practical sustainability for the culture sector
TRANSCRIPT
+ sustainability
Juhi Shareef Sustainability Consultant for the Creative Industries
Norfolk Arts Forum: The Arts, Climate Change & Sustainability 14 July 2010
culture
for the
sector
+ Agenda Introduction & Context
The state of sustainability + the cultural sector including:
- Definitions
- Examples of new thinking & good practice case studies
Getting practical: example methodologies and tools: A Sustainability Appraisal Framework The Arts Energy Toolkit
Q&A
Workshop exercises in groups What is / isn’t working re. sustainability in your organisations What are the barriers to change and how can they be overcome?
Conclusions & thanks
+Scope of workshop
THIS IS:
Sustainability for the Culture sector
Good practices
A conversation
NOT:
Culture of sustainability OR Sustainability of culture
Best practices (changing too fast)
A one-way presentation
+ Introduction to Juhi Shareef Sustainability Consultant for Events & Creative Industries
Background Film / TV Sustainability at design-engineering firm Arup (BS 8901 / Concert for Diana)
Clients Culture|Futures Arcola Theatre British Council – Isle of Wight Festival Sustainable Touring and Sustainable Production
Member Green Theatres Steering Group Fellow, Royal Society of Arts Associate, Institute for Environmental Management Assessment Selected by the British Council as a ‘Future Leader in Creativity & Cultural
Innovation’
Currently Sustainability Consulting ‘Green’ Content Producer Project Managing Sustainability Strategy for a 2012 Olympic Venue Contributing to BS 8909 Collecting examples of good practice
+Control vs Influence
Society
Audience
Suppliers
Venue
Production
+ Context: Climate Change Climate Change is an urgent issue
Legal requirement: Climate Change Act 2008
80 %cut in greenhouse gas emissions by 2050 and a reduction in emissions of at least 34 % by 2020 against 1990 levels
Other sustainable development issues e.g. resource use
Working to a 9 year timeline (before things get really hairy)
Clathrate gun hypothesis: rises in sea temperatures (and/or falls in sea level) can trigger the sudden release of methane causing internal positive feedback loops
+ Context: Climate Change = Culture Change
We need:
A swift response
A culture change :
- Local Government needs business and citizens behind them
- Business looking to government to regulate
- Citizens are too scared / apathetic / confused to change… or they disagree
- CCC 2nd Progress Report: Only just meeting targets, and that’s because of recession
- So what about economic growth?
“It has been suggested that 40% of a successful transition to an ecological age in 2050 relies on cultural change, i.e. changes in the way citizens go about their lives.”
- Culture|Futures
…A fundamental shift is required
+ Context: Current Economic Climate
Impact of the Current Economic Climate:
ACE 2010/11 budget has been reduced by a total of £23 million
Loss of trusted projects e.g. RSA Arts & Ecology Project
Lyn Gardner, blogging for The Guardian on 22 June 2010:
“Arts funding threats mean it's time to pull together”
“This is certainly the moment for theatres, galleries and individual companies to be mobilising their audiences and the local community, and those who have not taken due care of their audience and local artists may find themselves exposed.”
“It is also a time to share information and ideas as to what can can be done”
See: artsfunding.ning.com
+Context: All change A new way of working:
Innovation
Failing Fast… and sharing information
Collabotition or Coopetition? Don’t reinvent the wheel!
Control vs influence
Communication / Dialogue / Engagement
In line with the 4 principles of sustainable development:
Integrity
Inclusivity
Transparency
Stewardship
…so how do we make this shift?
+Sustainability: definitions
Sustainable development: "Meeting the needs of the present generation without compromising the ability of future generations to meet their needs.”
- UN Brundtland Commission 1987
Sustainable development is the goal, sustainability is the means to get there
Triple Bottom Line:
Qu: Where does Climate Change fit?
Environmental issue that affects Society and The Economy (remember Stern Review)
+Launch of Long Horizons
Long Horizons: collection of essays from creative leaders
British Council & Julies Bicycle
At launch, Ed Miliband, ex Secretary of State for Energy and Climate Change said:
”The creative industries have played a major part in every major campaign for social change in the last 50 years, and they will be just as important when it comes to climate change. Songs, films and literature can influence the way people feel about issues and can make a bigger contribution than any number of political speeches.”
