Tag Archives: sustainability

NRC Thoughts on the DOD and Sustainability – Sustainable Buildings and Infrastructure

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(Source:  UMass Amherst)

“New recommendations by a National Research Council (NRC) expert panel on green and sustainable building performance could lead to a revolution in building science by creating the first large building performance database”  – Paul Fisette, University of Massachusetts Amherst.

NRC panel members were asked to consider whether nearly 500,000 structures owned by the U.S. Department of Defense (DOD) worldwide are being operated as sustainably and as efficiently as possible according to a number of green building standards, including Green Globes, Leadership in Energy and Environmental Design (LEED) and American Society of Heating, Refrigerating and Air-Conditioning Engineers (ASHRAE).   After a  nine-month assessment of energy efficiency, water use and many other sustainability factors at about 300,000 of the DOD facilities, one of their top recommendations is that the department should start metering such variables as energy and water use, to collect information on how different facilities perform in many different environments.

What is lacking in building science has been this consistent set of data, really large samples over time.

One of the things learned from this study is that the Defense Department is the perfect organization to be able to provide  ongoing data.   The DOD is  a “single” owner of a lot of property and they have control over how it’s operated, along with costs, uses and standards.

The DOD has the opportunity to continue to take a leadership role in improving the knowledge base about high-performance buildings, improving decision-support tools and improving building models by collecting data on measured energy, water and other resource use for its portfolio of buildings and by collaborating with others.

Central to any sustainability effort, however, is the ability to execute the numerous associated renovation, repair, and minor new construction projects.   Proven collaborative, transparent, and productive construction delivery methods such as Job Order Contracting, JOC, are an important component of success.

JOC ProcessVia:  http://www.4Clicks.com – Premier cost estimating and efficient project delivery software and service for JOC, SABER, IDIQ, SATOC, MATOC, MACC, POCA, BOA, BOS…, featuring an exclusively enhanced 400,000 RSMeans Cost Database with modifiers and full descriptions, and integrated visual estimating, QTO, contract management, project management, and document management… all in one application.

Green BIM

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NBS BIM Definition:

A Building Information Model is a rich information model, consisting of potentially multiple data sources, elements of which can be shared across all stakeholders and be maintained across the life of a building from inception to recycling (cradle to cradle). The information model can include contract and specification properties, personnel, programming, quantities, cost, spaces and geometry.

The information model can include contract and specification properties, personnel, programming, quantities, cost, spaces and geometry.

NBS, 2010

What is Green BIM?

The carbon revolution

In the near future, carbon will be as much a deciding factor on construction product and system selection as cost.

Green BIM

Sustainability and BIM – arupAssociates

•Social Sustainability
•Carbon Neutrality
•Water self-sufficiency
•Sustainable material selection
•Climate change adaptability
•Positive community contribution
•Sustainable in operation
BIM Sustainability and Life-cycle Costs – rlb
via http://www.4Clicks.com – Premier cost estimating and efficient project delivery software for Job Order Contracting – JOC, SABER, IDIQ, SATOC, MATOC, MACC, POCA, BOA, featuring the best representation of RSMeans Cost Data and integrated visual estimating/QTO, contract, document, and project management.

Sustainability of DOD Buildings – Reuse of Existing Buildings

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Reusing existing buildings achieves a 15%+ higher return on investment and 20% reduction in greenhouse gases.   It is less  costly and more sustainable to reuse existing buildings.

With 345,000 buildings, with over 105,000 buildings more than 50 years old, the importance of efficient renovation, repair, and sustainability of existing buildings is paramount.

DoD Building Treatment Terms
•“Adaptive reuse & rehabilitation” are terms of art outside DoD
•The DoD term for “major rehabilitation” is “modernization”
•Modernization means: “the alteration or replacement of facilities solely to implement new or higher standards to accommodate new functions or to replace a building component that typically lasts more than 50 years.”
•This study compares the costs and GHG of modernization with new construction

Sustainment/Status Quo
•Formulated for measuring baseline energy consumption
Demolition and New Construction
•LEED Silver certifiable construction – 2009 LEED for New Construction and Major Renovations
Full Modernization with Strict Application of Historic Preservation Standards (HPS)
•Full modernization with a strict application of Historic Preservation Standards ( HPS) and other DoD facility design standards
•LEED Silver
Full Modernization with Strict Application of AT/FP
•Full rehabilitation/modernization but with strict application of Anti-terrorism/ Force Protection requirements through building hardening, seismic and other DoD facility design standards
•LEED Silver

Applicable design standards include:

  • Whole Building Design
  • UFC 1-200-01 General Building Requirements
  • UFC 4-610-01 Administrative Facilities
  • UFC 1-900-01 Selection of Methods for the Reduction, Reuse and Recycling of Demolition Waste
  • UFC 3-310-04 Seismic Design for Buildings
  • DoD Minimum Antiterrorism Force Protection Standards for Buildings
  • Secretary of Interior’s Standards for Rehabilitation of Historic Buildings

Findings

  • DoD’s Pre-War masonry buildings are an underutilized resource for meeting DoD GHG carbon reduction goals
  • ATFP and Progressive Collapse requirements tend to be rigidly and prescriptively applied, raising construction costs and introducing additional Scope 3 GHG emissions
  • Prior modernization treatments result in loss of original energy saving design features in Pre-War Buildings
  • Differences in GHG in alternatives resulted from the amount of new building materials introduced and transportation of demolition debris
  • Cost estimates and construction bid requests should include materials quantities in addition to costs to evaluate and validate GHG impacts.
  • Design professionals with practical experience with archaic building materials and systems are critical to the development of accurate planning level specifications
  • GHG emission tradeoffs of proposed new materials and building options should be evaluated early in the conceptual design process

Recommendations

  • Incorporate life-cycle GHG emissions analysis into DoD MILCON and SRM programs
  • Invest in formulation of carbon calculator system
  • Place more emphasis on existing buildings as viable project alternatives to meet mission requirements
  • Identify characteristic strengths and vulnerabilities by class of building
    Place more emphasis on existing buildings to meet DoD energy reduction goals
  • Avoid modernization treatments that result in loss of original energy saving design features in Pre-War Buildings

Green House Gas - Benefits of Building Re-use vs. New Construction

Efficient project delivery methods are of critical importance to the task of sustainability and life-cycle management of the built environment.   Job Order Contracting ( JOC ), and SABER are proven project delivery methods for renovation, repair, sustainability, and minor new construction.  JOC and SABER are a form of Integrated Project Delivery for existing buildings and infrastructure.

