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REAL PROPERTYSUSTAINABLE DEVELOPMENT

GUIDE

U.S. GENERAL SERVICES ADMINISTRATIONGSA Office of Governmentwide Policy

Office of Real Property

GSA Office of Governmentwide Policy

"I recognize the right and duty of this generation to develop and use the natural resources of our land;

but I do not recognize the right to waste them,or to rob, by wasteful use,

the generations that come after us.3"

- Theodore Roosevelt, 1910

REAL PRO P E RT YS U S TA I NABLE D E V E LO P M E N T

G U I D E

U.S. GENERAL SERVICES ADMINISTRATION

Office of Governmentwide Policy

Office of Real Property

General Services Administration

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Table of Contents

I want to recognize the support of David L. Bibb, whose Office of Real Propertyprepared this “Real Property Sustainable Development Guide.” Under the leadership ofStanley C. Langfeld, the guide was produced by Jonathan Herz, project team leader, andteam members Robert Harding, Gary Jordon, Michael Mulloy, Rob Obenreder, andStanley Kaczmarczyk.

Finally, I would like to thank all those who contributed their expertise andinsight to this effort, many of whom are cited in this document, for their generous assis-tance.

G. Martin WagnerAssociate AdministratorOffice of Governmentwide PolicyU.S. General Services Administration

ACKNOWLEDGMENTS

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ACKNOWLEDGMENTS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .2

FOREWORD . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4

EXECUTIVE SUMMARY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5

SUSTAINABLE DEVELOPMENT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6

The Principles of Sustainable Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6

Definitions - The Hannover Principles and Other Perspectives . . . . . . . . . . . . . . . . . . . .7

The Business Case For Sustainable Development . . . . . . . . . . . . . . . . . . . . . . . . . . . .10

THE SUSTAINABLE WORKPLACE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .12

Meeting Your Real Property Needs, Sustainably . . . . . . . . . . . . . . . . . . . . . . . . . . . . .12

IMPLEMENTING SUSTAINABILITY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .14

Critical Factors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .14

Paying for It . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .15

Design Tools . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .16

Environmental Audits & Benchmarking . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .16

Important Considerations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .17

IDEAS/CASE STUDIES AND RESOURCES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .18

Ideas . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .18

The Hannover Principles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .18

Natural Capitalism . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .19

Mid-Course Correction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .19

Basic Publications and Internet Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .21

Case Studies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .22

Department of Finance and Administration, Austrailia . . . . . . . . . . . . . . . . . . . . . .22

Aberdeen Proving Ground, Aberdeen, MD . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .23

Inglewood Center, Largo, MD . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .23

901 Cherry Offices for Gap Inc., Sunnyvale, CA . . . . . . . . . . . . . . . . . . . . . . . . . .24

City of San Diego, Department of Environmental Services, San Diego, CA . . . . . .24

Barney Memorial Hall, Denison, OH . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .25

Building 33 Complex, Washington Navy Yard, Washington, DC . . . . . . . . . . . . . .25

Federal Reserve Bank of Minneapolis, MI . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .26

SC Johnson Headquarters, Racine, WI . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .26

FOOTNOTES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .27

TABLE OF CONTENTS


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Will our children’s children inherit a livable planet? The choices we make asindividuals and as a society in the first decade of this new millennium will answerthat question.

Today, the environmental movement isn’t a “special interest,” it’s about the steward-ship of the only planet we’ve got. The White House has taken a leadership role in pro-moting environmental stewardship, and, with the Executive Order on “Greening theGovernment Through Efficient Energy Management,” is making SustainableDevelopment the way the Government strives to do business.

At the General Services Administration, through “Planet GSA,” we’re energizing ouremployees and partnering with our customer agencies and vendors to “Buy, Build,Drive, Manage and Save Green.” That’s just one example. In this guide, you will finduseful and thought-provoking information on ways you and your organizations—and theAmerican People—will benefit from implementing common-sense sustainable principlesand ideas.

In 1962, President John F. Kennedy established the “Guiding Principles for FederalArchitecture,” raising the standard for Federal building design. He called for facilitiesthat were economical to build, operate and maintain, accessible to the handicapped, andthat provided “visual testimony to the dignity, enterprise, vigor and stability of theAmerican Government.” Today, with this “Sustainable Development Guide,” we add tothose fundamentals the principle that Federal facilities must also be sustainable.Building sustainably, we create more productive and healthier work environments thatrespond to today’s needs—without imposing additional costs on future users.

Let’s join together on this important journey ahead. Remember, it all comesback to us!

Dave BarramAdministrator

FOREWORD


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Today’s successful businesses know that environmental management and environmentalfunctions are integral parts of an organization’s everyday operations and its strategic plan.These companies are successful because they understand the environmental implications oftheir business functions, such that environmental issues are considered essential componentsof business processes, rather than consequences of those processes. Sustainable developmentis about planning and carrying out your agency’s mission today —with full consideration ofthe external factors that could affect the achievement of long-term goals. In today’s competi-tion for limited funds, resources, and workers, the advantage goes to organizations demon-strating commitment to long-term value.

Long-term value and economy are goals of Executive Order(EO) 13123, “Greening theGovernment through Efficient Energy Management,” issued June 3, 1999. However, theOrder goes beyond these goals. It establishes that sustainable design principles shall beapplied to Federal projects in order to reduce pollution and other environmental costs associated with facility construction, operation, and eventual decommissioning.1

For decades, the Federal Government has led the Nation in the energy efficient, resource-conserving building design, construction, and operation exemplified by this and otherExecutive Orders. We have also made great progress in water conservation, use of recycledproducts and renewable energy sources, reducing emissions that contribute to air pollutionand global climate change. But, simply promoting greater efficiency in the use of ourresources is no longer enough. By applying sustainable principles, we can also create betterwork environments and communities. Rethinking standard design practices, using environ-mentally preferable products, and reexamining how we use and maintain our facilities willalso lead to a healthier and more productive workforce.

Sustainable development shouldn’t mean another layer of bureaucracy in your organiza-tion. Initially you might need an agency expert or advocate but eventually it will become anintegral part of your organization and culture. Today as the design and construction industry“gets up to speed,” additional design efforts may be required; but like many code require-ments we now take for granted, sustainable development and design will become the waybusiness is done every day.

Understanding the basic principles of sustainable development will allow you to trans-form your operations in a logical and productive way.

Principles of Sustainable Development for Federal Agencies(For siting, design, and construction, developed under Executive Order 13123)

Site: Optimize Site PotentialEnergy: Minimize Nonrenewable Energy ConsumptionMaterials: Use Environmentally Preferable ProductsWater: Protect and Conserve WaterI E Q: Enhance Indoor Environmental QualityO & M: Optimize Operational and Maintenance Practices 2

EXECUTIVE SUMMARY

Sustainable DeGeneral Services Administration

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INTRODUCTION - WHAT IS SUSTAINABLE

DEVELOPMENT?This guide will help you to understand what

sustainable development means and how to takeadvantage of its benefits by making its principlesand practices part of everything you do.

Sustainable development means integratingthe decision-making process across your organi-zation, so that every decision is made with an eyeto the greatest long-term benefits. It means elimi-nating the concept of waste—thinking “cradle-to-cradle” rather than “cradle-to-grave,”4—andbuilding on natural processes and energy flowsand cycles; recognizing the interrelationship ofour actions with the natural world.

Are you creating more productive and healthi-er work environments; ones that respond totoday’s needs without imposing additional costsupon future users? Are you considering theimpact on the environment and on future genera-tions? When sustainable development informsevery business decision you make, chances areyou are making the right decisions - those thatbenefit you, your agency, the environment, andyour bottom line.

Imagine buildings producing more energy thanthey use, water cleaner when it leaves the build-ing than when it arrived 5, better indoor light andair quality, and healthier and more productivework environments. Imagine projects where phys-ical, biological, socioeconomic, cultural and envi-ronmental needs are so complete, that theEnvironmental Assessment concludes: no mitiga-tion required.

These ideas, developed by WilliamMcDonough, Dean Emeritus of the School ofArchitecture at the University of Virginia, andAmory Lovins, President and Executive Directorof the Rocky Mountain Institute, are transformingmajor corporations and Federal agencies by uni-fying their programs and policies and giving themthe competitive advantages that guarantee long-term success.

You’re probably already using some of the“eco-efficient” building blocks of sustainabledevelopment6, such as those found in GSA’s“Planet GSA” program. These include buying

SU S TA I N A B L E DE V E L O P M E N T

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“green” products and services, using materialswith recycled content in construction and manag-ing construction waste. You’re “saving” and“driving green,” through use of alternative fueledvehicles, Energy Star® equipment, and alternativeenergy sources, and managing “green” by imple-menting waste prevention strategies, increasingoffice waste recycling and the amount of propertyreused or donated, and training employees tothink “sustainably.”

Remember, though, that sustainable develop-ment means more than reducing harm to the envi-ronment. Slowing the rates of contamination anddepletion of nature is important, but it doesn’tstop these degenerative processes. Recycling, forinstance, can reduce the quality of a material overtime, down-cycling it, making reuse and disposalmore difficult.7 To be sustainable, we must pursue“eco-effectiveness” and begin up-cycling withregenerative rather than depletive practices.

So, what does it take to go beyond simplyminimizing harm to the environment to creating apositive, sustainable society?

THE HANNOVER PRINCIPLES, 1992

Developed by William McDonough andMichael Braungart, the HannoverPrinciples were among the first to compre -hensively address the fundamental ideas ofsustainability and the built environment,recognizing our interdependence withnature and proposing a new relationshipthat includes our responsibilities to protectit. The Principles encourage all of us -you, your organization, your suppliers andcustomers - to link long term sustainableconsiderations with ethical responsibility,and to re-establish the integral relation -ship between natural processes and humanactivity. When you make decisions in yourorganization, remember these essentialPrinciples:

* Recognize interdependence. Simplyput: everything you do personally, in yourorganization and through your workinteracts with and depends upon the nat -ural world, at every scale, both locally andacross the globe.

