“the gross national product includes air pollution

and advertising for cigarettes, and ambulances to

clear our highways of carnage.

It counts special locks for our doors, and jails

for the people who break them.

The gross national product includes the destruction

of the redwoods and the death of Lake Superior.

It grows with the production of napalm and mis-

siles with nuclear warheads....

And if the gross national product includes all this,

there is much that it does not comprehend.

It does not allow for the health of our families,

the quality of their education, or the joy of

their play.

It is indifferent to the decency of our factories

and the safety of streets alike.

It does not include the beauty of our poetry or

the strength of our marriages, the intelligence

of our public debate or the integrity of our

public officials....

The gross national product measures neither our

wit nor our courage, neither our wisdom nor our

learning, neither our compassion nor our devotion

to country.

It measures everything, in short, except that

which makes life worthwhile; and it can tell us

everything about America-except whether we

are proud to be Americans.”~ Robert F. Kennedy ~

Used in Sustainable Seattle report of indicators, 1998

design processGoal Setting, Cost Benefit Analysis . . . . . . . . . . . .37Team Development . . . . . . . . . . . . . . . . . . . . . . . . .38Well-Integrated Design . . . . . . . . . . . . . . . . . . . . . .39Resource Management . . . . . . . . . . . . . . . . . . . . . . .43

technical guidelinesRequired Guidelines . . . . . . . . . . . . . . . . . . . . . . .47Performance Management

Guideline Management . . . . . . . . . . . . . . . . . .50Planning for Conservation . . . . . . . . . . . . . . . .52Design and Construction Commissioning . . .53Operations Commissioning . . . . . . . . . . . . . . .57Lowest Life Cycle Cost . . . . . . . . . . . . . . . . . .58

Site Design and Planning

Understanding the Site . . . . . . . . . . . . . . . . . . .62Compact Development/Diversity of Uses . . .63Building/Site Relationships + Building Usage 65Heat Island Reduction . . . . . . . . . . . . . . . . . . .69Sustainable Landscape Practices . . . . . . . . . . .72Alternative Transportation and Community Proximity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .74

Water Management

Sustainable Alternatives for Roof Stormwater 79Managing Site Stormwater . . . . . . . . . . . . . . . .84Building Water Efficiency . . . . . . . . . . . . . . . . .87

introductionJoseph Zilber's Forward . . . . . . . . . . . . . . . . . . . . . . .1

overviewExecutive Summary . . . . . . . . . . . . . . . . . . . . . . . . . .5What Makes a Site and Building Sustainable . . . . . .7Why Sustainability Is Important . . . . . . . . . . . . . . .10

Measurable Costs and Benefits . . . . . . . . . . . .10Economic Development . . . . . . . . . . . . . . . . .16Human Aspects . . . . . . . . . . . . . . . . . . . . . . . .19Site Design and Planning . . . . . . . . . . . . . . . . .21Water Management . . . . . . . . . . . . . . . . . . . . . .22Energy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .23Materials + Resources . . . . . . . . . . . . . . . . . . .24Indoor Environmental Quality . . . . . . . . . . . .25Footnotes . . . . . . . . . . . . . . . . . . . . . . . . . . . . .26

implementing sustainability at The BreweryLEED-ND

Defined . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .28Translating existing sustainable strategies success-fully to your project . . . . . . . . . . . . . . . . . . . . .30Social Sustainability: enhancing social systems byintegrating with the environmental & economicsystems in a new development . . . . . . . . . . . . .30

Guidelines Goals

Required Guidelines Overview . . . . . . . . . . . .34

table of contents

© 2007 Brewery Project LLC

metrics and fundingPotential Performance Indicators . . . . . . . . . . . . .153

Project Lifecycle Costs . . . . . . . . . . . . . . . . . .154Building Value Impacts . . . . . . . . . . . . . . . . .155Marketability . . . . . . . . . . . . . . . . . . . . . . . . . .156Human Impacts and Related Cost . . . . . . . . .157Environmental Impacts . . . . . . . . . . . . . . . . .158Community Impacts and Related Cost . . . . .160

Potential Funding Sources . . . . . . . . . . . . . . . . . . .162Local . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .162Federal . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .164Private Foundations . . . . . . . . . . . . . . . . . . . .165

wrap upAcknowledgements . . . . . . . . . . . . . . . . . . . . . . . .167Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .168Contacts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .172

Energy

Energy Efficiency in Buildings . . . . . . . . . . . .91

Materials + Resources

Building and Material Reuse . . . . . . . . . . . . . .105Infrastructure Material Use . . . . . . . . . . . . . .106Building Material Use . . . . . . . . . . . . . . . . . . .108Comprehensive Waste Management . . . . . . .110

Indoor Environmental Quality

Indoor Environmental Quality . . . . . . . . . . .113

Human Aspects

Health and Well-Being . . . . . . . . . . . . . . . . . .126Productivity . . . . . . . . . . . . . . . . . . . . . . . . . . .129Absenteeism/Turnover . . . . . . . . . . . . . . . . .130Biophilia/Ecopsychology . . . . . . . . . . . . . . . .132

Construction Administration

Construction Waste Management . . . . . . . . .136

Operations and Maintenance

Site and Landscape Elements . . . . . . . . . . . .139Building Systems . . . . . . . . . . . . . . . . . . . . . . .141Custodial Operations . . . . . . . . . . . . . . . . . . .144

to LEED® or not to LEED®Pros and Cons of LEED Certification . . . . . . . . .150Other Green Building Rating Systems . . . . . . . . .150

introduction

"It is my intention that this project will be my legacy to

the city of Milwaukee."

- Joseph J. Zilber -

Developer and Philanthropist

Founder and Chairman of the Board of Zilber Ltd.

Milwaukee, Wisconsin

Joe Zilber was born and raised in Milwaukee and graduated firstin his class at Marquette Law School. He started his career bybuilding homes for GI’s returning from World War II. Since thenhe has become a national leader and innovator in the real estateindustry. Mr. Zilber is a man committed to excellence, customersatisfaction, quality and value. His commitment to the developmentof The Brewery is unprecedented. The project combines historicpreservation with the emerging science of sustainability to develop anentirely new, yet historic, mixed use neighborhood. Thesefundamental principals are blended together to create a model forwork/live/play/learn communities that can be applied throughoutthe United States.

1

The Legacy of the Pabst

The Pabst Brewery began in 1844 when JacobBest opened a small brewery just off JuneauAvenue in a German neighborhood of a youngand bustling city called Milwaukee.

Some two decades later, Captain FrederickPabst, a Lake Michigan schooner captain, fell inlove with Mr. Best’s daughter, married her andbecame part of the brewery, eventually changingthe name of the beer it brewed from Best toPabst. The blue ribbon won by his namesakebeer in 1893 at an international contest wouldbe the icing on the cake and the name of the beerwas changed to Pabst Blue Ribbon.

Under the management of Captain Pabst andhis successors, the brewery grew and prospered.Moving into more and more of its formerneighborhood, it would eventually expand to oversix city blocks and 20 plus acres. In the 1950’sthe brewery was one of the most productive inthe world. In the late 20th century the Pabstfamily would sell the brewery to another entitywhich would ultimately close the brewery inNovember of 1996.

The once proud giant of the brewing industrybegan to fade away. Its historic buildings wereleft to stand alone on one of the highest points inMilwaukee, in the northwest corner ofdowntown, waiting for something to happen.

All that began to change in August of 2006when Joseph Zilber, a philanthropist andsuccessful real estate developer nationwide,purchased the complex. Putting together a teamcomprised of senior managers from hisorganization, knowledgeable support staff andexperts in historic renovation, remediation andsustainability, Mr. Zilber and his team beganthe work of transforming the Pabst into one ofMilwaukee’s newest and potentially greatestneighborhoods.

The Sustainable Plan Emerges

To assure the success of the project, Mr. Zilbercommitted both monetary and professionalresources which were presented to city officials aspart of a request to form a private/publicpartnership. This partnership would provide thefinances necessary to offset the brewery’s costdifficulties to redevelopment and lead to theimplementation of a plan to prepare the site andstructures for redevelopment opportunities on an

unprecedented scope. The Brewery team isworking closely with the city to save themaximum number of historic buildings andcombine them with a sustainable program thatutilizes the latest technologies available.

In the spring of 2006, discussions began betweenThe Brewery design and development team, theCity of Milwaukee and outside consultants todevelop a sustainable approach that would breaknew ground in Milwaukee.

This sustainable approach includes criteria thatinvolves mixed occupancy uses in a designedneighborhood, reuse and preservation of historicbuildings, updating the site infrastructure withenergy efficient lighting, the use of recycledmaterials, the reduction of automobiledependence, heat island reduction, and lightpollution reduction to name a few.

Perhaps the most notable element in thesustainability plan is a storm water managementdesign which will separate the surface water andaggressively capture, contain and treat stormwater within virtually all of the site. The designincorporates bio swales that take advantage ofnorthwest to southwest water flow and porous

2

The guidelines contained within this booklet aredesigned to give building purchasers, the City ofMilwaukee, and all participants the rationale tojoin Mr. Zilber in creating The Brewery projectas a living legacy that will grow and adapt tochanges over time, while preserving the historicbeauty of the original Pabst complex. All of uswho are involved in this project are honored thatyou have chosen to become a part of history.Your project can help “The Brewery” return asa thriving, historic and sustainable neighborhood.Thank you for the critical role you will play inachieving that goal. We look forward toworking with you, as together we implement theguidelines that will make this dream a reality.

- The Brewery Project, LLC.-

3

pavement areas with underground detentioncapabilities.

Today in addition to our own project-widesustainability guidelines, we chose to enhance andmeasure our sustainability commitment throughinclusion with the USGBC for entrance intotheir Leadership in Energy and EnvironmentalDesign (LEED) Neighborhood Development(ND) Pilot. In May 2007, the USGBCannounced that the Brewery had been acceptedinto the pilot project.

The Past, the Present and the Future

For over 150 years, the Pabst Brewing Companyprovided a good living (and great beer) tothousands upon thousands of Milwaukeeresidents. Generation after generation took pridein the fact that they were brewing the beer thatwon the coveted Blue Ribbon. But time andpoor management took its toll on this once greatbrewery. Today the latest technology is beingapplied to preserve the best of its past and toassure that its future is sustainable. Joe Zilber’svision to build a new neighborhood that willembody the great traditions of the past with theunlimited potential of the future is now becominga reality.

overview

Legacy. Joseph Zilber's legacy and a tribute to a cityrich with history, tradition, innovation and creativity. TheBrewery Project can be a change-making role model to thecity of Milwaukee, the region, the state, the nation and theglobe. It sounds heady, but it's very real.

4

Imagine being part of alive+work+play+learn neighborhoodwhere businesses and residents arewaiting to experience an ethos of truesustainability - boasting healthier indoorenvironmental quality, higher employeeproductivity and retention rates,renewable energy, connectivity withnature, and socioeconomic balance.

Imagine being part of leading the city ofMilwaukee, the region, and the state ofWisconsin in economic developmentthrough a sustainable agenda that attractsand retains both young talent and babyboomers searching for healthy, newurbanism/live+work+play+learnlifestyles and environments.

Sustainability is "meeting the needs ofthe present without compromising theability of future generations to meettheirs." While sustainable practicescertainly extend vastly beyond theboundaries of sites and buildings, muchof The Brewery Project SustainabilityGuidelines are dedicated to buildings,economic development and resultanteffects on the socioeconomics.Americans spend 90% of their timeindoors. As we construct icons, shelters,

learning environments, entertainmentvenues and workspaces, the end result isa dedication of 35% of the total USenergy supply and 60% of annualelectricity to operating these buildings.

Sustainable buildings are morphing andchanging as we better understand highperformance technologies, the impact onhuman performance and health, and thecritical need for the facilities to betterconnect with nature. There is a strongundertow pulling us beyond LEEDPlatinum to The Living Building, toRegenerative Design…and beyond. AsThe Brewery Project swells withincoming developers and owners,embracing sustainability from variedperspectives, the Guidelines will benefitfrom the resultant feedback andexperiences. The Guidelines will adapt toreflect the knowledge and experiences ofthose residing in The Brewery.

There are measurable, quantifiablebenefits to building sustainably. Andsome staggeringly amazing intangiblebenefits that while not as quantifiable,can have profoundly positive impacts oneconomic development/sustainomics;people - how they work, live, play andlearn; the planet; and prosperity. Thetriple bottom line. Throughout the

Guidelines, efforts were made to bring tothe forefront not only the quantifiable,direct benefits such as energy savings andproductivity increases, but also to touchupon the less tangible and not as easilymeasured: the social fabric, theconnectivity with nature and the resultantcontributions to economic developmentand the benefits to the city of Milwaukee.

To demonstrate at the outset Zilberleadership's commitment to sustainability,The Brewery Project became registeredby the US Green Building Council as aLEED-ND pilot project. The Zilberteam is committed to seeing through tothe completion a primary focus ofsustainability. The Guidelines are a toolfor keeping green at the forefront of theBrewery Project development andfulfilling the sustainable vision andmission that is the basis for the Project.

How a project team first starts thinkingabout a project and site within TheBrewery affects the entire design andconstruction process. There arestrategies to be put in place that willensure a triple bottom line success.Integrated design - bringing stakeholders,design team, contractors together toexamine goals, trade-offs and cost-effective approaches - is imperative to

5

executive summary

realizing the most cost-effectivesustainable outcomes.

There are specific Sustainable Guidelinesthat are required of developers andowners who decide to become part ofThe Brewery Project community. Othertechnologies are encouraged anddescribed, but not mandated. Theseguidelines are detailed from a macroperspective and offer knowledge andresources that will make it equally useableand beneficial for the design team. Theguidelines are specific to The BreweryProject, incorporate LEED measurementtools, and keep in mind the future ofgreen development through recognitionand respect for Living Buildings andregenerative design. Categories withinthe Guidelines are: performancemanagement, site design + planning,water management, energy, materials +resources, indoor environmental quality,human aspects, constructionadministration and operations andmaintenance.

The Zilber leadership and sustainabilityteam respect the US Green BuildingCouncil and recognize the benefits ofLEED certification. However, othermeasurement tools exist that arementioned. In addition, it is not the

opinion of the authors and owners ofthese Guidelines that LEED certificationis REQUIRED for a site and/or buildingto be sustainable. There are benefits andlimitations related to LEED.

It is the hope of the Zilber team thatThe Brewery Project community willprovide feedback relative to the Project'sindividual performance indicators: whatare the outcomes that are successful?What has been a challenge? The purposeof the Guidelines is to provide just that -guidelines. As such, this document willevolve as sustainable design advances.What are considered leading edge designapproaches and systems today willsomeday be dated. As owners anddevelopers, we can use these guidelines tolook forward to beyond LEED Platinum- to The Living Building. But we also willuse the tools that are in place today.

While construction administration andoperations and maintenance areaddressed toward the end of theGuidelines, one of the very wisestapproaches to a sustainable developmentthe owner/developer team can take is toaddress construction administration andoperations and maintenance at the veryinitial stages of a project. The relativelyminimal investment made in the brain

power brought in at the early stages ispaid many times over in a resultant cost-effective, efficient process.

The Guidelines have been developed as afirst step, providing other tools andresources to choose from. Thedocument is one piece of building asuccessful, sustainable community thatcan be a model for the globe.

Imagine.

6

USGBC statistics demonstrate that in theUS, buildings account for 65% ofelectricity consumption, 36% of totalenergy use, 30% of greenhouse gasemissions, 30% of raw materials use,30% of waste output (36 million tonsannually) and 12% of potable waterconsumption, as well as the exploitationof substantial amounts of land. Asreferenced in the chart on page 8, Levin’sstudies reveal slightly different statistics.And there are others. Despite thevariance in exact percentage, sustainableapproaches to site and buildingdevelopment can have a significantlypositive impact on creating a healthierplanet that continues to provide us freshresources with which to work, live, playand learn.

"Development is sustainable when itmeets the needs of the present withoutcompromising the ability of futuregenerations to meet theirs."

~ United Nations World Commission onEnvironment and Development, 1987 ~

Sustainability is morphing, changing andadvancing to regenerative design. Agreen tower in Dubai designed by

Dynamic Architecture1 exemplifies howthe whole sustainable field is rapidlyevolving. Forty-eight wind turbines fittedbetween rotating floors, as well as thesolar panels positioned on the roof ofthe building, will produce $7 million ofenergy annually from wind and thesunlight. The energy generated willpower itself as well as other skyscrapers,with no risk of pollution. What will beconsidered sustainable as it relates tobuilding and site two years from now?Ten years from now? As stated in theintroduction, the Guidelines need to flexand change in order to stay current sinceThe Brewery Project will have a longerduration than the shelf life of currentsustainable measurement tools.

To begin the assessment of what wouldrender the Brewery Project sustainable,the Zilber Team and P3Xcel hosted andfacilitated an Eco Charette. An Eco-Charette is a one day session in which keyleadership, the design and constructionteam, pertinent stakeholders and potentialpartners participate in a macro-level,visionary, values-based, integrateddecision-making process. The outcome isa tailored approach that best meets thelong-term, holistic needs of theorganization. (The Brewery Eco-Charette is further described on page 29.)

A building assessment tool whichcomplements this values-based process isThe Living Building Challenge developedby Jason McLennon and the CascadiaRegion Green Building Council. TheLiving Building Challenge ("It's time tomove beyond the Platinum Level ofBuilding")http://www.cascadiagbc.org/lbc/Lb-challenge-v1-2 represents high, values-based goals such as net-zero energy andnet-zero water. The zero building - zero-energy, zero-waste and zero-carbon isbeginning to emerge. Developers andowners can, through a values-basedprocess, engage design and constructionteams to create legacies to their ownvalues. For the more sustainablyaggressive developer, The Living BuildingChallenge is an inspirational tooldesigned to create living, zero-wastebuildings - moving us closer to aregenerative model of design andconstruction. Imagine buildings thatsustain themselves while actually healingthe environment.

Sustainability relates to both building andsite. To better realize a design'ssustainability potential, Ecological Designintegrates "buildings, land andcommunity within the context ofecological science." As defined by Sym

7

what makes a site and buildingsustainable

Van der Ryn, president of Van der RynArchitects2 and a renowned leader insustainable architecture, EcologicalDesign is "any form of design thatminimize(s) environmentally destructiveimpacts by integrating itself with livingprocesses." Ecological Design reflectsthe natural systems of a particular place.But Ecological Design only slows the rateof destruction. Real estate developersand leaders in design can help "initiateregenerative processes to replace thedegeneration resulting from pastpractices." The primary ideals behindregenerative design are: a radical changefor the better; creation of a new spirit;and returning energy to the source.Similar in theory to ecopsychology, "Wewill not sustain the will needed to makeand maintain these changes, day after day,without evoking the spirit of caring thatcomes from a deep connection toplace."3

"In an intelligent and purposeful world,the Regenerative Designer asks not justhow do we harvest wood sustainably, buthow do we live with the forest in a waythat enables the forest to evolve?Regenerative Design is thus reframing thepurpose of our role as designers andeven what it means to be human."4

8

What makes a building and site sustainable? A common thread running throughsustainable approaches and definitions from very diverse resources is a three-prongedbalance and interdependence between people, planet and prosperity. Buildings andsites that function to enhance that balance contribute to the "triple bottom line" ornatural capitalism are sustainable. At The Brewery Project, LLC, sustainable (alsoreferred to as "green" or "high performance") buildings provide a productive indoorenvironment (people5); significantly reduce greenhouse gas emissions (planet); and areefficient in their use of energy, water and other natural resources (prosperity).Sustainable sites foster a sense of community and neighborhood (people); reducestormwater quantity and improve stormwater quality, and renewable energies to powersite lighting (planet); and utilize natural filtration systems that minimize pipingrequirements (prosperity). Reaching these goals requires an integrated design process.

The construction and operation of buildings consume the majority of the world'snatural resources and energy. Buildings use resources such as energy and rawmaterials, generate waste and potentially harmful emissions. As the economy andpopulation continue to expand, developers, designers and builders face the challengeto meet demands for new and renovated facilities that are cost-effective, efficient,secure, healthy, and productive while minimizing their impact on the environment.

Source: Levin, H. (1997) Systematic Evaluation and Assessment of Building Environmental Performance(SEABEP), paper for presentation to "Buildings and Environment", Paris, 9-12 June, 1997

costs with energy and water efficientsystems…..In addition, constructionpractices such as recycling and preventingjob site waste further reduce projectcosts. Though green building doesn'tmean higher costs or complicatedpermitting, green building does requiresmart decisions during design, permittingand construction that sometimes involveupfront investments that pay futuredividends.

Health & Safety: Americans spend themajority of their time indoors. Studiesdone by the U.S. EnvironmentalProtection Agency have shown thatindoor pollutant levels may be two to fivetimes higher than outdoor levels. Greenbuildings typically offer healthier andmore appealing living and workenvironments for residents or tenants.Strategies to improve indoorenvironmental quality include choosinglow or non-toxic building materials,maximizing natural ventilation anddaylighting, and enhancing productivityand comfort for building occupants.

Added Value: Green builders anddevelopers are finding a marketing edgeas consumer demand for energyefficiency and durable productsincreases…buyers are willing to pay more

for green features, especially those thatpromise substantial savings on utility andmaintenance costs.

Ecological Benefit: Low impactdevelopment, such as carefully sitingbuildings, minimizing impervioussurfaces, and infiltrating runoff, helps topreserve wildlife habitat, decreasestormwater runoff, and prevent erosionthat can destroy aquatic systems. Usingless water, energy and natural resources,and avoiding toxic chemicals preventspollution, reduces waste and decreasesthe strain that we place on theenvironment.”

9

Low Impact Development (LID) is anapproach to land development thataddresses how water enters a site, isstored on-site, and leaves a site. Landdevelopment that incorporates LIDpractices minimizes impervious surface,protects and enhances native vegetationand soils, and manages stormwater at itssource.

A useful LID reference tool is KingCounty, Washington's stormwater codeand the 2005 Surface Water DesignManual. These documents provide anumber of tools that make it easier touse a LID approach and can be found inAppendix C of the 2005 Surface WaterDesign Manual ("flow control BMPs").Appendix C of the manual is availableonline at http://dnr.metrokc.gov/wlr/dss/DMUpdates/Appndx_C.pdfKing County's Department ofDevelopment and EnvironmentalServices have found that developers andbuilders can realize a multitude ofbenefits from sustainable buildings andsite, including:

“Cost Savings: Developers are realizingreduced infrastructure costs associatedwith low impact design strategies(and)…find significantly lower operating

human mind - is rapidly gaining attention.These benefits we innately knew, but weneeded to measure and name thesepractices to fully become aware of theirbenefits to working, living, playing andlearning.

Both concepts positively contribute toevery aspect of thelive+work+play+learn environmentZilber is creating at The Brewery Project.

measurable costs and benefitsThe Brewery Project SustainabilityGuidelines feature measurable costs andbenefits directly applicable to TheBrewery in the technical sections. Inaddition to researching performance indi-cators incorporated most frequently inother guidelines and assessment docu-ments, several have been added that maybe of further interest to the developermaking an investment in The BreweryProject and its sustainable environment.

"Creating great places for people to liveand work - that's what sells. Tenants aremore savvy; they know sustainableworkplaces reduce absenteeism, increaseproductivity - employees are happierhere."

- Dennis Wilde -Senior Project Manager, Gerding/Edlen

(The Brewery Blocks, Portland, OR)

"If you believe that providing a betterenvironment, with cleaner air, naturallight, views, results in happier, moreproductive, less-likely-to-leave people, itmakes a very strong argument forincreased rents. If by providing betterquality space, you can reduce turnover,absenteeism and increase productivity, thenumbers become compelling."

- Daniel Jenkins, PrincipalThe John Buck Company, Chicago, IL

The performance indicators of realoutcomes will be calculated in applyingthese guidelines. Indicators are listedbelow and include examples of thosefound in the technical sections:

Project Lifecycle Costs� Project capital costs� Operation and maintenance costs

When incorporating sustainable designelements and an integrated approach,building operating costs decrease between8% and 9%, and the average return oninvestment (ROI) improves by 6.6%.(Green Building SmartMarket Report,McGraw Hill Construction, 2006)

Examples specific to The BreweryProject:� Using strategies for building water

savings can provide a cost savings of

10

why sustainability is importantWithout taking into consideration thetriple bottom line - in essence, includingthe "planet" with "people" and"prosperity" or "profit" - we will have noresources with which to conductbusiness. A natural capitalist approachactually benefits the bottom line morethan a traditional approach. There aretangible benefits realized: reducedoperating costs, higher productivity,greater sales volume and higher leaserates. Less tangible and more difficult toquantitatively measure, but equallysignificant, if not more so, includestronger brand awareness, marketdifferentiation, contribution to recruitingand retaining top talent, goodwill, andmarket opportunities.

From the people perspective, benefitsranging from those related to medicalhealth are tangible and proven.Mounting evidence exists as well forsubstantially increased academicperformance as a result of cleaner indoorair, increased daylighting and greaterconnection with the natural environment.Retail sales increase in daylit spaces. Andecopscyhology - a connection ofpsychology and ecology for the purposeof healing both the planet and the

design approach, energy modeling andvalue analysis.

Examples specific to The BreweryProject� Sustainable buildings mean reduced

insurance rates for building owners.For instance, Fireman's Fund hasreceived approval to offer a 5%insurance discount for LEEDcertified commercial buildings.BUILDING VALUE IMPACTS(INSURANCE RATES)

Marketability� Public Relations� Lease Rates� Tenant Value� Retail Sales

67% of CEOs consider green building asa market differentiator.6 And in a surveyof American Fortune 100 companies,54% with a corporate sustainabilitystrategy did so with the primary objectiveto improve brand, and 50% todifferentiate products.7

"Properties that take advantage ofbrownfield and other infillredevelopment, while offering proximityto mass transit, walking, biking andshopping/daycare services, have an

11

20-30% on water utility bills. Thecurrent water usage cost inMilwaukee is $9.75/1,000 gallons ofwater used. PROJECT LIFECYCLECOSTS (OPERATION ANDMAINTENANCE COSTS)

� For existing buildings that requirepartial or full replacement of theroof drain systems, cost savings forsiphonic systems could range from10 to 50% over gravity, depending onthe extent of the work. PROJECTCONSTRUCTION COST

Building Value Impacts� Property Values� Lending Rates� Insurance Rates

On average, building value increases by7.5% (SmartMarket Report) and propertyvalues also increase. La Paz Office Plaza,Orange County, California, realized an$0.80 psf increase in actual value ($1.5million total) increase as a result ofenergy efficiency and lower priced powerpurchase.

"Communities benefit when corporationscommit to economic, social andenvironmental responsibility. Oursuccessful construction of green facilitieshas produced benefits for our customers,

employees, shareholders and thecommunity. We have lowered costs,increased efficiency and productivity, aswell as created healthier environments inwhich people live and work."

- James E. RohrChairman and CEO

The PNC Financial Services Group

According to "Building the Business Casefor Green," a high performance/sustainable building approach contributesto achieving more predictable results,reduces project uncertainty and risk (tosuch a degree that lending institutionsand insurers are offering lower rates tosustainable buildings), and an enhancedfinal product (documented increase invalue). In July 2005, Wells Fargoannounced that it would commit toinvesting over $1 billion over five years inenvironmentally friendly businesses.

In fact, an owner survey conducted byMcGraw Hill Construction in 2006 foundthat 21% of owners reported a "largededication to green building," withhigher building value as the primarybusiness motivator. Fifteen percentsurveyed felt green building decreasesoperating costs by more than 20%.Furthermore, drastically improvedoutcomes result from an integrated

12

automatic advantage in the race to attracttop talent." 8

And people realize the benefits. Theoccupancy ratio of a green buildingincreases by 3.5% and the rent ratio onaverage rises by approximately 3%.9

"The quality of good press we've gottenout of this has been staggering…couldn'thave bought that kind of press."

