We are immensely excited to report that three schools from the Omaha Public Schools were nominated by the Nebraska Department of Education to be Green Ribbon Schools. They are King Science & Technology Magnet Center, Lothrop Science and Technology Magnet Center, and Miller Park Elementary. All three are now eligible to be among the 50 schools that will be named as Green Ribbon Schools by the U.S. Department of Education on April 22.

This is the pilot year for the Green Ribbon Schools program, which rewards schools that meet criteria in three goals:

1. The school facility (grounds and building) has a “net zero” environmental impact;
2. The school environment has a “net positive” impact on the health and performance of students and staff members; and
3. The school’s graduates are environmentally literate.

We have been working with the Omaha Public Schools on their Green Schools Initiative for almost three years now and couldn’t be more impressed with the great progress the district has made. We’re helping the district with initiatives that run the gamut of sustainability programs: energy efficiency and conservation, waste reduction, water, recycling, and engagement at all levels. A few examples of the district’s achievements:

• energy costs in 2011 were $730,000 below what the district paid in 2010
• the district-wide average ENERGY STAR rating has climbed ten points in the last twelve months
• there are now 20 buildings with ENERGY STAR ratings 75 or higher, up from seven just over a year ago
• over 85% of schools have active green teams
• district progress towards achieving many of its other goals can be seen on the OPS Tracker Tool

We are immensely familiar with each of the three OPS schools and are so proud they’ve been nominated. They have been leaders in the the OPS Green Schools Initiative and deserve every bit of recogntion they are receiving. Quick highlights from their Green Ribbon applications:

King has an excellent focus on science and the environmental through its magnet curriculum.

Lothrop has one of the district’s only cafeteria waste composting programs and is a two-time winner of the Green Omaha Coalition‘s Green Schools Award.

VERDIS GROUP SEEKS SUMMER INTERNSHIP CANDIDATES

Verdis Group, LLC is seeking qualified individuals for a summer internship. Ideal candidates will likely be nearing the completion of their secondary education, be adept at managing multiple responsibilities simultaneously, have wizard-like data analysis and writing skills, and have a passion for sustainability.

SUMMARY
The skills and abilities necessary to sufficiently perform the duties are varied and require the individual to be adept at many tasks. The position requires flexibility, attention to detail, and enthusiasm for the work.  Generally speaking, the Intern will provide support in a variety of ways to Verdis Group senior staff and principals.

ESSENTIAL FUNCTIONS
Under the direction of the Principals of Verdis Group, the Intern may perform the following tasks:

1. Data Analysis: Conducts a variety of different numerical and theoretical analyses at the direction of senior staff. Collecting, managing, tracking and summarizing data is an important component of the Intern’s job duties.
2. Writing: Preparing communications that are intended for a variety of different audiences, including both internal and external parties. Contributes technical writing to client reports. Write portions of client reports as deemed appropriate and necessary by the Principals. Other report editing and formatting as deemed necessary.
3. Strategy: Involved in organizational discussions intended to identify strategies that help clients be more sustainable.
4. Miscellaneous Project Work: Provide assistance as needed on client projects, to include but not limited to: research, report writing, data collection, meeting facilitation, taking minutes, disseminating information, preparing presentations, brainstorming recommendations, and general project management.
5. Administrative Duties: General administrative duties may include scheduling meetings, purchasing office supplies and equipment, data collection and entry, maintaining adequate electronic and hard copy filing systems, running errands, preparing correspondence, editing and formatting documents and presentations, arranging travel, and other duties as assigned.
6. Continuous Learning: Stay on top of industry news in order to serve the clients with the most up to date practices
7. General Management: Assist senior staff with miscellaneous duties including but not limited to marketing efforts, financial analysis, and business logistics.
8. Other duties as assigned.

KNOWLEDGE, SKILLS AND ABILITIES:

1. Thorough and accurate in all duties and responsibilities.  Attention to detail is a key component of the Internship position.
2. Ability to think critically, problem solve and trouble-shoot issues.
3. Excellent planning organizational skills and an ability to prioritize and manage multiple duties and tasks simultaneously.
4. Ability to collect, organize, input and analyze data in an extremely accurate and efficient manner.
5. Knowledge of sustainable best practices as they pertain to businesses, organizations and communities.
6. Skilled in using Microsoft Excel, Word, PowerPoint and Apple software.
7. Communication skills both written and oral.
8. Skilled in demonstrating cooperation and professionalism.
9. Ability to work well with minimal supervision in a team-oriented environment.
10. Ability to effectively work and interact with various cultures and ethnicities.

