Presentation on theme: "LEED v4 Integrative Project Planning and Design"— Presentation transcript:
1 LEED v4 Integrative Project Planning and Design Daniel A. Katzenberger, P.E., CEM, BEMPLEED-AP BD+C, ID+C, O+M, HomesCertified LEED ReviewerCertified Green Globes AssessorGreen Building Assessment Institute
2 Integrative Project Planning and Design Learning Objectives:To understand the technical prerequisite and credit requirements of Integrative Project Planning and Design as implemented in LEED v4To understand the interaction of building, energy, and water systems and how to prioritize each of these as part of the integrative design processTo understand the challenges and opportunities associated with implementing an integrative design process
3 Integrative Project Planning and Design Agenda:v4 Prerequisite Integrative Project Planning and Designv4 Credit Integrative ProcessIntegrative Design in Green Globes and in the Living Building ChallengeExamples/Discussion/Q&AGuided and open dialog about challenges and opportunities related to implementing successful integrative project plans
4 New prerequisite and credit for LEED v4 based on v3 Pilot Credit Prerequisite applies to LEED Healthcare projects onlyCredit applies optionally to all LEED-NC project types
5 Healthcare Prerequisite Prepare an Owner’s Project Requirements Document (see Fundamental Commissioning and Verification Prerequisite for OPR requirements):Include a health mission statement that addresses the triple bottom line values: economic, environmental, and socialDetermine Preliminary LEED Rating GoalsPrior to Schematic Design (recommended), conduct a preliminary LEED meeting with at least four key project team members and the owner’s representative to:Determine the LEED certification level to pursueSelect LEED credits to achieve this certification levelIdentify the responsible parties for each attempted LEED credit
6 Healthcare Prerequisite Design CharrettePrior to schematic design (recommended), conduct a minimum four-hour integrated design charrette with at least four key project team members and the owner’s representative with the goal of optimizing the integration of green strategies across all aspects of the building design, construction, and operations.Selected Step-by-Step Guidance (prior to the Charrette)Review the Integrative Process ANSI Consensus National Standard Guide 2.0 for the Design and Construction of Sustainable Buildings and Communities (must purchase separately)Collect information about the project’s climate, site conditions, waste treatment infrastructure, energy load distribution, water sources, transportation options, and potential building features.
7 Healthcare Prerequisite Selected Step-by-Step Guidance (Charrette Goals)Introduce attendees to the fundamentals of the integrative processShare information collected prior to the charrette with all attendeesElicit the owner’s and other stakeholders’ values, aspirations, and requirementsClarify functional and programmatic goalsEstablish initial performance targetsIdentify desired LEED certification level and credits to be targetedGenerate potential strategies for achieving performance targetsDetermine questions that must be answered to support project decisionsInitiate development of the project’s health mission statement (remember triple bottom line issues: economic, environmental, and socialCreate and action plan to include the aboveInclude the project goals, performance targets, LEED targets, and the health mission statement in the owner’s project requirements document.
8 Integrative Design Credit NC, CS, Schools, Retail, Data Centers, Distribution Warehouse, Hospitality, & HospitalsDiscovery: Use the following analysis to inform the Owner’s Project Requirements, Basis of Design, and construction documents:Energy Related SystemsBefore the completion of schematic design, perform a “simple box energy analysis” to explore how to reduce energy loads in at least two of the following areas:SiteMassing/OrientationEnvelopeLightingThermal ComfortPlug and Process LoadsProgrammatic and Operational Parameters
9 Integrative Design Credit NC, CS, Schools, Retail, Data Centers, Distribution Warehouse, Hospitality, & HospitalsImplementationEnergy Related SystemsDocument how the “simple box” analysis described above influenced the project’s OPR and/or BOD.
10 Integrative Design Credit NC, CS, Schools, Retail, Data Centers, Distribution Warehouse, Hospitality, & HospitalsOne of the major influences of rating system development is the progression of codes, particularly energy codes, around the world. ASHRAE has incorporated a significant change to Standard and as a result, LEED has shifted its minimum energy performance requirements to stay above (or below, depending on your perspective) code and continue to be a leadership standard.
11 Integrative Design Credit NC, CS, Schools, Retail, Data Centers, Distribution Warehouse, Hospitality, & HospitalsDiscovery: Use the following analysis to inform the Owner’s Project Requirements, Basis of Design, and construction documents:Water Related SystemsBefore the completion of schematic design, perform a preliminary water budget analysis to include:Indoor Water DemandOutdoor Water DemandProcess Water DemandWater Supply Sources
12 Integrative Design Credit NC, CS, Schools, Retail, Data Centers, Distribution Warehouse, Hospitality, & HospitalsImplementationWater Related SystemsDocument how the water analysis described above influenced the project’s OPR and/or BOD.Demonstrate how at least one on-site non-potable water supply source was used to reduce the burden on municipal supply or wastewater treatments systems by contributing to at least two of the water demand components listed above.Demonstrate how the water analysis informed the design of the plumbing systems, sewage conveyance or on-site sewage treatment, rainwater quantity and quality, landscaping, irrigation, and site water elements, and roofing systems.