JOC and SABER provide the following advantages to building portfolio Owners:

•Fast and timely delivery of projects.
•Consolidation of procurement – lower overhead cost and procurement cost.
•Contractor and owner efficiencies in prosecution of the work.  Development of a partner relationship based on work performance.
•Virtual elimination of legal disputes, claims and mitigation of change orders.
•Standard pricing and specification utilizing a published unit price book (UPB), typcially RSMeans-based, resulting in efficient and effective estimating, design, and fixed price construction.
A bit more about JOC -
  1. “IPD Lite” for Existing Buildings.
  2. Consolidates procurement to shorten Project Timelines and reduce procurement costs.
  3. Transparency of pricing and procurement compliance through Unit Price Book.  Owner creates internal estimating (IGE)
  4. Long Term Facility Relationship increases productivity and enables reiterative process improvements.
  5. Quality and performance incentivized through IDIQ form of contract with minimal guarantee and clear maximum volume.

Traditional Project Delivery vs. Integrated Project Delivery

via.www.4Clicks.com – Premier cost estimating and efficient project delivery software and services for JOC, SABER, SATOC, IDIQ, MATOC, MACC, POCA, and BOA.  Featurings:

  • Exclusive 400,000 line item enhancement of RSMeans Cost Data
  • Automated Technical Evaluations
  • Contract, Project, Estimating, Document Management
  • Visual Estimating

TCO - Green House Gas

Legal and Policy Framework
•National Historic Preservation Act of 1966 ( Amended)
•Energy Policy Act of 2005
•Energy Independence and Security Act of 2007
•Executive Order 13423: Federal Environment, Energy, and Transportation Management (2007)
•Executive Order 13514: Federal Leadership in Environment, Energy, Economic Performance (2009)

Global Energy Report – 2012 – Global Climate Change

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Today the world of energy has many of the features established in the 20th century:
– Energy consumption grows on average at 2% per year, most of it (80%) originates in fossil fuels
– Energy growth is driven by population growth and economic growth, now predominantly in developing countries
and high levels of consumption in the developed countries
– 3 billion people don’t have access to basic energy services and have to cook with solid fuels

However, the present path of uninterrupted reliance on fossil fuels poses four challenges to sustainability:
– Soaring greenhouse gas emissions
– Decreasing energy security
– Air pollution at the local and regional levels with resulting health problems
– Lack of universal access to energy services

Most reviews of the energy system needed for the 21st century start with “business as usual” futures and then analyze the effectiveness of specific corrections of course. For many the preferred options are technological fixes such as such as carbon capture and storage (CCS), nuclear energy and even geo-engineering schemes. However, to achieve sustainable development all the needed attributes of energy services, that is availability, affordability, access, security, health, climate and environmental protection, must be met concurrently.

– Stabilizing global climate change to 2°C above pre-industrial levels to be achieved in the 21st century
– Enhanced energy security by diversification and resilience of energy supply (particularly the dependence on imported oil),
– Eliminating household and ambient air pollution, andEssential technology-related requirements for radical energy transformation:
• significantly larger investment in energy efficiency improvements especially end-use across all sectors, with a focus on new investments as well as major retrofits;
• rapid escalation of investments in renewable energies: hydropower, wind, solar energy, modern bioenergy, and
geothermal, as well as the smart grids that enable more effective utilization of renewable energies;
• reaching universal access to modern forms of energy and cleaner cooking through micro-financing and subsidies;
• use of fossil fuels and bioenergy at the same facilities for the efficient co-production of multiple energy carriers and
chemicals with full-scale deployment of carbon capture and storage; and
• on one extreme nuclear energy could make a significant contribution to global electricity generation, but on the
other extreme, it could be phased out.

The world is undergoing severe and rapid change involving significant challenges. Although this situation poses a threat, it also offers a unique opportunity – a window of time in which to create a new, more sustainable,
more equitable world, provided that the challenges can be
addressed promptly and adequately. Energy is a pivotal area for actions to help address the challenges.
The interrelated world brought about by growth and globalization has increased the linkages among the major challenges of the 21st century.
We do not have the luxury of being able to rank them in order of priority.
As they are closely linked and interdependent, the task of addressing them simultaneously is imperative.

 

GSA, LEED, USGBC, and Politics

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LEED Certification, and LEED in general has been a GREAT marketing tool.  That said, should LEED be a requirement? Is LEED cost effective?  Should LEED be modified?
The below letter clearly states that cost will INCREASE should the GSA move away from LEED?  How can that be?  What costs would increase?  Is there no better way for GSA to meet sustainability requirement than via LEED?

Take a look at the letter and please post you comments.

July 25, 2012

Acting Administrator Daniel Tangherlini
U.S. General Services Administration
One Constitution Square
1275 First Street, NE
Washington, DC 20417

Dear Acting Administrator Tangherlini,

The U.S. General Services Administration (GSA) is to be commended for its leadership in improving energy and environmental performance across its federal building portfolio. The recently released sustainability and energy “scorecard” by the Office of Management and Budget (OMB) demonstrates just how successful GSA has been at reducing costs, improving efficiency and eliminating waste.

GSA earned the highest rating in all categories in the 2011 sustainability scorecard released from the Office of Management and Budget (OMB).

GSA reduced emissions from federal buildings more than 20 percent compared with 2008. That incredible reduction led all federal agencies.
GSA is ahead of schedule in reducing its potable water and electricity use.