SCHEDULE
Our internship program consists of 25–29 hours per week over the course of the summer. Precise dates for the start and completion of the internship are flexible. Future employment beyond the summer internship is not guaranteed and is dependent upon organizational needs and job performance.

COMPENSATION
Compensation is $10–12/hour commensurate with experience.

SUBMISSION REQUIREMENTS
All individuals interested in being considered for this position should submit the following information:

1. A letter of interest not to exceed two pages.
2. Curriculum Vitae or resume.
3. List of three references, at least one of which must be from a previous relevant employer.
4. Any availability limitations (e.g. other employment that may conflict with availability to complete the duties of each project).

Interested parties should send the requested information to Craig Moody via email at craig@verdisgroup.com. All submissions must be received by Verdis Group no later than April 13, 2012.

CONTACT INFORMATION
Craig Moody, Principal
Verdis Group, LLC
1516 Cuming Street
Omaha, NE 68102

Click here for a pdf of the posting.

The Harvard Business Review recently published a short article summarizing some recent developments in the area of eco-labeling. Andrew Winston’s story emphasizes that we may be at a crossroads in the practice of putting labels on products to indicate how sustainable they are. First off, he notes that GM recently announced a program to provide eco-labels on some Chevrolet models while UK retail giant Tesco reversed its four-year program of putting carbon labels on its products.

The opposite actions of these two companies highlights the fact that eco-labeling, as a practice that has been exploding in the past few years, may be reaching a cooling or maturation stage as companies learn more about the investment and purpose behind such labels. Winston pinpoints a few important questions that should be asked when developing eco-labels, and companies are beginning to realize the answers to these questions means that not everything needs a label, nor should every label provide the same data to customers.

The five questions Winston lists (paraphrased here) are:

1. Does this product even need an eco-label?
2. What should the eco-label communicate?
3. Is a label capable of communicating the relevant information about a product’s sustainability?
4. How much work needs to be done to develop the information in the label?
5. Will a customer understand or even care about the information?

As it turns out, companies are starting to learn that some low-impact products (like a pack of gum) may not be appropriate for an eco-label, while other products (like a car or television) probably benefit from eco-labels. Even then, figuring out the exact information to put on the label is difficult. Think about the information in a nutrition label, which is standardized and mandatory. Is it easy to read? Is it the right information? Do people even pay attention to them or do they affect consumer choices?

A sample nutrition facts label, with instructions from the U.S. Food and Drug Administration.

Standards for nutrition and financial accounting have been developing for decades, or even centuries. We are still in the dawn of eco-labeling. The article points out that right now we know a lot more about the stages in products’ life cycles that have a heavy impact on the environment than we do about the size and character of that impact. The tools are likely to keep improving, and more data will certainly become available as companies invest more money in researching the sustainability aspects of their products.

Winston concludes by making the point that business to business sales are driving much of the move to improved eco-labeling. Much of the research and work that takes place is opaque to individual consumers. The outcome is that companies end up making a lot of decisions for consumers before a product even gets to the shelf. Based on our experience as a company helping organizations sustain behavioral changes among employees, I can certainly say that everything companies can do to make the decision simpler for consumers is a good thing. Of course, that is only the case assuming that companies make decisions that are truly good for the environment, because greenwashing is the enemy of true.green.

Omaha’s downtown parking system is poised to undergo some significant changes, as reported today by the Omaha World Herald. In short, the City’s parking consultant, Walker Parking Consultants, found the following:

• that city-owned garages aren’t used enough, are too expensive, and are losing money
• drivers circle endlessly after 5pm and on the weekends to search for free on-street parking
• city management of downtown parking is fragmented (Public Works manages the curbside meters while the golf division of the Parks and Recreation Department manages the garages. Yes, you read that right, the golf division.)

Naturally, Walker’s recommendations respond to their findings. Their primary recommendations:

• lower rates at city-owned garages
• eliminate time limits on how long cars can be parked at meters
• decrease hourly meter rates in low-demand areas and increase rates in high-demand locations
• expand meter enforcement hours
• attach credit card devices to parking meters
• consider a “graduated system” of parking ticket fines

While I’m totally in favor of decreasing the amount of time that people dawdle around in their car looking for a spot (full disclosure: I do it too), I’m hopeful that these soon-to-come and much needed changes to the system are but one piece in a much more complicated puzzle. I haven’t seen the study, but my assumption is that it assumes the number of cars that head downtown on your average Friday night will likely stay the same or increase in the years to come. That’s probably true, unfortunately, but planners need to be thinking about different ways of getting Omahans to their downtown destination. The good news: they are.

