Environmental Sustainability

Plan

South Shore Day Care

Services

Prepared by:

Matthew J. Fili

December 2008 Note: In the spirit of environmental sustainability, the author encourages you to use this plan as it was

intended: an “e-reference” not to be printed out.

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Table of Contents

Background …………………………………………………………………………...……………………………2

Project Summary………………………………………………………………………………………………….2

South Shore Day Care Background……………………………………………………………………….2

Recommended Initiatives…………………………………………………………………..……………….3

No Cost Initiatives………………….…………….………………………………………………………………3

Low Cost Initiatives……………………………...………………………………………………………………6

Initiatives Requiring Investment.........……………………………………………...…………….......7

Fostering Sustainable Behavior ……………………………………………………………………….….9

Mission Statement and Statement of Values………………………………………………………10

Fostering Sustainable Behavior…………………………………………………………………………..10

Grant Opportunities …………………………………………………………………………………….……12

Strategies to Provide a Competitive Edge……………………………………………..……………12

Grant Organizations…………………………………………………………………………………………...14

Conclusion…………………………………………………………………….………………………………..…15

Appendices

Appendix A: Change Management: 8 Step Process

Appendix B: Supporting Tables and Financials

Appendix C: Estimates and Quotes for Renovation

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I. Background

Project Summary

South Shore Day Care Services came to Bentley University with the hopes of lowering operating costs,

reducing their environmental footprint, and becoming more environmentally sustainable.

Environmental sustainability will be a major component of South Shore Day Care Services strategic plan

of 2011. Because it is a registered non-profit organization, with approximately seven million dollars in

annual revenue and expenses, their desire is to use little to no cost strategies in order to become more

sustainable as well as develop a cost-benefit analysis of more capital intensive renovations.

Although South Shore Day Care Services (SSDCS) plans on using the sustainability plan for their entire

organization, they initially would like to implement it in their headquarters in Weymouth and also in the

preschool programs that they run in Quincy and Randolph. Because these are the programs that they

own and thus have financial control over, it will allow them to have full control over the processes that

they decide to implement.

The plan offers short term, low to no-cost strategies that can be used immediately, higher cost

strategies for long-term implementation, and change management strategies that can be used to

sustain the program in the future. The issues that SSDCS identified included energy efficiency, heating

and cooling costs, and waste management. Each key issue that SSDCS brought up will be addressed with

a three-pronged strategy, low to no-cost initiatives, initiatives requiring investment and behavioral

changes to reinforce them.

The proposal for this plan is a result of SSDCS’s request for guidance in the implementation of a

customized environmental sustainability plan. This plan will serve as a stepping off point for SSDCS to

implement sound environmental practices and act as a blueprint for application in not only their

business, but the lives of their stakeholders.

South Shore Day Care Background

SSDCS is a registered non-profit organization that provides early education and youth development

programs to communities in the South Shore of Massachusetts. With over 38 years of experience, they

offer comprehensive early education and youth programs to low income but working families with

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economically and culturally diverse backgrounds. SSDCS provide services to these families though a

family day care system, three preschool centers, eights after-school centers, a middle school program,

and a summer camp. They operate year round and provide care to over 1200 children ages two months

to fifteen years.

In SSDCS’s three nationally accredited preschool centers, located in Quincy, Randolph, and Weymouth,

young children are put into an educational environment that encourages them to grow socially, develop

their creative skills, and grow with their peers.

In Abington, Quincy, Randolph, and Weymouth are located eights school age centers children

participate in athletic activities, arts and crafts, games, drama, cooking, and field trips which are used to

encourage personal growth. The staff at these locations work with parents to develop individual

homework plans to assist their child’s academic growth.

In all of SSDCS’s programs, the key objective is to encourage developmental growth by supporting

curiosity and exploration of their environment, developing a high self esteem though academic and

social confidence, and fostering collaboration among peers to build strong interpersonal relationships.

II. Recommended Initiatives

No Cost Initiatives

For all of SSDCS’s operations, no cost initiatives are a great way to cut costs, lower greenhouse gas

emissions, and lessen the environmental footprint. These can be applied at any location, and they are

all relatively easy to implement. These no cost initiatives should especially be applied at Randolph and

Quincy where they can be tied into an education program for the students. After learning about

environmental sustainability at the centers, they can apply what they have learned at home, which will

follow down the line to their friends and family.

Target Actions Taken Potential Savings

Heating and

Cooling

Adjust the

Temp

For every degree the thermostat is lowered during the winter, about

3% of your heating cost is saved. During warmer months, instead of

using wall A/C or central air, open up all the windows doors with

screens to create a breeze that flows through the building. Not only

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will the temperature drop, but buildings with sufficient sun light and

high air quality can increase employee productivity by 5-15%. When

the building is vacant, lower the temperature in the winter, and

raise the temperature in the summer.

Lighting LIGHTS OFF! Start a “LIGHTS OFF!” program. Have one or two students as the

‘Lights off Bosses’ that change on a weekly or monthly basis. These

‘Light Bosses’ will be in charge of turning the lights off in an empty

classroom after their group has left. The ‘Light Bosses’ will also be

responsible for turning the lights off of vacant rooms when they

notice they are empty.

