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Sustainability Guidelines 2016 Edition

7926 Jones Branch Drive, Suite 800 McLean, VA USA 22102-3303 www.cmaanet.org

The authors have worked to ensure that all information in this book is accurate at the time of publication and consistent with standards of good practice in the construction management industry. As research and practice advance, standards may change. For this reason, it is recommended that readers evaluate the applicability of recommendations in light of particular situations and changing standards.

CMAA: Construction Management Association of America 7926 Jones Branch Drive, Suite 800, McLean, VA 22102 Phone: 703.356.2622 Email: [email protected] ...promoting the profession of Construction Management and the use of qualified Construction Managers on capital projects and programs.

ISBN: 978-0-9715612-2-6

Copyright ©2016 Construction Management Association of America. All rights reserved. No part of this publication may be reproduced or distributed in any form or by any means, or stored in a database of retrieval system, except as permitted by Sections 107 or 108 of the 1976 United States Copyright Act, without the prior written permission of the publisher.

Printed in the United States of America

Previous edition: 2010

CMAA 2016 Sustainability Guidelines | i

Table of Contents

Table of Contents............................................................................................................ i

Acknowledgements ........................................................................................................ v

Preface .......................................................................................................................... vii

Chapter 1: Introduction .............................................................................................. 1

1.1 Sustainability Objectives ........................................................................................................... 2

1.2 Project Management .................................................................................................................. 3

1.3 Cost Management ...................................................................................................................... 5

1.4 Time Management ..................................................................................................................... 6

1.5 Quality Management ................................................................................................................. 7

1.6 Contract Administration ........................................................................................................... 9

1.7 Professional Practice ............................................................................................................... 10

1.8 Safety .......................................................................................................................................... 12

1.9 Risk Management ..................................................................................................................... 13

1.10 Building Information Modeling ............................................................................................. 14

Chapter 2: Energy Efficiency, Energy Conservation, and Renewable Energy ....... 17

2.1 Energy Efficiency..................................................................................................................... 17

2.2 Energy Conservation ............................................................................................................... 17

2.3 Energy Use Intensity ............................................................................................................... 18

2.4 Building Energy Management System/Building Management System/Building Automation System ................................................................................................................. 20

2.5 Energy Modeling ...................................................................................................................... 21

2.6 Energy Efficiency Assessments ............................................................................................. 22

2.7 Lighting ..................................................................................................................................... 23

2.8 Heating, Ventilation, and Air Conditioning ......................................................................... 24

2.9 Energy Building Terminology ................................................................................................ 25

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2.10 Source Energy .......................................................................................................................... 26

2.11 Alternative Fuels ...................................................................................................................... 27

2.12 Building Envelope ................................................................................................................... 27

2.13 Renewable Energy ................................................................................................................... 28

2.14 Financial Considerations and Funding Sources for both Energy Efficiency and Renewable Energy ................................................................................................................... 30

Chapter 3: Climate Adaptation and Resilience Planning ........................................ 33

3.1 Planning ..................................................................................................................................... 33

3.2 Risk Assessment Needs .......................................................................................................... 35

3.3 Development of Climate Adaptation Strategies .................................................................. 36

3.4 Low Impact Development Design and Construction ........................................................ 40

Chapter 4: Pre-Design Phase ................................................................................... 41

4.1 Sustainability Plan: Establish Owner Sustainability Goals, Objectives, and Requirements ............................................................................................................................ 41

4.2 Project Delivery Strategies ...................................................................................................... 45

4.3 Project Implementation Tools ............................................................................................... 48

Chapter 5: Design Phase .......................................................................................... 55

5.1 Design to Principle .................................................................................................................. 55

5.2 Design Benchmarks ................................................................................................................. 56

5.3 Sustainability Rating Systems ................................................................................................. 56

5.4 Design Management and Administration............................................................................. 57

5.5 Design Reviews ........................................................................................................................ 60

5.6 Cost Control ............................................................................................................................. 61

5.7 Commissioning ......................................................................................................................... 64

5.8 Sustainability Certification System Measurement ............................................................... 64

Chapter 6: Procurement Phase ................................................................................. 67

6.1 Procurement Planning ............................................................................................................. 67

6.2 Contract Award ........................................................................................................................ 70

6.3 Pre-Construction Conference/Scope Review Meeting ...................................................... 70

Chapter 7: Construction Phase ................................................................................. 71

7.1 Construction Management Plan ............................................................................................ 71

7.2 Pre-Construction Conference ................................................................................................ 73

CMAA 2016 Sustainability Guidelines | iii

7.3 Construction Planning and Scheduling ................................................................................ 74

7.4 Construction Management and Administration .................................................................. 75

Chapter 8: Post-Construction Phase ........................................................................ 83

8.1 Post-Construction Checklist .................................................................................................. 83

8.2 Commissioning ......................................................................................................................... 83

8.3 Asset/Facilities Management—Lifecycle Monitoring ........................................................ 85

8.4 Operation & Maintenance/Owner’s Maintenance vs. Warranty Call-Back .................... 85

8.5 Deconstruction ......................................................................................................................... 86

8.6 Measurement and Verification ............................................................................................... 86

8.7 Energy Model Recalibration ................................................................................................... 87

8.8 Post Occupancy Evaluation ................................................................................................... 87

8.9 Ongoing Operation of a Sustainable Building ..................................................................... 88

Glossary ........................................................................................................................ 89

References .................................................................................................................... 99

Index ........................................................................................................................... 105

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CMAA 2016 Sustainability Guidelines | v

Acknowledgements

Current Edition: Deeta Bernstein, LEED AP BD+C, Cotter Consulting, Inc.

Randy Britt, LEED AP, Parsons

Joyce Dawson, CCM, LEED AP, Anne Arundel Community College

Lonnie Coplen, LEED AP BD+C, ARC Alternative and Renewable Construction

Lourdes Gonzalez, AIA, LEED AP BD+C, ND, Primera

Don Green, CCM, CCP, LEED AP, Heery International, Inc.

Manish Kalantri, AIA, CCM, CEM, CPMP, LEEDAP New York City Housing Authority

Judith Kunoff, FAIA, LEED AP, FCMAA

Don Laford, CCM, AECOM

Get Moy, PE, LEED AP, PMP, AECOM

Kathleen Neff, LEED AP, Schneider Electric

Walt Norko, PE, CCM, CMAA

Shannon O’Connell, PE, LEED AP, Parsons

Jim Ogden, LEED Fellow, 3QC

Laurie Schoeman, LEED AP BD+C, Enterprise Community Partners, Inc.

Vanessa Wendling, SunEdison

Douglas Wrenn, CCM, QCxP, MBP, Inc.

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Prior Edition: Lonnie Coplen, LEED AP, Jacobs Engineering

Jennifer Creighton, LEED AP, McKinstry | Energy & Facility Solutions

Joyce Dawson, CCM, LEED AP, Anne Arundel Community College

Juan Giron, PE, LEED, City of Phoenix

Lourdes Gonzalez, AIA, LEED AP, Primera

Don Green, CCM, CCP, LEED AP, Heery International, Inc.

Judith Kunoff, AIA, CCM, LEED AP, MTA NYCT

Don Laford, PE, CCM, URS Corporation

Christopher Magent, PhD, LEED AP, Alexander Building Construction

Mickey Rosenblum, CCM, SES Construction and Fuel Services LLC

Ron Whisker, CCM, LEED AP

CMAA 2016 Sustainability Guidelines | vii

Preface

The updated 2016 Sustainability Guidelines is intended to supplement the sustainability chapter of CMAA’s Construction Management Standards of Practice. It provides practical guidance in sustainability to construction managers in conducting their responsibilities from project conception through to post occupancy activities.

In the context of this document, the Brundtland Commission definition of sustainability developed in 1983 is most appropriate because of its direct applicability to sustainable development:

Sustainable development is development that meets the needs of the present without compromising the ability of future generations to meet their own needs.

The most common core concepts of sustainability in construction are utility usage efficiency, resource and waste management, sustainable site development, stormwater management, high performance building design and construction, maintenance and operation to sustainable standards, and indoor air quality for healthy buildings and infrastructure.

Sustainability is evolving dramatically as a practice, progressing from sustainable building certifications to sustainable infrastructure certifications for transportation, water utilities, and remediation projects, and has transformed from a largely voluntary adoptive practice to one that has become a core value and an essential component for most large private and public sector owners who want to incorporate the economic, social, and environmental aspects of their project to improve the “triple bottom line.” Many owners now require proof of sustainability qualifications and reporting as part of their procurement process, essentially making it a primary filter in the selection process.

These guidelines include new subject matter on energy, climate adaptation, and resiliency planning. New projects and programs require construction managers to keep current with the evolution of sustainability and how it may impact their clients, projects, and programs.

The 2016 Sustainability Guidelines reflect the most current changes in the sustainability practice and will be updated as needed to provide meaningful and practical guidance to construction managers.

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For the purposes of these Guidelines:

LEED®—an acronym for Leadership in Energy and Environmental Design™—is a registered trademark of the U.S. Green Building Council®.

Green Globes and the Green Building Initiative (GBI) are registered trademarks of the Green Building Initiative.

MasterFormat is a registered trademark of the Construction Specifications Institute (CSI) and Constrution Specifications Canada (CSC).

ENERGY STAR is a registered trademark of the US Environmental Protection Agency.

Envision is a registered trademark of the Institute for Sustainable Infrasstructure.

EcoLogo is a registered trademark of UL LLC.

BRE, BREGlobal, BREEAM, EcoHomes, Smartwaste, SmartLIFE, Envest, the GreenGuide, and Insight are all registered trademarks owned by either BRE or BREGlobal Ltd.

The Pearl Rating System is the green building rating system developed by the Abu Dhabi Urban Planning Council as part of their sustainable development initiative, Estidama.

CMAA 2016 Sustainability Guidelines | 1

Chapter 1: Introduction

The Sustainability Guidelines are intended is to provide the CM with guidance for implementing a sustainable, green, or high-performance project. The Sustainability Guidelines are designed in such a way as to avoid providing a prescriptive approach designed to yield a sustainable project; there are several sustainability certification systems, products, and approaches currently available to the CM for both buildings and infrastructure. The intent in offering these guidelines is to provide context, information, and resources that will enable the CM to successfully complete a sustainable project.

The first critical step in producing a sustainable project is owner adoption of sustainability as a guiding principle of design. Thereafter, consistent application of project and construction management practices, meticulous documentation, common sense, and mindful architectural and engineering design is likely to yield a sustainable project.

The Sustainability Guidelines provide for the integration of sustainability with other functions integral to the practice of construction management, and identify key sustainability measures and opportunities in each phase of the project lifecycle. To successfully implement a project with sustainability objectives or features, the practitioner must be cognizant of a CM’s key responsibilities with respect to the sustainability program:

1. As a professional, the CM is responsible for maintaining a current understanding of the changing regulatory environment, emerging best practices, and rapidly evolving technological improvements in energy and ecological high performance, monitoring, measurement and control technologies.

2. As the owner’s agent, the CM is responsible for educating the owner and the project team on the benefits, features, limitations and the implementation processes of a project’s sustainability features.

3. As the team leader, the CM is responsible for encouraging an environment of learning and exploration regarding the application of CM best practices for achieving sustainability on a project.

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4. As a CM-at-Risk, the CM is responsible for assembling a team of subcontractors and consultants who are aware of and committed to building a sustainable project that conforms to the commitment of the owner.

If a sustainable project is defined as a project that conserves natural resources, protects the natural environment, and provides economic benefits to the owner and the community and social benefits to the community, such as job creation and community service programs, then sustainability objectives are met with the successful implementation of CM best practices on a project that has sustainability as a guiding design principle.

1.1 Sustainability Objectives The primary objectives of sustainable design are to avoid resource depletion of energy, water, and raw materials; prevent environmental degradation throughout project construction and facility operation and lifecycle by producing designs and constructed environments that have high quality indoor air, use of natural lighting, with high efficiency HVAC, exterior shell, and lighting systems.

Thus, common features of a sustainable project include: • Water conservation and management systems,

• Energy conservation measures or features using both passive and active strategiesm,

• Renewable energy systems and applications,

• Sustainably derived materials,

• Waste minimization plans, and

• Systems designed to assure healthy indoor environments by minimizing contaminants during construction and operations.

Strategies to achieve sustainability objectives include:

• Optimization of site/existing structure potential,

• Optimization of energy use,

• Protection/conservation of water,

• Use of environmentally preferable products,

• Protection and enhancement of indoor air quality, and

• Optimization of operational and maintenance procedures.


Achieving the objectives of a sustainable project requires applying a process intended to yield a sustainable design, and the implementation of construction and assembly practices intended to yield a facility that has sustainability features.

1.2 Project Management Sustainability, like cost, schedule, quality, and safety, is a significant goal of project management. Key responsibilities of the successful CM with respect to sustainability should include the following:

• Understanding the owner’s requirements. A project with sustainability requirements may come with significant risk associated with new/emerging technologies or processes employed on the project. The CM must clearly understand boundaries and expectations in order to practice a policy of “no surprises.”

• Assist in the selection of appropriate designers and contractors. Projects with sustainability features will involve requirements that may be unique or new to designers, contractors, and consultants. The CM has a duty to assure that unique and distinctive project requirements are clearly identified and can thus be addressed or mitigated.

• Managing an interdisciplinary project team. CMs should be mindful that sustainable project requirements may add complexity through addition of team members, new/emerging features and technologies, and unfamiliar installation, testing, or verification processes.

• Coordinating the activities of stakeholders. Sustainability requirements introduce complexity, stressing the importance of clear and consistent communication.

The CM’s primary tools to meet scope, schedule, budget, and quality control objectives should be clearly articulated in the Project or Construction Management Plan and its component or subordinate elements. The following strategies for integrating sustainability requirements are suggested:

• The Sustainability Plan, which is unique to a project with sustainability goals and objectives, should clearly articulate project-specific sustainability goals, objectives, and requirements, roles and responsibilities, and key mechanisms for coordinating efforts and tracking progress on the deliverables and milestones


required to achieve goals and objectives and satisfy requirements. A Sustainability Plan is both a guidance document and the foundation for a reporting system. It should be as concise as possible.

• The Commissioning Plan is based on the owner’s project requirements and requires significant input from the owner. The Commissioning Plan outlines training, sustainability certifications and requirements, installation and functional testing requirements, and operational requirements that will impact the owner after turnover.

• The Quality Management Plan (QMP) should include sustainability metrics. These metrics should be both thoroughly embedded in the Quality Management Plan by integrating performance, testing and inspection requirements for sustainability features, and separately identified as requisite elements of the project’s sustainability program during construction so as to avert compromise by cost, schedule and scope control measures.

• The Construction Procurement Plan should identify the contractual relationships and responsibilities of consultants and contractors charged with tasks related to delivering a project with sustainability requirements.

• The Project Safety Plan: Projects with sustainability features or requirements may include installation of new or emerging technologies and equipment with which contractors, subcontractors, owners, and CMs may have limited experience. Special care must be taken to clearly identify construction sequencing, testing, and inspection processes in safe work plans.

• Contract administration procedures: While LEED or other sustainable design and construction requirements may be included in contract documents via reference, care should be taken to minimize coordination risks on the project’s cost, schedule, scope, and quality parameters by integrating sustainability requirements as much as possible in contract documents and project/program management procedures. Before inclusion or use on a project, standard documents should be reviewed and amended as required by legal counsel and insurance providers for project-specific application.

• The Project Management Plan should include procedures guiding the performance of tasks in design and construction that assure development and incorporation of the project’s sustainability features.

• Management Information Systems (MIS): A project’s MIS is the repository of project data and a project’s computer-based “tool-set.” Systems that may be considered part of a project’s sustainability features include energy modeling and Building Information Modeling, which can facilitate high performance modeling, move the incorporation of sustainability features up in


the design process, be used for LEED credit tracking, and support post-construction maintenance plans that optimize energy efficiency maintenance practices and capital replacement decisions. Project management procedures should clearly address update, input and output requirements and responsibilities, and interface requirements. Provisions should be made for appropriate technical support and supervision.

Taken as a whole, the guidelines and tools of the CM can be used to guide a project to successful implementation of sustainability requirements by a skilled and conscientious CM and team1.

1.3 Cost Management Some of the CM’s primary responsibilities are cost management and control. A successful CM achieves these goals by:

1. Developing a realistic, all-inclusive budget that meets the owner’s goals, restrictions, and limitations.

2. Managing project risks in a manner that yields the best value project within the project budget.

It is important to acknowledge the cost and risk profile of sustainability requirements and proactively apply cost management systems in a manner that protects and conserves the features they are designed to articulate.

Implementing an integrated design process may help reduce project costs associated with sustainable design when viewed as a separate set of “features.” Consider integrated design process as part of project management plan when an owner places high priority on sustainable design results, and the stakeholder team is receptive to working more closely together as opposed to working in silos.

The CM must work with the owner to establish sustainability goals and objectives, which will drive the design and engineering team’s design development and preparation of contract documents. Sustainability expectations must be identified and clearly articulated as soon as

1 CMAA Construction Management Standards of Practice; CMAA Project Management Guidelines


possible in the project’s lifecycle, so that accurate budget estimates can be established, and the work scope is efficiently developed. Expectations, costs, and outcomes must be communicated to stakeholders as early as possible on a project with sustainability objectives that involves new or emerging technologies or processes so that appropriate talent is anticipated and secured—and associated cost risks are evaluated and contingencies established.

For instance, if a project is to be registered with the USGBC as a LEED certified project, the risk of achieving the prescribed level of certification may be managed by selecting an experienced design team to develop the engineering process, a commissioning consultant to manage commissioning and quality processes, and a LEED consultant specifically to manage LEED paperwork and submissions. The costs of specialty equipment and installation should be estimated early, and market forces that may impact the project identified, and monitored with the objective of understanding alternative means to meet sustainability objectives within the project budget.

Sustainable projects may require early estimation and post-construction verification of project lifecycle costs, or application of lifecycle assessment (LCA) and alternatives analysis tools. The project team may include specialty consultants to conduct these studies. The CM should be well-versed in the principles and processes associated with these analyses.

The rapid development and evolution of emerging sustainability technologies may require that certain purchases of highly technical components be postponed so that the latest technology available is incorporated into the project. Adequate contingency for the owner, designer, and contractors must be established to allow for potential cost increases for such items.

Standard cost management systems and fundamental project management best practices combined with an elevated vigilance of the cost risks related to new technologies and processes will help a project team meet sustainability goals and objectives within budget expectations2.

1.4 Time Management The CM is responsible for maintaining a focus on time management throughout the course of a project. The time implications of sustainable project features must be quantified or

2 CMAA Construction Management Standards of Practice; CMAA Cost Management Guidelines


carefully approximated. As with any other element of construction, the requirements and impacts of a project’s sustainability features should be anticipated and monitored using standard scheduling tools so that the sustainability or high-performance features of a project are not knowingly sacrificed by failures in planning and management.

To be effective, sustainable goals and objectives must be built into the program for the project and not treated as an add-on feature. This requires defining and including tasks associated with sustainable objectives in the Master Schedule, and assuring that other tools, such as Milestone Schedules, reflect activities required to meet sustainability goals.

Contract milestones addressing sustainable design and construction requirements should be considered and incorporated into contract documents.

In construction, time contingencies required for sustainable project elements must be built into the Master and Milestone Schedules, and the CM must closely monitor the performance of subcontractors and suppliers responsible for these features. Inspection and verification practices integral to commissioning and quality management will help identify the need for intervention and mitigation.

Scheduling techniques range from relatively simple bar charts to Critical Path Method (CPM) analysis and complex software programs. In general, scheduling software is an effective tool, but does not replace knowledge of basic planning and scheduling concepts and practices as means to achieve sustainability goals.

For a project with sustainability features that rely on new technologies, practices, or means and methods, the CM should thoroughly understand new technology and applications, performance and installations requirements, staging, phasing considerations, and quality processes. Nothing can replace a vigilant CM that is thoroughly aware of the manner in which a project’s execution delivers on the promise of its design principles, including sustainability3.

1.5 Quality Management Quality is the degree to which the project and its components meet the owner’s expectations, objectives, standards, and intended purpose. Quality is determined by measuring conformity of the project to the plans, specifications and applicable standards.