+Examples of international good practice
Case Study: Culture|Futures
C40 Cities
Additional international resources: UNEP, CSPA etc
+
Culture|Futures at COP 15
Engaging the cultural sector in creating an Ecological Age by 2050
Background info, videos, audio: www.culturefutures.com
Community: www.culturefutures.ning.com
Culture|Futures “C|F”
+
Reduce Carbon Dioxide Emissions by an global average of 50% compared to 1990 levels
Decrease Ecological Footprint to 1.44 gha/capita based on a projected population (1 planet)
Improve Human Development Index (life expectancy / education / standard of living)
…This must be achieved by 2050 to avoid the most serious impacts of an unsustainable path.
C|F: An Ecologial Age by 2050
+C|F Background
Background: Culture|Futures Launch Symposium and Working Seminar
Took place in Copenhagen, 7-9 Dec 2009
Supported by British Council and other strategic partners
Attended by over 100 representatives from 27 countries and 5 continents, including UNESCO and the EU Commission.
Aim: To build cultural relations, which can achieve an ecological transition by 2050
Strategy: Culture|Futures (C|F) to be a platform to facilitate: A worldwide cultural initiative working with cities (C40) The demonstration of relatively fast results vis a vis larger populations
The creation of an ‘enabling environment’ worldwide for behavioral change for sustainable living
+C|F: The role of Culture
Culture is a catalyst: It is now time for cultural agents to offer collective leadership and to seriously consider their commitment to achieving an ecological age by 2050.
Culture has the potential to play a central part in the transition to an ecological age and is now beginning to do so. There is massive potential for cultural agents around the world to make an ever greater contribution over the coming years.
Cultural agents can:
- Drive communication, reaching the diverse communities of the world
- Build bridges to politicians and other major change stakeholders to create an ‘enabling environment’ for behavioral and structural change
The Culture Sector is trusted!
+C|F: What is already happening
Arts councils following government initiatives on buildings and processes
Support for energy management best practice in building-based arts organisations
Championing best practice in constructing buildings and other forms of capital infrastructure
Discourse and cultural critique within artistic practice
Arts projects demonstrating new approaches to social and environmental issues
+ C|F Recommendations for a Cultural Transformation to an Ecological Age
1 The cultural sector can provide leadership for an Ecological Age 2 The cultural sector can lead through its good relations with citizens
3 The cultural sector must observe and develop sustain able best practices to maintain its position of trust
4 The cultural sector must establish collaborations with other sectors to enable the cultural transformation to an ecological age
5 The cultural sector should consider how its content, values and activities relate to an ecological age to maximise its relevance with wider publics.
6 Science and research
7 Education 8 Communication 9 Urban/regional development 10 Business and technology development
The overall goal is to foster sustainability through behavioral change. To achieve this, as said previously, we must win the hearts and minds of citizens.
12 Cultural policies must include goals and incentives 13 Science and research
+C|F Actions in 2010
Working with C40 world cities on cultural program: Next event is Hong Kong early Nov. 2010 Inspiring additional events e.g. C|F Concert in Malaysia
Building partnerships for applied research, learning and inspiration
Developing Global Forum of Engagement To build a global enabling environment for behavioral change for
sustainable living. Policy dialogues with existing strategic organisations e.g. EU,
China, UNESCO and the UNFCCC process/COP16
+ The C40 Cities - Climate Leadership Group The C40 is a group of large cities committed to tackling climate change
Started by London and NYC
Backed by the Clinton Climate Initiative
Working together to benefit from economies of scale and shared best practice e.g. Climate Change Action Plans
Good list of international best practices: http://www.c40cities.org/
+ Other international resources International Federation of Arts Councils and Cultural Agencies (IFACCA)
http://www.ifacca.org/
EU National Institutes for Culture (EUNIC) http://www.eunic-online.eu/
UN Environment Programme (UNEP) http://www.unep.org/
Asia Europe Foundation (ASEF) http://www.asef.org/
International National Trust Organisations (INTO) http://www.internationaltrusts.org/
Association of Performing Arts Presenters (APAP) http://www.apap365.org/
European Cultural Foundation http://www.eurocult.org/
Cultura21 http://www.cultura21.net/
Centre for Sustainability in the Arts (USA) http://www.sustainablepractice.org/
British Council Greening The Arts http://www.britishcouncil.org/usa-arts-greening-the-arts.htm
Royal Society for the Arts, Commerce and Manufactures (UK) http://www.thersa.org/ and http://www.artsandecology.org.uk/
Green Museum http://www.greenmuseum.org/
+Examples of national good practice
Julies Bicycle
Theatres Trust
Ashden Directory
British Standards 8901, 8909
Arts Energy Toolkit
+Examples of national good practice
Julie's Bicycle: the organisation that helps the creative industries to reduce its carbon emissions by providing research, best practice case studies and the Industry Greening (IG) suite of tools to help: Measure, Analyse, Report, Act on ghg emissions http://www.juliesbicycle.com/
Theatres Trust Building Sustainable Theatres conference and case studies Eco-venue links to Environment & Arts http://www.theatrestrust.org.uk/
Ashden Directory: http://www.ashdendirectory.org.uk/
British Standards: BS 8901 (events / venues / suppliers) & BS 8909 (film): http://www.bsi-global.com/
Arts Council England - Arts Energy Toolkit: http://www.artsenergy.org.uk/ See later in presentation
+Examples of regional good practice
Artists for Climate Change
Green Theatre (National Theatre)
Green Music
Green Screen
Museum of East Anglian Life
+Examples of regional good practice
Children's Services in Norfolk are leading an initiative called Artists for Climate Change which aims to equip 20 artists with the knowledge and understanding to work effectively in schools, marrying an inspirational approach to measurable impact.
