deliver the green

I F M A F O U N D AT I O N

p r e p a r e d b y t h e L e o n a r d o A c a d e m y I n c .

A FRESH LOOK AT LEED-EB AND FACILITY MANAGEMENT

This report sponsored by

DELIVER the GREEN

IFMA Foundation Corporate Circle of Contributors

IF YOU FIND THIS PUBLICATION USEFUL, THERE IS SOMETHING YOU SHOULD KNOW

This publication was made possible by the support of people like you through the IFMA Foundation.

Established in 1990 as a non-profit, 501(c)(3) corporation, and separate entity from IFMA, the IFMAFoundation works for the public good to promote priority research and educational opportunities forthe advancement of facility management. The IFMA Foundation is supported by the generosity of theFM community including IFMA members, chapters, councils, corporate sponsors and private contributors who share the belief that education and research improve the FM profession.

By increasing the body of knowledge available to facility professionals, the IFMA Foundation advancesyour profession and career potential.

Contributions to the IFMA Foundation are used to:• Underwrite research – to generate knowledge that directly benefits the profession• Fund educational programs – to keep facility managers up-to-date on the latest techniques and

technology• Provide scholarships – to educate the future of the facility management profession

Without the support of workplace professionals, the IFMA Foundation would be unable to contribute tothe future development and direction of facility management. That’s why we need your help. If you areconcerned with improving the profession and your career potential, we encourage you to make a donationor get involved in a fund-raising event. After all, isn’t the future of facility management and your careerworth your support?

IFMA FOUNDATION CORPORATE CIRCLE OF CONTRIBUTORS

IFMA Foundation1 E. Greenway Plz, Suite 1100Houston, Texas [email protected]

© 2006 IFMA Foundation All rights reserved. ISBN 1-883176-65-4: Because this report is copyrighted, one must obtain permission to copy from the CopyrightClearance Center (CCC), 222 Rosewood Drive, Danvers, Mass. 01923. CCC’s phone number is (978) 750-8400; fax number is (978) 750-4470. There is a nominalcharge payable to CCC to photocopy any page herein for personal or internal reference use. Unauthorized duplication or use of the information and/or contents hereinwithout express written authorization of IFMA Foundation is strictly prohibited.

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DELIVER the GREEN

Primary Authors

Stephen Olson, Director of Finance and Operations, Leonardo Academy Inc. Jenny Carney, LEED-EB Program Manager, Leonardo Academy Inc.Michael Arny, President and Executive Director, Leonardo Academy Inc.

This project supports Leonardo Academy’s mission of improving the environment through sustainableactions. Leonardo Academy focuses on using integrated thinking to promote environmental sustainability. We develop innovative, outcome-focused products and resources that facilitate sustainability by integrating economics, policy and ecology. We produce rating systems, certificationprograms, educational resources and other tools that make practicing sustainability practical.Leonardo Academy is a charitable 501(c)(3) nonprofit organization.

Leonardo Academy wishes to express their great appreciation to the IFMA Foundation for their generous funding of this white paper.

Leonardo Academy Inc.T: (608) 280-0255F: (608) [email protected] Chandler Street, Madison, Wisconsin 53711www.leonardoacademy.org

Major Contributors

Sheila Sheridan, CFM, CFMJ, CPMSheridan AssociatesSheila Sheridan retired from Harvard University as Director of Facilities and Services at the John F. Kennedy (JFK) School of Government. She has over 25 years experience in the facilities profession and provided great assistance in the development of this white paper. She helped to identify leading facility managers in sustainability actions to include in the survey, follow-up interviews and data collection. She also helped guide and review the white paper materials to make sure they are on target for facility managers.

Lisa Matthiessen Senior Associate (Sustainable Consulting), Davis Langdon Seah InternationalLisa Matthiessen has extensive experience in design and construction with an emphasis in sustainabledesign. She directs Davis Langdon’s Sustainable Design department which provides full sustainable design and LEED services for major institutional projects. Lisa assisted with developing best ways for LEED building projects to analyze financial information and decision making during the LEED-EB Certification Process.

Additional Contributors

First, we would like to thank Stu Carron, Global Facility Manager for JohnsonDiversey, and PatrickOkamura, Manager of Scottsdale Facilities Operations for General Dynamics C4 Systems, for taking the time to share their experiences with the LEED-EB certification process and helping us to create the Case Studies based on these experiences.

We would also like to thank the facility managers who participated in our survey of sustainable building best practices. We are especially grateful to the facility managers who took the extra time toshare their own sustainable building best practice stories, photos and ideas in addition to completingthe survey.

These individuals include:John Carrillo, Director of Corporate RE Property Management, AT&T - Western RegionSharon B. Harrington, Process and Quality Manager of Workplace Solutions, Medtronic, Inc.Norma Miller, Director of Corporate Facilities, Starbucks Coffee CompanyRichard Neal, Chief Engineer, National Geographic SocietyRichard Pierce, Director of Facilities, University of WisconsinPaul Ruskin, Physical Plant Communication Coordinator, Penn State UniversityLeith Sharp, Director of the Harvard Green Campus InitiativeGeorge Skeeters III, Director of Facilities, Christian Academy School SystemSteven Spencer, Facilities Specialist, State Farm InsuranceMike Spishock, Manager of Facilities, Johnson and JohnsonSteven Strope, Facility Manager, Washington State Department of Ecology Headquarters Building

This paper was made possible by the support of the IFMA Foundation. Established in 1990 as a 501(c)(3) corporation, the foundationfunds research, education and scholarships. By increasing the body of knowledge to facility professionals, the Foundation advancesyour profession and career potential.

Additional copies of this report are available for sale from the IFMA Foundation, 1 E. Greenway Plaza, Suite 1100,Houston, TX 77046-0194; (281)974-5600; also available on line at www.ifmafoundation.org.

Deliver the Green for Facility Managers

IFMA Foundation 1

Table of Contents

Introduction 2

Operational and Economic Cost/Benefits of Sustainable Building Practices 3

Sustainable Building Rating Systems as a Framework for Successful Facility

Operation and Upgrades 5

Pursuing LEED-EB Certification 8

Operational and Maintenance Opportunities and Implementation Strategies 26

Appendix A: Sustainable Existing Building Case Studies

JohnsonDiversey Headquarters Sustainable Existing Building Case Study

General Dynamics Roosevelt Campus Sustainable Existing Building Case Study

Appendix B: Glossary of Relevant LEED-EB Terminology

Appendix C: Resources

Appendix D: LEED-EB Breakdown By LEED-EB Check List and Job Function


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Introduction

Facility managers frequently implement energy and water efficiency and waste reduction measures in their buildings. Now, these same facility managers have the opportunity to incorporate sustainability into the mix. Sustainability is defined by the World Commission on Environment and Development as “meeting the needs of today without compromising the ability of future generations to meet their own needs.” Whether it comes from a top-down directive from upper management or bottom-up from facility managers looking to improve their facility, sustainability is a word that captures the attention of upper management including CEOs and CFOs. A 2003 PricewaterhouseCoopers’ survey of nearly 1,000 CEOs from 43 countries showed that 79 percent of CEOs agreed that sustainability is vital to the profitability of any company, and that the main factor driving sustainability is concern about reputation and brand. In addition, 71 percent of CEOs said they would sacrifice short-term profitability in exchange for long-term shareholder value when implementing a sustainability program.1 Many companies have also included corporate sustainability commitments within their annual report.2 Sustainable building achievement relies on a fully-integrated, “whole building” approach to design, construction, and operation. Also referred to as green or high performance buildings, these facilities have several beneficial characteristics in common. These include: Increased building efficiencies and energy, water and other resource savings Reduced waste going to landfills or incineration Satisfying, productive, quality indoor spaces Education opportunities for building occupants about efficiency and conservation Reduced environmental impacts Enhanced economic performance

This white paper provides an overview of the best opportunities for incorporating sustainability principles into existing buildings, the costs and benefits of doing so, insights from facility managers practicing green O&M in their buildings, and the process for achieving recognition for these actions from the U.S. Green Building Council’s (USGBC’s) LEED®-EB (Leadership in Energy and Environmental Design for Existing Buildings) program. LEED is a voluntary program of the USGBC that establishes standards for evaluating and certifying the sustainability of buildings through a series of green building rating systems. We surveyed top facility managers (Surveyed FMs) from organizations that we believe operate and maintain their buildings in a sustainable fashion. We qualitatively identified the operation and maintenance (O&M) best practices that have been embraced at these facilities.

1 Pricewaterhouse Coopers 6th Annual Global CEO Survey, Leadership, Responsibility, and Growth in Uncertain Times, January, 2003. 14 July 2006 <http://www.pwcglobal.com/gx/eng/ins-sol/survey-rep/ceo6/pwc_6_ceo_survey.pdf> 2 Dow Jones Sustainability Indexes web site. 26 May 2006 <http://www.sustainability-index.com/htmle/sustainability/corpsustainability.html>


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Surveyed FMs indicated adopting green practices not only improves buildings for their organizations, but can also provide professional benefits to them. These benefits include: Increased skills and responsibility as sustainability becomes a growing part of facility

management practices Increased recognition of the economic significance of facility management practices for the

organization Increased status and profile within the organization Increased career mobility and opportunities through demonstrated sustainability skills Increased communication, dialogue and educational opportunities with building occupants,

CEOs and other top level managers in the organization and with people outside the organization

Increased external professional networking opportunities

Operational and Economic Cost/Benefits of Sustainable Building Practices

Sustainable building practices help facility managers upgrade and operate their buildings in a sustainable way over the long term, yielding a variety of benefits. Financial, environmental and social benefits result from: Lower energy and water costs Lower waste disposal costs Lower environmental and emissions costs Lower operations and maintenance costs Increased productivity of building occupants Increased health of building occupants Higher building valuation (Rule of Thumb: Buildings increase in value eight to ten times the

operational savings3) Positive impacts on the local and global environment from reductions in resource use,

emissions, water use, and waste disposal

Upfront Costs and Long-Term Savings Despite myriad long term benefits, incorrect assumptions about the cost of greening buildings remains an obstacle to widespread sustainable building adoption. This remains true even following the emergence of numerous studies indicating that cost premiums for new sustainable building are minimal if not nonexistent. Survey results show that total long-term costs are lower than perceived, yet a lack of awareness and misperception that construction costs are higher for new sustainable buildings are still primary hurdles to green building.4 For existing buildings, the cost of implementing sustainability can be managed to fit organizational financial constraints.

3 Cooper, Glen. Valuation Rules of Thumb, Why and how they are used. BizBuySell article, 2002. 14 July 2006 <http://www.bizbuysell.com/guide/b_value_1.htm> 4 Turner Construction. “Turner Green Building Survey Reveals that More than 70 percent of Executives Believe that Green Buildings Enhance Student Performance and Ability to Retain Teachers.” Press Release, October 26, 2005. 14 July 2006 <http://www.turnerconstruction.com/corporate/content.asp?d=4919&p=4008>.


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There are many low cost and no cost sustainable actions available and any higher cost actions can be scheduled to coincide with equipment and facility upgrades whenever these actions occur. An economic analysis study, The Costs and Financial Benefits of Building Green,5 concludes that sustainable design can be incorporated into a new structure with little or no increase in construction costs, and that the financial benefits of green buildings are over ten times the average initial investment. The study states that industry perception of green new building costs are considerably higher than the actual cost premiums and that in practice premiums are slightly less than 2 percent, or $3 to $5 per square foot. The cost increase is attributed mainly to increased architectural and engineering design time, modeling, and time needed to institute sustainable building practices. As green design becomes more embedded in these professions, the cost for doing these services should decrease. It was also shown in the study that higher upfront costs for high-efficiency lighting, window, and mechanical systems are outweighed by reduced life cycle costs. Energy savings alone often exceed the average increased cost associated with constructing new green buildings. In another study, Matthiessen and Moris selected 45 library, laboratory, and academic classroom projects that were designed with a goal of meeting some level of the USGBC’s LEED-NC certification, and compared them to 93 non-LEED buildings with similar program types.6 Their comparison found that although the standard deviation in dollars per square foot cost for each category (LEED-seeking and non-LEED) was quite high, since there is such a wide variation in building costs, there was no significant difference in the construction costs for LEED-seeking versus non-LEED buildings in any of the categories. The data also showed that a majority of the LEED-seeking buildings had original budgets that were set without regard to sustainable design, and yet received no supplemental funds to support sustainable goals. LEED projects that received additional sustainable goal funding usually provided only for specific enhancements or requirements, such as photovoltaic systems, typically in the range of 0–3 percent of initial budget. Matthiessen and Moris concluded that many projects can achieve sustainable design within their initial budget, or with very small supplemental funding. Sustainable building performance in existing buildings can also be achieved at reasonable costs. Many changes consist of improved operations with little or no capital costs. If needed, system or building upgrades can be spread out over time and implemented when capital dollars become available. Employing an integrated approach, a central element of green building philosophy, allows high benefit at low cost by achieving synergies between disciplines and between technologies. A June 2000 Study by Xenergy, Green City Buildings Applying the LEED Rating System, for the City of Portland found a 15 percent life-cycle savings associated with bringing three existing standard buildings up to LEED certification levels.7 Direct life-cycle cost savings

5 Kats, Greg, et al. The Costs and Financial Benefits of Building Green: A Report to California’s Sustainable Building Task Force. Sustainable Building Task Force, 2003. 14 July 2006 <http://www.usgbc.org/Docs/News/News477.pdf>. 6 Matthiessen, L. F. and P. Moris. Costing Green: A Comprehensive Cost Database and Budgeting Methodology. Davis Langdon Adamson Report, 2004. 14 July 2006 <http://www.davislangdon.com/pdf/USA/2004CostingGreen.pdf>. 7 Green City Buildings Applying the LEEDTM Rating System. Prepared for the City of Portland by Xenergy Inc. and Sera Architects, June 13, 2000. 14 July 2006 <http://www.nwalliance.org/resources/reports/00-062.pdf>


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of 13 to 16 percent resulted from increased productivity of building occupants, energy and water efficiency cost savings, and cost savings from use of salvaged material.

Increased Health and Productivity of Building Occupants In addition to economic and environmental benefits, green buildings provide safe, healthy places for people to work, study, and live. Numerous daylighting studies have established links between facility features and improved student health and performance.8, 9, 10 Positive productivity benefits have also been shown in other building types. The Center for Building Performance at Carnegie Mellon University – Building Investment Decision Support (BIDS) program reviewed over 1,000 studies that relate technical characteristics of buildings to tenant responses to identify approximately 90 of the most rigorous studies on the productivity impacts from green and high performance building designs. Increases in tenant control over ventilation, temperature and lighting resulted in indoor environmental quality (IEQ) health and productivity cost benefits ranging from 0.5 to 34 percent in green certified buildings.11 Certified building owners also expect that sustainable operations influence occupant recruiting and retention:

“When Medtronic built the World Headquarters campus six years ago we focused on energy conservation and energy assets, rather than ‘green’ or ‘LEED’ per se. We received an award from our local utility company (Xcel Energy) for our efforts,” explains Sharon Harrington, CFM, Process and Quality Manager, Medtronic, Inc. “Our driver for following the LEED guidelines now, in building our next major campus, is that it is the right thing to do. It supports one of our corporate mission statements, ‘To maintain good citizenship as a company.’ We also believe that building in accordance with LEED may improve recruitment and retention, recognizing the increasing importance of the environment to the next generation of workers.”

Sustainable Building Rating Systems as a Framework for Successful Facility Operation and Upgrades

The U.S. Green Building Council’s LEED-EB and other third-party environmental certification programs have emerged as important roadmaps for steering environmental sustainability efforts. By presenting clear guidelines, sustainable building rating systems aid facility managers by

8 Nicklas, Michael H. and Gary B. Bailey. Student Performance in Daylit Schools; Analysis of Performance of Students in of Daylit Schools. Raleigh, NC. Innovative Design Report, 1996. 14 July 2006 <http://www.innovativedesign.net/pdf/studentperformance.pdf>. 9 Heschong Mahone Group. Daylighting in Schools, Additional Analysis, Detailed Report. Fair Oaks, CA: New Buildings Institute, 2001. 10 Hathaway, Hargreaves, Thompson, and Novitsky. A Study Into the Effects of Light on Children of Elementary School Age – A Case of Daylight Robbery. Alberta, Canada: Jan. 1992. Policy and Planning Branch, Planning and Information Services Division, Alberta Education. 11 Carnegie Mellon University Department of Architecture. Building Investment Decision Support Tool. 2002. 14 July 2006 <http://www.arc.cmu.edu/cbpd/>.


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providing a framework for improving operations and upgrades and documenting the sustainable performance of their buildings. Surveyed FMs indicate that the key benefits of using green building rating systems, such as LEED-EB, as a sustainability framework are: Making operation/upgrade decisions based on integrated, whole building principles Encouraging benchmarking and goal setting for building operations and performance and

process improvements Developing short-term and long-term strategies for continually maintaining and gradually

improving building performance Standardizing sustainable actions across multiple buildings within a portfolio

“Using these types of data and informational forums allow us to shortcut the time needed to research sustainability and quickly implement new initiatives that improve our programs as well as fit into a long range plan of integration,” says George Skeeters III, Director of Facilities at the Christian Academy School System.