3 CMAA Construction Management Standards of Practice; CMAA Time Management Guidelines


When an owner decides to include the principles of sustainability in a project’s expectations and objectives, this intent must be borne out by design solutions, and its requirements embedded in implementation plans and metrics of project success.

Quality management is the process of planning, organizing, implementing, monitoring, and documenting a system of policies and procedures that assign, coordinate, and direct relevant project resources and activities in a manner that will achieve project objectives and performance requirements. A project with sustainability features systematically applies its quality management system to yield healthful, durable, and environmentally or ecologically sound performance throughout the facility lifecycle—from pre-design, planning, construction, post-construction and into the operation and maintenance stage.

Embedding sustainability in the quality management system involves transforming sustainability goals and requirements into critical project metrics and milestones using traditional quality management and control methodologies. The Quality Management Plan and related procedures and documentation are made to clearly articulate the goals, plans, performance indicators, and verification processes necessary to demonstrate the achievement of sustainability objectives. The quality management system is adjusted to:

• Include sustainability reviews;

• Identify sustainability-specific elements of traditional reviews;

• Identify metrics that capture intermediate and ultimate performance parameters;

• Include sustainability-specific hold-points, milestones, and performance objectives in checklists, record-keeping, and document control systems, often as the Commissioning Plan and procedures; and

• Leverage commissioning: specify testing and verification processes to assure compliance and enable continuous improvement.

If a project requires attaining a specific sustainable building system rating, such as LEED, Green Globes, Envison, or ENERGY STAR, procedures are adapted or devised to monitor the responsibilities and obligations of each project participant involved in the process. This includes submission and processing of relevant certification documentation, requests for information reasonably necessary to obtain an appropriate written certification, and notification by the designating body or organization that the intended certification level or status is achieved.

The commissioning agent (CxA) or Green Building Facilitator (GBF) should be a party to the quality management organization, and the input of the CxA and/or GBF should be sought and incorporated in quality and project management documents and procedures.


The CM must be knowledgeable of the performance requirements, applicable green building rating system, if any; and the means, methods, and limitations of sustainability measures. The CM’s responsibilities may include:

• Assist in setting sustainability goals;

• Advise on budget implications of sustainability measures;

• Advise on schedule implications of sustainability measures;

• Advise on public acceptance matters;

• Assist with design consultant, sustainability consultant/GBF, and contractor selection;

• Assist in evaluating alternatives to achieve sustainability goals;

• Assist in providing verification of progress and achievement of sustainability objectives; and

• Assist in sustainability impact analysis, value engineering, and other studies to assure or verify the achievement of sustainability goals4.

1.6 Contract Administration Contract administration is the function of implementing the terms and conditions of a contract, based upon established systems, policies, and procedures. The key contract administration tools are the Project or Construction Management Plan (CMP), Sustainability Plan, and Project Procedures Manual. The CMP outlines the project scope, milestone schedule, budget, team organization, strategy to be used in contracting and procurement, and basic systems to be utilized. The Project Procedures Manual details the specific processes intended to yield key performance objectives—cost, schedule, scope, and quality.

When a project includes sustainability goals or features, contract administration efforts must include the means to ascertain compliance with sustainability objectives, and control the outcome to yield a project that complies with contract documents. The CM should develop or cause the development of submittal procedures early in the project—in the pre-design

4 CMAA Construction Management Standards of Practice; CMAA Quality Management Guidelines


phase if possible—to provide for recording and controlling the flow of submittals required by the GBF.5

1.7 Professional Practice While the concept of sustainable, green, or high-performance design and construction are considered mainstream, the regulatory environment governing sustainable projects varies among local and state governments, public and private sector decision-makers, and funding parties. Furthermore, the sustainability lexicon can vary depending on project type, performance expectations, and regulatory jurisdiction. CMs should research applicable local and state codes and standards for guidance.

The real and perceived importance of sustainable development, design, and construction practices nevertheless grows, driven by advances in climate and biodiversity science, and a growing consensus that responsible development requires the construction industry to embrace practices that are sensitive to ecological and environmental factors.

Government units with significant interest and influence in sustainability factors include:

• US Environmental Protection Agency (EPA);

• US Department of Energy (DOE);

• US Department of Defense (DOD); and

• US Department of the Interior (DOI).

Applicable federal standards codes and standards include:

• ASTM E2432

• Standard Guide for the General Principles of Sustainability Relative to Building;

• Energy Independence and Security Act (EISA 2007);

• Energy Policy Act of 2005; and

• Executive Order 13423, Strengthening Federal Environmental, Energy, and Transportation Management.

5 CMAA Construction Management Standards of Practice; CMAA Contract Administration Guidelines


Material performance and energy efficiency of systems, equipment and building components, and assemblies are typically addressed in the governing building code by reference to national standards and consensus standards developed by non-governmental organizations (NGOs) comprising professional societies, government-sponsored research and development organizations, universities, and private sector companies. Most professional societies offer discipline and sector-specific information and training in sustainable, green, or high performance practices. In addition to CMAA, these include:

• ASHRAE: American Society of Heating, Refrigeration, and Air-Conditioning Engineers;

• ASME: American Society of Mechanical Engineers;

• ASCE: American Society of Civil Engineers;

• ANSI: American National Standards Institute;

• ASTM: American Society of Testing and Measurement;

• IEEE: Institute of Electrical and Electronics Engineers; and

• UL: Underwriters Laboratories.

Knowledge of the sustainability domain is essential for a CM. CMAA strongly encourages professionals to leverage the resources most closely aligned with their professional training and work assignments, and to take advantage of professional development opportunities offered by professional societies, regulatory agencies, and certification authorities.

Finally, consensus guidelines for the building industry have been developed by organizations dedicated to bringing the principles and goals of sustainability to market. These include:

• US Green Building Council (USGBC), which developed and maintains the Leadership in Energy and Environmental Design (LEED) rating system, and the LEED Accredited Professional credential;

• The Collaborative for High Performance Schools (CHPS), which develops and maintains state and regional criteria for schools, provides rating systems, and an Operations Report Card.


• Green Building Institute (GBI), which developed and maintains the Green Globes guidance and assessment program, and the Green Globes Professional Certification6.

1.8 Safety Safety management involves anticipating and implementing procedures to protect the health and safety of all people on a project site: workers, visitors, and the general public. Safety management is a risk management strategy for loss control that is designed to protect against the cost of damage, injury, treatment, and remediation of life and property. As such, standard safety provisions on a construction project include minimum safety education, training, and insurance.

A safe job is consistent with sustainable practices. Safety applies to the safety of workers and the public due to the way a job is run during construction. In the case of many projects with sustainability features, safety also applies to the features that confer a healthy working environment after construction is complete due, for instance, to protected and cleaned ductwork, low VOCs, properly functioning air handling, heating, and cooling systems, and low GHG emissions.

A measure of safety is the Experience Modification Rate (EMR) which is a multiplier used by the insurance industry to gauge past cost of injuries, risk of future injuries, and determine the cost of workers’ compensation during construction. An EMR of 1.0 is considered average; an EMR less than 1.0 is good; an EMR of greater than 1.0 is relatively poor, which will be reflected in a higher relative construction bid because an insurer’s workers compensation rates will be elevated. Another measure of safety performance is Occupational Safety and Health’s (OSHA) incident rate for “recordable injuries” and “lost time injuries.” OSHA publishes average industry results for these rates annually for various types and markets of construction.

For projects with sustainability features that involve new or emerging technologies and contractors with relatively little experience, EMRs and incident rates may be relatively high as a result of meager data. Special care should be given to all work elements and areas involving new or emerging technologies or processes, with particular vigilance to the

6 CMAA Construction Management Standards of Practice


development and deployment of safe work plans that describe the work sequence, hold-points, inspections, hazards, means, and methods.

As “communicator-in-chief,” the CM is responsible for assuring that the importance of safety and the mechanisms to preserve life and property are communicated to project participants7.

1.9 Risk Management In the context of design and construction, risk management is the methodical application of management processes designed to reduce the negative impact of uncertainties on a project’s cost, schedule, and quality expectations. The potential consequences of risk include financial losses, damages, and other undesirable events—including the loss of opportunities. Risk, inherent on major capital construction projects, may be heightened on a project with sustainability objectives due to a range of uncertainties, including:

• Unproven contractor performance on a project with LEED requirements;

• Unproven performance of new or emerging technologies;

• Unproven consultant, contractor, subcontractor, or supplier performance for new or emerging technologies;

• Uncertain impact of commodities pricing affecting sustainability features of a project, e.g., components of photovoltaic equipment, volatile commodities (energy) pricing;

• Lack of experienced technical or specialty subcontractors;

• Delay in finalizing certain details association with emerging technologies and equipment in order to assure that the “latest” technology possible is employed in the project, thereby potentially impacting final pricing or the project schedule;

• Unrealistic owner expectations;

• Potential contract issues in which contract compliance is controlled by a third party. e.g. Certification to a LEED standard may be a contract requirement and the scoring to achieve a certain LEED level is somewhat subjectively determined by a third party rather than performance based and can be complicated by owner driven changes;



• Inadequate budget allocation or increased cost for sustainability related materials and systems.

Risk is most effectively managed by reducing uncertainties. The impact of uncertainties that cannot be eliminated must be managed using contingencies to establish boundary expectations. Risk can be reduced through investigation, design, and engineering that reduces uncertainty, or through various means of transfer to another party, including use of insurance products.

Risk management efforts should be evaluated at meetings throughout each project phase. To assure adequate vigilance to sustainability objectives, sustainability-specific status and challenges should be discussed as a separate agenda item8.

1.10 Building Information Modeling BIM is a process by which digital representations of the physical and functional characteristics of a facility are captured, analyzed, documented, and assessed virtually, then revised iteratively through the design and construction process. BIM enables 3D parametric modeling, engineering analysis, clash detection, 4D schedules, quantity take-off, and general information assignment (including specification and product data linkage).

BIM has the potential to reduce the cost of sustainable design by making design and engineering information routinely available as standard byproduct of the design process.

BIM offers a collaboration and project delivery platform that meets the needs of project participants across the project lifecycle, including those responsible for assessing whether the project will meet the criteria of credit-driven sustainability programs like LEED. Because BIM can incorporate accurate modeling information early in the design process, BIM can improve coordination and reduce potential errors associated with assessing sustainability performance. As-built conditions can be incorporated into a project’s BIM to help determine if it is being built within specified design tolerances and will achieve specified credits.

BIM can be used to model facility orientation, window placement, and lighting long before a project is built, and is thus well-suited to assess daylight modeling and solar access, both of which can factor into a project’s LEED credit profile. Furthermore, BIM can play a



powerful role on a project with sustainability goals because it moves design decisions into the hands of designers by producing calculations involving lighting, site analysis, energy use, and water use in support of trade-off considerations and design decisions.

BIM can be used throughout construction to analyze and communicate the building process in a virtual environment, including sequence of work, means and methods, logistics, and documentation of as-built conditions. BIM can provide the project team with ongoing analysis such as:

• How much recycled content is being incorporated—for individual components and for the entire facility;

• The quantity of construction material that is sourced within a certain radius.

BIM’s utility continues throughout the life of the facility, with the model serving as a shared knowledge resource for information about the facility. The model serves as a reliable basis for decisions throughout a facility’s lifecycle—from inception through design to construction, occupancy, and operation.

The CM wishing to leverage BIM on a project with sustainability features must take care to select a system that represents the facility as an integrated database of coordinated information that meets the team’s expectations for modeling and management of the design and construction process, including functions that will facilitate the sustainability program.9i



Chapter 2: Energy Efficiency, Energy Conservation, and Renewable Energy

A publication on sustainability is not complete without addressing the many facets of energy usage in the construction industry and in the facilities that we construct. In this publication, CMAA strives to highlight key areas of sustainability that CM’s need to understand in order to provide owners and clients the most up to date information on the benefits of sustainable design and construction implementation. This chapter highlights all areas that CM’s should be familiar with in implementing energy efficient facilities, energy conservation, and the many types of renewable energy options available for sustainable structures. This chapter focuses on the energy subject areas that are most important to CMs and PMs and includes a resource guide for obtaining additional information on each topic.

2.1 Energy Efficiency One of the cornerstones of sustainability is energy efficiency. Improving energy efficiency is one of the most constructive and cost-effective ways to address the challenges of high energy prices, energy security and independence, and air pollution. There are many definitions of energy efficiency, but for the purposes of this guideline, energy efficiency is "using less energy to provide the same service.”ii

2.2 Energy Conservation Energy conservation differs from energy efficiency. Energy conservation is managing usage, reducing energy usage, or going without a service to save energy.iii


2.3 Energy Use Intensity Energy use intensity (EUI) is one of the key metrics in the energy efficiency world. Essentially, the EUI expresses a building’s energy use as a function of its size or other characteristics.iv

As the most essential component of sustainability, CM’s should ensure that energy efficiency and renewable energy measures, financing, incentives, and related regulatory issues are reviewed with owners, and that all energy related measures are implemented as approved by owners.

Most all of the decisions on energy efficiency, and renewable energy are made during the pre-design phase and developed during the design phase. During procurement and construction, sustainability features are monitored to assure the specified equipment

is purchased and properly installed. Commissioning should demonstrate that the systems meet the expected goals. This activity continues into the building operations phase.

There are several pieces of legislation at the federal, state, and local levels that call for energy use intensity standards for buildings and infrastructure. Some examples of federal legislation for energy efficiency are as follows:

The Energy Policy Act of 1992 v established regulations requiring certain federal, state, and alternative fuel provider fleets to build an inventory of alternative fueled vehicles (AFVs). It was amended several times in the Energy Conservation and Reauthorization Act of 1998 and in 2005 via the Energy Policy Act of 2005,vi which emphasized alternative fuel use and infrastructure development.

The American Recovery and Reinvestment Act of 2009 vii appropriated nearly $800 billion towards the creation of jobs, economic growth, tax relief, improvements in education and healthcare, infrastructure modernization, and investments in energy independence and renewable energy technologies and fuel tax credits. ARRA legislation was tied to mandatory adoption of state energy codes—starting with ASHRAE 90.1—2009 with mandatory “upgrades” every three years. ASHRAE’s goals are to target NET ZERO or energy neutral construction by 2020.

Executive Order 13693 issued in 2015, raised the bar on energy efficiency and sustainability measures for federal agencies yet again, including specific goals for energy use reduction and renewable energy implementation.

A summary of energy efficiency legislation for buildings can be found at www4.eere.energy.gov/femp/requirements/requirements_filtering/buildings_energy_use?tid%5B%5D=272&=Applyviii


US Department of Energy, Energy Efficiency and Renewable Energy: www4.eere.energy.gov/femp/requirements/requirements_filtering/buildings_energy_use?tid%5B%5D=272&=Applyix

California has its own energy efficiency standards in its Title 24, which is updated periodically to more stringent energy standards. Copies of the most current version of Title 24: www.energy.ca.gov/title24/x

The Federal Environmental Protection Agency and Department of Energy created the ENERGY STAR program 1992 under the authority of the Clean Air Act Section 103(g). Section103(g) of the Clean Air Act directs the Administrator to "conduct a basic engineering research and technology program to develop, evaluate, and demonstrate non–regulatory strategies and technologies for reducing air pollution." In 2005, Congress enacted the Energy Policy Act. Section 131 of the Act amends Section 324 (42 USC 6294) of the Energy Policy and Conservation Act, and "established at the Department of Energy and the Environmental Protection Agency a voluntary program to identify and promote energy–efficient products and buildings in order to reduce energy consumption, improve energy security, and reduce pollution through voluntary labeling of or other forms of communication about products and buildings that meet the highest energy efficiency standards."

For the CM, the ENERGY STAR program provides direct support in the selection of energy efficient products in construction, as well as energy efficiency tools for construction:

• For Products: In order to earn the label, ENERGY STAR products must be third-party certified based on testing in EPA-recognized laboratories. In addition to up-front testing, a percentage of all ENERGY STAR products are subject to "off–the–shelf" verification testing each year. The goal of this testing is to ensure that changes or variations in the manufacturing process do not undermine a product's qualification with ENERGY STAR requirements.

• For New Homes: Verification of a home's energy efficiency by a third-party organization is mandatory for earning the ENERGY STAR label. There are two paths to certify a home to earn the ENERGY STAR. The prescriptive path is based on a predefined package of improvements, while the performance path is based on a customized package of upgrades. The National Program Requirements define the core energy efficiency specifications for both the prescriptive and performance paths. See the National Program Requirements (PDF, 218KB) (Revision 07).xi

Both the performance and prescriptive paths require completion of four inspection checklists:


o Thermal Enclosure System Rater checklist

o HVAC System Quality Installation Rater checklist

o HVAC System Quality Installation Contractor checklist

o Water Management System Builder checklist

These checklists include building science practices that promote improved comfort, indoor air quality, and durability in certified homes. The inspection checklists document contains the four checklists that every home certified under version 3 must complete.

• For Commercial Buildings: Buildings achieving a score of 75 or higher using Portfolio Manager must be verified by a licensed professional (Professional Engineer or Registered Architect) to be eligible to apply for the ENERGY STAR. The licensed professional must verify that all energy use is accounted for accurately, that the building characteristics have been properly reported (including the square footage of the building), that the building is fully functional in accordance with industry standards, and that each of the indoor environmental criteria has been met.

• For Industrial Plants: A Professional Engineer must certify that the information used to calculate the plant‘s 75 or higher energy performance score is correct. In addition, the plant must satisfy EPA environmental compliance criteria screen.xii

2.4 Building Energy Management System/Building Management System/Building Automation System The terms Building Energy Management System (EMS), Building Management System (BMS), and Building Automation System (BAS) are used interchangeably in reference to any electrical control system that is used to control a building’s indoor and outdoor lighting, heating, ventilation, and air conditioning (HVAC) system.

In new construction, EMS/BMS/BAS can also monitor security, fire alarms, water flow alarms, and virtually all other electrical loads in a building, depending the desired level of control and monitoring required by the owner, and the costs of implementation.

ISO 50001 provides guidance and specifies requirements for establishing, implementing, maintaining, and improving an energy management system, whose purpose is to enable an


organization to follow a systematic approach in achieving continual improvement of energy performance, including energy efficiency, energy use, and consumption.

Like other ISO management system standards, certification to ISO 50001 is possible but not obligatory. Some organizations decide to implement the standard solely for the benefits it provides. Others decide to to certify to show external parties they have implemented an energy management system. ISO does not perform certifications.xiii

Utilization of an EMS/BMS/BAS enables the building operators to program and control a sequence of operations for all controlled electrical loads to maximize efficiencies, control operations, and to provide monitored consumption data.

Many utility companies throughout the US and some international entities have implemented automated demand reduction (ADR) programs. These programs are intended to notify building owners of an emergency to shed electricity loads in whatever ways they can to prevent power requirements from exceeding power supply, such as during extreme heat waves. The EMS/BMS/BAS play a key role in receiving the notification from the utility, and then shedding loads in pre-programmed ways as agreed between the owner and the utility, without significantly impacting the operation of the building.

2.5 Energy Modeling As described earlier, energy modeling is performed as required by codes or voluntary sustainability certification systems to develop simulation models of heating, cooling, lighting, ventilating, and other energy flows as well as water in buildings, and the model can be modified to achieve improvements for specific energy efficiency goals.

Energy models typically provide estimated total energy usage of the project that not only enable the design team and the client to understand what the approximate costs will be to operate the building’s energy requirements, but also to estimate the energy that may be offset by on-site renewable energy systems.

Energy modeling and simulation is typically performed by the assigned mechanical engineer reporting to the A/E team. Energy modeling is an iterative process that should begin in the pre-design phase to help inform the design team of critical decisions of orientation, siting, and façade construction. As design progresses, a complete energy model should require the development of several models in the design process, and should be conducted by the A/E team frequently enough to validate the design solution.


2.6 Energy Efficiency Assessments Prior to the start of any major renovation or addition for a project, an energy efficiency assessment is recommended to accomplish several key tasks including but not limited to the following:

• Establish a baseline or benchmark of energy performance at the existing site, so that when changes are made to the site, the incremental changes in energy use can be documented appropriately.

• Provide an inventory, or an update to an existing inventory, of HVAC equipment and lighting, to an appropriate level of detail.

• Develop a specific plan of action for energy efficiency improvements to those portions of the project that may remain in place.