* Eliminate the concept of waste. Areyou considering the full, life-cycle conse -quences of what you create or buy?

* Understand the limitations of design.Treat nature as a model, not as an incon -venience to be evaded or controlled.9

DEFINITIONS - THE HANNOVER PRINCIPLES

AND OTHER PERSPECTIVES

Many individuals and organizations havedefined sustainable development. Here are someof the best examples:

BRUNDTLAND COMMISSION, 1983

“Sustainable development is development that meets the needs of the present withoutcompromising the ability of future generations to meet their own needs.”8


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THE WHOLE BUILDING DESIGN GUIDE

“Sustainability is a mode of thinking andacting responsibly. It is grounded in theknowledge that all of life is interdependent -that local actions may have global conse -quences. The basic objectives of sustainabilityare to:

1. Reduce the consumption of energy,land, and other nonrenewable resources.

2. Minimize the waste of materials,water, and other limited resources.

3. Create livable, healthy, and productiveenvironments.”10

WORLD BUSINESS COUNCIL FORSUSTAINABLE DEVELOPMENT

“Sustainable development involves thesimultaneous pursuit of economic prosperity,environmental quality and social equity.Companies aiming for sustainability need toperform not against a single, financial bottom line, but against [this] triple bottom line.”15

DEPARTMENT OF DEFENSE

“Sustainability is a concept that recognizes human civilization is an inte -gral part of the natural world and thatnature must be preserved and perpetuatedif the human community is to sustain itselfindefinitely. By subscribing to the funda -mental concepts of sustainability andapplying them to every and all aspects ofhuman existence, improvements can bemade to the existing condition that willinsure a life-giving and healthful world forfuture generations.11

Sustainable planning supports mutuallybeneficial relationships between planningand environmental organizations to coordinate on common goals and objectives, share data, and reach consensuson land and facilities issues. The focus ofenvironmental organizations is environ -mental protection, conservation, restora -tion and compliance. Sustainable planningseeks to build on the accomplishments ofthese programs by taking a holisticapproach to planning for facilities andland that balances the needs of missionwith the natural systems that are the focusof environmental efforts.”12


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ENVIRONMENTAL PROTECTION AGENCY -7 PRINCIPLES

1. Pollution Prevention: Consider a product or service’s environmental impactearly in the purchasing decision process.

2. Multiple Attributes: Targeting a singleenvironmental attribute can obscure otherenvironmental impacts that might causeequal or greater damage.

3. Life-Cycle Perspective: Consider potential environmental impacts at all stagesof the product or service’s life cycle, startingwith raw materials acquisition, throughmanufacturing, packaging and transport-ation, distribution, use, maintenance, or disposal.

4. Magnitude of Impact: Consider thescale (global vs. local), the permanence of aproduct or service’s environmental impact,and the degree to which an impact isreversible.

5. Local Conditions: Factor in whereand how a product or service is used when evaluating environmental impact.

6. Competition: Incorporate environ-mental attributes of products and services incompetition among vendors.

7. Product Attribute Claims: Examineproduct attribute claims carefully and relyon more than one information source toevaluate environmental attributes.14

NATIONAL PARK SERVICE

“Sustainability does not require a loss inthe quality of life, but does require a changein mind-set, and a change in values towardless consumptive lifestyles. These changesmust embrace global interdependence, envi -ronmental stewardship, social responsibility,and economic viability. Sustainable designmust use an alternative approach to tradi -tional design that incorporates these changesin mind-set. The new design approach mustrecognize the impacts of every design choiceon the natural and cultural resources of thelocal, regional, and global environments.

For our society to be sustainable, we must:(1) use all resources (energ y, water, material,and land) efficiently and minimize waste;(2) protect the natural environment, thesource of all our resources; and (3) create ahealthy built environment for future genera -tions.

The concept of sustainable developmentrecognizes that human civilization is anintegral part of the natural world and thatnature must be preserved and perpetuated ifthe human community itself is to survive.Sustainable design and development createsbuildings (and supporting infrastructure)that minimize the consumption of resourcesand reduce harmful effects on the environ -ment. It provides an integrated approachwhere building elements, materials and sys -tems are designed and appraised as integrat -ed parts of the entire project. All phases of afacility’s life must be considered, thereby opti -mizing the interrelationships of materialsand systems, operation, maintenance, and use.”13

Photo courtesy of HOK Architects


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THE BUSINESS CASE FOR SUSTAINABLE DEVELOPMENTImproving People’s Health, Safety, andProductivity

How and what you build, and the manner inwhich you operate and maintain your facilitieshas a tremendous impact not only on the environ-ment, but also your bottom line. Applying sus-tainable development principles will reducewaste, and lower long-term maintenance andoperating costs. Equally important, is the impacton your most valuable resource - your employees.Recruiting is made easier when the organizationdemonstrates a commitment to the well being ofworkers and their communities.

A healthier indoor environment, the presenceof natural light, as well as fresh air can greatlyaffect the health, safety and productivity of thosewho visit and work in your facilities every day.Epidemiologists estimate that 20 to 30 percent ofAmerican office workers are affected by varyingdegrees of Sick Building Syndrome.16 Theemphasis on building energy efficient, super-insu-lated homes and offices, without adequate consid-eration of proper ventilation, has produced indoorenvironments, contaminated with stagnant air andairborne particulates. Unventilated copying andfax machines can aggravate the situation, as canthe use of cleaning materials containing toxicchemicals.

Commonly used furniture, carpeting, andcleaning products often contain dangerous chemi-cals that “off-gas” directly into our air environ-ment, contributing to an unhealthy indoor airenvironment. Even gas ranges, space heaters, andcentral heating systems can emit harmful by-products.17

Old formulations and work practices must bereexamined if the air we breathe in our work-places is to improve. Consistent application ofsustainable design principles will help you choosethe materials and conditions that benefit youremployees and customers, the nation’s environ-ment, and your bottom line.

“If everybody on earth lived like today’sNorth Americans, it would take at least twoadditional planet Ea rt h’s to produce theresources, absorb the wastes, and otherwisemaintain life-support.

Preliminary estimates show that the ecolog -ical footprint of today’s consumption in food,forestry products and fossil fuels alone mightalready exceed global carrying capacity byroughly 30 percent. About three quarters ofthe current consumption goes to the 1.1 bil -lion people who live in affluence, while onequarter of the consumption remains for theother 4.6 billion people.”20

- Mathis Wackernagel and William Rees

“You can’t do something like this half wayor selectively or in pieces because people,rightly, will look at all your actions and ask,‘Do they all fit together?’ I would rather erron the side of aggressiveness. Even if a lot ofthe dire predictions don’t come true, and Ihope they don’t, what we will have accom -plished will have been for the good of theworld anyway. And the other thing is, it’sgreat for you and your employees...They feelbetter about the company they work for. Theyfeel energized by it. They’re proud to tell theirchildren they work for Ford. And that paysoff in a lot of ways you can’t measure. So it’sthe right thing to do, not only for society, b u ti t’s the right thing to do for our own company.”21

- William Clay Fo rd, Jr., Chairman, Ford Motor Company

Green buildings compete in bottom-lineterms as well as in aesthetics. They are rela -tively inexpensive to build, operate, and con -ve rt to their next use, as human needsinevitably evolve. Their mechanical systems tomaintain comfort are small and we l ldesigned, or better still, eliminated by design.More buildings will be built around, within,or from recycled old ones.22

- Hawken, Lovins and LovinsPhoto courtesy of Dennison University


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Simply abiding by regulatory require -ments, for example, is often no longerenough to protect the right to operate: in aninstant-news world, negative public reactioncan come swiftly and furiously. Eliminatingwaste can lead to huge cost savings as well aslower liabilities. In just one semiconductorbusiness studied by the World ResourcesInstitute, 96 percent of its annual $2 billionpurchase of chemicals ended up in the wastestream, meaning that reducing waste by halfcould add up to $1 billion to the firm’s bot -tom line...

When a business builds environmental orsocial benefit into products, it creates addedvalue for the customer. The search for thesebenefits often yields unforeseen enhancementsto product performance, cost, quality, safetyand serviceability. Visionary companies canthus position themselves to supply novel sys -tem solutions. This often means rethinkingthe entire business model.

DuPont’s sulfur products business offersacid handling and recovery services to itscustomers. Some customers never actuallyown or handle the materials themselves andinstead contract for DuPont’s expertise,which is a distinct competitive advantage forthe company. All these services make it morecostly for customers to switch to competitors,especially when the service is not standard inthe industry.

Interface is a $1 billion multinationalcompany that is making major changes to itsoperations in the belief that sustainabledevelopment is a good business strategy. Ledby CEO Ray Anderson, a vocal championfor the environment, this carpet companyhas developed the "Evergreen Lease."Through this program, the company aims tonever again sell another roll of carpet,instead transforming itself into a servicecompany by leasing flooring systems to cus -tomers. With such a system, Interface will beable to collect its old carpet tiles and recyclethem into new ones, building customer loy -alty while driving down material costs.Interface’s commitment has also led to awaste-reduction program and a pledge toswitch entirely to renewable energy sources.18

- From BU S I N E S S WEEK, May 3, 1999

“Let’s talk about sustainability in a newway. I don’t like the word sustainability verymuch actually. It’s useful because nobody knowswhat it means, it’s long, it can go everywhere,therefore travels well, so that’s good. We can alluse it, but if you think about sustainability, is itreally that exciting? What if I asked you, ‘Howis your relationship with your husband?’ andyou say ‘Sustainable.’ It’s not that interestingreally. I would almost feel as if I had to say, ‘I’msorry to hear that.’ So, shouldn’t we really belooking for something that is actually fecund -you know that’s full of blood, and vigor andexcitement?” 23

- William McDonough, WilliamMcDonough +Partners

"The technologies of the future willenable us to feed our factories with closedloop, recycled raw materials that come fromharvesting the billions of square yards ofcarpets and textiles that have already beenmade —nylon face pile recycled into newnylon yarn to be made into new carpet;backing material recycled into new backingmaterials for new carpet; and in our textilebusiness… polyester fabrics recycled intopolyester fiber, then to be made into newfabrics —closing the loop; using those pre -cious organic molecules over and over incyclical fashion, rather than sending them tolandfills or down-cycling them (into lowervalue forms) by the linear processes of thefirst industrial revolution. Linear must go;cyclical must replace it.19

- Ray Anderson, Chairman and CEO, Interface, Inc.