Additionally, teachers and staff should be in charge of their personal

areas and be conscious of empty areas.

Posters should be hung up in noticeable areas that instruct those

leaving to “Please conserve energy; turn the lights off when leaving

the room”

Paper Reduction

Paperless

Invoices

By paying bills online, using email more frequently, and receiving

invoices via email, you are saving the cost of stamps, letters, and

also reducing your environmental footprint.

Double Sided

Printing

By printing all documents using both sides, you are cutting paper

costs in half. Foregoing 1 ton of paper saves 17 mature trees, 7,000

gallons of water, 3 cubic yards of landfill space, 2 barrels of oil, and

4,100 kilowatt-hours of electricity — enough energy to power the

average American home for five months.

Reuse Office

Supplies

A countless amount of office supplies are wasted every year. By

creating separate bins for paper, binding supplies (paper clips,

alligator clips, etc.), rubber bands, file folders, pens, pencils,

crayons, markers, etc. you can generate hundreds of dollars in

savings per year.

LEED

Certification

Go for it! LEED certification provides a suite of standards for environmentally

sustainable construction. LEED certified buildings are supposed to

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use resources more efficiently when compared to conventional

buildings which are simply built to code. LEED certified buildings

often provide healthier work and living environments, which

contributes to higher productivity and improved employee health

and comfort. For more information go to:

www.usgbc.org

Recycling Donating Old

Technology

Computers, monitors, TV’s and other old pieces of technology can

be recycled or donated. Pieces of old technology also can contain

harmful chemicals like lead, mercury, or acids which leech into the

earth when they are improperly disposed of. Weymouth, Quincy,

and Randolph all have programs where they will be picked up

curbside and disposed of properly. You can encourage your

employees to bring in their old pieces of technology to recycle

during your pickup as well.

Recycling

Paper

Have the students make boldly colored and decorated paper

recycling bins next to every printer, fax machine, copy machine, and

desks to ensure that every piece of paper that would be thrown out

is instead recycled.

Additionally, challenge your employees to have a month where not

a single piece of paper is thrown out. This can be a competition and

will likely result in employees getting in the habit of recycling

instead of throwing paper out.

Communication Go Virtual Instead of printing out memos, newsletters, PDF’s, slides,

worksheets, etc. send them out via email and encourage them to

keep this information virtual.

Renovation Go with latex Next time a paint job needs to happen, use latex instead of oil

paints. Oil paints let off toxins that harm the environment when

they dry.

2L Soda Bottle

in the Toilet

Tank

Save 2 liters of water for every flush by putting a 2 liter soda bottle

in the tank.

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Low Cost Initiatives

Although these are not as effective as lessening the environmental footprint as no-cost initiatives

because they require resources to be used, they are still excellent ways to lessen costs and reduce the

environmental footprint. These initiatives can be used to compound savings after capital intensive

projects are undertaken which will reduce costs even further.

Caulk and Weatherize Caulking and weatherizing doors, windows and

A/C units saves 1100 pounds of CO2 in an average

home. This can reduce heating and cooling costs

by 3% monthly and caulking costs around $1 per

window and weather stripping costs around $10

per door.

Install low-flow faucets Installing low flow faucets can reduce water usage

by up to 40% by aerating the water stream. Most

faucets generate 2.75 gallons per minute and

aerators reduce this to .5-1.5 gallons per minute.

They cost about $3.00 per faucet to install.

Buy compact fluorescent bulbs Although these lights cost more initially these light

bulbs only use ¼ of the energy of an incandescent

bulb and last up to 15 times longer. One bulb can

save about 260 pounds of CO2 per year.

Replace Air Filters By replacing air filters, not only is air quality

increased but the strain on the A/C unit is

decreased. By cleaning or replacing one air filter a

5-10% annual energy reduction per unit is

achieved. This amounts to around 175 pounds of

CO2 per year.

Wrap the water heater Insulating Blankets cost around $10-$20 and can

save 1100 lbs of CO2 per year and result in an

energy savings of 10-15%

Buy power strips Power strips cost around $10 per strip and reduce

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the likely hood of energy surges. They also make

turning off technology and appliances much easier

because they feature a one-click off button for the

entire strip. By unplugging the power strip, you

are foregoing the “vampire energy” these

appliances take (energy used when a appliance is

off to power clocks, lights, and remote controls)

Initiatives Requiring Investment

A main step for SSDCS’s environmental sustainability plan is to renovate their main office located in

Weymouth. The features of the building that could benefit the most from environmentally conscious

renovations are the insulation, a total renovation of the windows, and a replacement of the boiler.

These renovations were suggested because they would provide the largest net environmental and

savings effect, but also because these were the projects on the building that had the most room for

improvement.

Boiler Replacement

Over a five month period, from December 2008 to April 2009, SSDC spent an average of $2178.30 per

month for heating oil. Their payments were fairly consistent over these months, and this particular

winter was typical for the greater Boston area. Assuming the trend that oil prices will continue to rise as

supplies dwindle, becoming more efficient, using alternate energy sources, and applying no cost

initiatives for energy use reduction are steps that SSDCS should take.