• Assist in determining on-site renewable energy potential to offset existing and projected energy usage

• Determine sub-metering opportunities to measure the energy usage of loads that use high percentages of the site’s total consumption and demand.

2.6.1 Benchmarking Benchmarking is the process of comparing energy performance of the project to something similar. “Something similar” might be internal, like performance at the same time last year in a modernization project, or it might be external for a new construction project, like performance compared to similar facilities elsewhere. In several instances, the owner will have pre-defined benchmarks that fall into these general categories, however they may require support from the CM to provide them with guidance in establishing appropriate benchmarks for their specific needs.

It may be worth noting that a growing number of municipalities are enacting benchmarking ordinances to promote improvements to energy efficiency of existing building stock. At minimum, such ordinances serve to raise building owner awareness of the energy efficiency or lack thereof, of their buildings in comparison with other similar buildings.

The ENERGY STAR program provides free tools to assist in establishing benchmarks: www.energystar.gov/buildings/about-us/how-can-we-help-you/benchmark-energy-use/benchmarkingxiv


2.6.2 Sub-Metering While sub-metering itself is not a new technology, less expensive wireless sub-meters have enabled building owners to meter individual large pieces of equipment or categories of loads such as lighting, chillers, fans, and pumps, providing valuable information in the management of those loads, as well as providing data for capital investment validation. When connected to a BAS/BMS/EMS and a dashboard, the sub-metered data can be viewed and analyzed in real time.

Some sustainability certification systems, such as LEED’s v4, provide additional credits for sub-metering any load or category of loads that consume more than 10% of the total site’s electrical consumption and/or demand.

Sub-metering should be considered by the CM as a means of providing the building owner with the key data needed to justify incrementally higher costs for more energy efficient lighting and HVAC systems.

2.6.3 Key Performance Indicators Key Performance Indicators (KPIs) in the context of energy efficiency, are factors that are considered to be critical to the ongoing energy efficiency and energy conservation of the site. For some organizations, the EUI per square foot per open hour of operation is an example of a KPI for energy. For others, it may be the EUI per employee or customer served. It is important for the CM to know what KPIs are important to the owner, and to tailor the energy efficiency equipment and systems in such a way that meet their KPI objectives, and that can communicate operational efficiency to the owner effectively.

2.7 Lighting For many buildings constructed around the world, lighting consumes approximately 40% of the energy of the total site. That estimate is improving based on the development and implementation of new lighting technologies, particularly Light Emitting Diode (LED) lighting. As costs for LED lighting continue to drop, and energy prices continue to rise, adoption rates of LED lights for new construction and modernizations should improve over current implementation.

Environmental concerns surrounding materials used to manufacture fluorescent lamps, and the progressive elimination of incandescent lamps through legislation have made lighting selections challenging, however, CMs should be able to rely on lighting consultants and


electrical engineers for guidance in finding the right lighting solution to meet the owner’s requirements while maintaining a high degree of energy efficiency.

2.8 Heating, Ventilation, and Air Conditioning Over the last several years, significant improvements in chiller technologies have made it possible to modulate chiller operation to be more responsive to temperature changes inside the conditioned space, while maintaining a high degree of energy efficiency. With some specific exceptions, new chillers using water-cooled systems have greater energy efficiency than air-cooled chillers or package units using direct expansion (DX) refrigeration systems.

Recent advances in newer DX systems now allow the compressors to run more efficiently in partial load performance modes and allow for the use of variable speed drives and higher efficiency motors for the supply and return fan motors, improving the energy efficiency of the total DX system. Although DX systems may not be as efficient as most chilled water systems, some clients prefer having multiple package units rather than one centralized chiller system to improve redundancy and more defined zone control.

Variable speed drives, (VSDs), or variable frequency drives, (VFDs) are now commonplace in most HVAC systems to control fans, pumps, and compressors. Each type of drive serves to modulate the operation of the motor it serves, making it more efficient if programmed correctly through an automation system.

2.8.1 Free Cooling or Air-Side Economizer Most new construction incorporates the use of an air-side economizer system, bringing outside air into a building and distributing it throughout the building. Instead of being recirculated and cooled, the exhaust air from the servers is simply directed outside. If the outside air is particularly cold, the economizer may mix it with the exhaust air so its temperature and humidity fall within the desired range for the building.

The air-side economizer is integrated into a central air handling system with ducting for both intake and exhaust; its filters reduce the amount of particulate matter, or contaminants, that are brought into the building. Utilizing free cooling is an important part of the sequence of operation to either delay or minimize the need for mechanical cooling from compressor or chillers.

Existing buildings may not have air-side economizers, depending upon the age of the building, the location, or the building type, thus may not be able use outside air as an effective cooling method.


2.8.2 Evaporative Cooling In low-humidity areas, evaporating water into the air provides a natural and energy-efficient means of cooling. Evaporative coolers, also called swamp coolers, rely on this principle, cooling outdoor air by passing it over water-saturated pads, causing the water to evaporate into it. The cooler air is then directed into the building. Evaporative coolers cost about one-half as much to install as central air conditioners and use about one-quarter the energy. However, they require more frequent maintenance than refrigerated air conditioners and are suitable only for areas with low humidity.xv

2.8.3 Geothermal or Ground Source Heat Pumps A geothermal heat pump uses the constant below ground temperature of soil or water to heat and cool buildings. Geothermal heat pumps (GHPs), sometimes referred to as GeoExchange, earth-coupled, ground-source, or water-source heat pumps, have been in use since the late 1940s. They use the constant temperature of the earth as the exchange medium instead of the outside air temperature.

Although many parts of the country experience seasonal temperature extremes—from scorching heat in the summer to sub-zero cold in the winter—a few feet below the earth's surface the ground remains at a relatively constant temperature. Like a cave, this ground temperature is warmer than the air above it during the winter and cooler than the air in the summer. GHPs take advantage of this by exchanging heat with the earth through a ground heat exchanger.

Even though the installation price of a geothermal system can be several times that of an air-source system of the same heating and cooling capacity, the additional costs are recouped in energy savings.

Some parts of the world are not hospitable to the operation of geothermal heat pumps due to environmental factors such as high seismic activity and lack of sufficient temperature transfer due to minimal differences between above ground and below ground temperatures.

2.9 Energy Building Terminology The next generation of energy independent buildings includes grid-neutral, off-the-grid, and zero energy (ZEB) buildings. More and more buildings are being constructed with the intent of being energy independent.


2.9.1 Grid Neutral Buildings A grid-neutral building is one that generates as much renewable energy on-site as it uses during the course of a year. As an example, if the building is using 500,000 kilowatt hours (kWh) annually and generates 500,000 kWh or more from an on-site solar photovoltaic or other renewable energy system, it can be considered to be “grid-neutral.”

2.9.2 Off-the-Grid Buildings Off-the-grid and grid-neutral are very different terms. Off-the-grid buildings normally generate all energy on-site, not necessarily through renewable energy. They do not take energy from the grid, except on standby service, in the event of an on-site generation failure. Off-the-grid systems have limited application, mostly for remote areas where utility power may be limited. Standby charges from most utilities are quite high, making these types of systems less financially attractive.

2.9.3 Zero Energy Buildings ZEB, also known as net zero buildings, have previously been identified as buildings with zero net energy consumption and zero carbon emissions annually. This definition does not include the emissions generated in construction of the building and the embodied energy of its components.

A ZEB generates the same total amount of all energy as is used, not just electricity, but all fuels used on-site including natural gas and propane, and includes the energy used to transport the energy to the building. A building may be considered a ZEB if 100% of the energy it purchases comes from renewable energy sources, even if the energy is generated off-site.

2.10 Source Energy Some certification systems may require identification of source energy for the energy requirements of the project, particularly if the owner intends to pursue renewable energy credits from off-site renewable energy sources. This process entails working with the provider of the energy, which could be the local utility company, or an independent power producer, to identify their energy production systems, to confirm the fuel and renewable sources of energy produced, and the percentage of renewable energy to the total energy production of the provider.


2.11 Alternative Fuels There are several sources typically used to provide sustainable energy to a project, including electricity from renewable energy sources such as solar, wind, ethanol, and bio-diesel. While natural gas, propane, gasoline, fuel oil, and diesel might be used to provide energy to a project, they are not considered sustainable because they are derived from fossil fuels.

Within the electricity grouping, electricity can be delivered in a number of ways, including utility provided power, power from third-party off-site energy providers, on-site solar and wind, and biogas from available on-site digester systems that can be used to power turbines on site.

2.12 Building Envelope The building envelope has always been a significant contributor to the energy efficiency of a building. Despite the fact that the majority of attention on energy efficiency has been focused on lighting, HVAC, and fuels, sustainability certification systems are now allocating credits to energy efficient designs and commissioning for the building envelope, including insulation, wall materials, roofing, windows, and doors. Advances in technology in each of those areas such as triple pane glass, highly reflective cool roofs, and new spray on air barriers and insulation materials, have led directly to marked improvement in energy efficiency by improving temperatures inside conditioned space and thereby reducing the need for cooling and heating.


2.13 Renewable Energy In new construction and modernization projects, it is important to do the best job possible in designing for energy efficiency first, reducing the need to install renewable energy capacity to offset energy usage. There are several types of renewable energy that can be incorporated into projects by the CM/PM.

2.13.1 Solar There are three main types of solar collectors:

• Photovoltaic: Photovoltaic (PV) solar panels are those most commonly used in commercial and residential installations. Pricing for panels has been reduced significantly since 2008, and installation costs have improved dramatically as well with improvements in mounting hardware and installation methods. Innovations in inverters that transform the electricity generated by the panels from direct current (DC) to alternating current (AC) have resulted in improved cost efficiencies in both installation and operations. Photovoltaic panels can be mounted on rooftops, carports, and the ground. They can be mounted on a fixed tilt system which do not adjust to the movements of the sun or they can be mounted on single or dual axis trackers that adjust to the movements of the sun throughout the day.

• Concentrated Solar Power (CSP): Although there are several types of CSP collectors, most use highly reflective surfaces to collect heat that is transferred to a fluid which powers a turbine. These systems are highly specialized and are normally found in utility scale installations generating large numbers of megawatts. The vast majority of these systems do not lend themselves to installation on buildings or carports due to their size and heat generation.

• Thermal Solar Collectors: Thermal solar collector technology uses the heat from the sun to create energy that then is used to heat water or other fluids.

Solar thermal systems differ from solar PV systems, which generate electricity rather than heat. Some common uses of thermal solar collectors are to provide warmer water for hot water heaters and swimming pools.

Concentrated thermal solar collectors are capable of reaching higher water temperatures that may be designed to support absorption chillers and hot water requirements for food and healthcare.


2.13.2 Wind Wind turbines use available wind in a given area to turn propellers or other devices with either a horizontal or vertical axis to turn a generator making electricity.

Few projects incorporate small wind turbines adjacent to buildings or on rooftops in urban areas due to code restrictions and community resistance. Large-scale wind turbines are installed in rural high wind capacity parts of the world. It is gaining worldwide popularity as a large-scale energy source, although it still only provides less than 1% of global energy consumption.xvi

2.13.3 Fuel Cells A fuel cell uses the chemical energy of hydrogen, natural gas, biogas, or other fuels to cleanly and efficiently produce electricity. If hydrogen is the fuel, electricity, water, and heat are the only products. Because of the ability of fuel cells to run on a variety of fuels, they are considered environmentally friendly, but renewable only when using hydrogen or biogas.

Fuel cells are used in a wide range of applications, including transportation, material handling, stationary, portable, and emergency backup power applications. Fuel cells have several benefits over conventional combustion-based technologies currently used in many power plants and passenger vehicles. Fuel cells can operate at higher efficiencies than combustion engines and can convert chemical energy in the fuel to electrical energy with up to 60% efficiency. Fuel cells have lower emissions than combustion engines. Fuel cells are quiet during operation as they have fewer moving parts. Fuel cells work like batteries, but they do not run down or need recharging. They produce electricity and heat as long as fuel is supplied.xvii

2.13.4 Micro-Turbines Micro-turbines are a distributed generation technology used for stationary energy generation applications. They are a type of combustion turbine that produces both heat and electricity on a relatively small scale. These units are capable of running on biogas or natural gas, which makes them another renewable energy option for projects.

Micro-turbines offer several advantages compared to other technologies for small-scale power generation, including: a small number of moving parts, compact size, lightweight, greater efficiency, lower emissions, lower electricity costs, and opportunities to utilize waste fuels. Waste heat recovery can be used with these systems to achieve greater than 80% efficiency.


Most micro-turbines are small in size, with relatively low capital costs, expected low operations and maintenance costs, and automatic electronic controls. Micro-turbines offer an efficient and clean solution to direct mechanical drive markets such as compression and air-conditioning.xviii

2.13.5 Hydro Power Hydro power is generated by using electricity generators to extract energy from moving water. Today, rivers, streams, and waves from larger bodies of water are directed through hydro generators to produce energy, although there are pros and cons for local ecosystems.

While it is unlikely that a project will have hydro power supplied directly to the site, the owner may elect to purchase hydro power from their servicing utility in order to satisfy renewable energy requirements of certification systems or their own sustainability goals.

2.14 Financial Considerations and Funding Sources for both Energy Efficiency and Renewable Energy

2.14.1 Return on Investment/Lifecycle Cost Analysis While achieving energy efficiency and renewable energy objectives can satisfy owner goals and sustainability certification requirements, savings in utility costs, offsets from energy production, and reduced operational costs are significant drivers in adopting these measures. As part of the design process, it is important to develop a lifecycle cost analysis for the major energy efficiency and renewable energy components of a project.

2.14.2 Incentives, Tax Credits, Grants Key contributors to the financial benefit of energy efficiency and renewable energy projects are utility and other incentives, government tax credits, and available grants. Although most public sector clients may not be able to take direct advantage of tax credits, they can access grant funding and incentives at levels that are targeted for the public sector. The list of incentives, tax credits, and grants is too extensive to list here. However, the following can provide additional information and guidance:xix

• The Department of Energy’s Database of State Incentives for Renewables & Efficiencyxx (DSIRE) is the largest and most up-to-date listing of state, federal, local,


and utility incentives and policies that support renewable energy and energy efficiency projects.

• Contacting the utility servicing the project is the best way to obtain information regarding any utility incentives or rebates that may be available for energy efficiency upgrades

2.14.3 Net Energy Metering Benefit Many utilities provide a net metering benefit for both solar and other renewable energy types. Net energy metering is a type of distributed generation that allows customers with an eligible power generator to offset the cost of their electric usage with energy they export to the grid. A specially programmed net meter is installed to measure the difference between electricity the customer purchases and exports to the grid. The methods of applying credit for exported energy vary with the program for each project type and size.10

10 www.pge.com/en/b2b/energytransmissionstorage/newgenerator/netenergymetering/index.page


Chapter 3: Climate Adaptation and Resilience Planning

Project decision making should always include local site conditions and climate considerations. The CM should support the project planning process by assisting practitioners in identifying, evaluating, selecting, and implementing design considerations that take into account local climate conditions and that decrease project vulnerabilities to extreme weather events. The climate resilient project attributes described in these guidelines are designed to promote actions by the CM/PM to take into account and include methods to adapt to climate variability and the safeguarding of people and property.

Resilience is defined in many ways. For the purposes of this guideline, resilience is the capability of a system to recognize, anticipate, and defend against the changing shape and timing of risk before adverse consequences occur. It is also to provide the adaptive capacity to recover quickly and the ability to withstand major disruptions with acceptable levels of degradation and recovery within acceptable ranges of time, cost, and risk.

• Adaptive capacity is commonly defined as the capacity of a system to adapt if the environment where the system exists is changing.

• Climate Adaptation and Resilience (CA&R) is an emerging practice incorporating the established components of regional climate and geological information with risk and vulnerability assessments, mitigation planning, emergency response, and project development for site hardening and infrastructure reinforcement.

3.1 Planning Planning addresses the plans needed for the prudent protection and upgrading of infrastructure, critical facilities, systems, and functions before an event occurs to ensure resiliency, withstand stressors to maintain functionality of operations, and support human


health, welfare, and safety. This includes many vital infrastructure assets such as energy generation/transmission/distribution facilities, water wells, reservoirs, aquifers, aqueducts, stormwater and sewer systems, fuel refineries/storage and gasoline pumping stations, telecom systems, highways and roads, bridges, tunnels, railways, airports and air traffic control, harbors and marinas, military bases, police and fire stations, and command centers.

3.1.1 Sources of Data At the foundation of development of a resiliency approach is the collection of the regional climate and geological information that provides historical weather, oceanic, and seismic data for the region where the project is being constructed. This information serves as a benchmark for future project projections. It may be necessary to extend the range of the climatic research to a broader region, depending upon the historical climate impacts to buildings and infrastructure.

CMs can obtain both historical and projected data for temperature change, precipitation, sea levels, coastal land subsidence, storm surges, and seismic activity from the United States Geological Service (USGS), Caltech, NOAA, major universities within the region, the State Land Commissions, and State Sea Grants. All these attributes may have an impact on potable water supplies, storm water storage and conveyance, wastewater treatment assets, electrical, natural gas, and building and transportation assets that are critical to water protection and conveyance.

There are several tools emerging for conducting resiliency assessments and some are publicly established such as those developed by the Army Corps of Engineers. These tools were developed to provide a structured approach to assess water infrastructure assets and to conduct the risk, hazard, and vulnerability assessments for all other types of assets, buildings, and systems under the scope of the project.

3.1.2 Assessment Team Organization An expert team is required to conduct a CA&R assessment, to develop the implementation plan, and to execute the implementation plan through completion of the construction project. Typical team members should include:

• Construction Managers

• Adaptation risk analysts

• Emergency response professionals

• Facility managers


• Hazard assessment specialists

• Meteorologists

• Program managers

• Regulatory affairs specialists

• Risk managers

• Seismic experts

• Architects

• Engineers—All disciplines

• Geologists

• Hydrologists

• Environmental specialists

Internal risk assessors and insurance industry resources are also needed to conduct the risk management assessments that will provide the key information regarding probability projections of potential loss resulting from damage and loss of operations of systems, as well as their short- and long-term impacts on human health and safety.

3.2 Risk Assessment Needs Prior to the start of design development, risk assessments should be conducted to identify vulnerabilities, potential hazards, and critical facilities.

In a vulnerability assessment, the objectives are to:

1. Estimate the likelihood that a major climate event will affect a specific site.

2. Determine how many times the site was impacted in the past with severe consequences.

3. Assess recent improvements to the site that may provide protection from future events.

4. Capture specific lessons learned from prior events.

5. Identify specific weak points in the site that need to be addressed prior to the next event.


In an assessment of potential hazards, the assessment team should identify the historical hazards of the region and the historical frequency of major events combined with an estimate of the potential for significant change in the future. Some examples of these major events include:

1. Hurricanes and tornadoes

2. Super-storms

3. Earthquakes

4. Brushfires

5. Floods or storm surges

6. Temperature extremes

7. Extreme rainfall or snowfall

It is important to focus on what makes that site or facility critical, as well as what will happen if the facility is unable to operate for varying periods of time, and to identify critical functions within facilities such as:

1. Command centers

2. Data centers

3. Telecom rooms

4. Emergency power

5. Main switchgear

3.3 Development of Climate Adaptation Strategies The project team can then combine the results of the historical and projected weather information with the risk and vulnerability assessments of critical systems and facilities. This should provide a complete picture of current conditions, points of vulnerability, points of strength, and actions required to improve adaptive capacity of the project’s systems and infrastructure within the scope of the proposed program. Some of the available options for strategies include the following measures:

1. Improve protection and strength; Site hardening: This strategy improves the adaptive capacity of the site through prudent measures such as strengthening sea


walls, improving bridge supports, and making electrical distribution systems more resistant to water and snow impacts.

2. Improve redundancy: In those instances where there are no redundancies for critical facilities or systems, it may be desirable for the owner to construct them to protect against long-term outages and business disruption.

3. Relocation: If, during the risk assessment process, a particular site or system is found to be in harm’s way on a recurring basis, it may be best to relocate the site or system to a less vulnerable location.

4. Abandonment: Abandonment can be utilized when the site is no longer needed or if the costs of site hardening or other strategies are too great to justify continuing use of the site.

5. Divestiture: Similar to the abandonment strategy, divestiture refers to the sale or exchange of the site or building to others.

