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_________________________________________________________LEADING THE WAY IN SUSTAINABILITY

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There is a direct correlation between conservation of nature and sustainability. Zoos and Aquariums are more popular than ever, and

AZA institutions have a unique opportunity to influence, engage, and educate the public on the ideals of sustainability.

By incorporating sustainable metrics into strategic business plans, AZA institutions can be far more influential in guiding public policy and establishing themselves as true leaders in preserving our environment.

Integrating sustainability does not necessarily require large monetary investments – it requires a change in thinking.

AZA INSTITUTIONS AS LEADERS IN SUSTAINABILITY

INTRODUCTION_________________________________________________________AGENTS FOR CHANGE

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EDUCATE THE PUBLIC

PROMPT VISITORS TO RECONSIDER THEIR ROLES WITHIN THE

ENVIRONMENT

PROMOTE A STRONG CONNECTION WITH

ANIMALS AND NATURE

REINFORCE VALUES TOWARD CONSERVATION

SOCIALCHANGE

Design exhibits to stimulate senses and provide opportunities for visitors to view animals from different perspectives.

Take actions to demonstrate a role for the individuals and organizations to preserve our biodiversity.

AZA Institutions need to be effective at reaching out to visitors who are in search of a deeper meaningful connection with conservation and sustainability.

Interpret living collections to attract, inspire, and enable people to act positively for conservation and sustainability.

AZA institutions can take actions to demonstrate a role for individuals and organizations to not only preserve biodiversity, but also make sustainable choices in their daily lives. Working with visitor motivations and values, a shared vision for a sustainable future can be readily achieved.

SOCIAL STRATEGY______________________________________________________AGENTS FOR CHANGE

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ALTER DAILY ACTIVITIES AFFECT SUSTAINABILITY

ENCOURAGE VISITORS TO TAKE ACTION

CHANGE HOUSEHOLD PRACTICES

REDUCE CONSUMPTION

Promote values and ideals that visitors will retain after a visit to an AZA institution.

Promote reflective engagement and emotional connections that visitors develop when viewing animals.

Educate visitors on the importance of environmental awareness.

Expand on visitor learning influenced by environmental orientations to promote the significance of reduced consumption of our resources.

SOCIAL STRATEGY_______________________________________________________AGENTS FOR CHANGE

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ADOPT SUSTAINABLE PRACTICES AS A BUSINESS

POLICY

ANALYZE RESOURCE EFFICIENCIES

PARTNER WITH LOCAL BUSINESSES

UTILIZE NATURAL CAPITAL

BUSINESSSTRATEGY

Develop supply-chain procedures for vendors and leverage public knowledge of which vendors are acceptable to do business with.

AZA institutions need to better understand their resource efficiencies (or lack there-of) and intensity in their daily operations.

Expand on visitor learning influenced by environmental orientations to promote the significance of reduced consumption of our resources.

Form partnerships with local businesses and institutions to reduce financial and social risk.

AZA institutions need to re-structure their business planning to incorporate the ideals of

sustainability as a core business strategy

BUSINESS STRATEGY_____________________________________________________AGENTS FOR CHANGE

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ANALYZE BIODIVERSITY VULNERABILITY

RISK MANAGEMENT

DEVELOP PLANS FOR ACTING

RESPONSIBLY

PROMOTE DEVELOPMENTWITH CONSERVATION

IDEALS

Take steps to ensure that risk is minimized or managed effectively.

Encourage de-materialization to reduce resource consumption.

Create visible plans that set goals for achieving and reducing your eco-footprint.

Coordinate all future development to incorporate identified sustainable goals.

BUSINESS STRATEGY_____________________________________________________AGENTS FOR CHANGE

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MASTER PLAN VISIONING FRAMEWORKS FOR SUCCESS

REPURPOSE PUBLIC IDEALS

ENGAGE ALL KEY STAKEHOLDERS

AZA institutions need torecognize their significant influence to encourage

visitors to reconsider their roles, and to alter daily habits and choices to align with the

true principles of sustainability.