Additional key benefits of using green building rating systems as sustainability frameworks, as indicated by Surveyed FMs, include: Accessing resources and project management tools Identifying inefficient and wasteful practices • Energy management, water use, and other operating systems are evaluated during the

certification process • Certification process provides an increased awareness of building operations • Facility managers become familiar with best practices used across the industry

Validating savings objectively • Provides the ability to measure actual performance against operating and process

improvement benchmarks • Provides proof to stakeholders of sustainability commitment • Helps facility managers upgrade and operate their buildings in a sustainable way over the

long term Reducing operating costs • Lowers energy and water costs • Lowers waste disposal costs • Lowers environmental and emissions costs • Lowers operations and maintenance costs

Increasing customer loyalty through demonstrated corporate responsibility • Using third-party review process and public commitment ensures follow through on

sustainability goals • Good public relations arise from the positive impacts on the local and global environment

from reductions in resource use, emissions, water use, and waste disposal • Provides positive information for inclusion in company product marketing materials

Increasing value of buildings • Improves equity and debt borrowing capacity • Improves organization credit rating


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• Maintains or increases asset/portfolio value Increasing health and productivity of building occupants • Improves employee satisfaction • Reduces absenteeism and turnover

Improving community relations • Reduces liability • Improves risk management

“Conduct a facilities condition audit. Use this audit for a long term capital plan,” recommends Mike Spishock, Manager of Facilities for Johnson and Johnson. “Look at new technologies and take the opportunity to reengineer if applicable, increase energy efficiency and overall effectiveness of building systems.”

Johnson & Johnson’s hydrogen fuel cell pilot project was a way to stay on the cutting edge of new technologies and determine whether or not this is a viable energy alternative for the future.


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Pursuing LEED-EB Certification: The Registration, Certification and Application Process Released in October of 2004 after a three year development and piloting phase, the U.S. Green Building Council’s LEED for Existing Buildings V2.0 program provides a roadmap for addressing sustainability issues in all existing buildings, even those not initially designed with high efficiency systems and features. Expanding on the success of LEED for New Construction (LEED-NC), which has certified nearly 400 buildings since its launch in 1998, the LEED-EB program shifts attention towards the operational phase of buildings’ life cycles. With focus on existing building commissioning, operating and maintenance procedures, upgrades, controls, and integrated approaches, this new program promotes sustainability in buildings in a comprehensive yet flexible manner. For facility managers, LEED-EB provides resources and a clear path for operating buildings sustainability. And though formal third-party certification keeps projects on track and verifies their sustainability achievements, LEED-EB is a valuable facility management tool, even if certification is not the final outcome.

Applicability of LEED-EB Certification In just a few years since its release, LEED-EB has been successfully applied to a variety of building types. The flexibility built into the rating system allows project teams to pursue sustainability actions that are viable in their unique building and consistent with larger organizational goals and priorities. The table below gives an indication of the broad diversity of buildings that have registered for LEED-EB and achieved certification. Registration entails formally enrolling in the LEED-EB program and paying a registration fee. Certification means that a project has successfully completed the LEED-EB process by submitting an application to the USGBC demonstrating compliance with LEED-EB requirements. LEED-EB Building Registrations and Certifications

Ownership Type Registered Projects*

Certified Projects** Total

For Profit Corporation 56 15 71 Nonprofit 19 4 23 State Government 18 4 21 Local Government 17 4 21 Federal Government 17 0 17 Individual 5 0 5 Other 6 3 9 Totals 137 30 167


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Building Type Registered

Projects* Certified Projects** Total

Commercial Office 55 15 70 Multiuse 48 9 57 Public Order & Safety 7 0 7 K-12 Education 5 0 5 Laboratory 3 1 4 Higher Education 0 3 3 Industrial 2 1 3 Assembly 1 1 2 Interpretive Center (e.g., nature center)

2 0 2

Campus 1 0 1 Animal Care 1 0 1 Health Care 1 0 1 Military Base 1 0 1 Multiuse Residential 1 0 1 Other 9 0 9 Totals 137 30 167

* As of March, 2006 ** As of June, 2006

Commercial Buildings Commercial buildings comprise the largest category of LEED-EB certified facilities. The rating system is very adept at serving this sector, due to the relatively standard array of functions and features seen in these buildings.

Industrial Facilities Industrial facilities may face special challenges in gauging the performance of their buildings, but the USGBC’s commitment to make LEED-EB applicable to a broad range of building types means that USGBC staff and the certification review team are available to help determine how best to adapt LEED-EB performance metrics to these facilities. A number of industrial facilities have received LEED-EB certification, including General Dynamic’s C4 Systems Facility in Scottsdale, AZ (see Appendix A, General Dynamic Case Study) and Knoll’s Lubin Manufacturing Facility in East Greenville, PA.

Nonprofit Organizations The challenges faced by nonprofit organizations in pursuing LEED certification typically stem not from unique building types and uses (since most function as office buildings), but in resource and funding obstacles. However, an array of low cost and no-cost actions, such as green cleaning practices, can help earn LEED-EB points and make certification accessible to most organizations. The National Geographic Headquarters Complex in Washington, D.C. was among the first LEED-EB certified buildings. The CCI Center, which houses a number of nonprofit organizations and serves as an environmental resource center in Pittsburgh, PA, is another example of the successful adoption of LEED-EB by nonprofits.


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Schools and Universities Green buildings on campuses can be valuable tools in promoting the educational mission of the institutions they serve, both due to the positive effect of green buildings on learning environments, and also as demonstration laboratories that can be incorporated into curricula. Increased teacher retention, lower building insurance rates, decreased liability, improved community relations and higher safety levels for students, teachers and other building occupants offer further incentives for adopting green practices on campuses. Campus buildings also make ideal candidates for LEED-EB because of the enduring nature of the owner/occupant relationship – all capital investments made to improve operational efficiency are sure to be realized by the investing entity and not a future owner. In applying LEED-EB to campuses, some common challenges include establishing site boundaries for a single building and allotting shared campus resources. In some cases, campus buildings may not have separate utility metering because of centralized heating and water infrastructure, making it difficult to assess and manage resource consumption in a single building. In these instances, adding separate meters to the building is a necessary starting point for greening the building and pursuing LEED-EB certification. Some campuses choose to implement LEED-EB on a campus-wide basis, in which case policies and practices are adopted by the entire campus, and average performance for shared resources is used in individual LEED-EB applications. LEED-EB certified buildings are present on the campuses of UC-Santa Barbara, Emory University, Duke University, and the California State University System’s Moss Landing Marine Laboratories.

Basic Steps for Achieving LEED-EB Certification Though managing a LEED-EB project is a fluid, dynamic process, certain concrete steps help ensure success. Though these steps may in practice resemble integrated, concurrent cycles of assessment, goal setting, resource gathering, implementation of operations and equipment improvements, and reassessment, it can be helpful to consider each component as a separate phase, especially when first attempting to get a handle on the LEED-EB process.

Gain Organizational Support Prior to investing large amounts of staff time and other resources in pursuing LEED-EB certification, gaining organization support for the project is critical. Oftentimes, a single person within the organization initiates consideration of LEED-EB and advocates for its adoption by educating others about the opportunities and costs associated with certification. This can come in the form of an upper management member championing sustainability and LEED-EB by issuing a directive to facility management staff to acquire LEED certification for the building. Conversely, a facility manager can work to convince key decision makers to adopt LEED-EB by demonstrating the importance and benefits of facility management practices and the value of using LEED-EB to guide them.


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Regardless of where the enthusiasm for LEED-EB is originating, proponents should prepare themselves by learning about the USGBC and the LEED program, considering specific reasons why LEED-EB will yield opportunities and value in the building, crafting a plan for gaining support from key players, and setting preliminary goals for sustainable achievements in the building. The USGBC web site (www.usgbc.org) hosts resources that can be used to orient colleagues and help make the case for LEED-EB in your building. These include: LEED-EB Informational PowerPoint – offers a visual overview of the USGBC, green

buildings and the LEED-EB program that can be downloaded and presented to colleagues or clients

LEED-EB Brochures – printable documents that provide a succinct summary of the program Case Studies – examples of certified projects, including information about strategies and

successes in implementing LEED-EB LEED-EB Project Check List – an Excel spreadsheet that lists all LEED-EB prerequisites

and credits, and helps you track opportunities for earning credits in your building Searchable database of LEED Accredited Professionals – find local individuals with proven

knowledge of LEED Contact information for regional USGBC Chapters – tap into regional resources, learn about

Chapter presentations and events, and make contact with other members of the LEED community

Lists of Certified and Registered Projects – learn of other buildings in your area or similar building types that are pursuing LEED

Frequently Asked Questions – get answers to basic questions about LEED-EB Industry Publications – access research about the green building movement, the economics

of green building, productivity benefits in green spaces, and more.

Assemble and Manage Team Integration of all aspects of building features, systems, and process is a central tenant of LEED. For this reason, it is not surprising that successful project teams are typically comprised of collaborators with diverse responsibilities and areas of expertise. When forming your team, consider including: Representatives of all groups affected by changes to the facility Individuals with expertise in areas addressed by the LEED-EB prerequisites and credits you

are planning to pursue A LEED Accredited Professional (LEED AP) – LEED APs with a specialization in LEED-

EB will become available in the fall of 2006 when new specialized LEED Accreditation exams are made available by the USGBC

Team Constituents Typical teams include 8-10 core members, with facility managers and LEED APs being among the most common participants. It is common for a team to consist of several internal staff members involved in the regular maintenance and operation of the building and a smaller


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number of external resources brought in to help manage the process or provide expertise in a specific area not covered by internal staff. Team leaders should communicate with the Human Resources Department to help identify and secure the services of internal and external parties. The feasibility and potential cost impact of a number of LEED-EB points can be significantly increased or decreased based on whether team members are familiar with sustainable practices, and willing to commit to following established protocols and procedures. LEED APs experienced with LEED-EB are a valuable resource for demystifying the LEED-EB process, helping integrate efforts and identify synergies between sustainability actions, and facilitating steady progress. The LEED AP for your project can be either someone on your staff or a consultant. If you are planning to use a consultant on your project team, ask representatives from LEED-EB certified buildings for recommendations. Also, the USGBC web site hosts a database of LEED APs, searchable by name and location. Teams of LEED-EB certified projects have included individuals in the following roles: Facility Manager LEED Accredited Professional / Environmental Advisor Owner or Owner’s Representative Project Manager Engineer Environmental Health & Safety Director Recycling/Waste Manager Property Manager Commissioning Agent Custodial Manager Architect Financial Manager/CFO Environmental Affairs Director Procurement Official Site and Grounds Manager HVAC Specialist

Assigning Responsibility Once internal and external team members have been identified, the next challenge is assigning responsibility for each LEED-EB prerequisite and credit being pursued. For each prerequisite and credit, designate a team member to oversee the assessment, planning, implementation, and documentation of LEED-EB actions. Assignments should reflect team members’ areas of expertise and interest. It may be helpful to group like prerequisites and credits and assign a single person responsibility for the group. Grouping strategies will vary depending on the organizational structure and skill sets of individual team members. See Appendix D for a list of all LEED-EB prerequisites and credits, grouped by both credit category (Sustainable Sites, Water Efficiency, Energy & Atmosphere, Materials & Resources, and Indoor Environmental Quality) and by job function. Based on the


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ideas presented in Appendix D and the particular characteristics of your organization, develop a grouping strategy that works best for your organization. Education, Communication and Motivation Management of the project team is extremely important to a successful project. This includes providing appropriate resources, communicating goals and progress, and keeping team members motivated.

Evaluate Building and Identify Opportunities Evaluating your building and identifying opportunities for improvement involves the following activities: Benchmarking current building performance and practices against LEED-EB prerequisite

and credit requirements

Pinpointing LEED-EB prerequisite requirements and credits that are currently met or can be easily met in less than 6 months through building operations improvements or upgrades

Identifying short term (6 months to 1 year), mid term (2 to 5 years), and long term (beyond 5 years) goals and strategies for achieving unmet LEED-EB prerequisites and additional LEED-EB credits

A critical early step in any LEED-EB project is to conduct an assessment of current building performance and operating practices (policies, procedures, etc.). Whether the building performance audit is performed internally or with outside help is dependent on your budget and level of in-house expertise. The assessment should include discussions with building management team representatives responsible for each aspect of building operations covered by LEED-EB to identify present practices, current building improvement plans and how they can help with additional achievements. This assessment will reveal how close the building is to meeting LEED-EB standards, and help you identify and prioritize operating improvements and equipment upgrades. This action will also assist you in defining the target certification level for your project, determining which individuals within or outside of the organization might be valuable participants on your LEED-EB team, and developing initial estimates of the budget needed to complete your project. In conducting an initial audit, perform a quick review of LEED-EB prerequisite and credit requirements as defined in the LEED-EB Rating System to create a draft LEED-EB Project Checklist. Pay particular attention to the building’s performance relative to LEED-EB prerequisites. Because meeting prerequisites is compulsory for LEED-EB certification, understanding the scope of changes necessary for compliance is a critical first step.


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USGBC Resources that can aid you in conducting an assessment include: LEED-EB Project Checklist – tool for tracking LEED-EB prerequisites and credits that are

earnable in your building, giving you an indication of potential point totals and certification levels (available free from www.usgbc.org/leed/eb)

LEED-EB Rating System – provides requirements for earning and documenting LEED-EB prerequisites and credits (available free from www.usgbc.org/leed/eb)

LEED-EB Reference Guide – offers strategies and techniques, standards, synergies and tradeoffs, and lists of topic-specific technical resources for implementing sustainable facility improvements and earning LEED-EB prerequisites and credits. Purchase a LEED-EB Reference Guide from the USGBC web site ($150 for USGBC members and $200 for non-members as of June, 2006) early in the process to assist you with evaluating prerequisite and credit requirements. The LEED-EB Reference Guide is a valuable sustainable facility management tool regardless of whether the project team aspires to obtain LEED-EB certification.

Building information needed for the assessment: Performance Data (building automation system output, utility bills, systems testing results,

etc.) – in most cases a year of historical data will give you a good idea of your building’s typical performance relative to LEED-EB benchmarks.

Building Operation Procedures (equipment maintenance protocols, system set points, building operation plan, etc.)

Building Policies (smoking policies, cleaning policies, etc.) Procurement Practices (current product providers, purchase tracking procedures, etc.) Building and site features (daylighting and views access, parking structures, bike/shower

facilities, landscaped areas, etc.) Following the building audit, you will be well-positioned to understand the scope of changes that must happen within the building to meet LEED-EB prerequisites and credits. In most cases buildings already meet a number of the requirements and can meet additional requirements with minor adjustments to equipment and practices. Some buildings will require major capital investments to meet other requirements or credits. Based on the desired certification level and the sustainability goals of the organization, you may use the audit results to map out desired changes to the building and its operation. For upgrades that require significant investments, evaluating the returns on investment that each provides can be a useful tool for prioritizing changes to the building. Once your project team is in place, revisit the initial draft LEED-EB Project Checklist generated during the audit with them. Go over the LEED-EB requirements for each identified credit and assess their potential for success and the time frame in which success can be achieved. Attempt to earn at least two or three points above the desired certification level. This will give the team a cushion in case during the certification application review process it is determined by the USGBC that some of the expected credits have not been achieved.


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Register Project Registering your project with the USGBC gives you access to a variety of project management and application development tools. Resources included with registration include: Access to LEED-Online and the Letter Templates that comprise the foundation of your

LEED-EB application (see the Develop and Submit Application section below for more information about these tools).

Access to Credit Interpretation Rulings (CIRs). These rulings are issued by the USGBC in response to requests from registered project teams to clarify the appropriate method for applying prerequisite or credit requirements to a specific project.

Registration is done online through the USGBC web site (www.usgbc.org). Registration fees are $450 for USGBC members and $600 for non-members (as of June 2006). Check the web site for the most current information about fees.

Establish a Project Budget and Manage Costs It is essential to align the budget with the sustainability goals during the auditing and planning phase of the project. This is done by: Establishing team expectations and expertise Identifying specific green goals and planned actions Developing a schedule Aligning the budget with the planned actions and schedule Staying on track through the project

If there are insufficient funds to fulfill the sustainability goals, planned actions or schedule, either the goals must be revamped, the schedule adjusted, or the budget increased. Too often projects move forward with a mismatch, either because the project team is unaware of the mismatch, or more often, due to wishful thinking that something will turn up to resolve the problem. In order to align the budget with planned sustainability actions and schedule, compare the costs of actions with the expected stream of funds available to support their implementation. Also explore the availability of utility, public benefit funds or government tax benefits for planned actions to see if this can help advance the implementation of desired building upgrades. If there are insufficient funds for all scheduled actions defer some measures until the funds become available. For example, if you have planned to replace a chiller before its end of life to increase building energy efficiency, defer this upgrade until its end of life. Also include in the criteria for the chiller and any other future equipment upgrades that they must meet the requirements of the relevant LEED-EB prerequisites or credits to assure that these opportunities are not missed when they occur. Once the planned upgrades are adjusted to fit within the expected stream of funds available for these purposes, the project budget provides a communication tool for the project team, allowing a clear understanding of the budget limitations for planned actions and the schedule.