6. Identification of project priorities: This strategy maximizes the use of available funds.

7. Maintain and manage in place: This refers to the strategy of managing and maintaining an existing site or project and taking no other actions for resilience. This may be the best strategy in the event that the site or project is obsolete and scheduled for abandonment, divestiture, or demolition and re-construction in the near term.


A Project Example: Climate Adaptation and Resilience in Water Systems

One of the key elements of resiliency in water systems is improvement in the protection and preservation of potable water supplies from climate risks such as droughts, storm surges, and regional flooding. It is important to conduct an appropriate level of research and provide reports on case studies and comparable programs, along with specific recommendations for project development and implementation that will lead to improvements in regional storm water management, watershed protection, and ultimately, water quality. In addition to research and case studies, improvements in these categories will require assessments of alternatives to existing systems, flow patterns, and ecological impacts of both current systems and proposed alternatives.

Recent events have demonstrated points of vulnerability in storm water runoff systems for city streets throughout the US. One possible approach in this area is to utilize historical and projected weather data, combined with available data from the region on the location and capacity of storm drains and utility corridors to determine the adaptive capacity of those systems. This will enable the CM to make recommendations regarding infrastructure projects such as storm drain additions, drain sizing, green infrastructure improvements such as bio-swales, retention ponds, and curbside natural stormwater filtration systems.

Environmental impacts to systems can be varied by time, intensity, and source. As the population of a region continues to grow, the impact on all aspects of water systems will continue to intensify, supporting the need for continued conservation methods. The CM should utilize data from water districts to identify all of the conservation approaches in current practice, as well as those under development, or considered as innovative approaches. The CM can then report on the estimated effectiveness of past programs and potential effectiveness of future programs to mitigate the impact of increasing population and the associated water needs.


Water districts are becoming increasingly aware of the importance of wastewater treatment plants in terms of heavy energy use, but also the potential to generate significant amounts of energy through on-site renewable energy with digester gas that can be used for turbines, fuel cells, and photovoltaic solar installations.

The CM may need to report on the current flow rates and waste produced throughout the systems being utilized. This report includes identifying potential for improvements that may lead to energy consumption reductions, waste utilization, and increased energy production, and identify any ecological impacts of any project recommendations.

In addition, it may be necessary to analyze the current inventory data from all available resources to provide a comprehensive report of the numbers and types of graywater systems currently in use, including on-site wastewater treatment systems, in communities that are active leaders in the implementation of innovative technologies in these areas. The CM may be required to make recommendations intended to lead to improvements in graywater and on-site wastewater treatment utilization, as well as potential improvements in technology and utilization of technologies from other parts of the world.


3.4 Low Impact Development Design and Construction Low Impact Development (LID) is an approach to project development (or re-development) that works with nature to manage stormwater as close to its source as possible. LID design and construction employs principles such as preserving and recreating natural landscape features, minimizing effective imperviousness to create functional and appealing site drainage that treat stormwater as a resource rather than a waste product. Many practices have been used to adhere to these principles such as bio-retention facilities, rain gardens, vegetated rooftops, rain barrels, and permeable pavements. By implementing LID principles and practices, water is managed in a way that reduces the impact of built areas and promotes the natural movement of water within an ecosystem or watershed.

The utilization of LID design and construction methods should be used in any building or infrastructure project that is targeting resiliency and improving adaptive capacity. Some examples of LID development design and construction include:

1. Designing and constructing bio-swales and natural stormwater filtration systems.

2. Utilizing materials that are recycled or have high recyclable content.

3. Minimizing waste during construction and recycling of construction materials.


Chapter 4: Pre-Design Phase

The pre-design phase may be the first opportunity for the CM to apply the construction management process toward meeting the objectives of a sustainable project. The pre-design phase is the period before schematic design commences during which the project is initiated and the program is developed. It is the planning and conceptual stage.

4.1 Sustainability Plan: Establish Owner Sustainability Goals, Objectives, and Requirements The CM’s first priority is to understand the owner’s sustainability goals and objectives.

Many conceptual design and estimating iterations may be required before a project meets the owner’s time, cost, quality, sustainability, and other performance requirements. Once these requirements are established and approved by the owner, the team must be committed to completing the project within those requirements.

Sustainability goals, objectives, and requirements vary greatly and can include:

• Seeking a specified rating in accordance with design guidelines such as LEED, Envision, Green Globes, or ENERGY STAR;

• Specification of whole-building commissioning and/or envelope commissioning;

• Achievement of energy or water efficiency performance at some verifiable level above code;

• Commitment to off-grid or net-zero energy performance;

• Adoption of a cloud based document/project management system;

• Use of Building Information Modeling (BIM) to optimize efficiency in design, construction, and facility operation;

• Commitment to use materials and products from an environmentally preferred purchasing database endorsed by a trusted green product certification program such as


US EPA, Green Seal, EcoLogo, Scientific Certification Systems, MBDC Cradle to Cradle;

• Inclusion of monitoring based on on-going or recurring commissioning;

• Commitment to local workforce employment or development goals (and other environmental justice goals).

• Adaptation and resiliency plan development and integration

Sustainability goals, objectives, and requirements are also the basis of critical follow-on activities such as:

• Development of the owner’s Sustainability Plan:

o Part of the Construction Management Plan(s);

o Multi-disciplinary effort for team-building and communication can be incorporated as part of LEED’s requirements for IPD;

o Objectives include articulation of goals and desired outcomes, identification of impacts and mitigation strategies, and establishment of monitoring and control mechanisms appropriate to the sustainability program;

o Determine how sustainability requirements will be integrated into the Quality Management System;

o Begin outlining processes and procedures for inclusion in procedures manuals.

• Team development:

o Include a party responsible for coordinating the cooperation and performance of project participants towards the fulfillment of sustainability goals and objectives;

o Specialty sub consultants or subcontractors needed to facilitate achievement of sustainability goals and objectives.

• Staff development;

• Develop plans and procedures;

• Establish project budget and appropriate levels of contingency;

• Establish Master Schedules and work sequences;

• Procurement planning.


Project goals and objectives should be articulated clearly and unambiguously in documents that will inform subsequent decisions and management systems throughout the course of the project and should be used to measure the project team’s success.

4.1.1 Scope of Services Contract documents for consultants, subconsultants, contractors, and subcontractors should be modified to reflect:

• Sustainability goals, objectives, and requirements;

• Contract requirements for a sustainability rating or certification (LEED, Envision, Green Globes, etc.), if applicable;

• Project sustainability performance requirements, if applicable;

• Project sustainability features or measures, as applicable;

• Project sustainability features or measures that require specific verification or documentation;

• Documentation required to verify completion of tasks or fulfillment of measures associated with sustainability goals and objectives; and

• Responsibility matrix for third party or independent verification for specific systems and/or tasks.

Sustainability goals, objectives, and requirements must be incorporated into a document that describes the sustainability program approach and preliminary sustainability scorecard. Programming by the designer should include both documents. Time should be allotted for developing both of these deliverables and to evaluate them as they will influence process and budget.

Specific guidelines and codes should be referenced and included in contract documents. The contract documents should include guidance and provisions for identifying project expectations and participant roles and responsibilities, instituting procedures, and addressing risk allocation on projects with sustainability requirements.


4.1.2 Design Team Selection The owner must assemble a team of design and construction management professionals that will define and develop the project and organize the activities of project participants.

Depending on the type and complexity of the project and its sustainability features, the owner should be encouraged to consider design consultants with experience and distinct responsibilities for the sustainable design and construction program, such as:

• A/E with sustainable design and construction experience in specific systems or strategies that are being considered. Technical sub consultants with requisite experience, including BIM experience, if required.

• Commissioning Agent (CxA) is responsible for planning and overseeing the building commissioning process and specific commissioning activities. The criteria for a good CxA is a balance of lead engineering design experience with extensive field experience in installing and testing mechanical and electrical equipment and systems. Envelope CxA agents may have expertise for curtain wall, masonry, concrete, and roofing systems and may be a separate team member. Owners should consider requiring the CxA to possess a recognized certification or credential. Common approaches to structuring commissioning roles and responsibilities include:

• Independent Agent as CxA is the most common approach;

o CM as CxA

o An effective and economical approach when the CM is independent of the contractor’s team (not “at-risk”) and has the requisite technical experience; and

o A/E as CxA (not typical).

• Sustainable design consultant or Green Building Facilitator (GBF) to coordinate the collaboration of project participants with respect to sustainability project deliverables, goals, record-keeping, and verification processes. This may be the CxA, project team member, or separate contractor.

Consultants should be selected based on general suitability and verifiable past performance on work of a similar nature.

Responsibilities and requirements for the sustainability reviews and document preparation should be clearly articulated in A/E, CM, CxA, and GBF contracts.


4.1.3 Commissioning Agent Qualifications A CxA has a technical background and depth of expertise with the commissioning process including verification techniques, functional performance testing, system equipment and operations and maintenance (O&M) knowledge. The CxA should have significant building commissioning experience, including technical and management expertise on projects of similar scope, size, and type. The CxA should bring a total building commissioning perspective to the project, be knowledgeable in national building codes, fire detection systems, LEED, operation of building energy and water using systems, and of controls, ie BAS systems. Building envelope commissioning is increasingly included in sustainable projects, with the envelope seen as part of the energy systems. The CxA may also be a qualified employee of the owner. CxA certifications are offered by the Building Commissioning Association and others.xxi

4.1.4 Sustainable Design Guidance Many states and municipalities have developed design guidelines with regional and local relevance. Separate agencies in larger municipalities may have different green design requirements. School districts tend to have developed additional unique guidance.

For example, federal government agencies have adopted high performance facility requirements. GSA requires that all new construction projects and substantial renovations must achieve equivalent LEED Silver certification, although GSA encourages project teams to exceed LEED Silver and achieve LEED Gold.

The National Institute of Building Sciences maintains a National Performance Building Design Guide. Its principle purpose is to identify a performance baseline that is commensurate with minimum code standards, plus three higher-performance levels. It provides a comprehensive menu for service providers, and particularly owners, to determine what specific building performance should be targeted.

Cursory research will yield an abundance of guidance on application of sustainable design principles for various facility types.xxii

4.2 Project Delivery Strategies The owner’s legal counsel must adopt a suitable governing contract strategy to deliver sustainable design and construction goals. Irrespective of the contracting method, the owner and owner’s counsel must establish risk allocation strategies in contract documents. Contracts should:


1. Identify responsibility for the achievement of sustainability measures;

2. Articulate liability provisions;

3. Characterize damages as consequential in order to be addressed more fully in underlying governing contracts; and

4. Define and provide for damages that could reasonably be incurred by the owner as a consequence of the project not achieving specified sustainability features.

4.2.1 Design-Bid-Build Design-Bid-Build (D-B-B) is a traditional approach that involves design and production of contract documents by an A/E, followed by competitively bidding the project to a third party contractor. Risks to realizing the sustainability features of a project can be mitigated through clear and complete contract and bid documents that clearly identify sustainability features.

4.2.2 CM-at-Risk CM-at-Risk is a delivery method in which the CM is contracted to deliver the project within the owner’s budget, in many cases pursuant to a Guaranteed Maximum Price (GMP). On a CM-at-Risk project, the CM acts on the owner’s behalf to facilitate and coordinate design, and continues as the equivalent of a general contractor during the construction phase. To mitigate the CM’s exposure to risks on a CM-at-Risk project with sustainability features, a CM must have a thorough understanding of associated cost, schedule, and quality considerations with a clearly defined certification goal if applicable.

4.2.3 Design-Build Design-Build (D-B) is a project delivery system characterized by the owner conveying contractual responsibility for design development, engineering, and construction to a single entity, thereby enabling overlap of the design and construction phase, and encouraging collaboration between the builder and the engineer. This system is promoted as a means to mitigate project risk and reduce the delivery schedule. D-B supports achieving project sustainability features by bringing the builder’s practical experience to bear on the planning and design of the sustainability elements at an early stage.


4.2.4 Integrated Project Delivery Integrated Project Delivery (IPD) is an approach that seeks to align stakeholder goals and improve collaboration. The approach can contribute to the probability of successful sustainability features by bringing the builder’s practical experience to bear on the planning and design of sustainability elements at an early stage. Few projects incorporate all of the common IPD characteristics, and other project delivery methods can use some or all of these characteristics to enhance collaboration. There are many variations but most IPD projects have some of the following characteristics.

1. A multi-party contract signed by the owner and an architect (or A/E) and a CM (or general contractor) instead of separate contracts for each. Other key consultants or subcontractors may be added.

2. A management committee, with representatives from the core team participants, including the owner.

3. Shared risks and incentives for core team members based on jointly developed goals.

4. Transparent processes and open-book financials.

5. An emphasis on collaborative decision-making.

6. Approaches to reduce litigation such as waivers or dispute resolution ladders.

7. Significant collaboration by the builder(s) in design.

8. Lean construction principles.

9. The use of collaboration software such a BIM and PMIS.

10. Co-location of project teams and open communication.

4.2.5 Energy Performance Contracting A procurement process that is emerging as a preferred method for some energy efficiency improvement projects, which allows clients to use future energy cost savings to pay for new energy-efficient equipment and services. A number of states use energy performance contracts to reduce energy consumption in state-owned buildings, typically by 15-35% in selected facilities. Energy performance contracts typically provide for a guarantee that cost savings will meet or exceed payments for equipment and services over the contract period. Owners assemble an in-house team, often with the assistance of a third party energy consultant, and conduct a preliminary assessment to determine the facilities with the greatest potential for energy savings. Once the preliminary assessment is complete, the owner identifies an energy service company (ESCO) with experience, and selects an ESCO through competitive bidding and qualification processes. Once an ESCO is selected, the owner conducts an investment-grade energy audit to identify potential energy cost saving measures. When approved, the audit results can be used to develop a comprehensive plan of action.


The ESCO proposes this plan, including the anticipated costs, to the agency. This plan forms the basis for performance contract (PC). Owners can negotiate with ESCOs so that the PC clearly defines the length of the contract, the roles, and responsibilities of each party, maintenance expectations, staff training, the method for measuring and verifying savings, a savings guarantee, financing terms, etc. A clearly defined protocol for determining energy cost savings is essential to an effective PC. All parties must understand how energy cost savings will be measured and verified, especially if savings are to be shared.

4.3 Project Implementation Tools The CM typically uses several management tools to communicate a project’s requirements to all stakeholders and advance the project in an organized manner. Each of these tools should be modified to clearly identify sustainability goals and objectives, sustainable project features and measures, and roles/responsibilities.

4.3.1 Project Management Plan The CM should assure that the Project Management Plan clearly identifies:

• Project sustainability goals, objectives, requirements, reporting requirements, and milestones;

• Roles and responsibilities for coordination of sustainability activities designed to yield sustainability features, deliverables, record-keeping, verification measures, etc.; and

• Risk management strategies.

4.3.2 Sustainability Plan A project-specific plan that enables the CM to coordinate efforts, track progress, and focus energies on the deliverables and milestones required to satisfy project sustainability goals and requirements. A Sustainability Plan is both a guidance document and the foundation for a reporting system. It should be as concise as possible and identify:

• Project sustainability goals, objectives, and requirements:

• Include a preliminary sustainability checklist or scorecard;

• Roles and responsibilities for coordination of sustainability activities designed to yield sustainability features, deliverables, record-keeping, verification measures, etc.;


• Sustainability reporting requirements and milestones; and

• Risk management strategies.

Since the requirements of sustainability on a project must be integrated into all other management and contract documents, the Sustainability Plan should be among the first documents produced by the project team. It should be succinct and include all measurable requirements established by the team.

4.3.3 Integrated Team Charrettes and Workshops One thing all green building rating systems have in common is the application of an integrated approach to the design and construction phases of a project and the need to include a full array of stakeholders in the design process to achieve high performance and break-through improvements. Collaborative team meetings, workshops, or charrettes are initially required during the pre-design phase with follow-up sessions continuing into the construction phase. Documentation of these sessions is critical to confirming the Owners Project Requirements (OPR) and for the development of the basis of design.

The first workshop should focus on identifying the project’s high performance goals and evaluating the site analysis information and findings to incorporate into potential design strategies. This should include reviewing the viability of green building rating systems and their prerequisites including identifying any opportunities or challenges in meeting these requirements.

• Building attributes - orientation, shape, massing, usage, occupancy type, occupancy schedule

• Building envelope design - glazing percentage, glazing performance, external shading, wall performance, roof performance, infiltration

• Ventilation and conditioning methods - natural/passive cooling systems, efficient mechanical systems, mixed mode systems

• Energy management - whole building monitoring and/or sub-monitoring, building automation systems, building performance dashboards

• Alternative energy - options solar electric, wind systems, flex energy/solar ready

• Daylighting - optimal fenestration placement (windows, light shelves, skylights), glare control and devices for shading, daylight strategies for areas with overhangs, awning windows, eaves, porches/lanai

• Lighting design - lighting fixtures, lighting controls, exterior lighting, recreational field lighting

• Food service - kitchen equipment and appliances.


• Domestic hot water systems and solar hot water systems.

• Water systems - irrigation systems and controls, indoor plumbing fixtures, water metering, flow control or pumping systems, hazardous waste treatment systems (e.g. for lab waste), Onsite water sources (e.g. ponds, wells) and municipal supply, rainwater capture, graywater, and wastewater systems.

• Landscaping - strategies to reduce heat gain, strategies to provide shelter from extreme weather events, wind, or deflect unwanted noise, softscape, and hardscape design.

• Stormwater management - on-site or off-site measures, detention or retention, LID strategies.

• Materials - durability and performance especially for coastal schools with high humidity, moisture and extreme weather events, low maintenance, low-emitting materials, Environmental performance reporting.

• Acoustical performance requirements of spaces.

• Master plan and/or future expansion plan.

• Resiliency or disaster management strategies (weather, tsunami, flood, seismic, etc.).

• Lifecycle cost analysis approach.

• Establish target energy use intensity (EUI) for project.

4.3.4 Project Commissioning Plan In the pre-design phase, the owner’s requirements are documented and established as the foundation for design, construction, and occupancy in the form of the Commissioning Plan.

The Commissioning Plan outlines the organization, schedule, allocation of resources, and documentation requirements of the commissioning process, which is a quality focused process for enhancing the delivery of a project. The process focuses upon verifying and documenting that the facility and all of its systems and assemblies are planned, designed, installed, tested, operated, and maintained to meet the owner’s project requirements.

The Commissioning Plan establishes the framework for managing and handling commissioning. A preliminary Commissioning Plan is essential to all commissioned projects. It provides the structure for all project participants to anticipate and plan for commissioning requirements and milestones. The plan is developed during the pre-design phase and is updated at or near design completion. During the pre-design phase, the Commissioning Plan focuses on incorporating the owner's performance requirements and integrating them into the construction documents. Details of systems tests and procedures, assembly specific checklists, and testing and documentation responsibilities are incorporated in Construction


Phase Commissioning Plans. Commissioning Plans typically include the following sections or content:

• General project information;

• Overview and scope of the project commissioning;

• Commissioning protocols and communications;

• Commissioning process, including team responsibilities;

• Commissioning schedule;

• Commissioning documentation; and

• Appendices:

o Testing and inspection plans;

o Change management procedures;

o Pre-functional and functional test procedures;

o Construction checklists; and

o Issues logs.

All project stakeholders should participate in this process and become familiar with the program. With each subsequent phase, it is the duty of the CxA to verify that the program is being met or document how the program/scope has changed through change management procedures, which require sign-off from all stakeholders. For a project to be LEED certified, commissioning process activities must comply with the prerequisite requirements for fundamental building commissioning requirements.xxiii

4.3.5 Project Procedures Manual The Project Procedures Manual must include procedures related to sustainability. Sustainability-specific issues must in turn be reflected in all other project procedures for all phases of the project.

Project Procedures Manual typically addresses:

• Sustainability review;

• Configuration or change management;

• Commissioning requirements in all phases;

• C&D waste management requirements


• Indoor Air quality controls;

• Sustainable project document control; and

• BIM procedures, all phases, all parties.

4.3.6 Building Information Modeling Building Information Modeling (BIM) is the process of generating and managing building data during its lifecycle that leverages three-dimensional, real-time, dynamic building modeling software to increase productivity in building design and construction. BIM is enabled by modeling software that incorporates building geometry, spatial relationships, geographic information, and the quantities and properties of building components. Utilizing BIM has the potential to save project time and cost on a sustainable project because calculations and trade-off analysis are enabled earlier in the process, facilitating earlier design decisions, and improving collaboration and coordination.

