Campus-Community Collaboration in the Age of Climate Distruption

Few institutions are better positioned to provide the leadership required to avoid runaway climate change than higher education. Indeed, it is hard to see where else the necessary leadership will come from if universities and colleges don’t step up to take on this responsibility. Not just any kind of leadership will do the trick, however. It must be collaborative, adopting an ethos of cooperation and mutuality rather than top-down hierarchical structuring.

0919_07_003-aerial-640x360

Cornell University

Universities and colleges in the United States historically have been crucibles of social change and laboratories for new ideas and creative solutions to some of society’s toughest problems. What is new is the scale of the problem and the threat it poses to human civilization. Simply providing models of sustainability on campus will not suffice. Universities and colleges can become truly sustainable only if they adopt the perspective of “ecosystem awareness” and work with the communities around them to become sustainable. They must commit to dramatically reducing the carbon footprint of campuses and become examples of ecological integrity, social justice and economic health. Beyond that, they must collaborate with the larger community and, in so doing, enable solutions to be scaled up and replicated.

As Michael Young, president of the University of Washington, argues, higher education must go beyond greening the campus. “For colleges and universities — especially public ones — engaging with our communities is fundamental to our mission,” he said. “We all have a responsibility to turn our universities inside out — that is, to take the wealth of ideas percolating on our campuses into our community, whether that community is across the street or across the globe.”

TCCPI seeks to lead the way

New York’s Tompkins County Climate Protection Initiative (TCCPI), at which I am a coordinator, was inspired in particular by similar efforts in Grand Rapids, Mich., and Oberlin, Ohio. It seeks to demonstrate what this kind of collaboration looks like and the impact it can have on a region’s economic, social and environmental health. With a population of about 100,000, Tompkins County includes three American College and University President Climate Commitment (ACUPCC) signatories (which also happen to be among the top employers in the county): Cornell University, Ithaca College and Tompkins Cortland Community College. In addition, the city of Ithaca, the towns of Ithaca, Caroline and Danby and the county all have made formal commitments to reduce greenhouse gas emissions, with the county calling for a decrease in emissions of 80 percent by 2050 and establishing an interim goal of 20 percent by 2020.

TCCPI has leveraged these climate action commitments to help mobilize a countywide energy efficiency effort, expand the production of renewable energy and accelerate the transition to a clean energy economy. The coalition, launched in June 2008, currently consists of local leaders from more than 40 organizations, institutions and businesses in the county, organized into five sectors: business, education, local government, nonprofit and youth. Each sector has a representative serving on the steering committee, which tracks the progress of the coalition’s projects and sets the agenda for the group’s monthly meetings.

The most immediate way in which TCCPI has adopted a collaborative model of leadership and sought to be a “leader-as-host” is to provide an ongoing forum where local leaders can come together regularly, share their progress and challenges and brainstorm collectively about ideas and solutions. In some cases, it’s hard to imagine how the outcomes resulting from these meetings would have emerged without years of building trust and thinking collaboratively. For example, the Tompkins County Planning Department and EcoVillage at Ithaca (EVI) never had worked together in the nearly two decades since EVI was founded. Yet, at a TCCPI meeting in June 2010, the group came up with the notion of the planning department and EVI’s joining hands to submit a proposal to the EPA Climate Showcase Community Grant Program, which seeks to highlight community efforts to decrease greenhouse gas emissions.

The grant proposal, submitted the next month, outlined a strategy for disseminating to the larger community the important lessons learned at EVI about shrinking one’s carbon footprint and developing ways that the county could incorporate these key principles into its planning for future development. EPA awarded a $375,000 grant and work began in February 2011. Two model developments, one at EVI and another at a pocket neighborhood downtown, already are underway, and the county has proposed a third development near the regional medical center. All are designed to highlight innovative approaches to “creating dense neighborhoods that enhance residents’ quality of life while using fewer resources.”

Another project growing out of TCCPI discussions is the installation of photovoltaic arrays at numerous sites in the county, including several county government buildings, businesses and higher education institutions. In the area of energy efficiency, TCCPI has worked with the Cornell Cooperative Extension of Tompkins County (CCETC) to support the establishment of the Tompkins County Energy Corps, made up of students from Cornell and Ithaca College who carry out informational energy audits for homeowners, share information with them about state and federal incentives and encourage concrete steps to improve their residences’ energy performance. TCCPI also has worked closely with CCETC in rolling out a countywide campaign, “Get Your Greenback Tompkins,” to raise awareness about the importance of energy savings.

In these latter two instances, TCCPI shared its own financial resources to help launch the projects. In other cases, it has lent its social capital to help projects obtain the necessary financial capital. Two original members of the TCCPI steering committee serve on the founding board of Black Oak Wind Farm, an 11.9 megawatt project just outside Ithaca slated to be in production by the summer of 2015.