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In order to align your planned building upgrades with your schedule and budget: Prepare a budget, list of upgrades and schedule for the greening of the building Adjust the schedule for the planned upgrades so they fit within the expected streams of

funding available for these actions Make all team members aware of the budget, the planned actions and the schedule

The overall cost of doing LEED-EB is dependent on many variables, such as the current state of the building, project goals, schedule and the scope of desired changes. Understanding the implications of certain choices or practices will help you minimize costs and get the most value out of your sustainability dollars. The sections below provide an overview of different areas of expenditure associated with LEED-EB projects and strategies for minimizing costs. Certification Fees The USGBC’s fee structure for project registration and certification is dependant on the size of the building and membership status. The table below shows current fees. Because fees are subject to change, visit the USGBC web site for the most up to date information. USGBC members are offered reduced rates for both registration and certification fees, so weigh the cost of membership to the fee savings; in most cases, becoming a member prior to registration is economically advantageous. Registration Fees (as of June 2006) USGBC Members $450 Non-Members $600

Certification Fees (as of June 2006) Less than 50,000

Square Feet 50,000-500,000

Square Feet More than 500,000

Square Feet USGBC Members $1,250 $0.025/ft2 $12,500 Non-Members $1,500 $0.030/ft2 $15,000

Investments in Building and Operations Improvements It is critical to understand the ease of achievement of each credit or prerequisite in order to understand whether there will be cost impacts and to assess how significant those cost impacts will be. Understanding the criteria for meeting requirements, and the range of options for achieving those outcomes, is critically important for overall project success and for budget management. In LEED, there is always more than one way to achieve a given point. In many cases, cost-effective options are available, but may require the institution to consider its values at all levels. For example, while it might be possible to reduce energy usage by installing high-performance glazing and occupancy sensors to control light fixtures, these strategies can add considerable cost. On the other hand, the building’s occupants can commit to turning off lights


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when rooms are unoccupied or facility managers can reduce space conditioning during off-hours. These scenarios all result in lower energy consumption, but the lowest cost options can only be achieved when the core values of the facility occupants are aligned with the goal of sustainability.

No Cost and Low Cost Actions Depending on the building’s existing characteristics and operating procedures, your building likely already qualifies for number of LEED-EB prerequisites and credits. The number of points you are close to earning, or already have earned, minimizes the need to fund changes to building equipment or operating practices. In determining which points to pursue and how to obtain them, it is important to look for LEED strategies that capitalize on the project’s existing strengths. For example, an existing laboratory building may have a fairly sophisticated building management system in place. While this system may not include all the monitoring required to earn a LEED point, the effort and cost associated with supplementing the current equipment with the needed additions might be reasonable. Similarly, if an existing building’s facilities management team has already developed long-range planning tools, achievement of credits that require such planning will be a matter of simple adjustment. In addition to LEED-EB prerequisites and credits that are already achieved or nearly achieved in your building, implementation of certain credits generally require low cost or no cost actions. For most buildings, these include the credits related to green site management, green cleaning, and green procurement. The first step towards effective cost control for a LEED-EB project will therefore be to review the entire LEED Checklist against the building’s existing characteristics and practices to determine which LEED points are within closest range. Capital Improvements Major building changes are generally carried out on the owner’s schedule for ongoing major maintenance actions and capital improvements, and are not necessarily mandated or driven by LEED-EB. LEED-EB, however, is a valuable tool for making these upgrades in a sustainable way and prioritizing scheduled improvements. Aligning future capital investments with LEED-EB prerequisites and credits will keep LEED-specific costs to a minimum while ensuring gradual improvement towards greater sustainability. For example, replacing a roof before its normal end of life just for the purpose of earning a LEED-EB point for having a high-emissivity/ high reflectance roof makes little sense. But committing to using sustainable roofing materials over the normal replacement schedule will contribute to the building’s overall sustainability without requiring large additional capital investments. Procurement of Services and Goods The LEED-EB team should consider the appropriate procurement process for each point and tailor the process to the particular strengths and weaknesses of the project and organization.


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For LEED-related services, it may be cost effective to develop the capacity to perform certain LEED-related tasks in-house, especially if the building is one of many owned by a single entity. By providing commissioning and other services internally, there is a greater chance for communication and collaboration with the staff responsible for ongoing maintenance and operations. This allows knowledge of the LEED process to become institutionalized in a way that can be applied to multiple buildings within the same portfolio, and will save money in the long run. Some buildings may elect to bring in outside help to certify the first few projects, with the goal of training internal staff to manage the greening of other buildings in the future. On the other hand, for a single building, it may be more cost effective to procure these services from an outside consultant. In procuring goods and equipment related to LEED-EB, researching options and choosing cost-effective strategies and technologies are important. For example, in order to achieve IEQc5.2: Indoor Chemical and Pollutant Source Control, a project team may choose to invest in floor-to-floor separations and dedicated exhaust at printing rooms, or can decide it is more cost-effective to send copying and printing jobs to an outside firm. In the case of purchasing alternative materials instead of conventional products, being familiar with green product lines and vendors that cater to the LEED market can minimize costs and make product comparisons and LEED-EB documentation easier. When establishing purchasing contracts, include requirements that relevant LEED-EB standards are met and that required LEED-EB documentation is provided by the vendor.

Personnel Expenditures on personnel are driven in part by the availability of in-house resources, current practices, and the scope of changes need for LEED-EB certification. Personnel time is needed both to manage and maintain changes to the building, and also to document building performance and prepare the LEED-EB certification application. One way to reduce the burden of developing a LEED-EB application is to ask service providers to prepare documentation for the LEED-EB credits associated with what they do for your building. For example, a growing number of cleaning service providers offers this documentation as part of their services. If you use third party providers, communicate your LEED-EB documentation needs and ask them to assume responsibility for preparing portions related to their products. When rebidding for services, consider adding responsibility for LEED-EB documentation to the RFP. Some organizations manage LEED-EB projects by doing all work internally with existing staff, and therefore incur in-kind costs for staff time reallocation but not for outside consultants. In this instance, it is important to consider how additional effort by internal staff affects their other job tasks. Other organizations hire consultants to support the development, implementation and documentation of LEED-EB. Either scenario can lead to good results, though it is vital for team members to collectively hold the expertise and motivation for accomplishing project goals. If internal resources are not available to cover all aspects of the project, hiring a consultant can save time and money in the long run. If consultants are a part of the project team, it is beneficial to require that their expertise is transferred to internal personnel as much as possible.


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If you hire external personnel, it is recommended that you use a competitive process to select your consultant. Important things to consider in your selection process are: Recommendations from representatives of LEED-EB certified buildings. Experience with LEED-EB project development and certification application preparation LEED Accreditation with a LEED-EB Specialization – in October 2006 a new LEED

Accreditation exam specific to LEED-EB will be available

Set a Timeline To a large degree, the amount of time it takes to complete a LEED-EB project depends on the scope of changes needed. Because equipment upgrades and changes to organizational policies and operating practices are often necessary, pursuing LEED-EB certification can be a multi-year process. Setting a realistic timeline for progress will help keep the project on track and help manage expectations. The timeline should reflect the project goals and desired schedule while being mindful of operational and budget limitations. Though steady progress is important for sustaining interest and momentum, setting a timeline that is unrealistically ambitious can prove frustrating for team members and other stakeholders. Because O&M is ongoing over the life of the building, the primary goal in establishing a project timeline should be to make changes in a way that will last, even if it requires a substantial amount of time to do so. On average, it takes projects about one year from the time they register their project until they submit a completed application to the USGBC, though some projects have done so in both half and twice as much time. Taking a longer time is not a problem. Some buildings are using LEED-EB as a guide on the path to sustainability and will not reach the point where they can apply for certification for a number of years. All along the way, each additional implemented LEED-EB action increases the sustainability of the building. Once the USGBC receives an application, certification is typically awarded within 3-4 months, though the process can take longer if the preliminary review reveals that further modification to the building or operating practices is needed to meet LEED-EB prerequisite requirements or achieve the desired level of LEED-EB certification.

Implement Changes Because of the inherent flexibility of picking and choosing which credits to pursue, and because LEED-EB requirements are focused on performance outcomes rather than specific avenues to achieving those outcomes, project teams have great freedom in determining which changes best fit their building. Once the team has decided to pursue a certain credit, an analysis of options for achieving the credit must be undertaken. For example, a decision to reduce fixture water use might take the form of adding aerators to lavatory faucets, replacing conventional urinals with non-water using models, or installing a graywater collection system that is then used to flush toilets. It is up to the project team to select changes that meet the LEED-EB performance requirements while also meeting the needs of building users and the project budget. Changes


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made for LEED-EB might range from equipment retrofits to policy revisions or new operating procedures. Develop and follow an action plan that outlines, for each prerequisite and credit, the scope of changes needed, options to investigate, timeframes for choosing and committing to strategies, and the steps needed to make the desired changes. Helpful resources for managing this process include: Technical manuals, such as the LEED-EB Reference Guide. Best practice guidelines that list options for achieving specific outcomes (see “Operation and

Maintenance Opportunities and Implementation Strategies” section). A list of alternative credits to substitute if implementation proves infeasible for certain items

(generated during the building evaluation phase of your project). Third party tools for developing managing and implementing LEED-EB projects (see

Appendix C).

Collect Building Performance Data over Performance Period Each application for LEED-EB certification must include building performance data collected over the Performance Period. For first time applicants, the Performance Period must be at least three months long. It is up to the project team to determine the timing and duration of the Performance Period. If possible, a longer Performance Period (one year, for example) will provide a more robust picture of the building’s performance, as it covers seasonal variations in resource consumption (irrigation rates, heating and cooling loads, etc.) and occupant behavior (commuting choices). Other important considerations regarding the Performance Period include: All policy, operations and equipment changes being made for the purpose of meeting LEED-

EB criteria should be fully implemented BEFORE the start of the Performance Period, as the building data collected should reflect those changes.

The end date of the Performance Period should be relatively consistent for all LEED-EB prerequisites or credits and occur relatively near the application submittal date (contact the USGBC for further guidance), though additional historical data extending beyond the bounds of the Performance Period can be furnished for certain credits if it will enhance the application review team’s understanding of how the building meets the criteria.

For some credits, annual performance data is required to meet the documentation requirements. For initial LEED-EB applications that use a three month performance period, data can be extrapolated to a full year, if an actual full year of data is unavailable. Guidance for conducting these extrapolations can be found in the LEED-EB Reference Guide.

Develop and Submit Application The USGBC recently launched its new, paperless, online tool for submitting LEED-EB applications. LEED-Online accommodates completion of Letter Templates, upload of additional


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documentation, and an online payment system for certification fees. It also serves as a helpful project management tool. All project team members have access to the system, and credit responsibility and progress can be assigned and tracked in a central location. The LEED-EB Letter Templates (now integrated into the LEED-Online tool) form the core of a LEED-EB application. They serve as a tool for performing calculations, tracking quarterly reporting results, and providing evidence of compliance to LEED-EB requirements. In addition to the completed Letter Templates, common submittal requirements include copies of organizational policies, site drawings and photographs, manufacturer’s data for products used within the building, and building performance data such as utility meter readings. Strategies for compiling an application include: Understanding the submittal requirements for each prerequisite and credit prior to the start of

the Performance Period. It is far easier to collect the needed information continuously rather than assembling it retroactively. This is especially true for Materials & Resources credits that require tracking purchases in various categories.

Typically, team members are responsible for collecting submittal information for the prerequisites and credits assigned to them, though it is helpful to have a single person in charge of reviewing all documentation for completeness prior to submitting your application to the USGBC, as missing documentation can delay the review process.

Including a narrative overview of each prerequisite and credit that tells the story of what is happening in your building aids the review team in understanding the other submittals, and can help avoid delays or requests for clarifying information.

Application Review Process USGBC staff work with application review contractors to assess applications and, based on the outcome of those assessments, award LEED-EB certification. After you submit your application, the USGBC reviews it for completeness and requests any missing components. Following administrative approval by the USGBC for application completeness, the review team prepares, within 30 days, a Preliminary LEED-EB Review document detailing anticipated achieved, pending, and denied credits and prerequisites, as well as requests for corrections/supporting documentation for all pending items. Upon receiving the Preliminary Review, your project team has unlimited time to prepare a supplementary submittal that includes the items requested by the review team. Within 30 days of receiving the completed supplemental submittal, the USGBC conducts a Final Review and alerts the project contact of the project’s certification status. Projects then have the option of accepting the results of the final review, or appealing their rating at the cost of $500 per appealed credit (as of June 2006).

Overcoming Hurdles As with any project, the process of greening your existing building will likely require navigating both expected and unexpected hurdles. Anticipating issues ahead of time and proactively addressing them, building a network of experienced sustainable O&M practitioners to call on


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when you run into trouble, and remaining flexible about the strategies and technologies you employ to meet your sustainable goals are good general practices. Below are descriptions of some of the most common hurdles, with tips for addressing them: Funding Funding is one the primary concerns all projects share. Organizations with adequate resources want to be sure that they are spending their money wisely, and those that are more financially strapped want to be sure that certification is possible without making large expenditures beyond planned budgets. Even organizations without expendable capital can successfully manage LEED-EB certification. For example, Moss Landing Marine Laboratories, part of the California State University System, had only a $7,000 project budget. Despite this, the lab managed to certify its facility and score LEED-EB Gold. Though unable to make immediate capital improvements, the process of getting certified revealed the strengths and weaknesses of the building, which is aiding the lab managers in making decisions about system upgrades once capital does become available. To keep project costs down: Use internal staff resources if they exist, or include training of internal staff in contracts with

consultants, so that sustainability expertise becomes institutionalized Implement low-cost and no-cost actions first Understand the expected return on investment for capital improvements Investigate unique funding options such as energy savings performance contracts (ESPCs)

offered by energy savings companies (ESCOs) Call on product and service suppliers to help provide documentation needed for your LEED-

EB application Focus on inexpensive retrofits (e.g., adding aerators to faucets) and making changes to

policies, practices and occupant behaviors rather than expensive equipment upgrades Look for strategies and technologies that provide more than one environmental benefit (e.g.,

using hot water efficiently saves water and energy), or synergies between multiple practices or new and existing practices

Set your project timeline to reflect existing already budgeted for upgrade cycles Gain a realistic understanding of the cost premiums associated with green products and

services. Misperceptions of expense often stem from an automatic assumption that “green” will be more costly

Promote a life cycle view of costs within your organization so that financial decision makers and organizational leaders understand the long-term savings that result from sustainability

Gathering Data and Preparing LEED-EB Documentation Efficiently gathering and assembling documentation of your building’s performance, practices and policies is necessary not only for earning LEED-EB certification, but more importantly, for identifying opportunities for making and maintaining positive improvements in the sustainability of your building. Well-presented, accurate data will help you communicate successes internally,


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develop plans for building improvement and speed the LEED-EB review process. In many ways, this documentation process is no different from that of an already well-run building. Tips for gathering and organizing information for a successful LEED-EB application include: Start by getting a handle on how information about building performance and policies are

currently being managed. This includes the collection and storage of building system trend data, utility bills, procurement logs and receipts, building operating procedures, building policies, etc. If formal policies and procedures do not exist, you may need to create them for the purposes of LEED-EB. A great place to start is to ask groups responsible for each area to simply write down what they actually do for each relevant task. If they do exist, review them to ensure that they reflect current practice and comply with LEED-EB requirements, and if necessary make changes.

Keep a list of people within your organization who are responsible for managing facility information, and make sure those parties understand how their roles as data managers are relevant to that LEED-EB process.

Call on product and service providers to lighten your documentation burden by requiring them to compile and submit product information needed for inclusion in your application.

In preparing your application, include brief narrative descriptions that supplement data in order to help fully tell the story of what is happening in the building, explain anomalies, and describe how data is collected (measurement points, equipment, etc.). This will help speed the review process in addition to the internal benefits gained by fully documenting and understanding building performance.

Develop or use existing software to manage quarterly reporting schedules. Integrating quarterly reporting into work calendars will keep you on schedule, and help you plan for and minimize the additional work burden.

Familiarize yourself and your team with the LEED-EB documentation requirements, the LEED-EB Letter Templates and LEED-Online

Understanding Sustainability Though increasingly mainstream, the ideas of green building and sustainability are still relatively new. LEED-EB is also a new program, so lack of exposure to LEED or sustainability in general may be a barrier to LEED-EB success both within and outside of your organization. Become familiar with the general concept of sustainability and the LEED-EB program by: Attending a LEED workshop (www.usgbc.org/workshops) Connecting with local USGBC chapters (www.usgbc.org/chapters) Reviewing the numerous Internet resources that provide information about sustainable

building practices (see Appendix C: Resources ) Reading Case Studies of LEED-EB certified buildings (see Appendix A: Sustainable

Existing Building Case Studies and Appendix C: Resources for links to additional available LEED-EB Case Studies)


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Embedding LEED-EB as a Tool for Ongoing Sustainable Facility Management Efforts Institutionalizing LEED-EB signifies a strong commitment to improving the environment through more sustainable buildings. Organizations can embed LEED-EB for broad sustainable improvements by applying it across entire building portfolios and re-certifying buildings over time. There are many strategies that facility managers can incorporate into their building practices to successfully deal with these two LEED-EB approaches.

LEED-EB across Building Portfolios Organizations with portfolios of multiple buildings can reap the benefits of sustainability again and again. The following strategies can guide you in applying LEED-EB across building portfolios: Start by employing LEED-EB in a single building. This experience will yield an

understanding of the LEED-EB requirements and process, and give you a feel for the best strategies for broadly adopting LEED-EB. It will also help build internal expertise, minimizing the need for outside consultants to certify additional buildings.

Implement a mechanism such as monthly meetings or conference calls for Facility Managers and Staff to share lessons learned and success stories across the organization and multiple facilities.