The SustainablGeneral Services Administration

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TH E SU S TA I N A B L E WO R K P L AC EMEETING YOUR REAL PROPERTY NEEDSS U S TA I N A B LY

If we think of providing sustainable workplaces asa service, rather than as a commodity, we will buildwhat is most economical for us to maintain and oper-ate, and easiest for occupants to comfortably and pro-ductively use.2 5 The sustainable workplace, like the“Integrated Workplace”, is the result of a comprehen-sive, multidisciplinary process that results in moreproductive and responsive facilities. Sustainable prod-ucts and methods are an essential part of creating bet-ter work environments. As discussed in this Off i c e ’spublication “The Integrated Workplace: AComprehensive Approach to DevelopingWorkspace,” productivity and health-related problemsare greatly influenced by the workplace. This strate-gic approach unifies the workplace with an org a n i z a-t i o n ’s strategic plan and provides space that best sup-ports the work practices of those using it. Both workbest when they are considered sustainably.

How we develop the workplace greatly influencesthe well being and performance of employees and theo rganization. Asustainable approach considers manyworkplace aspects:

* How we work: including “paperless” offices, usingre m a n u f a c t u red, recycled, and energ y - e f f i c i e n tp ro d u c t s .

* Where we work: including conventional or alterna -tive office settings, like teleworking from home, at atelecommuting center or customer’s office, or fro ma n y w h e re .

* How we get to work: including the use of masstransit and transit subsidies, alternative-fuel vehi -cles, bicycles, and even walking from nearby housing.

* How we build, lease, furnish, and ultimately dis -pose of our buildings: funding projects on the basisof lowest life-cycle rather than first cost, adaptingand reusing historic stru c t u res, repopulating urbancenters, using recycled-content construction materi -als, minimizing construction waste, and installinge n e rgy management control systems with energ y -efficient equipment.

* How we operate and maintain our buildings:including use of reformulated chemical pro d u c t s ,native landscaping materials, regular maintenanceand “tune-up” of systems, minimizing operationhours, and using smaller building zones that facili -tate controlled use of equipment and lighting.2 6

Using and building on available natural light andventilation can reduce stress and improve workers’

able WorkplaceReal Property Sustainable Development Guide

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cognitive skills and performance while reducing ener-gy consumption and operating costs. To d a y ’s HVA Cdesigns provide increased fresh air in tenant con-trolled environments. New lighting technologies sup-ply ample light to offices without glare or heatbuildup, complementing natural light and exteriorv i e w s .2 7

The sustainable workplace is an excellent tool forpromoting an organization to its customers. Mosti m p o r t a n t l y, it can attract and retain talented workers,instilling dedication and pride-of-ownership whenemployees can relate to working in a place, and foran organization, that is committed to protecting theearth and demonstrates that commitment through itsa c t i o n s .

F i n a l l y, when a workplace is designed and builtfor sustainability, less money needs to be spent onreplacements and retrofits as work practices ando rganizations change, and less productivity is lost inthe process of making changes.2 8

Buildings are where Americans spend about 90percent of their time. They use one-third of our totale n e rgy and two-thirds of our electricity. Their con-struction consumes one-fourth of all harvested wood;3 billion tons of raw materials are used annually toconstruct buildings worldwide.2 9 Buildings consume17 percent of water and 50 percent of chlorofluoro-carbons (CFCs). They also produce, directly or indi-r e c t l y, 33 percent of Carbon Dioxide (CO2) and 40percent of landfill waste.3 0

How do you build sustainably? Many architectur-al and engineering design firms have committed tosustainable development, incorporating its principlesinto projects as a matter of course.3 1

Strategic Facility Planning and Programming -Determining whether to renovate or build new, sell exist-ing facilities or lease, consolidate or decentralize, is criti-cal to ensuring long-term viability, resource conservationand life-cycle cost benefits.

Site Work and Planning - Environmentally sensitiveplanning looks beyond the project site. It evaluates link-ages to transportation, infrastructure, and ecosystems,and considers solar and wind orientation, local microcli-mate, drainage patterns, utilities and existing site featuresto develop optimal building siting with appropriate lowmaintenance landscaping.

E n e rgy - Building orientation and massing, naturalventilation, daylighting and other passive strategies, canall lower a building’s energy demand while increasingthe quality of the interior environment and comfort of theoccupants. The efficiency of required systems is maxi-mized through use of advanced computer modeling andlife-cycle cost analysis.

Building Materials - Environmentally preferablebuilding materials are [appropriately] durable and lowmaintenance. Careful selection and specification canlimit impacts on the environment and occupant health,while remaining within the parameters of performance,cost, aesthetics and availability.

Indoor Air Quality - Indoor air quality is most eff e c-tively controlled through close coordination of architec-ture, interior design and mechanical, electrical andplumbing design strategies that limit sources of contami-nation before they enter the building. Construction pro-cedures for IAQ and post-occupancy user guides alsocontribute to good long-term IAQ.

Water - Site design strategies that keep rainwater onthe site and, where feasible, consider on-site treatmentand reuse of building gray water and wastewater. Lowflow plumbing fixtures, appropriate landscaping andH VAC and plumbing system design also conserve water.

Recycling and Waste Management - Waste and inef-ficiency can be limited during construction by recyclingdemolition and construction waste, reuse of on-site mate-rials, and monitoring of material use and packaging.Accommodating recycling into building design reduceswaste while generating revenues.

Building Commissioning, Operations andManagement - Effective building commissioning isessential to ensure proper and efficient functioning ofsystems. Facilities operations benefit from indoor airquality and energy monitoring, and from policies forwater saving, waste reduction and environmentally sensi-tive maintenance.

Strategic Environmental Management - By integrat-ing long-range environmental considerations into theirproactive planning process, manufacturing-based compa-nies can eliminate emitted or discharged pollutants.Strategic environmental management helps corporationsunderstand and assess environmental risks and opportu-nities, so they can make informed decisions abouttheir facilities and processes.3 2

Hellmuth, Obata + Kassabaum, Inc., a leading archi-tecture, engineering, interiors and planning firm, hasadopted these Key Elements of Sustainable Design, similar to those found in EO 13123:

C a r r i e r, the world’s leading maker of air- c o n d i t i o n i n gequipment, decided that it might as well capture [their]e fficient and reliable equipment’s operating benefits byo ffering “coolth services.” Carrier’s new “comfort lease”...focuses on maintaining comfort... Customers, Carrierreasoned, don’t want what an air conditioning system is;they only want what it does. How does one lease coolth?At first, the plan was merely to provide cooling as ac o m m o d i t y. But now Carrier is starting to team up withother service providers so it can not only deliver coolingbut also do lighting retrofits, install superwindows, andotherwise upgrade customers’buildings so they’ll ulti-mately need less air conditioning to provide better com-fort and then Carrier can provide not the coolth but the comfort.2 4

Implementing SGeneral Services Administration

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IM P L E M E N T I N G SU S TA I N A B I L I T YMAKING IT HAPPEN IN YOUR ORGANIZATION -CRITICAL FACTORS

Sustainability will come as an evolution, not arevolution, and will be achieved through a seriesof steps, each of which contributes a small incre-mental improvement. Making everyone in theorganization aware of the concept of sustainabili-ty is essential if it is to have an effect on day-to-day decision making and operations.

What are the critical factors involved in imple-menting a sustainable development strategy?

First, executive leadership must understandsustainability, and commit to its principles. It isnot enough to simply recycle paper, apply some“green” design concepts, and encourage individ-ual divisions to adopt “green” practices. EdgarWollard of DuPont, Frank Popoff of DowChemical, August Busch of Anheuser Busch andformer Bristol-Myers Squibb Chairman RichardGelb are all examples of corporate visionariesthat have seized this opportunity for positioningtheir companies for the long term.

Second, the most successful organizationshave an established vision and mission which getstranslated into specific long-term improvementobjectives and targets with high level visibilitythroughout all levels of the organization.Interface, Inc.’s Ray Anderson promotes “Doingwell by doing good,” through a detailed set ofprinciples known as PLETSUS (PracticesLEading Toward SUStainability) that bringstogether ideas for living and working sustainablyand uses them to define the company’s mission.33

Third, there must be a formalized process foridentifying the environmental aspects and impactsof an organization’s operations, products andservices.

Fourth, training is crucial to attaining the nec-essary awareness, skills and knowledge for trans-forming the organization into a sustainable devel-opment culture.

Finally, performance must be measured.Performance measurements include audits, meas-uring the effectiveness of management systemsand metrics that track day to day operations.34

Reaching and maintaining sustainability is acontinuous process of reexamination and relearn-ing. In a September 1999 gardening column,Washington Post gardening writer CharlesFenyves, told readers to conserve water by plant-ing Russian Olives, not thirstier trees like maplesand poplars. This was a good first step towards

g SustainabilityReal Property Sustainable Development Guide

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worker productivity, and reduced contingent lia-bility. New thinking and new economic parame-ters must be considered. The very question, “Howdo you pay for incorporating sustainability intoproject development?” highlights the difficultyfaced in approaching the subject without a changein organizational thinking.