13 Integrative Design Credit NC, CS, Schools, Retail, Data Centers, Distribution Warehouse, Hospitality, & HospitalsStep-by-Step GuidanceBecome Familiar with the Integrative ProcessConduct Preliminary Energy Research and AnalysisConduct Preliminary Water Research and AnalysisConvene Goal-Setting WorkshopEvaluate Possible Energy StrategiesEvaluate Possible Water StrategiesDocument how the Analysis Informed the Design
14 Integrative Design Prerequisite and Credit V4 Technical Questions and Answers
15 Integrative Design Process Green GlobesCredit Requirements (individual points for each requirement)Employ an integrated design process to include a minimum of five of the key design disciplinesEstablish qualitative green design goals at pre-design for the site, envelope, materials efficiency, and indoor environmentEstablish performance goals for energy efficiency, renewable energy, greenhouse gas emissions, water conservation, life cycle impacts, and construction wasteHold progress meetings at concept design, design development, and construction documentsHold progress meetings at pre-construction, 25% construction, 50% construction, and substantial completionCapital Asset Plan and Business Case Summary for Federal projects
16 Integrative Design Process Living Building ChallengeCredit Requirements (N/A)The Living Building Challenge does not dwell on basic best practice issues so it can instead focus on fewer, high level needs. It is assumed that to achieve this progressive standard, typical best practices are being met. The implementation of this standard requires leading-edge technical knowledge, an integrated design approach, and design and construction teams well versed in advanced practices related to ‘green building’https://ilbi.org/lbc/LBC%20Documents/lbc-2.1
17 Examples/Discussion/Q&A Integrative Design as Systems IntegrationWe must understand all significant relationships between systemsBuildings are not a set of unrelated componentsIn order to optimize a holistic system, we need to implement a holistic approachUsing a holistic approach, we can optimize, downsize, and possibly even eliminate entire systemsWe must think outside the boundaries of the building itself; what systems influence the building and what systems will the building influence
18 Examples/Discussion/Q&A Beware of traditional design “silos”The LEED v4 credit consists of an “energy” component and a “water” component; however, energy and water interact in many ways. For example:HVAC Cooling Tower vs. Open Loop GSHP vs. Air-Cooled SystemsDomestic Hot Water Heating vs. Plumbing Fixture SelectionHVAC Energy Recovery for Domestic Hot Water HeatingAdditionally, creative solutions might require input from more than the HVAC and Plumbing Designers. For example:Rooftop solar hot water heatingRain capture for cooling tower make-upWe must think holistically about energy, water, and all related building systems if we are to successfully optimize all aspects of the building’s design
19 Examples/Discussion/Q&A Integrative design requires more people and more effort than is traditionally allocated at the pre-design phases of the project. For example:What team members are required to determine the optimum fenestration layout, and when should this be done?How, when, and by whom is the building fenestration layout typically decided?Why should the Lighting Designer be involved in this discussion?Why should the Interior Designer be involved in this discussion?What does the Architect risk by asking for input from the HVAC Designer prior to determining the fenestration layout?What is more important, window U-value, window shading coefficient, or window layout when determining overall building energy use?Should the owner be involved in larger project team discussions about fenestration layouts and window selections? Why or why not?Who is responsible for designing and controlling natural daylight?
20 Examples/Discussion/Q&A Discussion Item, for a typical design process, it has been said:When just 1 percent of a project's up front costs are spent … up to 70 percent of its life cycle costs may already be committed. —Joseph RommReed, Bill ( ). The Integrative Design Guide to Green Building: Redefining the Practice of Sustainability (Wiley Series in Sustainable Design) (Kindle Locations ). Wiley Publishing. Kindle Edition.According to the AIA's presentation on the Integrated Project Delivery Process, the Orcutt-Wislow Partnership reported the following: “We have found that when we've completed the design development phase, we're already close to 60% finished with construction documentation.Reed, Bill ( ). The Integrative Design Guide to Green Building: Redefining the Practice of Sustainability (Wiley Series in Sustainable Design) (Kindle Locations ). Wiley Publishing. Kindle Edition.
21 Examples/Discussion/Q&A Discussion Items:The stages before schematic design (discovery) in the integrative process take nearly twice the time of the same stages in the traditional process (conceptual design) but time required in the integrative process for design development (DD) is reduced, and time in the construction documents (CD) phase can be cut by over a third or more.Reed, Bill ( ). The Integrative Design Guide to Green Building: Redefining the Practice of Sustainability (Wiley Series in Sustainable Design) (Kindle Locations ). Wiley Publishing. Kindle Edition.Incorporating input from all key stakeholders and members of the design team before schematic design begins is essential, particularly because 70 percent of the decisions associated with environmental impacts are made during the first 10 percent of the design process.Reed, Bill ( ). The Integrative Design Guide to Green Building: Redefining the Practice of Sustainability (Wiley Series in Sustainable Design) (Kindle Locations ). Wiley Publishing. Kindle Edition.
