expect
• Normal to have a dip
• Goal is to lessen the dip

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Why is it important to me?

• 1 survey item
• We want your sustainability initiatives to
  succeed
• Lead the change
• Take what you learn on org change and make
  sustainability happen
• Why do YOU think its important?

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Why do we resist change?

• MAINTAIN EQUILIBIRUM Please!?!
• Squeeze a ball
• people want to push back to their original
  position
• Your job
• balance resistance with introducing and
  integrating new ways of thinking and behaving
  into their lives.
• Paint a picture
• Make sustainability familiar and show how
  peoples lives will be different and better

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Task list

• Change the dominate mindset - achieve
  sustainability!
• Create a team - Sustainability transition teams
• Change the goals - vision guided by
  sustainability principles
• Communicate! - the need, vision, and strategies
  for sustainability
• Celebrate sustainable behaviour - Encourage and
  reward learning and innovation
• Change the DNA - Align systems and structures
  with sustainability

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Exercise

• Share your experiences with changing behaviour in
  your household
• What experiences came from that?
• What worked and what didnt work?
• Did behaviours change? Why?

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Goals for Change

• Goals
• Integrate a mental model and framework for
  sustainability within your organization
• Create a means to design and test new ways of
  thinking and operating with sustainability
• Make sustainability stick over the long term
• How do you do it effectively?

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Steps for Change

• Build the Case
• Plan the Change
• Mobilize Commitment
• Embed and Sustain
• Learn and Share

• How would you use these steps?
• Where are you in these steps?
• Are these steps useful?
• How do these steps apply at implementing TNS in
  your org?

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1. Build the case

• Need for Change
• compelling, clearly articulate, relevant
• sense of urgency
• Vision, impact desired outcomes for
  sustainability
• clear, specific, measurable
• relevant to peoples role in the organization
• Sustainability Transition Team
• supporting, driving, and enabling sustainability

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2. Plan the Change

• Gap between current and future state
• Identified and prioritized
• Barriers and opportunities to sustainability
• Known and prioritized with plans to
  reduce/remove/leverage
• Scope and plan change towards sustainability
• Addresses concerns, resources required, and
  milestones
• System-wide plan that goes deep

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Plan for System-Wide Change

• Every component of the system must be fully
  engaged must function effectively for the whole
  to succeed

Sustainability needs to be supported throughout
the fabric of your organization
Systems
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Desired Behaviours

• Define the behaviours we need in our sustainable
  organization
• How are we going to behave?
• What will we e doing differently?
• How will we make decisions?
• Understand the gap between
• the current state and future
• state of behaviours
• Create a plan that
• enables us to get the
• future state behaviours

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3. Mobilize Commitment

• Communicate! Communicate! Communicate!
• Vision, compelling need, expected impacts, and
  results
• Key constituents
• Support and enable change
• New desired behaviors
• Targeted, developed and modeled at ALL levels
• Barriers
• Removed and dealt with directly
• Short-term wins
• Chosen and celebrated

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4 Factors of Commitement
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4. Embed and Sustain

• Reinforcement of sustainability initiatives
• Consistent and visible
• Incentives and consequences
• Aligned with sustainable behaviours
• Results
• Continuously support and realize benefits of
  sustainability vision
• Recognize the people stepping out of their
  comfort zone
• Measurement and management systems
• Align with desired sustainability results and
  behaviours

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Integrating Sustainability into Decision-making
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5. Learn and Share

• Communicate
• Results, resistance, and corrective actions
• Closed-loop feedback systems
• Provide the right info to the right people
• New performance goals
• Move on to the next sustainability change level
• Becoming a learning organization
• Capture lessons learned and share best practices

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• Measure and tracks performance
• Capture and share lessons learned
• Communicate Results

STEP FIVE Learn and Share

• Visibility recognize the people responsible
• Generate and celebrate ongoing success
• Align systems, structure and processes
• Communicate

STEP FOUR Embed and Sustain
Continuous Improvement

• Communicate! Communicate! Communicate!
• Visibility model the new behaviors
• Remove barriers and create short term wins

STEP THREE Mobilize commitment

• Identify gap between current state and vision
• Identify barriers to change
• Identify opportunities for change
• Scope and plan the change project
• Communicate

STEP TWO Plan the Change

• Identify the compelling need for change and the
  drivers of change
• Create a vision for the change and define the
  desired outcomes
• Build the Sustainability Transition Team that
  can make it happen
• Communicate

STEP ONE Build the Case for Change
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Obstacles to promoting the Case for Sustainability

• You are standing around a water cooler and
  someone talks negatively about moving the
  organization towards sustainability. Why bother?
  Thats a waste of time.
• At your table in groups of four, discuss these
  types of obstacles you may encounter in building
  the case for sustainability.
• Chose your best one and swap with another table.
  
• Develop your constructive, positive response
  using bullet points to address this obstacle.
• Share your response with the table you swapped
  with.