These efforts are paying off in real terms. According to the OMB, investments in efficiency over the last four years are expected to save $18 billion in energy costs over the life of the projects.

In an effort to continue this success, GSA is evaluating the building rating tools at its disposal, as required by the Energy Independence and Security Act of 2007. LEED is the most widely used high‐performance building rating system in the United States. The private sector uses LEED to both verify and communicate the quality of high performance buildings. If GSA, as the “landlord of the federal government,” were to require or use something else, it would add cost to the building and leasing process across the building industry. We are not in favor of adding cost.

Again, we commend your agency for its success in reducing the operating cost and impact of the federal building stock. We support your continuation of the rating tool evaluation process and focus on the usability, market acceptance, and effectiveness of rating tools rather than distractions focused on a single issue.

Thank you for your consideration of our views.

106 Greenway
2 B Green Profitably
2M Design Consultants, Inc.
32BJ SEIU
360 Architecture
3Degrees
4240 architecture
7group, LLC
Above and Beyond Energy
Abruña & Musgrave, Architects
Ackerstein Sustainability LLC
Acme Paper and Supply Co, Inc.
ActiveWest Builders
ADDS, SRL.
Adomatis Appraisal Service
Advanced Comfort Solutions, Inc.
Advanced Furniture Services
Advanced Home Energy Solutions
Aedify
Aedis Ince
Affiliated Engineers, Inc.
AGR Consulting
AHA Consulting Engineers, Inc.
Ahold USA Retail
Airco Commercial Services, inc.
Airfresh Inc.
Alabama Green Building Solutions & SLS Construction
Alaska Thermal Imaging LLC
Albertin Vernon Architecture LLC
Albuquerque Old School
Alfandre Architecture, PC
Alicia Ravetto Architect PA
All Home & Energy Services LLC
Allcare Maintenance Services
Alliance Corporation
Alliance Environmental & Natural Systems Utilities, LLC
Alliance for Environmental Sustainability
Allied Construction Services LLC
Alpar Architectural Products
Alt Breeding Schwarz Architects
Alterna Corp.
Alternative Energy Systems
Alternative Solutions
AlturaSolutions Communications
Alvin E. Benike, Inc.
Alvin Holm AIA Architects
Balfour Beatty Construction
Banister Homes, Inc.
Bank of America
Barbara A. Campagna/Architecture + Planning PLLC
Barras Architects
Bath Engineering Corporation
Bay City Supply
Benefect Corp
Benefield Richters Company
Benson Woodworking Company, Inc.
Bernardon Haber Holloway Architects PC
Bernards
Berner International Corp.
Better World Group
Big Ass Fans
Big-D Construction Corp
Big-D Signature
Biositu, LLC
Bird & Kamback Architects
Bird Group
BKM Construction LLC
Black United Fund of Illinois
Blackmon Rogers Architects LLC
Blue Camas Consulting Ltd.
Blue Marble LLC
Blue Moon Enterprises
Blue Sea Development Company, LLC
Blue Water Studio
Bluegill Energy
BlueGreen Alliance
Bluestone Building, LLC
BMI Mechanical, Inc.
BNP Media
Boone Gardiner Garden Center
Boreas Arquitectos
Bork Architectural Design, Inc.
Boston Global Investors
Boston Properties
Boston Redevelopment Authority
Brailsford & Dunlavey, Inc.
Brandywine Realty Trust
BRAZEN Architecture INC
BRC Acoustics & Audiovisual Design
Breedlove Land Planning, Inc.
Brewer Ingram Fuller Architects Inc.
Brewery Vivant
Cascadia Green Building Council
Cassidy Turley Commercial Real Estate Services
Catalyst Partners
Catherine Hall Designs, LLC
CBRE Commercial Real Estate Services
CCI Mechanical, Inc.
Celilogardens
Center for Maximum Potential Building Systems
Center for Sustainable Building Research
Cerama-Tech of Southern Nevada
Certified Building Analysis LLC
Chambersburg Waste Paper Co
Chapman Construction / Design
Chartier Redevelopment Group
Chatham County Commission
CHB Industries, Inc.
Chicago Regional Council of Carpenters
Chidester Engineering, PLLC
Choate Construction Company
Christie Development Services
Christine Ervin/Company
Chula Ross Sanchez
Citizens for Pennsylvania’s Future
City of Atlanta, Office of Sustainability
City of Chicago
City of Cincinnati
City of Grand Rapids
City of Philadelphia
City of San Antonio, Office of Environmental Policy
City of San Francisco, Department of the Environment
City of Santa Barbara, Office of the County Architect
City of Santa Monica Green Building Program
City of Tempe
City of Winston-Salem, Office of Sustainability
Clark Nexsen, Architecture and Engineering
Clayco, Inc.
Clean Age, LLC
Clean Energy Coalition
Clean Energy Finance and Investment Authority
Cleaning First Impressions
Clivus Multrum, Inc.
Clothing Matters
CMA Architects & Engineers LLP
Coastal Building Maintenance
Coastal Therapy
Coldwell Banker/Schneidmiller Realty
Dale Corporation
Dale Partners Architects P.A.
Davis Davis Architects
Davis Energy Group
dbdesign
DCP Marketing Services LLC
DECOLights, Inc
DeFeo Associates
Delaware Valley Green Building Council
Delphi Corporation
DERBIGUM Americas, Inc.
Desert Moon Productions, Inc.
Design AVEnues LLC
designis
Development Center for Appropriate Technology
Development Management Associates, LLC
Devine Brothers Inc
Dewberry Architects Inc.
Diversified Design Group LLC
Diversified Energy Services
DJ Construction Co. Inc.
DNV Business Assurance
Dominican Republic Green Building Council
Donia & Associates, Inc.
Donnelley Energy Solutions
Doo Consulting, llc
Dore Property Ventures LLC
Dover, Kohl & Partners Town Planning
DPR Construction
Drawing Conclusions LLC
Dreyfuss & Blackford Architects
Drysdale Energy
Dunlap & Partners Engineers
Dunlop Development, Inc.
DVA Home Improvement, LLC
DVL Automation
DwellSmart
E.W. Dunn
e2 Homes, Inc.
e3 Bank
E3 Building Sciences
E3 INNOVATE, LLC
E3 Regenesis Solutions, Inc.
e4, Inc.
EA Buildings
Early New England Home Designs
Energy Inspectors Corporation
Energy IQ
Energy Master & Environmental Solutions
Energy Matters
Energy Opportunities, Inc.
Energy Upgrade Services, Inc.
Energy Wise Solutions Inc
EnergyLogic Inc.
Enermodal Engineering
Engineered Representation, Inc.
Engineered Tax Services
Engineering Services
Ennead Architects, LLP
Enovative Group, Inc.
Enterprise Green Communities
Environamics, Inc.
Environmental Concepts Company
Environmental Dynamics, Inc.
Environmental Planning Associates
Envision Design
EnVision Realty Services
ES2, Inc
ETC Group
Ethos Sustainable Finishes
Everblue
Everest Properties
Everyday Green
Evolution Partners Real Estate Advisors
EwingCole
Exact Solar
Excel Dryer Inc.
Exoterra | Architects+Consultants
Exp U.S. Services, Inc.
Facilities Design Group
Farr Associates
Faulhaber Engineering & Sustainability
FBG Service Corp.
Fenestar
Fergus Garber Young Architects
Ferrand ACS
FiberAmerica
FILARSKI/architecture+planning+research
Filmop USA
Final Air Balance Co., Inc.
Fireman’s Fund Insurance Company
First Community Housing, Inc.
Golangco Global
Goodwyn Mills Cawood
GR Planning
Gray Construction
Green Advantage, Inc.
Green and Profitable
Green Building Certification Institute
Green Building Consulting
Green Building Education and Services, LLC
Green Building Education Services
Green Building Pages
Green Building Services Inc.
Green Capital Advisers
Green Chapps, LLC
Green Dinosaur, Inc.
Green Earth PR Network
Green Education Foundation (GEF)
Green Education Inc.
Green Energy Solutions
Green Hive Foundation
Green Ideas, Inc.
Green Innovative Design
Green Insight, LLC
Green Property Funds LLC
Green Schools Inc.
Green Seal, Inc.
Green Stone Consulting
Green Street Development Group
Green Street Properties
Green Works Corp.
Greenbank Associates
GreenBeams
GreenCE, Inc.
GreenDream Enterprises
Greeneconome
Greener Country
Greenform
Greenformation
Greenhut Construction Company
Greenpeace
GreenShape LLC
GreenWizard
Group 70
Group Mackenzie Inc.
Group14 Engineering
Grundfos Pumps
HOK
Holder Construction Company
HOLOS Collaborative
Homage Design
Home Energy Group, LLC
HomeGreen
Horizon Residential Energy Services Maine, LLC
HSB Architects & Engineers