Sophisticated design and construction strate-gies, and inclusion of “green” clauses in procure-ments can result in even lower first costs; and thelife-cycle costs, including a project’s environmen-tal and economic impacts throughout its lifetime -are usually lower. In some cases, first cost may bethe same—as when a building shell upgraderesults in a smaller mechanical system—but thesavings come in reduced operating and mainte-nance costs.

Tenants may wish to contribute to the study ofsustainable design alternatives or to enhance capi-tal costs, which may translate into reduced oper-ating costs and adjustments to rent in the short-term and, with efficient building systemsinstalled, reduced long-term operating costs. Withsustainable planning and true cost accounting,planners and decision-makers will focus on sus-tainable development alternatives that have bothfiscal and environmental cost savings. 38

Federal managers, in considering the breadthof sustainability, must reconcile conflicts betweenseparate operating and capital budgets andbetween life cycle and first costs. Typically, firstcapital cost has been the key to project budgeting.However, to operate sustainably, we need to inte-grate economic evaluations that compare firstcosts plus operating costs when developing facili-ties and their systems. We must also recognizethat, in an annual operating budget environmentsuch as that of the Federal Government, decisionmakers have traditionally emphasized first costminimization, often to the detriment of ongoingoperating and maintenance budgets and futureflexibility and utilization.

The good news is that guidelines exist for con-sideration of true life-cycle costs, and that EO13123 reinforces those guidelines. The Orderdirects agencies to “optimize life-cycle costs, pol-lution, and other environmental and energy costsassociated with the construction, life-cycle opera-tion, and decommissioning of facilities.” 39

Further, alternative financing such as Energy-Savings Performance Contracts and utility ener-gy-efficiency service contracts also make sustain-able features more affordable. Remember too,that because the Government plans its facilitiesfor a 50/100-year life, economic analyses shouldnot depend solely on the private sector’s tax-driven, 30-year, timeframes if they are to accu-

creating more suitable, low maintenance land-scapes for the region. Two months later, afterlearning about the Russian Olive’s negativeimpacts, such as competition with native plants,Mr. Fenyves reexamined his first advice, and rec-ommended native American trees, like buckeyesand yellowwoods, that not only saved water, butalso enriched and complemented other elementsof the landscape.35

The tools for planning and managing a sus-tainable project already exist. Your project reportor management plan can define sustainable goalsas a basic project element. In larger projects, thereport or plan can also be the EnvironmentalAssessment (EA) with the mitigating actions asan integral part of the program. That way, theproject scope can evolve to meet agency needswhile minimizing its impact on the environment.

USDA’s Forest Service’s forest managementplans are done this way. The EA identifies theService’s preferred alternative, which is devel-oped in detail as the proposed management planapproach, with alternatives discussed only in theEA. The two documents are cross-referenced, andremain together throughout the review process.This procedure provides for concurrent compli-ance with the public review requirements of boththe National Environmental Policy Act (NEPA)and the National Forest Management Act. 36

PAYING FOR ITThe world we have created today as a result of

our thinking thus far has problems that cannot besolved by thinking the way we thought when wecreated them. - Albert Einstein37

Because of ongoing budget constraints, theFederal projects most likely to be approved arethose with the lowest first cost. Unfortunately,these are not always the most sustainable. Facedwith a variety of competing demands—programfunding requirements, life-cycle and present valuecosts, environmental considerations, economicsand social issues—managers find themselves tornbetween recycling seemingly economical, tried-and-true solutions and moving to new ways ofdoing business that balance environmental sensi-tivity and long-term benefits with other costs. AsEinstein suggests, we need a new, or at least adifferent, way of thinking if we are not only toovercome existing problems, but also minimizethe impact of today’s decisions on tomorrow’squality of life.

So how do you pay for sustainable develop-ment? A better question is - how much can yousave? Sustainable considerations today can resultin operational savings in later years, increased


16

rately represent the economics of the project.

Remember that the issue is not simply one ofsustainable design or construction, but rather ofsustainable development, which supports everyaspect of an organization’s mission. And remem-ber that real property solutions for mission-relatedrequirements must include the entire facility life-cycle: from the identification of need, throughdesign, construction, occupancy, operation andmaintenance, and eventual disposal.

DESIGN TOOLSYour planners, architects and engineers should

already be familiar with the best design toolsavailable:

The U.S. Green Building Council’s Leadershipin Energy and Environmental Design (LEED™)Green Building Rating System™ provides guid-ance in the areas of building development anddesign which results in a more sustainable proj-ect. Points, in the form of credits are given fordesign features that lead to a truly sustainablebuilding. By incorporating as few as 50 percentof the available credits, buildings can usuallyreach the LEED Building Bronze™ rating level,generally at no additional cost. The top rating,LEED Building Platinum™ goes to buildingswith at least 81 percent of the available credits.Complementing the LEED™ Building RatingSystem is the soon-to-be-issued LEED Interiors™Rating System, which is intended to be a defini-tive standard for what constitutes a green interiorspace in new and existing commercial, institu-tional, and high-rise residential buildings.

The Navy40, Department of State41, and GSA42

have adopted the LEED Building Bronze™ astheir building standard.

The Department of Energy’s Greening FederalFacilities is a resource guide for Federal facilitymanagers to help them reduce energy consump-tion and costs, improve working environments,and reduce the environmental impacts of theiroperations.

A new, major resource is the Whole BuildingDesign Guide (WBGD) website, developed byNAVFAC, GSA, and the U.S. Department ofEnergy’s Federal Energy Management Program,through the National Institute of BuildingSciences (NIBS). The WBDG is a comprehen-sive, Internet-based gateway to a wide range offederal and private sector, sustainable develop-ment resources, including information design cri-teria, building types, products and systems, avail-able online at http://www.wbdg.org.

These guides are good first steps. But,remember that true sustainable development isnot about replacing previous standards with newones. Rather, it is about new ways of thinkingand working.

ENVIRONMENTAL AUDITS & BENCHMARKINGMA K I N G A N D ME A S U R I N G ME A N I N G F U L CH A N G E

Environmental reporting metrics and processesare making private sector firms more environ-mentally responsible and more competitive. Incontrast to a decade ago when few, if any, majorcompanies considered environmental concernsbeyond regulatory requirements, 35 percent of theworld’s 250 largest corporations now issue envi-ronmental reports. These companies now knowthat environmental indicators are essential toolsfor decision-making and that voluntarily instituted“green” programs and procedures pay off in iden-tifiable cost savings and new business opportuni-ties, improved corporate image and recruitment,and reduced liability.44

THE BASIC LEED™ COMPONENTS COVER:* Prerequisites, including building commis -

sioning, indoor air quality, smoking, ener -gy efficiency and thermal comfort, waterconservation and quality.

* Building Materials, including those withlow levels of volatile organic compounds(VOC’s), use of local materials, recycledcontent, and a construction waste manage -ment plan.

* Energy Efficiency, including heat recovery,natural ventilation and advanced systemssuch as EPA’s Green Lights Partnership orEnergy Star Building Certification.

* Existing Building Rehabilitation, includinguse of the structural shell.

* Indoor Air Quality, including a construc -tion management plan and a permanentair monitoring system.

* Landscaping, including reducing heat

islands, shade cover, and reflective roofingmaterials.

* Siting and Site Development, includingreduced habitat disturbance or buildingrehabilitation, site restoration, infill develop -ment or building rehabilitation, and brown -fields development.

* Transportation, including alternative trans -portation facilities, bicycle racks, showerand changing facilities, transit and pedestri -an-facility physical linkages or carpoolparking, efficient building location, andalternative fueling facilities.

* Water Conservation, including water-con -serving fixtures and cooling towers, graywater recovery system, water efficient land -scaping, surface runoff control, and biologi -cal waste treatment.43


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There are sustainable development issuesassociated with every business process, beyondthe “primary” environmental impacts of air, waterand land emissions. Environmental considerationsmust be integrated into your business functions,and tracked and adjusted to make certain that theyare effective. Integrating and tracking environ-mental considerations into your business process-es might include:

* Considering the “multiplier” effect of reengneering your entire operation, includingincreases in productivity and worker retention.

* Ensuring that environmental issues are consid -ered during the design process, along with othercriteria like performance and cost.

* Communicating regularly with suppliers aboutthe environmental issues associated with the useof their products and services.

* Including environmental costs associated with aproduct or process, along with the other custom -ary factors included in financial analyses usedfor decision-making.

* Integrating formalized environmental manage -ment systems (EMS), like the ISO 14001 stan -dard, into business processes analyses.

* Screening potential purchases or potential prod -uct designs against chosen environmental crite -ria, as a basis for selection.45

As part of the $2 billion overhaul of FordMotor Company’s historic Rouge River Plant inDearborn, MI, William McDonough was asked tolook beyond the 1,212-acre complex to considerthe entire $150-billion company. Ford asked himto talk to all the top executives, scientists, engi-neers and car designers to see how they mightthink differently about design of their cars, trucks,factories and office buildings. Working withBattelle’s Pacific Northwest National Laboratoryand the University of Virginia’s Darden School ofBusiness, new metrics are being developed thatconsider the multiplier effect, creating the tools tomeasure things like: reduction of contingent lia-bilities, community relations, regulation costs,and marketing benefits. Every project shouldhave goals such as these: worker retention,improving employee attendance, reducing injuriesand worker compensation claims, and “celebrat-ing people as the company’s most valuable asset.”Remaking the Rouge Complex into a model ofenvironmental and community responsibility willtake 20 years, they say, but it won’t take that longfor workers, neighbors and visitors to notice a dif-f e r e n c e .4 6

IMPORTANT CONSIDERATIONSHow can you improve your bottom line and

the environment? Do you know what your organi-

zation is doing to become sustainable? Does yourorganization know how sustainable practices canadvance your business goals?