The same features can minimize rework and construction errors. BIM’s data entry into one model helps manage inconsistency and error due to manual and multiple input. Once entered or altered, data becomes available in the single current model to all project participants. BIM can be used to “rehearse” construction processes, including project sustainability features, and help identify conflicts and their resolution before actual construction dollars are spent. BIM can also assist in the generation of the data needed to document project sustainability certification(s).

A decision as to the extent and process of BIM use is critical as soon as possible is the project so that procedures for BIM use may be communicated to all parties and incorporated in contractual documents.

4.3.7 Management Information System The management information system (MIS) should enable secure and the efficient capture and output of project data required for reporting and forecasting and should meet the data management and reporting requirements of a project with sustainability goals and objectives that may require discrete reporting. The preference on many projects is to use a cloud based document management database to facilitate the transfer of information between team members. This also can serve as a useful tool for the owner after the construction process is completed and the operations phase begins.


The reliability and accuracy of data capture, storage, and reporting functions of the MIS are critical on projects implemented by ESCOs or other parties with carbon footprint or GHG reduction targets that are integral to financing mechanisms.

Project personnel with knowledge of sustainability and commissioning reporting requirements should be consulted as early as possible on formats, data management requirements, distribution and frequency of reports, and policies for records retention.

If BIM is to be used on the project, development, modification and management procedures should be clearly articulated in a separate document and incorporated in all other project management procedures. BIM interface with data management and reporting systems should be anticipated.11

4.3.8 Pre-Design Project Conference The CM should plan, conduct, and document a pre-design project conference to establish a clear understanding of the roles, responsibilities goals and process requirements, of project participants as articulated in the project management plans and procedures. Sustainability goals and objectives should be clearly articulated as a mission-critical aspect of the project. Risks and risk mitigation strategies for project sustainability should be conveyed to participants. The pre-design conference agenda should explicitly include:

• Project description and scope definition;

• Project cost, schedule, quality and sustainability targets;

• Control;

• Decision-making authorities;

• Roles and responsibilities of project participants;

• Management reporting and roles; and

• Meeting frequencies and deliverables.

11 NIBS Facilities Information Council National BIM Standard


Chapter 5: Design Phase

The goal of design phase is to turn the owner’s desires and the design team’s proposed solutions into a detailed set of specifications and drawings. The outcome of the design phase is a set of documents that describes the project in terms of all requisite parameters, which can be issued for construction or for bid to a third-party contracting community. Sustainability goals and objectives are thoroughly subsumed in the design process and specified as any other program requirement by way of drawings, details, instructions to the contractor, specifications, and references.

As design proceeds from schematic to final, the team must repeatedly consider lifecycle cost vs. benefit with respect to the desired or mandated sustainability goals or requirements. The earlier in the design process that a decision regarding the acceptable first costs of sustainability features can be made, the more cost effective the design process will be. First costs of sustainability and lifecycle benefits are optimized through periodic trade-off analysis, lifecycle and sustainability reviews, value engineering, and alternatives analysis and energy performance modeling.

5.1 Design to Principle Many advocates and practitioners of sustainable development and design acknowledge that not all impacts can be monetized and thus readily considered in a traditional cost-benefit analysis. These are known as negative externalities. The atmosphere is considered a global commons into which individuals and firms release GHG, compensation for which cannot easily be secured through usage fees or taxes. The consequences of unregulated emissions are borne by all irrespective of their contribution to GHG levels.

Few controls exist for carbon dioxide (CO2), the major greenhouse gas, which has no short-term damaging effects at ground level. Atmospheric accumulations of CO2 and other GHGs will have significant effects on global climates and climate cycles, with great uncertainty as to impact, probable scale, onset, and attenuation.


The monetary value of negative externalities and their preponderance on projects with sustainability objectives in today’s markets requires that project participants take care to look beyond traditional cost-benefit equations to assure that broader sustainability goals are met in accordance with principles and not necessarily on traditional return on investment calculations.

5.2 Design Benchmarks In order to meet the owner’s goals, matching goals to a practice or benchmarking system can provide guidance in design and construction. It provides a path to the desired outcome that is well defined and often provides measurement and verification of the degree to which the goals have been met.

The availability of these practices and benchmarking systems is ever increasing in number and depth. Where one might quickly consider LEED or Green Globes, the CM should not neglect to stay current on other sustainable practices. Not every project is a building project.

5.3 Sustainability Rating Systems Because there are as many green building rating systems as there are types of buildings, the first step must always be to best match the building project type with the appropriate rating system. Examples include:

• LEED (Leadership in Energy and Environmental Design)

• Green Globes

• Envision Sustainable Infrastructure

• CHPS (Collaborative for High Performance Schools)

• Living Building Challenge

• Well Building Standard

• SITES

Some of these rating systems require registration early in the design process by the party designated as the project administrator. This could be the CM, A/E, GBF, or CxA. Responsibility for these tasks should be identified in contract documents and project management plans. Most rating systems allow project teams to submit design phase


prerequisites and credits separate from the construction phase to determine a preliminary standing. Upon receipt of the preliminary rating system review document noting the credit achievement anticipated, the project team will have several days to provide corrections and additional supporting documents as a supplementary submittal to the application.

5.4 Design Management and Administration The various phases of design should be defined by the A/E contract. During each of the following phases, the A/E is responsible for developing deliverables and documents that reflect the work product of their professional service:

• Conceptual;

• Schematic;

• Design development;

• Construction documents; and

• Support during construction.

The project team should take specific care to review the status of sustainability goals, objectives, and requirements along with all other project parameters (cost, schedule, quality).

Those parties not directly involved in design development but having a potential significant contribution to project sustainability goals should be made aware of all progress on the project and requested to furnish their input. This is especially important as the project nears the 90% completion of the design phase and bid phase. Any input from the CxA, O&M forces, facility users, and others may need to be coordinated by the design team prior to the issuance of bid documents. In some situations, the CM and, possibly the owner, may request that certain associated parties to the contract sign-off on progress documents and the final submission of the design to limit any chance that full coordination has not been accomplished. Involvement of the party designated as the GBF is essential.

The CM should include sustainability in the detailed checklists that confirm or verify the achievement of design goals in plans, specifications, and estimates at each stage of design completion.


5.4.1 Owner Authorization and Approvals Procedures to secure the authorization and approval of the owner to maintain progress and proceed with the project must consider sustainability. This is a non-trivial matter, as tension may exist between sustainability goals and cost and schedule parameters or other performance objectives. Explicit review of the impact of scope schedule or budget changes or adjustments on sustainability objectives—and vice versa—should be clearly identified, and triggers established to bring any conflict to the appropriate authority for resolution.

5.4.2 Quality Management System Quality control is achieved through a system of detailed checks and reviews between members of the design team. These are used to verify the performance of requisite activities such as confirmation of viability of the design and design assumptions, check of calculations, and coordination across disciplines. The quality control system should include measures for verification and validation of tasks that protect and maintain a project’s sustainability requirements. Quality Assurance activities confirm that quality control activities are carried out that protect and maintain the integrity of a project’s sustainability requirements.

5.4.3 Changes in Design Scope or Criteria The design of the project is an evolutionary process. During the course of the project, change is inevitable. The CM must monitor the changes and advise the owner of any associated cost and time impacts. Notification by the designer together with the review of the progress documents will identify variances with the previously agreed-upon design criteria. The variances can have a positive or negative cost or schedule impact on the project. The status of project sustainability performance and commitments must be evaluated as part of the variance review process.

The cost of the project must be carefully tracked and monitored for every change. When sustainability is an explicit element of the project, the CM should first assure that appropriate requirements are included in the design documents, and subsequently, that impacts of changes on sustainable project features are duly identified and mitigated. Vigilance is particularly critical to identify the impact of a change on a project’s LEED credit profile, Green Globes score, or the integrity of any other sustainable design rating system. When sustainability objectives are jeopardized by a change in scope or design criteria, the design team must be alerted and allowed sufficient time to mitigate or adjust in response to the owner’s priorities for the project. All design criteria changes and their impacts must be communicated to the project team.


5.4.4 Document Control The CM is the clearinghouse for all project communications. The document control and MIS systems should beformulated, from the beginning, to identify elements critical to the project’s sustainability program. This is particularly critical on a project with LEED or other green building rating system documentation requirements.

5.4.5 Contract Documents Contract documents should clearly define the elements of the work designed to yield sustainability features of the project. Ideally, specific sustainability parameters should be written into the contract documents. Required documentation, monitoring, independent agents, and other requirements should all be clearly defined and written into the contract documents. Standard formatting from the Construction Specifications Institute (CSI) is used throughout the construction industry to format construction specifications in building contracts. The format facilitates location of specific types of information. CSI’s MasterFormat2014 is organized into 50 divisions, each of which contains a number of sections. Sections are divided into three parts general, products, and execution. Each part is organized by a standardized system of articles and paragraphs. Green building specifications can be easily incorporated into CSI MasterFormat2014 by:

• Adding a section on environmental procedures to division 1 that states the project’s environmental goals, including other environmental specifications, such as general requirements for recycled content levels and a Construction and Demolition (C&D) Waste Management Plan.

• This section can also include a statement that requires contractors to establish a C&D Waste Management Plan at the pre-construction conference.

• Including technical specifications in divisions 2 through 50 providing for high performance building materials, including material types and installation methods.

• Including language that specifies that work is performed in a manner consistent with the environmental goals of the project. The incorporation of a green material alone may not contribute to greening the project if it does not function as intended due to improper installation or if it becomes contaminated as the result of careless handling.

• Explicitly articulating contractual sustainability requirements and differentiating these from sustainability goals.


If verification and documentation activities are required to achieve a specified sustainable facility rating, this should be clearly identified in contract documents. For instance, intent for a project to be LEED certified with the USGBC should be formally noted as such within the bid documents. If the owner and designer choose NOT to have the project formally registered with the USGBC, but intend for it to be a LEED equivalent project, this too must be defined within the bid documents. BIM requirements should also be clearly identified.

5.4.6 Permits The CM should assure that a list of project required permits for the project is developed. The list must include applicable federal, state and local permits and indicate the responsibility for obtaining the permits. The list should include a submittal schedule for LEED, Green Globes or another sustainable design or rating system, where applicable.

5.5 Design Reviews The CM should periodically review the design documents, focusing on the need for clarity, consistency, and coordination among the contractor(s). Pursuant to the CM’s contract, the CM should participate in a sustainability review of the documents to review that sustainability goals, objectives, and requirements are being addressed, evaluate the reasonableness of constraints placed on the contractor, and verify that the documents are sufficiently clear on these points.

5.5.1 Sustainability Reviews The sustainability checklist or scorecard should be reviewed and updated as documents progress to reflect specific measures and features of the project. The checklist should be reviewed following every design review and prior to sign-off of every design phase to verify inclusion of sustainability measures, or compliance with sustainability requirements. This process in itself generally has little effect on the schedule, but the result of this review and update may be cause for the team to revisit objectives and approaches to the sustainable program which may impact the schedule.

The CM should periodically determine if relevant and appropriate criteria are well defined in the construction documents. When the project is expected to meet specific sustainability thresholds or rating levels, the CM should also verify that the construction documents accurately identify the certification and necessary documentation, and indicate the party or parties responsible for associated activities. The A/E contract should specify periodic


sustainability reviews during design, so that sustainability objectives and requirements are incorporated.

5.5.2 Constructibility Review The CM is often required to review design documents for constructibility or reasonableness and efficiency in construction with the objective of maximizing the ease and efficiency of the construction process. The review of the design, bid, and contract documents for constructibility should also include specific elements of the sustainability program for the most cost efficient installation and availability of materials.

5.6 Cost Control During the design process the CM develops and maintains cost control procedures to monitor and control project expenditures, both current and projected, within the allocated budget. Sustainable projects statistically have relatively elevated capital—or first—costs, often offset by lower lifecycle costs. In order to properly assess the costs of a project with specifically identified sustainability goals, objectives, and requirements, several analyses may be required to align goals and requirements with budgets and schedules.

5.6.1 Alternative Studies Alternative analysis is a standard practice used to identify alternative means to achieve specified project objectives. Alternative analysis is more effective and efficient when undertaken early in a project lifecycle.

A project may be found to have competing strategies to achieve sustainability objectives. Multi-criteria analysis (MCA) is a valuable and increasingly widely-used tool to aid decision-making where there are competing options, and particularly useful as a tool for sustainability assessments where a complex and inter-connected range of environmental, social, and economic issues must be taken into consideration and where objectives are competing, making trade-offs unavoidable. MCA can be applied at all levels of decision-making, from the consideration of project alternatives to broad-reaching policy decisions guiding a transition toward sustainability and the green economy.

MCA and similar complex alternatives analyses may require facilitation by an experienced consultant. This need should be identified early and anticipated by the budget and design process.


5.6.2 Lifecycle Analysis The goal of lifecycle analysis (LCA) is to compare environmental and social damages assignable to products and services so as to choose the least burdensome options. Lifecycle refers to the notion that a fair, holistic assessment requires the assessment of raw material production, manufacture, distribution, use, and disposal including all intervening transportation steps necessary or caused by the product’s existence. The sum of these steps is the lifecycle of the product. The concept can be used to optimize the environmental performance of a single product or an entire project. LCA is carried out in four distinct phases:

• Establishment of goals and scope;

• Lifecycle inventory;

• Lifecycle impact assessment; and

• Interpretation.

Like alternative analysis for sustainability projects, LCA may require an experienced facilitator, who must be identified early in order to anticipate budget requirements and retain a reliable service provider capable of providing input in a timely fashion.xxiv

5.6.3 Energy Modeling Energy modeling is the virtual or computerized simulation of a building or complex that focuses on energy consumption, utility bills, and the lifecycle costs of various energy related items such as heating, cooling, lighting, ventilating, and hot water systems. It is also used to evaluate the payback of green energy solutions like solar panels, photovoltaics, wind turbines, and other high efficiency appliances. LEED requires energy modeling if the project is to attain any of the 10 points possible under the energy & atmosphere credit for optimizing energy performance.

The US Department of Energy offers a number of programs free of charge and there are several software programs available for a fee.

Responsibility for energy modeling and simulation should be assigned to the A/E. Energy analyses should be conducted by the A/E team frequently enough to validate the design solution.

Responsibility for realizing energy performance results differs depending on the contracting strategy and must be addressed in the projects contractual instruments.


5.6.4 Risk Assessment The cost, schedule, technical feasibility, and other risks on a project with sustainability goals, objectives, and requirements may be heightened by uncertainties related to the experience of the design and construction team, performance of a unique design solution, equipment, or means and methods. Risk management seeks to minimize uncertainty regarding future events. Risk assessment is a tool to predict the likelihood of future events and the effects of these future events. Risk mitigation manages risk proactively based on the outcome of the risk assessment. In using risk assessment and mitigation techniques, the project team should take care to assure sustainability features and goals are protected and conserved as critical project elements to be protected and conserved throughout the design and construction process.

5.6.5 Value Engineering, Value Analysis, Alternatives Value engineering (VE) is a systematic method designed to improve the value of a project through examination of cost saving proposals or functional improvements that increase the ratio of function to cost. A primary tenet of value engineering is that basic functions of a project must be preserved—not reduced—as a consequence of value engineering. A key responsibility of the CM is to assure that the sustainability features of a project are not sacrificed during the course of VE efforts in design or construction.

Sustainable development, design, and construction processes by definition seek to reverse the trend that focuses on facility first costs and undervalues or excludes consideration of the operational costs of a facility, which in terms of energy, can involve significant investment. Defining the project budget for the purpose of the VE exercise involves identifying the cost of the facility over its entire lifecycle, including first costs, costs of replacements and alterations, and operations and maintenance, which in most cases is by far the most costly stage of a facility’s useful life. VE is thus well-suited as a tool to assist in achieving sustainability objectives.

The risk of VE to sustainability arises when there are real or perceived additional costs associated with sustainability features that are not clearly identified as functional requirements. Clearly articulated energy efficiency goals are effective insurance against VE exercises that eliminate sustainability features.

Not all sustainable concepts yield the best results at the lowest costs. This is very evident in the USGBC LEED process where the capturing of many points adds none or very little cost to the project while others will generate a major premium cost to secure. Trade-off studies are a traditional part of value engineering and time must be allotted in the schedule to study the sustainable approach in terms of good value of costs and effectiveness while meeting


sustainability goals. It is especially important to undertake this effort at the schematic design stage, when it is most appropriate to adjust the scope of the project with the least impact to the schedule.

5.6.6 Project Estimates The responsibility for the preparation and maintenance of the project cost estimates should belong to the CM. Projects with sustainability requirements may involve technologies with limited pricing and installation information. Due care should be afforded to develop adequate contingencies in these cases.

5.7 Commissioning During design, the owner’s project sustainability requirements are translated into construction documents. Design phase commissioning objectives include verifying that the owner’s sustainability requirements are captured in the design documents that articulate the design intent and scope. This should assure that that design processes are leveraged to include commissioning requirements in construction documents, identifying training and acceptance requirements, and the performance of a commissioning-focused design review.

Contractor responsibilities for commissioning are defined in the commissioning specifications that must be coordinated with other commissioning team members when planning the commissioning process. The CxA assumes the lead role with the design team in developing the commissioning specification. The CxA details the roles and responsibilities of the contractors in the commissioning process throughout the project. A draft set of system readiness checklists and verification test procedures should be included in the commissioning specification to communicate to the bidding contractor the sustainability requirements to be verified and the level of rigor that is expected during the testing phase of commissioning.

5.8 Sustainability Certification System Measurement During the design phase, the CM’s responsibility is to identify and expedite the submittal of the documentation necessary and/or required by the contract. Green building rating systems often allow for an initial submittal at the end of the design phase based on design-related


prerequisites and optional credits. This ‘split-review’ process is often utilized, when schedule permits, to allow project teams to receive an early indication of their rating system goals.

The design phase application is normally submitted by the party designated as the agent for the project. This could be the CM, A/E, the GBF, or CxA. Responsibility for these tasks should be identified in contract documents and project management plans.

Upon receipt of the preliminary review document from the certifying agency noting the status of credits achieved, anticipated, pending, and/or denied, the project team will have a limited period of time to provide corrections and additional supporting documents as a supplementary submittal for the application for credits.


Chapter 6: Procurement Phase

The goal of the procurement phase is to conduct the procurement process in a manner that will comply with sustainability goals, objectives, and requirements, and secure service providers and suppliers capable of satisfying the contract documents, and result in the successful and timely award of contracts for construction.

Sustainability in the procurement phase will have limited effect on the schedule, though an added layer of complexity in the contract documents may result in a larger number of bid questions, which may lead to larger or additional addenda. The design and CM team experiences in resolving bid issues related to sustainable work scopes should be factored in bidding, bid evaluation, and award durations.

The procurement phase is an opportunity for the CM to collaborate with multidisciplinary trades and professions depending on the project delivery method. The planning of this phase can allow the CM to combine the efforts of the design and construction teams to deliver the sustainable project with not only the desired end results, but also sustain it throughout the project’s lifecycle.

6.1 Procurement Planning Sustainability is identified in the Project or Construction Management Plan. Sustainability goals, objectives, and requirements are incorporated by design into the contract documents as design evolves. The CM should assure that the Master Schedule assures adequate time for procurement provisions and market conditions related to sustainability, specifically for advertisement, bid, and award, together with any special approvals needed during the award cycle.

The procurement planning phase should also take into account the project delivery method chosen, which may be as follows:

• Design-Bid-Build allows the owner and CM to consider not only the initial cost of the project during the design phase, but it also provides the opportunity to analyze the impact of return on investment of the energy efficiency or sustainable building


systems to be implemented. The various aspects of measurable performance may hold the designer and contractor accountable after occupancy of the project for the duration of the contract if performance measures are specified.

• Design-Build (sometimes referred to as “turnkey”) allows the CM to control the tradeoffs of the sustainable project between the design-build entity and the owner’s expectations. The CM may regulate and determine the compatibility of sustainable building systems to meet the specific immediate and long-term programmatic and budgetary requirements. The CM must be cognizant of the specific systems that must be balanced with the overall sustainability criteria of the project.

