LEEDing THE WAY By Thomas Taylor
A client recently asked my firm to put together a presentation focusing on our highest rated LEED buildings, highlighting things that worked and those that didn’t work. My associates and I asked ourselves an important question: “What story are we trying to tell?” If we
emphasized the cutting-edge technological attributes the presentation would just be a show-and-tell of those types of products. But our message was to actu- ally convey the lessons we learned. The show-and-tell of products would have been easier, but the right thing was to really explain what we have learned through our experiences. Our brainstorming ses- sion resulted in a top 10 list of LEED lessons learned:
#10: LABELS CAN BE DECEIVING. An emerging trend is to advertise a product or material as eco-friendly. Some product manufacturers choose to rely on their memberships with various organizations market the “greenness” of their products. Some manu- facturers go as far as stating their products achieve certain LEED points. LEED requires a more holistic approach, and all materials and products used during construction must be evaluated for compliance with in- dividual credit intent and requirements. No one product can single-handedly achieve a LEED credit point.
#9: IT DOESN’T HAVE TO “LOOK” SUSTAINABLE TO BE SUSTAINABLE. Many things that contribute to a building’s overall sustain- ability look like any other construction product. Structural steel is a good example. The structural steel used in a LEED certified building is the same as that used in a non- certified building. But structural steel is usually comprised of a high percentage of recycled content, which, when incorporated into an overarching sustainable materials plan, can contribute to achievement of the Materials and Resources, Recycled Content credit. And, in most cases, the contractor does not have to ask for any special documentation or verification, other than what is usually provided by the manufacturer.
#8: GOOD DESIGN IS OFTEN NOT ENOUGH. If a building has lots of windows and clear glass, then it has to be able to achieve the LEED daylighting credit, right? Not necessarily. An abundance of clear glass can cause problems with glare and excessive heat gain in the building. Glare is often controlled by window shades or blinds that occupants close to block out harsh light, which prevents them from enjoying the window in the first place. Excessive natural light also forces lighting de-
Top 10 LEED Lessons Learned
signers to add fixtures to balance the light in the space. More light means more heat, and more energy must be expended to control the temperature. Window placement and glass type must be designed in concert with other building attributes to most efficiently use natural light. The LEED daylighting credit takes all of these variables into account; so simply designing more or bigger windows into a building will not achieve the point.
#7: CERTIFIED WOOD CAN BE CHALLENGING. Responsible sourcing of materials and achieving the LEED Material and Resources credit for the use of certi- fied wood can be a difficult task. LEED requires precise documentation to certify that the Forestry Stewardship Council (FSC) Chain of Custody (COC) was maintained throughout the supply chain—from manufacturer to installer. Making sure the specification calls for certified wood is a relatively simple task. It is quite a bit more challenging to make sure a minimum of 50 percent of all new wood in the project is secured through FSC COC- certified suppliers and all the documentation meets LEED requirements.
#6: DECIDE WHICH SHADE OF GREEN IS RIGHT FOR YOU. The phrases “green building,” “sustainable building” and “high-performance building” are often used to describe the same thing. Those who have worked in this industry will tell you that in most instances, these three phrases have different meanings. The LEED rating sys- tem provides certification to one of four different levels. Each project and each team is different. It is important for teams to decide which shade of green is right for the project, and define the terms, which will be used to measure the success of the project.
#5: ONE SIZE DOES NOT FIT ALL. LEED strategies that may have been successful on one project may not work well on all projects. For ex- ample, using a light-colored, SRI-compliant roofing ma- terial can contribute to achievement of the LEED credit for heat island reduction for roof surfaces. However, if you are working on a project in cold climates, it may be more beneficial to use a dark-colored roofing material, which could provide savings on the energy needed to heat the building.
#4: USE LEED AS A GUIDE, NOT A RESULT. Project teams often use the LEED rating system for the result it provides, rather than a guide toward design and construction of a building. When the rating system is used as the overall guide during design and construction, the team looks for innovative ways to improve all aspects of a building. Too often a team just
looks for the easiest ways to get to the plaque instead of using LEED to drive the design and construction to the best building possible.
#3: IT DOESN’T COUNT IF IT’S NOT DOCUMENTED. Documentation is the key to success when a team is seeking certification. Start early in the process, stay diligent through design and construction, and the submission to the certification authority will be much easier to compile. If you wait to start or allow a lapse in the documentation process, your road to certification will be much bumpier.
#2: BUILDINGS DO NOT RUN THEMSELVES. Once the construction crews are gone and the commis- sioning process is complete, someone on the owner’s staff will be responsible for making sure the build- ing stays operational. Once the building is occupied, mechanical systems and lighting levels may need to be adjusted to suit occupant preference and operational needs. Unless someone takes responsibility to under- stand how the building and its systems were intended to operate, it will never achieve the efficiency it was designed to reach.
#1: THE KEY TO A SUCCESSFUL PROJECT IS THE PLAN. On every one of our most successful projects, more time was spent planning than doing. The aspect of planning goes beyond creating a schedule. The plan- ning process should include answering the following questions: Do I have the right talent set on my team? How will the building be used now and in the future? Can the building help with the way you do business? What design features will help the employees be more productive? After the building is complete, who will be responsible for its operation? How will it be maintained? Will the products we’re using last? Do we want a great building or just a certification?
These lessons are invaluable to any development
team seeking LEED certification. Being equipped with knowledge and experience will result in a smoother, and often less costly road to LEED certification and will give any development an edge.
Thomas Taylor, a 30-year veteran of the construc- tion industry and noted expert on sustainability, is the general manager of St. Louis-based Vertegy. His recent book, “Guide to LEED 2009: Estimating and Precon- struction Strategies,” provides step-by-step information about the LEED 2009 for New Construction process. To learn more about Vertegy or Taylor’s new book, visit
www.vertegyconsultants.com for more information.
www.metalarchitecture.com November 2012 METAL ARCHITECTURE 9
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