Sustainable Development Education Panel
Furthering Sustainability: A Step-by-Step Guide for Colleges
A Step-by-Step to Establishing a Sustainability Management System
Step 1: Gaining Commitment
Step 2: Conducting an Initial Review
Step 3: Setting Objectives and Targets
Step 4: Establishing Responsibilities
Step 5: Training
Step 6: Developing a Manual
Step 7: Developing a Management Programme
Step 8: Conducting an Audit
Step 9: Reporting
Step 10: Going for Certification/Registration
A step-by-step guide to establishing a sustainability management system
The following step-by-step guide provides a framework for managing sustainability responsibilities. The step-by-step approach suggests a rather linear process. In practice, a number of steps may be pursued simultaneously.
Step 1: Gaining Policy Commitment
A sustainability policy establishes a set of principles against which to measure sustainability performance. It is a statement of intent for developing more specific sustainability objectives. The introduction and implementation of a sustainability policy will mean changes in the way the college is managed. It is important, therefore, that the Chair of the governing body, the principal and the senior management team acknowledge their commitment by officially signing the policy statement. Ideally the policy should be developed in consultation with staff, students and other stakeholders to ensure that it
- is appropriate to the nature, scale and sustainability impacts of the Colleges' activities
- includes a commitment to continual improvement
- includes a commitment to comply with relevant sustainability related legislation, regulations and
- institutional policies / codes of practice
- provides the framework for setting and reviewing sustainability objectives and targets
- is published and communicated to all staff and students
- is available to the public
Sustainability policy themes for FE include
Curriculum
- sustainable development education for all students
- staff development
Community Outreach
- local learning partnerships relating to sustainable development
- partnerships for sustainable local (LA 21) and regional development
- widening participation
- sustainability leadership
Management
- accreditation to sustainability management systems standard
- legislative compliance
- biodiversity enhancement
- reduced car use
- reduced CO2 emissions
- reduced water use
- waste minimisation
- sustainably sound procurement
- sustainable design (for new buildings and renovations)
The sustainability policy should be compatible with other college policies such as health and safety management and regional/community policies. The college' s mission may also need revisiting to ensure that it reflects the colleges commitment to sustainability.
Step 2: Conducting an Initial Review
The terms sustainability audit and sustainability review are often used interchangeably. As far as the process of establishing an sustainability management system is concerned, they are distinct.
The sustainability review sets the parameters of the sustainability management system. It identifies what needs to be managed, measured and recorded, and any information and policy gaps in the existing management system. The sustainability audit checks the performance of the sustainability management system when it is in place.
A sustainability review may precede or follow policy development. The disadvantage of establishing policy first is that it is not informed by the review. However, since the review includes an assessment of the sustainability policy, any necessary adjustments can be easily be made at an early stage in the process of establishing an sustainability management system.
Preparing for the Review
The review may be undertaken by an in-house team or by external consultants. Involving "externals" has a number of advantages, including perceived impartiality and enhanced initiative status. The disadvantage is cost. If an in-house team, at least one person needs to have some practical experience of establishing a sustainability management system and remission from other duties.
Review preparation includes
- the identification of key contacts in the institution whose co-operation will be needed during the review process
- setting up meetings with staff
- the preparation of a core document for circulation in advance of meetings which explains the review
Defining the Scope of the Review
The review should cover
- sustainability impacts - including a consideration of direct and
indirect sustainability impacts, both positive and negative. The potential
for positive indirect impact, for example, through appropriate sustainable
development education programmes , local learning partnerships or through
the taking account of sustainability criteria in making purchasing decisions,
is significant. There is also plenty of scope for reducing direct negative
impacts through resource efficiency, waste minimisation and pollution
control.
- current policies and procedures for managing sustainability responsibilities - including an assessment of any stand alone environment/ sustainable development policy and other policies which have sustainability implications; and an assessment of the existing institutional arrangements for managing sustainability responsibilities
- legal and regulatory requirements - including an assessment of current and likely future sustainability related legislation, regulatory consents and permits.