Currently, the boiler that SSDCS has in their basement is outdated, in need of repair, and runs at 60-66%

efficiency as noted by estimates taken by Terry Oil Express. Typically, steam boilers of this type lose

thermal efficiency through heat loss in blow down, radiation and convection, and heat loss in flue gases

but new boilers are made to lower the thermal radiation loss and blow down resulting in greater

efficiency. The new boiler that was quoted by Terry Oil Express would operate at roughly 80-86%

efficiency.

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With a 20% increase in efficiency, we can expect heating costs to lower by 10-20% resulting in a savings

of $218-$435 per month. This yields a yearly savings, assuming a six month winter, of $1,307-$2,617.

The payback period associated with this $20,000 renovation would be between three and a half to seven

and a half years. (Data noted in Appendix B: Tables 2,5)

Installing Insulation

The most cost effective renovation for the main office is adding insulation. Most of the heat loss SSDCS’s

main office experience’s is a result of having very little insulation in their attic. Because they cool their

office with wall mounted plug in A/C and heat with oil, insulation would effectively work year round.

They spend an average of $645.29 per month for electricity, and over a five month period, from

December 2008 to April 2009, SSDC spend an average of $2178.29 per month for heating oil. Assuming a

six month heating period followed by a six month cooling period, SSDCS spends an average of $1,411.79

per month for heating and cooling the building.

We can assume that because the main office has very little insulation, they operate at a 60% thermal

loss and because heating and cooling account for 44% of total energy use in an average home, this

leaves a lot of room for improvement. Anderson Insulation, Inc. surveyed the main office and

determined that they were able to put in R30 Cellulose Enclosed Blow Insulation. Cellulose foam

insulation is the most environmentally friendly insulation, and completely safe for human contact. It is

typically made from recycled shredded newspaper which is then treated with a natural fire retardant.

Because of the high R value, it is also extremely insulating, and will typically result in an annual heating

and cooling bill reduction of 10-30%.

The average monthly cost of heating and electric adjusted for seasonal demand is $1,411.79. With a

60% increase in insulation efficiency we can expect between 15-30% monthly savings. This would result

in a reduction of $212-$424 per month. Yearly energy savings would be between $2,541 and $5,083.

The payback period associated with this $7000 of cellulose blow-in insulation would be between two

and a half to one and a quarter years. (All data noted in Appendix B: Tables 1,2,4)

Window Renovation

Although quite expensive, if SSDCS can acquire grant funding to renovate their windows, it could result

in a generous cost reduction. The main office in Weymouth is registered as a historic building so

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replacing their old windows with more efficient windows required an estimate from a company with the

certification to do so. Renewal Window Replacement by Anderson Company was chosen because of

their commitment to environmental sustainability and their experience and certification to work on

National Historic Registry Buildings.

The double hung windows that SSDCS has currently are original to the building and they are not

insulated or weatherized. Renewal Windows suggested replacing all 60 windows with Fibrex Windows

that are high performance and feature Low E4 SmartSun Glass with Argon/Nitrogen blend gas in the

insulating space. Fibrex Windows are made from all recycled materials so they are very environmentally

friendly and the double pane gas windows with Low E4 SmartSun glass is insulating and thermally

efficient.

With a 40% increase in insulating efficiency we can expect a 10%-20% monthly cost reduction. This

would result in a reduction of $141-$282 per month. Yearly energy savings would be between $1,694

and $3,388. The payback period associated with this $92,369 dollar renovation would be between

twenty seven and fifty five years. Although this is a very long payback period, if grant funding could be

attained, total project cost would lower resulting in a shorter payback period (All data noted in Appendix

B: Tables 1,2,4)

III. Fostering Sustainable Behavior

In order for a propensity for environmentally sustainable action to thoroughly take hold at SSDCS, a

process of change management must take place. Because SSDCS is not looking for tepid results, they

need to make a substantial push to shake the status quo. Change management is a structured

approach to transitioning organizations, individuals, or teams from one state to a desired future state.

The process to foster sustainable behavior that will be used for SSDCS will cover both the organizational

side of the process and the individual aspect of the change management model.

Institutionalized sustainable behavior spread to all aspects of SSDCS’s organization including its staff,

managers, board of directors, clients, and even the community that SSDCS operates in, is the ultimate

goal of this project. To begin this process, the 8 step model provided by John P. Kotter in “Leading

Change” (Appendix A), should be followed.

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Mission Statement and Statement of Values

SSDCS has two main statements which govern their values and philosophies. Although the Mission

Statement is a very important feature of SSDCS’s organizational culture, the Statement of Values is what

we will look at to augment.

We believe that by adding these two lines to the Statement of Values will provide the stakeholders of

SSDCS a uniting statement to push towards a common goal.

We attempt to instill in our children a respect for the environment, a commitment towards sustainable practices, and encourage them to spread this knowledge with others.

Our services will be provided through methods that are environmentally sound whenever possible, without undue burden or cost to the operations.

This will also demonstrate to the community that SSDCS operates with their benefit in mind and will

reflect their goal towards lessening the direct and indirect harm towards the environment.

Fostering Sustainable Behavior

Based on the process outlined in Appendix A, specific recommendations to foster sustainable behavior

are listed in the table below.