Humann Building Solutions
Hunzinger Construction
Hutton Architecture Studio
HW Davis Construction, Inc.
Hyland Fisher – Architect
IBS Advisors, LLC
IceStone, LLC
ICLEI Local Governments for Sustainability USA
iLiv
Imery & Co, LLC
Impact Infrastructure, LLC
In Balance Green Consulting
Incite Directives
Indoor Environmental Testing
Indra USA
Ingenuity LLC
Ingersoll Rand
Inner Space Consultants
Innovative Associates LLC
Innovative Design
Innovative Green Strategies, LLC
Innovink, LLC
InSites PLC
Inspirit-llc
Institute for Market Transformation (IMT)
Institute for Supply Management
Institute for the Built Environment
Integral Group
Integrated Environmental Solutions LLC
InterDesign
Interface
Interior Directions
InteriorDesign-ED
Interiors for Business, Inc.
Interiorscapes, Inc.
International Commissioning Engineers West, Inc.
Intex Solutions Inc.
Iowa-Des Moines Supply
Koch Hazard Architects
Kohler Co.
Komorous-Towey Architects
KONE Inc.
Krafft Cleaning Service, Inc.
Kramer+Marks Architects
Kristina Hahn Atelier
Kruger Bensen Ziemer Architects
Kruger Sustainability Group
Kulka KLC
Kupcha Marketing Services
kW Engineering
KYA Design Group
Lake Affect Design Studio
Lakemary Center
Landis Construction
Lane Transit District
Lapointe Architects
Larsen & Associates
Larson Binkley, Inc.
Larson Darby Group
Law Office of Paul Kaplan
Lawrence Environmental Group
LCA Arquitecta
LDa Architects LLP
LEAP, Inc. (Local Energy Alliance Program)
Leonardo Academy Inc.
Leopardo Companies
Lewis Alan Office Furniture, Inc.
LINAK U.S. Inc.
Little Consulting
Living Machine Systems, L3C
LivingHomes
LoraxPro Software
LORD Green Real Estate Strategies, Inc.
LTLB Envirotecture
Lucas Tax + Energy
Lucile Glessner Design
Lunchbox Consulting Inc.
Luper Neidenthal & Logan
LWPB Architecture
M&E Engineers, Inc.
M. Landman Communications and Consulting
M.E. GROUP, Inc.
M3 Engineering Group PC
Macnet Global, Inc
Mobile Janitorial & Paper Co.
mode associates
Modus Architecture Collaborative
MODUS DEVELOPMENT
Moody Nolan
MOORE Consulting Engineers
Moore Nordell Kroeger Architects, Inc.
Morse & Cleaver Architects
Moseley Architects
Moshier Studio
Multiflow
Multivista IA
Musson General Contracting
N. Barton and Associates
Naomi Mermin Consulting
Nassau County
National Education Association
National Education Association,
Health Information Network
National Facility Solutions, LLC
National Life Group
National Organization of Minority Architects
National School Supply and Equipment Association
National Trust for Historic Preservation
National Wildlife Federation
Native Geothermal LLC
Navarro Lowrey Inc.
NBC Solutions
Neighborhood Energy Connection
NELSON
Neumann/Smith Architecture
Nevada ENERGY STAR Partners
New Axiom, LLC
New Horizons Group
New Leaf Systems, Inc.
New Story Solar
NewCom Real Estate Services, LLC
Newman Consulting Group, LLC
New-Tex Mechanical Reps, Inc.
Nexant, Inc.
Nichols
Nisenson Consulting
NJ Carpenters Apprentice Training and
Educational Fund
North Shore LIJ Health System
Northbay Energy Services, Inc
PGAL
Philip Rosenau Co., Inc.
Philips Electronics North America Corporation
Phillips & Bacon
Pieper Properties, Inc.
Pieri Architects
Pierson Land Works LLC
Pino Diaz Design Partnership
Pirtle Construction Company
PIVOT Architecture
PlanetReuse Marketplace powered by InvenQuery
Planning Resources Inc.
Plant Solutions, Inc.
Platinum Earth
Plumb architecture
Plumbers Local 1 Trade Education Fund
PNC Financial Services Group
Poole Fire Protection
Populus, LLC
PorterWorks, Inc
Post+Beam
Posty Cards
Powers Home Design
PozziDesign
Prairie State General contractors
Praxis, Building Solutions, LLC
Prendergast Laurel Architects
Primary Integration
Primera Engineers, Ltd.
Principal Real Estate Investors
Processes Unlimited International, Inc.
Professional Janitorial Services
Progressive AE
Project Coordinating Services, LLC
Project Resource Group, LLC
Prometric
Prosser Architects
ProTeam
Protect Environmental
PURETI Inc.
Quaintance-Weaver Restaurants & Hotels
R&R JANITORIAL SERVICE INC
R/R Briggs Inc.
Raimi + Associates
Rand Construction Corporation
Re: Vision Architecture
Seabold Architectural Studio
Sears Gerbo Architecture
Seasonal Energy
Sebesta Blomberg & Associates
Sellen Construction
SEQUIL Systems, Inc.
SERA Architects
Service Employees International Union
ServiceMaster by Kleidosty
ServiceMax Cleaning Systems
Servicon Systems Inc.
SHARETTE
Shaw Consulting Service
Shaw Industries Group, Inc.
Sheridan Associates
Sherwin Williams Co.
Shive-Hattery, Inc.
Shorenstein Realty Services
Sieben Energy
Siemens Industry, Inc., Building Technologies Division
Sierra Club
Signature Systems of Florida
Simon & Associates, Inc.
Simply Sustainable LLC
Site Based Energy
Site Source, llc.
Site Story
Skanska
Skipping Stone
SKS Investments
Sky Air llc.
SKYed, LLC
Sloan
SMACNA of Southern Nevada
Smart Growth America
SMART Management Consulting, LLC
SMARTBIM LLC
Smith Consulting Architects
SmithGroupJJR
Smithlogic, Inc
Sol Developments
SOL VISTA
Solamente Clay Walls, LLC
Solar Design Studio
SolarCity
Solaris LLC
Sustainable Energy Analytics
Sustainable Engineering Group LLC
Sustainable Furnishings Council
Sustainable Learning Systems LLC
Sustainable Options, LLC
Sustainable Performance Solutions LLC
Sustainable Solutions Corporation
Sustainable Solutions LLC
Sustainable Town Concepts
Sustainable Transitions US
Sustainably Built
Sustainably Verdant
Swanke Hayden Connell Architects
Symbioscity
Synergy Green Building Group, Inc.
Syntax Land Design, LLC
SystemWorks LLC
Taitem Engineering, PC
Talcott & Associates
Tax Analytics Group
TBD+ Architects
TBG Architects + Planners
TDC Pacific Properties
Team Plan, Inc.
Technical Group Services, Inc
Telemark, Inc.
Tellabs, Inc.
Tempo Partners
Terracon Consultants, Inc.
Terrapin / Bright Green, LLC
TerraScapes Environmental
Terrastructure Engineering Corporation
Terrazia PC
Teter, LLP
TexEnergy Solutions, Inc
The Agora Group
The Ashkin Group
The Boudreaux Group
The Brickman Group, Ltd.
The Community College of Baltimore County
The Dinerstein Companies
The EcoLogic Studio
The Energy Doctor
The Energy Studio Inc.
The Epsten Group, Inc.
UA Plumbers Local One Trade Education Fund
Unabridged Architecture
Uncommon LLC
Unico Systems
United States Gypsum
United Supply Group of Companies
University of California, Merced
University of Florida
University of Georgia
University of Louisiana, Lafayette School of Architecture & Design
University of Pennsylvania
University of Southern Maine
Urban Engineers, Inc.
Urban Fabrick Design
Urban Green Council
Urban Green, LLC
UrbanBiology LLC
USG Corporation
USGBC Alabama Chapter
USGBC Arizona Chapter
USGBC Arkansas Chapter
USGBC California Central Coast Chapter
USGBC Caribbean Chapter
USGBC Central California Chapter
USGBC Central Florida Chapter
USGBC Central Ohio Chapter
USGBC Central Pennsylvania Chapter
USGBC Central Plains Chapter
USGBC Central Texas Balcones Chapter
USGBC Charlotte Region Chapter
USGBC Chihuahuan Desert Chapter
USGBC Cincinnati Regional Chapter
USGBC Colorado Chapter
USGBC Detroit Chapter
USGBC East Tennessee Chapter
USGBC Florida Capital Region Chapter
USGBC Florida Gulf Coast Chapter
USGBC Georgia Chapter
USGBC Hawaii Chapter
USGBC Heart of Florida Chapter
USGBC Idaho Chapter
USGBC Illinois Chapter
USGBC Indiana Chapter
USGBC Inland Empire Chapter
USGBC Iowa Chapter
Veliz Construction
Venue Solutions Group
Verdant HFC Sustainability Consulting
verde@ParkerProperties
Verdi Workshop
Verdifica
Verdigris Group
Vermont Green Building Network
Vermont Heating & Ventilating Company Inc
Vertegy, an Alberici Enterprise
VERTEX Companies
Vetrazzo, LLC
Vidas Architecture, LLC
Village Builders VT
Vireo Design
Virgin Islands Energy Office
Virginia Beach City Public School
Viridian
Visual Cue Thermal Imaging
Vital SPEC inc
Vornado Realty TrustW.S. Cumby, Inc.
Wallace Roberts & Todd, LLC
WARM Training Center
Waste Management
Watchman Consulting
Watershed
Watkins Architect LTD
WAXIE Sanitary Supply
WCIT Architecture
Weber Thompson
Well Fed Savannah