• Integrated Project Delivery team allows the CM to represent the owner by facilitating the sustainable goals through the synergy of common purpose. The IPD method is the project delivery method that not only enhances the commitment of the sustainable goals of the team but also requires collaboration of all stakeholders on meeting those goals. The IPD team may be dependent on the leadership of the CM to further assure a means of surpassing the owner’s expected goals. The CM must be adept in implementing standards and rating systems to recommend the means of exceeding baseline sustainable criteria or rating systems, if warranted.

6.1.1 Advertisement and Solicitation of Bids The requirements for project sustainability features and measures such as LEED or Green Globes performance rating and energy efficiency requirements must be clearly presented in the advertisement and solicitation for bids. Language might include:

• Design Services: Provide evidence of experience in sustainability design practices. Identify experience in using an integrated design approach, lifecycle assessment, lifecycle cost analysis, and other practices used by your firm in meeting sustainable design goals. Identify participating team members with appropriate experience on a project with similar sustainability measures. Provide evidence of credentials in applying a rating system such as LEED or Green Globes.

• Construction: Provide evidence of experience in implementing and documenting sustainability during construction, using the criteria required for the project. Identify applicable experience in implementing the following types of sustainability measures: C&D waste management, on-site recycling programs, use of sustainable materials with high recycle content, use of low-emitting materials, use of air monitoring, efficient use of equipment and utilities during construction, commissioning, and documentation of sustainability features.

• Identify the participating construction site team members responsible for and their experience with sustainability implementation. Demonstrate an understanding of the


integrated nature of the design relative to sustainability. Provide evidence of experience with the process of evaluating the impact of changes on cost and the building’s intended operation. Show that proposed team members have a thorough understanding of the concept of lifecycle analysis. Provide evidence of personnel and craft training in sustainability and/or LEED implementation including documentation.

The CM should participate in all pre-bid meetings, site visits, and addenda preparation to clarify features of the project that are associated with sustainability goals, objectives, and requirements.

6.1.2 Select Bidders List Many owners, if permitted by applicable bidding laws and regulations, may identify and pre-qualify bidders they believe are qualified to pursue work in their market. The CM should assist the owner in managing any prequalification steps or establishing appropriate standards prior to advertisement for bids. The CM should verify by reference checks that the pre-qualified bidders have a record of accomplishment of practicing sustainability and/or have experience implementing projects with sustainability requirements.

6.1.3 Instructions to Bidders The Instructions to Bidders section of a solicitation should be comprehensive and include clear, concise information to complement the advertisement or solicitation statement. The CM should review instructions to bidders so that sustainability requirements are reasonably reflected by the document. Instructions should advise the bidders of the procedures and requirements for submitting an acceptable proposal for the owner's review. Language might include:

• Design Services: Demonstrated experience in sustainable design practices is mandatory. Identify experience in using an integrated design approach, lifecycle cost analysis, and other practices used by your firm in meeting sustainable design goals. Identify participating team members with appropriate experience.

• Construction: Demonstrated experience in sustainable project construction practices is mandatory. Identify experience in implementing the construction of projects with sustainable design requirements. Identify participating construction team members with appropriate experience.


6.1.4 Pre-Bid Conference A pre-bid conference should be held involving all design or construction team members and contractors being solicited by an owner. In addition to pertinent scope of work, schedule information, and important contract terms, the CM/PM should outline the sustainability certification and experience requirements for the project.

6.1.5 Proposal Document Protocol and Proposal/Bid Opening

The CM and owners team should review each proposal/bid to determine which has appropriate sustainability experience. The proposer/bidder is ranked and the sustainability ranking score is considered when completing the overall selection.

6.2 Contract Award The owner or CM should formally notify the successful bidder by letter that they have been identified as the selected contractor and the most responsive bidder for the contract. The award letter may or may not have a formal Notice to Proceed (NTP) direction to the contractor. Some owners provide a separate NTP letter to the contractor, which will formally define the start of the project.

6.3 Pre-Construction Conference/Scope Review Meeting The owner and CM should conduct a pre-construction conference with the successful bidder to review and discuss the terms, conditions, costs, and scope of work including sustainability requirements of the contract. It should be structured to assure all parties have clear understanding of the contract and scope of sustainable design and implementation during the construction phase of the project.


Chapter 7: Construction Phase

The goal of the construction phase is to complete construction in accordance with the requirements of the contract documents, applicable codes and regulations, and the sustainability goals, objectives, and requirements embedded in the contract documents.

7.1 Construction Management Plan The Project/Construction Management Plan should include the project team members and roles and responsibilities for tasks specifically associated with the following five best practices for implementing project sustainability requirements:

7.1.1 Contractor QA/QC The contractor achieves construction quality by utilizing the specified materials to build the specified project, using competent craft persons to install the materials, and implementing a formal construction quality control program. The program should be a written document, termed the QC program, which includes procedures (or instructions) and controls that adequately address the type of work required by the contract documents. A project’s sustainability requirements are embedded in the contract documents. The QC program articulates the procedures and controls for achieving quality implementation of the features that render project elements sustainable.

If the contractor is required to provide inspection and testing services, the contractor should include a list of testing consultants (with appropriate level of experience working on projects involving sustainability) in the QC program, along with credentials and certifications for each.


7.1.2 Best Practices The CMP should consider these recommended elements when implementing sustainability requirements.12

• Minimize Total Energy Use and Maximizes Use of Renewable Energy.

o Minimize energy consumption (e.g. use energy efficient equipment).

• Minimize Air Pollutants and Greenhouse Gas Emissions.

o Minimize the generation of greenhouse gases.

o Minimize generation and transport of airborne contaminants and dust.

o Use heavy equipment efficiently (e.g. diesel emission reduction plans).

o Maximize use of machinery equipped with advanced emission controls.

o Use cleaner fuels to power machinery and auxiliary equipment.

• Minimize Water Use and Impacts to Water Resources.

o Minimize water use and depletion of natural water resources.

o Capture, reclaim, and store water for reuse.

o Minimize water demand for revegetation (e.g. native species).

o Employ best management practices for stormwater.

• Reduce, Reuse, and Recycle Material and Waste.

o Minimize consumption of virgin materials.

o Minimize waste generation.

o Use recycled products and local materials.

o Beneficially reuse waste materials.

o Segregate and reuse or recycle materials, products, and infrastructure (e.g. soil, construction and demolition debris, buildings).

• Protect Land and Ecosystems.

o Minimize areas requiring activity or use limitations (e.g., destroy or remove contaminant sources).

o Minimize unnecessary soil and habitat disturbance or destruction.

o Minimize noise and lighting disturbance.

12 For more details on the 5 goals, see ASTM Greener Cleanup Guide E2893-13


7.1.3 Project Procedures The Project Procedures Manual should, as appropriate, include contractor work plans and submittal requirements related to the five sustainability goals, objectives, and requirements of the project listed above.

7.2 Pre-Construction Conference The pre-construction conference should include a detailed discussion of the project’s sustainability goals, objectives, and requirements, particularly if sustainability certification targets are anticipated. The project team or designated lead contractor should be asked to present a plan designed to achieve these objectives, and an overview of sustainable construction practices that will be employed.

As a part of the pre-construction conference the CM should:

• Review roles and responsibilities during the construction phase of each project team member (A/E, CM, contractor, owner, and others if applicable) should be designated as responsible to meet sustainability certification/green cleanup effort and compliance.

• Identify documentation submittal requirements such as:

o Contractor Sustainability Plans;

o Material and equipment submittal requirements for sustainablilty; documentation;

o MOntly or other reporting requirements;

o Waste manifest detail;

o Local suppliers detail; and

o Recycled material detail.

• Identify required sustainable practices on site, such as:

o Deconstruction vs. demolition;

o Waste Management Plan;

o Material reuse;

o No idling;

o Noise mitigation;

o Minimal waste;

o No smoking; and


o Office (minimize paper usage—electronic media, double sided printing where necessary; maximize power usage efficiencies, etc.

The CM must be aware of various elements in the project requiring special operations control including sustainability elements particularly if the project seeking sustainability certifications or green cleanup standards. These elements may be related to heavy construction field activities as well as those associated with manufacturing facilities, treatment plants, operations control centers, and other facilities dealing with instrumentation and control systems or other systems as required by the contract. To provide for an acceptable level of quality in the project for these facilities, the CM should review the specification requirements for the work with the contractor to confirm that the contractor and its suppliers are focused on quality and the specific requirements as noted by the contract. Attention should be paid to the impact on the environment and any sustainable requirements. They should recognize the need to install these elements in the completed project in a manner that allows them to be utilized for their intended purpose.

7.3 Construction Planning and Scheduling The contractor must submit a realistic work plan and CPM schedule that conforms to contract requirements. The schedule duration must include sufficient time to produce quality work and include time for submission, approval, procurement, testing, commissioning, inspection, and verification. The CM should also coordinate with the owner and designer to make them aware of their responsibilities in supporting the project schedule.

The schedule submitted by the contractor should include activities related to sustainability and should anticipate additional material lead time requirements or extended construction durations. For example, adaptive reuse of building and components and reusing existing materials will add a level of complexity to construction. Securing products from a regional source may place limitations on material sourcing that can impact the schedule as certain sustainable products may prove to have a longer lead period for acquisition and longer installation periods than more familiar products.

While equipment start-up is technically part of commissioning, it can often occur well before project completion and must be coordinated with the design engineering and commissioning team. Enhanced commissioning and other quality focused programs may also call for other interim inspections, testing, and documentation submittals that must be coordinated with the construction schedule.


While start-up is generally a milestone or a short duration activity, commissioning periods should be ample to allow for a complete battery of testing, training, and documentation before occupancy. The program task of commissioning for each major component should appear both on the construction schedule and the Master Schedule to remind all that it is an important and time sensitive part of the development process. The Commissioning Agent should review and provide insight into duration and logic of these activities. Too often, projects are scheduled for occupancy at substantial completion without adequate consideration for commissioning, when pre-planning for commissioning would have yielded a better product at occupancy.

If one of the goals of the project was to achieve a certain level of 3rd party verification sustainability, the schedule should include an activity with a duration reflecting the time needed between final assembly of documentation and receipt of the decision from the certifying entity. This could take several months or even a year. The owner should be made aware of this timeframe in order to align expectations with reality. Active management of the effort is the key to minimizing its duration.

7.4 Construction Management and Administration

7.4.1 Sustainability Checklist The sustainability checklist or scorecard, which was included in contract documents, should be actively leveraged by the project team and CM to monitor status and progress of work elements that are integral to project sustainability objectives.

7.4.2 Changes in Work Change management procedures should clearly identify a rigorous scope review process and approval authorities that avoids changes in construction that compromise sustainability goals, objectives, and requirements. This can be accomplished through a change review board, panel, or process that includes the A/E and CM in a review capacity.

The contract documents set forth specific requirements to document and obtain approval by the owner of any changes in the work. The contractor’s QA/QC program should outline procedures that staff must follow when changes occur. The CM is routinely charged with the responsibility to evaluate any changes, deletions, or additions to the work under the contract as to its effect on construction time, cost, quality, and sustainability.


The CM, review board, or GBF should confirm what impact any proposed change orders on the project have on the targeted sustainability goals, objectives, and requirements, particularly for projects targeting sustainability certification. Any impact should be communicated in writing to the project team with the objective of soliciting alternative solutions that don’t negatively impact the targeting sustainability measures, keeping in mind the project budget and schedule. All executed change orders and backup documentation that affect the targeted sustainability measures level should be compiled by the CM or GBF throughout the project for submission to the appropriate authorities.

7.4.3 Document Control and Distribution Procedures for document routing and management should be clearly identified in the Construction Management Plan to alert all parties to project status, progress, and requirements.

When the contractor performs work without using the current applicable design, the contractor is at risk for the work not being accepted. The CM should review or audit the contract document control section of the contractor’s QA/QC manual to determine if the program is in conformance. The audit should include a check of document holders at the construction site to determine that they have, and are using the latest drawings, specifications, and other appropriate information.

Documentation requirements for 3rd party verification may likewise be strict, which makes proper documentation control and distribution important. The parties responsible for sustainability certification, along with key designated team members, must receive all current documents in a timely manner. Document control and distribution procedures should include requirements regarding distribution to the firm responsible for the 3rd party sustainability certification.

7.4.4 Requests for Information Requests for Information (RFIs) should be routed by the CM to the CxA, GBF, and A/E so that clarification and direction to the contractor reflects measures to conserve sustainability features of the project. The CM should review specific RFI expectations, particularly if they are to be submitted to for 3rd party review or certification. The relationship of any project element to the sustainability program may not be readily apparent to some project participants. The integrated team must be alerted by way of standard document processing.


7.4.5 Non-Conforming and Corrective Work Non-conforming and corrective work has the potential to negatively impact facility performance as well as the targeted sustainability certification. The project team, including the CM, has the responsibility to verify that non-conforming work is corrected and deviations from the contract documents are properly documented. This documentation should be included in the sustainability certification submission package where required.

7.4.6 QC Inspection and Testing Documentation Most government agencies and many major corporations have detailed procedures designating the inspections and tests required for projects. At a minimum, the contractor’s QA/QC program must include provisions to confirm that specified inspections and tests occur at appropriate times during the construction process. The CM should confirm that inspections and tests are in accordance with the contract specifications, including any sustainability requirements and documentation.

The CM must verify that the contractor’s QC program adequately addresses the requirement to ensure that the products submitted and approved are the products utilized on site. Attention to detail is paramount as products viewed as least critical are most important when volatile organic compounds (VOC) limits are concerned. Such products include but are not limited to PVC glues, construction adhesives, primers/sealers, glues for finish installation, and paints/coatings.

The CM should review the contract documents for indications that appropriate test and measurement devices are identified, properly calibrated, and properly used. The CM should also review contractor procedures by auditing to observe that the program is satisfactorily implemented.

The CM should ask the commissioning agent, consultants, and contractors responsible for testing and monitoring to verify calibration of controlled testing instruments per the established schedule for the item.

7.4.7 Sustainability Quality Audits An audit of sustainability requirements can be used to verify that quality management systems are in place to achieve sustainability requirements. Typically, the contractor provides quality control, while the CM or a selected independent agency provides quality assurance oversight on the project. Under a sustainable project, much of this QA function may be provided by the GBF or CxA.


7.4.8 Commissioning During construction, commissioning activities are vital to verifying that sustainability goals are met. Owner project requirements may include:

• Changes made in the procurement period

• Commissioning Plan updates, to include new or revised elements introduced throughout the construction process;

• Development and distribution of testing and inspection procedures;

• Performance testing and inspection activities;

• Documentation of testing and inspection activities;

• Integration of commissioning activities in the construction schedule;

• Development of systems and training manuals; and

• Provision of commissioning reports and training requirements pursuant to the Commissioning Plan.

7.4.9 Commissioning Plan Schedule The CM and CxA should work closely with the project team to integrate commissioning activities into the overall construction schedule, keep commissioning activities off the critical path, and schedule site inspections that focus on system operations and maintenance. The commissioning schedule is developed as a section of the Commissioning Plan and is updated throughout the project. Detailed integration of commissioning activities and tasks with the construction schedule is critical to maintaining project milestones and verifying that sustainability requirements are met.

7.4.10 Project Documentation When a project is to be certified under any sustainability certification process, some party should be contractually bound to organize the supporting documentation, whether it is the CM, CxA or GBF. The CM should make this requirement known to the project team as early as possible in the project. Documentation should be ongoing throughout submittal, procurement, and construction of the work, not be compiled at close-out. The CM should institute a system for gathering documentation from the beginning of construction and continue throughout the project.

A thorough system of documenting sustainability measures should be maintained by appropriate parties throughout construction. Documentation procedures should specify the collection of documentation related to such items as waste management and recycling,


emission mitigations, noise and vibration mitigations, dust reduction efforts, and proper material storage and handling. For example, the CM should note when ductwork is installed that it is capped until permanently terminated; document that sheetrock has been stored properly such that it is properly protected from moisture, which could foster mold.

If an independent CxA is to be employed by the CM, related documentation should be compiled by the CxA throughout the life of the project, most notably during the construction phase. If an independent CxA is employed by the owner, the CM should report to the owner if the CxA, in the CM’s judgment, is not furnishing the appropriate paperwork in a timely manner.

7.4.11 Progress Payments The CM should only approve requests for payment for accepted materials/items or completed/accepted construction, unless contract documents provide otherwise. The progress payment process should include any sustainability requirements. The contractor should include in their schedule of values a line item for these requirements, and should be paid a percentage as progress is made.

Payments for sustainable equipment and installations may be tied to the contractor providing the proper sustainable documentation for that equipment and installation, to ensure that the documentation is kept current.

When the contractor has specific obligations to meet sustainability goals, a schedule of values must identify the value and sufficient funds must be withheld until the sustainability goal is achieved.

7.4.12 Acceptance Testing When a full commissioning program is not justified, specific pieces of equipment or systems can be subject to acceptance testing for purposes of owner acceptance. This abbreviated form of commissioning can be used to verify achievement of certain sustainability goals or requirements. The CM or other assigned party develops the test procedures and acceptance criteria to verify that equipment or systems meet performance criteria. Tests are normally conducted using contractor personnel and witnessed by the CM and/or owner. Training of owner personnel in operation and maintenance is part of the acceptance test. Each element of the test procedure is implemented and signed off on when found to meet the criteria. The CM verifies that all tests have been satisfactorily completed before final acceptance.


7.4.13 Beneficial Occupancy/Substantial Completion As the project approaches beneficial occupancy/substantial completion, the construction quality program should include reviews of incomplete work, corrective actions to remedy nonconformance, and other quality requirements including documentation. Reviews should include sustainability requirements.

The CM should not recommend beneficial occupancy to the owner until the project punchlist is prepared by the project team, accepted by the CM and owner, and all areas are available for use. If the project is to be certified under any sustainability program, all open review comments related to sustainability features should be included.

This may be particularly difficult for a CM-at-Risk that may be under pressure to secure a substantial completion certificate in order to facilitate occupancy in accordance with contractual deadlines. The CM and owner should be mindful that punchlist activities following owner occupancy often result in disputes requiring differentiation of punchlist work from damage or changed conditions due to the owner’s use of the property.

7.4.14 Training Within a reasonable period of training, project maintenance trainees should be provided with pertinent information required to operate and maintain the facility per the owner’s requirements, and maximize the project’s sustainability features.

Providing the project management staff with digital records of the training sessions can significantly increase the value of the training by providing staff with a reference for future post-project training of new personnel, as well as for future reference for procedures that may not be used frequently.

7.4.15 Substantial Completion The contract documents should articulate the conditions required to meet the milestone with respect to a project’s sustainability features. The CM should review the contract and completed work to record that the contractor has attained the milestone as defined by the contract and make appropriate recommendations to the owner. The owner and design professional should concur that the milestone has been reached. Minor punchlist work not affecting the use of the facility by the owner may remain incomplete with the approval of the owner and CM for substantial completion.


7.4.16 Final Acceptance Final acceptance follows substantial completion and the completion of punchlist work, with the concurrence of the A/E, CM and CxA. If final acceptance is to precede final certification by any sustainable certification process, this should be clearly articulated in the contract documents.

Typically, all punchlist work must be completed to the satisfaction of the owner, A/E, CM, and CxA prior to final acceptance (and associated payment). A project with sustainable certification requirements may have a few activities that must be completed many months past the completion of typical punchlist work, such as off-season commissioning or receipt of notification of the final certification. This can be addressed contractually by creating items in the schedule of values associated with late-breaking requirements.


Chapter 8: Post-Construction Phase

The post-construction phase provides the opportunity to evaluate the results of the sustainability efforts, adjust assumptions and systems operation to improve the accuracy of modeling, and improve efficiency of systems operations. Strategies may include a 3rd party review, evaluation of systems performance through measurement and verification, gathering of lessons learned from building operators, and a post occupancy evaluation based on occupant experience.

The extent of the CM’s post-construction phase responsibilities will vary based on owner goals established early in the project. Third party review, lessons learned, measurement and verification, and commissioning, may be part of the project, even if longer term assessments are not.