Current Behavior Expected Behavior Barriers Benefits Strategies

Employees at Main office and Quincy create a lot of waste

Employees recycle willingly

-Takes time to sort - Cost for recycling bins -Cost for dumpster -Takes time away from curriculum -Not many recycling bins present

-Children mirror this behavior - Excess revenue translates into bonuses - Reduces resources needed for

-Educate and communicate benefits to students and staff - Make bins plentiful and close - Add recycling education to the curriculum -Use change management steps outlined in Appendix A -Dedicate a team towards encouraging this behavior

Heat escapes from the attic in main

Well insulated attic

-Cost to renovate -Time associated

-Cuts heating and cooling costs

-Find grant funding for the

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office with relocating materials in attic to a location during renovation

-Comfortable attic

project -Locate space well before the project begins

Empty dirt tiers in Randolph’s back yard area

Established student tended garden in these tiers

-Costs to buy plants, organic fertilizer, tools -Takes time away from normal curriculum -Time consuming -Lack of technical skills for gardening

-Hands on education for students in science, discipline, patience, and teamwork -Landscapes the backyard -Provides hands on approach to learning

-Add this as new curriculum or addition to old curriculum -Get donations from local nurseries and hardware stores -provides fresh fruits and vegetables for students

Transportation costs account for a large amount of total costs in the summer program

Optimal route efficiency

-New gas efficient vehicles are expensive -Unexpected change in routes cause inefficiencies

-Lowered operating costs -Less CO2 and other greenhouse gasses released into the atmosphere -Students are transported faster

-Driving slowly is more gas efficient -Map out routes beforehand using Google Maps or Yahoo maps with shortest distance selected -Do not use A/C, open windows instead -Shutoff vehicles, don’t leave them idling

Total cost of office supplies are high

Less dependency on paper

-Printers are readily available and easy to use

-Lowered costs -Less use of new resources

-Encourage employees to Reduce, Reuse, and Recycle -Initiate “zero paper waste for a month” challenge -Educate employees on resources it takes to make paper -Encourage employees to keep documents virtual -Switch to online bill payment

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-Communication and education of financial benefits and costs

Use of expensive and potentially dangerous space heaters in Randolph

Pipes do not freeze during the winter

-Cost associated with keeping the building warm constantly -Limited knowledge of causes

-Pipes will not be strained because of constant expanding and contracting -Operation will not shutdown because of plumbing problems - Costs and risk associated with using space heaters is mitigated

-Throw salt on the roof when there is ice -Brush snow off the roof after it snows -Get rid of ice dams -Insulate pipes

Basement in Quincy and Randolph are humid

Good air quality in Quincy and Randolph

-Limited knowledge -Takes time to clean carpets -Costs associated with cleaning

-Better air quality resulting

-Change or clean HEPA filters -Put dehumidifier in basements

IV. Grant Opportunities

Strategies to Provide a Competitive Edge

Because SSDCS is a registered non-profit and must operate with a careful mindfulness of their expenses,

we have determined that to fund their capital intensive projects, grant opportunities should be looked

into. Because these are all highly competitive opportunities for funding, suggestions and questions to

keep in mind when applying for these are included:

1) Organizational Mission: Does the mission and values of your company match up with the values

of the grant organization. The funding given by the organizations are by no means ‘free money.’

A strong commitment towards environmental sustainability is demonstrated by these

organizations and a strong commitment towards environmental sustainability should be actively

demonstrated by SSDCS. The change undergone by SSDCS cannot be passive; it is not enough to

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say you are environmentally sustainable. Augmenting the Statement of Values, showing

commitment through the ‘change management’ steps, undergoing ‘low-cost initiatives,’ and

demonstrating that all levels of the organization from students to board members are

committed will provide good evidence of commitment to the grant organizations.

2) Impact and Effect: Grant organizations need to be shown the necessity behind the funding. Be

willing and able to show the financial impact of the proposed project being funded. The case

should be shown that funding will provide capital to fulfill your organizations mission. Grant

funding will provide a means to benefit both SSDCS and the community which should be shown

through qualitative and quantitative means.

3) Quality of Planning: To be set apart from other applicants, the quality and extensiveness of

planning and strategy will be considered. These grants are made to help support the

organizational mission through a commitment towards environmental sustainability and will not

be considered if the efforts behind the projects are seen as short-term.

4) Competitive Edge: Is the grant funding going to be used to benefit the community in the long

term? The philosophy behind environmental sustainability isn’t short-term. Environmental

sustainability is a completely forward looking effort attempting to change the practices of a

wasteful past and ensure the enjoyment and survival of resources for future generations. The

organizations that provide grant funding for environmental sustainable efforts are looking to

improve the overall situation on a long-term level. Environmental sustainability education

provided by SSDCS for its children and community will provide proof for grant organizations that

it is a deserving organization to fund.