Always Peachy Clean, Cleaning Services
Ambient Energy
American Architectural Foundation
American Federation of Teachers
American Ground Water Trust
American Lung Association
American Maintenance
American Paper and Supply Company
American Standard Brands
American Sustainable Business Council
Ames + Gough
Ampajen Solutions, LLC
Amvic Inc
AndersonPacific, LLC
Andersson Architecture + Design
Annadel Building Solutions LLC
Antony Stefan Architect, PLLC
Applied Aesthetics Painting Studio
Applied Green Consulting
Applied Solar Energy / SOLEX
Applied Solutions
Arcadia Studio
Architects Hawaii Ltd
Architects, Hanna Gabriel Wells
Architectural Fusion, LLC
Architectural Resources
Arcus Design Group
Armstrong Commercial Ceilings
Arrowstreet
ArtHaus, LLC
Arup
ASERusa
ASP Enterprises, Inc.
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H Design Group
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Kenerson Associates, Inc.
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Kentucky Community and Technical College System
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Manning Architects
Marion Construction Inc
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Martin Riley
Mary Davidge Associates, Inc.
Mary Nolte Designs
Mascaro Construction Co LP
Masland Contract
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Mathew Davis Landscape Architect, LLC
Maxxon Corporation
MBA Waste Enterprises LLC
MBD Community Housing Crop.
McCool Carlson Green Architects
McCownGordon Construction, LLC
McDonald Building Company, LLC
McKenney’s, Inc.
McKenzie Engineering Co., Inc.
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Meta Brunzema Architect PC
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Miller Consulting Group, LLC
Miller Sellers Heroux Architects, Inc.
Mindswing Consulting
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Miron Construction Co., Inc.
Mithun
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Northeast Collaborative Architects
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LEED, Sustainability, and the Federal Government – Report Card – 2012

