Supply Chains

Contest for Short Student Films about Sustainable Travel

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Kuoni Travel, one of the world’s leading globally-active leisure travel and destination management organisations, is launching a short film idea contest on facebook. Starting tomorrow 1 February 2012, film students and makers across the globe are invited to submit innovative ideas for the production of a viral video that raises awareness about sustainable travel.  The aim of the film is to provide travellers with concrete tips on how to embark on holidays that benefit local people and help protect the environment in destinations. There are no restrictions on the style of the video, and the best suggestion will win 7000USD towards financial support for the final production of the film. The submission period is open until 22 February 2011.

By supporting this initiative, Kuoni is underlining its long-standing commitment to corporate responsibility. As a tour operator, Kuoni is deeply involved in all aspects of the travel experience, both now and for the future, and makes every effort to maximise the positive effects of the world travel industry and minimise its more negative repercussions. The company has already initiated and successfully implemented over 30 projects all over the globe, with its prime focus on sustainable supply chains, sustainable products, human rights and environmental stewardship. This is the second sustainable tourism film to be supported by Kuoni. The first winning short-film, which focuses on sustainable hotels, will be featured on the contest’s facebook page.

The first winning film and full contest rules are available online starting 1 Feb 2012, 9AM CET at: https://www.facebook.com/KuoniGroup?sk=app_353019991381070

The PlanetShifter.com Interview with Ian Garrett, Executive Director: The Center for Sustainable Practice in the Arts, Los Angeles | www.planetshifter.com

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Where are you? In the present? In the future? See my lament for clues:

Things only happen here to make what happens next.

Is LinkedIn a viable artistic community in your opinion? How would you improve it?

I don’t think so, and I don’t think i wish it to be. I don’t know if LinkedIn represents a community really as much as an infrastructure. I think it exists separate from something like Facebook without competition because one is about social networks and one is about businesses networks. I also don’t see how it accommodates the needs of an artistic community.

I don’t think there is a social network that does effectively represent an artistic community out there. How specific do you allow it to sort itself? the arts are too expansive with too many points of access to be represented effectively through a network with a defined set of sortable criteria. For self-sorting facebook is more effective because it is focused on individuals not labels. For curated sorting a wiki is better since everything is of equal weight.

That’s the issue with getting past post-modernism isn’t it? Modernism was about the universal, post-modernism was about the categorized, and post-post-modernism is about the unique.

What is at the intersection of mythology, innovation and sustainability?

From now on.

What new symbols, songs, secrets, myths are you driving in the green movement?

I can tell you that I’m trying to drive it away from the color green and images of leaves. The image that bugs me the most is actually grass, since in most places it’s impractical and wasteful regardless of it’s green-ness. I think an era’s aesthetics speak to values and I think we’re pushing the value of the first nature and something more raw, less processed. It’s happening in design, supply chains and our food. I’m also trying to break the myth of technological solutions.

I’m irked by the layering of systems over existing systems to solve problems with the existing system. I’d rather break it down to it’s elemental parts. I’m a big promoter of archaic technology, like using steamed banana leaves or not vitrified drink ware in Indian. Things that were discarded as incorrect in a modern manufactured world that persists into the contemporary era.

Are you an alchemist?

No, there is plenty of magic in real science.

Tell us about your favorite modern painter and how you feel when you gaze at the work.

Are we saying modern or contemporary. I’m a traditionalist when I define the Modern era as something that happened in the beginning of the 20th century out of industrialization. If we’re talking painters though I can name a few. Magritte for being clever and questioning the mudane, Haring for balancing accessibility, message, and challenging art world constructs. I do however find myself most drawing to the infrastructural and phenomenological though and insofar as that is concerned am more trilled by visual are that engages those parts of my brain. That’s not always present in painting, so I have to mention Olafur Eliasson, who fascinates me.

How do you manage the bureaucracy that you’ve created at The Center for Sustainable Practice in the Arts? How do you personally support your members?