- Dennis Wilde, Gerding/Edlen

The Solaire, a high performance, multi-unit residential development in BatteryPark, New York, has earned the Albanesereal estate development companywidespread accolades, including the 2003Environmental Business LeadershipAward; the Environmental Design &Construction Magazine Excellence inDesign Award 2004; and the GreenRoofs for Healthy Cities Award 2004.

The project has been promoted as aglobal model, green multifamily by DOEat 2002 Sustainable Building Conferenceand was voted one of the Top Ten GreenProjects in 2004. Tangible outcomes tothis public relations? The Solairecommands the highest rents in BatteryPark (3% higher) and opened its doorswith a waitlist.

Sustainable space creates value fortenants in providing a lower long-termcost of occupancy, enhanced indoor airquality and space that is (in line) withtheir own corporate and/or personalsustainability initiatives. In addition, highperformance office and commercial spacehaving more comfortable employees.

The average employee relocation within abuilding (churn rate) is 25%. Flexible,sustainable features cut churn costs by90%. "Features designed to cut energy andwater bills help attract tenants to the propertyand increase the likelihood of continuedoccupancy."10

Several case studies purport thatsustainable environments, especially inrelation to daylighting, contribute to morerobust retail sales. According to a studycommissioned by PG&E, skylighting inretail stores launched the sales index up40%.

Examples specific to The BreweryProject� A well integrated and sustainable

site/building design provides for abuilding with increased propertyvalue (7.5% higher), an ROI that canbe expected to increase by 6.6%, aswell as higher occupancy (increased

by 3.5%) and rent (increased by 3%)ratios. BUILDING VALUEIMPACTS (PROPERTY VALUE) &MARKETABILITY (LEASERATES AND TENANTVELOCITY)

Human Impacts and Related Cost� Health and Well-being� Productivity� Absenteeism� Employee turnover� Health care costs

While a reduction in energy and otheroperational costs as a result of highperformance design are obviously ofvalue and improve the bottom line, thegreatest overhead cost of business is itshuman capital. Daniel Jenkins, BuckCompany advises, "Focus on the cost ofthe PEOPLE."

And the indoor environments people areexposed to can have a profoundlynegative impact on their health, well-being and productivity. "EPA studiesindicate that indoor levels of pollutantsmay be two to five times higher-andoccasionally more than 100 times higher-than outdoor levels. These levels ofpollution are particularly notable sincepeople tend to spend about 90% of theirlives indoors."11

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High performance environments boostemployee productivity through improveddaylighting; fresh, clean air; personalenvironment controls; and connectivitywith the natural environment. Accordingto a study by William Browning, et al,"Using green building strategies can resultin increases in occupant performancemeasures by 6 to 26 percent."

And relative to attract and retain, sixty-seven percent of CEOs perceive green asfostering innovation and "forty-fourpercent of corporate America believessustainability initiatives help attract andretain more talented and satisfiedemployees."12 As documented in"Building the Business Case for Green""…rich opportunities ahead for owners andoccupants alike to better understand and takeadvantage of various green building features toenhance worker well-being and performance. 'Nowonder businesses are beginning to use highperformance buildings as a potent tool forrecruiting and retaining the best employees.’ "13

Clean and healthy indoor environmentsnot only help attract and retain the bestand brightest - these spaces contribute togood health and lessen an organization’sor individual’s healthcare costs. Sickbuilding syndrome occurs whenoccupants of a building experience poor

health linked to time spent in a building(www.nsc.org). Chemical and biologicalcontaminants, poor ventilation andinfiltration of outdoor pollutants can becontributing factors.

The US EPA estimates that improvingbuildings and indoor environments couldreduce healthcare costs and increaseworker productivity by $30 billion to$150 billion annually. Annual healthcaresavings plus productivity gains in the U.S.are:� $6 billion to $19 billion from reduced

lung disease� $1 billion to $4 billion from reduced

allergies and asthma� $10 billion to $20 billion from

reduced sick building syndromesymptoms

(www.lungusa.org, American LungAssociation)

Examples specific to The BreweryProject� Occupational lung disease is the

number one cause of work relatedillness in the U.S. and approximately15% of asthma cases in the U.S. are aresult of occupational exposures.(American Lung Association)HUMAN IMPACT (HEALTH &WELL-BEING)

Environmental Impacts� Primary energy� Climate Change potential� Waste production

Primary energy is that contained in rawfuels and other forms used as input to asystem. Sources include fossil fuels;biomass; biofuels and vegetable oil;hydorelectric; nuclear; wind and solarpower; and geothermal. Sustainableenergy sources are those that do notdeplete sources that are limited or non-renewable. Hydroelectric, wind and solar,and geothermal rely only on renewableresources that the earth naturally providesus. While to varying degrees, others willbe eventually depleted. While nuclearenergy is a result of technology and notresources, there is controversy over itssustainability for social and politicalreasons.

Climate change (temperature,precipitation or wind - preferred to overglobal warming as there are other issuesin addition to rising temperatures) is asignificant change in measures ofclimates for decades or longer. Currently,the Earth’s temperature is gettingwarmer, most likely as a result of humanimpact (National Resource Council 2001).It is possible, however, that some part of

14

the warming is a result of naturalvariability (NRC 2001). Precipitation,snow/ice cover and sea levels are alsosignificantly changing. Humans haveadded substantially to the amount ofgreenhouse gases (primarily carbondioxide and methane) in the atmosphereby burning fossil fuels; agricultural andindustrial activities; production of coal,natural gas and oil; and the emission offlourinated gases (synthetic). Thisenhancement of the greenhouse gaseffect contributes to the climate change.

According to the Clean Air Council, 56tons of trash per year are generated bythe average person and only one tenth ofthat gets recycled. U.S. businesses use 21million tons of paper each year and as of1992, 14 billion pounds of trash weredumped into oceans around the worldANNUALLY. Americans dispose of20,000 cars and 4,000 trucks and busesIN ONE DAY. And relative toconstruction waste, 170,000 commercialbuildings are demolished (EPA). Thiswasteful process contributes to the 136million tons of construction anddemolished waste annually sent tolandfills. Not only is the Earth incapableof continuing to absorb this level ofwaste, it is unprofitable and costly.

If 25 percent of the buildingsdemolished each year weredeconstructed, approximately 20 milliontons of debris could be diverted fromlandfills (National Association of HomeBuilders). By construction waste anddemolition recycling(http://www.ilsr.org/recycling/buildingdebris.pdf), considerable cost savings arerealized, even with added labormanagement costs for onsite separation.Wastecap Wisconsin(www.wastecapwi.org) identifies thesavings realized from many localconstruction and demolition projects.Savings range from $10,000 in avoideddisposal costs to $103,651 in projectcosts (75.35% recycling rate).

Examples specific to The BreweryProject� 80% of building demolition debris

will be recycled or reused, diverting itfrom traditional landfill sites.ENVIRONMENTAL IMPACT

Community Impacts and Related Cost� Community infrastructure demand

and associated costs� Community assets contributed by

project� Economic impacts� Social impacts

The Brewery Project and its sustainableapproach lays the foundation forinnovative, high performanceinfrastructure and land planning, andincoming partners/developers cancapitalize on that initiative to perpetuateefficient, effective systems that benefitthe community and realize projectdevelopment and operations cost savings.

Incorporating bold, aggressive, highperformance best management practiceshas provided the city of Milwaukee a newway of thinking about city streets andstormwater management; and will offerlocal developers a successful model toemulate in sustainable technologies.Creating and CONTRIBUTING greenspace through pocket parks, bioswales,landscape islands reduces runoff volumeand provides filtration of sediment fromstreets. The bioswales slow runoff andimprove water quality through infiltrationmedia which soak up pollutants. The sizeand scope of The Brewery bioswales iswhat makes them stand apart from othercity of Milwaukee developments. Theoutcome is that the rate of stormwaterrunoff is reduced by 25% and asignificant improvement of water quality.To the city of Milwaukee and witnessedby its jewel Lake Michigan, this ismonumental. The reduction in rate of

flow helps relieve pressure from analready stressed combined sewer overflow(CSO) system.

The Brewery Project offers theopportunity to showcase renewableenergy sources and its commitment to asustainable future. Microturbines are anappropriate use for some areas of theneighborhood. The fact that TheBrewery Project site is the highest pointof the City, as well as its proximity toLake Michigan, offers incredibleopportunity to capture wind power.Microturbines are compact, can be placedon rooftops, require a low initial cost, andprovide very quick payback.

Photovoltaics are also an applicableenergy source for The Brewery Project.An appropriately designed photovoltaicsystem could adequately supply renewableenergy needs. A modular system of PVpanels installed on rooftops is suitable forplacement on any of The BreweryProject buildings. Considerations wouldneed to be made regarding reflectivityand shading, as PV systems would have asignificantly decreased output if installedin the shade zone of another building.

Focus on Energy, Wisconsin and theDSIRE database, as also detailed in the

funding section of these Guidelines, offerinformation on funding programs forwind and photovoltaic power.

(For detailed information, reference the"Feasibility Report for The Brewery"prepared by P3Xcel for The BreweryProject.)

To continue The Brewery Project'sefforts to limit the community'sinfrastructure demand and associatedcosts, project partners establishing theirlive+work+play+learn facilities on thesite can implement specific strategies: � Disconnect roof drains (the site

provides the facilities with which toconnect outfall: bioswales, pocketparks and granular storage areasalong 9th and 10th Streets andJuneau Avenue.)

� Incorporate green roof technologies� Rainwater harvesting� Landscaping that minimizes use of

potable water� Highly reflective roofing and

hardscape materials� Renewable energies

The city of Milwaukee is currentlymonitoring stormwater flow from theBrewery Project site to develop baselinedata. Monitoring will continue during

construction and post-development toevaluate the success of the sustainablestrategies in place. The MilwaukeeMetropolitan Sewerage District (MMSD)is evaluating water quality for the samepurpose.

The city of Milwaukee benefits from TheBrewery Project on many levels. Interms of direct assets, the Project'ssustainable nature - and resultantefficiencies and beauty - contributes to anincreased tax base; decreased tax levyrate; increased employment opportunities;a mixed use property that includesaffordable housing; partnerships withMilwaukee-based live, work, play or learnorganizations that result in heightenedofferings and awareness; attractingemerging industries new to the city ofMilwaukee, and offering the developmentcommunity an innovative, sustainablemodel heightened by the success of apublic/private partnership.

The economic impacts to the immediateneighborhood, the city of Milwaukee, theregion and the state of Wisconsin are farreaching. The immediate neighborhoodwill be positively impacted as a result ofjob opportunities (waste outsourcing,connectivity of neighborhood residents'talents and services, new business) and

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registered pilot project in Wisconsin(Congress for New Urbanism,www.cnu.org) The Brewery offers thecity an opportunity to set precedence insustainable design and philosophy; leadthe region in environmental solutions;model new urbanism, propel the city to anew level of recognition in innovativethinking and help create an environmentthat fosters integration of cultures, ideasand knowledge.

An index of seven categories of variablesdeemed important to young professionalssearching for a place to live and work wascreated by Next Generation Consulting, anational authority on young professionals.Interestingly, there is a parallel in themebetween these variables and sustainable,new urbanism environments. On a scaleof 1 through 10, the following tableindicates how the city of Milwaukeescored as published in the MilwaukeeJournal Sentinel August 25, 2005.

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the city of Milwaukee may realize aninflux of emerging industries that hadnot before been attracted to the city.These businesses then grow, flourish andbring talent and brainpower (and keep ithere) which benefits the region and theState.

Social impacts are quite powerful andfurther described in the Human Aspectssections of these guidelines. TheBrewery Project provides a stable anchorat the immediate fringe of the centralcity; can help recreate a vibrant, thriving,diverse and multicultural neighborhood;and can provide a centerpoint forneighboring higher education, healthcare,library, museum and federal courthousefacilities and the diverse people thatutilize those resources.

economic development The Brewery Project, as it is postured interms of a sustainable mission andvision, can contribute vastly to the city ofMilwaukee's growth and economicdevelopment. Milwaukee offers much interms of natural resources, culturaldiversity, work ethic, higher educationand an environment that is ripe withentrepreneurial prospects. As currentlythe largest sustainable LEED-ND

Index of Variables Important to Young Professionals...in search of aplace to live and work

Category Description Score

VitalityIncludes air quality, water quality, number of sunny days, milesof public parks, recreation areas, fruit and vegetableconsumption, farmers markets and fitness centers.

5

EarningIncludes diversity of employment opportunities, concentrationof various artists per capita, distribution of occupations, venturecapital, business start-ups and the unemployment rate.

5

LearningIncludes the number of colleges, professional organizations,presence of young professional networks, technical schools,and breakdown of population's educational attainment.

4

Social Capital

Includes the percentage of population ages 18-40, medianage, median family size, rank in ethnic and racial change,diversity of religious organizations, number of gay/lesbianhouseholds, charitable donations and crime rates.

6

Cost ofLifestyle

Includes average income per capita, average new home costs,and national cost of living index. 4

After HoursIncludes number of bars and nightclubs per capita, artgalleries, theater and music venues per capita and restaurants. 6

Around Town

Includes commute times, percentage of population commutingindividually vs. car pools, percentage who walk or bike to work,percentage who take public transit, and proximity to othermetro areas by plane, train or automobile.

6

The Brewery Project enhances thesevariables and can contribute to the city ofMilwaukee's position in terms ofattracting and retaining young talent.

Sustainable live+work+play+learnenvironments attract people…and keepthem there. Once thriving cities, whilebased on a different business model,exemplified the theory. Walkablecommunities reduce crime, and a mix ofneighborhood types reduces and caneliminate racial tension (see socialsustainability, page 30).

People, planet, prosperity. Social,environmental, economic. Theyrepresent a holistic approach tosustainable development - also referred toas natural capitalism or the triple bottomline. And a very relevant element of thesocial/people leg of sustainability relatesto how people in a community treat eachother. The concept of the social piece ofsustainable development can be related to"the advancement quality of life and anemphasis on equity and provision for theleast advantaged sections of present andfuture generations." (Cozens) Relevant toequality and a right to an acceptablequality of life are the feelings of safety.No community is sustainable if it issubject to high levels of crime and/or

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fear of crime. The city of Milwaukee,like many urban environments, offersopportunity to address crime and fear ofcrime.

Sustainable development can address"urban decay" and crime; urgentproblems of the inner city asdemonstrated throughout the world. TheCrime Prevention ThroughEnvironmental Design (CPTED) theory(also related to Defensible Space,Designing Out Crime) postulates that"the proper design and effective use ofthe built environment can lead to areduction in the fear and incidence ofcrime, and an improvement in the qualityof life." (Crowe, 2000). Theseapproaches involved the use and designof space inside and outside of buildings,how buildings are positioned in relationto each other and streets/walkways/bikepaths, landscaping and lighting. A secondgeneration CPTED incorporates socialfactors and considers neighborhoodsmore as social ecosystems.

The blend of CPTED and sustainabledevelopment may foster safer, more live-able and sustainable urban communities:"urban environmentalism." (Cozens)Crime is within the concept ofsustainability. Within sustainable

evaluation tools and building sustainableindices should also be included a CPTEDor Designing Out Crime element.

Perceptions or image of a community'ssustainability and crime can greatlyinfluence the reality of crime. As publicspace uses are defined, as buildings andstreets are populated and vibrant withactivity - people walking, bicycling,connecting - and as socioeconomicdiversity is accepted, a community isperceived as being safer. This perception,in turn, brings more people whocongregate and feel ownership of andcare for their environment. This createsa circle of self-fulfilling prophecies ofreduced crime.

Achieving safe, healthy and sustainableenvironments can be supported throughdesign by using CPTED principles.Some of them include:� Reduce the number of unoccupied

dwellings� Renovate vacant and dilapidated

homes� Encourage urban regeneration

through the redevelopment ofbrownfield sites

� Effectively maintain and manageurban space: keep fromunderutilization

� Maximize opportunities for naturalsurveillance (e.g. landscaping,lighting)

� Encourage legitimate activity inpublic spaces; involve the communityand organize the activity to defineand promote its preferred use

� Access control to encourage use byrespectful users and discourage useby those who may abuse the space

� The Three D Approach � Designate the intended use of

the area and associated permittedbehaviors

� Define the boundaries of publicand private space

� Design to support the intendeduse of the space, safely andefficiently

See page 25 for sourcing.

The Brewery Project, through the natureof its adaptive reuse and redevelopmentof vacant buildings, location along thefringe of inner city neighborhoods andsite design intuitively incorporate theprinciples of crime reduction design toolsand offer incoming partners, the city ofMilwaukee and the region theopportunity to capitalize on these designtheories. The Project has the potential topositively influence its surrounding

outreach education programs offsite tooffer higher education opportunities tothe 55 and older market. Imaginecoupling the opportunities withMilwaukee's aging segment ofpopulation.

human aspectsThe Human Aspects of sustainableenvironments can specifically relate tohealth and well-being, productivity,reduction in absenteeism, turnover andbiophilia/ecopsychology. Regardless ofthe building type, consideration of thehuman aspects can have a profoundpositive impact on attracting andretaining top talent and tenants. Asdetailed in the previous sub-section,Measurable Costs and Benefits, there aretangible financial benefits that result.

Productivity In reference to productivity, the WBDG(Whole Building Design Guides) asserts,"Wise use of space also means creatingthe right context for concentration,learning, communication, andcollaboration-the building blocks ofproductivity." Design elements such asteam rooms, daylighting, and directcontrol over one's environmentcontribute to a more productive

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neighborhoods and as a result,significantly improve the socioeconomicsustainability of the Milwaukee region.

Other cities and communities throughoutthe world are evaluating sustainability andits positive affects on overall quality oflife - and as a result, economicdevelopment. Two notable exampleswithin the U.S. are West Michigan and theMerrimack Valley region ofMassachusetts.

The West Michigan Regional IndicatorProject,"Elements of Sustainable Qualityof Life"14 postulates approaches that willimprove West Michigan's quality of lifeand be sustainable. They include:� Create a diverse and vibrant globally-

competitive economy that givesaccess to satisfying and rewardingwork that builds household economicwell-being.

� Develop an integrated infrastructureconnecting where we live, learn, workand play within the region and to theworld.

� Restore, preserve and enhance naturalsystems.

� Embrace authentic diversity andsocial distinctiveness and strengthenthe local community and culturalidentity.

The Merrimack Valley region ofMassachusetts is banking on theeconomic development success of itsvisionary focus upon the GreenChemistry industry. Green Chemistry isthe design of chemical products andprocesses that reduce or eliminate the useand generation of hazardous materials inmanufacturing.15 The Merrimack Valleyis hopeful that the Massachusettsuniversities can retain world-class talentand translate the knowledge into growthand development for the region.

Both are regional approaches tosuccessfully incorporating sustainabilityand new urbanism into economicdevelopment efforts.

According to recent issue of Multi-Housing News, there will be 60 millionnew housing units developed over thenext 25 years.16 Their research indicatesthat the new users will desirework+live+play+learn environments andnew urbanism density combined withgreen. Furthermore, the over 55 year oldtargeted market is experiencing a nationaltrend of seniors seekingwork+live+play+learn.

The University of North Carolina atChapel Hill is developing community

A study completed by William Fisk andArthur Rosenfeld, “Potential NationwideImprovements in Productivity and HealthFrom Better Indoor Environments,”Lawrence Berkeley National Laboratory,May 1998 documented, “For the U.S., weestimate potential annual savings andproductivity gains of $6 billion to $19billion from reduced respiratory disease;$1 billion to $4 billion from reducedallergies and asthma, $10 billion to $20billion from reduced sick buildingsyndrome symptoms, and $12 billion to$125 billion from direct improvements inworker performance that are unrelated tohealth. Sample calculations indicate thatthe potential financial benefits ofimproving indoor environments exceedcosts by a factor of 18 to 47.”

Reduction in Absenteeism and TurnoverQuantitative research has concluded thathealthier indoor environments result inreduced absenteeism and employeeturnover.

Verifone, Costa Mesa, California, saw a40% drop in absenteeism due toimproved comfort resulting from thecompany's 76,000 s.f. sustainablerenovation, and the new 600,000 s.f. highperformance Lockheed Building 157 inSunnyvale, California realized a 15%

decline in absenteeism. Lockheedestimates that this reduction inabsenteeism paid for the sustainabledesign elements within one year.18

Seattle City Hall's LEED-NC Goldcertified 198,000 square feet of newoffice space successfully enhanced humancapital, including a reduction in employeeturnover rate.19

Biophilia/EcopsychologyEdward O. Wilson, a Harvard Universityentomologist, originated the "biophilia"principle, referring to humans' "love ofliving things" and our innate affinity withnature. Ecopsychology correlates theneed for connectivity with theenvironment to self-destruction and thepotential for its reversal to inspire peopleto care for the planet. In March, 2001,the American Journal of PreventativeMedicine reviewed several studies thatsuggest that being in contact with nature-- or even looking at it -- can boostpeople's health. These theories are newto the built environment, but rapidlygaining ground in terms of the humanbenefits resulting from connectivity withthe environment.

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workspace. It is important to design forflexibility as work groups and projectsprogress. The General ServicesAdministration's (GSA) report, “TheIntegrated Workplace,” concludes that"since people are the most importantresource and greatest expense of anyorganization, the long-term cost benefitsof a properly designed, user-friendlywork environment should be factoredinto any initial cost considerations."17 Asthe GSA's report recognizes, mostresearch on the effects of the builtenvironment have been in the areas ofindoor environmental quality; thermalcomfort; air quality and lighting - andtheir affect on task performance.

Health and Well-Being Human health and well-being cancontribute to productive work and learnenvironments, but also attract anincreasing number of people to livingspace that is recognized as healthful.Construction materials with no or lowemissions; high-efficiency and filteredventilation; and prevention of indoormicrobial contamination can result inhealthful indoor environmental qualitythat reduces the rate of respiratorydisease, asthma, sick building systems andallergy.

site design and planningThe Brewery Project demonstratessuccess in sustainable site design andplanning through its investment inLEED-ND. Zilber, Ltd. began increating a site that offers potentialdevelopment partners the opportunity totranslate those inherent design elementsinto individual sustainable design projects- whether certification is pursued or not.It has been a critical first step.

The HSWA (Housing Strategy ofWestern Australia) states that "Urbandevelopment has been identified a crucialelement of housing sustainability as streetdesign, subdivision development, energy,waste and water management designprinciples can be addressed at the landdevelopment stage to influencesustainable outcomes - which is notpossible in housing planned and built inprevious decades."20

City leaders from Vancouver, Seattle andPortland met in May, 2004 to increaseawareness of sustainable infrastructureand identify technical and implementationissues regarding sustainable streets andstreetscapes in urban areas. They foundthat:� All three cities have had success with

the design and construction ofsustainable buildings, but sustainableinfrastructure initiatives are relativelynew.

� Europe is ahead of North America indesigning sustainable infrastructureand sustainable streets.

� Seattle, Portland, and Vancouver areNorth America leaders in exploringinnovative approaches to sustainableinfrastructure and sustainable streets.

� Need to address multiple objectivesin street design (e.g., trees,pedestrians, bikes, safety, transit,lightening, garbage, fire trucks, stormwater, business needs).

� Key in developing greener streets isgoing from "standards/uniformity."oriented thinking to "interest-based/local innovation" thinking

� Street design needs to incorporatemaintenance concerns.

� Lack of money is a big problem.Sustainable streets can requireincreased maintenance andmaintenance funding is alreadyinadequate.

� Most successful projects have hadsubstantial community input andmany times driven by communities.Important to have effective publicprocess.

� Elected officials have generally been

supportive of green projects. Greenprojects are generally viewed byconstituents as positive and hencesupported by elected officials.

� It is important to have a localchampion to promote greener streetsand then partner with the City todeliver them.

� Definition of what is agreen/sustainable street has sloweddown the process.

� Design charettes are a good way toincorporate sustainable designprinciples into projects.

A summary of the outcomes can befound at:http://seattle.gov/environment/building_forumsummary.pdfA matrix of all three cities' sustainabilityprograms are located at:http://seattle.gov/environment/building_citymatrix.pdf

The Brewery Project has initiated aninnovative, positive, public/privatepartnership with the city of Milwaukee inthe redevelopment of the Pabst Brewerysite. It will be imperative for the project'soverall success, on all levels, for themomentum to continue in terms ofembracing and enhancing sustainability aseach parcel is developed. Each tract and

21

individual project will have its ownidentity and character, but the thread ofsustainability woven throughout TheBrewery Project will bring a cohesiveoutcome where the sum of the parts isgreater than the whole. The result will bea warm, inviting, healthful celebration ofuniqueness reflective of the city and itsneighborhoods.

water management "It is recognised that water problems cannot besolved by quick technical solutions. Solutions towater problems require the consideration ofcultural, educational, communication andscientific aspects. Given the increasing politicalrecognition of the importance of water, it is inthe area of sustainable freshwater managementthat a major contribution to avoid/solve water-related problems, including future conflicts, canbe found."

~ The International HydrologicalProgramme, a UNESCO (United Nations

EducationalScientific and Cultural Organization) initiative

The Wisconsin Department of NaturalResources considers runoff Wisconsin'sbiggest water quality threat and"estimates that runoff threatens 40% ofthe state's streams and rivers and 90% ofits lakes with the pollutants and

sediments it picks up along the way."21

Along with combined sewer overflows,the DNR is worried about the evengreater volumes of polluted runoff thatcarries "Milwaukee street grime" intoLake Michigan.

In the article, Joel Brammeier, then actingexecutive director of the Lake MichiganFederation, states "sewage overflows are aknown source of contamination forGreat Lakes beaches. That's somethingthat we can do something about."22

In "Turning the Tide in the Great Lakes,"researcher Kelly Kizer Whitt writes,"Fertilizers, pesticides, and otherpollutants - from sources ranging fromlarge-scale construction sites to smallbackyard projects - all contribute torunoff and dump unneeded nutrientsinto the lake. Excess nutrients triggergrowth of more algae than the systemcan absorb, creating serious problems."23

According to a study by the MilwaukeeMetropolitan Sewerage Commission,rainwater washing pollutants off urbanstreets and parking lots, constructionsites, and rural livestock yards and fieldswere the sources of 91% of fecalcoliform bacteria found in waterways in2000. The University of Wisconsin,

Milwaukee, maintains a monthly LakeMichigan monitoring program,WATERBase.24 One objective of thisprogram is to determine how humanactivities are affecting water quality andthe Great Lakes ecosystem.

Sustainable design dictates that water andits relationship to building design,development and operation is managedcarefully. The Brewery communityrequires consideration be given to thewater quality and quantity issues facingthe city of Milwaukee and the MilwaukeeMetropolitan Sewerage District as theyrelate to the combined sewer overflow(CSO) system.

One primary goal of The Brewery sitedesign, as developed by P3Xcel, is toreduce the rate and increase the quality ofthe stormwater runoff generated by thesite. Less runoff means less street grimeand other related pollutants directlyentering Lake Michigan, and less waterentering the region's combined seweroverflow system. Less water entering theCSO results in less sewage entering LakeMichigan. The site plan has beendesigned to utilize two feature techniquesto meet this critical goal:� Disconnect roof and surface water

drainage systems from the existing

22

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combined sewer system;� Direct roof and surface water

drainage to bioswales and porouspavement areas to naturally filterrunoff before entering LakeMichigan.

Technical implementation guidance forthese techniques is found beginning onpage 80 of the Guidelines.

We have only begun to witness theposturing for the battle for fresh water.And the city of Milwaukee, southeasternWisconsin and Great Lakes region will allbe affected and involved in protecting thequality, use and availability of the GreatLakes - the world's largest supply ofsurface freshwater.

The city of Milwaukee's economicdevelopment success dependsincreasingly upon Lake Michigan for asource of drinking water, the biodiversityit brings to the region, and the beautyand recreation it brings to the lakefront.