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Grant Organizations

To provide funding for environmental sustainability projects, grant organizations noted below should be

considered and contacted:

1) “The Kresge Foundation is a $2.8 billion private, national foundation that seeks to influence

the quality of life for future generations through its support of nonprofit organizations in six

fields of interest: health, the environment, community development, arts and culture,

education and human services (as stated on their website)”

The Kresge Foundation provides their “Challenge Grant” supporting their “brick and mortar

projects.” The capital projects that they fund that are especially important for SSDCS include

renovation of facilities, and major integrated equipment systems of $500,000 dollars or

more in value. A letter of intent must be submitted complete with the online application

process. More can be found out here:

http://www.kresge.org/index.php/our_funding_methods/challenge_grant_program/

2) “The 1675 Foundation is dedicated to improving the quality of life for individuals and

families through the support of non-profit organizations working in the areas of arts &

culture, education, the environment, health, human services and history (as stated on their

website)”

The 1675 Foundation provides grants to non-profit organizations intended for capital

projects. More about the company can be found out here:

http://www.1675foundation.org/index.htm

3) “The Bridgestone Americas Trust Fund focuses on organizations with missions supporting:

1) education, 2) environment and conservation, 3) children’s programs. Including national

and local charities, the Trust Fund has donated more than $20 Million in the past 5 years (as

stated on their website)”

To receive more information about the Bridgestone Americas Trust Fund their website is as

follows: http://demos.icomstec.com/bridgestone/run/index.html

4) “The U.S. Environmental Protection Agency provides a Sustainable Development Challenge

Grant program which strongly encourages partnering among community, business and

government entities to work cooperatively to develop flexible, locally-oriented approaches

that link place-based environmental management, and quality of life activities with

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sustainable development and revitalization (as stated on their website)” Grants are provided

from the $30,000-$100,000 level and the $100,001 to $250,000 level.

More can be found out here: http://www.epa.gov/EPA-GENERAL/1997/May/Day-

15/g12789.htm

5) The Environmental Protection Agency also provides numerous grants with respect to projects

involving environmentally sustainable projects. More information can be found here:

http://www.epa.gov/ogd/grants/how_to_apply.htm

V. Conclusion

This plan is meant to contribute towards South Shore Day Care Service’s goal to become

environmentally sustainable. As this has become an increasingly important issue for society, it is an

excellent time for SSDCS to tailor their long term strategies towards environmental sustainability.

Ultimately, the children that SSDCS serves will benefit greatly from the education and sustainable

practices outlined in this plan. It is with great hope that SSDCS continues to serve the community it

operates within through its current operations and a new focus on environmental sustainability.

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Appendix A

Change Management

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Appendix A: Change Management

Change Management: 8 Step Process

1) Establishing a Sense of Urgency: Without the motivation to start a change, the sustainability

overhaul will go to the wayside. This phase should not be underestimated. It can be hard to

drive employees out of the status quo. This step should involve all employees, but it should

be strongly communicated from the top. During this process, employees should effectively

be communicated the major opportunities of the change, and warned of the dangers of

keeping with the status quo. Understanding and communication the opportunities

associated with making an organization environmentally sustainable is important for SSDCS.

2) Creating a Powerful Guiding Coalition: A ‘Green Team’ or simply an oversight group dealing

with sustainable change will encourage the program to get off the ground, and will also

ensure that it is applied in the long run. When the group works as a team, and with other

key employees at SSDCS it will ensure that the commitment to sustainable behavior will

reverberate through the organization. If the head of the organization plus a handful of other

high level employees develop a strong shared commitment towards change, a successful

transformation is likely. Efforts that do not have guiding leadership can succeed in the short

term, but in order for sustainable change to take root in SSDCS and for this plan to be

implemented successfully, there needs to be a powerful guiding coalition.

3) Develop a Vision and Strategy: The goal of this step is to achieve an easily comprehensible

vision for the project in the long term. This vision should go beyond numbers, it should be

marketable, easily communicated, it should clarify the direction that the organization needs

to move, and it needs to achieve a reaction that shows understanding and interest. The

coalition should show what the present sustainability efforts are, and then present a clear

vision of what they will look like after the change. The values of SSDCS should be considered

and then used to create a direction for the plan to take.

The mission of SSDCS is to provide a nurturing and educational environment for children.

An important part of SSDCS fostering sustainable behavior is by educating the staff and

children involved in SSDCS. By doing so, environmental consciousness and a focus on

sustainability go beyond SSDCS and into the community it serves.

It is recommended that the SSDCS Statement of Values be modified as follows:

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We attempt to instill in our children a respect for the environment, a commitment towards sustainable practices, and encourage them to spread this knowledge with others.

Our services will be provided through methods that are environmentally sound whenever possible, without undue burden or cost to the operations.

4) Communicate the vision: Leading by example is the best way to make this step successful.

The coalition should communicate the vision to all stakeholders on a consistent basis. To

further develop a ‘buy-in’ management should continuously market its vision to staff,

directors, board members, and other important figures in SSDCS. By broadcasting the vision

and strategy to everyone, it will ensure that no one will be surprised by the change, and also

those employees that are excited about the change and willing to help are identified and

engaged. The most important part of this step is exhausting all communication channels to

market the change. Sending one email or having one meeting about the change will not

work. A successful campaign will involve using all communication channels and have upper

level managers actively practicing environmental sustainable efforts.

5) Empower Action: All stakeholders must be able to try their own approaches, develop their

own ideas, and provide leadership. The problem with this step is that it can be difficult to

start. Communication can be effective, and a coalition can develop a great vision, but only

action will create change. For change to properly occur at SSDCS, action should be

encouraged at all levels. The main bottle neck that can occur in this step is that action is not

encouraged. For example; if a student, a board member, a director, or an administrative

assistant either don’t realize they are allowed to develop the program or are not

encouraged to do so, change will not happen.