There isn’t much Bureaucracy. We’re extremely small and nimble. We’re the least incorporated we can be and have foregone 501c3 status to stay lean. I suppose we deal with the bureaucracy of partnership with more cumbersome organizations and then it’s oftentimes working within their structure.

We can make our decisions and change methodology rapidly to best accommodate our members and partners since all of the power rests between two equal executives. We’ve yet to expand our power-sharing, outside of partnerships, and those are all project based. It’s not the most profitable, but it’s in line with our core mission, which is really about information and infrastructure. We’re like the opposite of the CIA, we don’t see value in protecting our information, and support ourselves through others valuing sharing information as a desired act.

For the second part of the question though, it’s hard to say. I mean, we don’t have funds to directly support their activities. But, we try and talk directly to all of them. They have our address, phone numbers, email addresses, and ultimately all of our lines of communication like our website, social networks, twitter and so on is all us personally. If you get in touch with the CSPA, you’re getting in touch with us directly. We don’t filter that, and don’t understand ecologically mind organizations that put up blocks, since we gain absolutely zero (aside from profit I guess) from not talking and being transparent if we plan to not destroy the planet and the billions of lives that will impact.

And, ultimately, it helps that I’m the web guy too. It’s part of what I do, so there is nothing standing in the way of our web presence, we do.

What were the 3 – 5 best innovations from last year’s CSPA Convergence?

Well we did this in partnership with the University of Oregon’s School of Theater, so mind you a couple of these might be theater centric.

  • The Convergence itself. I go to a lot of conferences and I deal with but don’t like the hierarchy and artifice that often surrounds them. I prefer the camp model which, like wikis, aims to gather people around a topic and allow all of them to offer something. So I think it’s in expanding the convergence model to get between these models of conference and camp and add on more doing, not just talking.
  • Marbles in a Jar – This is Avery simple re-use model we’ve been working on. It looks at volume of material used as a marble in a jar. You fill the jar until you’re done and then add a second jar for the next and so on to next iterations. For each unit of reused material you move a marble from the first jar to the one for the current project, if you use new material you add new marbles. It doesn’t have to be marbles and jars, but it’s a very simple way to engage your use of raw material
  • Energy Budgets – We’re trying to get theaters to incorporate the expenditures of energy into budgets for making. It incentivizes energy innovation by the user. If no one uses energy efficient devices, it doesn’t matter.
  • Eliminating recycling programs – this idea started at this convergence in response to the 6 receptacles the University of Oregon had for waste. It’s too much. The idea waste receptacle is only one for compost-ables. It’s not entirely feasible though. When speaking at APAP last month I brought this into a more realist goal. Not recycling because you don’t have anything to recycle. At the CSPA we print proofs of the Quarterly for editing that we share and otherwise we don’t generate material waste by our business. That sort of blows people’s minds.

I think Jack Capitalism and Eli Sustainability are headed for a blow-out, down and dirty fist fight in the months ahead? Ready?

I’m ready, but I don’t think it’s necessarily going to be particularly violent. I think that the necessity of sustainability will be the biggest check on a capitalist future. I think about the labor movements of the post-industrial world and the evolution of that “conflict”. I also think about the 4 roles in the actor-centric model of political change and the political pendulum. Sustainability is different still, it’s an opportunity if we want it to be, but as with all of these models of shift, the future is hybrid, not contrary.

* * * * * * *

Ian Garrett Bio –

Executive Director of The Center for Sustainable Practice in the Arts (CSPA), a non-non-profit arts infrastructure organization where he collaborates with others like the LA Stage Alliance, University of Oregon, York University, The Arcola Theater, EcoArtSpace, the Royal Society of the Arts, Diverseworks ArtSpace and others to work towards sustainability in the arts, ecological and otherwise.