- abnormal operations, accidents and incidents - including an assessment of what has happened in the past e.g. whether there have been incidents of non compliance and the corrective measures which were implemented; whether there have been any accidents and how these could have been avoided; and the effectiveness of emergency procedures.
Developing a Register of Legal Requirements
A register of legal requirements is an important element of the documentary framework for an environmental management system.
A register should contain
- a list of regulatory requirements (national and international)
- details of codes of practice
- internal standards (sometimes going beyond legal requirements)
- reference to relevant consents, permits and authorisations from the regulators and local authority
- cross-references with the significant sustainability effects/ impacts
Sources of information and guidance on sustainability related legislation include
- Environment Agency
- Water Companies
- Local Authorities
- Environmental Health Departments
The register is a working document which should be reviewed regularly to take account of new legislation and regulations and any changes in activities or services. All departments whose activities are subject to legal and regulatory requirements should keep a copy of the register.
Identifying Sustainability Impacts / Effects
A sustainability impact or effect is any change to the natural, social or economic environment, whether adverse or beneficial, which results wholly or partially from a college' activities or services.
Examples include
- energy use which produces carbon dioxide emissions which may contribute to global warming
- car use which produces sulphur dioxide and nitrous oxide emissions which cause acid rain
- laboratory and studio use which generate toxic wastes which pollute air and water
- consumption of renewable resources which cause depletion of ' natural capital'
- land development which reduces biodiversity
- sustainable development education which encourages sustainably responsible personal and professional behaviour and the creation of socially useful work
- local learning partnerships for sustainability which encourage sustainable business practice
- procurement based on sustainability principles which encourages resource efficiency
- waste disposal to landfill which results in methane emissions which contribute to global warming
The review team should consult with all relevant departments to identify the impacts/effects of various activities. A number of issues would need to be assessed including whether:
- the effect/impact is positive or negative
- the effect/impact is direct or indirect
- the effect/impact is subject to legislation and/or regulation (cf Register of Legal Requirements)
- the effect/impact is the result of normal, abnormal or emergency operations
- the effect/impact is due to past or current activities.
Developing a Register of Sustainability Impacts/ Effects
A register of sustainability impacts / effects should include the following information
- a list of sustainability impacts/effects and some indication of their significance
- reference to the method of identifying significance
- reference to supporting documents
- reference to the product, process or service which gives rise to the effect
- the department and people responsible for managing the effect
- details of how the effect is managed through the sustainability management system
- details of procedures for updating the effects register
Step 3: Setting Objectives and Targets
Setting objectives and targets is a way of quantifying and qualifying policy commitment.
Identifying Priorities
Issues to consider include
- compliance with legislative and regulatory requirements (cf Register of Legal Requirements)
- significance of sustainability impacts/effects (cf Register of Sustainability Impacts/Effects)
- other standards and codes of practice
- concerns of external stakeholders
- concerns of staff
- current operational and institutional objectives
- financial implications
- actions already taken
- whether reducing the impact is within colleges' control e.g. national qualifications
Objectives and targets relating to direct negative sustainability impacts/effects may usefully be based on reducing impacts e.g. reducing CO2 emissions. Objectives and targets relating to indirect impacts are best based on improving the quality of processes e.g. the quality of sustainable development education programmes, eco-friendly procurement programmes.
Consultation is an important part of the process of setting achievable objectives and targets. Senior academic and service managers, heads of departments, estate managers, student representatives and technicians should all be involved in setting objectives and targets relating to their field of activity.
Objectives and targets should be monitored to determine whether continual improvement is being made. The following FE sustainability indicators (adapted from the HE 21 sustainability indicators menu) provide a useful point of reference for setting objectives and targets and for monitoring continual improvement.