Based on what is learned in the first LEED-EB Building, standardize as many sustainable actions across the buildings within your organization’s building portfolio. Many of the practices and policies required by LEED-EB, such as green purchasing and green cleaning, can be adopted in the same way in different buildings. Identify which items can be standardized and which are better tailored to each unique building.

LEED-EB over Time: Building Life Cycles and Re-Certification Though LEED-EB provides a venue for ALL buildings to become more sustainable, an optimal time to start planning for green O&M is at the earliest stages of a building’s life, as it is designed and constructed. A building designed and built to achieve a high score in both LEED-NC and LEED-EB will be a building that is ready to deliver actual sustainable performance over the long term. Since LEED is a life cycle program, LEED-NC certified buildings will become the LEED-EB buildings of the future. The ongoing re-certification offered by LEED-EB promotes a long-term view of building O&M, with the goal of maintaining and improving buildings over their entire life. Whenever possible, facility managers should advocate for consideration of LEED-EB in all new construction and major renovation projects your organization undertakes. This will ensure that sustainable building operation features are incorporated into the design and construction, such as efficient lighting ballasts and fixtures that accommodate low mercury lamps, entryway features that minimize tracking of dirt and other contaminants into the building, and adequate recycling facilities. The design and construction phase is also the best time to incorporate green features that are part of the building structure or base systems and are more costly to add at later stages of the building’s life. These include daylighting and view features, isolated and separately


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ventilated copy rooms and janitorial closets, high-efficiency water fixtures, and lighting and thermal comfort controls. Below are strategies for keeping the practices employed for LEED-EB going over time: Use the tools embedded within LEED-EB such as quarterly reporting templates as a roadmap

for steering continuous building improvements Encourage benchmarking and goal setting for ongoing building operations and performance

and process improvements Develop short-term and long-term strategies for continually maintaining and gradually

improving building performance

“What gets measured gets done. Documentation requirements make the expectations clear” say Stu Carron, Director of Facilities at JohnsonDiversey, “This has been a critical component to embedding the LEED-EB program post-certification.”


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Operational and Maintenance Opportunities and Implementation Strategies Sustainable building operations offer many opportunities and benefits, but implementing sustainable measures also requires knowledge and integrated strategies. Based on input from top facility managers (Surveyed FMs), this section offers advice on best sustainable practices to consider and the best ways to implement them. Survey respondents were asked to report on the best sustainable opportunities in the following areas: 1 Using sustainable building rating systems as a framework for successful facility operation

and upgrades (See the Introduction Section of this paper) 2 Implementing energy and water conservation measures 3 Creating healthy indoor environments 4 Purchasing sustainable products

Green purchasing and/or green procurement programs and policies Green product certification programs Sustainable product and service vendor/provider education

5 Practicing preventive maintenance 6 Managing, documenting and reporting of sustainable building operations 7 Communicating sustainability goals, procedures and achievements

Best sustainable building practices identified by Surveyed FMs are highlighted in the discussion that follows.

Energy Conservation Energy efficiency actions offer one of the best opportunities to reduce facility operating expenses. In addition to reduced operating costs, energy efficiency actions reduce pollution such as greenhouse gas emissions and enhance the comfort of building occupants. Because of the rising cost of energy, most energy efficiency investments have a rapid payback period due to lower energy use over the building’s lifetime, downsized equipment, and reduced space needs for mechanical equipment and utility rebates.12 Energy conservation strategies should begin with a facility wide energy efficiency assessment or energy audit. Use audit results to implement an energy management program. Energy management should include continuous review of building energy use and development/ execution of energy saving opportunities with FM staff: Identify systems and operations that are good candidates for energy efficiency and heat waste

minimization improvements Plan and implement specific energy and cost-saving projects

12 •Energy Efficiency, Water and Waste-Reduction Guidebook for Manufacturers, Proven Ways To Reduce Your Costs and Improve Operations, A National Association of Manufacturers publication, Mar. 2005.


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If you do not have the capital dollars to implement desired capital improvements consider using an energy service company (ESCO) to implement the improvements under an energy-savings performance contract.

Energy efficiency retrofits, effective building and equipment maintenance, and other energy-saving techniques are all strategies for reducing energy use on an ongoing basis. Many utilities and state sponsored energy programs offer financing assistance or perform actual energy audits for building owners. If your building audit uncovers significant facility upgrade opportunities, it may be possible to implement and finance your facility improvements through an energy savings performance contract (ESPC). ESPCs are unique contracts through which private energy service companies (ESCOs) perform the facility upgrades and provide a guaranteed level of savings to support paying for these improvements. These arrangements are frequently structured so that the guaranteed level of savings is sufficient to pay off the loan to pay for the improvements. Exploring a performance contract is low risk because the building owner is only responsible for the cost of the building energy audit if they decide not to proceed with the project. Best energy conservation practices highlighted by Surveyed FMs: Building automation systems Energy efficient HVAC equipment High efficiency lamps and/or ballasts and daylighting where practical Reduced HVAC output during off hours Occupant education Heat recovery technology Consolidated utility-bill pay software linked to building automation system’s energy-use

monitoring

Additional energy conservation measures include: ENERGY STAR® rated equipment Occupancy sensors Car sharing service or shared rides for employees High efficiency windows and/or solar window films Computer facility management software High reflectance, high emissivity roofing Streamline hours of operation New air filtration technologies Water treatment programs Cogeneration combined heat and power partnerships Ozone strategies Thermal Imaging

“The one thing I don't see as much emphasis on as I think it deserves is energy management” observes Richard Pierce, Director of Facilities at the University of Wisconsin, “all the ‘Green’ initiatives are great but when it comes to really making an impact on the environment there is no other opportunity to save more for the long term viability of the planet, to save more natural resources and costs like what can be achieved through effective energy management.”


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Key Energy Conservation Resources Utilized by Surveyed FMs: In-house energy efficiency

groups that are frequently solicited for information/advice

Participation in utility company rebates programs, energy conservation surveys and programs such as Wisconsin’s Focus on Energy – a state program that promotes energy efficiency and is paid for with ratepayer dollars that are collected by the Wisconsin utilities

Technology (motion sensors, efficient equipment, software monitoring systems), staff, awareness and information campaign

Well educated and trained staff (Internal Building Maintenance Personnel, FM staff, Mechanical/Electrical Engineering department experts)

Trade magazines, DOE & EPA websites, and other info sources for ideas/solutions/ innovations

HVAC and electrical engineering firms familiar with your facility Trade publications and membership in professional trade associations such as NAPE, AFE

and IFMA Energy Star resources Alternative energy sources such as cogeneration & photovoltaics, retro-commissioning and

continuous commissioning Develop on your own or use an existing Energy Star best practices checklist Well-managed and well-maintained building automation system Utility management software Centralized/Automated Facility Control system / Building Automation System (BAS).

(Alerton / BacTalk - Bacnet open protocol based Central control system for Mechanical and Lighting systems)

Partnerships with utilities to develop cogeneration/combined heat strategies Collaboration with ESCOs to explore out of the box solutions

Johnson & Johnson’s rooftop photovoltaic tracking system (234kW) shows J&J’s commitment to environmental stewardship and hedges the rapidly rising cost of electricity.


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Highlight on the Harvard Green Campus Loan Fund The Harvard Green Campus Loan Fund (GCLF) was created in 2002 to provide interest-free capital for high performance campus design, operations, maintenance and occupant behavior projects. The model is simple: GCLF provides the up-front capital interest-free. Applicant departments agree to repay the fund via savings achieved by project-related reductions in utility consumption, waste removal or operating costs. This formula allows departments to upgrade the efficiency, comfort, and functionality of their facilities without incurring any capital costs. Through June 2006, the fund has loaned over $6,536,170 to 92 projects across campus. Projects average a simple payback of 3 years and a return on investment of 33%. Environmental savings include over 66.7 million pounds of carbon dioxide emissions reductions, 12.7 million gallons of water savings, and elimination of 200,000 pounds of solid waste per year. In addition to funding the green campus projects with the GCLF, the Harvard Green Campus Initiative provides staff support to the various Harvard schools and departments for developing and implementing green campus projects. To overcome time limitations of building managers, the Harvard Green Campus Initiative provides a range of supplemental services such as building assessments, project research and identification, project costing, rebate assessments, project management and oversight. “The Green Campus Loan Fund has made it possible for the Harvard Green Campus Initiative to prove once and for all that addressing sustainability makes good business sense in the short-, medium- and long-term. The moral imperative of addressing our global environmental issues can work hand in hand with the business imperative of running our organizations optimally. I would recommend that all organizations take a critical look at the role of their accounting and financial structures to ensure that they effectively drive good business practice. A revolving Loan Fund is one good way to provide the right incentive and life cycle costing is yet another,” says Leith Sharp, Director of the Harvard Green Campus Initiative. See http://www.greencampus.harvard.edu/gclf/ for more information about the program.

To date, two of the projects funded by the Campus Green Loan Fund have been computer energy reduction programs. Program components include enabling of sleep software, educating computer users to about turning computers off when not in use, and working with purchasers to promote specification of energy efficient equipment. This initiative showcases that behavioral changes are potential areas of focus for promoting energy conservation, in addition to the more common infrastructure improvements.


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Water Conservation Water is a finite resource and only 0.3 percent of the planet’s supply is available for the world’s population to share for agricultural, residential, manufacturing, community, and personal needs. While both world population and the demand on freshwater resources are increasing, supply remains constant.13 Although action initiated by the Clean Water Act and the Energy Policy Act have created cleaner water supplies and greater water use efficiencies in the United States, there are still large opportunities for increased sustainable water harvesting, use and discharge. Efficient building water use reduces operating costs, water use fees, wastewater treatment expenses and energy costs for heating, chilling and pumping. Additionally, minimizing water volumes reduces maintenance and life-cycle costs of building equipment, helps meet drought allotments and lessen burdens on community water supplies and treatment facilities. There are a number of water-efficiency actions that can easily be incorporated into facility operations and maintenance. The USGBC estimates that 30 percent indoor and a 50 percent outdoor water savings are possible and commonly achieved.14 Equipment and practices that use less water or recycle water through capture and reuse can be introduced to existing building processes. Electro-chem water treatment systems for cooling towers can reduce chemical use and costs and drastically reduce water consumption through higher cycles. Other strategies for conserving water can be implemented throughout the building, such as low-flow fixtures and automatic controls in lavatories.15

13 U.S. EPA Water Efficiency Program web site. 14 July 2006 <http://www.epa.gov/owm/water-efficiency> 14 Costing Green: A Comprehensive Cost Database and Budgeting Methodology; Lisa Fay Matthiessen and Peter Morris; Davis Langdon; July 2004. 15 Energy Efficiency, Water and Waste-Reduction Guidebook for Manufacturers, Proven Ways To Reduce Your Costs and Improve Operations, A National Association of Manufacturers publication, March 2005.

Water Treatment Control Board Typical Cooling Tower

“By far one of the largest infrastructure systems where you can conserve energy is through your cooling towers.” states John Carrillo, Director of Corporate RE Property Management for AT&T - Western Region, “You can reduce your recurring operational expenses associated with mechanical cooling by installing controller technology and by investigating and taking advantage of the many rebate programs. Modification to your system starts with the installation of a controller where you can treat and balance the water (cycles of concentration) with the appropriate chemicals, along with water flow meters that will allow you to measure and control water consumption onsite or online. You can typically achieve a less than one year pay back by reducing water consumption, pursue energy rebates and evaporation credits from the utility companies."


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Best water conservation practices highlighted by Surveyed FMs: Native or adaptive vegetation Landscaping techniques Faucet aerators Cooling tower monitoring High-efficiency irrigation systems Faucet sensors High-efficiency toilets/urinals Occupant education

Additional water conservation measures include: Water use inventory/audits High-efficiency faucets High-efficiency showerheads Non-water using urinals Stormwater use for landscape irrigation Condenser water filtration systems Effective water treatment Eliminate all once through water type heat exchangers Install small cooling towers if once through water condensing units are too costly to replace Establish a efficiency standard for all building flow and flush water fixtures

Key Water Conservation Resources Utilized by Surveyed FMs include: Water use monitoring with lagging indicators, i.e. analysis of a water bill after the fact. Well trained and educated staff. Efficient equipment Trade publications and membership in professional trade associations such as NAPE, AFE

and IFMA Vendors and contractors Local sewer district/public works

Waste Reduction Programs and Strategies Effective waste stream management can significantly reduce waste disposal costs, create revenue streams and improve the environment by conserving natural resources and reducing the pollution associated with transporting waste and disposing of it in landfills and incinerators. The best approach to managing solid waste and reducing costs is to avoid creating it in the first place. Source reduction and waste prevention (e.g., reuse) reduce the amount of trash discarded without the additional energy investment required for recycling activities.16

16 Energy Efficiency, Water and Waste-Reduction Guidebook for Manufacturers, Proven Ways To Reduce Your Costs and Improve Operations, A National Association of Manufacturers publication, Mar. 2005.


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Best Facility Waste Reduction Strategies: Conduct a facility waste

stream audit to establish current building waste baseline

Evaluate how each waste stream type can be reduced through source reduction, reuse, donation or sale

Develop, implement and maintain a waste reduction plan for your building that includes sustainable procurement/management policies and annual waste-reduction goals

Donate unwanted supplies to local schools or nonprofit organizations

Encourage electronic documentation and messaging and two-sided printed and copying to reduce paper use

Encourage practices such as ceramic coffee mug use that reduce and reuse materials before the recycling stage to reduce the amount of recyclable volumes handled

Implement a building occupant recycling program that addresses the separation, collection and storage of materials for recycling including paper, glass, plastics, cardboard/OCC, metals, batteries and fluorescent lamps and diversion from landfill disposal

Place recycling containers throughout the facility and educate occupant and maintenance personnel on recycling procedures

Green Purchasing Programs and Policies Many organizations and facilities have established green purchasing programs, or green procurement, for products and services. Green purchasing programs highlight products and services that reduce the environmental and human health impacts created by product manufacture, delivery and use. Environmental impacts of product manufacturing and distribution stretch across a broad number of categories, including resource consumption, water quality degradation, waste disposal, air quality, and other environmental impacts. A product might be environmentally preferable if it contains a higher percentage of recycled content, is more energy efficient, or contains fewer toxic chemicals than its conventional counterparts. As interest in green procurement grows, opportunities for easily identifying and purchasing green products are also expanding. A number of product vendors, distributors and providers now offer green product lines, making it possible for customers to purchase an array of products from the same vendor, and work to educate consumers about the value of using these alternative products. The emergence of respected green product certification programs has also fueled the advancement of green procurement, making product decisions easier by providing third-party

“Penn State invented ‘Trash to Treasure’ as a way to keep useable material out of the landfill. Every year at student move out, students are asked to donate useable items to the event. The material is given to United Way, which runs the sale with volunteers. All proceeds go to charity and the University avoids the cost of disposal. Not only does the Trash to Treasure program give students a chance to donate to a good cause, it also helps the environment by diverting reusable materials from the landfill,” says Paul Ruskin, Physical Plant Communication Coordinator. “Last year, students gave 72 tons of reusable items and three tons of food, and the sale raised $15,000 for 35 local health and human service organizations supported by the United Way."


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verification of their effectiveness and sustainability. Online product listings help users compare products and select those that meet sustainability criteria. Examples of items that might be included in a green product purchasing program include paper, wood and plastic products, cleaning products and services, paints and sealants, textiles, vehicles, landscape management chemicals, and appliances. The steps to developing an effective green procurement policy include:17 Decide which environmental attributes of a purchased product or service are important to

your organization. Identify and include required characteristics of these environmental attributes in your

organization’s procurement or purchasing specifications. For example, specify that all printing paper contains at least 30 percent post-consumer recycled content.

Conduct your procurement in a way that fosters competition among potential providers by specifying key environmental attributes.

Green Product Certification Programs The rising popularity of green building certification programs such as LEED-EB, California’s Collaborative for High Performance Schools and the Green Guide for Health Care is driving green purchasing. These building rating systems establish sustainability criteria for procurement of goods within buildings, often citing green product certification programs such as GreenSeal, Environmental Choice or the equivalent Green product certification programs can help facility managers more easily identify products that have a reduced environmental impact as compared to other products that serve the same purpose. Certification programs combine specifications on a variety of the environmental attributes, as well as third party verification that these environmental claims are credible. These programs give manufacturers an easy way to market their products to environmentally conscious customers, and allow environmentally conscious consumers to easily identify green products. Value of green product certification programs as perceived by Surveyed FMs include: Helps identify products for use Establishes standards for inclusion in purchasing specifications Saves individual consumers from spending time and money assessing products Validates environmental claims and prevents “greenwash”

Although Surveyed FMs recognized the value of green product certification programs, several respondents commented that not all of the green product certification programs are currently at a level of development that guarantees performance and environmental friendliness and that it is currently difficult to sort the truly valuable information from that which is being produced because it is the “thing to do” currently. One remedy to this dilemma is to review the standards of several established product certification program to see which ones best fit your organization’s sustainability objectives. Use an open specification approach for your green

17 Guide to Sustainable Procurement for Paper Tissue and Towel Products. A Leonardo Academy White Paper, May, 2006.


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procurement program that allows certification under any of several product certification programs. This approach should also allow for third party verifications that a product meets your organization’s sustainability objectives or the equivalent to one of the certification programs you reference. This will result in more potential suppliers and a more competitive procurement process that will help drive down green product prices.

