Sustainability & Energy Management Unit Executive Board Andreas Wanke Participation Matters - Sustainable Campus Management at Freie Universität Berlin Spring Campus 2017 2017-03-28
Agenda 1. Introduction - Some key figures - Why do we need participation? - Participatory levels and approaches 2. Sustainable Management and Participation at FUB - Participatory approaches until 2015 - Positive outcomes, restrictions and challenges - New participatory structures since 2016 3. Lessons Learned: Participation requires… 2
INTRODUCTION 3
founded in 1948 35,713 students (incl. 4,300 PhD students) 5,100 employees (4,230 FTE), incl. 430 professors ca. 200 buildings with 530,000 m² government grant: 298.5 M € third-party funds: 124 M € water costs disposal costs energy costs 0.37 M € 13.4 M € 1.3 M € Datas: students: 2015, employees: end of 2014, energy costs: 2014, water costs: 2012, disposal costs: 2013 4
Structure of the University Management President International Network Executive Office University Office of News and Legal Office Public Affairs Executive Coordinating Reporting and Office Reporting Systems Sustainability and Energy Unit Executive Vice Vice Vice Vice Chancellor President President President President (K) (VP2) (VP3) (VP4) Director of (VP1) Permanent International Teaching and Research, Administration Deputy of the Matters Learning, ( Sustainability and Finance President Student Affairs in Research (Sustainability- and Teaching) Management) Division V: Division VI: Division VIII: Division II: Division III: Division IV: Division I: Research Center for Engineering International Academic Human Finances, Digital Affairs Ressources Procurement and Utilities Affairs Systems and Position Management 5
Key Tasks of the Sustainability Unit Coordinating the sustainability steering committee and the decentral sustainability teams Connecting sustainability activities in teaching, research, outreach, and campus management and promoting their visibility Integrating sustainability aspects into facility management, procurement processes as well as into IT management Enhancing international networking Steering certification process (according to EMAS) Coordinating the integrated management system Waste management including waste database and operational disposal of hazardous waste Energy controlling and energy online monitoring 6
Sustainability in Campus Management -27.2% - PARTICIPATION POLICY: STEERING COMMITTEE SUSTAINABILITY TEAMS, AUDIT TEAMS AND REDUCTIONS IN TOTAL ENERGY SUSTAIN IT! INITIATIVE USE BETWEEN 2001 and 2015 - ANNUAL EFFICIENCY PROGRAMS FOR [-26.3 % reductions between 2001 and 2011 BUILDINGS (2003-2011) [+10% increase of the number of student; +17% third- party revenue between 2010 and 2015] - BONUS SCHEME FOR ENERGY CONSERVATION -31 % - GREEN IT PROGRAM REDUCTIONS IN - RECYCLING PAPER POLICY WATER USE SINCE 2004 - MEMBERSHIP IN INTERNATIONAL -30% or -74 % (incl. procurement) SUSTAINABILITY NETWORKS – UAS, ISCN, REDUCTIONS IN GREENHOUSE UNICA GREEN, GAUSF GAS EMISSIONS SINCE 2000/2001 - URBAN GARDENING PROJECTS 75% - ENERGY ONLINE MONITORING OF FREIE UNIVERSITÄT’S AREA - 6 NATIONAL AND INTERNATIONAL AWARDS FOR ARE GREEN SPACES ENGAGEMENT IN SUSTAINABILITY (BOTANICAL GARDEN INCLUDED) - SUSTAINABILITY MISSION STATEMENT (2016) 7
Chronology 2015 2001 2007 2016 2004 2008 2008 2010 2014 2003 2011 2012 2013 Blue colour = instruments and measures with strong needs of participation processes Black colour = management focused instruments and measures 8
Why Do We Need Participation in Sustainability Management? Due to their complexity, solving global problems requires systematic interdisciplinary scientific collaboration and close transdisciplinary cooperation between researchers and civil societal stakeholders The various dimensions and goals of sustainability – environmental, social, economic, and cultural – need to be integrated where possible Because of the segmented structure of universities, their plurality of leadership cultures and their hybrid self-conceptions, sustainability management doesn´t work satisfactorily with a top-down-approach. It should rather be comprehended as a part of organizational development as well as of transformative and social learning processes. Therefore, community engagement, building alliances and networks play a key role. 9
