1. LEED v4 Integrative Project Planning and Design
Daniel A. Katzenberger, P.E., CEM, BEMP
LEED-AP BD+C, ID+C, O+M, Homes
Certified LEED Reviewer
Certified Green Globes Assessor
Green 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 v4
To understand the interaction of building, energy, and water systems and how to prioritize each of these as part of the integrative design process
To 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 Design
v4 Credit Integrative Process
Integrative Design in Green Globes and in the Living Building Challenge
Examples/Discussion/Q&A
Guided 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 only
Credit 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 social
Determine Preliminary LEED Rating Goals
Prior 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 pursue
Select LEED credits to achieve this certification level
Identify the responsible parties for each attempted LEED credit

6. Healthcare Prerequisite
Design Charrette
Prior 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 process
Share information collected prior to the charrette with all attendees
Elicit the owner’s and other stakeholders’ values, aspirations, and requirements
Clarify functional and programmatic goals
Establish initial performance targets
Identify desired LEED certification level and credits to be targeted
Generate potential strategies for achieving performance targets
Determine questions that must be answered to support project decisions
Initiate development of the project’s health mission statement (remember triple bottom line issues: economic, environmental, and social
Create and action plan to include the above
Include 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, & Hospitals
Discovery: Use the following analysis to inform the Owner’s Project Requirements, Basis of Design, and construction documents:
Energy Related Systems
Before 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:
Site
Massing/Orientation
Envelope
Lighting
Thermal Comfort
Plug and Process Loads
Programmatic and Operational Parameters

9. Integrative Design Credit
NC, CS, Schools, Retail, Data Centers, Distribution Warehouse, Hospitality, & Hospitals
Implementation
Energy Related Systems
Document 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, & Hospitals
One 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, & Hospitals
Discovery: Use the following analysis to inform the Owner’s Project Requirements, Basis of Design, and construction documents:
Water Related Systems
Before the completion of schematic design, perform a preliminary water budget analysis to include:
Indoor Water Demand
Outdoor Water Demand
Process Water Demand
Water Supply Sources

12. Integrative Design Credit
NC, CS, Schools, Retail, Data Centers, Distribution Warehouse, Hospitality, & Hospitals
Implementation
Water Related Systems
Document 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, & Hospitals
Step-by-Step Guidance
Become Familiar with the Integrative Process
Conduct Preliminary Energy Research and Analysis
Conduct Preliminary Water Research and Analysis
Convene Goal-Setting Workshop
Evaluate Possible Energy Strategies
Evaluate Possible Water Strategies
Document how the Analysis Informed the Design

14. Integrative Design Prerequisite and Credit
V4 Technical Questions and Answers

15. Integrative Design Process
Green Globes
Credit Requirements (individual points for each requirement)
Employ an integrated design process to include a minimum of five of the key design disciplines
Establish qualitative green design goals at pre-design for the site, envelope, materials efficiency, and indoor environment
Establish performance goals for energy efficiency, renewable energy, greenhouse gas emissions, water conservation, life cycle impacts, and construction waste
Hold progress meetings at concept design, design development, and construction documents
Hold progress meetings at pre-construction, 25% construction, 50% construction, and substantial completion
Capital Asset Plan and Business Case Summary for Federal projects

16. Integrative Design Process
Living Building Challenge
Credit 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’

17. Examples/Discussion/Q&A
Integrative Design as Systems Integration
We must understand all significant relationships between systems
Buildings are not a set of unrelated components
In order to optimize a holistic system, we need to implement a holistic approach
Using a holistic approach, we can optimize, downsize, and possibly even eliminate entire systems
We 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 Systems
Domestic Hot Water Heating vs. Plumbing Fixture Selection
HVAC Energy Recovery for Domestic Hot Water Heating
Additionally, creative solutions might require input from more than the HVAC and Plumbing Designers. For example:
Rooftop solar hot water heating
Rain capture for cooling tower make-up
We 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 Romm
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.
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 Energy
Water Use
Embodied Energy
Indoor Environmental Quality
Transportation
Does 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: Implementation
Working With the Change Cycle
Transforming
100
Condition Threshold
Reached 75
Pioneering
% changed 50
Condition Threshold
Reached
Awakening 25
Rogers, 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 ECONOMY
Conceptual and stylised representation of waves of innovation
Source: TNEP (2005)

27. Change Leadership: Reduce Risk/Instability and facilitate stable change in the four key layers of organizational life - Infrastructure, Organizational, Social & Individual
Earth
Systems
Infrastructure Systems
Organizational
Social Systems
/Dynamics
Individual
Ecosystems and Species
Extinction &toxicity
Climate systems
Disturbance
Atmospheric systems
Ozone depletion, pollution
Oceanic systems
Disturbance to sea levels, temperatures, currents, sea life
 Geological and Soil systems
Desertification, land pollution, mineral & resource depletion, depletion of soil quality, toxicity
Hydrological systems
Water pollution & scarcity
 Nutrient systems
Disturbance of nutrient flows, toxicity
Buildings
Transportation
Energy
Materials
Food Supply
Water
Sewerage
Landscaping IT
INTERNAL:
Governance
Management Structures
Planning Processes
Decision Making Processes
Finance & Accounting
Policy Instruments
Information Systems
Procurement systems
Human Resources
EXTERNAL:
Community
Government/ Regulatory
Market/Employers
Utilities
Higher Ed. Associations
Media
Group Processes & Dynamics
Culture
Relationships/ Alliances
Social Connections
Trust
Emotional Sensitivity
Inclusiveness
Fairness
Relatedness
Autonomy
Creativity
Status
Personality
Life Circumstances
Personal &
Interpersonal Capabilities
Values/Attitudes Habits/Behaviors
Education
Skills/Abilities
Leith 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 paradigm
Integrative design is a change management challenge; managing this challenge requires someone with the ability to guide project teams through their first successful integrative design projects
Reducing risk and instability is the foundation of the successful implementation of true Integrative Design projects
Stable 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 organizations
Leith Sharp, Harvard ENVR E-117 – Catalyzing Change – Sustainability Leadership for the 20st Century

29. Daniel A. Katzenberger