Energy Star is the green product certification program most utilized by surveyed FMs. Other common responses included GreenSeal, Greenguard, CRI Green Label and the Forest Stewardship Council (FSC). The Chlorine Free Products Association, Environmental Choice and Green-e were also noted. See Appendix C: Resources for the online listings for these and other established green product certification programs.

Key green product resources utilized by Surveyed FMs include: Green product certification programs and their online listings Environmental Pollution Prevention Coordinators LEED Accredited Professional (LEED AP) recommendations Publications, trade magazines and Internet searches for information Review of contractor chemical lists by Loss Prevention Specialists Housekeeping/janitorial vendors

Best green purchasing opportunities include: Recycled paper products Green cleaning products Low VOC paints/coatings Low VOC adhesives/sealants Carpet with recycled material content Recycled plastic products

Additional green purchasing opportunities mentioned were: Low-emitting carpet/carpet cushions Sustainable wood products Local/regional materials (harvested/extracted and processed within 500 miles of building) Materials salvaged on site through internal organization materials & equipment reuse

program Rapidly renewable materials (bamboo, wool, linoleum, cork, etc.) Materials salvaged offsite Composite panels/agrifiber products without added urea-formaldehyde resins Pest control products Lawn and turf products

Vendors/Distributor/Provider Green Product and Service Education Many product vendors, distributors and providers offer green product lines and provide education to support consideration of green alternatives or support preparation of LEED-EB documentation. Vendors/Distributor/Provider product and service areas most engaged in providing green education services are:


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Carpeting/Flooring Cleaning/Janitorial Lighting Building System Maintenance Energy Management Systems HVAC Furniture

Surveyed FMs also mentioned receiving green educational outreach from architectural, landscaping, construction, office supplies, roofing and irrigation product and service providers. Furniture vendors, architectural support firms and construction sub-contractors that lack awareness of specific LEED-EB requirements were cited by FMs as less accommodating of requests for LEED-EB documentation support.

Healthy Indoor Environments Indoor environmental quality (IEQ) is one of the most significant factors in keeping building occupants comfortable and healthy. Indoor environmental contaminants can originate within the building or be drawn in from outdoors. Poor indoor air quality can increase occupant illnesses, absenteeism and health care costs. A lack of natural lighting and views to the outdoors can negatively affect productivity and health.18 Maintaining optimal IEQ reduces liability for building owners, increases building valuation and improves the health and productivity of building occupants. Because employee salaries and benefits represent a significant portion of operating costs, actions that improve employee attendance and productivity are highly beneficial. IEQ problems can be a result of ventilation system deficiencies; overcrowding; offgassing materials; mechanical equipment or building processes; tobacco smoke; microbiological contamination; or outside air pollutants. Indoor environment problems are preventable and solvable. Nevertheless, maintaining a healthy and comfortable indoor environment in any building requires integrating many components into a complex system.19 Effective air filtering and ventilation, along with pollutant source control, go a long way towards solving IEQ issues in buildings. In addition to protecting occupant health and aiding occupant productivity, preventing IEQ problems is less costly than resolving IEQ problems after they develop.20 Two major sources of indoor air quality problems are heating, ventilation and air conditioning (HVAC) systems, and contaminants. If poorly ventilated or seldom cleaned, HVAC systems can pump contaminants through a building again and again. One of the most common building pollutants is mold, which can significantly impact health and also contributes to building bio- 18 Heschong Mahone Group, Inc. 2003. Daylighting and Productivity – CA Energy Commission PIER Program Reports. 14 July 2006 <http://www.h-m-g.com/projects/daylighting/projects-PIER.htm>. 19 Energy Efficiency, Water and Waste-Reduction Guidebook for Manufacturers, Proven Ways To Reduce Your Costs and Improve Operations, A National Association of Manufacturers publication, Mar. 2005. 20 U.S. Environmental Protection Agency. Indoor Air Quality Backgrounder: The Basics. 14 July 2006 <http://www.epa.gov/iaq/schools/tfs/pdf_files/backgrounder.pdf>.


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deterioration and premature aging of a building’s mechanical systems. Other sources of contaminants include chemical pollutants, particulates, allergens and outdoor air contaminants that make their way into the building. Not surprisingly, strategies for maintaining good indoor air quality generally involve a two-pronged approach involving both HVAC systems and pollutant source control. Designing and constructing buildings with adequate HVAC systems that effectively ventilate all occupied airs and minimize the collection of dirt, moisture and microbial growth is a critical first step. Once occupied, operation and maintenance procedures of the HVAC system should be consistent with the original design specifications. Other building features and operating procedures within the building can help with pollutant source control, such as entryway systems designed to capture dirt and particles on the shoes of occupants entering the building, placing air intakes well away from areas where buses and other vehicles might be idling, or using safe cleaning chemicals and other green products instead of conventional, harsher chemicals.21, 22

Best IEQ practices highlighted by Surveyed FMs: Green cleaning products Entryway systems (grills, grates, mats, etc.) to reduce contaminants entering building Low VOC paints Locating fresh air intakes away from possible sources of contamination Written procedures for evaluating equipment performance Permanent monitoring and control technology to maintain optimal thermal conditions

(temperature and humidity) Permanent monitoring (CO2) and control technology to maintain adequate ventilation

Additional IEQ opportunities mentioned include: Interior potted plants (although interior potted plants can lead to bacteria growth and pests if

they are not properly maintained) Low VOC building materials Sensors for detecting air contaminants Industrial hygienist evaluations of recently modified spaces or maintenance HVAC filtration systems Construction IEQ management policy and procedures Integrated pest management

“The Washington State Department of Ecology Headquarters Building contracted a third party, Work Order Management & 24/7 Call Center Co., that issues and tracks all of our preventive maintenance and reactive work orders for both our staff and all contracted services,” states Steven Strope, Facility Manager at the Department of Ecology Headquarters. “This system allowed us to integrate the scheduling, tracking and documenting of our sustainable building operations into our current facility management

21 U.S. Department of Energy. Get Smart About Energy: Save Money. Create Better Places To Teach and Learn, Office of Building Technology, State and Community Programs (BTS) Energy Smart Schools Program Folder (Revision) - DOE/GO-102002-1524; NREL/BR-810-31606, 2001. 22 Collaborative for High Performance Schools Web Site. 2003. Collaborative for High Performance Schools. <http://www.chps.net/>.


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practices. This service also provides an interactive library for our facilities staff and customers where historical and current project documents and reference materials can be stored, viewed and shared with others. Live document archiving is also provided within this library, so multiple users can check out, edit/update and return the document to the library for all to then reference and keep current. This part of the library is where we maintain our LEED EB tracking documents needed for continued certification.” ”The Graph below represents survey results over a three year period which was gathered, and collated by our contracted management service to provide us with customer feedback in one of our focus areas. The annual surveys help us determine our strengths and weaknesses as well as needed focus and budget allocation for the upcoming year.” Graph 1: Department of Ecology Occupant Comfort

Key IEQ resources utilized by Surveyed FMs include: Market research, U.S. DOE, publications, trade magazines and green conferences Industrial hygienists Ozonators to reduce trash compactor odors New state of the art air filtration systems installed for all main air handling units Well-trained and educated internal building maintenance personnel LEED AP recommendations Environmental Health & Safety group within the Facilities Management Department to

research and keep up to date on the latest developments. Quarterly facility audits in five areas: housekeeping, IAQ (VOC, CO2, O2, and temperature

and humidity readings), architectural finishes, vibration analysis and mechanical equipment condition.

Building automation system/CMMS informational and data outputs


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Preventive Maintenance Preventive Maintenance (PM) programs are an important sustainability opportunity for facility managers. PM benefits include cost savings, extended equipment lifetimes, increased equipment energy efficiencies and resulting environmental benefits. Best preventive maintenance measures highlighted by Surveyed FMs are: Computer management systems for scheduling/tracking that documents maintenance for all

building equipment Systems operation and maintenance education/training program for building operations and

maintenance staff Continuous monitoring with alarms of system equipment performance and the indoor

environmental conditions (temperature, humidity and CO2) delivered in the building to optimize performance.

Other preventive maintenance opportunities mentioned include: Use written procedures for evaluating equipment performance Gather data for predictive maintenance while performing preventive maintenance Perform periodic surveys on condition assessment (useful life analysis) Create a financial tool with information gathered to identify a equipment replacement plan

based on ROI analysis Perform annual coil cleaning and filter housing cleaning Conduct quarterly inspections of mechanical systems by senior staff Reference O&M factory equipment based PM programs Provide adequate in-house resources or contractual services to deliver post-warranty

maintenance as part of a comprehensive best practices equipment preventive maintenance program

Perform ongoing quarterly vibration analysis and annual infra red testing of all electric panels from the main switch gear to the 115v distribution panels

Implement an extensive filter changing program with UV lights Install computer based preventive maintenance programs and infrared scanning on electrical

equipment as predictive maintenance Implement a quality cleaning program as a preventive maintenance program for the

sustainability of building assets

“Preventive and predictive maintenance programs are critical in the sustainability program” states Steven Spencer, Facilities Specialist at State Farm Insurance. “As part of our preventive and predictive maintenance we utilize extensive walk-off carpet tile at the entrances of our buildings. By using walk-off carpet tiles we isolate the outside soil at the entrance of our buildings keeping our facilities cleaner, extending the life of our finishes (carpet, tile etc.) and enhancing our sustainability efforts.”


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State Farm Insurance’s 1929 Downtown Bloomington, Illinois Historic Office Building entryway walk-off is in a checkerboard pattern to mimic the original flooring while isolating outside soils for ease of maintenance.

Key PM Resources Utilized by Surveyed FMs include: Historical data to evaluate PM programs and

measures Market research Consulting engineers/LEED AP Use of vendors for gaining information University physical plant support IFMA Educational opportunities Internal building maintenance personnel Building automation systems Trade publications and

membership/involvement in trade associations such as NAPE, AFE, and IFMA

Buildings operational manual used for training as well as a documented process on building system design, intent operation, start up and trouble shooting techniques

Contracted 3rd party, work order management & 24/7 call center companies that track and issue all PM and reactive work orders for both staff and all contracted services.

Management, Documentation and Reporting of Sustainable Building Operations Many facility managers have a management program in place for scheduling, tracking and documenting their facility’s sustainable operation actions and achievements. Documenting and reporting your sustainable building operations is important for improving the effectiveness of your current management practices and overall facility management. For example, tracking building performance allows facility managers to discover energy and water use spikes and make IEQ control adjustments before they become problems. Documenting and reporting your sustainable building operations can also encourage the establishment of goals and policies for making continuous and ongoing sustainability improvements.

Documenting and reporting programs have increased the effectiveness of Surveyed FMs overall building management practices by: Increasing awareness by keeping goals in the forefront of operating processes Helping to set goals and strategies for achieving them Providing stronger accountability of maintenance issues Helping to identify areas of high performance and areas where improvement is needed


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“Documenting processes, developing standardization and leveraging vendor supplies and services does improve efficiencies, effectiveness and reduce cost,” states John Carillo, Director of Corporate RE Property Management at SBC - Western Region.

Facility managers implementing management programs for scheduling, tracking and documenting their facility’s sustainable operation actions and achievements can increase the success of their efforts by: Establishing formal policy and management plans for the different operational and

maintenance areas of your facility Engaging, educating and training facility management staff to implement best practices Creating and requiring completion of monthly and quarterly reporting templates to help keep

score and report your resource consumption, emissions and waste production before and after efficiency improvements

“Energy and water usage are documented at our facility, as well as all waste streams and recyclables. Awareness and measurement are the key to reducing all of the above,” explains Mike Spishock, Manager of Facilities at Johnson and Johnson. “If you can’t determine how much you’re using, you can’t begin to reduce.”

Documentation has been integrated into Surveyed FMs current practices through: Automated work order systems Policies and procedure that follow the ISO 9001 format. Operations cost, property portfolio

management and project scheduling is automated. ISO 14001 EPA Performance Track program Integrated safety management systems Monthly FM staff team meetings to review current reporting and opportunities for

improvements Quarterly written reports required across all LEED-EB requirement areas in operations,

procurement, construction activities with the goal of documenting ongoing operations to support LEED-EB re-certification

Decisions on future products and programs are made based upon past performance. This information is incorporated into standards programs.

Contracted third party, work order management & 24/7 call center companies provide an interactive library and live document archiving services

Department of Energy Volunteer Protection Program

“Documenting and reporting National Geographic Society’s sustainable building operations has increased the effectiveness of our overall building management practices primarily in the areas of recycling and energy monitoring,” says Richard Neal, Chief Engineer at National Geographic Society. “We have greatly increased our percentage of recycled materials and have reduced energy usage by 2.5 million KWH annually.”


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Sustainable Building Communications Communication plays a valuable role in the process of moving a building and its occupants toward sustainability. It is important for facility managers to develop strategies for communicating sustainability goals, procedures and achievements with staff, management, building occupants, public, peers, and others. Building occupant buy-in and involvement are critical components of creating successful sustainability programs. To develop successful sustainable building communications: Establish a program for communicating your building’s environmental achievements to

upper level management, employees, community members and customers Educate and engage staff, management, and building occupants in participating in sustainable

programs and practices Encourage further suggestions for improving the sustainability of your facility from staff,

management, building occupants Adopt a comprehensive plan for making continued improvements in facility sustainability by

identifying opportunities, setting target goals and implementing practices and improvements that achieve those targets

Investigate environmental certification and award programs, such as those listed below, that will recognize the achievements of your facility o U.S. Green Building Council (www.usgbc.org) LEED Green Building Rating Program o Collaborative for High Performance Schools (www.chps.net) o Green Guide to Healthcare (www.gghc.org)

Encourage the release of an Annual Corporate Environmental Report that includes highlights of your facility’s environmental performance and improvements

Groups most targeted by Surveyed FMs for communicating sustainability goals, procedures and achievements are: Top level management Building facility management staff Building occupants Facility management peers.

Other targeted groups included community and general public, customers and clients, environmental groups, local USGBC Chapters and IFMA, BOMA and other professional associations and their members. Most effective vehicles for communicating sustainability goals, procedures and achievements are through: Employee newsletters Signage

Surveyed FMs also cited press releases, corporate sustainability reports, Earth Day and Energy Day events, building tours, employee handbooks and carpool message boards as effective communication vehicles.


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Starbucks Coffee Company has been working for years to implement sustainability improvements across its entire organization. The Starbucks Support Center in Seattle, Washington showcases the wide range of actions being implemented. Norma Miller, director of Corporate Facilities for Starbucks says, “Pursuing sustainability involves the discipline to thoughtfully reduce the environmental impacts of the organization’s operations within our facilities. This puts facility managers in a central position for delivering a wide range of sustainability achievements on an ongoing basis. Here at Starbucks it is both exciting and challenging to keep expanding the scope and depth of our sustainability efforts, while maintaining and improving the performance of the actions already implemented by both Starbucks and our landlord.”

Training programs, business and strategic plans, email or desk drop flyers, Intranet sites, service level agreements, frequent client reviews, and client satisfaction surveys can also be used as communication strategies. Additional sustainable building communication insights offered by Surveyed FMs include: Use public affairs office to direct communications to all employees regarding sustainable

programs Install information kiosks near building entrances or other high traffic areas to promote

sustainability, conservation and goal achievements Encourage building occupants to practice sustainable principles at home by communicating

opportunities Use the Sustainable Energy Education & Communications (SEEC) Program to educate and

communicate sustainability goals and strategies company-wide

Sustainability in Action at the Starbucks Center Sustainability Programs and Actions include: Recycling Use recycled content furniture components Use 30 percent recycled content paper and other office supplies Highly successful and on-going office recycling program that includes: office paper, lamps/ballasts,

carpet, cardboard, batteries, wood pallets, construction debris, computers, coffee grounds, glass, plastic and aluminum

Installed 250,000 SF of sustainable “Cool” (zero percent greenhouse gas emission) carpet tiles as our new office standard and recycled the old carpet


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Installed auto flush valves, faucets & soap dispensers in all restrooms to conserve water and improve

hygiene Replaced most T12 with T8 fluorescent lamps resulting in up to 40 percent energy savings and

improved natural color appearances Down-turned exterior/parking lot light fixtures to reduce amount of light pollution in night sky Installed a digitally-controlled system to optimize usage and more actively manage energy

consumption (zones, TOD lighting scheduling) and lighting motion detectors HVAC: 100 percent economizer for maximum free cooling and micron filters for improved air

quality Replaced all windows with double-paned low E windows reducing heat loss, sound vibrations and

condensation Fully-insulated the exterior walls to help maintain ambient indoor temperatures Ongoing efforts to eliminate all chemicals in building and use low VOCs paints to improve indoor air

quality and reduce waste Planted drought-tolerant plants in new plaza landscaping and “bladders” in the containers to catch

rainwater for the plants Installed motion sensors in all offices, conference rooms and workstations to control lighting Installed light-colored ballasts on roof to reduce the "heat island" effect Negotiated a contract to replace 30 percent of current electrical load with green power (combination

of green and hydro, certified LIHI)

Starbuck’s Commute Reduction Instituted a transportation incentive program,

with 35 percent of partners (employees) currently participating, to use “multi-occupancy” modes of travel including transit, carpooling, vanpools, Flexcars®, bikes and vehicles using alternative fuels

Starbucks also provides shuttle services between locations and transit hubs

Building Infrastructure/Energy Resources Replaced all building urinals with waterless

urinals saving up to approximately 40,000 gallons of water per year

Installed auto flush valves, faucets & soap dispensers in all restrooms to conserve water and improve hygiene

APPENDICES

Deliver the Green for Facility Managers Appendices

Appendix A: JohnsonDiversey Headquarters Sustainable Existing Building Case Study 1

Appendix A: Sustainable Existing Building Case Studies

Sustainable Existing Building Case Study:

JohnsonDiversey Headquarters

LEED-EB Certified Gold – August 10, 2004



Table of Contents

Introduction to JohnsonDiversey...................................................................................................3

History of Sustainability.................................................................................................................3

LEED-EB Certified Building ..........................................................................................................3

Cultivating an Organizational Commitment to LEED-EB ..............................................................4

Achieving Certification ..................................................................................................................5

Assembling Teams .......................................................................................................................5

Identifying Green Starting Points ..................................................................................................5

Implementing Changes .................................................................................................................6

Plans for Ongoing Improvements to Sustainable Operations .......................................................6

Embedding LEED as a Tool for Ongoing Sustainable Facility Management Efforts.....................7

LEED-EB Scorecard and rating ....................................................................................................8

Benefits Following LEED-EB Certification ..................................................................................10



Introduction to JohnsonDiversey JohnsonDiversey is a privately held, family-managed company that produces commercial cleaning and hygiene products. Founded in 1886 by Samuel Curtis Johnson, the company was initially in the business of installing wood parquet flooring. In response to customers’ questions about caring for their new wood floors, Samuel Johnson’s company developed Johnson’s Wax. The company continued to expand and now produces a number of household products. It operates in 60 countries around the world.