6) Generate Short-Term Wins: By generating momentum for the project in the short term by

planning short term wins, long-term success is probable. SSDCS sustainability initiative is a

long term goal, and by setting short term goals, long term success will not seem like an

impossible achievement. An example of facts can be communicated to generate personal

wins for stakeholders:

- Recycling 1 ton of paper saves 17 mature trees, 7,000 gallons of water, 3 cubic yards

of landfill space, 2 barrels of oil, and 4,100 kilowatt-hours of electricity — enough

energy to power the average American home for five months.

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- Recycling paper instead of making it from new material generates 74 percent less air

pollution and uses 50 percent less water.

- Recycling one aluminum can saves enough energy to run a 100-watt bulb for 20

hours, a computer for 3 hours, or a TV for 2 hours.

- Americans throw away enough glass bottles and jars every two weeks to fill the

1.350-foot towers of the former World Trade Center.

7) Consolidate Gains and Produce More Change: The ultimate goal of the SSDCS sustainability

plan is to generate long-term sustainable change. By declaring a few short term wins an

ultimate victory you are removing the incentive to do more. By recruiting employees that

have shown their enthusiasm for environmental sustainability, the project will have success

in the long term. After celebrating short-term wins, the coalition should go use the

creditability achieved by this and plan bolder projects and tackle larger sustainability issues

at SSDCS.

8) Anchor New Approaches in the Culture: To ultimately achieve success, SSDCS must

implement environmental sustainability into their organizational culture. By connecting the

benefits of a successful change in the ultimate success of SSDCS, will replace the status quo

with a new environmental sustainable culture. The new behaviors of every stakeholder of

SSDCS need to be seen as the norms and values of this organization in order to foster a

‘sustainable’ sustainable change.

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Appendix B

Supporting Tables and Financials

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Appendix B: Supporting Tables and Financials

Table 1

Main Office Electricity Usage

Month kWh Consumed Monthly Payment Cost per KWH

Nov-08 4800 $ 726.82 $ 0.15

Dec-08 4000 605.68 0.15

Jan-09 2000 302.84 0.15

Feb-09 7120 1,078.12 0.15

Mar-09 4080 617.80 0.15

Apr-09 4360 660.19 0.15

May-09 4040 611.74 0.15

Jun-09 3600 545.11 0.15

Jul-09 4280 648.08 0.15

Aug-09 4120 623.85 0.15

Sep-09 4400 666.25 0.15

Oct-09 4720 714.71 0.15

Nov-09 3880 587.51 0.15

Average Monthly Cost 4261.54 $ 645.29

Annual Consumption and Cost 55400 8,388.71

Table 2

Main Office Oil Heating

Month Oil Cost

Dec-08 $ 3263.75

Jan-09 2264.06

Feb-09 1662.99

Apr-09 1522.39

Total Cost 8713.19

Average Monthly Cost 2178.30

22

Table 3

Savings for Double Pane Andersen Fibrex Windows with E4 Glass

Total Project Cost Average Monthly

Cost Monthly Savings Rate

$92,369.00 5% 10% 15% 20% 25%

$1,411.79 $1,341.20 $1,270.61 $1,200.02 $1,129.43 $1,058.84

Monthly Savings

$70.59 $141.18 $211.77 $282.36 $352.95

Payback Period (Years)

109 55 36 27 22

Yearly Savings

$847.07 $1,694.15 $2,541.22 $3,388.30 $4,235.37

3 Years After Payback

$2,541.22 $5,082.45 $7,623.67 $10,164.90 $12,706.12

Table 4

Savings for Spray Foam Insulation and Duct Work

Total Project Cost

Average Monthly Cost of Heating

and Electric

Monthly Savings Rate

$6,495.00 5% 10% 15% 20% 25% 30%

$1,411.79 $1,341.20 $1,270.61 $1,200.02 $1,129.43 $1,058.84 $988.25

Monthly Savings

$70.59 $141.18 $211.77 $282.36 $352.95 $423.54

Payback Period (Years)

7.67 3.83 2.56 1.92 1.53 1.28

Yearly Savings

$847.07 $1,694.15 $2,541.22 $3,388.30 $4,235.37 $5,082.45

3 Years After Payback

$2,541.22 $5,082.45 $7,623.67 $10,164.90 $12,706.12 $15,247.35

23

Table 5

Savings for Boiler Replacement

Total Project Cost

Average Monthly Cost for Heating

Monthly Savings Rate

$19,989.00 5% 10% 15% 20% 25% 30%

$2,178.30 $2,069.38 $1,960.47 $1,851.55 $1,742.64 $1,633.72 $1,524.81

Monthly Savings

$108.91 $217.83 $326.74 $435.66 $544.57 $653.49

Payback Period (Years)

15.29 7.65 5.10 3.82 3.06 2.55

Yearly Savings

$653.49 $1,306.98 $1,960.47 $2,613.96 $3,267.45 $3,920.94

3 Years After Payback

$3,920.94 $7,841.87 $11,762.81 $15,683.74 $19,604.68 $23,525.61

24

Appendix C

Estimates and Quotes for Renovations

25

Appendix C: Estimates and Quotes for Renovations

26

Replacement Window

PROPOSAL

PREPARED FOR:

Mark Malmquist

200 Middle Street

E. Weymouth MA

02189

PREPARED BY:

Mark Mordini

Project Manager

Renewal by Andersen

JOB LOCATION:

200 Middle Street

E. Weymouth MA

02189

27

December 17, 2009

Dear Mark,

Thank you for taking the time to meet with me and discuss ideas to replace your windows in your business. I would briefly like to tell you about Renewal by Andersen (RBA) and why you will want to choose us for your window project.