What are you doing to be more sustainable? Thinkabout what today’s leading companies are doing toposition themselves for success in the new century,and ask yourself, your superiors, your co-workers andyour employees to consider these important questions:

* Are you providing leadership in your

organization?

* Demonstrating commitment to sustainable principles?

* Establishing long-term improvement objectives, throughoutall levels of your organization?

* Examining your mission statements and strategic plans toidentify the environmental aspects and impacts of your operations, products and services?

* Measuring the effectiveness of the systems and metrics thattrack your day-to-day operations?

* Incorporating work processes and technology as tools toimprove productivity, as well as building better workplaces?

* Consciously looking for sustainable products, like low VOCpaints and flooring?

* Improving employee productivity?

* Providing training to your employees?

* Are you creating value through your

facilities programs?

* Creating flexible workplaces that respond to your changingwork practices and culture?

* Reducing building operations costs?

* Lowering liability from potentially hazardous constructionand cleaning materials and practices in the workplace?

* Promoting local development opportunities?

* Are you and your organization:

* Complying with Executive Order 13101, “Greening theGovernment Through Waste Prevention, Recycling, AndFederal Acquisition,” reducing consumption and waste ofnatural resources and increasing conservation?

* Increasing efficiency of equipment, systems and resources?

* Using renewable energy, such as passive solar heating, cooling and thermal storage, and photovoltaics?

* Increasing the quality of indoor air, light, noise, temperature,and humidity?

* Reducing product impact on the environment and reducingor eliminating toxic and hazardous substances?

* Re-using historic buildings and existing facilities?

* Creating livable environments, reducing negative transporta -

tion impacts, and enhancing your community’s quality of

life?

* Are you and your organization moving beyond eco-efficiency

to eco-effectiveness?

* Are you complying with EO 13123, and improving your orga -

nization’s bottom line and the environment?

Ideas/Case StudiesGeneral Services Administration

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ID E A S/ CA S E ST U D I E S A N D RE S O U R C ES

IDEAS

“THE HANNOVER PRINCIPLES: DESIGN FOR

SUSTAINABILITY”- WILLIAM MCDONOUGH

1. Insist on rights of humanity and nature to co-exist in a healthy, supportive, diverse and sustainable condition.

2. Recognize interdependence. The elements ofhuman design interact with and depend uponthe natural world, with broad and diverse impli-cations at every scale. Expand design consider-ations to recognizing even distant eff e c t s .

3. Respect relationships between spirit and matter.Consider all aspects of human settlement includ-ing community, dwelling, industry and trade interms of existing and evolving connectionsbetween spiritual and material consciousness.

4. Accept responsibility for the consequences ofdesign decisions upon human well-being, theviability of natural systems and their right to co-exist.

5. Create safe objects of long-term value. Do notburden future generations with requirementsfor maintenance or vigilant administration ofpotential danger due to the careless creation ofproducts, processes or standards.

6. Eliminate the concept of waste. Evaluate andoptimize the full life-cycle of products andprocesses, to approach the state of natural sys-tems, in which there is no waste.

7 . Rely on natural energy flows. Human designsshould, like the living world, derive their creative forces from perpetual solar income.Incorporate this energy efficiently and safely forresponsible use.

8 . Understand the limitations of design. No humancreation lasts forever and design does not solveall problems. Those who create and plan shouldpractice humility in the face of nature. Tr e a tnature as a model and mentor, not as an incon-venience to be evaded or controlled.

9 . Seek constant improvement by the sharing ofknowledge. Encourage direct and open commu-nication between colleagues, patrons, manufac-turers and users to link long term sustainableconsiderations with ethical responsibility, andre-establish the integral relationship betweennatural processes and human activity. ”4 7

dies and ResourcesReal Property Sustainable Development Guide

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“NATURAL CAPITALISM: CREATING THE NEXT

INDUSTRIAL REVOLUTION”- PAUL HAWKEN,AMORY LOVINS, & L. HUNTER LOVINS

The economic advantage of green designextends throughout and beyond the project’s oper-ating life, but it begins with the design, approvals,and construction process. Integrative design mayalso initially appear to be more costly, but thatpremium quickly vanishes as designers gain expe-rience with it, and it is more than offset by thesavings on hardware. Although many developersassume that green buildings must cost more tobuild, green design can actually decrease con-struction costs, chiefly by saving infrastructureexpenses and by using passive heating and cool-ing techniques that make most costly mechanicalequipment unnecessary. While efficient newbuildings save around 70-90 percent of traditionalenergy use, and often several percent in capitalcost, they offer three additional and even morevaluable economic benefits:

* Green projects typically sell or lease faster,and retain tenants better, because they com -bine superior amenity and comfort withlower operating costs and more competitiveterms. The resulting gains in occupancies,rents, and residuals all enhance financialreturns.

* The buildings’greater visual, thermal, andacoustic comfort creates a low-stress, high-performance environment that yields valu -able gains in labor productivity, retail sales,and manufacturing quality and output. Theseimprovements in turn create a key competi -tive advantage, and hence further improvereal estate value and market performance.

* Better indoor air quality can improve healthand productivity and reduce liability risks.The EPA estimates that building-related U.S.illnesses account for $60 billion of annualproductivity lost nationwide, and a widerstudy valued that loss as high as over $400billion.

People are not simple, uniform entities thatthrive in a box. They are, rather, complex livingorganisms that evolved in and still function bestin a dynamic and diverse environment. Buildingsthat are alternately a solar oven or a walk-inrefrigerator, with discomfort and energy bills tomatch, are coming to be seen as unacceptable.48

“MID-COURSE CORRECTION”- RAY C. ANDERSON

PEOPLE:Customers: Provide honest information about

the known environmental impacts of your compa-ny and product. Share your understanding ofenvironmental issues and natural systems withcustomers.

Employees:Culture - Encourage employees to question

status quo and take risks, that encourages lifelong learning, and engages the creativity of allemployees and associates.

Understanding - Educate all employees on thecorporate sustainability vision, on basic environ-mental principles and workings of natural sys-tems, and create a mechanism for employees toshare knowledge on best practices.

Involvement - Ask employees to give inputinto improving environmental impacts of their joband [what] the company could do to make theirjob more pleasant and them more productive...Respect the knowledge and intelligence of allemployees.

Suppliers:Share your corporate vision and internal

framework for sustainability with suppliers. Community:Environmental Organizations and Government

Programs:Partner with environmental organizations.

Participate in voluntary government programswith the Environmental Protection Agency suchas: Green Lights, Energy Star Buildings andClimate Wise.

Networking:Contact other companies with a similar vision,

share ideas. Work with local universities... Shareyour accomplishments with others and multiplygood practices through them...

The Public:Develop auditing mechanisms open to public

disclosure. Make public statements in support ofsustainability principles... Sponsor communityforums about local environmental issues. Openfacilities to local school children to learn aboutsustainability and career opportunities.


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Management:Corporate Strategy - Establish top manage-

ment commitment to long-term environmentalstrategy. Establish corporate and divisional sus-tainability vision statements... Gain certificationin third party assessed environmental manage-ment system such as ISO 14001 or BS 7750.Create a process of managing all aspects of envi-ronmental stewardship. Develop well-defined cor -porate values, goals, decision making andresponse mechanisms. Evaluate product and serv-ice offerings for fit with a sustainable society.

Metrics: Measure all material and energyflows in physical and monetary units. Developmanagerial “Full Cost Accounting” system...Create internal “Green Taxes” to highlight mostprofitable enterprise from total cost perspective.

Incentive Plans: Give rewards for individualsor teams with the best sustainability project. Tiemonetary compensation to achieving well-definedenvironmental goals. Recognize outstanding commitment and progress toward sustainability.

Keeping the enthusiasm: Set reasonable goalsand always celebrate your accomplishments.Learn through playing games. Develop a sense of competition and pride. Bring in college interns to research special projects to bring a fresh perspective...

PRODUCT:Design: Redesign products to use less raw

materials while delivering the same or greatervalue... Design products to last longer... to berepaired or selectively replaced when only a por-tion wears out. Consider the entire life cycle ofproduct, including how it will be recovered andmade into another useful product.

Packaging: Design out all product packaging,(e.g. taco shell)... Deliver products in bulk.Develop reusable packaging for work-in-processmaterials...

Manufacturing:Energy:Demand: Reclaim waste heat... review all

electric motor systems to minimize installedhorsepower and maximize motor efficiency.Design pumping systems with big pipes and smallmotors.

Source: Research and adopt alternative energysources consistent with local surroundings, suchas hydroelectric, bio-fuel, solar, wind power, etc.Negotiate Green Energy contracts with utilities...

Material: Adopt a zero waste mentality, designprocesses to create no waste or scrap. Adopt azero defect mentality, most material defects

become waste... Take corrective action on qualityproblems as far upstream as possible to minimizewaste.

Marketing: Commit to taking back your prod-ucts at the end of their lives. Rent only the servicecomponent of your products, e.g. warmth andlight not electricity. Be conscious of the extentand strategy of external communications to avoidgreenwash.

Purchasing:Work with Suppliers: Share your corporate

purchasing policy with all suppliers. Press suppli-ers to follow and document sustainable practices,and favor those that do. Press suppliers to takeback packaging or not deliver it with the product.Buy services not products... Include the waste andembodied energy used to produce raw materialspurchased from suppliers in your environmentalfootprint analysis.

Buy Sustainably: Establish a “BuySustainably” policy stating the corporate goals onspecific items when possible. Circulate a list ofrecycled or environmentally friendly products topurchasing staff. Set out clear guidelines to fol-low. Support training for purchasing agents tounderstand the issues ... Share surpluses withother offices by publishing a regular list.

PLACE:Facility:Design: Increase insulation in walls and doors.

Design HVAC and utility systems for maximumlong-term flexibility and efficiency, e.g. underfloor delivery, personal control. Maximize use ofnatural ventilation, heating and cooling. Give pri-ority to pedestrians, mass transit and cyclistsinstead of automobile drivers. Design with thenatural flows of the site in mind...

