Rubrik for Green Engineering

Did Not Finish: Status Quo. Client provides a problem for the engineer to solve. Engineer maximizes utility while minimizing the cost to the client. Short term solution to the symptom of an underlying problem.

D: Level 1 Green Engineering. Client asks for a broader perspective from the engineer. Engineer maximizes utility while minimizing the cost to the client, and uses indicators (TBL, etc.) or critieria (LEED, Envision, etc.) to provide rationale for the broader perspective of ‘utility’. Probably long term solution to the symptom of an underlying problem. Bonus marks available if method addresses social justice in a meaningful way.

C: Level 2 Engineering for Resilience. Client asks for an underlying problem to be solved. Engineer uses community data to determine the greatest Potential Quality of Life (PQoL) that can be obtained through Technological Development. Long term solution to the problem identified by symptoms provided by the client.

B: Level 3 Sustainability Engineering. Client asks engineer to identify the underlying problems and find the greatest possible improvement in the Actualized Quality of Life (AQoL). Engineer involves Human Development professionals to find how to work around the obstructions within society that prevent the PQoL from being Actualized. Long term solution to underlying problems using technological development.

A: Level 4 Undefined but required future condition. Client identifies that symptoms to problems exist. Human Development Professionals identify all obstructions within community and determine the means to remove them. Engineer provides appropriate T.D. solution once problems being solved can be done most economically (eg, when T.D. is the lowest hanging fruit). Problems are solved in most efficient manner available to community.

My philosophy, scattered

Communities can be Sustainable.  Individuals can not be.  It is not clear to me that projects can be Sustainable, although they can add to the Sustainability of a community.

Land Development, as the way it is currently practised, is the process of converting Community Wealth into Individual Wealth.  We trust market forces to ensure that Individual Wealth is maximized.  We rely on Planning to ensure that the loss of Community Wealth is minimized.  But there is no calculus that ensures that the loss of Community Wealth is less than the gain in Individual Wealth, and as a result, not all Land Development is good Development.  If we were doing Sustainable Development, we would ensure there was no net loss of Wealth.

Sustainability is a foregone conclusion.  The only questions we have is when, at what level of consumption, what population, and what quality of life we will have when we achieve it.  We can choose today to be poor in the future, or we can choose to be rich (think about how pensions work).  Choices we have made historically have limited the choices that are available for us today, and unless we choose otherwise, continuing with the status quo will limit ourselves even farther.  Already, some people in the world have no good choices.  It would be a fairly simple mathematical model to determine when different countries would cease to have good choices.

Simplicity is our future.  The choice is ultimately if we choose ‘Voluntary Simplicity’, or ‘Mandatory Simplicity’.  The first is student lifestyles, and individuals can choose what they do without, and requires doing something specific to come into being.  The second is poverty, and those choices are made for the individual by others, and will happen if we do nothing to prevent it.  Politicians will always put off any discussion of Simplicity, since Growth hides bad management.  But putting off the discussions is allowing poverty to become a reality by default.

GNP is used as a surrogate of a better measure of quality of life because, if all other things remain constant, a positive change in GNP will produce a positive change in quality of life.  However, not all things remain equal.  Increasing population density will automatically increase GNP, but there is no indication that quality of life increases meaningfully (eg:  Children playing outside has been shown to have the same mental health benefits as the best combination of treatments available to children).

The story of Goldilocks and the Three Sets of Indicators is a simple description of why too few indicators means we will design for the indicator, too many will be impossible to adequately populate, and even having exactly the right set (a mythical creation at best) means that we will end up with unintended consequences that come from designing to solve the surrogate of the symptoms, rather than the problem the symptoms imply.

A 747 Jumbo Jet has over 140 different indicators and controls that the pilot uses to fly the airplane.  Not a single one was used to design the aircraft.  No indicators can be used to develop a performance envelope.  Rather, the performance envelope must be fully understood to design the indicators.

Monetizing Sustainability in any way is counter to the concept of inter-regional and inter-generational equity.

I like the parallels between Aeronautical Engineering and Sustainability Engineering.  Early efforts at flight mimicked nature, observing the indicators of flight (flapping wings and smoke).  We can check in with Icarus and his wings, and the Kings of France with their smokey ballooning, but neither understood the underlying problems (Icarus doesn’t have the musculature, and manure doesn’t produce much heat) and so it took until the Wright Brothers (or whoever it was who actually came first) to find the balance between the forces to achieve flight.  This I would call ‘Engineering for Flight’, and while it achieved flight, it was certainly sub-optimal.  Aeronautical Engineering is what NASA does, and they know the relationships and rate equations between each of the forces, so that if lift is increased, it is known what that will do to the drag, thrust, and weight.  Optimal solutions are now possible.  My paper describes how to achieve Engineering for Sustainability.  I want to take this to Sustainability Engineering.

Engineers can do ‘Engineering for Sustainability’.  I don’t know if we can do ‘Sustainability Engineering’ with the skill sets we currently have, and the way we get used.  To do it right, we would need to be hired to examine the symptoms and come up with both the problem statement and the solution (politicians would HATE this).  We would need to be able to ask people questions in a manner that will produce results that would be meaningful to the design – it comes close to the idea of ‘Social Engineering’ and I don’t know how to do this right.  Hell, I don’t know the language sufficiently to be able to talk with the Social Scientists who would be developing those questions.