RBA provides $1,500,000.00 of liability insurance per occurrence. All of

our employees are covered by Workers Compensation Insurance so that you will not be exposed to any liability should any of our employees be injured while on your job. We are licensed with the State of Massachusetts Department of Consumer Affairs (#144318) for your protection. In addition:

We are members of Certified Contractors Network (CCN) We are members of Better Business Bureau (BBB) We are members of NARI

As a legitimate and dependable replacement window company, we maintain

these affiliations and credentials to provide you with the highest level of confidence and customer service. We are registered, licensed and approved with many manufacturers for the installations of premium window products.

Our Project Managers are Quality Masters – knowledgeable in product differences and quality. Our window certified craftsmen attend pre-approved on-going training to keep them up to date on the latest technological advances in the window industry. All work performed by Renewal by Andersen is covered by Renewal by Andersen’s Limited Warranty for Products and Installation. This Limited Warranty includes all replacement costs including ALL Labor & Material. Your Project Manager will be glad to explain with more detail how Renewal by Andersen’s Warranty works and why it is a very important reason for selecting our products.

We do it right – we do it by the book – or we don’t do it at all.

Very Truly Yours,

Mark Mordini Mark Mordini Director of Commercial Development

Renewal by Andersen/Boston

28

This project has been specified in accordance with local building codes, industry standards and manufacturer specification requirements. All work will be installed by Certified Craftsmen to assure qualification for Renewal by Andersen’s Limited Warranty.

We at RBA understand that for most people this may be your first experience with replacing the windows in your business. With that in mind, we want to offer you this list of “what to expect” during your window project. We hope this will help to avoid any confusion or problems before, during and after we arrive to complete your project.

Scope of Work to be performed for the installation of your new Windows:

When applicable, our Finance Manager will contact you to review the information provided and explain all the financing options available for you.

Your Project Manager will assist you on scheduling an appointment for your Installation Manager to visit your home and introduce himself. He will also re-measure all the windows included in your project to ensure the accuracy of the information.

Your Installation Manager will review with you all the products included in your project. He may also provide you with valuable alternatives that may enhance the final installation. Maintaining a clear communication is critical to ensure your satisfaction!

On the Installation day(s), your Installation Manager and our fully licensed and insured Installation Team will be in charge of:

Protection of your home working areas with drop cloths

Setting-up an installation station as prescribed by you

Removal and disposal of existing windows

Inspection and preparation of wall openings to ensure no hidden damage

Applying Flashing and dual sealant to openings as prescribed by Renewal by Andersen Installation Standards (All sealants used conform to Renewal by Andersen installation and performance standards )

Installation of Renewal by Andersen Fibrex Windows (High Performance - Low E4 SmartSun Glass with Argon/Nitrogen blend gas in the insulating space)

Ensure all Glass Area is clean (inside and outside surface)

Removal of installation waste and disposal off property

Clean-Up of installation and set up station area

Prior to our Team departing, your Installation Manager will explain to you how to operate the new windows as well as explaining Renewal by Andersen’s Limited Warranty for product and labor (Glass 20 yrs, Non-glass 10 yrs and installation 2 yrs)

Pricing Options for your window project:

Remove 60 windows from building (57 double hung and 3 picture windows). Install dual color double hung windows in the basement level (canvas interior and cocoa bean exterior). 11 basement windows

29

will have a 6/6 grid configuration, 6 basement windows will have a 2/2 grid configuration. All double hung windows on the remaining floors (40) will have the same color on the interior and exterior

(white). All windows will have a 2/2 grid configuration. The 3 picture windows will have a grid pattern matching the picture windows we are replacing. They will have the same color on the interior and

exterior (white). All windows will be insert windows (we will install our window in the existing window frames). There is no need for additional interior or exterior casing work when using the insert

windows.

This project is priced without any tax (we have to have a copy of the tax free exempt status). The price does not include a building permit fee and any possible discounts (I will talk to my boss and see what that might be). The building permit fee is $10 per thousand (it may change with a project of this

size).

Retail price: $114,389 (one hundred fourteen thousand three hundred eighty nine dollars).

Promotions: $22,020 (twenty two thousand twenty dollars).

Project price: $92,369 (ninety two thousand three hundred sixty nine dollars).

Mark, I am going to meet with my boss next week. I will let you know if and what else we can do to help lower the cost of this project. I will also give you a breakdown of a couple of

partials next week.