Imagine the Calatrava-inspired MilwaukeeArt Museum - the graceful, world-renowned symbol of Milwaukee -perched no longer on a sparkling lake.Imagine other lakefront located economicdevelopment and quality of life

attractions such as Discovery World,Summerfest grounds and Grant Park onthe edge of sullied water. Imagine thepotential for Bradford Beach! Theinvestment in lakefront amenities is onlyas valuable as the water is clean andabundant. The Brewery Project's sitedesign and partnership with the city ofMilwaukee in developing innovative,sustainable infrastructure will helpprotect this valuable resource. TheProject can serve as a living laboratoryand learning tool that will prove to be anational - and even global -neighborhood development model forothers to utilize. Hopefully, the resultwill be an ever-compounding, positiveimpact on global water resources.

energyDepending upon the source, buildings areresponsible for between 36% and 45% ofenergy consumption worldwide. To helpaddress growing concern relative toenergy and climate change, The KyotoProtocol, beginning effect in February2005, is an amendment to the UNFramework Convention on ClimateChange. The objective of the protocol isto stabalize greenhouse gasconcentrations; specifically, a reduction inemissions to 7% below those of 1990 by

2012. As of December 2006, 169countries and units of government haveadopted the Protocol. The United Statesand Australia have not, however manyindividual cities within the U.S. haveembraced Kyoto rules. There is somedebate as to the usefulness of theProtocol. And U.S. businesses arehearing the call to address energy issues.While eighty percent of businesses havenever conducted an energy audit,25 75%of corporations surveyed identifiedincreasing energy costs as a driver ofgreen building.26

Energy is the biggest consideration inanalyzing potential savings inmanufacturing facilities, since theindustrial sector currently accounts forabout one-third of all U.S. energyconsumption at an annual cost of morethan $120 billion.27

Locally, developers and businesses areadvancing energy efficient buildings. TheMandel Group's Domus structure claimsto be the first eco-friendly condominiumconstructed in Milwaukee. The buildingapproach incorporates energy efficiency,indoor environmental quality andenvironmentally friendly buildingmaterials "to create residences ofunparalleled livability." Johnson Controls

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focuses on energy efficiency at theirbuildings as part of their ClimateRESOLVE commitment to reducegreenhouse gas emissions by 18 percentin the United States by 2012.

Integrated building design, as with mostsustainable aspects of a building, iscritical to achieve the highest performing,most cost-effective buildings in terms ofenergy efficiency. Buildingsiting/orientation, where feasible, shouldbe considered, as well as buildingenvelope, daylighting and the interactionof building systems. Renewable energysources, either independent or linked withthose incorporated into The BreweryProject site, should be evaluated. Thebenefits realized are immediate paybackin terms of energy cost savings, as well aspotential incentive programs. Focus onEnergy28 is a valuable resource fordetermining appropriate incentiveprograms. Other benefits includeimproved indoor and outdoor air qualityand the reduction of carbon dioxideemissions (greenhouse gas).

The Zilber team is currently workingclosely with the city of Milwaukee toincorporate efficient, Dark Skycompliant, streetlight fixtures throughoutthe development. Renewable energy

options, including wind microturbinesand photovoltaics, have been studied andare being considered by The BreweryProject.

materials + resourcesBuilding and construction activitiesworldwide consume 3 billion tons of rawmaterials each year or 40 percent of totalglobal use.29 Using green buildingmaterials and products promotesconservation of dwindling nonrenewableresources. Incorporating green buildingmaterials into building projects can helpreduce the environmental impactsassociated with the extraction, transport,processing, fabrication, installation, reuse,recycling, and disposal of these materials.

BuildingGreen.com offers a GreenSpecdirectory that contains information onnearly 2,000 green building products andis organized according to the 16-divisionCSI MasterFormat™ system.30 Overallproduct and material selection should beevaluated based upon resource efficiency,indoor air quality, energy efficiency, waterconservation and affordability.

Green building materials, finishes andfurnishings should be selected basedupon their evolution from recycled or

renewable resources. In addition, thesematerials and products should berecyclable and least damaging to theenvironment. Construction wasteprevention and management strategiesare also incorporated.

William McDonough and MichaelBraungart formed McDonoughBraungart Design Chemistry (MBDC), 31

a partnership that consults and educatesthe theory of cradle to cradle design."Instead of designing cradle-to-graveproducts, dumped in landfills at the endof their 'life,' MBDC transforms industryby creating products for cradle-to-cradlecycles, whose materials are perpetuallycirculated in closed loops. Maintainingmaterials in closed loops maximizesmaterial value without damagingecosystems." Their partnershipepitomizes the concept of evaluating thesupply chain; the notion of a closed loopsystem and what exactly is the stuff in allproducts being used in a building'sconstruction, from where do thesematerials and products come - is thesupply process in and of itselfsustainable?

The benefit to investing the time inevaluating materials and their supplychain will help limit the depletion of

health concerns, all building types willbenefit from investing in technologiesthat will provide cost effective, healthfulenvironments.

25

natural resources and reduce air, waterand soil pollution. Recycled materialsand the manufacture of products withpost-consumer content will gain marketstrength and waste management canreduce disposal costs and limit landfilldumping.

indoor environmental quality"In the struggle to build cost-effectivebuildings, it is easy to forget that theultimate success or failure of a projectrests on its indoor environmental quality(IEQ). Healthy, comfortable employeesare invariably more satisfied andproductive. Unfortunately, this simple,compelling truth is often lost, for it issimpler to focus on the first-cost of aproject than it is to determine the valueof increased user productivity andhealth."32.

Indoor Environmental Quality (IEQ)encompasses air quality, thermal comfortand ventilation, noise and vibration,electric lighting, daylighting, views,ergonomics and other factors. GoodIEQ contributes to productivity.According to Advanced Buildings, studieshave shown that productivity can increaseby as much as 16% when IEQ isimproved. "Since salaries typically cost

five times more than rent, energy, andfacility operations and maintenancecombined, even a slight increase inproductivity can significantly improve anorganization's performance."33 Inaddition, buildings with notable IEQ arevalued at a higher premium andcontribute to health and safety oftenants/employees. Retail environmentsexperience higher sales, schools realizesignificant improvement in studentperformance, and tenants seek outhealthier living environments.

Indoor quality can be improved byeliminating products and materials withunhealthy emissions and by outside airfiltering combined with high rates of airexchange. Maximized (and controlled)daylighting, along with acoustic control,contributes to healthy IEQ. The abilityfor regulating individualized comfort isideal.

Innovative technologies, including activeliving walls and individual controls, canpositively impact human health,productivity and well-being.

Natural ventilation concepts andincreased rate of ventilation can helpaddress sick building syndrome. WithEPA citing IAQ as one of the top five

Urban Sustainability Sources

"Submission of The Office of CrimePrevention, Department of Premier andCabinet on The Housing Strategy WA,"Government of Western Australia"Viewpoint: Sustainable Urban Developmentand Crime Prevention ThroughEnvironmental Design for the British City.Towards an Effective UrbanEnvironmentalism for the 21st Century," PMCozens, School of Technology, University ofGlamorgan, Glamorgan CF37 INL, UK,Cities, Vol. 19, No. 2 pp. 129-137, 2002.

"Crime Prevention Through EnvironmentalDesign: Applications of Architectural Designand Space Management Concepts," 2ndedition, Crowe T., 2000

23 Kelly Kizer Whitt, "Turning the Tide inthe Great Lakes,"Research Profile, UWMilwaukee, Winter 2006.

24 http://waterbase.uwm.edu/monthly.html

27 "Greening Industrial Facilities: ASustainable Approach to Addressing EnergyConcerns," Love and vonPaumgartten,Johnson Controls.

28 www.focusonenergy.com

29 Roodman and Lenssen, 1995.

30https://www.buildinggreen.com/ecommerce/gs.cfm

31 http://www.mbdc.com/

32 Whole Building Design Guide,www.wbdg.org

33 Advanced Buildings,www.advancedbuildings.org

26

footnotes1 www.dynamicarchitecture.net

2 http://www.vanderryn.com/

3, 4 "Regenerative Design: SustainableDesign's Coming Revolution," DesignIntelligence Report, 1 July 2001.http://www.di.net/article.php?article_id=84

5 Building occupants are more productive,experience a greater sense of health and well-being, and are overall drawn to office,residential, retail and learning environmentsthat exhibit better indoor air quality andimproved lighting. Considering the cost ofemployees, productivity gains and success inattracting and retaining top talent faroutweigh financially the financial benefitsrealized from energy savings, lessenedconstruction and maintenance costs.

6, 9, 11, 25, 26 "2007 Greening of CorporateAmerica, SmartMarket Report,"McGraw_Hill Construction.

7 A..T. Kearney and Institute for SupplyManagement™

8, 10, 12 Making the Business Case for HighPerformance Green Buildings, U.S. GreenBuilding Council.

13 "Sick Building Cases," Business Week, 5June 2000.

14 June 2006 Report; http://www.dhw.wa.gov.au/housingstrategywa/sub26_ocp.pdf

15http://www.ivalley.org/blog/?p=58#more-58

16 Multi-Housing News, October 2005

17http://www.gsa.gov/gsa/cm_attachments/GSA_DOCUMENT/integrated_workplace_rpt_pdf_R2OD26_0Z5RDZ-i34K-pR.pdf

18http://www.cityofseattle.net/light/conserve/sustainability/studies/cv5_sb.htm

19http://www.betterbricks.com/default.aspx?pid=casestudy&sectionname=overview&casestudyid=17

20http://www.dhw.wa.gov.au/housingstrategywa/sub26_ocp.pdf

21, 22 Lee Berquist, "Lake can take somepollution, but experts still worry aboutoverflows, runoff," Milwaukee JournalSentinel, [Milwaukee], 11 July 2004.

implementing sustainability at The Brewery

"The future of life on earth depends on our ability to take

action."

- Sir David Attenborough - The U.S. Green Building Council (USGBC) is a non-profit organization dedicated to sustainable buildingdesign and construction. The USGBC created the LEED(Leadership in Energy and Environmental Design) GreenBuilding Rating System™ which is the nationally acceptedbenchmark for the design, construction, and operation ofhigh performance green buildings. LEED gives buildingowners and operators the tools they need to have animmediate and measurable impact on their buildings'performance. LEED promotes a whole-building approachto sustainability by recognizing performance in five keyareas of human and environmental health: sustainable sitedevelopment, water savings, energy efficiency, materialsselection, and indoor environmental quality.

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THE BREWERY AND LEADERSHIP IN ENERGY ANDENVIRONMENTAL DESIGN FOR NEIGHBORHOODDEVELOPMENT (LEED-ND)

definedThe U.S. Green Building Council(USGBC), the Congress for the NewUrbanism (CNU), and the NaturalResources Defense Council (NRDC) -three organizations which represent someof the nation's leaders among progressivedesign professionals, builders, planners,developers, and the environmentalcommunity - have come together todevelop LEED-ND. This rating systemwill integrate the principles of smartgrowth, new urbanism, and greenbuilding into the first national standardfor neighborhood design.

Whereas other LEED products focusprimarily on green building practices,with only a few credits regarding siteselection, LEED-ND emphasizes smartgrowth aspects and neighborhood designof development while still incorporatinga selection of the most important greenbuilding practices. Guided by the SmartGrowth Network's ten principles ofsmart growth and the Charter for NewUrbanism, LEED-ND includes compactdesign, proximity to transit, mixed use,mixed housing type, and pedestrian- andbicycle- friendly design. In short, LEED-ND creates a label which could serve as aconcrete signal of, and incentive for,

better location, design, and construction of neighborhoods and buildings.Considering The Brewery Project's inherent elements of LEED-ND: urbanenvironment; brownfield redevelopment; connectivity to education, diverseneighborhoods, healthcare and commerce; this seven-block region - once thriving andvital to Milwaukee - is well-suited for this innovative blend of sustainability and newurbanism.

LEED-ND Feasibility CharretteIn the spring of 2006, the Zilber design team began to develop a sustainable approachfor this legacy project. The design team analyzed The Brewery's location, sitecharacteristics and buildings to determine the feasibility of seeking LEED-ND

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LEED-ND

Sample Page - LEED-ND Pilot Project Checklist

certification. The team concluded thatThe Brewery offered enough opportunityfor sustainability through its existingcharacteristics and geography - an urbaninfill site with proximity to retail,educational, and entertainment areas -and through its planned sustainablefeatures, including stormwatermanagement, preservation of historicalbuildings and re-use of materials, towarrant seeking LEED-ND certification.

The Brewery - LEED-ND Assessment Zilber and its design team had carefullyanalyzed The Brewery development anddetermined it had enough of thequalifying criteria to be considered forthe LEED-ND pilot program, which wascurrently underway. The Brewery projectwould be submitted to the USGBC as acandidate for this program.

The Brewery EcoCharette

P3Xcel formed and facilitated a day-longecocharette involving business andcommunity leaders, includingrepresentatives from Zilber, the City ofMilwaukee, Milwaukee Common Council,Milwaukee Metropolitan SewerageDistrict (MMSD), P3Xcel and otherstakeholders. The purpose of theecocharette, an event where participantswere fully engaged, was to generate big-picture, visionary ideas - the most idealsolutions related to the city of Milwaukeeand its neighborhoods - for this landmarkdevelopment.

Ideal Sustainable Scenarios and MappingSession - EcoCharette participantsprovided input on ideal sustainablescenarios for The Brewery. Example: Ifthe Brewery was a total success, it wouldcapture all the stormwater and re-use it.Participants recorded these types of idealscenarios on Post It sheets and postedthem on the wall. Participants then"voted" for the most desired sustainablescenarios.

Outcomes of the ecocharette includerecommendations for renewable energiesand stormwater management. Innovativedesigns underway include considerationfor pedestrian movements, gathering

areas, water features and intended landuses within the project limits. TheBrewery's stormwater managementdesign will separate the surface water andaggressively capture, contain and treatstormwater within this 18-acre site. Thedesign incorporates bioswales that takeadvantage of northwest to southeastwater flow. Porous pavement areas withunderground detention capabilities willalso be used. Renewable energyrecommendations include photovoltaicand wind energy to generate self-sustaining power needs, includingpowering LED signs, water feature

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The Brewery EcoCharette

lighting and LED lamping technology.

LEED-ND Pilot In 2006, Zilber submitted The Breweryas a candidate for the LEED-ND PilotProgram. In May 2007, the USGBCannounced that The Brewery had beenselected as a LEED-ND Pilot project,and in July 2007, the project was officiallyregistered.

The LEED-ND Pilot Program isexpected to conclude in 2008. Based onfeedback gathered during the pilot, therating system will be revised to improveits effectiveness and applicability to themarketplace. The revised rating systemwill then be balloted according toUSGBC's consensus process andundergo approval by CNU and NRDC.

translating existing sustainablestrategies into your projectThe Brewery's existing sustainablestrategies include an aggressivestormwater management design that willcapture, store and treat stormwaterrunoff through the use of bioswales andporous pavement; and renewable energymeasures. The Brewery also includesseveral inherently sustainablecharacteristics, such as walkability,proximity to transit and education,

reduced automobile dependence andaccess to public spaces. These featuresencompass the entire development andwill facilitate sustainability in any buildingproject, regardless of whether thedeveloper decides to pursue LEEDcertification.

Should a developer decide to pursueLEED for New Construction (NC), s/hewill find that The Brewery, through itscurrent sustainable strategies andinherently sustainable characteristics,meets many of the criteria in theSustainable Sites category of the LEED-NC rating system, including SiteSelection, Development Density &Community Connectivity; BrownfieldRedevelopment, and AlternativeTransportation: Public TransportationAccess. A chart detailing associatedLEED-NC credits associated withrequired Brewery Project guidelines isfound on pages 47, Technical Guidelines.

The LEED-NC Green Building RatingSystem for New Construction and MajorRenovation, Version 2.2, can be locatedat:https://www.usgbc.org/ShowFile.aspx?DocumentID=1095

social sustainability

LEED-ND Public Health ReportThe LEED-ND Public Health Reportsummarizes the relationship between howcommunities are built and a series ofpublic health outcomes, includingphysical activity, traffic crashes,respiratory health and mental health. Thisreport summarizes the impact of thebuilt environment on public health issuesand addresses how this information canbe translated into positive, builtenvironment changes. The report wassupported by funding from U.S.Environmental Protection Agency andthe Centers for Disease Control andPrevention, and sponsored by the LEEDfor Neighborhood Developmentpartnership. The Report also provides anoverview of the elements of the builtenvironment that impact healthoutcomes. The specific characteristicsare:� Regional Accessibility/Location of

Development� Population and Employment Density� Land Use Mix� Access to Transit� Streetscape Design/Pedestrian

Amenities� Bicycle Amenities

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� Access to Recreational Facilities� Distance from Roadways� Diversity of Population/Income in

Communities� Roadway Network (encompassing

network design, intersection trafficcontrols, access management andtraffic calming)

� Street Cross Sections (encompassingstreet width, on-street parking, andpedestrian counter measure)

The full report, titled "Understanding theRelationship Between Public Health andthe Built Environment," can be found at http://www.cnu.org/sites/files/LEED_public_health.pdf.

Sustainable elements inherent in TheBrewery site contribute to socialsustainability. These benefits can becapitalized upon and enhanced by theindividual developer. As referenced inthe above report, some notablecomponents include:

Walkability. "…walkability is positivelycorrelated to social capital." Studiesconducted in Maryland and Portlandneighborhoods found that the "strongestpredictors of a sense of community werehaving positive attitudes toward walking,the perception of opportunities for social

interaction, and having a safe andinteresting walking environment."

In fact, a study by Kevin Leyden inGalway, Ireland postulates that walkabilityand a mix of neighborhood types reducesracial tension. "…the more places(people) are able to walk to in theirneighborhood, the higher their level ofsocial capital."

Significant Public Realm (opportunitiesfor spontaneous interaction)."Diminishing social capital has also beenassociated with a loss of publicspaces…in the sense of social capitalinclude not only sidewalks, parks andplazas where people can meet informallyand develop social trust; it also includesthe 'great good places.'" This term refersto cafes, coffee shops, bookstores, salonsand other places that people connect toexchange knowledge, recreate and build asense of place.

Mixed Use. An Ohio State Universitystudy found that residents in mixed useneighborhoods felt a greater sense ofcommunity than single useneighborhoods.

Homogenous income/age communities.A study by J. Eric Oliver analyzed the

effect of economic segregation onpolitical participation in the United States.His research found that economicallydiverse cities are more likely to bepolitically involved. The report suggeststhat single-use, single-income areascontribute to the diminishment of socialcapital.

SustainomicsAs stated in Mohan Munasinghe's article(last updated May 7, 2007), "Sustainomicsand Sustainable Development,"sustainomics seeks to provide acomprehensive, practical framework formaking present and future developmentsmore sustainable. Sustainabledevelopment requires balanced andintegrated analysis from the three majorperspectives - economic, social andenvironmental - of Munasinghe'ssustainable development triangle. This isthe typical triple bottom line approach.The economic view is focused onimproving human welfare throughincreases in the consumption of goodsand services. The environmental domaininvolves protection of the integrity andresilience of ecological systems. Thesocial domain is geared toward theenrichment of human relationships andachievement of individual and groupaspirations. 31

In Munasinghe's model, which is beingused by world decision makers to addresscritical policy issues, sustainability isdefined as a step-by-step process ratherthan an endpoint. The primary objectiveis "making development moresustainable," (MDMS) a practical,gradient-based method of addressingpriorities.

Poverty ReductionMunasinghe purports that an importantobjective reducing poverty is to providedisadvantaged people with assets (e.g.,social, natural and economic), that willreduce their vulnerability, and increase thecapacity for both short-run coping andlonger-run adaptation to external shocks.The Brewery can provide those assets.Farmer’s markets can be created in one ofthe pocket parks and offer people fromsurrounding neighborhoods theopportunity to sell the produce on site.

Other concepts could include establishingkiosks of local art and wares created bypeople from surrounding neighborhoods.Food carts operated by people from theseneighboring communities could offerhealthy, fresh lunch meals to people whoare working, living, playing and learningin The Brewery Project.

Another opportunity, whether the spaceis actually located on The BreweryProject site or located offsite in aneighboring building, is wastemanagement outsourcing. Whether onthe site or not, the business could havedirect ties to The Brewery Project asconstruction waste management andrecycling will be required over the nextseveral years. There seems to have been

success with other waste managementoutsourcing organizations that haveestablished their start up in an inner citylocation. The Green Institute inMinneapolis, Minnesota and Oakleaf(http://www.oakleafwaste.com/oakleaf)in East Hartford, Connecticut are bothlocated in inner cities. Oakleaf wasnamed by Inc. magazine as an Inner City100 company - one of the fastestgrowing companies in America's innercities.

Other Inner City 100 companies havedeveloped successful business in the areasof staffing services, furnituremanufacturing, software development,and environmental engineering,capitalizing on the vast marketingpotential of inner cities.

Initiative for a Competitive Inner City, anonprofit organization founded byMichael Porter of the Harvard BusinessSchool, is a source of business data andeconomic analysis demonstrating themarket potential in America's inner cities.

The Walnut Way ConservationCorporation (http://www.walnutway.org),a community development organizationserving the Milwaukee Central Cityneighborhood, has successfully

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Figure 1. Sustainable development triangle - keyelements and links (corners, sides, center).Source: Adapted from Munasinghe, 1992

listed the three attributes needed to makea city street safe: a clear demarcation ofprivate and public space; diversity of use;and a high level of pedestrian use of thesidewalks."

~Wikipedia.org~

Jacobs' sentiments are on par with visionsfor The Brewery - a neighborhood thatwill offer opportunity for interaction,diversity of use and walkability.Developers within the property cancontinue to foster elements of designthat reduce crime. Pocket parks designedwithin The Brewery Project offer theopportunity to build a sense ofterritoriality among the community byinvolving the surrounding neighborhoodsin community activities. (Territorialitycontributes to a sense of ownership,natural surveillance and vibrant activity -all tactics that successfully reduce crime.)Activities could include musicalperformances by local musicians, otherperforming arts, public forums and thoserelated to children. Further examples aredetailed in the previous section, WhySustainability is Important, beginning onpage 10.

Additional information on CPTED canbe found here:http://www.cptedtraining.net/index.htm

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Its strategies rely on the ability toinfluence offender decisions that precedecriminal acts. Early pioneers of CPTEDprinciples include Jane Jacobs, author of"The Death and Life of Great AmericanCities" (1961). Jacobs "…challenged the basic tenets of urbanplanning of the time: that neighborhoodsshould be isolated from each other; thatan empty street is safer than a crowdedone; and that the car represents progressover the pedestrian. An editor forArchitectural Forum, Jacobs had noformal training in urban planning, but herwork emerged as a founding text for anew way of seeing cities. She felt that theway cities were being designed and builtmeant that the general public would beunable to develop the social frameworkneeded for effective self-policing. Shepointed out that the new forms of urbandesign broke down many of thetraditional controls on criminal behavior,for example, the ability of residents towatch the street and the presence ofpeople using the street both night andday. She suggested that the lack of"natural guardianship" in theenvironment promoted crime. Jacobsdeveloped the concept that crimeflourishes when people do notmeaningfully interact with theirneighbors. In Death and Life, Jacobs

implemented such programs and theirleaders could be a resource for TheBrewery.

These concepts initiate connectivity,foster interaction and bring enhancedunderstanding of cultures that couldcontribute to reducing crime, lessensegregation and bringing healthy diversityto the seven-block Breweryneighborhood. Such social sustainablesuccess could serve as a model for otherMilwaukee live+work+play+learncommunities, thereby enhancing thesocial health and economic developmentfor the city.

Sustainomics and The Brewery:In applying The Brewery SustainabilityGuidelines, developers can look toMunasinghe's widely-acceptedsustainomics model for supplemental,practical guidance in making TheBrewery more sustainable. http://www.eoearth.org/article/Basic_concepts_and_principles_of_sustainomics

Crime PreventionMeaningful Interaction with Neighbors,Diversity of Use and Walkability CrimePrevention through EnvironmentalDesign (CPTED) is a multidisciplinaryapproach to deterring criminal behavior.

for achieving the goals and technical strategiesthat are important to the Brewery. Level 1 goalsare required by the Brewery Project, LLC.Level 2 goals are encouraged and suggested, butnot mandatory.

Example:Level 1 (required)Use native plants for 90% of thevegetation on the project and use noinvasive plants on any part of the projectsite. (LEED-ND)

Incorporate into the development thereuse of one building that maintains atleast 50% (based on surface area) of theexisting building structure and envelope.LEED-ND, GCT CREDIT 4

Level 2 (suggested)Meet the minimum requirements ofSection 4 through 7 of ASHRE 62.1-2004, Ventilation for Acceptable IndoorAir Quality. Mechanical ventilationsytems shall be designed using theVentilation Rate Procedure or theapplicable local code, whichever is morestringent. LEED-NC, EQ PREREQ. 1

The suggested guidelines, referenced asLevel 2, are strongly encouraged, but notrequired. Their implementation willresult in a more high performance

building and a more sustainableenvironment. The potential for greaterreturn on investment is also realized.

The goal of the technical guidelines is toeducate, inspire and provide designresources related to sustainability. At thebeginning of the Technical Guidelinessection, there is a detailed, comprehensivelisting of those guidelines that arerequired. The required guidelines aresuch that they do not place an undueburden on the developer andcorrespondingly assure a sustainableenvironment.

To achieve sustainable goals, it issuggested that a project developed withinThe Brewery have dedicated asustainability coordinator. This person isresponsible for assuring that theirorganization's development isimplementing the sustainability guidelines- both those required and suggested.This individual should also be responsiblefor the management of the design andconstruction team as it relates to assuringsustainable design elements areincorporated into the design. Thesustainability coordinator may also wantto evaluate the level of sustainability as itrelates to other aspects of thedevelopment operations: purchasing,

34

The nature of the LEED-ND site design,the varied land uses and these Guidelineswill positively contribute to the culture ofThe Brewery Project's inhabitants, users,and the city of Milwaukee as a whole.The Brewery Project heightens culturalawareness; from how we interact witheach other to how we conduct ourselves.It is a return to a more inter-connected,cohesive ethos that embraces the urbanenvironment and cultivates enthusiasmand appreciation for life, humaninteraction and our relationship with the environment.

To assure that The Brewery Projectfosters sustainable growth anddevelopment, the Zilber team hasdetermined that there are specificsustainability requirements of those whochoose to become a part of this exciting,vibrant, live+work+play+learncommunity.

These required guidelines are identified ineach of the technical sections andreferenced as Level 1 under PerformanceGoals/LEED credits:

performance goals/LEED creditsNote: Performance Goals provide the "How to"

guidelines goals

transportation, recycling, energy, indoorenvironmental quality, etc. (SeeOperations and Maintenance Section ofTechnical Guidelines.)

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design process

The integrated design process transcends thetraditional building design and construction method. Thetraditional approach involves a project team whoseorganization is hierarchical and the design process istransactional. An integrated process engages a muchmore collaborative, team-based approach: everyone has anequal seat at the table, boundaries are removed, designapproaches and benefits are contrasted and compared, andinnovation is paramount. An EcoCharette held at thebeginning of the project is extremely helpful -shareholders and stakeholders are invited to participate,including the "dissenters." An integrated design approachmay incur more time during the preliminary developmentphases, but will realize a far greater cost savings during theconstruction document phase. While innovative designideals and products are key for sustainable building/siteprojects, the integrated design team can evaluate systemcost and effectiveness as well as operations andmaintenance in determining the optimum, most costeffective sustainable design and construction. It is criticalfor all participants to contribute and engage early on andthroughout the process, as well as actively listen to theirfellow team members. This fosters a truly integrated,whole building design approach.

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"Sustainable development: Improving the quality of life

within the carrying capacity of supporting ecosystems."