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The Federal agency scorecard relative to 2009 Executive Order the government to meet energy, water, pollution and waste reduction targets is now available.
Green, yellow or red values were assigned for seven (7) metrics, with no overall score.Oddly the Department of Energy scored to “reds” for poor reductions in fleet petroleum use and poor progress in developing sustainable buildings.

The EPA and GSA score all greens… which is curious at best.  The GSA, for example doesn’t even have a centralized, efficient project delivery method for facility renovation, repair, sustainability and minor new construction projects, despite the fact these processes are readily available.  Further the GSA has yet to get control of its inventory and related efficient use of space.

The Department of Homeland Security and Office of Personnel Management scored poorly, while the Army Corps of Engineers curiously scored the worst, with red marks in all categories.  The latter, in theory, has the technical expertise to effect change, put apparently continues to suffer from management issues.

The Scorecards:

Develop Agency Sustainability Plans

Under Executive Order 13514, Federal agencies are required to develop, implement, and annually update a Strategic Sustainability Performance Plan that describes how they will achieve the environmental, economic, and energy goals mandated in the Executive Order. Agencies must prioritize actions based on a positive return on investment for the American taxpayer. The plans are updated each year, reviewed by CEQ and approved by OMB to ensure that actions are carefully aligned with resources, Administration priorities, and the Federal budget process.

In furtherance of the Administration’s commitment to transparency, the annual Sustainability Plans are publically accessible. Each year after the plans are approved, the agencies post them on their websites. On October 31st, 2011 the agencies released their second annual Sustainability Plans.

Click on the links below to view individual agency OMB Sustainability/Energy Scorecards for 2011:

 
Department of Agriculture Department of the Interior
Department of Commerce Department of Justice
Department of Defense Department of Labor
Department of Homeland Security National Aeronautics and Space Administration
Department of Education National Archives and Records Administration
Department of Energy Office of Personnel Management
Environmental Protection Agency Smithsonian Institution
General Services Administration Social Security Administration
Department of Health and Human Services Department of State
Department of Housing and Urban Development Department of Transportation
Department of the Treasury U.S. Army Corps of Engineers
Tennessee Valley Authority Department of Veterans Affairs
United States Postal Service (Not Available at this Time)

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Now if all the Departments and Agencies would realize that life-cycle facility management is the path to sustainability…

” Evidence-based ” Life-cycle Federal Facility Management, BIM, and the Status Quo – NIBS, FFC

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Yesterday (6/19/2012), the National Academies Federal Facility Council hosted a timely, and potentially watermark event “Predicting Outcomes of Investments in Maintenance and Repair of Federal Facilities“.

It is my hope that this event and those similar to it  be expanded as much as possible to assist all real property owners, architects, contractors, subcontractors, building product manufactures, oversight groups, and the community truly practice facility life-cycle management, referred to more recently as BIM (building information modeling / management).

Key Topics / Take Aways:

Identify and advance technologies, processes, and management practices that improve the performance of federal facilities over their entire life-cycle, from planning to disposal.