Thank you,

Mark Mordini Director of Commercial Development Renewal by Andersen 508-919-0991 mmordini@renewalboston.com

30

3) 12/15/2009 15:23 7818485454 ALLIANCE BRA! PAGE 02

HVAC SALES CONTRACT

122 South 81. Hopkinton, MA

508-435-9517

THE •. \ Ie .'1 lanCe " Broadway ~ Chelsea, MA02150 1-800-634..0900 -------

12~15-09 DATE,---..S ••• u-U •.• T"""H •...• S-H .••. U .•••

R .••. E-.OI"rA ••• .., CARE NAME

ADDR~~: 200 MIDDLE STREET

an affiliate of Heating Oil Partners

CITYITOWN: __

Oil ACCT. NO., _________ ___________ _

781--331-8~CCT. NO .. ________ __________ _

TElEPHONE:, _____________________________ _________ __________ _

WEYMOUTH STAT~ z1PP2189

Equlpmc.>ntJnformatlQn; (attach additional list of oquiPmentlf nQCMsary) Recommended S"""ices

'_' oil8r

Furnace/Air Handler

Condenser/Heat Pump

Water Heater/Indirect

A1CCOil

Oil Tank

Humidifier

Air Cleaner

Qty { Model#

Qty ________Model#,

Qty ________Model#

Qty ________Model#_,.

Qty ________Model# '

Qty ________Model#

Qty. _______ Model#,

Qty, Model#

o Indirect Water Heater Yes / No Initials _____

o Duct Cleaning Yes / No Inltial$ ___ ,,~

o Chimney Uner Yes / No Initials

o Chimney Cleaned Yes / No Initials ,--

o Extended Warranty Yes / No Initials

o Other Yes I No InitialS

Scope of work: (attach additional dllseripl;ion and/or drawings of necessary) Check box if additional 0 pagels) used to describe work.

ALLIANCE exeRESS WANTS TO_THANK YOU FOR ltjj; OPPOBTIJNITY TO aU01E.A NEW HEAriNG SYSLE._M __ -

AT 200 MIDDLE STREET WEYMOIJTH M""'A_O_2_18 •.•• 9 •• _____ ~ _________________________________________________ _

ALLIANCE EXPRESS 'MLL REMQY.E ONE ( 1 ) OF THE EXISTING ROllERS FROM THE PREMISES, FURNISH AND

INSTALL IN nl~ OLD LOCATION ON~ ( 1 ) NEW \-veiL MClAIN 8l- 180, CAST IRON, OIL FIRED STEAM BOILER. THE

COMPLETE JOB WILL INCLUDE THE CONNECTIONS TO THE EXISTING CHIMNEY, SUPPLY AND RETURN A~l>

RETURN LINES, MASS CODE, RESET ~R~SSURETROl, KI:SEl LUW WAIt:~ ~ROtsE. ~t:EDEk ALL NECESSARY

PIPING, FlmNGS, VALVES, LABOR AND WIRING OF THE NEW BOILER.

WARRANTY ONE ( 1 ) YEAR, OTHER BY THE MANUFACTURER

Installation shall include necessary local feElS, licenses and permits relative to this proposal.

Prices shown includes sales tax on material only. (initials)

Estimated date when work win begln:, _______________________ _

Estimated date when work will be substantially completed: _______ _____ ______________ _

Replacement of the lleatlng unit will be performed after Asbestos has been removed. at Buyer'",

Expense. by a licensed Asbestos removal contractor, and dlspo$ed of in acOOr'dance with

TH1S0U0TEVALiOFORlHI~DAYS FROM: 12-15."0_9 ______ _

government regulations., PrIce does not Include Asbestos removal. ________ "

(Initials)

1) Total Investment

2) Down Payment $19~989:00-----"'-- 3) Balance Due $ 8,000.00 -~---

~1-:989.00 --- Any limitations of existing duct work system is the responsibnity of the owner.

Onltlals)

I payment Options:

CJ Personal Check or Money Order

Card Numb~r.

QVISA QMC Q Di$Cover Q AMEX

Nam0 on Credit Card , ________________________ D.ate of Expiratlon, ___________ ~,

AfUtUAL PERCENTAGE RATE FINANCE rlHARGE AMOUNT FINANrll;D TOTAll'AYMENTS TOtAL SALES PRICE ThEj cost of your Credit a The doll<'lr amount 1M The ""'otant of c""dit provided The amOl,Jnt you will have paid after YOu The tot~r Cost of Y0l,Jr purchase on credit ye:'lrly rate: credit will cost you: to you or on YOur behalf: have made all payments ~ SCheduled: including your down payment of:

o % $ 0 $ 11.989.00 $ 11.989_00 $ 19.989_00 ENTIRE AMOUNT \IN6~~D ~fl BE PAID TO THE..QQMPANY. YOUR PAYMENT SCHEDULE Will se I - ./ _~ /_ PAYMENTS OF $t.~- . LbUE ON THE _L'9.~ __ OF EACH MONTH, STARTING_~O~ /-C- 7"? "'1. I h~ "ocopt 1I1e I""",,, """ <:ondiHeno 01 "'Ie proper...,1 "" ellt forth "btMll;l(1d on tho _ sid. of 1I11e elleel, 311 of wIllel11 h;M: •••• (I end ~ lI;l 00 bOoJncllholnlOy and do DIWf th& ~ o! ll'Io;1l;lQya .~bnclllQ",,"M

1:!r.InCh Mgr. I Credit Mgr.

www.AllianceExpress.com