- UN Environment Programme/WWF/World

Conservation Union Report "Caring for the Earth", 1991 -

Inherent in sustainable design is thefortunate tendency to move beyond thebuilding - to consider sustainability as itaffects the site, the people in and aroundthe building, how the environment isimpacted or improved, the region and thecommunity. Much opportunity exists toevaluate the web of connectivity relatingto the building and all impacted aroundit, as well as the philosophy and ethoswithin and surrounding the building - andthe people who come in contact with it.

To capitalize on the layers ofopportunity, a sustainable site and/orbuilding design project is bestapproached by beginning with anEcoCharrette. To efficiently andeffectively identify the sustainable goals,this one day session is facilitated by anindividual or team knowledgeable insustainability and expert in teamfacilitation. Key decision-makers, thedesign team and other pertinentstakeholders/potential partners areincluded. (Pertinent stakeholders/potentialpartner involvement, including those involvedfrom a philanthropic perspective, helps fosterproject interest and buy-in.) In addition,experts and a-traditional thinkers are

suggested as EcoCharette participants toenhance the idea-generation and help theorganization innovate by bringingtogether an eclectic, multi-disciplinarymix that represents the human factors,design factors, engineering, an businessrelating to the organization's industry, allwoven together with a common thread ofsustainability.

An EcoCharrette fosters an interactivedesign approach to arrive at a tailored, yetcomprehensive solution that best meetsthe needs, concerns and goals of theorganization embarking on sustainablethinking. It is critical to create aninnovation culture in which EcoCharetteparticipants can immerse and developbrilliant ideas. From a very broadperspective, the EcoCharette involves:

� Understanding sustainability and awhole systems approach

� Translating all aspects ofsustainability into a building, productor service; its processes, its people,its community and beyond. What arethe big picture goals? What isaffected?

� Roundtable discussions to developthemes

� Organizing themes� Mapping, organizing, prioritizing

� Establishing measurable objectives

An EcoCharette is a strategic, imperativefirst step to any sustainable project; goalsare confirmed and tactics for achievingthose goals are developed. Macro, high-level thinking is paramount. How cansustainability benefit the organization, thecommunity and serve as a model forothers? Are there sustainability elementsthat reflect and promote organizationalgoals? The result is a tailored solutionthat best meets the organization'ssustainable needs, concerns and goals.

In an EcoCharette, it is beneficial toincorporate an initial cost benefit (multi-criteria) analysis. While narrowing downthe discussion from big picture goals topotential sustainable design elements andapproaches, rough design andconstruction costs should be discussed.

A Cost Benefit Analysis (CBA) assessesproject costs and benefits monetarily.When weighing sustainable options, amulti-criteria analysis (MCA) in tandemwith a CBA may provide more beneficialthan a traditional cost benefit analysisapproach. MCA measures a wide rangeof qualitative impact criteria andcategories and is particularly applicablewhen a single-criterion approach (such as

37

benefitsInteractive, holisticdialog promotesidea-generationand innovativeapproaches thatwould nototherwise bedeveloped

Whole systemsdesign approach isimplemented atthe outset

Promotes buy-inamongstakeholders

Assures projectunderstandingamong designteam, owner andother stakeholders

Increasephilanthropic orother partnerparticipation

goal setting, cost benefitanalysis

cost-benefit analysis) is not adequate inevaluating significant environmental andsocial impacts. Various environmentaland social indicators can be developed intandem with economic costs and benefits,noting specifically that monetary andnon-monetary objectives may influencedecisions.

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A successful team includes a wide varietyof individual talents that are broughttogether as soon as there is a notion of aproject. The team extends beyond thoseinvolved in building and site (orneighborhood) design; rather, theworking group is comprised ofrepresentatives from each aspect ofownership, management, design andinfluence.

It is important that the design team hashad sustainability experience; at least theprime consultant. However, the primewill be investing considerable timeeducating and negotiating sustainabledesign elements with those sub-consultants who do not have anysustainable knowledge or experience.The more green experience among thedesign team members, the higher thelevel of design collaboration andinnovative output.

Included on the project team should be:� Owner representation: This can

include the building owner,organization leadership or buildingoperator.

� Stakeholders: People who have astake in project outcomes. Consider

including those who are being soughtafter in terms of community andbusiness leadership, philanthropy,financial partners.

� A-traditional idea innovators:biologists, anthropologists, artists,writers, academia.

� Design team: All facets of thebuilding development are included tofoster an integrated design approach- engineering disciplines, energyconsultant, commissioning agent,architect, interior designer, landscapearchitect, site planner, constructioncontractor and inspector.

The construction contractor'sinvolvement at the initial stages bringsvaluable input and knowledge regardingconstructability, renewable resources andcost benefit analysis. Furthermore, theirearly participation will help promote anintegrated approach. Sustainablepractices reduce wasted energy, water andmaterials in the construction andoperation of a facility. Constructabilityfocuses on the efficient use of materialsand labor through more efficient meansof construction; but these concepts alsoinfluence the design and operability ofthe site or building.

team development benefitsHelps maintaincommitment tohigh performancegoals.

Promotes team'scommitment todesign methodsand sustainableelements andtools, furtheringthe potential ofachieving projectsustainabilitygoals.

Selecting the team through aqualification-based process is ideal.Basing selection from a fee before thesustainability concepts have been definedthrough an EcoCharette process isunrealistic. This approach will result infee proposals that are incomparable, aseach consultant team attempts to guess atwhich sustainable design elements aremost appropriate without going througha cost-benefit analysis with the owner. Aphased process will allow the project tounfold and develop with the design team,with the first phase being anEcoCharette.

The American Institute of Architectsoffers information on writing a greenRFP (request for proposal), found at http://www.aia.org/cote_rfps. Energyand mechanical systems are principalfactors in terms of building efficienciesand the primary driver of occupantcomfort and satisfaction. Constructabilityis equally as critical to decision-making.In the end, the key to a successfulsustainable building and innovativeoutcomes is a whole building design orintegrated approach as described in thenext section. As such, the "prime" role issomewhat mitigated and limited inimportance to a contract managementperspective.

Technical StrategiesSpecific sub-consultant participation.The Specific Requirements and RFPshould clearly delineate the teammember's contributions to achieving anintegrated design.

EcoCharette. All team membersparticipate in goal setting workshops('charettes') and milestone meetings withthe client, which will establish keyfeatures of the project and performancetargets.

Integrated Design is similar in some waysto the systems thinking field pioneered byMIT's Professor Jay Forrester. Insteadof focusing on individual pieces, systemsthinking focuses on the feedbackrelationships and larger interactionbetween the parts of the system. Inother words, "The whole is greater thanthe sum of its parts." While not limitedto sustainable buildings - as most builtenvironment projects would benefit fromthis approach - integrated design iscrucial for a successful high performancebuilding. Integrated design promotesselection of the simplest andmaintenance-free equipment wheneverpossible. Every aspect of a buildingconnects with each other and isdependent upon each other to achieveoptimal performance and to create acost-effective, innovativework+live+play+learn environment. Alinear process, where one discipline handsoff a partial design to the next tocomplete, is not effective.

"Communication between differentstakeholders is essential. An integrateddesign approach requires thinkingabout the building and its site asinterdependent; a single design

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well integrated design

refinement might simultaneouslyimprove the performance of severalbuilding systems. Rather than divideresponsibility, the integrated design teamworks together to make sure the buildingsystems work together as well. Throughthis system, a single design refinementmight simultaneously improve theperformance of several building systems.For example, if day lighting, electricallighting, window size and placement,ventilation systems, and materials (lesstoxic) are considered together rather thanas separate parts of the project, theoverall indoor air quality and physicalcomfort of the building can be enhancedand energy consumption reduced. Thesemultiple benefits, however, are whollycontingent on the ability of…administrators, architects, engineers,consultants, and interior designers towork together to design thesecomponents of the system."

~ "Better Buildings at Brown," BrownUniversity, MacGregor ~

"Whole-systems design is crucial forsustainability. The sustainability categoriesand strategies are interdependent; nonestand in isolation. Decisions made in onearea may affect the performance inanother. A single design improvementmight simultaneously improve several

40

Concept based on DOE integrated design process and the whole system integration process (WSIP).

building systems' performance; forexample, careful decisions on buildingshape and window placement that takeinto account both prevailing wind andsun angles may not only enhance abuilding's thermal performance but canalso result in improved daylighting. Onthe other hand, considering one buildingsystem alone without regard to othersmay result in poorer performance in theother systems; for example, improvingindoor environmental quality byincreasing outside ventilation maycompromise the energy performance ofthe building.

Any conflicts among categories should beresolved by using an integrated designapproach; and careful decisions shouldbe made to select those designs thatcan trigger multiple savings or otherbenefits. It is essential that all membersof the Project Team work together andconsider all sustainability categories inorder to be aware of the influence oftheir decisions on the overallsustainability performance of thebuilding in each category."

~ Stanford Sustainability Guidelines ~

"Sustainable design requires a mindset ormental model that differs from standardpractice methodologies. Such a mental

model looks at systems in a morecomplex and integrated way. Instead oflooking at just the physical elements ofthe building, the invisible connectionsand relationships between the elementsneed to be understood. These invisibleconnections and patterns may bemanifest, for example, in the downstreamimpacts resulting from toxins in buildingmaterials, or the multiple efficiency andcost relationships between an HVACsystem and the building envelope, or theeffects that raw material extraction - suchas logging practices - has on socialsystems or habitat.

"…understanding the complexinteractions of life and the uniquenature of how each place relates tothe "whole system" requires adifferent design process - a processthat identifies the key species,patterns, and interrelationships thatare unique to the place we arebuilding."

~ Whole System Integration Process (WSIP)~

"A sustainable building can only beaccomplished when everyone (thebuilding owner, future occupants, designteam) have the same energy andenvironmental goals for the project fromthe start.

Yet basic design goals such as minimizingenergy consumption or maximizingdaylight cannot be done withoutunderstanding the impact ofinterrelations between parts of thebuilding, including window glazingsystems, thermal envelope, mechanicalsystem integration, orientation, and floorplate proportions. High performancebuilding design must ensure completeintegration to achieve optimal buildingperformance."

~ US Department of Energy ~

The traditional building process is linear.Engineering and design teams are pulledinto the process on an as needed basis inan attempt to save costs. Exact costsavings ranges are dependent upon thesource. The mid-range estimate isthat integrated design can save 25%or more in services of the totalconstruction process. (Cramer, TheNext Architect, May 2006). Designs aredeveloped without correlation with eachother or the overall project parameters.Rather than as an integrated whole,design decisions that have a profoundimpact on systems and cost are oftenmade intermittently and too late in theprocess. When all team memberscollaborate at the inception of a project,valuable knowledge sharing occurs in

41

terms of viability, cost, interrelationshipsand vision. This exchange maximizes thepotential for a high performance facilitywithout the need to redesign throughoutthe process.

The more traditional, or dis-integratedprocess results in a team without a clearand mutual understanding of projectgoals and vision. As noted in the "WholeIntegrated Design: MarketTransformation to SustainabilityGuideline Standard, Whole SystemIntegration Process (WSIP)," September,2006,(http://www.integrativedesign.net/resources/pdfs/WholeSystemIntegration.pdf)serious problems arise without anintegrated process. Poor communicationresults in errors, omissions, over-sizingand redundancies; "siloed" decision-making limits the potential for multiple,interconnected benefits and the positiveimpacts of the interrelationships betweenbuilding and site design elements; andlack of fully engaging the owner andassociated partnerships in the goal settingprocess loses the opportunity forconfirmed vision, mission and buy-in.

When sustainable concepts are integratedinto the design from the very beginning,associated building systems become

smaller, materials mirror the objectives ofthe system (and vice-versa), buildingdesign complements the site, site designreflects the priorities of the building,resulting in a compounding effect ofefficient design.

Integration has been referenced not onlyas an evaluation of system relationshipsand goal setting, but also as a"knowledge-centric" activity supported bytools such as Building InformationModeling (BIM.) As explained in aDesign Intelligence Report (DesignFutures Council), knowledge-centric, asan integrated approach, "the engineeringformulas, code regulations and otherrules which influence the design…areembedded within intelligent objects inadvance of any project beingconsidered." After a model is created,only specific information regarding theproject is incorporated to create a uniquemodel. Collaboration is considered"data-centric" and is exemplified as anengineer working from a 30-day old setof drawings while the architect continuesmaking design changes, causingcoordination problems and expensiverework in the field. It is most often thesub-contractor or fabricator who is mostknowledgeable with design details, butthey are rarely engaged early enough to

have input. "Amazingly, many ownersare unaware of the waste of theirinvestment dollars simply because it is sohard to measure."

Integrated client-stakeholder-design-construction teams also promote higherlevels of sustainability with lessened costwhen teams, as a result of workingtogether from the outset, take advantageof inherent site, building and materialsfeatures before involving mechanical andelectrical support. Natural ventilationand lighting are capitalized upon beforeidentifying energy-driven HVAC andlighting systems. Even LEED platinumratings can be achieved withinconventional construction budgets whenutilizing an integrated approach.

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benefits$ Maintenance andoperating savingscan be realizedthroughoptimization ofseveral buildingsystemssimultaneously

$ Integrateddesign can achievereduced buildingsystem first costsby downsizingbuilding systems

Innovativetechnologies andless toxic materialscan be paired toenhance buildingperformance

Up frontinvolvement andinput ofstakeholders cancontribute tophilanthropy andpartnerships, aswell as buildawareness amongthe community

Waste materials from the builtenvironment, construction anddemolition (C&D) debris, account for1/3 of the total waste generated in theUnited States. Building renovation anddemolition accounts for 91% of theC&D generated each year, while newconstruction accounts for 9%. However,new construction requires moreinfrastructure and support systems thathave a profound, negative impact onnatural resources - while consumingvaluable open space.

Adaptive reuse, brownfield reclamation,alternative officing and detailing fordisassembly are examples of effectiveresource management. Witness thesuccess of The Brewery Project: adaptivereuse, along with brownfield reclamation,conserves land, reduces urban sprawl,increases density and provides vitality tothe downtown. The blend of newurbanism/smart growth and sustainabilityis more efficient and environmentallyresponsible as a result of itsredevelopment of older buildings, wherefeasible, close to the urban core. Thecombination of re-use and density ismore sustainable from economic,environmental and socioeconomic

perspectives than to build the same spanof new construction on removedgreenfield sites.

Resource management applies to theentire project as well as to the individualbuilding systems and materials to beconsidered for whole/partial re-use orsalvage value. When the original use of abuilding or site is no longer applicable,engineers, architects and contractors havethe opportunity to change the purpose ofthe structure and site, but whilemaintaining some of the systems andarchitectural details that make it unique.General Motors' (GM) ResourceManagement program(http://www.gm.com/corporate/responsibility/environment/) has been establishedto preserve natural resources, reduceenvironmental impact and realizeconsiderable cost savings. After threeyears, GM facilities have reduced wastedisposal by an average of 30%. Theprogram was designed to eliminate wasteduring the manufacturing processthrough a financial incentive program forresource managers. "Rather than payinga waste contractor to dispose of thematerial, our approach makes the suppliera partner inside the plant, searching for,and benefiting from, waste reduction andrecycling opportunities…." The program

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resource management

The Brewery Project will be able to save many of theexisting buildings for adaptive re-use; but as for thebuildings that were razed, 80% to 85% of thematerials are being recycled. One third of thedemolition costs are being off-set by the salvagevalue.

Building 10 (shown above) of the Brewery Project isone of many of the original buildings to be reused. Itwas constructed in 1890 as a boiler house and laterconverted to house the Pabst Engineering Dept.Today it will be converted and updated once again toan office building.

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has saved over $8.2 million in NorthAmerica.

Other examples of GM's innovativeresource-saving initiatives include: � Collecting, cleaning and reselling

aluminum splashes from themanufacturing floor

� Diverting fly ash, a by-product oftheir coal-burning power plants, fromlandfills and adding it to potting soilas a by-product.

� Damaged or scrap pieces ofwindshield glass are being ground upfor use in reflective paints used tomark roads and outdoor signs.

� Cafeteria grease is recycled into petfood and cosmetics.

Design for Deconstruction (detailing fordisassembly) is another effective resourcemanagement approach. The ChartwellSchool in Seaside, California is acollaborative high performance school (agreen building rating program for K-12schools, CHPS) that exemplifiesapplication of lifecycle design.Removable windows and paneling havebeen installed to maximize potentialwood recovery. Utility raceways providesimple access to electrical systems.Structurally insulated panels (SIPs) andSIP connector systems requires fewernails to allow for ease in deconstructionand less degradation to the buildingmaterials. Chartwell School's Design forDisassembly Handbook is found athttp://www.lifecyclebuilding.org/resources/DFD.pdf

There are professional organizations thatpromote the reuse of materials. TheBuilding Materials Reuse Association, http://www.buildingreuse.org/, "is a non-profit educational organization whosemission is to facilitate buildingdeconstruction and the reuse/recycling ofrecovered building materials." TheBMRA annually honors those who havemade a contribution to the field ofdeconstruction and reuse of buildingmaterials.

The Lifecycle Building Challenge, http://www.lifecyclebuilding.org/cat-building.htm, is a competitive recognitionprogram with the underlying purpose ofchanging "how people think about,design and construct and deconstructbuildings." Through the Challenge, theorganization builds a resource library ofstrategies that maximize buildingmaterials recovery and reduce economicand environmental costs. The goal is toadvance building lifecycle planning andinspire "the green building movement tolook beyond a single iteration of abuilding."

"Lifecycle building is the design ofbuilding materials, components,information systems, and managementpractices to create buildings that facilitateand anticipate future changes to andeventual adaptation or dismantling forrecovery of all systems, components, andmaterials."

Found on the Lifecycle BuildingChallenge web site are guides thatdocument the successful progress oflifecycle building: � Design for Disassembly in the Built

Environment: A Guide to ClosedLoop in Design and Building

� Design for Disassembly in the Built

Chartwell School

benefits$ First costreduction (avoideddemolition,superstructurecosts).

$ Longer systemreplacement cycle.

$ Materialconservationreduces wastemanagementcosts.

Adaptive re-usereducesconsumption ofnew resources.

Preservation ofarchitectural andurban fabricinherent in historicbuildings.

Environment: An Atlanta HomeCase Study

� Design for Deconstruction: TheChartwell School Case Study

Technical StrategiesEvaluate internal space use. Makesure that space assignments are optimallysized by considering multiple uses forspaces, alternative officing and universalsizing.

Waste prevention. Survey the existingbuilding materials and systems forpotential renovation or salvage value.

Minimize construction interventions.Evaluate programming options that avoidunnecessary reconfiguration.

Future adaptability. Use ample floor-to-floor heights (interstitial spaces) to allowfor future modification of mechanical,electrical, plumbing, and communicationssystems. Select building systems thatallow for future adaptability andexpansion, and provide adequate floorloading.

Future waste streams. Design forbuilding longevity and durability, and toextend replacement cycles. Detailing fordisassembly will reduce future demolitionwaste and renovation costs.45

technical guidelines

"Plans to protect air and water, wilderness and wildlife

are in fact plans to protect man."

- Stuart Udall -

This section of the Sustainability Guidelines coversThe Brewery specific technical goals, strategies, technolo-gies, requirements, and tools/supplemental resources. TheTechnical Guidelines are broken down into the chaptersof: Performance Management, Site Design & Planning,Water Management, Energy, Materials + Resources,Indoor Environmental Quality and Human Aspects.These chapter provide the specific “how-to’s” for sustain-able design and construction on The Brewery project, aswell as identifying performance indicators/benefitsachieved through these goals and strategies.

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Goals, technical strategies, and performance indicators for each of these Level 1(Required) Performance Goals are detailed in the specific categories within theTechnical Guidelines.

I, ________________________________________________________________, print

the Owner or Owner's Representative, have reviewed The Brewery ProjectSustainability Guidelines and will comply with the appropriate Level 1 PerformanceGoals.

__________________________________________________________________signature

__________________________________________________________________date

__________________________________________________________________The Brewery LLC approval

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The following matrix is a summation ofThe Brewery Project Level 1 guidelines,which are required of the buildingrenovations and new developmentswithin The Brewery Project.

The Level 1 requirements may or maynot be applicable to an Owner's buildingor project. Acknowledge compliance withthe listed Level 1 (required) PerformanceGoals by a yes answer in the Compliancecolumn. If the credit is not applicable,please use N/A. Please submit forpreliminary review a progress set of yourproject’s plans and specifications alongwith any additional documentation thatwill confirm your compliance with theLevel 1 Performance Goals. The finalcompliance submittal shall consist of acompleted performance goal matrix withsignatures and City of Milwaukeeapproved plans and specifications.

The Project Level 1 required guidelinesconsists of LEED-ND and non-LEED-ND Performance Goals. The LEED-NCcolumn has been included forinformational purposes for anyoneconsidering LEED certification for theirbuilding.

required quidelines

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FOOTNOTES:

(a) For additional information regardingthe LEED-ND Level 1 PerformanceGoals, see the LEED ForNeighborhood Development PilotRating System at www.usgbc.org.

(b) Coordinate parking design and the10% carpool/bicycle spacerequirement with the masterdeveloper.

(c) Coordinate the 15% bicycle parkingspaces and storage with the masterdeveloper

(d) This performance goal is intendedfor property owners with residentialunits

(e) Provide accessible routesthroughout the site (accessibility intobuildings is the property owner’sresponsibility)

(f) There is a Level 1 Performance Goalfor both indoor and outdoor waterreduction

performance management

"Our tools are better than we are, and grow faster

than we do. They suffice to crack the atom, to

command the tides. But they do not suffice for the

oldest task in human history: to live on a piece of

land without spoiling it."

-Aldo Leopold

Performance management is a tool and means fororganizing, managing and documenting the performancegoals proposed by The Brewery Project SustainabilityGuidelines. Documentation will need to take placethrough the planning and design phases of the project,most likely during construction and post-occupancy aswell. This tool will assist the designers while helpingmaintain the design intent during construction.Performance Management is intended as a means to trackprogress and continuously keep sustainability on the table.The process also provides a permanent record for thelevel of sustainability achieved.

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goals� Helps organize and document the

sustainability process� Serves as a tool to keep sustainability

on the table throughout the design,construction and operation phases ofa high performance building.

technical strategies:� Appoint a Guidelines Leader. The

guidelines leader position can befilled by an in-house persondedicated to sustainability or by amember of the consultant design andconstruction team. The GuidelinesLeader is responsible for assuringthat the sustainability guidelines arevalues-based and resultant of anintegrated design process and at aminimum, all applicable Level 1criteria are met, overseeing thedocumentation of the sustainabilityprocess and evaluating theperformance indicators. If internal,the role can be expanded to that of aCSR (corporate social responsibility)assuring that the organization and itsmission be compatible withsustainability. Creative roles can be

developed for facilities with multipletenants.

� Review The Brewery ProjectGuidelines and associateddocumentation forms. Develop atask list for each phase andcommunicate this list with theowner/developer/design/commissioning/stakeholder team.

� Communicate with The Brewery forany exceptions requested in meetingthe Level 1 Guidelines.

� As the building/site team workstoward achieving sustainabilitydocumentation forms for eachtechnical category at the end of eachphase are completed and provided tothe Guidelines Leader.

� The Guidelines Leader monitorsprogress, summarizes the data andreports into an end-of-phaseGuideline Report for internal use.

� The Guidelines Leader submits thecompleted Guidelines ComplianceForm to the Brewery Project, LLC..

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performance management guideline management

quideline management

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SUMMARY TABLE FOR PERFORMANCE GOAL COMPLIANCE MONITORINGPre-Preliminary:

Develope HighPerformance Plan*

Schematic DesignPhase

Design DevelopmentPhase

ConstructionDocuments

Phase

Construction Phase

Occupancy Phase:Owner’s Manual*

PerformanceManagement

Site Design +Planning

WaterManagement

Energy

Materials +Resources

IndoorEnvironmental

Quality

Human Aspects

ConstructionAdministration

Operations andMaintenance

The characteristics of The BreweryProject - brownfield redevelopment,urban environment, EcoCharette, LEED-ND pilot certification (new urbanism,sustainability) - inherently fulfills masterconservation planning. Masterconservation planning is focused onpreserving and protecting the value ofthe cultural heritage assets, enablingconsensus-building with key stakeholdersand realizing economic developmentwhile successfully maintaining theaesthetic beauty and historic and culturalvalues of a site/neighborhood/region.

goals� Keep the development philosophy

consistent with the values maintainedwith the redevelopment of TheBrewery. From a macro perspective,the intent of conservation planningat The Brewery Project is tomaximize the use of existing facilitiesand be efficient in utilizing resources.

� Design for flexibility, less materials,cost and energy, and impact on theenvironment as the building and siteare inhabited over time.

technical strategiesWhen evaluating the building for its

potential to renovate or re-build, consider:� Minimize space requirements � Evaluate the demands of the current or new facility to determine what space

can be shared to reduce or eliminate the need for additional space.� Assess space utilization by others for various uses or use for more hours of

the day/days per week.� Programming/space design � Determine the greatest opportunity for space reconfiguration within the

existing shell.� Design for future use and adaptability.

� Minimize the use of non-renewable materials� Utilize a design for deconstruction and lifecycle building approach and salvage for

re-use all possible materials

toolsStrategy documentation table as a tool, similar to the one found in the MinnesotaSustainability B3 Guidelines following:

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planning for conservation

The conservation strategy process can bedocumented in a narrative to support athorough review of conservation optionswas completed.

supplemental resources� Building Green in PA videos

www.greenworks.tv/green_building/archives.htm

Commissioning is performed in newconstruction and in major renovations orretrofits and is a highly effective tool inmeasuring and improving theperformance of building systems andequipment. Retro-commissioning isbasically the same process ascommissioning, but is applied to existingbuildings.

To achieve a LEED-NC rating,"fundamental" commissioning must bepart of the building design andconstruction process. Whether or notthe choice is to pursue LEEDcertification, commissioning is highlyrecommended. Enhancedcommissioning supplements fundamentalcommissioning and reviews buildingdesign and construction documents toidentify areas for improvement as well asre-commissioning of building systemsafter occupancy.

goals� Ensure that systems are designed,

installed, tested and capable of beingoperated and maintained accordingto the operational needs of the

building, occupants, environment andowner.

� Confirm that all building systemsperform interactively throughinception from the design phase,documenting design intent throughconstruction, and verification ofperformance.

� Certify that a new building isoperating at optimal performanceand improve the likelihood that thefacility will continue operation at thislevel.

� Restore an existing building todesigned productivity levels as well asassure renovations and equipmentupgrades function as designed.

� Verify that Operation andMaintenance (O&M) documentationleft on site is complete.

� Make certain that operating personnelare well-trained.

technical strategiesIdeally a commissioning agent is broughton at the conceptual phase of buildingdevelopment. Alternatively, an owner'srepresentative or project manager of thedesign team can begin the preliminarydevelopment of the plan by mappingcommissioning milestones. Theconstruction contractor should

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design and constructioncommissioning

$ benefitsRepair costs ofroughly 4x theoriginalconstruction costwould have beeninvested in aWisconsin-basedlaboratory buildingif thecommissioningprocess had notbeen engaged.Constructionmethodologycalled forconcreted block tobe sealed in thenegative pressurerooms whichwould have actedas a leak source.

54

understand that a third-party person willbe observing their work for compliancewith the specifications. They should beprepared to assist and provideappropriate documentation.1. Commissioning Process

Commissioning begins early in thedesign process; involves certainbidding requirements during thecontractor selection; controls thestatic and dynamic testing; includesstaff training and warrantymonitoring; and is best revisitedperiodically throughout the life ofthe building.