Energy: Conduct an energy audit.... Replaceold boilers with new high efficiency units. Installproperly sized variable speed motors/fans. Installheat exchangers on building exhaust ducts.Preheat boiler feedwater with waste heat...Regularly maintain all HVAC systems... Planttrees to shade eastern and western windows andair conditioners.

Lighting: Redesign lighting to fit workprocesses... Maximize use of natural day lighting.

Water: Reuse water whenever possible...Develop closed loops... Conduct water useaudits...

Office:Paper: Use a recycled paper ... Scrutinize dis-

tribution lists... Maximize use of bulletin boards.[Make] double sided coping is the norm. Route


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magazines instead of getting separate copies...Communicate via e-mail when possible and don’tprint your e-mail messages...

Electronics: Purchase only energy saving elec-tronic equipment... Lease the service of high-endelectronics instead of buying them... Buy copiers,printers and fax machines that have or use refur-bished parts and toner cartridges.

Maintenance: Invest in high quality mainte-nance to extend the life and maximize the effi-ciency of systems. Use only nontoxic cleaningcompounds. Maximize use of all-purpose cleanersto reduce the number of chemicals used and tominimize potential danger of mixing. Buy clean-ers in concentrated form that can be mixed at dif-ferent strengths for different purposes, reducepackaging and transportation... Provide conven-ient and easy to understand recycling centers forcommon waste products...

Landscape: Leave as much habitat and vegeta-tion as possible undisturbed by construction...promote biological diversity. Design to minimizeimpact on local environment. Compost organicmatter. Mulch lawn clippings...

Transportation:Product: ... Favor locally produced products...

Locate facilities to minimize shipping distances tomajor market centers.

People: Offset employee air travel with treeplanting through organizations such as ‘Trees forTravel(tm).’Reduce number of trips by consoli-dating business or through better planning. Buyalternative fuel vehicles. Allow employees totelecommute or work alternative hours. Offerrebates to employees who use alternative trans-portation.... Offer public transportation passes....Encourage video conferencing.49

BASIC PUBLICATIONS AND INTERNETRESOURCES

PUBLICATIONS

The Hannover Principles, Design forSustainability, 1992, William McDonough,h t t p : / / w w w. v i rg i n i a . e d u / ~ a r c h / p u b / h a n n o v e r _ l i s t . h t m l

Natural Capitalism: Creating The NextIndustrial Revolution, Paul Hawken, AmoryLovins, & L. Hunter Lovins, 1999) Little Brown& Company; ISBN: 0316353167, http://www.nat-uralcapitalism.org/sitepages/pid5.asp

LEED(tm) “Leadership in Energy andEnvironmental Design” Green Building RatingSystem, January 1999, U.S. Green BuildingCouncil, h t t p : / / w w w. u s g b c . o rg / r e s o u r c e / i n d e x . h t m

Our Ecological Footprint; Reducing HumanImpact on the Earth, 1995, Mathis Wackernageland William Rees, Illustrated by Phil Testemale,New Society Publishers, Philadelphia, PA.

Greening Federal Facilities: An Energy,Environmental, and Economic Resource Guidefor Federal Facility Managers, 1997, prepared byGreening America, Sustainable Systems, Inc. andthe U.S. Department of Energy,http://www.eren.doe.gov/femp/greenfed/

The Integrated Workplace: A ComprehensiveApproach to Developing Workspace, GSA Officeof Governmentwide Policy, Office of RealProperty, May 1999,http://policyworks.gov/org/main/mp/library/poli-cydocs/Completeiwrpt.pdf

Executive Order 13123, “Greening theGovernment Through Efficient EnergyManagement,” June 3, 1999.http://www.pub.whitehouse.gov/uri-res/I2R?urn:pdi://oma.eop.gov.us/1999/6/4/6.text.1

Photo courtesy of NAVFAC


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THE COMMONWEALTH OF AUSTRALIA’SDEPARTMENT OF FINANCE & ADMINISTRATION

(DOFA)In 1998, DOFA became the champion of

Ecologically Sustainable Development (ESD) inthe Commonwealth. DOFA’s environmental goalsare similar to ours, namely to improve energyefficiency, both in its own operations and in thecommunity as a whole, reduce the environmentalimpacts arising from government operations, andreduce the financial impacts of government oper-ations.

Through ESD, DOFA has made the FederalParliament Building a national energy efficiencyicon, reducing energy consumption and eliminat-ing waste; and located the Royal Australian Mint,Environment Australia and the AustralianGreenhouse Offices in renovated buildings thatdramatically reduced energy consumption, incor-porating many energy efficiency and waste mini-mization features.

DOFA has encountered barriers to the imple-mentation of ESD similar to those found here inthe U.S.; limited awareness among agencies andtheir suppliers and service providers, and the lackof organizational commitment due to the percep-tion that sustainability is outside of their coreasset and resource management functions. Inaddition, emphasis on short-term costs, to thedetriment of life-cycle performance, lack of deci-sion support tools and methodologies, and thelack of innovation by industry contribute furtherto the problem. Finally, inherent resistance tochange, in the way that construction and propertyindustries service the government has also slowedprogress.

A number of other agencies, includingAgriculture, Forestry and Fisheries Australia, andthe Australian Bureau of Statistics, are currentlydeveloping sustainability indicators. The depart-ment of Environment and Heritage has developedhundreds of measures for biodiversity, land, estu-aries and the sea, inland waters, community andlocal uses, atmosphere, human settlements, andnatural and cultural heritage.

CA S E ST U D I E SWEBSITES

Laws, Executive Orders, And Other OfficialDirectives: h t t p : / / w w w. e p a . g o v / e p a h o m e / r u l e s . h t m l,For the most complete listing, visit this U.S.Environmental Protection Agency website.

The Whole Building Design Guide WBDG),http://www.wbdg.org/, A comprehensive, Internet-based portal to a wide range of federal and pri-vate sector, building-related criteria and technolo-gy.

NIST Building for Environmental andEconomic Sustainability (BEES) Tool:http://www.bfrl.nist.gov/oae/bees.html, BEESmeasures and balances the environmental per-formance of building products, taking a life-cycleapproach to quantify and balance environmentaland economic performance. It follows the EPAEnvironmentally Preferable Purchasing (EPP)Program.

Key Elements of Sustainable Design:http://www.hok.com/sustainabledesign/,Hellmuth, Obata + Kassabaum, Inc., website withCase Studies, Materials Database, and aSustainable Design Newsletter.

Sustainability Resources:http://minerva.acc.virginia.edu/~sustain/, The University ofVirginia’s Institute for Sustainable Design websitehas a comprehensive listing of resources.

World Business Council for SustainableDevelopment: http://www.wbcsd.ch/, A coalitionof 125 international companies, aims to developcloser cooperation among business, governmentand organizations concerned with the environ-ment. The website describes programs and con-cepts that link a better environment to the princi-ples of economic growth.


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ABERDEEN PROVING GROUND (APG),ABERDEEN, MD - GETTING THE GREEN SEAL

OF APPROVAL

The Aberdeen Proving Ground (APG) is a U.S. Army research and testing facility inAberdeen, Maryland that occupies more than72,500 acres and is comprised of 2,200 buildingshousing more than 14 million square feet of floorspace. It has been used for military ordnancemateriel and chemical weapons design, researchand testing since 1917.

Working with Green Seal, a nonprofit organi-zation that sets environmental standards for man-ufactured products, APG reviewed the ingredientsof over 2,200 paints used at the facility for envi-ronmentally damaging contents such as heavymetals, dangerous chemicals, and volatile organiccompounds. Of the 2,200 paints from 13 manu-facturers, 71 were identified as being the mostenvironmentally friendly, as well as costing lessthan the more unacceptable paints. Because of thereview, maintenance was not only made moreenvironmentally sound, but also simpler sincethere are fewer types of paints to stock and track.

The benefits of this program were immediate.The Army was able to reduce the average cost ofpaint by $1.76 per gallon, providing ongoing sav-ings for every job. Indoor air quality has beenimproved, and environmental damage, such asrelease of VOC’s, has been reduced. Since theyhave identified the most environmentally prefer-able paints, APG is now able to restrict its pur-chases to these products and has added its envi-ronmental standards to purchase orders for allfuture paints and painting.50

INGLEWOOD CENTER, LARGO, MD - SMART

THINKING AND PRACTICAL SOLUTIONS

Inglewood Center consists of two PrinceGeorges County Government office buildings thatexhibited high rates of employee complaints andabsenteeism. Efforts to improve the situationincluded improvements to the building’s indoorair quality through a “Green HousekeepingProgram” that changed the type of cleaning prod-ucts used, and provided training for the janitorialstaff on how to use the new products better toclean more effectively. HVAC systems were alsocleaned and balanced as part of the on-goingscheduled maintenance program. A second phasehas been budgeted to make improvements to theventilation systems for copier centers, kitch-enettes, and janitors closets.

The first phase of the program, using lesstoxic cleaning elements in the proper manner, hasprovided significant improvements in indoor airquality, at little or no cost, by simply changingbehavior, work processes, and operation andmaintenance procedures. Employee air qualitycomplaints and absenteeism have been reduced.Besides reducing harmful environmental effects,the program has also improved the labor/manage-ment relationship at the facility. Employees havetaken renewed interest in activities within thefacility and now display more “ownership” of thebuilding. The program was so successful that theCounty tried a pilot program in the publicschools, with similarly positive results. 51

Logo courtesy of Green Seal


24

901 CHERRY, OFFICES FOR GAP INC.,SUNNYVALE, CA - REFLECTING THE

COMPANY’S VALUES

Modeled from the ground up to reflect Gap’svalues, style, and sensibilities, this office complexwas designed by William McDonough + Partnersand Gensler specifically to promote employeewell-being. One of the two most energy efficientoffice buildings in Northern California, 901Cherry goes beyond eco-efficiency, to eco-effec-tiveness, through features like an under-floor airsystem that can provide 100% outside air, workstations located within 30 feet of an operable win-dow or landscaped atrium, and visual and physi-cal connections to the outdoors. The building’sinnovative roof, covered by native grasses andwildflowers, provides thermal and acoustic insu-lation while protecting the underlying structure.Gap estimates that the paybacks for energy con-serving features like the roof, daylighting, and theunderfloor cooling system, alone; will be fromfour to eight years.