History of Sustainability The Johnson family has a long history of emphasizing sustainability in the operation of their company. Evening during the early years of operation, sustainability was a priority. H.F. Johnson took a historic flight in 1935 to Brazil in order to study the sustainability of carnuaba palms. His efforts resulted in the establishment of a carnuaba palm plantation that provided a sustainable raw material resource for Johnson Wax products. The Johnson family’s sensitivity to the environment continued through the 20th century, and in the 1970s, SC Johnson Wax voluntarily eliminated the use of all CFCs in their aerosol products. This leadership led them to develop new technology, setting the stage for a legislative ban on CFCs, which as passed in the late 1970s. Their legacy of sustainable business practices continues. JohnsonDiversey has made a commitment to the ongoing development of products and programs that earn environmental certification, environmentally responsible manufacturing, engagement in global environmental dialogue, and leadership in new sustainable programs such as LEED-EB.

LEED-EB Certified Building JohnsonDiversey’s global headquarters, located in Sturtevant, Wisconsin, is a three-story mixed-use facility constructed in 1997. The building floor area is 277,440 square feet, of which 70% is office space and 30% is research laboratories. The corporate owned building is located in a suburban/rural setting. The building was designed based on green-building principles, including high-energy efficiency, extensive use of natural lighting, and individual control of workspace environments. Because it was built with sustainability in mind, applying LEED-EB to the building was primarily a matter of fine-tuning the building’s operations practices and improving the documentation of existing sustainable practices. The JohnsonDiversey Global Headquarters was certified LEED-EB Gold in March, 2004.



Cultivating an Organizational Commitment to LEED-EB JohnsonDiversey’s interest in LEED-EB came about as a result of ongoing discussions with their maintenance subcontractor, Johnson Controls, about the LEED for New Construction (LEED-NC) program. The JohnsonDiversey Headquarters was completed just before LEED-NC became available to the public. Johnson Controls advocated for LEED certification from the start of their relationship with JohnsonDiversey. The building was built with sustainability principles integrated into its design and construction, but Stu Carron, Director of Global Facilities and Real Estate, determined that LEED-NC certification simply did not fit JohnsonDiversey’s organization goals, nor did it reflect its operation practices adequately. The development and availability of the LEED-EB Pilot Program opened a new door for JohnsonDiversey to participate in a LEED program. LEED-EB represented a logical, sustainable approach to building operations that “made total sense” for JohnsonDiversey. Realizing the linkages between JohnsonDiversey’s business and LEED-EB certification, Carron believed that EB not only fit the Headquarters building exceptionally well, but it also made business sense. Because many of JohnsonDiversey’s products are environmentally friendly and can be used to meet a number of LEED-EB Rating System standards, LEED offers JohnsonDiversey a long-term business growth opportunity. Carron took the lead in presenting LEED-EB to senior management by developing a white paper that analyzed LEED-EB and its potential impacts on JohnsonDiversey and the marketplace. As he puts it, his paper was intended to demonstrate “Here’s what USGBC is, here’s the program, here’s the growth and potential impact. We need to get involved in the pilot.” JohnsonDiversey agreed that LEED-EB offered an important opportunity. Carron describes the company’s motives for pursuing LEED-EB:

“JohnsonDiversey’s commitment to LEED for Existing Buildings is a product of our clear understanding of the many benefits that LEED-EB offers our company, employees, and stakeholders. Achieving LEED-EB certification not only publicly illustrated our commitment to reducing environmental impacts and to ensuring the health of our workplace, it affirms our corporate interests in pursuing sustainable business practices for the future. LEED-EB certification has helped us identify significant cost savings as well as opportunities to reduce the environmental impacts of our building operations.”



Achieving Certification

Assembling Teams Stu Carron’s ‘white paper’ describing LEED-EB solidified the support of senior management at JohnsonDiversey. The next critical step was working with Johnson Controls to enlist a LEED Accredited Professional (LEED AP) to assist in the certification process. The LEED AP, Jeff Furness, reviewed facility operations and practices for a preliminary LEED-EB scoring of the facility. Based on his review, Furness and Carron identified the most achievable and cost-effective opportunities for change, and developed a list of recommendations for achieving LEED-EB Prerequisites and Credits. Using this recommendation as a strategic road map, Carron assembled his project team. Because JohnsonDiversey out sources almost all of its facility management, maintenance, and cleaning tasks, this team included key contractors from those elements of the operations team. The project team responded enthusiastically to Carron’s plan to achieve LEED-EB certification. As longtime partners with JohnsonDiversey, the subcontractors were committed to meeting JohnsonDiversey’s needs and operational priorities. Each team member was assigned a set of Credits to document and work towards, and asked to work closely with Stu Carron as challenges and opportunities arose. The contractors were motivated to meet LEED-EB goals to maintain their successful relationship with JohnsonDiversey, and also because, according to Carron, “These are individuals who genuinely want to do the right thing.”

Identifying Green Starting Points Green Starting Points are sustainable practices and building features that are already in place or could be easily adopted to meet LEED-EB requirements. These starting points provide the foundation onto which additional sustainability measures can be adopted. As Furness’s preliminary analyses illustrated, JohnsonDiversey benefited from already having in place many of the building design features and operating practices required by LEED-EB. Few organizational changes were required, so JohnsonDiversey did not have to change the basics of how they did business.



Implementing Changes The most significant challenge for JohnsonDiversey in establishing ongoing LEED-EB implementation has been institutionalizing the business practices and systems required by the program. For many employees, documenting activities and reporting on the status of projects represented a new responsibility. The challenge for Stu Carron has been integrating those new responsibilities into the job descriptions and the daily lives of his team. Equally critical has been keeping his staff and contractors motivated and committed to the shared goal of maintaining LEED-EB standards.

Plans for Ongoing Improvements to Sustainable Operations JohnsonDiversey is focused on maintaining the present level of success of their LEED-EB project and to finding ways to seamlessly integrate LEED-EB requirements and practices into their daily operations. Key is keeping employees and contractors motivated to seek efficiencies and management approaches to assist in that integration. As Carron notes, “It’s tempting for people to say ‘We’ve got the certification, let’s move on to the next thing.’ But it’s part of my job to embed LEED-EB into systems and processes so it becomes a long-term part of our operations. This is a way of life now at JohnsonDiversey, not something we want to put behind us.” Looking to the future, JohnsonDiversey’s emphasis remains to be maintaining their current programs to ensure smooth recertification. At the same time, Carron is identifying opportunities for the future to supplement their program and earn additional points. Long-term planning for equipment replacements or alterations to the building is viewed as chances to pursue and achieve additional LEED-EB credits.

Carron intends to maintain his current project team for ongoing implementation, making use of their experience with LEED-EB and their awareness of its operational requirements and principles. The team meets every six weeks to discuss LEED-EB related issues and challenges, and to plan for future opportunities. Individual team members retain responsibility for the ongoing achievement and monitoring of their respective credits, as well as the support of the group in addressing new or unforeseen obstacles.



Embedding LEED as Tool for Ongoing Sustainable Facility Management Efforts LEED has now become part of the JohnsonDiversey corporate facility management program on several levels. First, it is their plan to re-certify the HQ facility within the next two years, and this objective has made it clear to the entire FM team that LEED is the basis for the on-going FM program. Second, they have extended the easy-to-implement LEED operations practices (such as green cleaning, low-mercury lighting, and other procurement practices) to additional corporate facilities, and will look at certifying additional facilities in the future. Third, the LEED program is used as a basis and rationale for 3rd-party certification of the company's cleaning products, and the company's development of the cleaning program it calls 'Healthy High-Performance Cleaning' aligns to LEED-EB requirements. Fourth, the LEED program contributes to the company's overall environmental message and commitment to its stakeholders, and is featured in the company's annual sustainability report. One of the most significant indicators of the company's on-going commitment to LEED as a basis for its facility operations is their corporate philosophy of using LEED as a design and operations basis for any new building construction. The company has recently planned a new 550,000 ft2 distribution center and has committed to achieve both LEED-NC and LEED-EB certification in the facility, scheduled for construction in 2007. This simultaneous certification plan indicates that JohnsonDiversey takes facility operations and maintenance into consideration as part of the design process and will maximize benefit by properly maintaining the designed-in efficiencies over the long-term. The key motivator for Carron and his team is achieving success in the eyes of their customers – the occupants of their buildings. JohnsonDiversey believes that LEED-EB certification is a big part of improving workplace productivity, and intends to measure that with a series of employee and occupant surveys. Achieving occupant satisfaction is the benchmark by which company success is measured.



JohnsonDiversey’s LEED-EB Scorecard and Rating



JohnsonDiversey’s LEED-EB Scorecard and Rating, page 2



Benefits Following LEED-EB Certification

Narrative Summary of Benefits By Stu Carron, Global Facility Manager, JohnsonDiversey Participating in LEED-EB and achieving LEED-EB certification has produced a number of benefits for our company: • Energy savings exceed $90,000 per year, relative to a similar building designed without

integrated design approach and energy efficiency measures. • Use of collected stormwater for turfgrass irrigation reduces potable water use by 2-4 million

gallons per year. • For the first time, we have documented that over 50% of site generated solid waste is

recycled. • Participation in the LEED-EB program has renewed focus on integrated pest management,

cleaning worker training, certified cleaning chemicals, systems approach to cleaning, and cleaning equipment, and has allowed JohnsonDiversey to construct an integrated cleaning program in alignment with LEED requirements.

• CO2 monitoring has confirmed adequate airflow design in occupied building areas, and allows us to respond to unusual incidents or conditions.

• Individual/personal environment controls (air flow, temp, acoustics and lighting) significantly increase occupant comfort, virtually eliminate hot/cold calls to maintenance, and allow for general building zone temperature range to exceed normal building comfort ranges thereby resulting in additional energy savings.

• Occupant interest and involvement in environmental aspects of building operation have increased.

Economic Summary of Benefits Building floor space 277,440 ft2

Initial Implementation Cost $73,800 Initial Implementation Cost per ft2 $0.27 Annual Net Savings $137,320 Annual Net Savings per ft2 $0.49 Life Cycle Net Present Value* $1,351,535 Life Cycle Net Savings per ft2 $4.87 ROI 0.5 years

Notes about Economic Data: Life Cycle Net Impact is based on life cycle length of 15 years and a 5.0% interest rate Financial data is specific to the case study project, and is based on actual costs or savings

and/or best estimates as determined by project representatives


Appendix A: General Dynamics Sustainable Existing Building Case Study 1

Sustainable Existing Building Case Study 2:

General Dynamics C4 Systems

Scottsdale, Arizona Facility

General Dynamics Roosevelt Campus

LEED-EB Certified April 19, 2005



CONTENTS

INTRODUCTION TO GENERAL DYNAMICS C4 SYSTEMS…………………… 3 On the Road to Sustainability……………………………………….…………….. 3 LEED EB Certified Building .………………………………………………………. 4 Establishing the Intent ……………………………………………………………... 4 Charting the Path ….………………………….……………………………………... 4 Evolving Attitudes………. ………………………………………………………….. 5 Collaboration and Innovation……. ……………………………………………….. 5 Sustaining Change …………………………………………………….……………. 6 What’s in The Future ………………………………………………….……….……. 6 LEED-EB Scorecard and Rating …………………………………….……….……. 7 Narrative Summary of LEED-EB Process and Benefits ..……..………………. 9



Introduction to General Dynamics General Dynamics C4 Systems, a business unit of General Dynamics, is a leading integrator of mission critical products, systems and technology for defense departments, government and select commercial customers. Based in Scottsdale, Arizona, the C4 in the company name stands for command, control, communications and computers and describes the key elements to the company’s core business, which is integrating decision-quality information and communication systems worldwide. The business unit was formerly a Motorola operation, established in 1951 to provide defense electronics, particularly radios, to military personnel. It also has a storied heritage providing the critical communications link between Earth and space since the mid-1950s. This includes robotic missions to every planet in the Solar System as well as human space flight missions from the Mercury mission nearly 50 years ago through the Space Shuttle and International Space Station programs of the 21st century. The business was acquired by General Dynamics in September 2001. C4 Systems parent company, General Dynamics is a leading supplier of sophisticated defense systems to the United States and its allies, and sets the world standard in business jets. It is headquartered in Falls Church, Virginia, employs approximately 72,200 people worldwide, and has four main business segments: Aerospace, Combat Systems, Information Systems and Technology, and Marine Systems. On the Road to Sustainability The General Dynamics C4 Systems facility has been involved in conservation efforts for over 15 years. The Facilities Operations department historically had monitored and tracked energy and water use, managed equipment efficiency and had an established campus-wide recycling program. Documenting the ongoing sustainability efforts to meet cost savings and cost avoidance goals in key operational areas put the General Dynamics facility on a path toward LEED-EB certification, because the documentation provided a fitting backdrop for articulating General Dynamics’ environmental leadership. Some obtainable measures included the ability to use a Computerized Maintenance Management System that tracks HVAC maintenance to maximize equipment performance and efficiency. General Dynamics also realized benefits in establishing an indoor air quality program, related metrics and integrated best practice maintenance techniques. Other initiatives were to reduce potable water consumption and the loads on the municipal water treatment infrastructure. LEED-EB Certified Building The General Dynamics C4 Systems Roosevelt Road facility in Scottsdale has about 1,800 users and 750,000 ft2, accommodating a mixed use of company business areas. The facility supports office, manufacturing, laboratory, warehousing and data center users. The corporate-owned building is in a suburban area in Scottsdale. Although constructed in 1982, some green features were incorporated into the building design/construction by the architect such as natural lighting along the perimeter corridors, central air conditioning and high R value roofing systems. Over the years, General Dynamics had upgraded the building controls and automation systems to maximize equipment efficiency and energy management opportunities. In addition, the company



also initiated and maintained an aggressive predictive maintenance program which included an extensive integrated air handler system for indoor air quality. Establishing the Intent General Dynamics C4 Systems Facilities Operations’ interest in obtaining LEED-EB certification was a natural choice considering the organization’s commitment to ensuring efficient building operation. The certification also provided a means to showcase facility management innovations and initiatives. Patrick Okamura, a Certified Facility Manager, met with facilities director George Adams to develop an opportunity and benefits analysis. “Our discussion evolved from ‘how can we use this data to count toward LEED certification’ to ‘how can we use this data to speak overall about our environmental leadership in recycling, energy management and performance measurement,’” said Okamura. Participating in LEED-EB represented a logical and excellent opportunity to share and measure the organization’s efficiency and commitment to sustainability and the impact facility management has on sustainability. Since many of the LEED prerequisites and credit initiatives and intents were in parallel with their organization’s performance metrics, the decision to pursue LEED made sense. “Most of all, LEED-EB represented an opportunity to demonstrate General Dynamics’ commitment to the environment, our employees and the surrounding community,” Okamura concluded. Charting the Path Extensive research and understanding of LEED-EB was required in order to facilitate and educate the team. Research indicated many of the current and pilot LEED-EB facilities were office sites or had just completed their LEED New Construction certification. Very few were industrial sites or had building features similar to the General Dynamics facility. The challenge to certify an industrial site was going to be significant. Since establishing management support is a key success factor to any far-reaching initiative, the first order of business was to have someone within the organization who held a leadership position become a role model by investing time and demonstrating management commitment to the project. Okamura fulfilled that role, obtained his LEED Accreditation through the U.S. Green Building Council. It was also important to establish both internal and external processes to ensure each team member focused on his or her goals. Internal teams of facilities management experts in energy, materials, indoor environmental quality, water efficiency and sustainable sites were assembled and an external consulting company was identified to give guidance to the General Dynamics effort to ensure all resources were efficiently aligned. A “charrette,” or

H105 Cooling Tower Structure



workshop, was held to review and validate what existing data and records could be applied to certain LEED credits and prerequisites. Once the team identified they had data to fulfill nearly 40% of the required credits, their enthusiasm increased. The team also discovered they had collected significant data through performance metrics for an additional 25% in credits and prerequisites. Overall, the team had data to support 65% of the prerequisites and/or credits need to meet their certification goal. Evolving Attitudes Once the team discovered the benefits associated with obtaining LEED-EB status and how a facilities management organization could optimize sustainability efforts, the excitement of achieving certification drove the group’s momentum. The team’s attitude toward achieving certification evolved from skepticism and resistance to determination and confidence. Several key team leaders went a step beyond and invested time in educating contractors at the General Dynamics facility, who then became supporters of LEED and advocates for its benefits. In a short time, the contractors understood that supporting General Dynamics in achieving certification not only would enhance the organization’s value, but could be leveraged to educate a broader audience of clients in support of their facilities, as well. Collaboration and Innovation Realizing that nearly 65% of the data had already been tracked and monitored within the organizations’ metrics and performance goals, each team focused on its individual site expertise. One example was the Energy Team. This team was comprised of both O&M and engineering and construction professionals. Their consolidated knowledge allowed the team to support the LEED certification data requirements without extensive research and blaze a new trail in energy management. The team partnered with the Leonardo Academy, a non-profit agency that uses an interdisciplinary approach to addressing sustainability issues, to develop a new energy analysis model for industrial sites energy consumption. The new model now serves as an option for industrial sites to meet criteria for the Energy and Atmosphere Prerequisite 2: Minimum Energy Performance of LEED EB. “By collaborating with our vendors and contractors to retrieve the needed data, we developed a team dynamic that was amazing and continues to yield best practices,” Okamura commented. Sustaining Change One of the most challenging effects of pursing LEED certification was the need to continually motivate and encourage the team. Each success, such as a completed credit, was celebrated. They kept a scoreboard of each credit/prerequisite completion and placed it on their completion goal metric. In some instances, teams interpreted the credit information incorrectly, increasing their frustration. This was concerning to the LEED committee, since each employee also needed to maintain their daily work tasks as well. LEED required many of them to manage their time and work activities concurrently, which led some of the team members to drop out of the certification activities. However, several team members exhibited their leadership and talent to motivate their peers, focus on the goal and complete their extracurricular assignments.