Building systems to be commissionedtypically include:� Building envelope and interior

finish materials � HVAC/mechanical � Electrical � Lighting � Life safety � Plumbing

2. Enlist a commissioning agent at thevery initial stages to introducestandards and strategies.a. Investing in a commissioning

agent at the conceptual, pre-design phases and involving inthe EcoCharette can save

substantial investment of time and money realized in the construction phaseand throughout the life of the building.

b. The commissioning agent serves as an objective advocate of the owner,directs the commissioning process and provides final performancerecommendations to the owner.

c. As a result of early involvement, the commissioning representative ensuresimplementation of selected measures by identifying target requirements inconstruction documents.

d. After construction is complete, the agent verifies targets have been met andprovide direction as to how to operate the building at its highest levels ofefficiency. The building is constructed and calibrated to meet the designintent as conveyed in contract documents.

performance indicators1. The energy, water, productivity, and operational savings resulting from

commissioning offset the cost of implementing a building commissioning process.According to the Department of Energy, "recent studies indicate that on averagethe operating costs of a commissioned building range from 8%-20% below that ofa non-commissioned building."http://www.eere.energy.gov/buildings/info/operate/buildingcommissioning.html(US Department of Energy)

considerbuilding flushout“Consider a buildingflush-out period toreduce possibleindoor air qualitycontamination afterconstructioncompletion and priorto occupancy. Thisinvolves running themechanical systemwith tempered 100%outside air for anextended period oftime (two weeks).Flushing out thebuilding may beparticularlyimportant when highVOC- and particle-emittingconstructionmaterials,furnishings, interiorfinishes and cleaningagents have beenapplied. Care shouldbe taken with regardto humidity levelsand microbialgrowth dependingon the seasonalweather conditions.All ventilation airfilters should bechanged as a finalstep of buildingflush-out.”

U.S. DOE, BuildingCommissioning

2. The cost of commissioning isdetermined by many factors,including building size andcomplexity, new construction orbuilding renovation. The Departmentof Energy purports that the averagecost of commissioning a newbuilding ranges from 0.5% to 1.5%of the total construction cost. Foran existing building that has neverbeen commissioned, the cost ofretro-commissioning spans from 3%to 5% of the total operating cost.

tools� A commissioning plan should be developed and various stages in the

commissioning process require documentation. The following Summary ofRecommended Deliverables is from the California Commissioning Guide andserves as a valuable model. (http://www.cacx.org/) The CaliforniaCommissioning Guide in its entirety can be found athttp://resources.cacx.org/library/holdings/CA_Commissioning_Guide_new.pdf

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Cost of Commissioning, NewConstruction

CommissioningScope

CommissioningScope

Entire Building(HVAC, Controls,Electrical,Mechanical)

0.5%-1.5% of totalconstruction cost

HVAC andAutomated ControlSystem

1.5%-2.5% ofmechanical system

cost

Electrical Systems1.0%-1.5% of

electrical systemcost

Energy EfficiencyMeasures

$0.23-$0.28 persquare foot

US DOE California Commissioning Guide

� The Building CommissioningAssociation http://www.bcxa.org/offers downloadable commissioningprocess templates to members.

performance goals/leed creditsNote: Performance Goals provide the "How to"for achieving the goals and technical strategiesthat are important to the Brewery. Level 1 goalsare required by the Brewery Project, LLC.Level 2 goals are encouraged and suggested, butnot mandatory.

Level 2 (Suggested)� Develop and refine a commissioning

scope and project budget inprogramming and schematic design.The total commissioning budget,including both project funds andother funded activities should be inthe range of 0.75% to 1.5% of thetotal construction cost.

� Verify that the design is compatiblewith the Operations CommissioningPlan.

� Scope of items to be commissioned:� Mechanical HVAC system

including testing, adjusting andbalance, energy, (includingrenewable) systems, power andelectrical systems, includinglighting and daylighting controls;

indoor air quality elements andsystems.

� Indoor air quality proceduresduring construction and warrantyperiod

� Construction waste managementprocedures

� User Comfort and SatisfactionAssessment as one indicator ofoverall IEQ performance.

� Additional scope of Commissioning:� Plumbing Systems (In addition to

required flow rate commissioningabove)

� Interior materials (specification,installation)

� Envelope integrity � Physical measurement of

vibrations/acoustics/noise

supplemental resources� Model Commissioning Plan, Design

Phase, US Department of Energy,Seattle Support Office, PortlandEnergy Conservation, Inc.http://www.cacx.org/resources/documents/samples/Cx/02_Model_Cx_Plan_DesignPhase_PECI.pdf

� Building Commissioning Guidelines,Sourcebook on Building SystemsPerformance, Prepared for PacificGas and Electric Company by

Portland Energy Conservation, Inc.(PECI) for the statewide EnergyDesign Resources program http://www.energydesignresources.com/docs/ch-complete.pdf

� The Cost-Effectiveness ofCommercial-BuildingsCommissioning; A Meta-Analysis ofEnergy and Non-Energy Impacts inExisting Buildings and NewConstruction in the United States.Lawrence Berkeley NationalLaboratory, Portland EnergyConservation Inc., Energy SystemsLaboratory, Texas A&M University.December 2004.http://eetd.lbl.gov/emills/PUBS/Cx-Costs-Benefits.html

� Federal Energy ManagementProgram Building CommissioningGuidehttp://www1.eere.energy.gov/femp/pdfs/OM_7.pdf

Continuous Commissioning® andMonitoring-Based Commissioning(MBCx)Continuous Commissioning® andMonitoring-Based Commissioningprocesses, using retro-commissioningtechniques, install extensive metering leftin place to provide ongoingcommissioning and help ensure

56

results of Continuous Commissioning tofederal agencies.(http://eber.ed.ornl.gov/commercialproducts/FEMP%20Continuous%20Cx%20Guidebook.pdf)

Monitoring-based commissioningcombines permanent building energysystem monitoring with established retro-commissioning protocols to achieve andmaintain high performance and lowenergy use. ("Quantifying Monitoring-Based Commissioning in CampusBuildings: Utility Partnership ProgramResults, Lessons Learned, and FuturePotential" Newcomb | Anderson |McCormick; Karl Brown, California Institutefor Energy and Environmenthttp://www.peci.org/ncbc/proceedings/2007/Anderson_NCBC2007.pdf)

57

persistence of benefits. While otherforms of commissioning on existingbuildings have initial design specificationsas their goal, continuous commissioningseeks to optimize current operations-howthe building is occupied and used todaywith consideration given to changes sincethe original design.

In Continuous Commissioning®(practiced by the Energy SystemsLaboratory of Texas A&M University),third-party commissioning providerswork closely with building staff tocommission major pieces of equipmentand involve the building staff in selectingand implementing improvements.According to the Energy SystemsLaboratory at Texas A&M University,continuous commissioning realized a15% to 45% reduction over normallycommissioned buildings. In anotherstudy conducted by the Department ofEnergy, continuous commissioningresulted in an average measured utilitysavings of 20% for 130 Federal buildings.(Continuous Commissioning Guidebook,http://www1.eere.energy.gov/femp/pdfs/ccg02_introductory.pdf)

The US Department of Energy's FederalEnergy Management Program developeda Guidebook to convey principles and

goals� Verify the building is operated to

meet the design intent as representedin contract documents.

technical strategies� Evaluate performance based upon

the Measurement and VerificationPlan for the following:� Water device and system level

measurement and verification� Water whole building

measurement and verification� Energy device and system level

measurement and verification� Energy whole building

measurement and verificationbased on metering and calibratedenergy per table below:

operations commissioning

Size (sq.ft.) Metering with Submetering Calibrated

Simulation (annual Energy Use)

Metering Sub-Metering CalibratedSimulation

<10,000 Required Recommended Recommended

10-50,000 Required Required Recommended

>50,000 Required Required Required

� IEQ measurement andverification; air quality, thermalcomfort, quality of lighting

� Waste measurement andverification

� User log related to comfort andsatisfaction

� Implement O&M practices andannual evaluation

performance indicators� Vibrations, acoustics and noise

verification� Access to daylight� View space and window access

evaluation� Personal control of IEQ conditions� Fostering of healthful physical

activity� Materials measurement and

verification� User comfort and satisfaction

assessment survey� Annual systems re-commissioning

tools� US DOE's International Performance

Measurement and VerificationProtocol (IPMVP):� Volume I - Concepts and

Options for Determining Savings� Volume II -Concepts and

Practices for Improving IndoorEnvironmental Quality

� Volume III - InternationalPerformance Measurement &Verification Protocol, January2006, http://www.evo-world.org/index.php?option=com_docman&task=doc_download&gid=200

supplemental resources� LEED for Existing Buildings, United

States Green Building Council,www.usgbc.org

� ASHRAE Guideline 4-1993,Preparation of Operating andMaintenance Documentation forBuilding Systems, www.ashrae.org

� Energy Design Resources web site;features a web based tool thatprovides building commissioninginformation (designing teams,probable costs, scope, commissioningspecifications.)www.energydesignresources.com

"Life-cycle costing (LCC) is an analysis ofthe total cost of a system, device,building, or other capital equipment orfacility over its anticipated useful life.LCC analyses allow a comprehensiveassessment of anticipated costsassociated with a design alternative.Factors commonly considered in LCCanalyses are initial capital cost, operatingcosts, maintenance costs, financing costs,the expected useful life of equipment,and future equipment salvage values. Theresult of the LCC analysis is generallyexpressed as the value of initial andfuture costs in today's dollars as reflectedby an appropriate discount rate."

Department of Energy, Building TechnologiesProgram,

"Select Cost Analysis Method."

Life Cycle Cost is the sum of the first cost +maintenance and repair + energy + water+replacement less the salvage value. Whenadditional considerations for worker or occupantproductivity and community or social values canbe calculated with quantitative certainty, they willbe included in the formula/model, as well. Inthe interim, the cost benefits of productivity andhealth improvements can be considered and usedwhen considering the overall outcomes for netpresent value.

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lowest life cycle cost

Considering the total life-cycle cost ofthe average building, 11% is attributedto the design and construction, 14% tofinancing and 75% to alterations,operations and energy consumption.

goals� Determine the lowest life cycle cost

when comparing design alternatives.� Reduce operation/maintenance

costs� Extend useful life/durability� Increase occupant

productivity/comfort� Conserve natural resources� Lower construction costs� Meet government mandates� Future facility alteration

technical strategies:� Life-Cycle Cost Formula

To find the total LCC of a project,sum the present values of each kindof cost and subtract the presentvalues of any positive cash flowssuch as a resale value. Where dollaramounts are converted to presentvalue by discounting, the followingformula applies: Life-cycle cost =first cost

� When additional considerations forvalues such as worker or occupantproductivity and community or socialvalues can be assessed and calculate

with certainty, they will beincorporated in the model as well.Organizations may want to considerthe cost benefits of workerproductivity improvements withintheir own models and use those asadditional factors when consideringthe overall outcomes for net presentvalue.

� In addition to the LCC formula,there are other methods forcombining present values to measurea project's economic performanceover time, such as Net Savings,Savings-to-Investment Ratio,Adjusted Internal Rate of Return orDiscounted Payback.

technologies/techniques� Establish the general study

parameters for the project, includingthe base date (the date to which allfuture costs are discounted), theservice date (the date when the newsystem will be put into service), thestudy period (the life of the projector the number of years over whichthe investor has a financial interest inthe project), and the discount rate.

� Evaluate project alternatives usingsimple payback analyses or LCCanalysis for larger investments, to setpriorities based on greatest ROI.

� Energy efficiency measure thathave a 1- to 2-year payback aremost economically attractive.

� Energy efficiency measures thathave 3- to 5-year payback shouldconsider third-party investment.

� Combine short and long paybackmeasures to increase the numberof measures that can be cost-effectively incorporated into aproject.

� Conventional cost/benefit analysesshould consider the societal benefitsfrom reduced energy use (e.g.,reduced carbon emissions, improvedindoor air quality). In some cases,these ancillary benefits are assignedan agreed upon monetary value, butthe values to be used are stronglydependent on local factors.

tools� The BLCC Model� The National Institute of Standards

and Technology (NIST) Office ofApplied Economics has maintains aBuilding Life-Cycle Cost (BLCC)computer model that is available atno charge from NIST and that canalso be downloaded from their website.http://www1.eere.energy.gov/femp/information/download_blcc.html

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supplemental resources� Life-Cycle Costing Manual for the

Federal Energy ManagementProgram. Examines the conceptsand underlying math of life cyclecosting with numerous examplesdemonstrating the value of thisapproach.http://www1.eere.energy.gov/femp/information/download_blcc.html

� 2003 Facilities Standards (P100),Section 1.8 Life Cycle Costing (5pages) This section of the GSA'sFacility Standards manual discussesLife Cycle Costing and contains atable summarizing key LCC formulasand their use. Available throughGSA: www.gsa.gov (search for"P100", then go to section 1.8"General Requirements; Life CycleCosting" orhttp://www.gsa.gov/Portal/gsa/ep/contentView.do?contentType=GSA_BASIC&contentId=13844&noc=T)

� OMB Circular A-94 - Guidelines forBenefit-Cost Analysis of FederalPrograms Presents guidance for theanalysis of projects other than thosethat are primarily energy related.Broadens the discussion beyond justcosts and cost-avoidance to includebenefits.

www.whitehouse.gov/omb/circulars/a094/a094.html

� Whole Building Designwww.wbdg.org

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site design and planning

We abuse land because we regard it as a commodity

belonging to us. When we see land as a community to

which we belong, we may begin to use it with love and

respect.- Aldo Leopold -

Sustainable site planning and design first identifies thenatural, infrastructural and cultural resources on oradjacent to the site, so that the designer/planner canprovide an integrated building/site design. This approachallows for low-impact development using strategies to:provide for compact development, reduce the heat-islandeffect from an urban area, implement sustainablelandscaping and encourage alternative forms oftransportation. All strategies under this section have thecommon goals of providing a positive impact on humansand minimizing the negative impact on the environment,while at the same time working to provide a cost-benefitto the developer.

Appropriate site selection is a key component tosustainable development. LEED-ND certificationmandates through its smart location and linkageprerequisites that projects be developed on infill sites orwith adequate transit services nearby, and not on sites thathave an impact on: imperiled species, wetlands,floodplains and prime farmland. By redevelopment in anexisting urban area rather than a greenfield site, theBrewery project in Milwaukee sets an example forsustainability in the development community.

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goals� Research existing Brewery site

features and resources as well asthose for the specific developmentsite.

� Define the constraints involved withthe existing site.

� Analyze the relationships betweenvarious site features and resources.

� Gain a thorough understanding ofsite so that design can be a balancebetween efficiencies, enhancementsand cost effectiveness, whileconserving and restoring ecologicaland cultural resources.

technical strategies � Inventory and analyze the regional

and local ecological context withspecific focus on:� Relevant high humidity and harsh

winter (frigid temperatures,snowfall) characteristics

� Existing air quality and groundlevel patterns (with an AQI =140, Milwaukee County ranks asone of the dirtiest cities by theEPA in terms of air quality).

� Soil testing to determine watertable location, bearing capacity

and what types of fertilizer andsoil amendments might benecessary for planting andfacilitate infiltration. Determinethe need forretaining/stockpiling existingtopsoil. Typical soils for this areaare unclassified fill and clays.

� Topographical features - Surveytopography and existing drainagesystem to better understandgrading and drainage issues. Payspecific attention toopportunities for redirectingstormwater away from combinedsewer system.

� Review the site’s cultural andhistorical resources for possiblerestoration or incorporation. Payspecific attention to the Brewerybuildings registered as NationalHistoric Landmarks.

� Examine the architecturalstyles(s) present in theneighborhood and consider theuse of historical styles ortraditional materials as a meansof integrating the new orrenovated building with thesurrounding area.

� Analyze cultural features and

site design and planning

activities in the neighborhoodand identify possible connectionsto the project.

� Inventory existing public/privateinfrastructure and utilities� Analyze transportation systems

and existing/potential linkages tothe site

� Analyze how best to utilize theprivate improvements withsurrounding publicimprovements.

� Identify construction constraints

performance indicatorsThorough research of existing andproposed Brewery site resources can saveon new on-site infrastructure such asstorm sewer extensions. For instance, ifthe roof drains could discharge directlyinto the proposed roadside bioswales,there would not be a need torepair/replace the sewer extensions intothe street to the existing combined sewersystem. PROJECT CONSTRUCTIONCOST.

tools � The Brewery report and website,

with overview and block-by-blockinformation, resources, photosand mapping/plans.

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understanding the site

www.pabstproject.com � Milwaukee Department of City

Development.http://www.mkedcd.org/downtown/index.html

� ESRI- This software companycreates tools for GIS(Geographic InformationSystems) mapping.www.esri.com/index.html

supplemental resources Natural Resources Defense Council -NRDC uses law, science, and a largemembership base for protecting ofwildlife to ensure a safe and healthy envi-ronment www.nrdc.org

goals� Promote livability, transportation

efficiency and walkability.� Promote site master planning that

provides a diverse and compatiblemix of uses, including residential,commercial and employmentopportunities.

� Enable citizens from a wide range ofeconomic levels and age groups tolive and work within the Brewery.

technical strategies � Work with City of Milwaukee and

follow the urban development planto meet or exceed density goals.

� Consider synergies with neighborsand choose development types anduses based on infrastructure,transportation and quality of lifeconsiderations.

performance indicators� Redevelopment in existing urban

areas vs. greenfield sites saves oncosts for construction of new utilitiesand infrastructure, compared todevelopments requiring all new

utilities. Based on data from otherprojects in the area, the total siteconstruction cost can be up to 8-9%lower. PROJECTCONSTRUCTION COST

� Building a new green building in thisurban setting has comparable cost toa similar conventional type buildingconstruction. For instance, the costof building Johnson Controls'Brengel Technology Center inMilwaukee was on par with prevailingconstruction costs at the time.PROJECT CONSTRUCTIONCOST

� Green roofs offer alternativelandscape (green) areas, allowingdenser developments on the samesize lot. COMMUNITY IMPACTSAND RELATED COST(ECONOMIC IMPACTS)

performance goals/leed creditsNote: Performance Goals provide the "How to"for achieving the goals and technical strategiesthat are important to the Brewery. Level 1 goalsare required by the Brewery Project, LLC.Level 2 goals are encouraged and suggested, butnot mandatory.

LEED-ND, NPD, Prerequisite 2Build any residential components of theproject at an average density of seven or

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$ benefits8-9% savings inconstruction costs,utilizing existinginfrastructure

compact development anddiversity of uses/housing types

more dwelling units per acre of buildable land available for residential uses. ANDBuild any non-residential components of the project at an average density of 0.5 FARor greater per acre of buildable land available for non-residential uses. See LEED-ND,NPD Prerequisite 2 for density calculation.

Level 1 (required)Design and build the project to achieve the average densities shown in the table below.

LEED-ND, NPD CREDIT 1

Include a sufficient variety of housing sizes and types in the project such that the totalvariety of housing within the project, or within a 1/4 mile of the center of theproject, achieves at least 0.7 using: the calculation (based on the Simpson DiversityIndex), the point system and the housing categories all from the LEED-ND RatingSystem, NPD Credit 3. LEED-ND, NPD CREDIT 3

Include a portion of rental units for households earning below area median incomesuch that:� At least 15% of total rental units are priced for households up to 50% of area

median incomeOR

� At least 30% of total rental units are priced for households up to 80% of areamedian income. LEED-ND, NPD CREDIT 4.

Level 2 (suggested)Design and build the project to achieve the average densities shown in the followingtable.

LEED-ND, NPD CREDIT 1For both levels on NPD CREDIT 1, thespecified average density must beachieved by the point in the project'sconstruction at which 50% of dwellingunits are built, or within five years of thedate that the first building is occupied,whichever is longer.

The scoring for mixed-use developmentprojects is calculated by using weightedaverage of the different uses.

Include a proportion of For-Sale housingaffordable to households at or slightlyabove the are median income such that:at least 10% of For-Sale housing is pricedfor households up to 80% of the areamedian income.ORAt least 20% of For-Sale housing is

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Residential Density(DU/Acre)

Non-residential Density(FAR) LEED Points Available

>40 and <=50 >2.0 and <=2.5 4

ResidentialDensity

(DU/Acre)

Non-residen-tial Density

(FAR)

LEED PointsAvailable

>50 and <=60 >2.5 and<=3.0 5

>60 and <=70 >3.0 and<=3.5 6

>70 >3.5 7

the LEED ND Rating System- NPDCredit 3

� The International Union for theScientific Study of Population-IUSSP promotes scientific studies ofdemography and population relatedissues www.iussp.org

� Density by Design: New Directionsin Residential Development bySteven Fader, Urban Land Institute,2000

supplemental resources � Congress for New Urbanism

www.cnu.org� Urban Land Institute - nonprofit

organization based in Washington,DC that promotes the responsibleuse of land in order to enhance thetotal environment www.uli.org

� Changing Places: RebuildingCommunity in the Age of Sprawl byRichard Moe and Carter Wilkie,Henry Holt & Company, 1999

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priced for households up to 120% of thearea median income.LEED-ND, NPD CREDIT 5

Design for and promote pedestrianconnectivity at mid-block locationswhenever possible and specifically for:� Block 6 between Building 16 &

Building 20� Block 6 through parking from

Building 16 & Building 10� Block 4 along the south side of

Building 9� Block 1 between retail outlets

tools� Milwaukee Department of City

Development,www.mkedcd.org/downtown/index.html

� Method for calculating densitiesfound in the LEED ND RatingSystem- NPD Credit 1

� Method for calculating points basedon proximity to diverse uses in theLEED ND Rating System- NPDCredit 2, and Appendix A of LEED-ND Rating System for definition ofdiverse uses

� Method for calculating the SimpsonDiversity Index, points earned anddefinition of housing categories from

goals� Provide an integrative site and

building design that supports theeconomical and cultural functions ofthe entire Brewery development.

� Design for open spaces that create asustainable microclimate, while alsoreducing building energy use andsupporting a high quality interiorenvironment. Blocks 3, 4, 5 and 6have potential opportunities for openspace design.

� Minimize negative impacts onsurrounding areas and maximizeopportunities to restore naturalsystems.

� Design parking to increase thepedestrian orientation of thedevelopment and to minimize theadverse environmental effects ofparking facilities. For example, makeuse of easily accessible multi-levelcovered parking as shown in theBrewery Master Plan.

� Achieve enhanced energy efficiencyby creating the optimum conditionsfor the use of passive and activesolar strategies.

building/site relationship &building reuse

� Minimize light trespass from site, reduce sky-glow to increase night sky access,improve nighttime visibility through glare reduction, and reduce developmentimpact on nocturnal environments. (Reference the Brewery Feasibility Report,02/21/07).

� Extend the life cycle of existing buildings: conserve resources, reduce waste andreduce environmental impacts of new buildings with respect to materialsmanufacturing and transport.

� Encourage use of registered historic buildings in the Brewery, in a manner thatpreserves their historical materials and character, in accordance with the Federal orState's Historical Society.

technical strategies� Site new building mass, orientation

and outdoor spaces to provideefficient access to services;incorporate open areas that havemultiple functions in addition tovisual value.

� Employ passive solar principles inarchitectural design, orientation andsiting. Make use of We Energycredits.

� Employ means to block winter windsand admit summer breezes.

� Map sun and shade patternsassociated with new areas. Designlandscaping in ways that optimizeselection and positioning of plantsfor sun and shade.

� Include adequate space foroperational recycling andmaintenance, including space forcollection, storage, and access forcollection vehicles. Use sharedservice areas where possible.

� Minimize off-street surface parkingand make use of shared parkingstructures.

� Consider synergies with neighborsand choose development types anduses based on infrastructure,transportation and quality of lifeconsiderations. Be mindful ofsurrounding neighborhood needs.

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� Coordinate landscape design withbuilding envelope design. Orient newbuilding or existing building windowsand outdoor spaces to work together,taking advantage of light, air flows,and interesting views. Capitalize onviews into and out of thedevelopment and adjacent areas.

� Avoid adverse impacts on adjacentproperties, such as reflected glare andlight at night, shading of adjacentgreenspace, noise, air pollution andwaste heat.

� Select light fixtures that reduce oreliminate the effects of lightpollution on neighboring sites andthe sky.

� Use light-colored or reflective edgesalong driveways or walks to reducedependence on high-wattageelectrical site lighting at night.

� For new construction projects, lookfor opportunities to re-use and/orre-cycle historically or culturallyappropriate materials in theirlandscapes, i.e. cobbles, pavers, ironfencing, gates, etc.

� Design exterior lighting usinghigh-efficiency and/or solar poweredfixtures to save on energy cost.

� Design green roofs as destinationsfor additional pedestrian zones.

� Building sites abutting green space

should provide views to look outover the green space.

� Building sites abutting green spaceshall allow for direct access frombuilding to exterior green spacewhenever possible.

� Building sites abutting green spaceshall be designed with terracesoverlooking the green space.

performance indicators� A well integrated and sustainable

site/building design provides for abuilding with increased propertyvalue (7.5% higher), an ROI that canbe expected to increase by 6.6%, aswell as higher occupancy (increasedby 3.5%) and rent (increased by 3%)ratios. BUILDING VALUEIMPACTS (PROPERTY VALUE) &MARKETABILITY (LEASERATES AND TENANTVELOCITY)

� Sustainable buildings mean reducedinsurance rates for building owners.For instance, Fireman's Fund hasreceived approval to offer a 5%insurance discount for LEEDcertified commercial buildings.BUILDING VALUE IMPACTS(INSURANCE RATES)

� Improved occupant satisfaction

through landscaping and viewsincreases occupancy for residentialbuilding and promotes use forcommercial buildings.MARKETABILITY (PUBLICRELATIONS & RETAIL SALES)

� Green Roofs provide additionalusable open space at no increasedreal estate cost. COMMUNITYIMPACTS AND RELATED COST(COMMUNITY ASSETSCONTRIBUTED BY PROJECT)

technologies/techniques� Green roof systems. Spectrum of

intensive and extensive green roofsystems for benefit of aesthetics,recreational use, stormwater storageand energy savings. (See Heat Islandreduction and Sustainable Landscapesubsection, and Water ManagementSection for more information.)

� High-Efficiency and/or Solarpowered exterior lighting. Use forbenefit of energy savings forappropriate parking and pedestrianareas. (Example: NEPTUNInduction Street Lights used in theCity of Chicago)

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$ benefitsOn a nationalaverage: 7.5%higher propertyvalues, 3.5% higheroccupancy, 3%increased rent,6.6% increase inROI

5% insurancediscount

Induction versushigh pressuresodium sitelighting reducesenergy costs by$140/streetlight/year

� 20% of the existing buildingstock (based on surface area)LEED-ND, GCT CREDIT 4

Incorporate into the development one ormore buildings that have been:designated, listed or identified as ahistoric or contributing structure in alocally designated historic districtpursuant to a local preservationordinance; OR designated, listed oridentified as a historic or contributingstructure in a historic district under astate historic register, or on the NationalRegister of Historic Places. ANDRehabilitate the building(s) in accordancewith local or federal standards forrehabilitation and obtain confirmationthat rehabilitation meets the standards ofthe authority having jurisdiction. LEED-ND GCT CREDIT 5.

Level 2 (suggested)Design or purchase any street lights,water or sewer pumps that are includedas part of the project to achieve a 15%energy reduction beyond estimatedbaseline energy use for this infrastructure.LEED-ND, GCT CREDIT 15

Historical building sites withlandscape/courtyard opportunities areencouraged to design historicallyappropriate "period " landscapes.68

performance goals/leed creditsNote: Performance Goals provide the "How to"for achieving the goals and technical strategiesthat are important to the Brewery. Level 1 goalsare required by the Brewery Project, LLC.Level 2 goals are encouraged and suggested, butnot mandatory.