Predicting Outcomes of Investments in Maintenance and Repair for Federal Facilities
-Facility risks to Organizational Mission
-Potential to quantify
-Ability to predict outcomes vs. investment
-Communication strategies
-The “how” of measuring investment successes

1. You can’t manage what you don’t measure.

2. Requirements for facility life-cycle management, efficient repair/maintenance/sustainability, BIM

3. Inventory of Built Environment

4. Physical and Functional Condition of Assets (Portfolio, Site, Building/Area, System, Sub-system, Component Levels)

5. Expected Life-cycle and Deterioration Rates for Physical Assets

6. Ranking of Facilities/Built Environment relative to Organizational Mission

Mission Criticality / Risk Matrix

 

 

 

 

 

 

 

 

 

 

 

 

 

 

7. Associated Capital Reinvestment Requirements and Ability to run multi-year “What-if ” scenario analyses

8. Collaborative, Efficient Project Delivery Methods ( IPD – Integrated Project Delivery, JOC – Job Order Contracting)

 

Strategic approaches for investing in facilities maintenance and repair to achieve beneficial outcomes and to mitigate risks. Such approaches should do the following:

• Identify and prioritize the outcomes to be achieved through maintenance and repair investments and link those outcomes to achievement of agencies’ missions and other public policy objectives.
• Provide a systematic approach to performance measurement, analysis, and feedback.
• Provide for greater transparency and credibility in budget development, decision making, and budget execution.

• Identify and prioritize the beneficial outcomes that are to be achieved through maintenance and repair investments, preferably in the form of a 5- to 10-year plan agreed on by all levels of the organization.
• Establish a risk-based process for prioritizing annual maintenance and repair activities in the field and at the headquarters level.
• Establish standard methods for gathering and updating data to provide credible, empirical information for decision support, to measure outcomes from investments in maintenance and repair, and to track and improve the results.

Vehicles for Change—
• Portfolio-based facilities management (aka asset management)
•Technology (tools, knowledge, risk)
• Recognition of impacts of facilities on people, environment, mission (i.e., prioritizing)
• Changing of the Guard

Best Practices … Partial Listing
• Identification of better performing contractors or service providers
• GIS mapping tools
• Facility condition assessments – surveys, vendors, frequencies, costs
• Maintenance management systems
• Predictive maintenance tools
• Organizational structures
• Budget call process
• Master Planning processes
• Improve relationships with the facility end users and foster a “One Community”
• Energy management

Presentations:

Doug Ellsworth_USACE

DR_Uzarski_CERL

John Yates_DOE

Get Moy_Portfolio Mgmt

Peter Marshall_FFC_Chair

Terms:

Component-section (a.k.a. section): The basic “management unit.” Buildings are a collection of components grouped into systems. Sections define the component by material or equipment type and age.
Condition Survey Inspection (a.k.a. Condition Survey; Inspection): The gathering of data for a given component-section for the primary purpose of condition assessment.
Condition Assessment: The analysis of condition survey inspection data.
Component Section Condition Index (CSCI): An engineering – based condition assessment outcome metric (0 – 100 scale) and part of the Building Condition Index (BCI) series.

Condition Survey Inspection Objectives
1. Determine Condition (i.e. CSCI) of Component-Section
2. Determine Roll-Up Condition of System, Building, etc.
3. Provide a Condition History
4. Compute Deterioration Rates
5. Calibrate/Re-calibrate Condition Prediction Model Curves
6. Compute/Re-compute Remaining Maintenance Life
7. Determine Broad Scope of Work for Planning Purposes
8. Quantify/refine Work Needs (incl root cause analysis, if needed)
9. Establish when Cost Effective to Replace (vs. Repair)
10. Compute/Re-compute Remaining Service Life
11. QC/QA (Post-work Assessment)

Condition Survey Inspection Types
Deficiency: The “traditional” inspection discussed previously.
Distress Survey: The identification of distress types (i.e. crack, damage, etc.), severity (low, medium, high) and density (percentage) present. Data directly used in the calculation of the CSCI. No estimate of cost or priority.
Distress Survey with Quantities: Same as distress survey except that distress quantities are measured or counted. The resulting density is more accurate than a distress survey, thus the CSCI is more precise.
Direct Rating: A one-step process that combines inspection and condition assessment. An alphanumeric rating (three categories, three subcategories each) is assigned to the component-section by the inspector. Rating is directly correlated to a CSCI value, but is less accurate than a CSCI derived from a distress survey. Quick, but no record of what’s wrong.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

About The Federal Facilities Council

The Federal Facilities Council (FFC) was established at the National Academies in 1953 as the Federal Construction Council. The mission of the FFC is to identify and advance technologies, processes, and management practices that improve the performance of federal facilities over their life-cycles, from programming to disposal. The FFC is sponsored and funded by more than 20 federal agencies with responsibilities for and mutual issues related to all aspects of facilities design, construction, operations, renewal, and management.

The FFC fulfills its mission by networking and by sharing information among its sponsoring federal agencies and by leveraging its resources to conduct policy and technical studies, conferences, forums, and workshops on topics of mutual interest. The activities to be undertaken in any given calendar year are approved by a committee composed of senior representatives from each of the sponsor agencies.

Much of the work of the FFC is carried out by its 5 standing committees, each of which meets quarterly. The majority of meetings include presentations by guest speakers from the federal community, academia, and the private sector and these presentations are open to the public. The presentation slides are posted on the Events page of this website. If you would like to automatically receive notices of new reports or upcoming events, please subscribe to the FFC listserv.
Within the National Academies, the FFC operates under the auspices of the Board on Infrastructure and the Constructed Environment (BICE) of the National Research Council. The BICE provides oversight and guidance for FFC activities and serves as a link between the sponsoring federal agencies and other elements of the building community, both national and international.

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Metrics for BIM – Total Cost of Ownership and Facility Life-cycle Management

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BIM Metrics

If you think the value of BIM is in pretty 3D pictures, don’t both to read the attached article…   there is too much for you to learn.    Remember…  “you can’t manage what you don’t measure.”