Most engineers that are involved with ‘Sustainability’ today are focused on a specific application of the concept, without the underlying theory to see how the different applications could interact.  Applied Sustainability practitioners have a well established knowledge that a broad theory that crosses all boundaries isn’t possible.  There is no ‘Science of Sciences’, so it is understood that there is no Grand Unified Theory of Sustainability.  I don’t think that is necessarily true, and I like the idea of developing a GUTS.  Sure, it’s taken 19 years to date, but it’s worth doing.

All governments, everywhere, everywhen, do 2 things:  they act as a steward of the commons, and they maintain the status quo.  Since the world is beyond capacity, these two things are in conflict, and one of them has to give way to the other.  I would propose that all governments (democracy, dictatorship, something in between) need to adopt a 3rd thing to do.  They must act to ensure the potential quality of life within their community is increased.  This would be not unlike Bhutan and their GNH, and it would allow an elected government to remain elected, or an appointed government to maintain stability.  Failing to do so (enough) would mean a government change for one, or a regime change for the other.

The Mayor

The mayor of Little Town, Ontario, calls me up, and says “Doug, I have a problem. I keep getting these phone calls about the intersection at Main and Bridge, with people complaining how awful it is. I can’t get any other work done. Can you fix the problem?”

As a confident design engineer, I say “Of course. I’ll send my Jr. Engineer over this afternoon with a pair of wire snips, and he’ll make sure you never get those pesky phone calls again.”

“Fuddle-duddling Engineers! NO! I have to get those phone calls so I know what the problems are that need to get fixed. It is the intersection I want fixed.”

“So, do you want me to fix the problem, or do you want me to fix the intersection?”

<Exasperated++ Sigh>”I want you to fix the problem by fixing the intersection”.

And now I’m brought to a fork in the road (as it were). I can either fix the intersection, in which case the problem will show up somewhere else and perhaps in another form. Or I can refuse the work, saying I can’t do what you’re asking. My wife will have very strong words for me for not bringing a paycheck home (again), so ultimately you know I have to say “Absolutely Mr. Mayor. I’m glad we all understand each other”.

I design the intersection improvements, get paid, and my wife doesn’t leave me; the mayor shows how he responded to the needs of the community and gets re-elected, ensuring his paltry 3 digit pension (I did say Little Town); the morning commute is made marginally better, and everyone’s taxes go up a little. The underlying problem of poor land-use planning and a me-first psychology is completely untouched, and it will just as likely show up as a symptom at the next intersection. Well, the people got what they asked for, even if it wasn’t what they needed. If they can’t make good use of it, it’s their own fault.

Goldilocks and the 3 sets of indicators:

Goldilocks is a well-established design engineer with a reputation of being able to do good work that seems to meet the Sustainability Metrics that have been developed in the various industries she is involved in.  3 clients come to her:  TerraVicit mining company, the City of Geopolis, and WE-R-GUD architects.

The first has a problem – their canaries keep dying, and government regulations require that if the canary dies, they have to clear out the mine, at a cost of about $20,000 (unproductive workers, paperwork, overtime to meet deliverable, etc).  So they ask Goldilocks for the cheapest way of ensuring their canary doesn’t die.  She provides a fairly simple protocol: feed the birds, swap them out every week, use only young birds, set up a breeding program for durable birds, and pipe them fresh air.  Everyone goes away happy.  Because there was only 1 indicator, she designed for that indicator specifically.

Geopolis has a very well established program to be a Sustainable Community.  They have adopted a set of 64 indicators as their way of ensuring their taxpayers are getting quality of life from their efforts – these include the number of kids graduating high school with an ‘A’, and the number of low birthweight babies.  They ask Goldilocks to design a high speed rail system that can be shown to provide a maximal benefit to the community.   Her latest progress report suggests she should be able to finish the preliminary design work in 2046.  She is currently undertaking the research project that will determine, based on communities in Brussels, Munich, Tokyo, Adelaide, and Buenos Aries, what the impact that terminal location has on high school performance and birth weights.  She then has to make a subjective judgment about whether the data collected in those communities will have any reflection on Geopolis.  Good thing the budget and completion date were both set completely open-ended.

And her third client, the architect, has assembled an ideal set of indicators of building performance and human wellbeing.  They have a total of 7, each of which is relatively simple to gather existing data, to make projections with based on different scenarios, and are sensitive to design changes.  She’s been asked to make sure the design is producing an optimal solution to their problem statement (which is, of course, very well written).  Let’s say for argument’s sake that one of them is net rate of return on investment (which has been weighted for different possible future economic conditions), and another is employee satisfaction (measured in some equally clever way).  She is now tasked with making subjective judgments about how to trade off ROI against employee satisfaction.  Alternative 1 will cost 4% more than alternative 2, but the employee satisfaction will go up ‘a lot’.  How to balance..?  So, of course, since she did this on a day where she was feeling particularly socialist, employee satisfaction won out, and everyone was happy. She’s got a good reputation, after all, and she intends to keep it.