The first community wind project in the region, Black Oak has raised its seed capital of $1.82 million from about 110 local investors. The TCCPI network provided a crucial resource in reaching out to many of these people and persuading them to invest in the wind farm and purchase power from it.

What’s next

TCCPI’s latest initiative marks perhaps its most important effort yet to be a “leader-as-host.” The coalition is working with downtown Ithaca property owners to form a 2030 District, a public/private partnership in which property owners and managers come together with local government, business and community leaders to provide a model for urban sustainability through collaboration, leveraged financing and shared resources. Across the country, 2030 Districts are being established to meet the energy, water and vehicle emissions targets called for by Architecture 2030 in the 2030 Challenge for Planning.

The bottom line? TCCPI embodies the next logical stage in the higher education sustainability movement. It not only promotes collaboration among the local higher education institutions, but also encourages engagement with the community at large in a democratic process. It seeks to draw together key stakeholders and engage them in a course of action that begins with discovering and making explicit common intention, and ends with collectively creating the kinds of innovation needed to effectively address intractable problems. With its emphasis on campuses and communities partnering to address climate and energy issues, TCCPI — like the Oberlin and Grand Rapids models it was based on — provides a framework for multi-sector collaboration that holds out hope of a brighter future for all. It demonstrates that job creation, energy security, more resilient communities and responsible stewardship of the environment are not mutually exclusive.

There is no silver bullet, no magic wand, which can make the immense problems confronting us go away. A necessary if not sufficient condition, though, is that we move from the old myths of independence and self-reliance and acknowledge the truths of interdependence and mutuality. In an increasingly secular world, universities and colleges are among the few institutions that have the capacity to promote this broader, long-term understanding of where the human experiment must head.

Note: This piece was orginally published by GreenBiz.com and can be found here.

Advertisements

The Importance of Collaborative Leadership

Growing climate disruption makes it increasingly clear that the old ideas about leadership aren’t working. When the worst drought in 500 years strikes California, England endures the wettest winter in 250 years, and an historic heat wave sets off a rash of bushfires in Australia all at the same time, the weaknesses inherent in traditional notions of the “leader-as-hero” become all too apparent.

Winter storm batters the coast of England in early February. 

In the face of such complex and interrelated challenges, we need to move towards a more collaborative and distributive model, one in which “leaders-as-host” build on a network of relationships, inviting people from all parts of the system to participate and contribute to the process of developing solutions. As Deborah Frieze and Margaret Wheatley contend, this approach “is the only way to get large-scale, intractable problems solved.”

Since it was first launched in 2008, TCCPI has sought to demonstrate what this kind of collaboration looks like and the impact it can have on a region’s economic, social, and environmental health. But it is only one among many such efforts in our community. A terrific example of collaborative leadership can be found on South Hill, where Ithaca College, PPM Homes, Cornell Cooperative Extension-Tompkins County, and the South Hill Civic Association have joined hands to raise student awareness about the importance of energy conservation.

Energy efficiency in rental properties is notoriously difficult to achieve in part because of the problem of “split incentives.” Often landlords don’t make efficiency investments because it’s the renters who pay the energy bills. In cases where the landlord pays the utilities, the tenant has little financial incentive to practice energy conservation. The result is housing that wastes energy and costs more than it should.

Unless the different stakeholders come together and work out a solution that makes sense to everyone, the status quo prevails. In a community like Ithaca where 73% of the housing market consists of rental properties, split incentives pose a significant challenge to attempts to reduce the city’s carbon footprint.

As a result of the South Hill collaborative process, PPM Homes carried out extensive upgrades to make its rental properties more energy efficient and provided free bus passes to encourage less reiiance on automobiles. At the same time, the process brought students into the conversation, helping them understand their role as tenants in improving energy conservation. Ithaca College, Cooperative Extension, and the South Hill Civic Association all reinforced this effort, working to heighten the students’ sense of responsibility to the community at large.

As the South Hill experiment underscores, collective efforts involving “leaders-as-hosts” draw together key stakeholders and engage them in a course of action that begins with discovering and making explicit common intention and ends with collectively creating the kinds of innovation needed to effectively address difficult problems. Such cooperative ventures provide a framework for multisector collaboration that helps to light the path ahead.

Tompkins County at Forefront of New Clean Energy, Climate Plans

Recent events have underscored the slow and uneven pace of progress at the national level regarding clean energy and climate change policies.  In this light, it’s also clear that in the immediate future, most real work on these fronts will occur at the local, state, and regional levels.