Participatory Approaches (from the perspective of participatory processes) High level of participation living labs, interdisciplinary to empower teams etc. shaping competences to collaborate steering committees, outreach projects in all stages and aspects of the project to involve open days, art performances university community to consult talks, meetings evaluating alternatives to inform reports, website, poster, flyer No participation Source: Antje Disterheft et al, Journal of Cleaner Production 31 (2012) S. 82, adapted from International Association for Public Participation, 2007 10
A Typology of Participation Typology Characteristics Manipulative Participation as a pretence for legitimising pre-established top- down decisions Participation Passive Participation by being told what has been decided, e.g. unilateral announcements of top management or administration without Participation regard to target group‘s responses Participation by Participation by being consulted or answering questions without sharing in decision making Consultation Functional Participation as a means of meeting predetermined objectives including interactive procedures and sharing decision making but Participation is embedded in goals set outside the participatory process Interactive Participation as a systematic, open-minded and mutually structured learning process; involvement in all phases of a project; Participation participation is seen as a right and not only as a tool of achieving (Deliberative approach) project goals, aiming at transparency and confidence building , Self-Mobilization/ Participation by taking initiative independent of external institutions to change systems, retaining full control over how Empowerment resources are used (Emancipatoric Approach) Source: Stephan Bass / Barry Dalal-Clayton / Jules pretty: Participation in Strategies for Sustainable development, Environmental Planning Issues No. 7, May 1995 11
SUSTAINABILITY MANAGEMENT AND PARTICIPATION AT FREIE UNIVERSITÄT BERLIN - 1st. Steering Committee (2001-2015) - Decentralized Environmental Teams (2003-2014) - Audit Teams (2004-today) - Initiative SUSTAIN It! (2010-today) 12
Steering Committee (2001-2014) - Members: Head of finance and administra- 5 MEETINGS in early tion, heads of selected faculty administrations years, 2 MEETINGS in and of facility management department, later years representatives of staff council, coordinator for energy and environmental management STRONG - Focus on administration and campus management RELEVANCE for Integration into management cycle according - strategy develop- to ISO 14001 – Management reviews as a core ment and task legitimacy in the - Important for the roll-out of annual energy efficiency programs, bonus scheme for early years energy conservation and start of environmental management system REDUCED RELEVANCE - Diminishing importance and creativity due to routinisation, team enlargement and in later years successful implementation of measures in later years 13
Decentralised Environmental Teams (2003-2014) - Members: Heads of faculty administrations, 1-5 MEETINGS annually academics and administration staff, depending on faculties’ operational staff, caretakers, some students involvement in - Focus on campus management and ISO certification cycle 14001 cycle CROSS- - Typical tasks: discussing optimization SECTORAL measures and the results of audits, implementation of measures, IT- related COOPERATION projects like the centralization of servers TEAM-SIZE and printers, communication actions 5-14 MEMBERS - Teams were a pillar of support and creativity, albeit with an increasing focus on work safety issues, legal compliance and 120 MEMBERS technical environmental protection in the in 11 teams (of scientific natural sciences departments) 14
Audit Teams (2004- today) - Members: Audit coordinator, members from 20-40 AUDITS annually work-security unit, staff council, lab managers as auditors from other faculties than audited 4-6 AUDIT TEAM - Focus on campus management and lab buildings MEMBERS - Auditing aspects: waste seperation, work security, legal compliance, energy efficiency, INTER- system of compliance officers, good laboratory practice, regular trainings and SECTORAL briefings composition of - Integration in management cycle according to audit teams ISO 14001 - Important for the direct contact with researchers and working groups and the roll- out of correction measures Particularly RELEVANT for - Cross-sectoral audit-teams have proved to be the management system and integrative and effective certification process 15
SUSTAIN IT! (2010-today) (=mixed group of students and employees) 16
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