8.1 Post-Construction Checklist

8.1.1 Third Party Review/Certification During the post-construction phase, the CM’s responsibility is to identify and expedite the submittal of documentation necessary and/or required to achieve the designated 3rd party certification, and to coordinate the necessary participants in this process. Roles and responsibilities will have been established in earlier phases of the project. Partial information or submittals may have been made earlier in the process. Active management of this process is key to minimizing its duration.

8.2 Commissioning Commissioning of a new construction project begins before the post-construction phase. It may entail reviews during the design phase and will include pre-functional review during construction. Exact requirements for the relationship between commissioning and substantial completion may vary, however the functional testing part of commissioning is


generally done at the end of construction, after testing and balancing. It should include off-season testing to ensure systems function properly under the conditions during which they are required to perform (i.e. summer testing of air conditioning/winter testing of heating systems). At a minimum, commissioning activities should continue through the end of the contractual warranty/correction period. Ideally, commissioning will continue throughout the life of the facility (see Continuous Commissioning). During the commissioning period, ongoing operation, maintenance, and modification of facility systems and assemblies, and associated documentation are verified against updated owner project requirements, including sustainability requirements.

8.2.1 Re-Commissioning or Ongoing/Recurring Commissioning

The performance of dynamic systems and equipment, as well as static systems, assemblies, and components will tend to degrade from an as-installed condition over time. In addition, the needs and demands of facility users and processes typically change during the course of a facility’s use. Maintaining the sustainability features of a project may require periodic evaluation and adjustment. Re-commissioning processes have the main objectives of assuring that an owner’s project requirements reflect changes in use and operation of the facility:

• Periodic evaluation performance against the owner’s project objectives;

• Maintaining the system manual to reflect changes in the owner’s project requirements, and

• Ongoing training of operations and maintenance personnel and occupants on current changes in systems and assemblies.

8.2.2 Retro-Commissioning Retro-commissioning is when an owner adopts commissioning on a project during the operation stage of the facility lifecycle. While it accomplishes commissioning process activities, it is sufficiently different from the commissioning process that it is considered a separate process.

Improvements in major energy consuming features such as HVAC systems, lighting, and communications are happening at increasing speeds. “State of the art” five years ago may now be obsolete. Retro-commissioning of a five or 10-year-old building, along with updating of equipment or components may result in a substantial reduction in energy use. This may incentivize an owner to revisit commissioning frequently.xxv


8.2.3 Seasonal (or Off-Season) Commissioning Seasonal commissioning pertains to testing under full-load conditions during peak heating and peak cooling seasons, as well as partial load conditions in the spring and fall. Whereas initial commissioning is done as soon as the contract work is completed irrespective of the season. Seasonal commissioning requires testing of equipment and systems in a peak season to observe peak load performance, in which heating equipment is tested during winter extremes and cooling equipment is tested during summer extremes with a fully occupied building. Construction contracts should specify contractor participation in seasonal commissioning to realize and/or verify achievement of sustainability goals.

8.3 Asset/Facilities Management—Lifecycle Monitoring Technology is progressing at an incredible rate. Five-year-old fluorescent light tubes and fixtures may be energy wasters compared to current technologies. Such developments may dramatically alter a lifecycle analysis after a few years. Monitoring efficiency improvements of building components can be a worthwhile method to increase savings for older facilities.

8.3.1 Training Training the owner’s operation and maintenance staff ideally occurs during construction. Some training is best deferred until the owner has assumed responsibility for the building and its sustainability features. Such training should be identified in the Commissioning Plan, and the CxA may be responsible for vetting the training plan and implementation. Training should clearly define maintenance required for continued function of sustainability features. Such requirements should be reflected in the Operation and Maintenance Manual (by contractor) and Systems Manual (by CxA). Some contracts call for recording the training process to ensure the material is available for future reference.

8.4 Operation & Maintenance/Owner’s Maintenance vs. Warranty Call-Back The CM may find it difficult to get an owner to accept that the facility management staff needs to take ownership of the new facility. Owners may feel that a specific issue is warranty related, while contractors may argue that it is an owner’s maintenance issue.


Carefully define obligations on both sides in the bid documents, clearly stating owner maintenance obligations following occupancy. While the contractor may be obligated to provide a one year warranty, the owner’s construction cost at bid time may be more favorable if bid documents clearly state that, upon substantial completion, the owner will be responsible for such things as changing failed light bulbs, replacing clogged filters and worn belts, and adjusting door hardware. Contractors may more favorably perceive bid documents that limit attic stock for maintenance purposes to a specified amount of customary items such as ceiling tiles, floor coverings, and wall coverings during the warranty period.

8.4.1 Warranty Call-Back Program / Owner’s Contact Information for Responsible Parties

Contractors should be required to provide the owner, in close-out submittals, with the names of qualified individuals to be contacted in the event of a warranty related problem during the warranty period.

For equipment and building components that are critical to the operation of the building, designated contacts should be reachable. Many building management systems are monitored by an external, independent third party; these firms should also be provided with the names and contact information of the various contractors whose work is under their monitoring efforts.

The owner should provide a similar point of contact, available 24 hours/day, to enable a contractor to enter the facility to rapidly correct or mitigate a problem and avert potential environmental damage and minimize waste.

8.5 Deconstruction At the end of the building’s useful life, the owner should identify potential re-use for the building components. This could include structural components, furniture, and recyclable materials. Through thoughtful deconstruction, the owner can minimize the building’s contribution to landfill waste and continue to contribute to sustainable construction projects.

8.6 Measurement and Verification Measurement and verification (M&V) assesses actual performance of the building’s energy using systems. This may be done at a whole building level or of specific systems, such as


lighting, HVAC, and plug load. If the level of detail required is higher than whole building energy use, then the requirements must be articulated early in design phase to ensure efficiency, ie: circuits are designed to minimize the number of meters required to measure each use. Owners may use this data to improve operational efficiency. In addition, LEED offers credits for planning an M&V process, with additional points beyond whole building energy use.

8.7 Energy Model Recalibration Energy modeling done early in a project as a design tool or for third-party review can be revisited after a period of building operation under completed conditions, usually after at least one year of operation. The actual energy use, occupancy, and use of the building can be used to revise the energy model, and create a new, more accurate energy model that is predictive of expected energy use of the building.

8.8 Post Occupancy Evaluation Sustainable buildings often seek to be more than just energy efficient. Occupant/user experience is often a key component of the effort, and in many cases is a driver for owner sustainability goals. This may apply to lighting, daylighting, thermal comfort, perceived air quality i.e. odors, and may even extend to things like wayfinding and workplace ergonomics. A post occupancy evaluation may be part of the sustainability plan, and may even be part of the LEED strategy, as a LEED credit is available for post occupancy evaluation. Alternatively, it may be a decision made after the building is in use. Where it is part of the plan, the tools to perform such an evaluation, and the parties responsible to implement, should be identified well before the end of the project, as should the criteria to be evaluated. A plan for corrective action, when required, should also be part of the plan. Post occupancy evaluations gather feedback from building users. This makes evaluations somewhat subjective by nature, and the corrective action plan should acknowledge this. There are tools and organizations which specialize in post occupancy evaluations. UC Berkeley Center for the Built Environment offers and can conduct an Occupant Indoor Environmental Quality survey. The CM should be sure the timing for establishing the plan aligns with the project timeline, where post occupancy evaluation is part of the project LEED strategy, or where it is otherwise part of the CM’s responsibilities.


8.9 Ongoing Operation of a Sustainable Building Given the level of planning and documentation that goes into developing a sustainable project, the CM should advise the client that implementation of professional standards for quality building environments used during the construction phase should continue during the building’s operational phase. These standards should include, but are not limited to the following:

• Maintaining a well-qualified building operations staff and training them on how to use and maintain all equipment.

• Educating the user groups on the sustainability measures implemented on the project and the reasoning behind the strategies.

• Establishing procedures for inspection, preventive maintenance, cleaning, and repair of all equipment.

• Creating and maintaining a resource center for purchase of additional equipment and maintenance stock that comes from sustainable sources.

• Reading and becoming familiar with the Material Safety Data Sheets (MSDS) on cleaning chemicals and pesticides, and avoid using products that may release harmful chemicals into the air.

• Recycling waste materials.

• Setting up a call center to log tenant complaints and follow-up on these. Problems identified early may cost less to fix now than later.

• Continuing to monitor indoor air quality for compliance with the latest guidelines.

• Adjusting light levels for use of space and occupancy.

• Establisghing and using sustainability standards during any building renovation projects.

• Requiring sustainability standards and best practices be used during any move into or out of the facility.


Glossary

Acceptance Testing When a full commissioning program is not justified, specific pieces of equipment or systems can be subject to “acceptance testing” for purposes of owner acceptance. Acceptance testing requirements are clearly identified in contract documents. Training owner personnel in operation and maintenance is typically part of the acceptance test.

Adaptive Capacity The capacity of a system to adapt if the environment where the system exists is changing.

ASHRAE American Society of Heating, Refrigerating, and Air-Conditioning Engineers, founded in 1894. ASHRAE’s mission is to advance “heating, ventilation, air conditioning and refrigeration to serve humanity and promote a sustainable world through research, standards writing, publishing and continuing education.” ASHRAE offers definitive guidance on energy load calculations, equipment performance, commissioning and many other topics central to design, engineering and construction of sustainable facilities. www.ashrae.orgxxvi

BREEAM Building Research Establishment Environmental Assessment Methodology is the world's foremost environmental assessment method and rating system for buildings, with 425,000 buildings with certified BREEAM assessment ratings and two million registered for assessment since it was first launched in 1990.

BREEAM sets the standard for best practice in sustainable building design, construction, and operation and has become one of the most comprehensive and widely recognized measures of a building's environmental performance. It encourages designers, clients, and others to think about low carbon and low impact design, minimizing the energy demands created by a building before considering energy efficiency and low carbon technologies.

A BREEAM assessment uses recognized measures of performance, which are set against established benchmarks, to evaluate a building’s specification, design, construction, and use. The measures used represent a broad range of categories and criteria from energy to ecology. They include aspects related to energy and water use, the internal environment (health and well-being), pollution, transport, materials, waste, ecology, and management processes.


BREEAM, first published by the Building Research Establishment (BRE) in 1990, is the world’s longest established method of assessing, rating, and certifying the sustainability of buildings. More than 250,000 buildings have been BREEAM certified and over a million are registered for certification – many in the UK and others in more than 50 countries around the world. www.breeam.com

Building Commissioning (Cx) Startup, calibration and certification of a facility. This activity or group of activities involves testing and verification of HVAC and other systems against design intent or criteria. Commissioning also may include preparation of the system operation manuals and instruction of the building maintenance personnel. See “Commissioning.”

C&D Waste Management Construction and demolition (C&D) waste or debris is defined as that part of the solid waste stream that results from land clearing and excavation, and the construction, demolition, remodeling and repair of structures, roads and utilities. Management strategies include waste prevention, waste reduction, recycling and re-use.

Carbon Footprint The overall volume, over a specified period, of greenhouse gas (GHG) emissions caused by an organization, event or product.

Collaborative for High Performance Schools (CHPS) CHPS provides resources to schools, school districts and professionals about all aspects of high performance school design, construction and operation. CHPS develops tools that address the key factors of sustainability for schools. These resources include a six-volume best practices manual, training, conferences, a high performance building rating and recognition program and other tools for Construction Managers. www.chps.netxxvii

Commissioning ASHRAE defines commissioning as “a quality-oriented process for achieving, verifying, and documenting that the performance of facilities, systems, and assemblies meets defined objectives and criteria.” According to the National Institute of Building Sciences, commissioning is “an all-inclusive process for the planning, delivery, verification, and managing risks to critical functions performed in, or by, facilities.” Commissioning is intended to improve building quality via peer review and in-field or on-site verification and heighten energy efficiency, environmental performance and occupant safety. Commissioning can improve indoor air quality by making sure building components work correctly. It provides a system for documenting project implementation as a function of design intent.xxviii


Commissioning Agent (CxA) The Commissioning Agent is responsible for developing and coordinating the execution of the Commissioning Plan, and for observation and documentation of performance that is, determining whether systems are functioning in accordance with the documented design intent and in accordance with the contract documents. The CA is not responsible for design concept, design criteria, compliance with codes, design, or general construction scheduling, cost estimating, or construction management. (Commissioning Agent is often synonymous with Commissioning Authority.) The CA should be an independent, third party consultant that is directly accountable to the owner.

Credentials for commissioning professionals are offered by ASHRAE and the Building Commissioning Association. ASHRAE: www.ashrae.org

Building Commissioning Association: www.bcxa.orgxxix

Contingency Contingency is an amount of money reserved by a party for unforeseen changes in the work or increases in cost.

Deconstruction (building) Selective dismantling of building components specifically for C&D waste management strategies such as re-use and recycling. Deconstruction differs from demolition, which values the expedient clearing of a building from its site.

ENERGY STAR A joint program of the US Environmental Protection Agency (EPA) and the US Department of Energy introduced in 1992 by the EPA as a voluntary labeling program designed to identify and promote energy-efficient products to reduce greenhouse gas emissions. EPA recently extended the ENERGY STAR label to cover new homes and commercial and industrial buildings.xxx ENERGY STAR Program: www.energystar.gov

Estidama A building design methodology for constructing and operating buildings and communities more sustainably. The program is a key aspect of the "Abu Dhabi Vision 2030" drive to build the Abu Dhabi emirate according to innovative green standards. "Estidama" is the Arabic word for sustainability. The program is not itself a green building rating system like LEED or BREEAM, but rather a collection of ideals that are imposed in an elective building code type of format.

Within Estidama is a green building rating system called the Pearl Rating System that is utilized to evaluate sustainable building development practices in Abu Dhabi.


The Estidama program is mandatory in Abu Dhabi—all buildings must achieve a minimum 1 Pearl Rating and all government-funded buildings must achieve a minimum 2 Pearl Rating.

The system can be applied to communities, buildings, and villas, with different requirements for each. http://estidama.upc.gov.ae

Green Building Certification Institute (GBCI) GBCI administers the LEED certification program, performing third-party technical reviews and verification of registered projects to determine if they have met the standards set forth by the LEED rating system. www.gbci.org

Green Building Facilitator (GBF) ConsensusDOCS 310, Green Building Addendum (GBA) creates a role for a green building facilitator (GBF) to coordinate or implement the projects green building goals. It establishes the duties of the GBF as the manager of the process and identifies the responsibilities of project participants.

Green Building Initiative (GBI) The Green Building Initiative (GBI) is a not-for-profit organization whose mission is to accelerate the adoption of building practices that result in environmentally sustainable buildings by promoting credible and practical green building approaches for residential and commercial construction.xxxi GBI: www.thegbi.org

Green Globes The Green Building Initiative (GBI) Green Globes is a development and management tool that includes an assessment protocol, a rating system, and guide for integrating environmentally friendly design into both new and existing commercial buildings. GBI: www.greenglobes.com

Greywater System Greywater is wash water: bath, dish, and laundry water excluding toilet wastes and garbage. A greywater system is designed to assure isolation of greywater collection and treatment from blackwater (sewage), which contains higher concentrations of nitrogen and bacteria.

High Performance Building A building that integrates and optimizes all major high performance building attributes, including energy efficiency, durability, lifecycle performance, and occupant productivity.

Integrated Project Delivery (IPD) A project delivery process that integrates a project’s design, construction, and operational functions through a team-based approach that includes the designer, owner, CM, key technical consultants, the contractor and key subcontractors. Project risks are fairly allocated


among the stakeholders who work as one to achieve faster delivery, lower costs, and avoid litigation.

ISO 14000 The International Organization for Standardization (ISO) is a non-governmental organization and the world's largest developer and publisher of voluntary International Standards. ISO is a network of the national standards institutes of 159 countries, one member per country, with a Central Secretariat in Geneva, Switzerland, that coordinates the system. The US is represented by the American National Standards Institute (ANSI). The ISO 14000 family of standards provides practical tools for companies and organizations of all kinds to manage their environmental responsibilities. The very first two standards, ISO 14001:2015 and ISO 14004:2004 deal with environmental management systems (EMS). ISO 14001:2015 provides the requirements for an EMS and ISO 14004:2004 gives general EMS guidelines. Other ISO 14000 standards and guidelines address issues including labeling, performance evaluation, lifecycle analysis, communication and auditing.xxxii International Organization for Standardization: www.iso.org

Leadership in Energy and Environmental Design (LEED) The Leadership in Energy and Environmental Design (LEED) green building rating system encourages and accelerates global adoption of sustainable green building and development practices through the application of design and construction and a graduated performance-based rating system with four increasingly rigorous levels of attainment: Certified, Silver, Gold and Platinum. LEED is a consensus guideline developed and administered by the Green Building Certification Institute.

LEED AP LEED Accredited Professional, the professional credential awarded to an individual that has demonstrated a thorough understanding of the LEED green building rating system by successfully passing the LEED AP examination. The LEED professional credential program is administered by the Green Building Certification Institute, an independent organization that provides third-party certification.xxxiii Green Building Certification Institute: www.usgbc.org

Lifecycle The consecutive, interlinked stages of a product’s production and use, beginning with raw materials acquisition and manufacture and continuing with its fabrication, manufacture, construction, use, and depletion, concluding with any of a variety of recovery, recycling, or waste management options.

Lifecycle Cost All costs incident to the planning, design, construction, operation, maintenance, and demolition of a facility, or system, for a given life expectancy, all in terms of present value.xxxiv


Lifecycle Assessment (LCA) A technique to assess impacts associated with all stages of a product's life from cradle to grave (i.e. raw material extraction through materials processing, manufacture, distribution, use, repair and maintenance, and disposal or recycling).

Net Zero Net zero energy building refers to a facility with zero net energy consumption and zero carbon emissions annually.

PEARL Rating System The Pearl Rating System is the green building rating system developed by the Abu Dhabi Urban Planning Council as part of their sustainable development initiative, Estidama.

Similar to LEED, the Pearl Rating System has various levels of certification, ranging from one to five pearls. For all new development projects within the emirate of Abu Dhabi, a minimum certification of one pearl is required (two pearls for government buildings). This certification requirement was mandated by the Executive Council of Abu Dhabi and went into effect Autumn 2010.

There are three stages of certification associated with the Pearl Rating System. The first stage is the Pearl Design Rating, success of which is tied to the building permit. The second stage is the Pearl Construction Rating, success of which is tied to the certificate of completion. The third, and yet to be developed stage, is the Pearl Operations Rating.

Training seminars of various lengths and technical depths are available for all of the Pearl Rating Systems. Training seminars are currently being delivered by the WSP Group and Oger International on behalf of the Urban Planning Council, Abu Dhabi.

Individuals interested in working on Pearl Rated projects should become Pearl Qualified Professionals (PQPs); at least one PQP is required per project planned for development within the emirate of Abu Dhabi. The PQP test was developed by Prometric and is administered at the CERT center in Abu Dhabi and the AMIDEAST testing center in Dubai.

Based on review by Abu Dhabi’s Urban Planning Council (UPC), up to five pearls can be awarded. One pearl is mandatory for all developments and is based on the building code. As per Information Bulletins No. 1 dated 6 December 2010 all Abu Dhabi government projects are required to achieve two pearls. Two pearls include all the mandatory requirements as well as additional optional credits.

To date the only projects to achieve three pearls include the Abu Dhabi Midfield Terminable Building and ten unspecified Abu Dhabi Education Council (ADEC) schools. http://estidama.upc.gov.ae/pearl-rating-system-v10.aspx?lang=en-US


Rainwater harvesting A sustainable water management practice to divert rainwater for use shortly after precipitation to collection and treatment systems.

Renewable Energy Energy generated from renewable resources such as sunlight, wind, rain, tides, and some geothermal applications, which are naturally and readily replenished, or renewable.xxxv

Renewable Energy Credits (RECs) Also known as Green tags, Renewable Energy Credits, Renewable Electricity Certificates, or Tradable Renewable Certificates (TRCs), are tradable, non-tangible energy commodities in the US that represent proof that 1 megawatt-hour (MWh) of electricity was generated from an eligible renewable energy resource (renewable electricity).xxxvi

Resilience The capability of a system to survive, adapt, and grow in the face of unforeseen changes (climate variability), and/or even catastrophic incidents. A system that provides the adaptive capacity to recover quickly and to withstand major disruptions with acceptable levels of degradation and recovery within acceptable time frames, costs, and risks.