We want to find new ways to support achieving and maintaining a 25% reduction in carbon emissions in Norfolk schools by 2013
Partnership approach:
Training
Pilot Sessions: In 20 Norfolk schools that have been engaged in either Energy Busters (Primary) or eFutures (Secondary).
Distribution: Of an Artists for Climate Change Directory
This project will be applying for an Olympic Inspire Mark
We are exploring gaining sponsorship for the artists work in schools from international energy company EDF, an official Olympic sponsor
+Examples of regional good practice
Climate Change Action Plans for creative industries
Green Theatre http://www.greeningtheatres.com/green-theatre-plan-
quick-links
Arcola’s Top 10 Tips for a Sustainable
Theatre Production: http://www.arcolaenergy.com/contribute/category/green-theatre/
Green Music http://www.juliesbicycle.com/media/downloads/Green-
Music-further-information.pdf
Green Screen http://filmlondon.org.uk/library/documents/
Green_Screen_Full_Report.pdf
+The Museum of East Anglian Life has established Abbot's Hall Enterprises to produce plants, flowers and vegetables to sell in the farm shop on the premises as a social enterprise.
It provides skills development and training to people including prisoners on probation and people with learning difficulties.
The skills training has, on occasion, led to employment. It helps people with special needs and brings in some money.
Social enterprises are businesses with a social purpose. Putting something into the community and making a difference to the environment features as strongly as profits, which are ploughed back into the business.
Importantly, social enterprises can engage and empower a local community. Among the most well-known ones are Jamie Oliver's Fifteen restaurants, the Eden Project and the Big Issue.
Examples of regional good practice
www.eastanglianlife.org.uk/
+Examples of local good practice …and new thinking
Case Study: Arcola Theatre
Sustainability Appraisal Framework for Future Arcola
Any more?
+Examples of local good practice
E.g. Arcola Theatre:
Engaging your audience: Put a jumper on!
Creativity within constraints: 5 kWh Hydrogen Fuel Cell See next slide for more information
Energy incubator: http://www.arcolaenergy.com/
1) Commercially developing and retailing cutting-edge low carbon products, particularly fuel cells; and 2) Award-winning not-for-profit project of Arcola Theatre, driving sustainability in the arts
+A note about hydrogen fuel cells…
A fuel cell is an electrochemical cell that converts a source fuel into an electrical current. It generates electricity inside a cell through reactions between a fuel (e.g. hydrogen) and an oxident (e.g. oxygen), triggered in the presence of an electrolyte. In a Hydrogen Fuel Cell, water is created as a by-product.
Fuel cells are very useful as power sources in remote locations, such as spacecraft, remote weather stations, large parks, rural locations, and in certain military applications. A fuel cell system running on hydrogen can be compact and lightweight, and have no major moving parts. Because fuel cells have no moving parts and do not involve combustion, in ideal conditions they can achieve up to 99.9999% reliability.