As early as 2002, the Tompkins County Legislature committed to a 20 percent reduction in the county government’s greenhouse gas emissions by 2008 compared to 1998 levels. Mayor Carolyn Peterson was one of the original signatories of the 2005 U.S. Mayors Climate Protection Agreement, and the Ithaca Common Council in 2006 adopted a goal to lower greenhouse gas emissions to 20 percent below 2001 levels by 2016.

hwycounty_0

Cornell University and Ithaca College in 2007 signed the American College and University Presidents Climate Commitment (ACUPCC), whose long-term goal is to achieve climate neutrality. Tompkins Cortland Community College became a signatory the following year, and the three institutions have since invested significant effort towards fulfilling this promise.  Cornell’s climate action plan earned it a leadership award last month from Second Nature, which launched the ACUPCC and oversees its operations.

The Tompkins County Climate Protection Initiative (TCCPI), beginning in 2008, has built on this impressive foundation to forge a coalition of local community leaders who are committed to reducing greenhouse gas emissions and accelerating the transition to an efficient, clean energy economy. With generous support from the Park Foundation, TCCPI has brought together Cornell, IC, and TC3, Tompkins County Cornell Cooperative Extension, the County Legislature and Planning Department and nonprofits such as the Cayuga Medical Center, Museum of the Earth, Tompkins Community Action, and Ithaca Neighborhood Housing Services. Key business organizations such as the Ithaca Downtown Alliance, Tompkins County Chamber of Commerce, Tompkins County Area Development, and Landlords Association of Tompkins County round out the coalition.

The Energy and Greenhouse Gas Emissions (EGGE) element, adopted as part of the 2004 Tompkins County Comprehensive Plan in 2008, provides the guiding framework for TCCPI. The EEGE element calls for an 80 percent reduction of greenhouse gas emissions by 2050, with an annual goal of 2 percent of 2008 level over the next four decades to achieve that reduction. County planners recently secured the support of the County Legislature for an energy action plan that would lead to a 20 percent reduction in the county’s carbon footprint by 2020.

Besides facilitating the implementation of a common strategy, target, and timetable for achieving significant reductions in greenhouse gas emissions, TCCPI’s networks are exploring potential financing strategies for purchasing and investing, and new tools that will allow us to monitor our progress through effective data collection and analysis. In the process, by creating a culture of collaboration, we hope to become a model for other communities throughout the nation seeking to adopt efficient, clean energy and effective climate protection.

Note: This piece appeared originally in the Ithaca Journal, December 6, 2010.

Sustainability Thinking and Entrepreneurship at Ithaca College

Academic entrepreneurship, in its narrowest sense, involves the creation of new business ventures by university and college faculty, administrators, and students. More broadly, academic entrepreneurship seeks to establish connections across disciplines, between student and academic affairs, and between the campus and community. It draws on the spirit of innovation, creativity, and opportunity that animates entrepreneurial activity in the business world to provide the richest learning experience possible for students

college-photo_15670-_445x280-zmm

Ithaca College

Academic entrepreneurship has been part of Ithaca College’s institutional DNA since its founding in 1892 as a music conservatory. Ithaca, an independent, predominantly undergraduate college of 6,400 students in the Finger Lakes region of New York, offers a diverse curriculum in more than 100 degree programs in business, communications, health sciences and human performance, humanities and sciences, music, and interdisciplinary studies.  The music program’s original emphasis on performance and hands-on learning spread throughout the curriculum as the college grew and influenced other programs in theater arts, physical education, physical therapy, radio, and television.

As a founding member of Associated New American Colleges (ANAC), a national consortium of about twenty small and mid-sized institutions, Ithaca is committed to Ernest Boyer’s vision of undergraduate education, one that combines liberal and professional learning with a strong emphasis on experiential learning and civic engagement. This marriage of pragmatism and idealism equips Ithaca students with the ability to solve real world problems in ways that advance the college’s core values: intellect, character, creativity, community, and global citizenship. The recent campus-wide sustainability initiative is but the latest manifestation of Ithaca’s distinctive brand of undergraduate education.

Ithaca College has been exploring and applying the concept of sustainability for several years. Our sustainability initiative involves three dimensions: 1) the curriculum, 2) college operations, and 3) community outreach. The framework supplied by sustainability thinking—with its emphasis on interconnectedness, the dynamic nature of complex systems, and the importance of taking the long view—has much in common with the strategic approach adopted by the college’s institutional plan. Indeed, the move towards sustainability has emerged organically out of the priorities established by the institutional plan.

Sustainability thinking and entrepreneurship, then, have become inextricably linked at Ithaca College. The institution’s long history of innovation and pragmatism has furnished a fertile seedbed for the growth of the sustainability initiative, which in turn has helped to facilitate the integration of a liberal education and professional studies, with a strong emphasis on civic engagement. As a result, Ithaca is helping to forge a unique approach to undergraduate learning, an approach that represents the cutting edge of U.S. higher education in the twenty-first century.

Note: This is an abridged version of an essay that first appeared as “Sustainability Thinking and Entrepreneurship: A Case Study,” Peer Review, Vol. 7, no. 3 (Spring 2005): 18-20.