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Governance Systems Greatest Leverage for Change

• Governance systems shape the way
• information is gathered and shared
• decisions are made and enforced
• resources and wealth are distributed
• These factors guide
• how people perceive the world around them
• how they are motivated
• how they exercise their power and authority

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Doppelts Sustainable Governance Systems

• They follow a vision and an inviolate set of
  principles focused on conserving the environment
  and enhancing socio-economic well-being.
• They continually produce and widely distribute
  information necessary for expanding the knowledge
  base and for measuring progress toward the core
  purposes.
• They engage all those affected by the activities
  of the organization.
• They equitably share the resources and wealth
  generated by the organization.
• They provide people with the freedom and
  authority to act within an agreed-upon framework.

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Doppelts Sustainable Governance Systems

• Create a decision making process that integrates
  sustainability at its core
• This may change the structure of the organization

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A-Ha! Initiatives internalize sustainability

• Behaviour Change Fundamental change in thinking
• Use the initiative to internalize sustainability
  at a personal level
• Design interventions with changing the mindset
• Key people Show senior leadership
• Include sustainability in vision / mission /
  strategies
• Reinforce it is a business strategy
• Visible support speeches, questions, actions
• Educate and communicate the whole company
• Solicit employee ideas
• Communicate initiatives and results
• Embed and Sustain Align with measurement systems
• Align with measurement / management systems /
  culture
• Integrate into recognition / reward systems
• Sustainable Governance Integrate decision-making
• Distribute power and authority among employees
  and stakeholders through effective
  information-sharing, decision-making, and
  resource allocation mechanisms.

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Exercise Focus on high leverage areas

• Work with a group of 4
• Draw this on a sheet of paper
• On post-it notes, itemize these forces

Sustainability Vision
Hindering Forces
Helping Forces
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Discussion over lunch

• What are you going to do with this now?
• What do you need to help you make change?
• Suggest ways to start making and supporting
  sustainability in your org

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Lunch

• When you come back from lunch
• Sit close to members of your organization
• Enjoy!

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Evaluation
Are we there yet? How do we know if we are
making progress in the right direction?
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Sustainability Initiatives and Processes

• Sustainability Action Plan
• Integrated Community Sustainability Plan
  (ICSP)
• Integrating sustainability into communitys
  Municipal Development Plan
• Incorporating sustainability into the culture of
  an organization

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Sustainability Action Plan

• A - Build awareness and understanding of
  sustainability
• B - Conduct a baseline assessment of the major
  flows and practices from a sustainability
  perspective
• C - Develop a clear and compelling vision of a
  sustainable organization and the actions to help
  with the transition
• D prioritize actions into an Action Plan
• Implement and monitor progress

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Integrated Community Sustainability Plan (ICSP)

• High level overarching document
• articulates a desirable and sustainable vision
• strategic plan - towards vision
• identifies short, medium and long term actions
• tracks and monitors progress
• reviewed and revised on an annual basis
• Provides guidance for the development or
  alignment of all municipal plans
• 5 Phases

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ICSPPhase I Structuring Process

• Council Initiative
• Demonstrate leadership
• Staffing Requirements
• Project leader, project manager
• Citizen Advisory Group
• Representative cross section of community
• Scope plan the process
• Resource/time commitments

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ICSP Phases 2 - 5
Phase 2 Community vision
Vision
Phase 3 B C steps
Sustainability principles
Vision statement Core values High level goals
Strategy area Descriptions of Success
A c t i o n s
Long term
Med term
Short term
Strategy area Current Reality
Phase 5 Implementation Monitoring
Phase 4 D Action Plan
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ICSP
Potential Strategy Areas
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Integrate Sustainability into Municipal
Development Plan

• A - Build awareness and understanding of
  sustainability
• B - Conduct a baseline assessment of the MDPs
  policies from a sustainability perspective
• C Identify the key characteristics of a
  sustainably built community and the policies to
  help with the transition
• D analyze and prioritize policies into a MDP
• Implement and monitor progress

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Imbed Sustainability into Organization

• Measure and tracks performance
• Capture and share lessons learned
• Communicate Results

STEP FIVE Learn and Share

• Visibility recognize the people responsible
• Generate and celebrate ongoing success
• Align systems, structure and processes
• Communicate

STEP FOUR Embed and Sustain
Continuous Improvement

• Communicate! Communicate! Communicate!
• Visibility model the new behaviors
• Remove barriers and create short term wins

STEP THREE Mobilize commitment

• Identify gap between current state and vision
• Identify barriers to change
• Identify opportunities for change
• Scope and plan the change project
• Communicate

STEP TWO Plan the Change

• Identify the compelling need for change and the
  drivers of change
• Create a vision for the change and define the
  desired outcomes
• Build the Sustainability Transition Team that
  can make it happen
• Communicate

STEP ONE Build the Case for Change
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Sustainability Initiatives and Processes Exercise

• Sustainability Partners
• Fill out the Sustainability Initiative and
  Homework worksheet with colleagues from you
  organization.
• All Others
• Meet with Clare to discuss
• your role in ACSI
• How to support network Sust. Partners

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Personal Learning Synthesis

• Retrieve the personal objectives you noted on
  the flip chart yesterday.
• Place it on a chart.

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Wrap Up

• Complete the feedback form
• Homework - develop an appropriate process
  for advancing sustainability within your
  organization
• Closing remarks from Ron

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Thank You