Retro-commissioning (RCx) A systematic process that identifies operational and maintenance improvements in existing buildings with the objective of improving energy performance. RCx typically focuses on mechanical equipment, lighting and controls and usually optimizes existing system rather than replacing equipment. RCx typically includes an energy audit, diagnostic monitoring and functional tests. EPA offers guidance on Retro-commissioning through its ENERGY STAR program.

Sustainable The condition of being able to meet the needs of present generations without compromising resources for future generations.

Sustainable Airport Management (SAM) SAM is a comprehensive guidance manual created by the Chicago Department of Aviation (CDA) to incorporate and track sustainability in administrative procedures, planning, design and construction, operations and maintenance, and concessions and tenants with minimal impact to project schedules or budgets. SAM guides the implementation of sustainability initiatives at O'Hare and Midway International Airports and several other airports around the world.

CDA is the first in the nation to develop sustainable guidelines for design and construction at airports. The Sustainable Airport Manual was created as an integral part of Chicago’s


ongoing efforts toward implementing more environmentally sustainable initiatives across all airport activities. http://www.airportsgoinggreen.org/sustainable-airport-manual.aspx

Sustainable Design and Construction A type of construction project that has resource conservation and occupant health and well-being as primary objectives of the design, engineering and construction processes.

Sustainable Development A pattern of resource use that aims to meet human needs while preserving the environment so that these needs can be met not only in the present, but also for future generations. Sustainable development, as a goal, aims to reconcile the carrying capacity of natural systems with the physical, social and cultural demands of the system’s occupants. As defined by the Brundtland Commission in 1983, sustainable development is “development which meets the needs of the present without compromising the ability of future generations to meet their own needs.”

Sustainable Forest Management The management of forests according to the principles of sustainable development. This requires determining, in practical ways, how to use a forest today to ensure similar benefits, health and productivity in the future. Forest managers must assess and integrate a wide array of sometimes conflicting factors—commercial and non-commercial values, environmental considerations, a community needs global impact—to produce sound forest plans. Voluntary sustainable forestry management guidance and certification is available through non-profits Forest Stewardship Council (FSC) and the Sustainable Forestry Initiative (SFI).xxxvii

Sustainable Materials Sustainable building materials are composed of renewable, rather than nonrenewable resources. Sustainable materials are environmentally responsible when their impacts are considered over the life of the product. Use of sustainable building materials can help reduce the environmental impacts associated with the extraction, transport, processing, fabrication, installation, reuse, recycling, and disposal of these source materials.xxxviii

Sustainability Plan (SP) A project specific written plan that enables the construction manager to coordinate efforts, track progress and focus energies on the deliverables and milestones required to satisfy project sustainability goals and requirements. A sustainability plan is both a guidance document and the foundation for a reporting system. It should be as concise as possible.

Sustainable Remediation Sustainable Remediation is a term adopted internationally and encompasses sustainable approaches, as described by the Brundtland Report, to the investigation, assessment, and


management (including institutional controls) of potentially contaminated land and groundwater.

The Sustainable Remediation Forum (SURF) describes Sustainable Remediation as follows:

“Sustainable Remediation protects human health and the environment while maximizing the environmental, social, and economic benefits throughout the project lifecycle”

SURF promotes the use of sustainable practices during the investigation, construction, remediation, redevelopment, and monitoring of environmental cleanup sites, with the objective of balancing economic viability, conservation of natural resources, biodiversity, and the enhancement of the quality of life in surrounding communities. www.sustainableremediation.org

Triple Bottom Line Coined in 1994 by John Elkington, the triple bottom line describes the simultaneous prioritization of environmental, economic, and social impacts and benefits. A dynamic tension of people, planet, and profit that effectively balances all three.

US Green Building Council (USGBC) The US Green Building Council is a non-profit organization devoted to shifting the building industry toward sustainability by providing information and standards on how buildings are designed, built, and operated. The USGBC is best known for the development of the Leadership in Energy and Environmental Design (LEED®) rating systemxxxix.


References

i NIBS Facilities Information Council National BIM Standard: www.wbdg.org/bim/nibs_bim.php

ii Lawrence Berkeley Laboratories: www.eetd.lbl.gov/ee/ee-1.html

iii Lawrence Berkeley Laboratories: www.eetd.lbl.gov/ee/ee-1.html

iv ENERGY STAR: www.energystar.gov/buildings/facility-owners-and-managers/existing-buildings/use-portfolio-manager/understand-metrics/what-energy

v Energy Policy Act of 1992: www.afdc.energy.gov/laws/key_legislation#epact92

vi Energy Policy Act of 2005: www.afdc.energy.gov/laws/key_legislation#epact05

vii American Recovery and Reinvestment Act of 2009: www.afdc.energy.gov/laws/key_legislation#recovery

viii Summary of Energy efficiency legislation for buildings: www.afdc.energy.gov/laws/key_legislation#recovery

ix US Department of Energy, Energy Efficiency and Renewable Energy: www4.eere.energy.gov/femp/requirements/requirements_filtering/buildings_energy_use?tid%5B%5D=272&=Apply

x California Title 24-efficiency standards: www.energy.ca.gov/title24/


xi National Program Requirements: www.energystar.gov/ia/partners/bldrs_lenders_raters/downloads/National_Program_Requirements.pdf

xii ENERGY STAR: www.energystar.gov/buildings/facility-owners-and-managers/existing-buildings/use-portfolio-manager/understand-metrics/what-energy

xiii ISO: www.iso.org/iso/home/standards/management-standards/iso50001.htm

xiv The ENERGY STAR program provides free tools to assist in establishing benchmarks: www.energystar.gov/buildings/about-us/how-can-we-help-you/benchmark-energy-use/benchmarking

xv US DOE / Evaporative cooling: energy.gov/energysaver/articles/evaporative-coolers

xvi Alternative Energy News: www.alternative-energy-news.info/technology/wind-power

xvii US DOE Fuel Cells: energy.gov/eere/fuelcells/fuel-cells

xviii National Institute of Buidling Sciences; Whole Building Design Guide: www.wbdg.org/resources/microturbines.php

xix U.S. DOE/ENERGY STAR: www.energystar.gov/buildings/facility-owners-and-managers/existing-buildings/find-financing/find-rebates-incentives-and-financing

xx Pacific Gas and Electric: www.pge.com/en/b2b/energytransmissionstorage/newgenerator/netenergymetering/index.page

xxi AABC Commissioning Group (ACG) Certified Commissioning Agent: www.commissioning.org ASHRAE CPMP (Commissioning Process Management Professional)


certification: www.ashrae.org/education--certification/certification/commissioning-process-management-professional-certification Building Commissioning Association (BCA) certification: www.bcxa.org/certification Educational certification from University of Wisconsin: www.cx.engr.wisc.edu EBB Qualified Commissioning Administrator: www.nebb.org/certified/nebbs_certification_program ABB Certified Commissioning Supervisor: www.tabbcertified.org/site/public/content/index/home

xxii ASTM E2432—Standard Guide for the General Principles of Sustainability Relative to Buildings: www.astm.org/Standards/E2432.htm

xxiii ASHRAE: www.ashrae.org US GBC LEED: www.usgbc.org NIBS National Performance Building Design Guide: www.npbdg.wbdg.org ASHRAE Guideline-0-2005, “The Commissioning Process”: www.ashrae.org/publications/page/1279

xxiv International Organization for Standardization: www.iso.org/iso/catalogue_detail?csnumber=37456 US EPA: www.epa.gov/nrmrl/lcaccess

xxv ASHRAE Guideline 0-2013: www.ashrae.org/standards-research--technology/standards--guidelines/titles-purposes-and-scopes#Gdl0

xxvi ASHRAE: www.ashrae.org

xxvii The Collaborative for High Performance Schools: www.chps.net


xxviii ASHRAE Guideline 0-2013: www.ashrae.org/standards-research--technology/standards--guidelines/titles-purposes-and-scopes#Gdl0 US General Services Administration: The Building Commissioning: www.wbdg.org/ccb/browse_doc.php?d=5434 Building Commissioning Association: www.bcxa.org/ The National Institute of Building Sciences: www.wbdg.org/project/buildingcomm.php

xxix ASHRAE: www.ashrae.org/certification/page/2086 Building Commissioning Association: www.bcxa.org/

xxx ENERGY STAR Program: www.energystar.gov

xxxi GBI: www.thegbi.org

xxxii International Organization for Standardization: www.iso.org/iso/home.html

xxxiii US Green Building Council: www.usgbc.org/DisplayPage.aspx?CategoryID=19

xxxiv Green Building Certification Institute: www.usgbc.org/DisplayPage.aspx?CMSPageID=1815

xxxv NIBS: www.wbdg.org/resources/lcca.php

xxxvi US DOE National Renewable Energy Laboratory: www.nrel.gov US DOE Energy Efficiency and Renewable Energy: www.eere.energy.gov

xxxvii US EPA: www.epa.gov/greenpower/gpmarket/rec.htm


xxxviii Forest Stewardship Council: www.fsc.org Sustainable Forestry Initiative: www.sfiprogram.org

xxxix US EPA: www.epa.gov/epp NIBS: www.wbdg.org/resources/greenproducts.php National Institute of Standards and Testing (NIST): www.bfrl.nist.gov/oae/software/bees

xl US Green Building Council: www.usgbc.org


Index

A

Acceptance, 80, 89 Acceptance Testing, 79 Advertisement and Solicitation of Bids, 68 Air-Side Economizer, 24 Alternative Fuels, 27 Alternative Studies, 61 American Society of Heating,

Refrigerating, and Air-Conditioning Engineers. See ASHRE

ASHRAE, 89, 90, 91, 108 Asset/Facilities Management, 85

B

Benchmarking, 22 Beneficial Occupancy, 79 Building Automation System, 20 Building Commissioning, 90, 108 Building Commissioning Association, 45,

91, 108 Building Commissioning Process, 44 Building Energy Management System, 20 Building Envelope, 27 Building Information Modeling, 14 Building Information Modeling (BIM), 41,

52, 53 Building Management System, 20

C

C&D Waste Management, 59, 90 Carbon footprint, 90 Changes in Design Scope or Criteria, 58 Changes in Work, 75 CHPS. See Collaborative for High

Performance Schools CMAA Standards of Practice, 5, 6, 9, 10 CM-at-Risk, 46, 80 Collaborative for High Performance

Schools, 11, 56, 90, 108 Commissioning, 6, 7, 8, 41, 44, 45, 50, 51,

53, 64, 68, 74, 75, 77, 78, 79, 81, 83, 84, 85, 89, 90, 91, 95

Commissioning Agent, 8, 44, 74, 77, 91 Commissioning Agent Qualifications, 45 Commissioning Plan, 4, 8, 50, 77, 85, 91 Commissioning Plan Schedule, 78 Concentrated Solar Power, 28 Constructability review, 61 Construction Management and

Administration, 75 Construction Management Plan, 3, 9, 42,

48, 67, 71, 76 Construction Phase, 51, 71 Construction Planning and Scheduling, 74 Construction Procurement Plan, 4 Contingency, 91


Contract Administration, 9, 10 Contract Award, 70 Contract Documents, 59 Corrective Work, 76 Cost Control, 61 Cost Management, 5, 6

D

Deconstruction, 73, 86, 91 Design Management and Administration,

57 Design Review, 60 Design Team Selection, 44 Design to Principle, 55 Design-bid-build, 46 Design-Build, 46 Document Control, 59, 76

E

Energy Conservation, 17 Energy Efficiency, 17 Energy Efficiency Assessments, 22 Energy Modeling, 21, 62 Energy Performance Contracting, 47 Energy Star, 8, 41, 91, 108 Energy Use Intensity, 18 ESCO. See Energy Service Company Evaporative Cooling, 25

F

Final Acceptance, 80 Forest Stewardship Council (FSC), 96 Free Cooling, 24 Fuel Cells, 29 Funding Sources, 30

G

GBI. See Green Building Institute

Geothermal Heat Pumps, 25 GHGs, 55 Green Building Facilitator, 8, 44 Green Building Initiative (GBI), 92 Green Building Institute, 12 Green Globes, 8, 12, 43, 58, 60, 92 Greenhouse gas, 55, 90, 91 Greywater, 92 Grid Neutral, 26 Ground Source Heat Pumps, 25

H

High performance building, 92 HVAC, 2, 20, 22, 23, 24, 27, 84, 86, 90 Hydro power, 30

I

Instructions to Bidders, 69 Integrated Project Delivery, 46, 92 International Organization for

Standardization (ISO), 92 ISO 14000, 92, 93

K

Key Performance Indicators, 23

L

LEED, 108 Lifecycle, 85, 93 Lifecycle Assessment, 62, 93 Lifecycle cost, 93 Lifecycle Monitoring, 85 Lighting, 23

M

Management Information System, 4, 52 Micro-turbines, 29, 30


N

National Institute of Building Sciences, 90, 108

Net zero, 94 NIBS, 53, 108 Non-Conforming Work, 76

O

Off-the-Grid, 26 Operation and Maintenance/Owner’s

Maintenance, 85 Owner Authorization and Approvals, 58

P

Photovoltaic, 28 Post-construction checklist, 83 Post-Construction Phase, 83 Pre-Bid Conference, 70 Pre-Construction Conference, 73 Pre-Design Phase, 41 Pre-Design Project Conference, 53 Procurement Phase, 67 Procurement Planning, 67 Professional Practice, 10 Progress Payments, 79 Project Commissioning Plan, 50 Project Delivery Strategies, 45 Project documentation, 78 Project Implementation Tools, 48 Project management, 5 Project Management, 3 Project Management Plan, 48 Project Procedures, 4, 9, 73 Project Procedures Manual, 4, 9, 51, 73 Project Safety Plan, 4 Proposal document Protocol, 70 Proposal/Bid Opening, 70

Q

Quality Management, 4, 7, 8, 9, 42 Quality Management Plan, 4 Quality Management System, 42, 58

R

Rainwater harvesting, 94 Re-Commissioning, 84 Renewable energy, 2, 95 Renewable Energy, 28 Renewable Energy Credits, 95 Requests for Information (RFIs), 76 Retro-commissioning, 84, 95 Risk Assessment, 63 Risk management, 14, 48, 63 Risk Management, 13

S

Safety, 12, 88 Scope of Services, 43 Seasonal Commissioning, 85 Select Bidders List, 69 Solar, 28 Source Energy, 26 Sub-Metering, 22 substantial completion, 75 Substantial Completion, 79, 80, 86 Sustainability Checklist, 75 Sustainability Objectives, 2 Sustainability plan, 3, 9, 42, 48, 49, 96 Sustainability Quality Audits, 77 Sustainability Reviews, 60 Sustainable Design and Construction, 96 Sustainable Design Guidance, 45 Sustainable development, 63, 96 Sustainable Forest Management, 96 Sustainable Forestry Initiative (SFI), 96 Sustainable materials, 96


T

Thermal Solar Collectors, 28 Time management, 6 Training, 79, 80, 85, 89

U

U.S. Green Building Council, 93, 97, 108, See USGBC

USGBC, 6, 11, 60, 63, 76, 97

V

Value Analysis, 63 Value engineering, 63

W

Warranty Call-Back, 85 Waste management, 51, 68, 78, 91, 93 Wind, 29

Z

Zero Energy, 26

i NIBS Facilities Information Council National BIM Standard: www.wbdg.org/bim/nibs_bim.php ii Lawrence Berkeley Laboratories, www.eetd.lbl.gov/ee/ee-1.html iii Lawrence Berkeley Laboratories, www.eetd.lbl.gov/ee/ee-1.html iv ENERGY STAR www.energystar.gov/buildings/facility-owners-and-managers/existing-buildings/use- portfolio-manager/understand-metrics/what-energy v Energy Policy Act of 1992: www.afdc.energy.gov/laws/key_legislation#epact92 vi Energy Policy Act of 2005: www.afdc.energy.gov/laws/key_legislation#epact05 vii American Recovery and Reinvestment Act of 2009: www.afdc.energy.gov/laws/key_legislation#recovery viii Summary of Energy efficiency legislation for buildings: www.afdc.energy.gov/laws/key_legislation#recovery ix US Department of Energy, Energy Efficiency and Renewable Energy: https://www4.eere.energy.gov/femp/requirements/requirements_filtering/buildings_energy_use?tid%5B%5D=272&=Apply x California Title 24-efficiency standards: www.energy.ca.gov/title24/ xi National Program Requirements: www.energystar.gov/ia/partners/bldrs_lenders_raters/downloads/National_Program_Requirements.pdf xii ENERGY STAR: www.energystar.gov/buildings/facility-owners-and-managers/existing-buildings/use-portfolio-manager/understand-metrics/what-energy xiii ISO: www.iso.org/iso/home/standards/management-standards/iso50001.htm xiv The ENERGY STAR program provides free tools to assist in establishing benchmarks: www.energystar.gov/buildings/about-us/how-can-we-help-you/benchmark-energy-use/benchmarking xv US DOE / Evaporative cooling: energy.gov/energysaver/articles/evaporative-coolers xvi Alternative Energy News: www.alternative-energy-news.info/technology/wind-power/ xvii US DOE Fuel Cells: energy.gov/eere/fuelcells/fuel-cells xviii National Institute of Buidling Sciences; Whole Building Design Guide: https://www.wbdg.org/resources/microturbines.php xix U.S. DOE/ENERGY STAR www.energystar.gov/buildings/facility-owners-and-managers/existing-buildings/find-financing/find-rebates-incentives-and-financing xx Pacific Gas and Electric www.pge.com/en/b2b/energytransmissionstorage/newgenerator/netenergymetering/index.page xxi AABC Commissioning Group (ACG) Certified Commissioning Agent: www.commissioning.org ASHRAE CPMP (Commissioning Process Management Professional) certification www.ashrae.org/education--certification/certification/commissioning-process-management-professional-certification Building Commissioning Association (BCA) certification www.bcxa.org/certification Educational certification from University of Wisconsin www.cx.engr.wisc.edu EBB Qualified Commissioning Administrator www.nebb.org/certified/nebbs_certification_program ABB Certified Commissioning Supervisor www.tabbcertified.org/site/public/content/index/home xxii ASTM E2432—Standard Guide for the General Principles of Sustainability Relative to Buildings: www.astm.org/Standards/E2432.htm ASHRAE: www.ashrae.org US GBC LEED: www.usgbc.org NIBS National Performance Building Design Guide: www.npbdg.wbdg.org xxiii ASHRAE Guideline-0-2005, “The Commissioning Process”: www.ashrae.org/publications/page/1279 xxiv International Organization for Standardization: www.iso.org/iso/catalogue_detail?csnumber=37456 US EPA: www.epa.gov/nrmrl/lcaccess xxv ASHRAE Guideline 0-2013: https://www.ashrae.org/standards-research--technology/standards--guidelines/titles-purposes-and-scopes#Gdl0 xxvi ASHRAE: www.ashrae.org xxvii The Collaborative for High Performance Schools www.chps.net xxviii ASHRAE Guideline 0-2013: https://www.ashrae.org/standards-research--technology/standards--guidelines/titles-purposes-and-scopes#Gdl0 US General Services Administration: The Building Commissioning, www.wbdg.org/ccb/browse_doc.php?d=5434 Building Commissioning Association: www.bcxa.org/resources/pubs/index.htm The National Institute of Building Sciences: www.wbdg.org/project/buildingcomm.php xxix ASHRAE: www.ashrae.org/certification/page/2086 Building Commissioning Association: www.bcxa.org/certification/index.htm xxx ENERGY STAR Program: www.energystar.gov xxxi GBI: www.thegbi.org xxxii International Organization for Standardization: www.iso.org/iso/home.html xxxiii Green Building Certification Institute: www.usgbc.org/DisplayPage.aspx?CMSPageID=1815 xxxiv NIBS: www.wbdg.org/resources/lcca.php xxxv US DOE National Renewable Energy Laboratory: www.nrel.gov US DOE Energy Efficiency and Renewable Energy: www.eere.energy.gov xxxvi US EPA: www.epa.gov/greenpower/gpmarket/rec.htm xxxvii Forest Stewardship Council: www.fsc.org Sustainable Forestry Initiative: www.sfiprogram.org xxxviii US EPA: www.epa.gov/epp, NIBS: www.wbdg.org/resources/greenproducts.php National Institute of Standards and Testing (NIST): www.bfrl.nist.gov/oae/software/bees xxxix US Green Building Council: www.usgbc.org