Level 1 (required)Locate all off-street surface parkingfacilities at the side or rear of buildings,leaving building frontages andstreetscapes free of surface parking lots. ANDUse no more than 20% of the totaldevelopment footprint area for off-streetsurface parking facilities, with noindividual surface parking lot larger than2 acres.ANDFor any non residential buildings ormultifamily residential buildings that arepart of the project, provide bicycle andcarpool parking spaces equivalent to 10%of the total automobile parking for eachnon-residential and multi-family buildingon the site. Signage indicating carpoolparking spots should be provided, andbicycle parking should be within 200yards of the entrance to the building thatit services. The 10% carpool/bicyclespace requirement can be met with any

combination of bicycle and carpoolparking. LEED-ND, NPD CREDIT 6

For exterior lighting in shared portions ofthe project, only light areas as requiredfor safety and comfort. Do not exceed80% of the lighting power densities forexterior areas and 50% for buildingfacades and landscape features as definedin ASHRAE/IESNA Standard 90.1-2004,Exterior Lighting Section. ANDDesign exterior lighting so that all siteand building mounted luminaries producea maximum initial illuminance value nogreater than 0.20 horizontal and verticalfoot-candles at the site boundary, and nogreater than 0.01 horizontal foot-candles15 feet beyond the site. For siteboundaries that abut a public right-of-way, light trespass requirements may bemet relative to the curb line instead ofthe site boundary.LEED-ND, GCT CREDIT 20

For developments reusing portions oftwo or more existing buildings,incorporate into the project the reuse thatachieves the greater of the following: � 50% of one existing building

plus an equivalent amount reusedamong one or more buildings(based on surface area)

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tools� ASHRA, ASHRAE/IESNA Standard

90.1-2004: Energy Standard forBuildings, www.ashrae.org

� Illuminating Engineering Society ofNorth America, lighting zones asdefined in IESNA RP-33 Thisorganization provides generalexterior lighting design guidance andacts as a link to other IESNAoutdoor lighting, www.iesna.org

supplemental resources � National Park Service, Denver

Service Center-Guiding Principles forSustainable Designhttp://www.nps.gov/dsc/d_publications/d_1_gpsd.htm

� Sustainable Design Guide, HOK, Inc.Washington DC, 1998.

� Green Roofs for Healthy Cities,www.greenroofs.org

� International Dark-Sky Association-A nonprofit agency dedicated toeducating and providing solutions tolight pollution,www.darksky.org/ida/ida_2/index.html

� Wisconsin State Historical Society,www.wisconsinhistory.org

� WE Energy Credits http://www.we-energies.com/

goals� Reduce heat islands to minimize impact on microclimate and human and wildlife

habitat.� Reduce the heat island effect through tree planting, pavement selection and roof

membrane reflectivity.� Reduce heat island effect to help reduce HVAC energy consumption.

technical strategies� Shade construction surfaces on the site with landscape features (ex. canopy trees

for surface parking areas) and utilize high-reflectance materials (ex. high albedopavement) for hardscape.

heat island reduction

� Replace existing constructed surfaces(i.e. roof, roads, sidewalks, etc.) withvegetated surfaces, open grid paving,or specify high-albedo materials toreduce the heat absorption.

� In parking areas, use planting stripsbetween sections of pavement toscreen cars, reduce vast expanses ofasphalt, and separate pedestriansfrom traffic and service areas.

� Plant trees and other vegetationwherever possible on the site, greenroofs, open areas along the perimeterof parking lots, or if possible withinthe parking area itself.

� Protect east and west building wallsfrom direct rays of the sun by meansof trees and vine-covered trellises.

� Provide high albedo canopies overparking areas (potentially withphotovoltaic panels on top).

� Provide seasonal fabric structuresover parking and pedestrian zones.

� Specify light colored paving (withSolar Reflective Index [SRI] of atleast 29) and/or porous pavement.

� Use deciduous shade trees andexterior structures such as louvers,arbors, and trellises to reduce coolingloads within the building.

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performance indicators� Typical energy savings, for low rise commercial buildings with lightly colored more

reflective roofs versus a building with a dark roof, is 10 to 20% for air-conditioning electricity usage. PROJECT LIFECYCLE COST (PROJECTCAPITAL COST)

� An energy study for the City of Chicago stated that a one story green roofstructure can reduce cooling costs by 20 to 30%. PROJECT LIFECYCLE COST(PROJECT CAPITAL COST)

� Green Roofs extend the life of waterproofing membranes by 40+ years.PROJECT LIFECYCLE COST (O&M COST)

� Open space landscaped areas and green roofs improve the microclimate by coolingand humidifying the surrounding area. ENVIRONMENTAL IMPACT (GLOBALWARMING POTENTIAL)

� Reduction in outdoor air temperatureprovides for increased comfort forpedestrians and residences in thesummer months. HUMAN IMPACT(HEALTH & WELL-BEING)

� Resulting lower temperatures throughheat island reduction measures canslow urban smog formation.ENVIRONMENTAL IMPACT(WASTE PRODUCTION) &HUMAN IMPACTS (HEALTHAND WELL-BEING)

technologies/techniques� Green roof systems. Spectrum of

intensive and extensive green roof systemsfor benefit of heat island reduction as wellas aesthetics, recreational use, stormwaterstorage and energy savings. (SeeBuilding/Site relationship and SustainableLandscaping subsection, and WaterManagement section for more information.)

� High albedo materials. Light in color,reflecting the sunlight away from the surface.

� Open-grid pavement materials andpervious concrete pavement. Porouspavement stays cool through evaporation andpercolation of water.

performance goals/leed creditsNote: Performance Goals provide the "How to"

for achieving the goals and technical strategiesthat are important to the Brewery. Level 1 goalsare required by the Brewery Project, LLC.Level 2 goals are encouraged and suggested, butnot mandatory.

Level 1For NON-ROOF areas, provide anycombination of the following strategiesfor 50% of the non-roof impervious sitelandscape (including roads, sidewalks,courtyards, parking lots and driveways):� Shade (within five years of

occupancy)� Paving materials with an SRI of at

least 29� Open grid pavement systemOR� Place a minimum of 50% of parking

spaces under cover (defined asunderground, under deck, underroof, or under building). Any roofused to shade or cover parking musthave an SRI of at least 29

OR� For ROOF areas, use roofing

materials that have an SRI equal to orgreater than the values in the tablebelow for a minimum of 75% of theroof surface of all buildings withinthe project; or install a "green"(vegetated) roof for at least 50% ofthe roof area of all buildings within

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the project. Combinations of SRIcompliant and vegetated roof can beused, provided that they collectivelycover 75% of the roof areas of allbuildings. LEED-ND, GCTCREDIT 10

Level 2� Provide arbors or canopies over

hardscape pedestrian zones.� Provide arbors or canopies over

parking areas.

tools � LEED-NC v2.2 Reference Guide SS

Credits 7.1 & 7.2. Reference tablesfrom these sections for SolarReflective Index (SRI) values forstandard paving materials and typicalroofing materials.

� "Urban Small Sites Best ManagementPractices" (Metropolitan Council)

supplemental resources� Heat Island Effect, U.S.

$ benefitsReflective roofsrealize 10-20%energy savings

Green roofs reduceenergy costs by 20-30%Roof Type Slope SRI

Low-SlopedRoof <= 2:12 78

Steep-SlopedRoof >= 2:12 29

Environmental Protection Agency,www.epa.gov/heatisland

� Heat Island Group, LawrenceBerkeley National Laboratory, http://eetd.lbl.gov/HeatIsland/ andhttp://eetd.lbl.gov/HeatIsland/CoolRoofs/

� American Concrete PavementAssociation, See the R&T Update#3.05, June 2002, "Albedo: AMeasure of Pavement SurfaceReflectance,"www.pavement.com/downloads/RT/RT3.05.pdf

� Cool Roof Rating Council,www.coolroofs.org

� EPA ENERGY STAR RoofingProducts, provides solar reflectancelevels required to meet ENERGYSTAR labeling requirements,www.energystar.gov/ia/partners/product_specs/eligibility/roofs_elig.pdf

� The International Council of LocalEnvironmental Initiatives LocalGovernments for Sustainabilityprogram, www.hotcities.org

� Green roof websites,www.greenroofs.org, andwww.greenroofs.com

goals� Use non-irrigated landscaping and

plantings (unless recycled water).� Create native wildlife habitats.� Select landscaping and configure to

suit climate and site conditions.� Maintain appropriate level of water

quality on the site and in buildings.� Create habitats using self-sustaining

landscape design and sitemaintenance procedures.

� Minimize the use of turf areas.

technical strategies� Reduce reliance on plant species that

require frequent irrigation andmaintenance.

� Use plants that are native to theregion and microclimate (referenceNative Plant lists for City ofMilwaukee and Southeast Wisconsin)to eliminate need for irrigation afterplants are established.

� Emphasize plant diversity and plantswhich naturally grow together andare self-sustaining (i.e. reseed andspread without much maintenance).

� Where planting adjacent to buildingopenings such as air intakes, entries,or operable windows, do not use

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allergy-causing plantings and thoserequiring chemical treatment.

� Do not use invasive plant species(those which threaten local nativeecosystems).

� Reduce dependence on fertilizer byusing plants that contribute nitrogento the soil (clover, honey locusts,black locusts and other legumes).

� Provide good growing conditions,including adequate root space forplants, and especially for street trees.Tree pits should be 3-5 times the sizeof root ball dimensions. Whereverpossible, locate trees so that rootingzones of more than one tree can becombined.

� Where possible harvest rainwater androof stormwater for landscapeirrigation.

� Eliminate water pollution frompesticides, herbicides, and fertilizersby using plant combinations andmaintenance methods that do notrequire chemicals.

� Use mulch to conserve soil moisture,restore soil fertility, and reduce theneed for fertilizers. Leave grassclippings, small plant debris, andfallen leaves to decompose on theground. Use compost for soilamendment in lieu of peat moss.

� Use recycled, renewable, and locally

$ benefits$220 savings inirrigation realizedwith nativelandscaping

Realized value oftrees 3x the initialinvestment

sustainable landscape practices

Reduction subsection, and WaterManagement section for moreinformation.)

performance goals/leed creditsNote: Performance Goals provide the "How to"for achieving the goals and technical strategiesthat are important to the Brewery. Level 1 goalsare required by the Brewery Project, LLC.Level 2 goals are encouraged and suggested, butnot mandatory.

Level 1 (required)Use native plants for 90% of thevegetation on the project and use noinvasive plants on any part of the projectsite. LEED-ND, SLL CREDIT 9

Level 2 (suggested)Use only organic fertilizing products andmethods. There are local landscapemaintenance contractors and organicproduct manufacturers that specialize inorganic, chemical-free approaches.

Incorporate recycled materials, ideallyfrom The Brewery Project site, intolandscape features.LEED-NC, MR CREDIT 3.1

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available materials when constructinglandscape features (e.g. recycledtimber, plastic, rubber tires, brick andgranite stone pavers).

� Encourage companion plantings.� Reference Heat Island Reduction

subsection for use of landscapingand plantings to help reduce heatisland effect and energyconsumption.

performance indicators� Using native landscaping versus

typical landscaping provides anestimated savings of $220 perdwelling unit per year, in cost forpotable water irrigation. PROJECTLIFE-CYCLE COST (O&M COST)

� AES out of Brodhead, WI states thatinstalling a native landscape costs lessthan installing a turf landscape, andthe cumulative cost for maintaining anative landscape is 85% less over a20-year period. PROJECTLIFECYCLE COST (O&M COST)

� A study done in Chicago found thatthe projected value of trees (i.e.pollution reduction, energy savingsand increased property value) isnearly three times the cost to plantthe tree. COMMUNITY IMPACTAND RELATED COST(ECONOMIC IMPACTS &

COMMUNITY ASSETSCONTRIBUTED BY PROJECT)

� Landscaped areas and green roofsprovide a location for socialgathering as well as private relaxation.COMMUNITY IMPACTS ANDRELATED COST (SOCIALIMPACTS) & HUMAN IMPACTS(HEALTH & WELL-BEING)

� Sustainable landscaping gardenscreate a natural habitat for plants andanimals. ENVIRONMENTALIMPACT

� Sustainable landscaping maintainshistorical plant heritage and nativegene pool/diversity.ENVIRONMENTAL IMPACT

technologies/techniques� Rain Barrels. Use as a tool for drip

irrigation for native landscaping onsite. www.rainbarrelguide.com

� Native landscaping. Wisconsin hasmany options for low maintenancenative landscaping for developmentprojects (see Tools).

� Green roof systems. Spectrum ofintensive and extensive green roofsystems, using native plantings, forbenefit of aesthetics, recreational use,stormwater storage and energysavings. (See Building/SiteRelationship and Heat Island

pedestrian access from building topublic sidewalks/bus shelters.

� Differentiate pedestrian and vehicularareas with clearly marked crosswalks.

� Provide a preferred hybrid userand/or carpool parking area as anincentive for users.

� Where appropriate, providealternative fueling facilities such asethanol, a natural gas pumpingstation, and/or an electric car batterycharging site.

� For developments adjacent to MATC,provide for pedestrian access to makeuse of the multiple bus stops everyweekday.

performance indicators� Homebuyers ranked walking and

biking paths 3rd out of 39 attributesused to select a home.MARKETABILITY (PUBLICRELATIONS)

� The economic viability of retail andemployment centers is affected bytheir proximity to residential unitsand the quality of the pedestrianenvironment connecting them,particularly in urban areas.MARKETABILITY (TENANTVELOCITY & RETAIL SALES)

� Safe and accessible paths for biking74

tools � U.S. E.P.A. Landscaping with Native

Plants Fact Sheets (with reference toWisconsin) www.epa.gov/greenacres/nativeplants/factsht.html

� Natures Heartland - Native Plantcommunities of the Great Plains, byBill Boon and Harlen Groe, IowaState University Press, 1990

� I.P.W.A., Invasive Plants Associationof Wisconsin, www.ipaw.org

supplemental resources � Ecological Restoration - online

publication from the University ofWisconsin- Madison Arboretum,http://ecologicalrestoration.info

� North American Native Plant Society,www.nanps.org

� Plant Native, www.plantnative.org� Green roof websites,

www.greenroofs.org, andwww.greenroofs.com

� Design for Human Ecosystems:Landscape, Land Use, and NaturalResources, by John Tillman Lyle,Island Press, 1999

� Landscape Restoration Handbook, byDonald Harker, Marc Evans, GaryLibby, Kay Harker and SherrieEvans, Lewis Publishers, 1999.

goals� The development should offer

support facilities for pedestrians,bicycling, easy access to mass transit,hybrid vehicles, carpooling and/orother less polluting means oftransportation.

� Provide preferred parking spaces forcarpool vehicles, hybrids and bicycleracks for on-site parking.

� Provide appealing and comfortablepedestrian on-site environments inorder to promote pedestrian activity.

� Develop site to create pedestrianconnections within the Brewery andthe surrounding neighborhoods (forexample, Milwaukee Area TechnicalCollege and the Park East Corridor).

technical strategies� Provide adequate bicycle amenities

such as secure interior and/orexterior storage and lockers andshower facilities for office uses.

� Development to make use of busstop shelter areas, or provide waitingareas within enclosed building lobby,as applicable. Provide direct

alternative transportation andcommunity proximity

$ benefitsHomebuyersranked pedestrianpaths 3rd out of 39attributes used toselect a home.

performance goals/leed creditsNote: Performance Goals provide the "How to"for achieving the goals and technical strategiesthat are important to the Brewery. Level 1 goalsare required by the Brewery Project, LLC.Level 2 goals are encouraged and suggested, butnot mandatory.

LEED-ND, NPD Prerequisite 1Designate all streets and sidewalks thatare built as part of the development orserving the development directly asavailable for general public use and notgated. Gated areas and enclaves are notconsidered available for public use, withthe exception of education and healthcare facilities where gates are used forsecurity purposes.

Level 1 (required)Design the development such that 50%of the dwelling units or businessentrances are within three miles of atleast four or more of the diverse useslisted in Appendix A (LEED-ND RatingSystem) using an existing and/orproposed biking network (three-miledistance is measured along the bikingnetwork, not as a straight radius), ANDFor any non-residential buildings ormulti-family residential buildings that are

part of the project, provide bicycleparking spaces or storage for a capacityof no less than 15% of the parking spacecapacity provided for cars for thosebuildings. LEED-ND, SLL CREDIT 5

Design and build the project such that allof the following are achieved: � A principal functional entry of each

building has a front façade that facesa public space such as a street,square, park, paseo, or plaza.

� A minimum of 30% of all streetfrontages located within the project,if any, are planned for developmentthat complies with the minimumbuilding-height-to-street-widthproportions of 1:3; and wherebuilding sites are planned alongstreets bordering the project, aminimum of 15% of the total streetfrontage of such sites contains (or isdedicated to) development that willproduce a building-height-to-street-width proportion of 1:3. Streetfrontages are to be measured in linearfeet.

� Continuous sidewalks or equivalentprovisions for walking are providedalong both sides of all streets in theproject. New sidewalks must be atleast four feet wide.

� All streets along non-residential or

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and walking provide the opportunityfor the daily physical exerciserecommended by health experts.HUMAN IMPACTS (HEALTH &WELL-BEING)

� For fuel-efficient hybrid vehicles,reduced operating costs on a per-milebasis can offset higher initialpurchase prices. Today, the break-even period for buying a Prius versusa gas powered Camry has dropped toless than a year, assuming you drive15,000 miles a year. Developers thatmeet the market demand byproviding and encouraging alternativetransportation options attract agrowing consumer population.MARKETABILITY (PUBLICRELATIONS & TENANTVELOCITIES)

technologies/techniques� Plan for and design the buildings with

transportation amenities such asbicycle racks and shower/changingfacilities and provide pedestrian andbike access from buildings to publictransportation.

� Plan for shared parking facilities formultiple buildings.

� Provide incentive parking forindividuals carpooling or usingalternative fuel vehicles.

mixed-use blocks within the project,whether new or existing, are designedfor a max speed of 25 mph. LEED-ND, NPD CREDIT 7

Design and build the project such that sixof nine of the following items areachieved: � The front façade of at least 80% of

all buildings are no more than 25 feetfrom the front property line.

� The front façade of at least 50% ofall buildings are no more than 18 feetfrom the front property line.

� The front façade of at least 50% ofmixed-use and non-residentialbuildings are contiguous to thesidewalk.

� Functional building entries occurevery 75 feet, on average, along non-residential or mixed use blocks.

� All ground-level non-residentialinterior spaces that face a publicspace have transparent glass on atleast 33% of the ground-level façade.

� No blank (without windows ordoors) walls longer than 50 feetoccur along sidewalks.

� Any ground-level storefront windowsmust be kept open and visible(unshuttered) at night.

� Street trees occur between the vehicletravel way and sidewalk at intervals of

no greater than 40 feet� At least 50% of ground-floor

dwelling units have an elevatedfinished floor no less than 24 inchesabove the sidewalk grade.

� Trees or other structures provideshade within 5 years of occupancyover at least half of the length ofsidewalks included within orcontiguous to the project. LEED-ND, NPD CREDIT 7

For each residential unit type developed,design 20% (and not less than one) ofeach type to comply with the accessibledesign provisions of the Fair HousingAmendments Act (FHAA) and Section504 of the Rehabilitation Act, asapplicable. Separate residential unit typesinclude: single-family, duplex, triplex,multi-unit row or townhouses, andmixed-use buildings that includeresidential units. (Compliance for multi-family buildings of four or more units isalready a regulatory requirement.). Allpaths of travel between residential unitsand other buildings within the projectshall comply with the accessible designprovisions of the FHAA andRehabilitation Act, as applicable;ANDFor projects with common-use or

recreational facilities constructed as partof the project: � For any residential areas, apply

the accessible design provisionsof the FHAA and theRehabilitation Act to facilitiesand rights-of-way; and

� For any non-residential areas,apply the accessible designprovisions of the AmericanDisabilities Act (ADA) tofacilities and rights-of-way.

LEED-ND, NPD CREDIT 14

Provide covered and at least partiallyenclosed shelters, adequate to bufferwind and rain, with at least one bench ateach transit stop within the projectboundaries. Shelters shall be illuminatedto five average maintained footcandles(light levels may be reduced after hours).Existing external lighting can contributeto this level, but any new lighting shallmeet light pollution requirements inLEED ND GCT Credit 20, anddesigned to not directly illuminate anywindows of residential properties.ANDProvide kiosks, bulletin boards, and/orsigns devoted to providing local transitinformation as part of the project,including basic schedule and route

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information at each transit stop thatborders or falls within the project.LEED-ND, NPD CREDIT 9

Level 2 (suggested)Include a residential component equalingat least 25% of the project’s total buildingsquare footage, and locate thedevelopment within a ½ mile walkdistance of a number of pre-project jobsequal to or greater than 50% of thenumber of dwelling units in the project.

Include a residential component in theproject that constitutes at least 25% ofthe project's total building square footage.Design the development so that at least50% of the project's dwelling units arewithin ½ mile walk distance of anexisting or planned school. LEED-ND,SLL CREDIT 7

Include a residential component in theproject that constitutes at least 25% ofthe project's total building square footage;and design or locate the project such thatat least 50% of the dwelling units arewithin ½ mile walk distance of at leastten of the diverse uses defined inAppendix A of the LEED-ND RatingSystem. Uses may either be in nearbyareas or built within the development.LEED-ND, NPD CREDIT 2

tools� Fuel Economy Website - This U.S.

D.O.E. site allows comparisons ofcars based on gas mileage (mpg),greenhouse gas emissions, airpollution ratings, and safetyinformation for new and used cars,www.fueleconomy.gov/feg

supplemental resources� Office of the Transportation and Air

Quality, U.S. E.P.A.,www.epa.gov/otaq

� Advanced Transportation TechnologyInstitute, www.atti-info.org

� Alternative Fuels Data Center,http://www.eere.energy.gov/afdc/

� American Council for an EnergyEfficient Economy (ACEEE),www.greencars.com

� Clean Cities Vehicle Buyer's Guidefor Consumers,www.eere.energy.gov/cleancities/vbg

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water management

When the well is dry, we know the worth of water.

- Benjamin Franklin -

(1706-1790), Poor Richard's Almanac, 1746

Acomprehensive water management plan for a project like The Brewery looks for strategies to conserve,clean and reuse/recycle all types of water involved inbuilding and site development. This includes stormwatermanagement and reuse, water savings strategies fordomestic water, and gray water reuse where appropriate.This section looks first at managing roof stormwater withsustainable strategies for holding, storing and conveyingthe roof water from both an existing/renovated, as well asa new building in the Brewery development. Secondly, thesection provides strategies for handling site stormwater ina sustainable way. The third subsection covers plumbingwater management strategies inside the buildings.

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goals� Provide rooftop water quantity and quality stormwater management measures.� Contain stormwater onsite through use of roof gardens and roofwater storage

systems.� Reduce the size of roof drain systems and/or reduce the flow of stormwater from

rooftops through the use of innovative systems.� Disconnect existing and new roof drain systems from direct connection to MMSD

combined sewer.� Reuse roofwater for plant watering, irrigation and building graywater uses.

technical strategies � Plant roof areas with intensive and

extensive green roof systems toreduce the amount of rooftopstormwater runoff.

� Disconnect roof drain systems fromdirect connection to MMSDcombined sewer and discharge with a“trapped” pipe system or“gooseneck” structure into bioswales,rain gardens or other pervious landsurfaces. Existing roof drain systemsand sewer connections, for renovatedbuildings, may remain as back-upsystems.

� Provide new buildings and retrofitexisting buildings with siphonic roofdrain systems. Use existing roofdrain system as a back-up system.

� Provide new buildings and retrofitexisting with controlled flow roofdrainage systems, by storing therainwater on the roof through theuse of restricted flow weirs. Useexisting roof drain piping forcontrolled flow system.

� Design new buildings or retrofitexisting with attached or recessedroof collection downspouts thatdischarge stormwater into openspace/green space areas.

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water management

sustainable alternatives for roof stormwater

� Provide sidewalk grates and curb/pipe outlets to discharge roof drain outlets intoroadside bioswales or onto pervious pavement

� Discharge building downspouts into rain barrels and use as a water source forurban garden watering.

� Collect roof water in above or underground cistern type storage tanks. Store andreuse stormwater for lawn watering or building gray water (treat, as required)purposes.

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performance indicators� Stormwater harvesting versus using

potable water irrigation systems,provides an estimated savings of$90/year for roof garden irrigationon a typical 30,000 square footbuilding footprint. PROJECTLIFECYCLE COST (O&M COST)

� Garden roofs reduce water runoff by50-90% therefore keepingstormwater onsite and reducing thestormwater runoff volumes into thecombined sewer system.COMMUNITY IMPACTS(ECONOMIC IMPACTS) &ENVIRONMENTAL IMPACTS(WASTE PRODUCTION)

energy savings. Green roof systemmay include a watertight membrane,protective layer, insulation, drainagesystem, filter layer, engineered soiland appropriate plantings.

� Siphonic Roof Drains. System usedto downsize roof drain piping andlaterals, and eliminate need forunderslab drainage piping. Systemcan be retrofitted to an existingbuilding. Over the past 30 years manycorporations have installed siphonicroof drain systems in their buildings.

� Rain Barrels. 50-100 gallon barrelslocated at bottom of downspouts,where stormwater is collected, storedand used for garden watering.

� Cistern. 200 to 10,000 gallon storagetanks used to capture store and reusestormwater.

� Rain chains. Alternative todownspout to gently direct waterfrom roof gutters into rain gardensadjacent to building.

� Gooseneck roof drain outfalls.Outfall option that allowsunderground roof drain pipe todischarge at grade.

� Scuppered roof drain system. Allowsfor collection and discharge at gradeof roof drainage.

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$ benefitsSavings of$90/year for roofgarden irrigationon a typical 30,000square footbuilding footprint

Reduced waterrunoff by 50-90%

� For new construction, siphonic roof drain systems save approximately $0.30/SFover a conventional gravity flow roof drain system. PROJECTCONSTRUCTION COST

� For existing buildings that require partial or full replacement of the roof drainsystems, cost savings for siphonic systems could range from 10 to 50% overgravity, depending on the extent of the work. PROJECT CONSTRUCTIONCOST

� Siphonic roof drain system allows for maximum use of building space withoutintrusion of conventional stack and horizontal drainage piping. BUILDINGVALUE IMPACTS

technologies/techniques� Green Roof Systems Spectrum of intensive and extensive green roof systems for

benefit of stormwater conservation as well as aesthetics, recreational use and

performance goals/leed creditsNote: Performance Goals provide the "How to"for achieving the goals and technical strategiesthat are important to the Brewery. Level 1 goalsare required by the Brewery Project, LLC.Level 2 goals are encouraged and suggested, butnot mandatory.

Level 1 (Required)Provide stormwater water qualitytreatment designed to remove 40% ofthe average annual post developmentTotal Suspended Solids.

Where green roofs or rooftop/cisternstorage are not possible; use strategiesand technologies listed above todisconnect primary roof drain systemsfrom direct connection to the MMSDcombined sewer system.

*Make use of roadside bioswales andwater storage areas to meet these Level 1performance goals.

Level 2 (Suggested)Implement a comprehensive stormwatermanagement plan for the project thatinfiltrates, re-uses, or evapotransporatesthe below-specified amount of rainfallfrom the project’s development footprint

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and other areas that have been graded so as to be effectively impervious. LEED-ND,GCT CREDIT 9

tools� Hydraflow Hydrographs stormwater modeling program www.intelisolve.com� WinSLAMM (Source Loading and Management Model) PV & Assoc., LLC, water

quality modeling program� RECARGA, Version 2.3, University of Wisconsin- Madison Civil &

Environmental Engineering Department and Water Resource Group� Green roofs for Healthy Cities- website with features, benefits, design and

construction information www.greenroofs.net

supplemental resources � Green roofs http://www.wbdg.org/design/greenroofs.php Whole Building Design

article detailing the features and benefits of constructing green roofs � Other green roof websites, www.greenroofs.org and www.greenroofs.com

� Rain barrels- How-to Guide for usingrain barrels for water collectionwww.rainbarrelguide.com localsupplier~http://www.everydrop.org/

� Siphonic roof drain systems- RMSEngineering, LLChttp://www.rmsengineering.pro/RMS%20Siphonic%201.htm

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Pointsachievable

Arid Watersheds(less than 20” ofrain/year)

Semi-aridWatersheds(between 20” -40”rain/year)

HumidWatersheds (atleast 40”rain/year)

1 point 0.15” 0.225” 0.3”

2 points 0.3” 0.45” 0.6”

3 points 0.45” 0.675” 0.9”

4 points 0.6” 0.9” 1.2”

5 points 0.75” 1.125” 1.5”

� Use permeable pavement and othertypes of pervious surfaces forpedestrian walkways, appropriatevehicular areas, and other requiredhardscapes.