Metrics/Cost Models

􀀹 FCI (Facility Condition Index) = DM (Deferred Maintenance) + CR (Capital Renewal)/
CRV (Current Replacement Value)
􀀹 AI (Adaptive Index) or PI (Programmatic Index) = PR (Program Requirements)/
CRV (Current Replacement Value)
􀀹 FQI (Facility Quality Index) or Quality Index or Index = FCI (Facility Condition Index)+ AI (Adaptive Index)
􀀹 Annualized Total Cost of Ownership (TCO) per building per gross area = Rate per square foot
􀀹 Annualized TCO per building/Current replacement value = Percent of Current Replacement Value (CRV)
􀀹 Annualized TCO per building/Net assignable square feet = Cost rate per net assignable square
feet per building
􀀹 Annualized TCO per building/Non-assignable square feet = Cost rate per non-assignable square
feet per building
􀀹 Annualized TCO per building/Building Interior square feet = Cost rate per interior square foot per
building
􀀹 Total Cost (inclusive of construction, design, project management, etc.)/square foot vs. Regionalized
Applicable Standard Reference Cost, Percent Variance
􀀹 AI (Adaptation Index) or PI (Programmatic Index) = PR (Program Requirements)/
CRV (Current Replacement Value)
􀀹 Uptime or Downtime – Defined in percent, as amount of time asset is suitable for the program(s)
served.
􀀹 Facility Operating Gross Square Foot (GSF) Index (SAM Performance Indicator: APPA 2003)
􀀹 Custodial Costs per square foot
􀀹 Grounds Keeping Costs per square foot
􀀹 Energy Costs per square foot
􀀹 Energy Usage
􀀹 Utility Costs per square foot
􀀹 Waste Removal Costs per square foot
􀀹 Facility Operating Current Replacement Value (CRV) Index (SAM Performance Indicator: APPA 2003)
􀀹 Churn Rate
􀀹 Utilization Rate
􀀹 Planned/Preventive Maintenance Costs per square foot
􀀹 Emergency Maintenance Costs as a percentage of Annual Operations Expenditures.
􀀹 Unscheduled/Unplanned Maintenance Costs as a percentage of Annual Operations Expenditures.
􀀹 Repair costs (man hours and materials) as a percentage of Annual Operations Expenditures
􀀹 FCI (Facility Condition Index) = DM (Deferred Maintenance) + CR (Capital Renewal)/
CRV (Current Replacement Value)
􀀹 Recapitalization Rate, Reinvestment Rate
􀀹 Deferred Maintenance Backlog
􀀹 Facilities Deterioration Rate

STATEMENT OF KEVIN KAMPSCHROER DIRECTOR OFFICE OF FEDERAL HIGH-PERFORMANCE GREEN BUILDINGS OFFICE OF GOVERNMENTWIDE POLICY U.S. GENERAL SERVICES ADMINISTRATION BEFORE THE SUBCOMMITTEE ON INVESTIGATIONS AND OVERSIGHT COMMITTEE ON SCIENCE, SPACE, AND TECHNOLOGY U.S. HOUSE OF REPRESENTATIVES

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What is the Green Building Certification System?    What is Federal government’s role in using sound science and peer-reviewed studies to evaluate and implement advanced building technologies?

Congress has set statutory goals for improvements in performance – from reducing energy and water intensity across the Federal government’s real property inventory  relative pursuing net-zero energy buildings…. but is any project truly being made?

Executive Orders in two successive Administrations also have been issued to accomplish sustainability targets, but is anything truly being done in a productive manner?

The GSA is chartered to lead high performance building efforts including Congressionally-mandated review of green building certification systems.

As the GSA’s success is measured in how well it aids other agencies in their effectiveness, it must address all core aspects of sustainability initiatives including: efficient project delivery methods (integrated project delivery – IPD and job order contracting – JOC), capital planning and management,  and the disposal of Federal assets.

Congress created the  Office of Federal High Performance Green Buildings – OFHPGB (Chartered in December 2007 under Section 436 of the Energy Independence and Security Act (EISA) ) to enable and enhance Federal leadership in the field of large scale sustainable real property portfolio policy, management and operations.

Goals established in 2007 include:

Energy managers to complete annual comprehensive energy and water evaluations for approximately 25 percent of covered facilities, with each facility evaluated at least once every 4 years;

30 percent of hot water demand in new Federal buildings and major renovations be met with solar hot water equipment provided it is life-cycle cost effective;

Agencies use energy-efficient lighting fixtures and bulbs in Federal buildings;

Sustainable design principles to be applied to new Federal buildings and major renovations of Federal buildings;

Aggressive fossil fuel-generated energy reductions for new Federal buildings and major renovations of Federal buildings, phased-in through 2030, and

Agencies reduce total energy consumption per gross square foot in their new and existing Federal buildings by 30 percent from a FY2003 baseline by FY2015.

In 2009, the President signed Executive Order 13514 – Federal Leadership in Environmental, Energy, and Economic Performance which added the following:

Reduce potable water intensity by 26 percent in FY2020 compared to FY2007;

Reduce industrial, landscaping, and agricultural water use 2 percent annually, leading to a 20 percent reduction by FY2020 compared to FY2010;

Ensure all new Federal buildings entering the design phase in 2020 or later be designed to achieve net zero energy by 2030, and

Have at least 15 percent of existing buildings and leases meet the Guiding Principles for Federal Leadership in High Performance and Sustainable Buildings by 2015 with continued progress towards 100 percent.

To this date one might argue that little has been done.  For example the GSA and most, if not all other Federal Government non-DOD Departement and Agencies don’t even have a standardized job order contracting (JOC) program to enable efficient implementation of sustainability projects.

The DOD however, especially the Air Force has full documented and working JOC programs (called SABER in the Air Force), and the Army has made some progress as well.

Thus in summary, the GSA is still in the mode of “Putting the tools together”, to allow the Federal government to make strides in achieving the aggressive performance goals set by Congress and pursued by the Administration.

The question however is, do we have the time to wait?