What’s in the Future The average tenure of a facilities management worker at the Scottsdale site is 22 years. LEED was a concept many never dreamed would become part of their roles and responsibilities. “The certification process enabled the team to search for and consider opportunities otherwise thought irrelevant in the past,” Okamura said. For those who embraced the challenge, they were inspired to search for and initiate other related sustainable goals. One example was the organizations’ layout and programming team. Composed of an industrial engineer and plant layout specialists, the team developed a process to minimize wall demolition. This was achieved by educating their customers on the value of preventing wall demolition and new wall construction by initiating innovative approaches to utilize their existing space. To date, over 5,500 linear feet of wall demolition has been prevented. This in turn, also supported the efforts of the engineering and construction team. By reducing the scope of existing and new wall construction activities during the construction, significant savings in building infrastructures such as HVAC, fire protection, electrical and lighting modifications were achieved. In another example, the Operations and Maintenance team achieved an additional 20% of site water savings by expanding the central plant water reclamation systems. In addition, the efforts of their grounds crew achieved extensive water savings with an innovative irrigation monitoring system. Overall, both teams were able to reduce site water consumption by approximately 14 million gallons in 2005 over the prior year.

Cooling Tower Water Blow Down Reclamator



General Dynamic’s LEED-EB Scorecard and Rating



General Dynamic’s LEED-EB Scorecard and Rating, page 2



Narrative Summary of LEED-EB Process and Benefits By Patrick Okamura CFM, CSS, CIAQM, LEEDAP Manager, Scottsdale Facilities Operations, General Dynamics C4 Systems How the LEED Certifications Benefited Me Personally Being in the Facilities Management profession for over 25 years, I have to say that the certification process provided me with both the most incredible challenge as well as one of the most inspirational feelings of accomplishment I've ever known. The entire process served several purposes in addition to demonstrating how significantly the Facilities profession impacts sustainability. The process provided the nucleus for my entire staff and LEED Committee to bond and learn the benefits of LEED together. From a personal prospective, achieving the certification process as well as my LEED AP designation has distinguished me as a leader in educating FMs on the concepts and benefits of LEED. LEED benefits not only the bottom line, but the employees each FM is responsible for as well as the surrounding community. Being active with LEED has exposed me to other organizations such as the USGBC, AIA, ASHRAE, NREP and the AEE. I truly believe that although a Facility Manager can become extremely proficient in the profession by obtaining specialized designations such as the CFM, FMP, RPA and the FMA, understanding and applying LEED initiatives polishes the FMs repertoire of skills and knowledge and places them on a higher playing field. My level of dialogue when meeting with members of other relevant associations has enabled me not only to distinguish myself as an experienced FM, but as an FM who's educated in applying the benefits of LEED into his organization in support of our environment. How I Felt About the LEED-EB Certification Process The certification process strained and challenged my tenacity, determination and organizational leadership skills to continually motivate the LEED-EB Team for over 12 months. The team adjusted their schedule to support our LEED-EB certification tasks while continuing to orchestrate and accommodate our day-to-day plant operations responsibilities such as Crisis Management, engineering & construction, space allocations, maintenance and project management. Although the process allowed our Facilities organization to demonstrate our existing resource conservation efforts, construction waste reductions and improved indoor environmental quality, the certification process also distinguished our organization as proponents in sustainability. LEED-EB provided a multitude of ideas, goals and initiatives which have been applied to our 5-year strategic plan to achieve additional cost savings and sustainability initiatives in the future. The certification process is laid out extremely well with completely defined and understandable descriptions for achieving perquisites and certification points. Leonardo Academy and USGBC staff were exceptionally supportive and helpful with answering all of our questions. Facilities Management is continually being challenged to demonstrate value and benefits to a company's stake holders. Investigating and applying the appropriate LEED concepts provide an FM the opportunity to achieve this. From a Facility Managers viewpoint, I've been involved with and supported other organizations certification efforts such as ISO audits. Although the organizations pursuing these certifications



acknowledged Facilities Operations as domain experts, we took a "back seat" and "behind the scenes" prospective. Leading and coordinating the LEED-EB Certification process established my organization as the driving element and leader in demonstrating value, improving the quality of the work place for our employees and showcasing how Facilities supports our surrounding community. LEED-EB allowed Facilities to apply and demonstrate our core competencies of guiding, recruiting and educating other internal organizations to support and understand the benefits of LEED. Benefits Following LEED-EB Certification Participating in LEED-EB and achieving LEED-EB Certification has produced a number of benefits and accommodated the achievement of other bonuses for General Dynamics C4 Systems:

• Saved over 14 million gallons of potable water annually, with the possibilities of saving an additional 6 million per year

• Identified opportunities to increase energy savings through lighting audits and commissioning practices

• Reduced demolition costs and construction wastes by initiating innovative construction practices, saving over $170,000 in construction cost from January 2005 to May 2006

• Achieved a 16% reduction in annual utility costs since 1998, or $752K annually, with nearly 20% of these saving attributable to LEED initiatives

• Validated Energy Policy Act water consumption rates for a site of comparable size at 17% below baseline

• Integrated sustainability concepts into engineering and construction processes such as introducing CO2 and indoor air quality monitoring

• Leveraged contractor expertise to continually support LEED initiatives such as facility cleaning practices and maximizing construction material re-use opportunities

• Partnered with the City of Scottsdale to demonstrate value of sustainable building operating procedures and initiatives

• Demonstrated corporate responsibility to employees and community

Economic Summary of Benefits: Building floor space 1,500,000 ft2 Initial implementation Costs $214,000 Initial implementation Costs per sq. ft2 $0.14 Annual Net Savings $322,000 Annual Net Savings per ft2 $0.21 Life Cycle Net Present Value* $3,139,500 Life Cycle Net Savings per ft2 $2.09 ROI 0.5 years

Notes about Economic Data:

• Life Cycle Net Impact is based on life cycle length of 15 years and a 5.0% interest rate • Financial data is specific to the case study project, and is based on the actual costs or savings

and/or best estimates as determined by project representatives


Appendix B: Glossary of Relevant LEED-EB Terminology 1

Appendix B: Glossary of Relevant LEED-EB Terminology Building Performance Data Energy consumption, water consumption, waste diversion and other operational information that is measured over the Performance Period and analyzed in order to benchmark a building against both itself and other comparable buildings to meet LEED-EB prerequisites and credits. Certification Application Documentation, calculations and other related materials that must be submitted to the USGBC via LEED-Online to demonstrate that the requirements of LEED prerequisites and credits have been met. Charrette A meeting where all the parties affected by a planning or decision making process work together to develop integrated solutions. The term “charrette” is frequently used in the LEED-NC rating system to describe a meeting early in the design process used to set goals for the green design and construction of a building project, and may be employed by members of the LEED community in reference to project planning sessions. Credits in LEED-EB Optional components of the LEED-EB Rating System that reward exemplary policies, practices and levels of performance with points towards certification. Projects must earn at least 32 points (out of 85 total) and meet all prerequisites (mandatory elements of the Rating System) in order to become LEED-EB certified. Credit Interpretation Requests and Rulings (CIRs) Rulings issued by the USGBC in response to requests from registered project teams to clarify the appropriate method for applying prerequisite or credit requirements to a specific project that are not addressed by the LEED-EB Rating System or LEED-EB Reference Guide. LEED-EB CIRs are available on the USGBC web site and serve as technical support for registered building projects. Energy and Atmosphere (EA) Category of three prerequisites and 23 credits within the LEED-EB Rating System that addresses energy use and emissions stemming from the operation of existing buildings. Energy Savings Company (ESCO) Businesses that develop, install, and finance projects designed to improve the energy efficiency and maintenance costs for facilities over a contractually agreed upon period of time. Energy Savings Performance Contract (ESPC) Unique contracts through which private energy service companies (ESCOs) perform facility upgrades and provide a guaranteed level of savings to support paying for these improvements.



ENERGY STAR® Qualified Products (www.energystar.gov) Products in more than 40 categories that are more energy efficient than industry standards. Existing Building Commissioning Evaluating an existing building and its systems to make sure that they are operating in appropriate ways to meet the needs of the current uses of the building and are operating efficiently. Greenwash Inaccurate environmental claims disseminated by an organization so as to present an environmentally responsible public image. Indoor Environmental Quality (IEQ) Category of four prerequisites and 22 credits within the LEED-EB Rating System that addresses the quality of the indoor environment and rewards practices that result in healthy spaces for building occupants. Innovations in Operations, Upgrades and Maintenance (IOUM) Category of five credits with the LEED-EB Rating System that rewards exemplary achievement that exceeds the requirements of an existing LEED-EB credit, or sustainability actions that generate environmental benefits not covered by existing credits within the LEED-EB Rating System ISO 9001 Management-system standards that are primarily concerned with "quality management" developed by the International Organization for Standardization (ISO). ISO 14001 Management-system standards that are primarily concerned with "environmental management" and used as a model for implementing an Environmental Management System (EMS) developed by the International Organization for Standardization (ISO). LEED® (Leadership in Energy and Environmental Design) Voluntary program of the U.S. Green Building Council that establishes standards for evaluating and certifying the sustainability of buildings through a series of Green Building Rating Systems®. Commonly misstated as “LEEDS.” LEED Accredited Professional (LEED AP) Individual with knowledge of green building practices and principles and familiarity with LEED requirements, resources, and process, as demonstrated by passing the USGBC’s LEED Professional Accreditation exam. In October 2006, a new LEED AP exam will be released that allows specialization in LEED-EB.



LEED-EB (LEED for Existing Buildings) Green building certification program of the USGBC that promotes sustainability during the operations phase of a building. LEED-EB provides initial certification for existing buildings, as well as ongoing re-certification over the life of the building. It also provides re-certification for buildings originally certified under LEED-NC. LEED-EB Certification Levels To earn LEED-EB certification, the applicant project must satisfy all of the LEED-EB prerequisites and a minimum number of points to attain the following established LEED-EB V2.0 project ratings. (Certified: 32 to 39 points; Silver: 40 to 47 points; Gold: 48 to 63 points; Platinum: 64 or more points) LEED-EB Commissioning Process of earning EA Prerequisite 1 by developing a building operation plan that identifies current building operating requirements and needs, conducting tests to proactively determine if the building and fundamental systems are operating in accordance with the building operations plan, and making necessary repairs identified from testing. LEED-CI (LEED for Commercial Interiors) Green building certification program of the USGBC that promotes sustainability during the design and fit outs of commercial interior spaces. LEED-CS (LEED for Core & Shell) Green building certification program of the USGBC that promotes sustainability during the design and construction of building cores and shells, typically used by developers not responsible for the fit out of interior tenant spaces. LEED-NC (LEED for New Construction) The original green building certification program developed by the USGBC that promotes sustainability during the design and construction of new buildings and major renovations of existing buildings. Major renovation is defined by the USGBC as involving elements of major HVAC renovation, significant envelope modifications and major interior rehabilitation. LEED-Online An Adobe based LEED project management and application development tool that consists of PDF templates for each LEED prerequisite and credit that can be downloaded by project team members and then uploaded when complete. LEED Online also manages key project details, allows customer service contacts and accommodates communication with application reviewers throughout the review process. LEED Product Portfolio The family of LEED Rating Systems that include LEED for New Construction (LEED-NC), LEED for Existing Buildings (LEED-EB), LEED for Commercial Interiors (LEED-CI), LEED for Core & Shell (LEED-CS), LEED for Homes (LEED-H) and LEED for Neighborhood Development (LEED-ND)



Letter Templates A LEED project management and application development tool that incorporates integrated calculators and prompts for correct and complete documentation for each LEED prerequisite and credit. Earlier Excel file versions of Letter Templates have now been integrated into LEED Online. Materials and Resources (MR) Category of three prerequisites and 16 credits within the LEED-EB Rating System that addresses material use and disposal Performance Period A period of time over which building performance is measured in buildings applying for LEED-EB certification. The performance period is a minimum of 3 months for first time certifications under LEED-EB. For subsequent re-certifications under LEED-EB, the performance period is 1 to 5 years. Prerequisites in LEED-EB Mandatory elements of the LEED-EB Rating System that establish minimum policies, practices, and levels of performance in areas vital to the achievement of overall sustainability. Prerequisites represent a minimum level of performance and do not earn points towards the project score. Project Checklist An Excel spreadsheet that lists all LEED prerequisites and credits and helps track opportunities for earning credits. Also referred to as the LEED Scorecard. (See sample in Appendix D). Rating System A set of performance standards that guide and reward sustainable upgrades and operations of existing buildings. Reference Guide A resource offered by the USGBC for a fee that supplements the LEED-EB Rating System by providing detailed information about LEED-EB requirements, strategies for achievement, and other resources. Sustainable Sites (SS) Category of two prerequisites and 14 credits within the LEED-EB Rating System that addresses the building location and the effect of site design and management the surrounding landscape. U.S. Green Building Council Non-profit member organization that develops and administers the LEED family of Green Building Rating Systems. Water Efficiency (WE) Category of two prerequisites and five credits within the LEED-EB Rating System that addresses water efficient actions within the building and on the surrounding site.


Appendix C: Resources 1

Appendix C: Resources

Sustainable Building Resources and Tools for Implementing LEED-EB A continuously updated LEED-EB resource list will be kept at (www.leonardoacademy.org/Resources/eb.htm). Companies and organizations will be encouraged to submit information and links to their LEED-EB tools as they are developed.

U.S. Energy Star Portfolio Manager Energy Star Portfolio Manager is a building performance assessment tool that helps benchmark, manage, track and verify the energy performance of your buildings (one building or an entire portfolio of buildings over time). (www.energystar.gov) Computerized Facility Maintenance Management Software (CMMS) CMMS systems automate most of the logistical functions performed by maintenance staff and management. CMMS eliminates paperwork and manual tracking activities. Much of LEED-EB is about having a good plan, effectively following through on this good plan and tracking actual continuous building improvements. CMMS software organizes all the tasks required for good facility management, reminds staff what needs to be done and tracks achievements. For additional ideas on CMMS software, search the web and ask other facility mangers what CMMS software they have found helpful. Choose a CMMS vendor that can provide a proper match of your initial system needs and the service provider.

CMMS software providers include: eMaint - (www.emaint.com) EPAC - (www.epacst.com) FaciliWorks by Cybermetrics- (www.cybermetrics.com) Maintenance Connection - (www.maintenanceconnection.com) ManagerPlus - (www.managerplus.com) Northwrite Worksite Tools - (www.northwrite.com) PMC by DPSI – (www.dpsi.com) ProTeus by Eagle Technology – (www.eaglecmms.com) ProVIEW by American Quality Systems - (www.aqsinc.com) Smart Maintenance by SmartWare Group – (www.smartwaregroup.com)

Utility Bill Management Software Utility bill management programs help you track utility bills and identify outliers that need to be explored. It is important that this software includes weather normalization so utility bills can be compared even though the weather varies for one year to the next. It is also important to make sure it is easy to upload utility bill data into the software. The U.S. DOE’s Energy Efficiency and Renewable Energy Program has an extensive list of utility bill management software on its Building Technologies Program Web site (www.eere.energy.gov/buildings/ tools_directory). Examples of Utility Bill Management software include:

Energy CAP Enterprise – (www.energycap.com)



Metrix – (www.abraxasenergy.com) Stark – (www.stark.co.uk) Utility Manager Pro – (www.savemoreresources.com)

LEED-EB Specific Tools Since LEED-EB is relatively new there is a lack of LEED-EB specific tools currently available in the marketplace. As LEED-EB usage ramps up, more LEED-EB specific tools will become available. When evaluating LEED-EB specific tools from third party vendors, it is important to review the LEED-EB online tools so you can determine what features the third party software provides beyond what is provided by the LEED-Online tools. Secondly, investigate the information importability from the third party tool into LEED-Online. It would be a serious shortcoming if you needed to retype the third party software tool information into LEED-Online when it is time to file your building application with the USGBC.