The City is about to wrap up its Transportation Master Plan, which, among many other things, considers transportation demand management strategies that get people out of their cars and onto bikes, busses and their feet. This idea that Omahans are addicted to their cars and unwilling to use public transportation or some other mode of transport is hogwash, and given the anticipated climb in gas prices this summer (five bucks per gallon, anyone?), we should expect people to be searching for alternatives to driving alone in their good ol’ reliable Wagon Queen Family Truckster.

Finally, I want to be clear about one thing: there is NOT a lack of parking downtown. The study found that only 54 percent of available parking in the Old Market is used on a busy evening. For those of you complaining about parking downtown, try finding an affordable and available spot in Chicago, Boston, or any other major metropolitan city. We all collectively need to change our expectations a bit. It’s not reasonable to expect to arrive at your destination five minutes before the curtain goes up and expect a free spot right in front of the door.

We’re going to be surrounded by animals quite often this year, and we couldn’t be more excited. Thanks in part to the generosity of the Peter Kiewit Foundation, we are proud to announce that we are working with the state of Nebraska’s top tourist destination, Omaha’s Henry Doorly Zoo. Over the course of 2012, we will be partnering with the Zoo to create their energy and sustainability master plan, integrating a few of our engagement tools to foster a few sustainable behavior changes, and facilitating the implementation of the new strategies.

It goes without saying that this project will present some unique opportunities. The Zoo sits on a 250+ acre campus, sees well over one million visitors every year, and is the tourist gem of the city of Omaha. And, oh, there are animals there. Many animals of all shapes and sizes. What a treat it’s been already to get to know the Zoo’s leadership team and staff. They are firmly committed to conservation, which makes perfect sense; their conservation-oriented mission is such a great foundation for the work that’s ahead.

We’re extremely pleased to have such a great opportunity to impact so many people…and animals. Now we just need to ensure we avoid the lions and tigers and bears…oh my.

Electrons are difficult to see, so talking about electricity can sometimes be confusing for people whose everyday job does not involve measuring kilowatts (kilo-whats?) and kilowatt-hours (did you fall asleep just reading that sentence?). But just about everyone uses electricity everyday. If you are a commercial or industrial customer, then it is really important to understand electricity demand.

Understanding that you pay for the electricity you use in a given period of time is pretty straightforward. Understanding demand is a little trickier. Demand charges are based on the fact that electricity generators and transmitters must match electricity production and delivery to the instantaneous demand for electricity. Thus, they need to have the capacity to deliver all of the electricity needed at the point in time when the total demand for electricity is highest (typically in the summer months due to air conditioner use). Utilities must maintain this capacity even at times when demand is not at its highest. The demand charge helps to pay for the infrastructure that isn’t being used all the time so it is available when needed during the peaks. Customers that have a greater contribution to that peak end up paying a higher demand. Typically, only commercial and industrial customers are large enough to individually affect the peak, which is why residential customers do not see demand charges.

Pretend for a minute that you bake pies and I buy and eat only your pies. Your oven can only bake one pie at a time, but you also have to have a pie ready for me whenever I want to eat one. As long as I eat pies at the same or slower rate than you can bake them, you don’t need another oven or any more pie-making equipment (e.g., pans, mixers, or ladles (are ladles used when making pies?)).

Anyway, if I start to eat pies faster than you can make them in your single oven, you will have to invest in a second oven and more pans and equipment because you must have a second pie ready when I finish the first one. I will eat pies faster for a while, but eventually I will slow down again and one oven is all you need to keep up. But now you have a second oven and extra equipment you aren’t using anymore. As your only pie consumer, you could start making me pay more for my pies now. After all, I caused you to need a second oven even though it is just sitting there. I was the reason you had to buy it, so it is reasonable for me to help pay for it.

The electric demand charge is like the extra cost of that second oven, except that electric utilities spread that cost among many customers. Utilities also figure out who is eating the most pies and causing most of the the need for extra ovens. Utilities charge those pie eaters even more than the rest of pie eaters.

Depending on how your company uses electricity, it might save as much energy from demand reduction as it could from energy efficiency improvements (energy efficiency is like eating fewer total pies, regardless of how fast you eat them). Although it is clear that the energy efficiency market has been attracting smart money, and that efficiency improvements can reduce demand, many companies fail to consider how strategic demand reductions can save money.

In Verdis’ own work OPS has made significant progress with energy efficiency improvements (lighting retrofit, building system improvements, behavior change). Thus, Verdis is starting to explore whether and how targeted demand reduction can help OPS save additional dollars. Although the main driver for demand reduction in many organizations is cost savings, there is an environmental benefit as well. The longer we can help keep that usage peak low, the longer we can delay construction of the next big utility plant. And until every next utility plant will be something other than coal- or natural gas-fired, we have an extra incentive to keep demand low.