� Use drought tolerant plant species.� Where feasible, increase the coverage

of canopy trees to capture morestormwater.

� Design water features (i.e. fountains,waterfalls, etc) with a recirculatingwater system.

� Store, treat/filter as required, andreuse stormwater for landscapefeatures such as garden fountains,water falls and misting fountains.

� Detain and treat stormwater onsite toreduce peak discharge to MMSDcombined sewer, by using roadsidebioswales, rain gardens andunderground storage areas.

� Use approved storm sewermanufactured devices to filter andclean storm runoff from surfaceparking areas.

� Develop an Erosion Control Planthat meets or exceeds state and localstandards, to eliminate sedimentrunoff and tracking of soil intostreets and the storm sewer system,during construction.

goals� Provide site appropriate water

quantity and quality stormwatermanagement measures.

� Contain stormwater onsite throughthe use of bioswales, rain gardens,permeable pavements andunderground storage.

� Reuse stormwater for plant watering,irrigation and building graywaterreuse.

� Avoid completely using domesticwater for irrigation.

� Minimize the amount of stormwaterentering the MMSD combined sewersystem.

technical strategies� Collect, store and reuse rainwater as a

water source for irrigating landscapedareas and watering urban gardens.

� Wherevever feasible convert existingimpervious areas to pervious surfacesand or green space areas, to reducestormwater runoff.

� Utilize proposed open space areassuch as landscaped roundabouts orpocket park areas (ex. Juneau Ave &10th St- south) as stormwater runoffstorage areas.

� Develop an innovative and cost-effective stormwater managementsystem that meets and exceeds therequirements of the City ofMilwaukee, MMSD and WI DNRand Department of Commerce.

performance indicators� Stormwater management features add

value to the development as a siteamenity. MARKETABILITY(PUBLIC RELATIONS)

� Smaller onsite stormwater collectionand treatment systems lessen theburden on municipalities.COMMUNITY IMPACTS ANDRELATED COST (COMMUNITYINFRASTRUCTURE DEMANDAND ASSOCIATED COSTS)

� Native landscaping, once established,should not require any irrigation,versus weekly and sometimes dailywatering requirements for turf grassin the summertime. For instance a5,000 SF lawn requires 50,000 gallonsof water per summer. At current Cityof Milwaukee water rates, nativelandscaping can save approximately$500 a year in irrigation water cost.PROJECT LIFECYCLE COSTS(OPERATIONS ANDMAINTENANCE COSTS)

� Drip irrigation systems usually costs84

$ benefits

Nativelandscaping cansave approximately$500 annually inirrigation watercost (at currentCity of Milwaukeewater rates).

managing site stormwater

less to install and have lower wateruse and maintenance requirementsCONSTRUCTION COST &PROJECT LIFECYCLE COSTS(OPERATION ANDMAINTENANCE COSTS)

� Permeable pavements improve roadsafety because of better skidresistance. HUMAN IMPACTSAND RELATED COST (HEALTH& WELL-BEING)

� Onsite stormwater managementdevices such as bioretention swales,rain gardens, permeable pavementsand underground storage reduce thepeak flows and volumes, forstormwater going to the publicMMSD combined sewer system.ENVIRONMENTAL IMPACTS(WASTE PRODUCTION) ANDCOMMUNITY IMPACTS ANDRELATED COSTS (ECONOMICIMPACTS)

technologies/techniques� Permeable Pavement. Asphalt,

concrete and modular block paversystems, as well as grass or gravelpavers that allow stormwater to filterthrough open void material in thepaved surface into the ground or intoan underground storage area.

� Rain Gardens. Small vegetateddepressions used to collect, store andinfiltrate stormwater runoff.

� Roadside Bioswales. Landscapeddepression, generally 2 feet deep,located between the sidewalk androadway. Planted with non-turfplantings and trees and underlainwith 2 feet of engineered soil anddraintile piping.

� Underground storage system.Stormwater collection area locatedunderground, using storm piping orthe void area of stone aggregatematerial to temporarily store andpossibly infiltrate stormwater runoff.

� Manufactured storm sewer filteringdevices. Approved and patenteddevices such as Stormceptor,Vortechnics and Baysaver used tocollect and filter out pollutants suchas gas/oils, heavy metal and silt frompaved surfaces.

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performance goals/leed creditsNote: Performance Goals provide the "How to"for achieving the goals and technical strategiesthat are important to the Brewery. Level 1 goalsare required by the Brewery Project, LLC.Level 2 goals are encouraged and suggested, butnot mandatory.

LEED-ND, GCT Prerequisite 1Create and implement an Erosion andSediment Control Plan for allconstruction activities associated with theproject. The Plan and Best ManagementPractices shall meet the requirements andbe approved by the City of Milwaukeeand either WI Department of Commerceor WI Department of Natural Resources,depending on who has jurisdiction.(LEED-ND)

Level 1 (Required)Provide stormwater water qualitytreatment designed to remove oils &greases (for surface parking areas) and40% of the average annual postdevelopment Total Suspended Solids(TSS), in accordance with WI NR151Standards, by implementing BestManagement Practices (BMP's). All BMPtreatment systems shall include amaintenance plan, factor of safety and a

Management Practices (BMP's). All BMPtreatment systems shall include amaintenance plan, factor of safety and asafe overflow plan, in case of clogging orfailure. All manufactured devices requireindependent laboratory testing toconfirm stated levels of TSS removal.

Implement a stormwater managementplan that prevents the post-developmentpeak discharge rate and quantity fromexceeding the pre-development peakdischarge rate, in accordance with theMMSD stormwater ordinancerequirements for greenfield sites.

tools � Hydraflow Hydrographs stormwater

modeling programwww.intelisolve.com

� WinSLAMM (Source Loading andManagement Model) PV & Assoc.,LLC, water quality modeling program

� RECARGA, Version 2.3, Universityof Wisconsin- Madison Civil &Environmental EngineeringDepartment and Water ResourceGroup

� USLE spreadsheet for computingsediment runoff

� Calculation method for determiningthe percent reduction in potablewater use for irrigation, found in the

86

safe overflow plan, in case of clogging orfailure. All manufactured devices requireindependent laboratory testing toconfirm stated levels of TSS removal.

*Make use of roadside bioswales andwater storage areas to meet this Level 1performance goal.

Install landscaping that does not requirepermanent irrigation systems, OR useonly captured rainwater or recycledgraywater (treated as required) forlandscaping irrigation. Temporaryirrigation systems used for plantestablishment are allowed only ifremoved within one year of installation.LEED-ND, GCT CREDIT 3 (Option 2)

Level 2 (Suggested)Implement a stormwater managementplan that prevents the post-developmentpeak discharge rate and quantity fromexceeding the pre-development peakdischarge rate and quantity for the one-and two-year, 24-hour design storms.

Provide stormwater water qualitytreatment designed to remove oils &greases (for surface parking areas) and80% of the average annual postdevelopment Total Suspended Solids(TSS), by implementing Best

LEED NC Rating System - WECredit 1.

supplemental resources � City of Milwaukee Stormwater

Ordinance http://cc-codenew.milwaukee.gov/code/volume1/ch120.pdf

� MMSD Chapter 13 StormwaterOrdinance

� MMSD Stormwater RunoffReduction Program Interim Report,MMSD Contract W91004E03,December 29, 2005

� WI DNR NR151 TechnicalGuidelines and DNR TechnicalStandardswww.dnr.state.wi.us/org/water/wm/nps/stormwater/publications.htm

� Stormwater Best ManagementPractice Design Guide, EPA/600/R-04/121A September 2004.www.epa.gov/ORD/NRMRL/pubs/600r04121/600r04121a.pdf

� Design for and specify plumbingcomponents that perform above:EPACT, State of Wisconsin and Cityof Milwaukee laws for waterconservation.

� Develop strategies to design for graywater reuse systems (for waterclosets, urinal flushing and floordrain washdown). Establishprivate/public partnerships, to allowfor designed systems that areacceptable and approvable by City ofMilwaukee and WI Department ofCommerce plumbing review agencies.

� Make use of existing Brewery storagetanks or other existing tanks forstorage for water reuse systems.

performance indicators� Using strategies and Level 2 goals for

building water savings can provide acost savings of 20-30% on waterutility bills. The current water usagecost in Milwaukee is $9.75/1,000gallons of water used. ProjectLIFECYCLE COSTS(OPERATION ANDMAINTENANCE COSTS)

� By handling reduced water volumes,water/wastewater treatment facilitiescan delay expansion andinfrastructure capital investment

goals� Reuse stormwater for plant watering,

irrigation and building graywateruses.

� Avoid completely using domesticwater for irrigation systems and limitthe amount of potable water used fornon-potable purposes.

� Minimize the amount of stormwaterand building wastewater fromentering the MMSD combined sewersystem.

� Reduce domestic water consumptionin the buildings through properselection of fixtures and equipment.

technical strategies� Design for, specify and construct

plumbing components that arecertified to meet ANSI/NSFStandard 61 for drinking waterstandards.

� Make use of filtered tap watersystems in the building in lieu ofpurchasing and trucking in bottledwater for drinking.

� Design plumbing systems to reducebuilding water use, meeting orexceeding the requirements of theEnergy Policy Act (EPACT) of 1992.

costs, and maintain stable water ratesand municipal taxes. COMMUNITYIMPACTS AND RELATED COST(ECONOMIC IMPACTS)

� The reduction of potable water usein buildings reduces the total amountof water drawn from the lake,aquifers and other natural waterbodies. ENVIRONMENTALIMPACTS

� Using centralized filtered watersystem versus bottled water or watercoolers for drinking water in thebuilding, saves on long term cost ofwater delivery to the buildings.COMMUNITY IMPACTS ANDRELATED COST (ECONOMICIMPACTS)

technologies/techniques� Low flow water fixtures and systems� Waterless urinals and composting

toilets� Sinks, showers, urinals and toilets

with low flow rates, automaticflushing and shut-off controls

� Dual option flushing controls fortoilets

� Chlorine dioxide or UV light fortreating gray water for reuse

� Particulate filter systems for filteringgray water for reuse

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$ benefitsCost savings of 20-30% on waterutility bills.

building water efficiency

performance goals/leed creditsNote: Performance Goals provide the "How to" for achieving the goals and technical strategies thatare important to the Brewery. Level 1 goals are required by the Brewery Project, LLC. Level 2goals are encouraged and suggested, but not mandatory.

LEED-ND, SLL Prerequisite 2Locate development on a site served by existing water or wastewater infrastructure.Replacement or other on-location improvements to existing infrastructure areconsidered existing for the purpose of achieving this prerequisite.

Level 1 (Required)For non-residential buildings andresidential buildings over 3 stories: Employ strategies that in aggregate use20% less water than the water usebaseline calculated for the building (notincluding irrigation) after meeting theEnergy Policy Act of 1992 fixtureperformance requirements. LEEDcalculations are based on estimatedoccupant usage and shall include only thefollowing fixtures (as applicable to thebuilding): water closets, urinals, lavatoryfaucets, showers, and kitchen faucets.ORFor residential buildings 3 stories orfewer, comply with 2 out of 3 of thefollowing requirements:� The average flow rate for all

lavatory faucets must be <= 2.0GPM.

� The average flow rate for allshower heads must be <= 2.0GPM.

� The average flow rate for alltoilets, including dual flushtoilets, must be <= 1.3 GPF.LEED-ND, GCT CREDIT 3

Level 2 (Suggested)For non-residential buildings and

88

The energy policy act: Assessing its impact on utilitiesBy: Amy Vickers / In: Journal of the American Water Works Association

http://www.cepis.ops-oms.org/muwww/fulltext/repind48/energy/energy.html

Federal water efficiency standards for plumbing fixtures and fixture fittings

required by the US Energy Policy Act of 1992

Product Maximum Water Use Compliance DateToilets*

Gravity tank-typeFlushometer tankElectromechanical hydraulicBlowoutjCommercial, gravity tank-type, white two-piece iCommercial, gravity tank-type, white two-piece iFlushometer valvek

Urinals jkShowerheads iFaucets i

Lavoratory iLavoratory replacement aeratorsKitchenKitchen replacement aerators

Metering

1.6 gal/flush1.6 gal/flush1.6 gal/flush3.5 gal/flush3.5 gal/flush1.6 gal/flush1.6 gal/flush1.0 gal/flush

2.5 gpm (80 psi)

2.5 gpm (80 psi)2.5 gpm (80 psi)2.5 gpm (80 psi)2.5 gpm (80 psi)

0.25 gal/cycle (80 psi)

1/1/941/1/941/1/941/1/94

1/1/94 to 12/31/961/1/971/1/971/1/941/1/94

1/1/941/1/941/1/941/1/941/1/94

*Compliance with ASME-ANSI Standards A 112.19.2M-1990 and 112.19.6-1990jNo data on conversion to lower volumekMust bear conspicuous label that states “For Commercial Use Only”iCompliance with ASME-ANSI Standard A112.18.1M-1989

residential buildings over 3 stories: Employ strategies that in aggregate use30% less water than the water usebaseline calculated for the building (notincluding irrigation) after meeting theEnergy Policy Act of 1992 fixtureperformance requirements. LEEDcalculations are based on estimatedoccupant usage and shall include only thefollowing fixtures (as applicable to thebuilding): water closets, urinals, lavatoryfaucets, showers, and kitchen faucets.ORFor residential buildings 3 stories orfewer, comply with all of the followingrequirements:� The average flow rate for all

lavatory faucets must be <= 2.0GPM.

� The average flow rate for allshower heads must be <= 2.0GPM.

� The average flow rate for alltoilets, including dual flushtoilets, must be <= 1.3 GPF.LEED-ND, GCT CREDIT 3.

Reduce potable water use for buildingsewage conveyance by 50% through useof water conserving fixtures (waterclosets, urinals) or non-potable water(captured rainwater or recycledgraywater).

tools� Calculation method and tables for

determining water use savings, foundin the LEED-ND and LEED-NCRating System- WE Credit 2 and 3.

� US Department of Interior WaterMeasurement Manual: A WaterResources Technical Publicationwww.usbr.gov/pmts/hydraulics_lab/pubs/wmm/

supplemental resources� City of Milwaukee and Department

of Commerce Safety & BuildingsPlumbing Code requirements

� ANSI/NSF Standard 61- DrinkingWater System Components- HealthEffects www.nsf.org

� US EPA Code of FederalRegulations, Parts 141-149

� US EPA, 1992 Manual: Guidelinesfor Water Reuse, Office of Water,EPA/625/R-92/004

� US EPA, 1998 Water ConservationPlan Guidelines, Office of Water,EPA-832-D-98-001

� US EPA Water Use EfficiencyProgram www.epa.gov/owm/water-efficiency

� Rocky Mountain Institute, WaterEfficiency: A Resource Guide forUtility Managers, Community

Planners and other Decision Makers,US EPA Office of Water/Office ofWastewater, 1991.www.rmi.org/sitepages/pid76.php

89

energy

“If it were only a few degrees, that would be serious,

but we could adapt to it. But the danger is the warm-

ing process might be unstable and run away. We could

end up like Venus, covered in clouds and with the

surface temperature of 400 degrees. It could be too

late if we wait until the bad effects of warming become

obvious. We need action now to reduce emission of

carbon dioxide.”

- Professor Stephen Hawking -

Lucasian Professor of Mathematics, Cambridge

University, on Larry King Live, Dec 25, 1999

The intent of this section is to help building ownersachieve energy efficiency in the building's mechanicalsystems, and thus realize lower energy and other relatedcost. Renewable energy technologies are also encouragedas an alternative to energy systems that ultimately usefossil fuel as an energy source. In addition to the longterm cost savings of reducing total building energyconsumption and peak electrical demand, these strategieshelp reduce air pollution, slow depletion of fossil fuelsand lessen contributions to global warming and ozonedepletion.

90

goals� The design and construction

professionals, along with the owner,function as a team and providebuilding design through integrateddesign process.

� Provide energy efficient buildingenvelope design.

� Reduce size of mechanical equipmentfor building by reducing buildingheating ventilation and airconditioning demand.

� Incorporate day-lighting to create abetter working environment andreduce lighting power consumption.

� Provide higher efficiency lightingsolutions, consumer equipment, andmechanical equipment to conserveenergy generation.

� Assist development to meet LEEDND certification.

� Consider renewable energy solutions:� Purchasing "green power" from

an offsite party who generatespower from a renewable off sitelocation

� Producing electricity onsite viaphotovoltaic panels or windturbines.

� Design and build an energy neutralbuilding. This building shall consume

zero net energy on an annual basis. � Strive to create a zero carbon

development.

technical strategies� Integrated design process is the key

to achieve total building energyperformance. All parties havingimpact on building design shouldcollaborate and bring ideas to thedrawing board early in the pre-schematic/concept phase of theproject.

� For new construction, provide abuilding envelope that has a betterassembly thermal resistance (R value)than ASHRAE 90.1 2004 table 5.5-6.

� For existing building envelope, addinsulation to the envelope to makeoverall envelope thermal resistance(R value) better than 2006 WisconsinEnrolled Commercial Building Code.

� Provide energy efficient lightingsolutions for the building. The overalllighting power density for buildingshould be equal or lower than thatdefined by ASHRAE 90.1 2004 table9.5.1.

� New and retrofit buildings to havespace occupancy sensors that turnoff lights to the space when it is notoccupied. Integrate the sensors with

the HVAC control system to turn offheating and cooling systems in areasthat are not occupied.

� Incorporate day lighting sensors inthe building lighting system design.Day lighting sensor system shallallow the lights in building perimeterzones to dim or turn off when anIESNA recommended lighting level(fc; foot candle) is met by utilizingnatural day light.

� Provide all heating ventilation and airconditioning (HVAC) as well asdomestic hot water systems withperformance ratings greater than thatdefined by ASHRAE 90.1 2004tables 6.8.1A through 6.8.1G.

� Use an energy analysis software toevaluate the design impact andenergy savings from strategies beingused. Evaluate the cost/benefit datafor the energy saving measures in theschematic and early designdevelopment phase of the project.

� Designate a commissioning authority(CxA) during pre-design phase of theproject. The CxA shall beindependent of the project designteam and shall review the projectthrough design and construction tomake sure it meets project goals.

� Off site renewable energy programs: � Energy For Tomorrow (We

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energy efficiency in buildings

energy

Energies) - Customers are able topurchase power from renewablesources that include wind, solar,hydro and biomass. Participantswho sign up for this programpredetermine the amount ofrenewable energy that will bepurchased based on a percentageof total electricity consumed.The renewable energy providedis at a higher rate thannon-renewable rate. Verify thecurrent rates with We Energiesfor this sustainable program.

� Tradable Renewable Certificates(TRC) - These certificates arepurchased so that electricityconsumers can offset some or allof the traditionally generatedelectricity they use withrenewable energy. Typically theseTRC's are purchased because thelocal utility does not haverenewable energy programs suchas the Energy For Tomorrowprogram (described above)offered by We Energies. TRC'sare also known as renewableenergy credits (REC), greentickets and green tags. Thecompanies that sell thesecertificates are required to keepstrict records and documentation

of the energy produced and theamount of TRC's sold. This is toprevent overselling of the TRC'sand it ensures that the totalamount of renewable energybeing purchased is the amount ofrenewable energy beingproduced.

� Onsite renewable energy sources -Careful consideration should begiven to onsite generation viarenewable sources. There are manyconfigurations possible, however agrid tie system would berecommended in lieu of a batterystorage system, or a stand alonesystem. A battery storage system isbetter applied to remote sites that donot have access to the urban utilityinfrastructure available at this site. Astand alone system may be possible,but typically requires a significantfield area for placement of panels. Agrid tie system sells electricity to theutility and typically puts out the mostelectricity on very sunny summerdays when electrical demand forelectricity is very high. At nightbuildings will consume electricityfrom the utility when the demand onthe utility is very low.

� Typically for this region of thecountry, approximately 100sf of area

is required for 1KW of panels,however a site specific study shouldbe performed prior to proceedingwith the design of an onsiterenewable energy system.

� Utilize building energy consumptionreduction techniques and renewableenergy sources to create a zero netenergy building. On an annual basis,this building shall produce equal toor more energy than it consumes.The energy source should berenewable as well. This also reducesthe carbon generation at the energyplant as less fuel is required tosupport the development.

performance indicators:� In an integrated design approach, the

mechanical engineer will calculateenergy use and cost very early in thedesign, informing designers of theenergy-use implications of buildingorientation, configuration,fenestration, mechanical systems, andlighting options. PROJECTLIFECYCLE COSTS (PROJECTCAPITAL COSTS)

� S.C. Johnson Worldwide built a newenergy efficient professionalheadquarters in Racine, WI in 1997.The annual energy cost for the new

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building is $0.46 per square foot, asignificant savings compared to theprevious facility at $1.15 per squarefoot and the national average for abuilding with similar programming at$2.20 per square foot. PROJECTLIFE CYCLE COSTS (O&MCOSTS)

� In a typical office/commercialbuilding, energy costs average $1.50to $2.50 per square foot, whilesalaries exceed $200 per square foot.Cutting energy use in half typicallysaves $1.00 per square foot per year,while boosting productivity just 5%saves more than $10.00 per squarefoot. HUMAN IMPACTS ANDRELATED COSTS(PRODUCTIVITY)

� Building envelope includes windows(glazing as well as frame) doors, walls,roof, slab for a building. Theenvelope not only protects thebuilding occupants but also providesan indoor environment. It is themedium for flow of energy betweenindoors and outdoor, the greater thetemperature deviation between thetwo; the higher the energy flow.Thus, it is a key component forenergy savings at the Brewery. It isimportant to keep a 'whole buildingapproach' when optimizing the

building for energy savings. A better, more thermally resistant envelope can lead tosmaller HVAC and electrical equipment. Extra financial resources invested in highperformance envelope constructions can reduce investment in mechanical andelectrical systems. The table below indicates how the relationship might look likein a typical building at The Brewery. PROJECT LIFECYCLE COSTS (PROJECTCAPITAL COSTS)

Source: Department of Energy. The above chart indicates the percent of building energy used for a generic commercial build-ing. Building lighting consumption levels should be limited to that defined by ASHRAE 90.1 2004 table 9.5.1 and9.6.1.

Building Energy Used - Commercial Building

� The aggregate of renewable energysystems connected to the grid in thisregion of the United States willlessen the demand in the future fornew conventional power plants tocome online.

� Offsite generation of energy, inparticular electricity, is fairlyinefficient. A fossil fuel power plantis only about 35% efficient whenproducing electricity. The rest iswasted as heat. Additional energy islost during electrical transmission.Thus, onsite generation of electricityby renewable sources conserves fossilfuel, reduces green house gasses, andthen reduces utilities cost for theowner. ENVIRONMENTALIMPACTS (PRIMARYENERGY/GLOBAL WARMINGPOTENTIAL)

technologies/techniques:� At the schematic phase of the

project, create a simplified energymodel for baseline building and theproposed building. Compare theloads and the output. Brainstormenergy saving techniques and use theenergy model to compare andevaluate cost-benefit for thetechniques. Adopt the effective

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� Building lighting consumes 15 to 25% of building energy based on type ofbuilding. Natural day lighting allows reduced electrical lighting power densities inthe perimeter zones. By placing day lighting sensors, the lights in the perimeterspace can be turned off when sufficient day lighting is present. PROJECTLIFECYCLE COSTS (O&M COSTS)

� High efficiency mechanical systems should be used for the Brewery projects. Theminimum efficiency levels are defined by ASHRAE 90.1 2004 Chapter 6.PROJECT LIFECYCLE COSTS (O&M COSTS)

� The process of commissioning HVAC systems applies to existing buildings, as wellas to new construction. Commissioning methodology is used to solve persistentproblems in existing buildings, as a component of a comprehensive preventativemaintenance program, or to commission post-occupancy facility modifications.Ineffective communication and coordination between designers and contractors,and among contractors, can produce HVAC systems with installation deficienciesthat do not perform properly. Without verification of the correct interaction andoperation of all systems and components, system performance as specified andintended is unlikely to occur. PROJECT LIFECYCLE COSTS (O&M COSTS)

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techniques. Develop the HVAC systems and finalize the specifications early in thedesign phase.

� Following minimum envelope thermal resistance (R values) should be used fornew construction buildings at The Brewery Project:

� All existing and new building envelopes should be sealed, caulked, gasketted orweather-stripped based on ASHRAE 90.1 2004 section 5.4.3.

� By applying external shading devices on the West and East facades of the building,the building cooling load can be reduced. The fins should be mounted in alocation to allow for day lighting, yet reduce the building heat gain in theperimeter zones. External shading also reduces glare and increases occupantcomfort.

� By placing occupancy sensors in all private and common spaces, the lights can beturned off automatically when no occupant motion is sensed for a duration oftime. This conserves electrical energy and resources used in generating it.

� The minimum space supply air/ventilation air can be reset to zero if no occupantsare detected at the occupancy sensors for lights. The mechanical buildingautomation control system will be integrated with the space lighting occupancy

sensors for this energy savingtechnique to be cost effective. Codevariance may be required as well.

� Integrate building perimeter lightswith day light sensors. A day lightintegrated system consists of acontrol photo-sensor that is locatedin the space. This sensor sends asignal to the day light integrationcontroller that either turns off theelectric lights or sends a signal todimming unit to dim the lights (basedon the system). The system works tomaintain a set lighting level in thespace.

� Interior automated or manual shadingdevices can be used to reduce energyconsumption and glare. Interiorshades can either be integrated withthe lighting sensors (to reduce orincrease the light levels in the space),or can be controlled manually.

� If a space has high outside airrequirement then exhaust/relief airheat recovery systems should beevaluated. Heat recovery systemsvary from enthalpy wheels to runaround recovery coils. The bestsystem for a building is based on theapplication, function and loads ofthat specific building. An energyanalysis should be performed toevaluate different options and select

Elements Assembly minimumR value [h-ft2-F/Btu]

Assembly maximumU value [Btu/h-ft2-F]

Assembly maximumSHGC

Roof 25

Wall 20

Slab on gradefloor 10

Glazing north 0.3 0.4

Glazing non-north 0.3 0.25Skylight 0.35 0.25

best interests by delivering a facilitywith systems that perform asspecified, intended and paid for.

� In an earth pipe/concrete pipesystem, building outside air passesthrough large concrete pipes buriedbelow grade prior to entering thebuilding ventilation system. Thesepipes are buried below the earth frostline (about 5 feet below grade), sincethe earth temperature is about 55degrees for The Brewery area andremains fairly constant year-round. Insummer the concrete pipes pre-coolthe outside air and in winter thepipes pre-heat the outside air. Pipesshould be sized to minimizeadditional fan static pressure (thatconverts into additional energy)required. Also, careful considerationshould be given to condensationremoval from the pipes. By utilizingground as a heat sink, buildingmechanical cooling and heating loadsare reduced.

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the most feasible option. � Energy analysis should be performed

based on ASHRAE 90.1-2004Appendix G. A combination ofDOE-2 (version 2.1E) and VisualDOE can be used to performenhanced energy modeling of abuilding. DOE-2 is a widely used andaccepted building energy analysisprogram, created by LawrenceBerkeley Lab at UCLA that canpredict the energy use and cost for alltypes of buildings. DOE-2 uses adescription of the building layout,constructions, operating schedules,conditioning systems (lighting,HVAC, etc.) and utility rates providedby the user, along with weather data,to perform an hourly simulation ofthe building and to estimate utilitybills. Visual DOE is a graphicalinterface that allows the user to inputthe building graphically, and itinterprets the numerical code ofDOE-2 to produce the energymodeling results in graph form.Visual DOE 4.1, a Windowsapplication, is being used worldwideby private architects and engineers,utilities, national laboratories,universities, and others to evaluateenergy costs for alternative buildingsystem designs. eQuest, Energy 10 or

other simpler energy analysisprograms can also be used based onthe detail of energy analysis required.