LEED-EB Specific Tools include:

Green CompassTM by Building Clarity Inc. is a LEED-EB specific suite of green building assessment and management tools supported by Johnson Controls and Alliance for Sustainable Built Environments (www.greenerfacilities.org), (www.mygreencompass.com)

Osram Sylvania’s LEED-EB Mercury Content Calculator for projected purchases of mercury containing lamps during a project’s LEED-EB performance period. (www.sylvania.com/AboutUs/EnergyAndEnvironment/ToolsandResources/)

Philips Lighting’s Sustainable Lighting Index Calculator and Worksheets calculates the Sustainable Lighting Index (picograms of mercury per lumen hour — pg/lu-hr) for lighting systems in facilities considering LEED-EB certification. (www.nam.lighting.philips.com/us/pro_lighting/sli_index.php)

SEEC (Sustainable Energy Education & Communications) Program is an employee sustainable strategies training and communications program developed by Johnson Controls that can be used to earn LEED-EB education and innovation credits. (http://www.jci.com/cg-pressroom/greentie/SEEC_brochure.pdf)

LEED-EB Case Studies Adobe Systems Incorporated and Cushman & Wakefield (www.fypower.org/bpg) CCI Center (www.gbapgh.org/casestudies_CCI.asp) Girvetz Hall - University of California, Santa Barbara

(sustainability.ucsb.edu/_client/pdf/Girvetz.pdf) Joe Serna Jr. California Environmental Protection Agency (Cal/EPA) Headquarters

Building (http://www.usgbc.org/DisplayPage.aspx?CMSPageID=221) Johnson Control’s Brengel Technology Center (www.johnsoncontrols.com/cg-

values/brengel.htm) JohnsonDiversey Headquarters

(http://www.usgbc.org/DisplayPage.aspx?CMSPageID=221) Karges-Faulconbridge, Inc. (www.popearch.com/about/assets/green.pdf) National Geographic Society Headquarters Complex

(http://www.usgbc.org/DisplayPage.aspx?CMSPageID=221) Oregon Convention Center

(www.oregoncc.org/press_room/press_releases/pr_LEED_EB.htm)



Swinerton, Inc. Headquarters (www.fypower.org/bpg) Sustainable Product Certification Programs and Directories

GreenBlue (www.greenblue.org) Chlorine Free Products Association (www.chlorinefreeproducts.org) CRI Green Label (www.carpet-rug.com) ENERGY STAR® Qualified Products (www.energystar.gov/products) Environmental Choice (www.environmentalchoice.com) Forest Stewardship Council (FSC) (www.fscus.org) Green-e Renewable Electricity (www.green-e.org) Greenguard (www.greenguard.org) Green Seal (www.greenseal.org) GreenSpec Product Directory (www.buildinggreen.com) International Organization for Standardization (ISO) (www.iso.org)

o ISO 14020 – Environmental labels and declarations o ISO 14040 – Environmental management – life cycle assessment

1to3 Inc. Sustainable Directory (www.1to3.org) Recycled Content Product Directory (www.ciwmb.ca.gov/rcp) Terra Choice (www.terrachoice.ca) Super-Compliant VOC Coating Manufacturers (www.aqmd.gov/prdas/brochures/super-

compliant_aim.pdf) U.S. EPA’s Comprehensive Procurement Guidelines

(http://yosemite1.epa.gov/oppt/eppstand2.nsf) U.S. EPA’s WasteWise Buy Recycled Links (www.epa.gov/wastewise/wrr/br-links.htm)

Sustainable Building Management Newsletters

ManagingGreen, (www.managinggreen.com) FMLink (www.FMLink.com)

USGBC Tools The USGBC (www.usgbc.org) has generated a variety of tools and resources to help promote sustainability through their LEED-EB program. USGBC Resources that can aid you include: LEED-EB Project Checklist – tool for tracking LEED-EB prerequisites and credits that are

earnable in your building, giving you an indication of potential point totals and certification levels (available free from www.usgbc.org/leed/eb)

LEED-EB Rating System – provides requirements for earning and documenting LEED-EB prerequisites and credits (available free from www.usgbc.org/leed/eb)

LEED-EB Reference Guide – offers strategies and techniques, standards, synergies and tradeoffs, and lists of topic-specific technical resources for implementing sustainable facility improvements and earning LEED-EB prerequisites and credits. Purchase a LEED- EB Reference Guide from the USGBC web site ($150 for USGBC members and $200 for non-members as of May 26, 2006) early in the process to assist you with evaluating prerequisite and credit requirements.


Appendix D: Team Strategies for Organizing and Assigning LEED-EB Prerequisites and Credits 1

Appendix D: Team Strategies for Organizing and Assigning LEED-EB Prerequisites and Credits

Organizing and Assigning Responsibility Once internal and external team members have been identified, the next challenge is assigning responsibility for each LEED-EB prerequisite and credit being pursued. For each prerequisite and credit, a team member is designated to oversee the assessment, planning, implementation, and documentation of LEED-EB actions. Assignments should reflect team members’ areas of expertise and interest. It may be helpful to group like credits and assign a single person with responsibility for the group. Grouping strategies will vary depending on the organizational structure and skill sets of individual team members. Traditionally, LEED-EB prerequisite and credit responsibility assignments have been accomplished by sitting down with the team and the LEED-EB checklist and penciling in the responsible team member next to each prerequisite and credit that is being pursued. The LEED-EB Project Manager then uses the LEED-EB checklist assignments to complete the Team Admin section of LEED Online. The LEED-EB checklists are in MS Excel format and can therefore always be modified to better meet your project needs. You can add a column for inserting the team member assignments or insert additional check box columns to the left side of the checklist for planning purposes. Instead of just yes, no and maybe columns, teams can add short, medium and long term credit goals to the column mix. LEED-EB prerequisites and credits can also be reorganized to match the job functions of individuals responsible for building operation. An example of how credits can be organized by work area is presented after the LEED-EB Checklist below.



LEED-EB Checklist



LEED-EB Checklist, page 2



Template for Organizing LEED-EB Prerequisites and Credits by Job Functions How to Use this Template Many organizations have found that reorganizing LEED-EB prerequisites and credits to match the job functions of individuals responsible for building operation makes managing a LEED-EB project easier. If this seems helpful for your organization, use the following groupings as a starting point for aligning LEED-EB prerequisites and credits with the job functions of your project team. Because each organization has different internal structure, it may be necessary to rearrange these groups to fit your organization’s needs. Also, please note that some prerequisites and credits might commonly fall under the jurisdiction of more than one type of job function. For this reason, some prerequisites and credits are listed under more than one job function (these are noted with an *). Project teams will still need to select one person as the Responsible Party for LEED-EB Online documentation for each of these credits. Job Function Groups Cleaning

MRc4.1-4.3* Sustainable Cleaning Products and Materials IEQc10.1 Green Cleaning: Entryway Systems IEQc10.2 Green Cleaning: Isolation of Janitorial Closets IEQc10.3 Green Cleaning: Low Environmental Impact Cleaning Policy IEQc10.4-10.5 Green Cleaning: Low Environmental Impact Pest Management Policy IEQc10.6 Green Cleaning: Low Environmental Impact Cleaning Equipment Policy

Site Management

SSp1 Erosion and Sedimentation Control SSp2 Discharge Water Compliance SSc1.1-1.2* Plan for Green Site and Building Exterior Management SSc4.1-4.2 Reduce Site Disturbance: Protect or Restore Open Space SSc5.1-5.2 Stormwater Management: Rate and Quantity Reduction SSc6.1 Heat Island Reduction: Non-Roof SSc7 Light Pollution Reduction WEc1.1-1.2 Water Efficient Landscaping: Reduce Irrigation Water Use

Building Shell Management

SSc1.1-1.2* Plan for Green Site and Building Exterior Management SSc6.2 Heat Island Reduction: Roof

Building Water Management

WEp1 Minimum Water Efficiency (Fixtures) WEc2 Innovative Wastewater Technologies WEc3.1-3.2 Water Use Reduction (Fixtures)



Building and Site Energy Use EAp1* Existing Building Commissioning EAp2 Minimum Energy Performance EAc1.1-1.10 Optimize Energy Performance EAc2.1-2.4 On-Site and Off-Site Renewable Energy EAc5.4 Performance Measurement: Emission Reduction Reporting

Buildings Systems Management

EAp1* Existing Building Commissioning EAp3 Ozone Protection EAc3.2 Building Operations and Maintenance: Building Systems Maintenance EAc3.3 Building Operations and Maintenance: Building Systems Monitoring EAc4 Additional Ozone Protection EAc5.1-5.3 Performance Measurement: Enhanced Metering IEQp1 Outside Air Introduction and Exhaust Systems IEQc1 Outside Air Delivery Monitoring IEQc2 Increased Ventilation IEQc3 Construction IAQ Management Plan IEQc5.1 Indoor Chemical and Pollutant Source Control: Reduce Particulates in Air

Distribution IEQc6.1* Controllability of Systems: Lighting IEQc6.2 Controllability of Systems: Temperature & Ventilation IEQc7.1 Thermal Comfort: Compliance IEQc7.2 Thermal Comfort: Permanent Monitoring System IEQc9 Contemporary IAQ Practices

Lighting, Daylighting and Views

SSc7* Light Pollution Reduction MRp2* Toxic Material Source Reduction: Reduce Mercury in Light Bulbs MRc6* Additional Toxic Material Source Reduction: Reduced Mercury in Light Bulbs IEQc6.1 Controllability of Systems: Lighting IEQc8.1-8.2 Daylighting and Views: Daylighting IEQc8.3-8.4 Daylighting and Views: Views

Waste Management

MRp1.1 Source Reduction & Waste Management: Waste Management Policy and Waste Stream Audit

MRp1.2 Source Reduction & Waste Management: Storage & Collection of Recyclables MRp2* Toxic Material Source Reduction: Reduce Mercury in Light Bulbs MRc1.1-1.2 Construction, Demolition and Renovation Waste Management MRc5.1-5.3 Occupant Recycling MRc6* Additional Toxic Material Source Reduction: Reduced Mercury in Light Bulbs

Purchasing

MRp2* Toxic Material Source Reduction: Reduce Mercury in Light Bulbs MRc2.1-2.5 Optimize Use of Alternative Materials



MRc3.1-3.2 Optimize Use of IAQ Compliant Products MRc4* Sustainable Cleaning Products and Materials MRc6* Additional Toxic Material Source Reduction: Reduced Mercury in Light Bulbs

Transportation Management SSc3.1 Alternative Transportation: Public Transportation Access SSc3.2 Alternative Transportation: Bicycle Storage & Changing Rooms SSc3.3 Alternative Transportation: Alternative Fuel Vehicles SSc3.4 Alternative Transportation: Car Pooling & Telecommuting

Human Resources

EAc3.1 Building Operations and Maintenance: Staff Education IEQc4.1 Documenting Productivity Impacts: Absenteeism and Healthcare Cost Impacts IEQc4.2 Documenting Productivity Impacts: Other Impacts

Other

SSp2 Age of Building SSc2 High Development Density Building and Area IEQp2 Environmental Tobacco Smoke (ETS) Control IEQp3 Asbestos Removal or Encapsulation IEQp4 PCB Removal IEQc5.2 Indoor Chemical and Pollutant Source Control: Non-Cleaning – High Volume

Copying/Print Rooms/Fax Stations IUc1.1-1.4 Innovation in Operations & Upgrades IUc2 LEED Accredited Professional

DELIVER the GREEN

Primary Authors

Stephen Olson, Director of Finance and Operations, Leonardo Academy Inc. Jenny Carney, LEED-EB Program Manager, Leonardo Academy Inc.Michael Arny, President and Executive Director, Leonardo Academy Inc.

This project supports Leonardo Academy’s mission of improving the environment through sustainableactions. Leonardo Academy focuses on using integrated thinking to promote environmental sustainability. We develop innovative, outcome-focused products and resources that facilitate sustainability by integrating economics, policy and ecology. We produce rating systems, certificationprograms, educational resources and other tools that make practicing sustainability practical.Leonardo Academy is a charitable 501(c)(3) nonprofit organization.

Leonardo Academy wishes to express their great appreciation to the IFMA Foundation for their generous funding of this white paper.

Leonardo Academy Inc.T: (608) 280-0255F: (608) [email protected] Chandler Street, Madison, Wisconsin 53711www.leonardoacademy.org

Major Contributors

Sheila Sheridan, CFM, CFMJ, CPMSheridan AssociatesSheila Sheridan retired from Harvard University as Director of Facilities and Services at the John F. Kennedy (JFK) School of Government. She has over 25 years experience in the facilities profession and provided great assistance in the development of this white paper. She helped to identify leading facility managers in sustainability actions to include in the survey, follow-up interviews and data collection. She also helped guide and review the white paper materials to make sure they are on target for facility managers.

Lisa Matthiessen Senior Associate (Sustainable Consulting), Davis Langdon Seah InternationalLisa Matthiessen has extensive experience in design and construction with an emphasis in sustainabledesign. She directs Davis Langdon’s Sustainable Design department which provides full sustainable design and LEED services for major institutional projects. Lisa assisted with developing best ways for LEED building projects to analyze financial information and decision making during the LEED-EB Certification Process.

Additional Contributors

First, we would like to thank Stu Carron, Global Facility Manager for JohnsonDiversey, and PatrickOkamura, Manager of Scottsdale Facilities Operations for General Dynamics C4 Systems, for taking the time to share their experiences with the LEED-EB certification process and helping us to create the Case Studies based on these experiences.

We would also like to thank the facility managers who participated in our survey of sustainable building best practices. We are especially grateful to the facility managers who took the extra time toshare their own sustainable building best practice stories, photos and ideas in addition to completingthe survey.

These individuals include:John Carrillo, Director of Corporate RE Property Management, AT&T - Western RegionSharon B. Harrington, Process and Quality Manager of Workplace Solutions, Medtronic, Inc.Norma Miller, Director of Corporate Facilities, Starbucks Coffee CompanyRichard Neal, Chief Engineer, National Geographic SocietyRichard Pierce, Director of Facilities, University of WisconsinPaul Ruskin, Physical Plant Communication Coordinator, Penn State UniversityLeith Sharp, Director of the Harvard Green Campus InitiativeGeorge Skeeters III, Director of Facilities, Christian Academy School SystemSteven Spencer, Facilities Specialist, State Farm InsuranceMike Spishock, Manager of Facilities, Johnson and JohnsonSteven Strope, Facility Manager, Washington State Department of Ecology Headquarters Building

This paper was made possible by the support of the IFMA Foundation. Established in 1990 as a 501(c)(3) corporation, the foundationfunds research, education and scholarships. By increasing the body of knowledge to facility professionals, the Foundation advancesyour profession and career potential.

Additional copies of this report are available for sale from the IFMA Foundation, 1 E. Greenway Plaza, Suite 1100,Houston, TX 77046-0194; (281)974-5600; also available on line at www.ifmafoundation.org.

I F M A F O U N D AT I O N

p r e p a r e d b y t h e L e o n a r d o A c a d e m y I n c .

A FRESH LOOK AT LEED-EB AND FACILITY MANAGEMENT

This report sponsored by

DELIVER the GREEN

IFMA Foundation Corporate Circle of Contributors

IF YOU FIND THIS PUBLICATION USEFUL, THERE IS SOMETHING YOU SHOULD KNOW

This publication was made possible by the support of people like you through the IFMA Foundation.

Established in 1990 as a non-profit, 501(c)(3) corporation, and separate entity from IFMA, the IFMAFoundation works for the public good to promote priority research and educational opportunities forthe advancement of facility management. The IFMA Foundation is supported by the generosity of theFM community including IFMA members, chapters, councils, corporate sponsors and private contributors who share the belief that education and research improve the FM profession.

By increasing the body of knowledge available to facility professionals, the IFMA Foundation advancesyour profession and career potential.

Contributions to the IFMA Foundation are used to:• Underwrite research – to generate knowledge that directly benefits the profession• Fund educational programs – to keep facility managers up-to-date on the latest techniques and

technology• Provide scholarships – to educate the future of the facility management profession

Without the support of workplace professionals, the IFMA Foundation would be unable to contribute tothe future development and direction of facility management. That’s why we need your help. If you areconcerned with improving the profession and your career potential, we encourage you to make a donationor get involved in a fund-raising event. After all, isn’t the future of facility management and your careerworth your support?

IFMA FOUNDATION CORPORATE CIRCLE OF CONTRIBUTORS

IFMA Foundation1 E. Greenway Plz, Suite 1100Houston, Texas [email protected]

© 2006 IFMA Foundation All rights reserved. ISBN 1-883176-65-4: Because this report is copyrighted, one must obtain permission to copy from the CopyrightClearance Center (CCC), 222 Rosewood Drive, Danvers, Mass. 01923. CCC’s phone number is (978) 750-8400; fax number is (978) 750-4470. There is a nominalcharge payable to CCC to photocopy any page herein for personal or internal reference use. Unauthorized duplication or use of the information and/or contents hereinwithout express written authorization of IFMA Foundation is strictly prohibited.

To learn more about the good works of the IFMA Foundation, visit www.ifmafoundation.org.

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