Box
FE Sustainability Indicators
Headline Indicators
Economic
- Percentage of FT students who, by the end of their learning programmes, have been taught key sustainability concepts
- Percentage of graduates and diplomates finding full-time employment, or pursuing further study, within six months of completing their programmes
Environmental
- CO2 emissions per FTE per annum
- Volume of water (litres) used per FTE per annum
- Percentage of FTEs' daily journeys to the institution routinely made by car
- Key regional habitats / species actively stewarded
- Kg of waste per FTE per annum
Social
- Percentage of FTEs participating in local community activity relating to sustainable development
(e.g. local learning partnerships, volunteering, national, regional and local committees)
Strategic Management Indicators
- Publicly available sustainability policy covering all sites
- A senior member of staff with specific responsibility for implementing the sustainability policy
- A team with representation from key stakeholder groups to drive the implementation of the sustainability policy
- A sustainability management system covering all sites
- Published sustainability objectives and targets relating to education, research, land use, procurement, resource efficiency, transport and waste management
- An annual internal sustainability audit process
- An sustainability related staff development programme
- A publicly available annual report, or section of the corporate annual report, relating to the institution' s sustainability performance
FTE = full time equivalent members of staff and students unless otherwise stated e.g. FT students, indicating students only
Box ends
Step 4: Establishing Responsibilities
Senior champion
A senior member of staff with a strong personal commitment to the College' s sustainability policy to take responsibility for overseeing the establishment of the EMS, chairing the environment team meetings and allocating the human and financial resources necessary to ensure that environmental objectives and targets are met.
Sustainability manager/co-ordinator
A motivated, able middle manager or a more junior high flier to take to take responsibility for some or all of the following
- communicating the college' s sustainability objectives and targets to all college stakeholders
- setting up sustainability training programmes
- consulting with the regulators, suppliers and other relevant externals
- liaising with heath and safety managers and quality managers
- developing the sustainability manual
- setting up the sustainability team meetings
- regularly reporting progress directly to the senior champion
- collating and disseminating good practice
- constantly challenging the college to improve its sustainability performance.
Sustainability team
A team of individuals representing the full range of College activities, to take responsibility for
liaising with colleagues in order to
- identify sustainability objectives and targets
- draw up procedures/ codes of practice if necessary
- establish and maintaining records relating to sustainability objectives and targets
- adjusting job descriptions
Step 5: Training Staff
There are three broad training categories
Sustainability awareness training
Awareness training can help to encourage a sense of personal responsibility towards the environment. It relates to an understanding of the meaning of the word "sustainable development" and the implications for the College. Different ways of explaining the sustainability concept may need to be devised in order to communicate to different target audiences. Senior managers are an important target audience and they are particularly interested in the business case for responding to the sustainability challenge.
Sustainability management systems training
Sustainability training is relevant for individuals with responsibility for establishing the sustainability management system or staff who have a key role in ensuring the everyday effectiveness of the system, once established. It should be set in the context of what the college is aiming to achieve.
Job-specific training
Job-specific training is mainly for staff who have a specific role in helping to achieve sustainability objectives and targets. For colleges, key areas for job-specific environmental training include sustainability learning for all students, procurement, resource efficiency, local learning partnerships for sustainability.
Step 6: Developing a Manual
An Sustainability Management Manual is the principal source of reference and documentation for a sustainability management system. It explains the core of the system including the following
- the policy
- register of legislation, regulations and codes of practice
- register significant sustainability effects/impacts
- objectives and targets
- a chart explaining roles and responsibilities
- management programme procedures
- record keeping procedures
- arrangements for auditing the system
- sign posts to other supporting documents and records
The primary purpose of the manual is to ensure that the right people have the right information at the right time in the right place. The manual should be
- assigned to the appropriate department or job title (it could be put on the college intranet)
- be well designed and ordered
- periodically revised
- authenticated and dated as a true record of the current state of development
Individual departments will also have their own records detailing their contribution to the EMS.
These may relate to
- training
- inspection and maintenance
- measuring, monitoring and calibration
- non-conformance
- emergencies
- communications with suppliers and external agencies
- audit results
Cross-references between the centrally-held environmental manual and the departmental records is the key to maintaining a full record of the management system.
Step 7: Developing a Management Programme
The management programme is the mechanism by which the sustainability policy, objectives and targets are converted into action. The programme often involves the development of new procedures or the adjustment of existing procedures which need not be limited to the college. For example, a college wishing to ensure the sustainability integrity of its purchases may decide to require suppliers and contractor compliance with the college' s sustainability purchasing policy.