22 Examples/Discussion/Q&A Hypothetically, which of the following is the most important factor to consider when designing a new building?Operational EnergyWater UseEmbodied EnergyIndoor Environmental QualityTransportationDoes everyone on the design team, including the owner, agree?Which of the above categories qualifies for the most LEED points?Does ranking by the number of LEED points affect which is most important?Where do design and construction costs come into play in comparing these factors?
23 Examples/Discussion/Q&A What are some of the challenges with implementing this “new” integrative design process?The findings of many studies suggest that the conscious self “plays a causal role only 5% of the time.” There is an active effort on behalf of the mind to make what is conscious unconscious (or subconscious) as quickly as possible. While conscious choice and guidance are needed to perform new tasks, after some repetition, conscious choice quickly drops out and unconscious habit takes over, freeing up precious reserves of conscious awareness.Bargh, J. A. and Chartrand, T.L. (1999) The unbearable automaticity of being. American Psycologist, 54 (7)In other words, we are creatures of our subconscious habits, and it takes great effort to modify our habits. We are in the habit of designing buildings a certain way, and changing these habits takes effort; we must address perceived risks.
24 Examples/Discussion/Q&A The most important work that someone trying to introduce a new design process paradigm does is remove risk and uncertainty in order to unleash the latent capacity others have to make change happen.The most common type of risk/uncertainty preventing engagement in implementing integrative design processes are social in nature (status, fairness, alliances, relationships, autonomy, etc.)Often, perceived social risks/uncertainties exist semi-consciously or unconsciously in the form of old stories, feelings, and even physical sensations.Where social risks are concerned, we need to support people to experience their way into new ways of thinking/feeling, rather than hoping that they will think their way into new ways of feeling/thinking about the real nature of their social risk/opportunity.Leith Sharp, Harvard ENVR E-117 – Catalyzing Change – Sustainability Leadership for the 20st Century
25 Working With the Change Cycle Strategic Problem Solving: ImplementationWorking With the Change CycleTransforming100Condition ThresholdReached75Pioneering% changed50Condition ThresholdReachedAwakening25Rogers, Diffusion of Innovations, 1995 overlaid with APT Framework by Leith Sharp & Julie Newman
26 Conceptual and stylised representation of waves of innovation MARKET INNOVATION IN THE GREEN ECONOMYConceptual and stylised representation of waves of innovationSource: TNEP (2005)
27 Change Leadership: Reduce Risk/Instability and facilitate stable change in the four key layers of organizational life - Infrastructure, Organizational, Social & IndividualEarthSystemsInfrastructure SystemsOrganizationalSocial Systems/DynamicsIndividualEcosystems and SpeciesExtinction &toxicityClimate systemsDisturbanceAtmospheric systemsOzone depletion, pollutionOceanic systemsDisturbance to sea levels, temperatures, currents, sea life Geological and Soil systemsDesertification, land pollution, mineral & resource depletion, depletion of soil quality, toxicityHydrological systemsWater pollution & scarcity Nutrient systemsDisturbance of nutrient flows, toxicityBuildingsTransportationEnergyMaterialsFood SupplyWaterSewerageLandscapingITINTERNAL:GovernanceManagement StructuresPlanning ProcessesDecision Making ProcessesFinance & AccountingPolicy InstrumentsInformation SystemsProcurement systemsHuman ResourcesEXTERNAL:CommunityGovernment/ RegulatoryMarket/EmployersUtilitiesHigher Ed. AssociationsMediaGroup Processes & DynamicsCultureRelationships/ AlliancesSocial ConnectionsTrustEmotional SensitivityInclusivenessFairnessRelatednessAutonomyCreativityStatusPersonalityLife CircumstancesPersonal &Interpersonal CapabilitiesValues/Attitudes Habits/BehaviorsEducationSkills/AbilitiesLeith Sharp
28 Examples/Discussion/Q&A Our project teams and organizations need to be guided through their first integrative design projects in order to become comfortable with this new design process paradigmIntegrative design is a change management challenge; managing this challenge requires someone with the ability to guide project teams through their first successful integrative design projectsReducing risk and instability is the foundation of the successful implementation of true Integrative Design projectsStable change requires successful projects (perceived risks are reduced with each successful project)Social dynamics are pivotal in unlocking the change capability of project team and organizationsLeith Sharp, Harvard ENVR E-117 – Catalyzing Change – Sustainability Leadership for the 20st Century