As part of strategic business planning and minimizing risk,

AZA institutions need to invove all key

stakeholders to set goals and work to achieve sustainability

Zoos and Aquariums need to promote themselves as leaders in sustainable action and conservation education to stress environmental learning on visitors.. Business decisions need to incorporate the ideals of sustainability into daily operations. When these ideals align, institutions

can move forward to address the ideal frameworks that will assist in developing a

long-term sustainability vision plan in both Master Planning and Business Operations.

VISIONING FOR THE FUTURE______________________________________________AGENTS FOR CHANGE

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FRAMEWORKS FOR SUCCESS_____________________________________________AGENTS FOR CHANGE

SUCCESSFUL SUSTAINABLE

OUTCOME

ENGAGE THE PUBLIC

S.W.O.T ANALYSIS

LIFE CYCLE ANALYSIS

ECO FOORPRINT

TRIPLE BOTTOM LINE APPROACH

SYSTEMS THINKING

VALUE CREATION

RESOURCEOPTIMIZATION

FRAMEWORKS FOR SUCCESS_____________________________________________AGENTS FOR CHANGE

ENGAGE THE PUBLIC

S.W.O.T ANALYSIS

LIFE CYCLE ANALYSIS

Develop opportunities to engage the public with a concomitant effect on environmental learning and behavior change.

Identify STRENGTHS, WEAKNESSES, OPPORTUNITIES, and THREATS to help drive action and collaboration on environmental challenges as well as to assist individuals to engage and to motivate all stakeholders

Utilize LCA to identify and assess sustainable issues for all product or material purchases at the outset. Tailor the LCA to fit specific design cycles as part of the stated goals and values.

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SYSTEMS THINKING

VALUE CREATION

TRIPLE BOTTOM LINE APPROACH

Apply a TBL approach to identify and shape ENVIRONMENTAL integrity and SOCIAL contributions to be upheld and advanced alongside ECONOMIC commitments. When all three parts (Environmental, Social, and Economic) are in balance, sustainable development is achievable.

Advancing new ideas for sustainability and going beyond established metrics.

Promote constant value across various social systems and creating value in all decisions while preserving our environment and optimizing resource use.

FRAMEWORKS FOR SUCCESS____________________________________________AGENTS FOR CHANGE

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ECO FOORPRINT

RESOURCEOPTIMIZATION

Reduce institutional footprinting on theenvironment by utilizing cradle-to-cradle material choices, repurposing existing materials, and analyzing complex cause-and-effect chains.

Maximize the use of assets and optimize materials and resources with new metrics.

FRAMEWORKS FOR SUCCESS_____________________________________________AGENTS FOR CHANGE

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AZA institutions have the potential to reach large numbers of the general public with a powerful message regarding the plight of our planet and the need for individual and community action. Their potential lies in the power to of animal encounters to engage, connect, provoke, and challenge visitors to action.

As AZA institutions move to incorporate the ideas and frameworks expressed in this presentation into their strategic business plans and incorporate sus-tainable items into their physical sites, structures, and daily operations, their potential to be social change agents and influence local businesses can be immense.

Because of the direct correlation between conservation and sustainability, AZA institutions can serve as leaders of change and influence far more than any other public institution or organization.

SUMMARY______________________________________________________________AGENTS FOR CHANGE

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_________________________________________________AUTHOR AND PRESENTOR

Steven M. Cechvala, AIA is a Licensed Architect, Planner, and Designer, and brings 20+-years experience specializing in the strategic planning, design, and implementation of Master Plans for Zoos and Aquariums.

Steve is currently completing a Masters of Engineering Degree in Sustainable Systems Engineering from the University of Wisconsin.

Steven M. Cechvala, AIA751 Cornell Ave.Drexel Hill, PA 19026610.955.3306

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