The environment isn’t the only benefactor ofthe building’s revolutionary design. The Gapexpects a happier and more productive corporatecommunity with open workspace and a full-serv-ice fitness center (including a swimming pool).One of the few remaining oak groves in the areawas preserved as the centerpiece of an open-aircourtyard. The building also features computer-activated lamps that gradually replace fading lightin the early evening and an air conditioning sys-tem that stores cool night-time air beneath con-crete floor slabs to be released during the day.Workspaces are designed to respond to a fast-moving company. Work settings are flexible andthe underfloor cabling and air system cheaply andquickly accommodate layout changes. Theseamenities have already proved a significant assetin recruiting and retaining employees in a highlycompetitive job market. The 901 Cherry OfficeBuilding received a 1998 BusinessWeek/Architectural Record Award recognizing itsdesign achievement in responding inventively toGap’s business goals.52

CITY OF SAN DIEGO DEPARTMENT OF

ENVIRONMENTAL SERVICES, SAN DIEGO, CA -“GREEN AND WITHIN BUDGET”

The City of San Diego’s EnvironmentalServices Department now occupies a “GreenBuilding” that simultaneously reduces energyconsumption and pollution and increases workerproductivity. “Ridgehaven,” the three-story,73,000 square foot building, was renovated incooperation with San Diego Gas & Electric, TheElectric Power Research Institute, and PublicTechnology, Inc.

The project shows the capacity to develop agreen building on a limited budget. One exampleof the merging of environmental concerns withbudgetary issues was in the selection of carpeting.To ensure low VOC emissions and high-recycledcontent, the City leased the carpet under an “ever-green lease,” and made it an operational ratherthan a construction cost. Under the lease, the car-pet manufacturer will rotate, maintain and replacethe tiles. Existing doors, wall panels and hard-ware were reused, and recycled content materials,such as counter tops and lavatory doors made ofrecycled plastic were specified.

Other benefits include a 67 percent reductionin energy consumption; a 42 percent drop inwater use, and improved indoor air quality that,based on other studies, should increase workerproductivity. Payback for the energy efficientproducts used at Ridgehaven is less than four years.53

Photo c ourtesy of The City of San Diego's Ridgehaven Green Building Demonstration Project


25

BARNEY MEMORIAL HALL, DENISON

UNIVERSITY, GRANVILLE, OH - ENVIRONMENTAL PRINCIPLES PUT

INTO PRACTICE

This project shows that renovating and reusingan existing historic facility can take advantage of anolder building’s affinity for the surrounding environ-ment and the energy embedded in the original con-struction. The sustainable design process used inte-grated planning, design, and construction strategiesto achieve notable results.

By using an existing facility, resource consump-tion can be minimized. No new land was cleared fordevelopment, and many of the original building fea-tures, such as windows, hardwood floors, fixtures,and furniture, were restored for reuse. The universi-ty collaborated with manufacturers and distributorsof environmentally innovative products. Permanentdisplays were installed throughout the building anda web page was established.

Demolition and construction waste from the ren-ovation project was recycled and reused as much aspossible. Radiators, windows, ceiling tiles, insula-tion, wallboard, and computers were taken to recy-cling centers; and the original wood floors, doors,cabinets, shelves, slate blackboards, and floor tileswere reused. Recycled-content products were speci-fied for the project, including wallboard, carpet,ceiling and floor tiles, furniture, and insulation.Special consideration was given to the materialsused in carpet, plywood, furniture, paints, finishes,and adhesives to eliminate off-gassing. In addition,use of all cleaners and office products containingtoxic substances was restricted.

The existing transoms, skylights, and large win-dows, now fitted with new light shelves, providedopportunities for using daylight to reduce artificiallighting loads. The artificial lighting uses continuousdimming circuits, occupancy sensors, and ultra-eff i-cient fluorescent lights with electronic ballasts tomake it more energy efficient. Provision has beenmade for future photovoltaic solar panel systems.New high-efficiency natural gas boilers reduce fossilfuel consumption and pollution associated with thei n e fficient, coal-fired central heating plant.5 4

BUILDING 33 COMPLEX, WASHINGTON NAVY

YARD, WASHINGTON DC - HISTORIC BUILDING

REUSE

The Building 33 complex houses the newheadquarters for the Naval Facilities EngineeringCommand (NAVFAC) and the Office of the JudgeAdvocate General and the Naval Legal ServicesCommand (OJAG/NLSC), which moved fromleased space in Alexandria, Virginia. In the firstmajor move of two headquarters commands intothe Washington Navy Yard, about 400 peoplefrom NAVFAC and 130 from OJAG/NLSCmoved to the Yard. The Sherman R. SmootCompany of Columbus, Ohio constructed the $21million project; and the architectural firm ofEwing Cole Cherry Brott of Philadelphia, Pa,developed programming and preliminary designs.

Dating from 1855, building 33 was originallyused by the Navy as a manufacturing shop. In1965, the building was converted to a supplywarehouse. To preserve the historic building’sappearance, a building-within-a-building was cre-ated, and the exterior facade restored. The reno-vated complex has 156,000 square feet of modernoffice space in keeping with the Navy Yard’s cen-tury old practice of adaptive reuse.

The green features of Building 33 include theuse of triple glazing to reduce heat transmission,the use of indirect/direct pendant light fixtures tocreate a pleasant, glare-free work environment;reduced chiller tonnage and the use of high-effi-ciency, variable speed motors on all equipment tolower energy consumption. The design incorpo-rates recycled materials, natural lighting fromskylights, automatically controlled dimmers, andlow water consuming fixtures.55

Photo courtesy of Dennison University, Todd Gys - Photographer Photo courtesy of NAVFAC


26

FEDERAL RESERVE BANK OF MINNEAPOLIS,MINNEAPOLIS, MN - BUILDING FOR NOW,

AND THE FUTURE

The new Minneapolis Federal Reserve Bankwas constructed with long-term asset value inmind. Designed by HOK, and completed in 1998,the 618,000 SF structure minimizes its impact onthe environment by emphasizing energy conser-vation, low maintenance landscaping, water con-servation, indoor air quality, environmentallypreferable materials selection, and constructionwaste recycling.

An extremely tight exterior envelope wascombined with increased natural lighting. Themajority of the windows are triple-glazed, withtwo low-E films and argon gas fill. Lighting fix-tures are high efficiency, many with occupancysensors. The facility has a connected load of 0.85watts/SF and 0.65 watts/SF of projected actuallighting load, 74 percent lower than the ASHRAE90.1 target of 2.5 watts/SF maximum. Estimatednet annual energy consumption is less than45,000 BTUs per square foot.

Project materials were selected based onsource sustainability, the amount of embodiedenergy in the material, the recycled content of theproduct, its ability to be recycled, and its effecton indoor air quality. This resulted in use of mate-rials with enhanced durability, low maintenanceand from predominantly local sources. Exteriormaterials include stone quarried less than 100miles from the site and local brick. Interior mate-rials include low-VOC paints and adhesives,formaldehyde-free wood products, and many withhigh-recycled content. All wood used in thebuilding is from certified sustainable sources.

About 70 of the construction waste materialswere separated and recycled with a decrease inconstruction costs. A salvage yard was created formaterials that could be reused and not just recy-cled, such as waste wood from formwork.56

SC JOHNSON FACILITY, RACINE, WI - A SUSTAINABLE VISION THAT SUPPORTS

THE ORGANIZATION

The new SC Johnson facility was designed to meetthe company’s organizational needs, while setting anew standard for environmentally responsible building.The design team integrated sustainability in the projectby establishing environmental objectives at the outset.At about $130/SF for the building, the facility cost 10-15 percent less than the U.S. average for traditionaloffice and lab buildings.

A low-maintenance site design incorporated amajor regional drainage system, discovered beneaththe site, using constructed ponds and wetlands to cleancontaminated upstream runoff before release. Nativeand drought tolerant plants, such as prairie grass andwild flowers, were restored to the site, saving SCJohnson as much as $2,000 per acre in annual mainte-nance costs.

During construction, 86 tons of material waste,including metal, glass, wood, cardboard, concrete, anddrywall, were recycled. Material suppliers were alsorequired to take back pallets and packaging, and theymade scrap wood available for use by local residents.

Maximizing daylight was the most important influ-ence on the building’s shape. A floor-to-floor height of17 feet was required to accommodate laboratory pip-ing and ductwork, permitting the use of 14-foot highceilings in the office areas. On the southern side of thebuilding, large windows with light shelves draw natu-ral light into office floors, which are also lit from thecentral atrium skylight.

The building’s raised floor is a “charged plenum”that supplies air to each workstation through a JohnsonControls “Personal Environmental Module,” allowingeach person to individually control heating and coolingat his or her workstation. Occupancy sensors shut thesystem off when the individual leaves the space.Considerable first cost savings were realized, since thesystem reduced the HVAC capacity requirements andrequired less ductwork.

Energy usage is 60 percent below the average forsimilar buildings, even less than the projected grossannual energy consumption of 73,000 BTU/SF. Thisreduced energy consumption will save SC Johnsonnearly $100,000 per year. 57

Photo courtesy of HOK Architects, Edward Purcell - PhotographerPhoto courtesy of HOK Architects, DonWong- Photographer


27

FOOTNOTES1 Executive Order 13123, “Greening the GovernmentThrough Efficient Energy Management,” June 3, 1999.