How the Arcola Theatre used their Fuel Cell to change the behaviour of theatre directors:
http://www.thestage.co.uk/news/newsstory.php/19821/arcola-becomes-first-hydrogen-fuel
How the Arcola Theatre has created another revenue stream by launching HyLight, its first fuel cell product specifically for the events/ creative industries:
http://www.arcolaenergy.com/contribute/2010/07/12/arcola-theatre-launches-hylight/
+
Q&A
+Examples of useful methods and tools
Sustainability Appraisal Framework (SAF)
Arts Energy Toolkit
+Example of a Sustainability Appraisal Framework: a SAF
Future Arcola: aiming for best practice So implementing a Sustainability Appraisal Framework / SAF = A framework for measuring sustainability performance
Vision, informs;
Sustainability Objectives
KPIs derived to measure performance against Objectives
Work with technical teams to derive Targets based on: 1. Policy and legislation 2. International best practise 3. What is practical
… must be challenging but achievable
+Sustainability Appraisal Framework (SAF)
Continuous improvement
Decision support tool
Live document!
Encompasses site selection, design, construction and operation
Complementary to: Statutory environmental processes
(e.g. Environmental Management Plan during construction) Voluntary environmental / sustainability management systems
(e.g. ISO 14001 / BS 8901)
A SAF does not include:
Technical strategies for achieving sustainability
+
Qualitative
Quantitative
Resource / emissions
Spatial
Specific socio-economic
Social
Objectives
Indicators
Targets
Example SAF, based on policy review
+Examples of new tools: the Arts Energy Toolkit
Self assessment toolkit to be used on annual basis
Effective energy management programme
Intention to reduce energy usage and carbon emissions
Potentially reducing energy costs by up to 20%
Registered users can track their energy performance over time
http://artsenergy.org.uk/
6 steps:
1. Baseline
2. Energy Assessment
3. Technical Assessment
4. Checklists
5. Factsheets
6. Action Plan
+Arts Energy Toolkit 1. Energy baseline tool:
Understanding current energy consumption and performance, and monitoring annual energy performance
Enter building data
2. Energy management self assessment:
Energy policy, organisation, staff awareness, training & motivation, monitoring & reporting systems, investments in energy efficiency
Complete a form and assess scores in Matrix (5 levels of performance, from 0-4)
Design a strategy for improvement, links to best practise
+Arts Energy Toolkit
+Arts Energy Toolkit 3. Technical self assessment:
Get an indication of the overall energy savings for your building
Self-assessement matrix form and
Results table covering 6 key areas:
+Arts Energy Toolkit 4. Checklists:
Identify specific opportunities to reduce your energy usage & costs
Includes many no and low-cost opportunities
3 levels: good housekeeping, maintenance, design
Covers: Building fabric, space heating / cooling, water use, hot water, lighting and office equipment
5. Factsheets:
Detailed description of the opportunities and indication of the potential savings
6. Action plan:
Develop an action plan for implementation of viable measures
+Arts Energy Toolkit 6. Action plan:
Develop an action plan for implementation of viable measures:
1. Prioritise your measures
2. Use your energy cost savings to invest on additional measures
3. Consider the interaction between different measures
4. Correct order of implementing technical measures (demand / losses / supply)
5. Set a realistic timeline for implementation
6. Make somebody responsible for implementation
7. Regularly review your action plan and update at least once a year
+
Q&A
+
Workshops
+Workshop 1
Get into groups and nominate: Scribe
Timekeeper
Reporter
Round-table discussion: Identify what your organisations are doing that's working and not working re. sustainability (10 mins) Environment
Society
Financial
Nominated speaker to feed good / bad practices back to wider group (1 min per group)
+Workshop 2
Round-table discussion 2: Identify what barriers your organisation faces to adopting a sustainable approach (5 mins) Internal
External
Rank these in order of priority
As a group, how could these barriers be overcome? (5 mins) Is there a way to work with other organisations?
Could you utilise existing structures or are new ones needed?
New technologies
Nominated speaker to feed key barriers and solutions back to wider group (1 min per group)
+Conclusions
Share knowledge Be transparent (even what’s not working)
Communicate Use networks
Contribute to your communities There are plenty of free tools and
resources, so… Get started!
Measure what you can (baseline) Continually improve over time
+Keep in touch
I’m collecting case studies from the UK and internationally so please let me know if you know of any examples of good / best
practice that should be shared with a wider audience.
Also do get in touch if you have any queries about practical sustainability for the culture sector.
Contact me via my website: www.juhishareef.com
+Thank you
JUHi SHAREEF & Associates www.juhishareef.com