Programs at the CSPA include a rich online resource guide, curricular development, a quarterly journal, annual convergence, and the development of collaborative local materials re-use programs and a certification program for arts making being initiated through an international partnership between US, Canadian and British producers. The center was founded by funds received through the 2007 Richard E. Sherwood award for emerging theater artists from the Center Theater Group (CTG) awarded to be used forming a working relationship consulting with CTG on the integration of ecologically sustainable practice into their production.

Ian teaches Sustainable Theater and Management Technology courses at the California Institute of the Arts and has been featured in American Theater, DramaBiz, and The Design Magazine and has spoken at The Central School for Speech and Drama, St. Louis University, and the Indy Convergence along with most arts conferences in the United States.

He originally studied architecture and art history at Rice University in Houston, Texas, but has since come to build an awarding winning practice in live performance and installation art, having also attended California Institute of the Arts to complete MFAs in Lighting Design and Producing.

Connections –

Ian Garrett
Executive Director
Ian at sustainablepractice dot org
The Center for Sustainable Practice in the Arts
c/o LA Stage Alliance
644 S. Figueroa St.
Los Angeles, CA 90017

Profile Summary: William “Willi” George Paul Green Business Certified Sustainability Consultant and strategic vision planner, writer and program designer for environmental planning, civil engineering and non-profits for over 15 years. Executive producer at PlanetShifter.com generating 125+ thought leader interviews and 1200 posts to-date since EarthDay ’09. Produced two innovative online community building projects as a PhD Student in Environmental Planning and Design at Virginia Tech. Designed the electronic charrette while earning MA in Urban Planning. Developed marketing and online community building strategies for over thirty Internet start-ups.

Willi Paul, Art and Sustainability Consultant
415-407-4688 | willipaul1 at gmail dot com
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Selected Work Product by Willi Paul:

LDI and Sustainability: Part I

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Reprinted from Live Design: “Creating Sustainable Theatres: Part 1″ by Curtis Kasefang, October 20, 2009

Following up on Bob Usdin’s excellent piece on the greening of the entertainment industry in the “Green Issue” (“How Green Is Green?” August 2008), I want to explore the broader picture, including the facility itself and the surrounding community.

So that we are all starting at the same place, I will use the generally accepted definition of sustainability. The most popular definition of sustainability can be traced to a 1987 UN conference that defined sustainable developments as those that “meet present needs without compromising the ability of future generations to meet their needs,” (United Nations World Commission on Environment and Development, 1987 p.24, §27). While this provides a general framework of the ideal, more specifics may be garnered from the following corollary: “Sustainability integrates natural systems with human patterns and celebrates continuity, uniqueness, and placemaking,” (Early, 1993).

In general, many speak of sustainability as having three overlapping components: economic, social, and environmental. Theatres, by definition, score high on the social sustainability scale as places where cultures can mix, and they exist to communicate ideas, broaden our points of view, educate, and entertain. When looked at with a wider lens, theatres also play a role in the economic sustainability of the urban environment. The impact that performance facilities have on communities by fueling jobs in the hospitality, food service, and retail industries, as well as their supply chains, is well documented. Theatre Communications Group, among others, has published studies on theatres’ economic impact on the larger community. Environmental sustainability can further economic sustainability in the operation of a theatre. If we use resources more efficiently, we save money. Environmental sustainability is usually what we are speaking of when we talk about “being green.”

Working as a theatre consultant and chairing my city’s historic districts commission, I think about how buildings—new and existing—can support the goal of being sustainable. Although our measure of greenness for new construction or renovation is the US Green Building Council’s LEED New Construction certification, it doesn’t sufficiently acknowledge the value of reuse of a building. Preservationists and sustainability cheerleaders like to remind us that “the greenest building is the one you already have.” What they are so eloquently pointing out is that, to properly consider the sustainability of a project, one must look at the impact of materials used from raw material to the dump. By thinking of things in this fashion, one can assign a carbon footprint to materials and components. If you can avoid using materials by adapting something that exists, you have avoided a significant carbon impact, waste stream, and release of pollutants.