2 Pursuant to EO 13123, Sec. 40 3 (d) SustainableBuilding Design. DOD and GSA(PBS), in consulta-tion with DOE and EPA, developed sustainable designprinciples.

3 Theodore Roosevelt, “The New Nationalism”Speech, Osawatomie, Kansas, August 31, 1910. Fromwebsite,http://civnet.org/resoures/teach/basic/part5/31.htm,January 19, 2000.

4 William McDonough, The Hannover Principles:Design for Sustainability, 5th Ed., 1992,http://www.virginia.edu/~arch/pub/hannover_list.html,January 19, 2000, p.8.

5 William McDonough and Michael Braungart, “ TheNEXT Industrial Revolution,” The Atlantic Monthly,October 1998.

6 See WBCSD website for case studies and discussion,http://www.wbcsd.ch/eedata/eecshome.htm, March 20,2000.

7 William McDonough and Michael Braungart, “ TheNEXT Industrial Revolution.”

8 United Nations’ World Commission on Environmentand Development, the “Brundtland Commission,”1983.

9 William McDonough, The Hannover Principles, pp.8-9.

10 From the Whole Building Design Guide,http://www.wbdg.org/sustainability/index.htm, March1, 2000.

11 Sustainable Planning, A Multi-Service Assessment,Feasibility Study for Implementing SustainableDevelopment Concepts and Principles into the Army,Navy, Air Force and Marine Corps Land and FacilitiesPlanning Processes and Programs, 1999, p. 21.

12 Ibid. p. 46.

13 National Park Service website,http://www.nps.gov/dsc/dsgncnstr/gpsd/ch1.html,January 19, 2000.

14 Environmental Protection Agency, Office ofPollution Prevention and Toxics, website,http://www.epa.gov/opperspd/epp/7gp.html, January19, 2000.

15 World Business Council for SustainableDevelopment website, Definitions,http://194.209.71.99/aboutdfn.htm#ps , January 19,2000.

16 Adrian Bejan and J. A. Jones, “A Cure For SickBuildings,” The Cornell Theory Center,http://www.tc.cornell.edu/er/sci93/dis04sickb/dis04sickb.html, January 19, 2000.

17 Adrian Bejan and J. A. Jones, “A Cure for SickBuildings.” January 19, 2000.

18 Reproduced from the Special Advertising Section,“The Next Bottom Line” appearing in the May 3, 1999issue of Business Week by special permission, copy-right©by the McGraw-Hill Special AdvertisingSection.

19 From the 1997 Interface Sustainability Report, quot-ed in Natural Capitalism: Creating The Next IndustrialRevolution, Paul Hawken, Amory Lovins, & L. HunterLovins, 1999) Little Brown & Company; ISBN:0316353167,http://www.naturalcapitalism.org/sitepages/pid5.asp.page 169

20 Mathis Wackernagel and William Rees, OurEcological Footprint; Reducing Human Impact on theEarth, (Gabriola Island, BC. New Society Publishers,1996) p. 89.

21 William Clay Ford, Jr., “What’s in a Name?”Green@work Magazine, January/February 2000, pp.17, 22.

22 Hawken et al, Natural Capitalism. pp. 86-87

23 William McDonough, Keynote Address To TheGarden Club Of America, Annual Meeting,Williamsburg, VA, April 28, 1998,http://minerva.acc.virginia.edu/~sustain/. Used withpermission.

24 Hawken et al, Natural Capitalism. P. 135

25 William McDonough, “Design, Ecology, Ethics andthe Making of Things: A Centennial Sermon,” deliv-ered at The Cathedral of St. John the Divine in NewYork City, February 7, 1993, http://minerva.acc.vir-ginia.edu/~sustain/. Used with permission.

26 The Integrated Workplace: A ComprehensiveApproach to Developing Workspace, May 1999, GSAOffice of Governmentwide Policy, Office of RealProperty,http://policyworks.gov/org/main/mp/library/policy-docs/agiwp.htm.

27 Heerwagen, Judith H., “Design, Productivity andWell Being: What are the Links?” Battelle/PacificNorthwest National Laboratory, Seattle, Washington.Paper presented at the American Institute of ArchitectsConference on Highly Effective Facilities, Cincinnati,Ohio, March 1998.

28 Guidelines for Creating High-Performance GreenBuildings, 1999, Commonwealth of Pennsylvania,Pennsylvania Department of Environmental Protection,p. D17.

29 Paul Hawken et al, Natural Capitalism, pp. 86-87

30 Bill O’Dell, AIA, HOK Architects, “A SustainableDesign Process”, EnvironDesign3 Conference,Baltimore, MD, April 29 - May 1, 1999.

31 See http://www. u s g b c . o rg/aboutus/index.htm, for a listingof USGBC members, including designers, orh t t p : / / w w w.aiaaccess.com/, the A I A architect finder website.


28

32 Adapted from the HOK Website,http://www.hok.com/sustainabledesign/, January 19,2000.

33 PLETSUS: Practices Leading Toward Sustainability,Adapted from Interface website:http://216.1.140.49/us/company/sustainability/pletsus.asp). See Ideas/Case Studies.

34 Andrew L. Ullman and James A. Fava, “SustainableDevelopment Makes Good Business Sense,” 1995,Roy F. Weston, Inc., website article, h t t p : / / r f w e s t o n . c o m/ p u b l i c a t i o n s / S D A r c h i v e / w e l c o m e . h t m,[email protected].

35 Charles Fenyves, “An A-List Of Native Trees ForLandscaping “ The Washington Post, Thursday,October 28, 1999; Page T21. “Trees That Survive TheDriest Seasons,” The Washington Post, Thursday,September 9, 1999, Page T21.

36 NEPA’s Forty Most Asked Questions, NationalEnvironmental Protection Act (NEPA), EnvironmentalResource Library (ERL),http://ceq.eh.doe.gov/nepa/regs/40/20-29.HTM#20,January 19, 2000.

37 Stephan Schmidheiny. Changing Course: A GlobalBusiness Perspective on Development and theEnvironment. Quoted on p.82, The MIT Press:Cambridge, Massachusetts, 1992.

38 Sustainable Planning, A Multi-Service Assessment,Feasibility Study for Implementing SustainableDevelopment Concepts and Principles into the Army,Navy, Air Force and Marine Corps Land and FacilitiesPlanning Processes and Programs, 1999, p. 80.

39 Executive Order 13123, June 19, 1999.

40 Naval Facilities Engineering Command PlanningAnd Design Policy Statement - 98-03, Procurement OfSustainable Facilities And Infrastructure ThroughArchitect-Engineer (A-E) And Related Contracts, 18June 1998.

41 Mark Hughes presentation at the Fourth AnnualUSGBC Federal Government Summit, WashingtonDC, March 30, 2000.

42 PBS Heartland Region, December 16, 1999,http://www.gsa.gov/planetgsa/heartlandbuildgreen-plan.html.

43 U.S. Green Building Council, LEED (tm),“Leadership in Energy and Environmental Design”Green Building Rating System, 1999, [email protected].

44 Ans Kolk, “Green Reporting,” Harvard BusinessReview, 1/1/00, pp. 15-16.

45 Matthew Goldman, PE, Roy F. Weston, Inc.,“Integrating Environmental Management Into BusinessFunctions,” A&WMA Conference, June 1999.

46 Jon Pepper, “Environmental architect to lead Rougemakeover: Goal: Plant in tune with nature, profit,” TheDetroit News, October 12, 1999.

47 William McDonough, The Hannover Principles:Design for Sustainability, 5th Ed., 1992,http://www.virginia.edu/~arch/pub/hannover_list.html,January 19, 2000, p.8.

48 Natural Capitalism: Creating The Next IndustrialRevolution, Paul Hawken, Amory Lovins, & L. HunterLovins, 1999) Little Brown & Company, ISBN:0316353167,http://www.naturalcapitalism.org/sitepages/pid5.asp.

49 PLETSUS: Practices Leading Toward Sustainability,Adapted from Interface website:http://216.1.140.49/us/company/sustainability/pletsus.asp).

50 Robert Solyan, Editor, Environmentally PreferablePaints Minimize Harm, Maximize Savings: AnAberdeen Proving Ground Study, April 1999, PollutionPrevention Program Manager, Directorate of Safety,Health and Environment, Building 4603, 3 Floor, WingB, Aberdeen Proving Ground, MD 21005-5001,http://www.greenseal.org/paint-pdf.htm, March 9,2000.

51 C. Denise Bowles, Occupational Safety and HealthEngineer, American Federation of State, County andMunicipal Employees International (AFSCME) pres-entation at the National Town Meeting for aSustainable America Detroit, Michigan and PointsAcross America, May 2-5, 1999.

52 The 1998 Business Week/ Architectural RecordAward, http://www.e-architect.com/media/business_week/1998/gap.asp

53 Information provided by City of San DiegoEnvironmental Services Department websitehttp://www.ci.san-diego.ca.us/environmental-services/ridgehaven.shtml March 10, 2000.

54 “Denison University, Barney Green Renovation,Granville, Ohio (Project Status: Fall 1999). NationalWildlife Federation Website,http://www.nwf.org/nwf/campus/yearbooks/yb99/yrbkdenison.htm, January 19, 2000.

55 “NAVFAC’s New Home, Building 33 in theWashington Navy Yard,” December 1998, NavalFacilities Engineering Command, Washington, DC.

56 Federal Reserve Bank of Minneapolis Headquartersand Operations Center, from the HOK Website,http://www.hok.com/sustainabledesign/casestudies/frb.html, January 19, 2000.

57 SC Johnson Headquarters, from the HOK Website,http://www.hok.com/sustainabledesign/casestudies/frb.html, January 3, 2000.

U.S. General Services AdministrationGSA Office of Governmentwide PolicyOffice of Real Property1800 F Street NW, Washington, DC(202) 501-0856

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