Procedures
Procedures can be formal and informal, written and unwritten (accepted working practice) and should be integrated into existing systems wherever possible.
A procedure should describe
- Responsibility - who will take action
- Action - what action will be taken
- Recording - how and where the action will be recorded and how often it should be monitored
In other words, procedures should be
- Understandable
- Actionable
- Auditable
- Mandatory
Accidents and emergency situations
For some hazardous processes or dangerous materials, the procedures may need to be extended to cover accidents and emergency situations for activities such as incineration or handling and disposing of hazardous materials. This applies where there is the potential for an operational malfunction which could give rise to a significant sustainability impact/effect.
There may already be well developed procedures in place e.g. relating to the Control of Substances Hazardous to Health (COSHH) and Control of Industrial Major Accidents and Hazards (CIMAH) regulation. If so these should be cross-referenced in the manual.
Non-conformance and Corrective Action
A sustainability management system provides transparency across a range of activities in relation to sustainability objectives and targets. If part of the system fails, or if sustainability standards are not being maintained in a particular area, then routine monitoring of the system will identify the problem. Where corrective action is necessary, procedures should be modified to ensure the problem does not re-occur and be recorded. Any significant sustainability impacts/ effects resulting from a non-conformance should also be recorded and remedied.
With regard to colleges non-conformance is more likely to occur through a failure to meet performance levels, or the malfunctioning of the sustainability management system itself (e.g. poorly defined responsibilities and ambiguous procedures), rather than through a major process failure which may cause direct damage.
Step 8: Conducting an Audit
The purpose of a sustainability management systems audit is to assess whether there is conformance with the environmental policy.
The Auditors
Sustainability management system audits may be carried out by personnel belonging to the institution or by external consultants. The main requirements are that the auditors are objective, appropriately skilled and independent of the activities they audit. In practice, auditors tend to work in teams.
Sustainability auditors should have
- a detailed understanding of sustainability management systems
- an understanding of the sustainability issues associated with college activities
- practical understanding of how colleges ' work'
- good writing, communication and analytical skills
Preparing for the audit
Audit preparation includes
- defining the scope of the audit
- developing a timetable for the audit
- setting up meetings with relevant staff
- accessing relevant documents and records
- negotiating permission to visit certain areas
Defining the scope of audit
The auditing should assess the sustainability management system in terms of
- documented evidence (the manual and supporting documentation)
- the effectiveness of the internal management structure
Writing the audit report
The audit report should include:
- details of the audit team
- a summary of the audit process
- reference to the information sources
- a detailed account of the audit findings
- recommendations for action
The audit report should be distributed to all relevant personnel.
Step 9: Reporting
A sustainability report is a useful vehicle for communicating continual environmental improvement to stakeholders. It may form part of the college' s annual report or be a stand alone report. A logical time to produce the sustainability report is after the sustainability audit. The contents of the report are essentially a matter for the institution to determine, but might usefully include
- qualitative information such as policy, objectives and targets and systems
- quantitative information relating to sustainability performance
- future plans
- financial information e.g. level of investment in improving sustainability performance
- feed back section
As a publicly available document, the sustainability report should be presented in a style which is easily understood by people without specialist sustainability knowledge. It is also important to consider the report' s production process. Paper documents should be printed on ' sustainably sound' paper and the inks used should be vegetable or soya based and varnishes water based. Colleges may consider reporting via the college intranet or the internet.
The implementation of the spirit of the college' s environmental policy depends on the participation of all its stakeholders. Communications play an important role in encouraging participating and are generally recognised as key aspect of good sustainability management. A variety of forms of communications will need to be used to enable the achievement of environmental objectives and targets e.g. conferences, exhibitions, newsletters, induction presentations.
Step 10: Going for Certification/Registration
Having established and implemented a system for managing sustainability responsibilities, a college may wish to go for formal certification/ registration to a systems standard, to publicly demonstrate that they are taking their sustainability responsibilities seriously. A sustainable development management systems standard is currently being developed by the British Standards Institution. This will be build on the two existing complementary environmental management systems standards EMAS and ISO 14001, detail of which can be found in Appendix III.
Page published
9 June 2000;
Page last modified
19 October, 2002