The Sustainable Sites Initiative has pointed out that, when one disturbs soil, one releases carbon. So in terms of minimizing carbon impact, the greenest choice is to renovate an existing facility. Demolishing an existing structure and building new also can be a triple impact in that one sends an existing building and cleared vegetation to our overburdened landfills. Shockingly, 25% of our waste stream is construction waste (Carl Elefante, director of Sustainable Design, Quinn Evans | Architects).

Another lesson from the preservation crowd is that renovation has a much larger economic impact on the local and regional community than new construction because costs from new construction generally divide to 50% materials and 50% labor. In rehabilitation projects, that figure is closer to 70% labor and 30% materials, and the skill level of that labor is higher. In renovation projects, the figures are somewhere in the middle (Don Rypkema, Place Economics).

These lessons hit on all three components of sustainability because reuse of an existing building can be a huge contributor to the local economy, and a green initiative makes this kind of project attractive to local governments and donors.

Existing facilities are not without challenges. Many, especially those built in the arts building boom of the 1970s, feature inefficient, poor quality systems that make them energy hogs. The challenge with these facilities is how to make them function better without racking up an unrecoverable payback period. Many also lack daylighting in support areas, create huge storm water runoff issues, and are monumental heat islands. Nationally, 50% of our building stock was constructed in the period from 1950 to 1979, when the cost of energy was not a significant consideration. Another 30% was built after 1979 (Elefante).

Performance facilities have the economic challenge of being expensive to build. In my 19 years experience as a theatre consultant, I can tell you that, whether your budget is $800 million or $500,000, there isn’t enough money to achieve the desired goals. Reuse of a facility, and/or a sustainability goal provides access to additional financing through tax credits and an additional field of potential donors.

Historically, operating and construction costs have been separate pools of money that were never discussed in the same meeting. As a consequence, we have deleted storage areas, picked less efficient equipment, and designed less efficient systems to save construction costs, when, in reality, we have actually just shifted costs to operations. We need to break that wall between operating costs and construction costs during design. Further, even the construction costs tend to get divided with performance equipment and viewed as an independent budget from the disciplines that install it, support it, and cool it.

The design criteria of the facility needs to incorporate sustainability as a goal from the outset of the project, and the project team needs to be given the requirement that its choices be reviewed in light of operating costs. In many cases, looking at a one-to-three year operating budget in conjunction with construction costs will be enough to allow the team to make environmentally responsible choices that can have fiscal benefits that last decades. Furthermore, part of the requirement for the design needs to be that it supports operational sustainability, not just sustainable construction.

Going green is a major theme at LDI2009, with a Green Day conference and Green Technology Today Pavilion (www.ldishow.com).

Curtis Kasefang is trained as a lighting designer and embarking on his 20th year as a theatre consultant. He is a principal with Theatre Consultants Collaborative, LLC. Prior to his consulting work, he was a production manager for a four-theatre complex. He also chairs his local Historic Districts Commission.

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Creating Sustainable Theatres: Part 1

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This excerpt from Curtis Kasefang follows up on Bob Usdin’s August 2008 “How Green is Green?” Piece for LIve Design. Remember, November 2009 is Green Day at LDI.

In general, many speak of sustainability as having three overlapping components: economic, social, and environmental. Theatres, by definition, score high on the social sustainability scale as places where cultures can mix, and they exist to communicate ideas, broaden our points of view, educate, and entertain. When looked at with a wider lens, theatres also play a role in the economic sustainability of the urban environment. The impact that performance facilities have on communities by fueling jobs in the hospitality, food service, and retail industries, as well as their supply chains, is well documented. Theatre Communications Group, among others, has published studies on theatres’ economic impact on the larger community. Environmental sustainability can further economic sustainability in the operation of a theatre. If we use resources more efficiently, we save money. Environmental sustainability is usually what we are speaking of when we talk about “being green.”

via Creating Sustainable Theatres: Part 1.