� Commissioning is a systematicprocess that addresses these issues(See Performance Managementsection). It facilitates and ensures therequired communication,coordination, testing, andverification, and results in thedelivery of a building whose HVACsystems perform as intended.Effective HVAC commissioning is anintentional, visible, cooperative andproactive process. It includes designreview, installation verification,proper system start-ups, andfunctional performance tests,operations and maintenance (O&M)training, and completedocumentation of the HVACsystems. It assists in the coordinationof construction schedules andsequences to facilitate an efficientconstruction process and challengessystems to perform as designedunder all specified modes ofoperation. O&M staff trainingprovides a basis for continuedoptimum HVAC systemsperformance throughout a facility'sexistence. In summary,commissioning serves the owner's

Earth pipe/concrete pipe system

� The double skin façade is used as aheat extraction device in summermonths and reduces the cooling loadon the building. Outside air entersthe façade system at the bottom. Theair warms up as it picks up energyfrom the façade. Warm air rises tothe top of the building where it exitsout.

� In winter, the double skin façadeworks as a heat recovery device. Coldair enters the façade system at thebottom of the façade. As it warmsup due to solar energy, it rises to thetop where it is routed to the buildingmechanical systems as pre-heated air.

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� A second layer of façade can be placed in front of the conventional façade tocreate a double skin design for the building. This provides the building withmultiple opportunities to conserve energy. Hot air stack effect can be utilizedbetween the two facades. Building cooling and heating loads are reduced bycreating a buffer zone between outside and inside. Operable windows can beplaced in the interior façade to utilize natural ventilation.

� The graphic below describes a typical single story double skin façade.

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� Chilled beams can be used to meetcooling and heating loads of space.There are two types of chilled beams,passive and active. Passive chilledbeams utilize the natural convectionto cool or heat the space. Ventilationair is provided separately to thespace. Active chilled beams consist ofdiffusers and introduce ventilation airto space in addition to maintainingair temperature. Chilled beams donot dehumidify the space and arefeasible for low space load conditions(generally less than 20 btu/h/ft2).Since chilled beams require coolwater instead of chilled water,evaporative coolers can be utilized toprovide 65oF water. Also reclaimedheat and condensing boilers can beused to generate warm water (120oF)for heating. Chilled beam systemsshould be engineered for the buildingand should not be oversized. It is afeasible system for The Brewerywhen building infiltration isminimized at the envelope, primaryairflow is increased, outdoor air(ventilation air) to space isdehumidified prior to introducing tospace, morning start-up is controlledand gradual, and space loads areminimized.

� Under floor air distribution system(UFAD) can be utilized for thebuilding to provide a higherefficiency mechanical system witheffective performance and individualcontrols for comfort. This systemutilizes a raised (accessible) floorsystem build above the floor slab tocreate an air plenum. This plenum ispressurized and air is suppliedthrough floor mounted swiveldiffusers that can be turned down.Air temperature and pressure ismaintained in the plenum. Air isreturned through an over headsystem. Fan powered boxes are usedin the perimeter zones to meetadditional heating load.

� Displacement ventilation can beutilized for open spaces such asentrance lobbies, atriums, rooms withhigh ceilings, and large multipurposerooms in The Brewery Projectbuildings. Displacement ventilationinvolves introduction of fresh supplyair at floor level in space and captureof contaminated air at ceiling level.Air is introduced into the space at avery low velocity to make sure thereis no air mixing and turbulent aircurrents in the space. As the graphicbelow indicates, the fresh air starts torise when it meets a 'load'. The air

stays fresh in the breathing zone. Air is supplied at temperatures close to 61oF tothe space. This system is engineered to avoid cold drafts at feet and very highvertical temperature gradient.

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“Underfloor Air Distribution System,” Tom Weber, U. of California Lawrence Berkeley National Laboratory, 2004

� Solar Chimneys are very effective in inducing updraft for natural ventilation in abuilding. The number of fans used in the building can be reduced, leading tolower project initial cost as well as operating cost and energy. Solar chimneys areengineered and incorporated into the building architecture through integrateddesign approach. These chimneys can be designed in multiple ways for differentapplications. They can be painted black to generate larger hot air stack effect. Solarpanels can be incorporated. A paint that varies in color can be painted such that itcoordinates with the location of the sun and seasons to induce more or less stackeffect. Exhaust damper controls can be incorporated. If there is enough stack

effect, a vertical wind turbinegenerator can also be placed in thechimney to produce electrical power.Heat recovery coils can be placed atthe chimney to recover heat fordomestic hot water system from airbeing exhausted. An energy-costanalysis should be performed onevery building to design theappropriate system for that building.

� Onsite renewable energy sources -Photovoltaics/Solar Panels: usingsolar energy as energy source forbuilding systems. Onsite solar panelscan provide up to 40% of energyneeded for hot water heaters and10%-15% of energy needed forelectricity in the building. Thesesystems, which can be placed onsitein an open area or on the roof of abuilding, are encouraged to beutilized as part of a sustainabledesign.

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� Onsite renewable energy sources -Wind Turbines: using wind energy asan energy source for buildingsystems. Wind turbines have a fasterpay back than photovoltaics and arealso encouraged to be utilized as partof a sustainable design.

performance goals/leed creditsNote: Performance Goals/LEED Creditsprovide the "How to" for achieving the Goalsand Technical Strategies that are important tothe Brewery. Level 1 goals are required by theBrewery Project, LLC. Level 2 goals areencouraged and suggested, but not mandatory.

Level 1 (Required)� Provide for zero use of CFC-based

refrigerants in new base buildingHVAC and refrigeration systems.When reusing existing HVACsystems, conduct an inventory toidentify equipment that uses CFCrefrigerants and provide areplacement schedule for theserefrigerants. For new buildings,specify new HVAC equipment in thebase building that uses no CFCrefrigerants. LEED-NC, EAPREREQ. 3

Level 2 (Suggested)� Design the building project to

comply with both the mandatoryprovisions (Sections 5.4, 6.4, 7.4. 8.4,9.4 and 10.4) of ASHRAE/IESNAStandard 90.1-2004 (withoutamendments); and the prescriptiverequirements (Section 5.5, 6.5, 7.5and 9.5) or performancerequirements (Section 11) ofASHRAE/IESNA Standard 90.1-2004 (without amendments).LEED-NC, EA PREREQ. 2

� Complete “fundamental”commissioning of the buildingenergy systems in accordance withthe requirements of the LEED-NC,EA section Reference Guide. For adetailed description of fundamentalcommissioning, please refer to thePerformance Management Section.LEED-NC, PREREQ. 1

� Design and construct at least 90% ofall buildings in the development suchthat they meet one of the followingrequirements according to theappropriate category: LEED-ND,GCT Credit 2

Category 1: For non-residential buildingsand residential buildings over 3 stories:

Photovoltaic PanelsCooper School - Milwaukee, Wisconsin

OPTION 1 - WHOLE BUILDINGENERGY SIMULATIONDemonstrate a minimum 10%improvement in the proposed buildingperformance rating compared to thebaseline building performance rating perASHRAE/IESNA Standard 90.1-2004(without addenda) by a whole buildingproject simulation using the Buildingperformance Rating Method in AppendixG of the Standard. Appendix G requiresthat this energy analysis include ALL ofthe energy costs within and associatedwith the building project. To achieve thispoint, the proposed design:� Must comply with the mandatory

provisions (Sections 5.4, 6.4, 7.4, 8.4,9. and 10.4) in Standard 90.1-2004(without addenda)

� Must include all the energy costswithin and associated with thebuilding project; and

� Must be compared against a baselinebuilding that complies with AppendixG to Standard 90.1-2004 (withoutaddenda). The default processenergy cost is 25% of the totalenergy cost for the baseline building.For buildings where the processenergy cost is less than 25% of thebaseline building energy cost, theLEED submittal must includesupporting documentation

substantiating that process energyinputs are appropriate.

For the purpose of this analysis, processenergy is considered to include, but is notlimited to, office and generalmiscellaneous equipment, computers,elevators and escalators, kitchen cookingand refrigeration, laundry washing anddrying, lighting exempt from the lightingpower allowance (e.g. lighting integral tomedical equipment) and other (e.g.waterfall pumps). Regulated (non-process) energy includes lighting (such asfor the interior, parking garage, surfaceparking, façade, or building grounds,except as noted above), HVAC 9 such asfor space heating, space cooling, fans,pumps, toilet exhaust, parking garageventilation, kitchen hood exhaust, etc.),and service water heating for domestic orspace heating purposes.

For this credit, process loads shall beidentical for both the baseline buildingperformance rating and for the proposedbuilding performance rating. However,project teams may follow the ExceptionalCalculation Method (ASHRAE 90.1-2004G2.5) to document measures that reduceprocess loads. Documentation ofprocess load energy savings shall includea list of the assumptions made for both

the base and proposed design, andtheoretical or empirical informationsupporting these assumptions.OROPTION 2 - PRESCRIPTIVECOMPLIANCE PATH AComply with the prescriptive measures ofthe ASHRAE Advanced Energy DesignGuide for Small Office Buildings or theAHSRAE Advanced Energy DesignGuide for Small Retail Buildings, asappropriate to building type. Thefollowing restrictions apply:� Buildings must be less than 20,000

square feet.� Buildings must be office or retail

occupancy.� Project teams must fully comply with

all applicable criteria as established inthe Advanced Energy Design Guidefor the climate zone in which thebuilding is located.

OROPTION 3 - PRESCRIPTIVECOMPLIANCE PATH BComply with the Basic Criteria andPrescriptive Measures of the AdvancedBuildings BenchmarkTM Version 1.1 withthe exception of the following sections1.7 Monitoring and Trend-logging, 1.11Indoor Air Quality, and 1.14 NetworkedComputer Monitor Control. Thefollowing restrictions apply:

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� Project teams must fully comply withall applicable criteria as established inAdvanced Buildings Benchmark forthe climate zone in which thebuilding is located.

Category 2: For residential buildings 3stories or fewer:

Qualify as an ENERGY STAR Home byeither a performance path (through aHome Energy Rating - HERS Indexrating) or a prescriptive path (BuildingOption Package or BOP).

2 POINTS CAN BE EARNED ASFOLLOWS:Design and construct at least 90% of allbuildings in the project such that theymeet one of the following requirementsaccording to the appropriate category:

Category 1: For non-residential buildingsand residential buildings over 3 stories:OPTION 4 - WHOLE BUILDINGENERGY SIMULATIONDemonstrate a minimum 15%improvement in the proposed buildingperformance rating compared to thebaseline described above in OPTION 1of Category 1.OROPTION 5 - PRESCRIPTIVECOMPLIANCE PATH A

Comply with the prescriptive measures ofthe ASHRAE Advanced Energy DesignGuide for Small Office Buildings or theAHSRAE Advanced Energy DesignGuide for Small Retail Buildings, asdescribed above in OPTION 2 ofCategory 1.

Category 2: For residential buildings 3stories or fewer:

Qualify as an ENERGY STAR Home byeither a performance path (through aHERS Index rating) or a prescriptivepath (builder Option Package or BOP).

3 POINTS CAN BE EARNED ASFOLLOWS:Design and construct at least 90% of allbuildings in the project such that theymeet one of the following requirementsaccording to the appropriate category:

Category 1: For non-residential buildingsand residential buildings over 3 stories:

OPTION 6 - WHOLE BUILDINGENERGY SIMULATIONDemonstrate a minimum 20%improvement in the proposed buildingperformance rating compared to thebaseline described above in OPTION 1of Category 1.

OROPTION 7 - PRESCRIPTIONCOMPLIANCE PATH AComply with the prescriptive measures ofthe ASHRAE Advanced Energy DesignGuide for Small Office Buildings or theASHRAE Advanced Energy DesignGuide for Small Retail Buildings, asdescribed above in OPTION 2 ofCategory 1.

Category 2: For residential buildings 3stories or fewer:

Exceed the ENERGY STAR for Homesrequirements by achieving a minimumHERS Index of at least 75 for IECC (asper the LEED-ND GCT Credit 2)Climate Zone 6 (Milwaukee).

Use onsite renewable energy sources.LEED-ND, GCT Credit 13

OPTION 1 - (PRESCRIPTIVE)ELECTRICAL BASELINE Design and incorporate the use of sharedonsite nonpolluting renewable energygeneration technologies with peakelectrical generating capacity of at least5% of the development's specifiedelectric service load.

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OPTION 2- (PERFORMANCE)TOTAL ENERGY BASELINEDesign and incorporate the use of sharedonsite nonpolluting renewable energygeneration technologies with peakelectrical generating capacity of at least5% of the development's annual electricaland thermal consumption, as establishedthrough an accepted building energyperformance simulation tool.

For both options, calculations for totalonsite energy can include future site orbuilding-integrated systems, stipulatedthrough CCC&R's or other bindingdocuments.

Provide at least 35% of the building'selectricity from renewable sources byengaging in at least a two-year renewableenergy contract. Renewable sources are asdefined by the Center for Resourcesolutions. LEED-NC, EA Credit 6

tools� VisualDoe, a front end to DOE 2.1E.

Architectural Energy Corporation,www.archenergy.com

� Equest, DOE2.2 based energysimulation tool,www.doe2.com/equest/

� ASHRAE, American Society ofHeating, Refrigeration and Air

Conditioning Engineers,www.ashrae.org

� PVWatts, grid connected PVproduction estimator,http://rredc.nrel.gov/solar/calculators/PVWATTS/

� Solar Radiation History Resource,http://rredc.nrel.gov/solar/old_data/nsrdb/redbook/atlas/

supplemental resources� Advanced buildings,

www.advancedbuildings.org� Building Upgrade Manual Energy

Star, www.energystar.gov� Building Energy Codes Program U.S.

Department of Energy,www.energycodes.gov

� Office of Energy Efficiency andRenewable Energy U.S. Departmentof Energy, www.eere.energy.gov

� American Wind Energy Association(AWEA) www.awea.org

� WE Energies Renewable EnergyPrograms, http://www.we-energies.com/business_new/altenergy/renewable.htm

� United States Department of Energy- Green power,http://www.eere.energy.gov/greenpower/ Chilled Beam ApplicationGuidebook by REHVA, Guidebooknumber 5.

� Displacement ventilation in non-industrial premises by REHVA,Guidebook number 1.

� Massachusetts Institute forTechnology's (MIT) Laboratory forEnergy and the Environment,http://lfee.mit.edu/metadot/index.pl

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materials + resources

"Obviously, the highest type of efficiency is that which

can utilise existing material to the best advantage.”

- Jawaharlal Nehru -

First Prime Minister of India (1889 - 1964) Buildings consume enormous amounts of resourcesand generate significant amount of waste. Themanufacture of building materials also contribute to wasteand generate pollution. Poor indoor air quality lowersproductivity and can affect the health of buildingoccupants. The goal is to select and use materials thatcontribute to a healthy environment while minimizing theuse of resources.

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goals� Extend the life cycle of existing building stock� Retain cultural resources� Reduce waste� Reduce environmental impacts of new buildings as they relate to materials

manufacturing and transport� Reuse existing building materials and products to reduce demand for virgin

materials� Encourage use of historic buildings in a manner that preserves their historic

materials and character

technical strategies � Certain buildings have been identified to be reused and are noted on the following

development photo:

performance indicators� Reuse of existing buildings and

building materials can provide forlower up front construction cost onbuilding construction projects. Forinstance a building reuse project foran Energy Resource Center inCalifornia realized savings of: 87%for masonry work, 57% for sitework, 49% for concrete work and70% in carpentry costs. PROJECTCONSTRUCTION COSTS

� Reuse of existing buildingconstruction lessens the negativeimpact on the environment and thedepletion of natural resources.ENVIRONMENTAL IMPACTS(WASTE REDUCTION)

technologies/techniques� Identify opportunities to incorporate

existing building elements andmaterials into the proposed newproject.

� Elements to consider are structureand envelope.

� Consider salvaged materials such asbeams and posts, flooring, paneling,doors and frames, cabinetry andfurniture, brick and decorative items.

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materials + resources

building and material reuse

Brewery Project LLC Demolition Abatement Plan, Phase 1

goals� Use recycled materials to reduce the

environmental impact of extractionand processing of virgin materials.

technical strategies� For roadways, sidewalks, curbs,

concrete pipe and parking lots(exclude above-ground structuredand underground parking), if presentin the project, shall use the indicatedrecycled materials.

performance indicators� Reuse of materials for infrastructure

construction lessens the negativeimpact on the environment and thedepletion of natural resources.COMMUNITY IMPACTS ANDRELATED COST (COMMUNITYINFRASTRUCTURE DEMANDAND ASSOCIATED COSTS)ENVIRONMENTAL IMPACTS(WASTE PRODUCTION)

technologies/techniques� Any aggregate base and aggregate

subbase shall be recycled aggregatematerials from crushed Portlandcement concrete and asphaltconcrete.

infrastructure material use50% (by area) of the completed building.Use salvaged, refurbished or reusedmaterials such that the sum of thesematerials constitutes at least 5%, basedon cost, of the total value of materials onthe project. LEED-NC, MR CREDIT 1.3

tools� Salvaged Building Materials Exchange

Green Building Resource Guide,www.greenguide.com/exchange/search.html

supplemental resources � Building Materials Reuse Association,

www.ubma.org� Used Building Materials Exchange,

www.build.recycle.net� Potential salvage material suppliers

performance goals/leed creditsNote: Performance Goals/LEED Creditsprovide the "How to" for achieving the Goalsand Technical Strategies that are important tothe Brewery. Level 1 goals are required by theBrewery Project LLC. Level 2 goals areencouraged and suggested, but not mandatory.

Level 1 (Required)For existing buildings that are deemedreusable, maintain 50% (based on surfacearea) of the existing building structure(including structural floor and roofdecking) and envelope (including exteriorskin and framing, excluding windowassemblies and non-structural roofingmaterial). Hazardous materials that areremediated as a part of the project shallbe excluded from the calculation of thepercentage maintained.

Reference Site Design and Planningtechnical section (building/siterelationship and building reuse)performance goals/LEED-ND, GCTCredits 4 and 5, for building reuse.

Level 2 (Suggested)Use existing interior non-structuralelements (interior walls, doors, floorcoverings and ceiling systems) in at least

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� Any Portland cement concretepavement shall contain:� Recycled mineral admixtures to

reduce by at least 25% theconcrete mix's typical Portlandcement content, AND

� A minimum of 10% by volumereclaimed concrete materialaggregate.

� Any Portland cement concrete pipingshall contain recycled mineraladmixtures to reduce by at least 25%the concrete mix's typical Portlandcement content. LEED-ND, GCTCredit 17

supplemental resources � Local asphalt and concrete

plants/suppliers/contractors� Recycled aggregates and concrete

pavements , Concrete Technologies,www.cement.org/tech/cct_aggregates_recycled.asp

� Recycled Concrete Materials Report,Ohio DOT,http://www.dot.state.oh.us/testlab/In-House-Research/consolidated%20results%20of%20RCM%20tests.PDF

� Investigation of Recycled AsphaltPavement Mixtures, U. of MN,Center for Transportation Studies,www.cts.umn.edu/Research/Project

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� Any asphalt base shall be recycledasphalt pavement.

� Any asphalt concrete pavement shallhave one of the following materials: � Recycled asphalt pavement� Rubberized asphalt concrete

from crumb rubber from scraptires

� Pre-consumer or post-consumerasphalt roofing shingles

� Any Portland cement concretepavement shall contain reclaimedconcrete material aggregate andrecycled mineral admixtures such as:� Coal fly ash� Ground granulated blast furnace

slag� Rice hull ash� Silica fume� Other pozzolanic industrial by-

product� Any Portland cement concrete piping

shall contain recycled mineraladmixtures such as:� Coal fly ash� Ground granulated blast furnace

slag� Rice hull ash� Silica fume� Other pozzolanic industrial by-

product

performance goals/leed creditsNote: Performance Goals/LEED Creditsprovide the "How to" for achieving the Goalsand Technical Strategies that are important tothe Brewery. Level 1 goals are required by theBrewery Project LLC. Level 2 goals areencouraged and suggested, but not mandatory.

Level 1 (Required)Roadways, sidewalks, curbs, concrete pipeand parking lots (exclude above-groundstructured and underground parking), ifpresent in the project, shall use recycledmaterials as follows:� Any aggregate base and aggregate

subbase shall be 90 % by volumerecycled aggregate materials such ascrushed Portland cement concreteand asphalt pavement.

� Any asphalt base shall be a minimum15% by volume recycled asphaltpavement.

� Any asphalt concrete pavement shall: � Be a minimum 15% by volume

recycled asphalt pavement, OR� Be a minimum 15% by volume

rubberized asphalt concrete fromcrumb rubber from scrap tires(crumb rubber modifier), OR

� Include a minimum of 5% (oftotal weight) of pre-consumer orpost-consumer asphalt roofingshingles.

goals� Use recycled materials to reduce the environmental impact of extraction and

processing of virgin materials.� Increase demand for building products that incorporate recycled content materials.

technical strategies� Establish a project goal for recycled content materials. � When selecting products and materials, consider a range of environmental,

economic and performance attributes.

building material useDetail.html?id=1996038� Technical Standard for use of fly-ash

in Concrete, ASTM Standard C618,www.astm.org

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performance indicators� Use of recycled building materials

and/or materials with recycledcomponents for buildingconstruction lessens the negativeimpact on the environment and thedepletion of natural resources.ENVIRONMENTAL IMPACTS(WASTE PRODUCTION)

performance goals/leed creditsNote: Performance Goals/LEED Creditsprovide the "How to" for achieving the Goalsand Technical Strategies that are important tothe Brewery. Level 1 goals are required by theBrewery Project LLC. Level 2 goals areencouraged and suggested, but not mandatory.

Level 2 (Suggested)Use materials with recycled content suchthat the sum of post-consumer recycledcontent, plus one-half of the pre-consumer content, constitutes at least10% (based on cost) of the total value ofthe materials in the project.

Use building materials or products thathave been extracted, harvested orrecovered, as well as manufactured,within 500 miles of the project site for aminimum of 10% (based on cost) of thetotal materials value.

Use rapidly renewable building materialsand products (made from plants that aretypically harvested within a ten-year cycleor shorter) for 2.5% of the total value ofall building materials and products usedin the project, based on cost.

Use a minimum of 50% of wood-basedmaterials and products, which arecertified in accordance with the ForestStewardship Council's (FSC) Principlesand Criteria, for wood buildingcomponents. These components includebut are not limited to, structural framingand general dimensional framing,flooring, sub-flooring, wood doors andfinishes. LEED-NC, MR 4-7

tools� Method, calculations and tables for

determining quantities, forsustainable materials used, from theLEED-NC Materials and Resourcessection, Credits 4-7.

� Method for defining recycled content,International Standard, ISO 14021-1999- Environmental Labels andDeclarations- Self-DeclaredEnvironmental Claims (Type IIEnvironmental Labeling) www.iso.org

� Green Seal program,http://www.greenseal.org/

supplemental resources � Certified Forest Products Council,

www.certifiedwood.org� EcoDesign Building Products,

www.ecodesign.bc.ca/products� Forest World, www.forestworld.com� GreenSpec: The Environmental

Building News Product Directory,www.greenspec.com

� Matrix of recycled content levels andproduct availability,http://www.ciwmb.ca.gov/GreenBuilding/Materials/Matrix.htm

� Recycled Contents ProductsDatabase, www.ciwmb.ca.gov/rcp

� Oikos, www.oikos.com� Guide to Resource-Efficient Building

Elements, www.crbt.org/index� Recycled content products

manufacturers database,http://www.ciwmb.ca.gov/rcp/

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goals� Reduce the amount of waste

generated by building occupants thatis hauled to and disposed of inlandfills.

� Promote ongoing resourceconservation in the operation of thebuilding.

technical strategies� Design building to accommodate

areas for recycling of waste materials� Provide an easily accessible area(s)

dedicated to the collection andstorage of non-hazardous materialsfor recycling.

� Items to be recycled:� Containers� Plastic� Cans� Glass� Paper� Newspaper and advertising

inserts� Corrugated cardboard� Magazines, catalogs and

phone books� Prepare an operational waste

prevention and recycling plan. Have

comprehensive wastemanagement

an assigned person responsible forthe implementation and updating ofthe plan as necessary.

� Educate building users and offerincentives/reward programs forrecycling

� Adopt green meeting practices� Make purchasing decisions that use

products with recycled content, avoidproduct with excessive packaging, etc.

performance indicators� Recycling keeps prices down

COMMUNITY IMPACTS ANDRELATED COST (ECONOMICIMPACTS)

� Recycling cuts down on the amountof garbage we throw away and bury(ENVIRONMENTAL IMPACTS(WASTE PRODUCTION)

� Recycling reduces air pollution(ENVIRONMENTAL IMPACTS(WASTE PRODUCTION)

� Recycling conserves our naturalresources (ENVIRONMENTALIMPACTS (WASTEPRODUCTION)

� Recycling creates jobsCOMMUNITY IMPACTS ANDRELATED COST (ECONOMICIMPACTS)

technologies/techniques� Designate well marked collection and

storage areas for recyclables. Theabove table provides guidelines forthe recycling storage area based onoverall building square footage. Theintent is for the building owner andthe design team to size the facilitiesappropriately to the specific buildingoperations.

� Incorporate into the building design,recycling facilities such ascompactors, chutes or othertechnologies to accommodatepredicted volumes.

performance goals/leed creditsNote: Performance Goals/LEED Creditsprovide the "How to" for achieving the Goals

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Recycling Area Guidelines

Commercial BuildingSquare Footage [sf]

MinimumRecycling area

[sf]0 to 5,000 82

5,001 to 15,000 12515,001 to 50,000 175

50,001 to 100,000 225100,001 to 200,000 250200,001 or greater 500

and Technical Strategies that are important tothe Brewery. Level 1 goals are required by theBrewery Project LLC. Level 2 goals areencouraged and suggested, but not mandatory.

Level 1 (Required)Publicize the availability and benefits ofthe drop-off point(s), station(s), orservices:� Include at least one drop-off point as

part of the project, available to allproject occupants for office orhousehold potentially hazardouswastes such as paints, solvents, oils,batteries; OR determine that thelocal government jurisdictionprovides services for collecting thesematerials. If a plan for post-collection disposal or use does notexist, establish one.

� Include at least one recycling or reusestation as part of the project,available to all project occupants,dedicated to the separation,collection, and storage of materialsfor recycling, including at aminimum: paper, corrugatedcardboard, glass, plastic and metals;OR determine that the localgovernment jurisdiction providesservices for recycling services forthese materials. If a plan for post-

collection use does not exist,establish one.LEED-ND, GCT Credit 19

Level 2 (Suggested)� Include at least one compost station

as part of the project, available to allbuilding occupants, dedicated to thecollection and composting of foodwastes; OR determine that the localgovernment jurisdiction providesservices for composting materials. Ifa plan for post-collection use doesnot exist, establish one.LEED-ND, GCT Credit 19

Prepare and implement a building userrecycling plan and guidelines inconformance with the MilwaukeeRecycles website.

tools� Mayoral Directive on Waste

Prevention and Efficient MaterialsManagement Policies of 1996.

� McGraw-Hill Recycling Handbook byHerbert F. Lund, McGraw-Hill, 2000.

� GSA Recycling and Waste ReductionFact Sheet

supplemental resources� City of Milwaukee Recycling,

http://www.mpw.net/Pages/MilwaukeeRecycles.htm

� Earth 911, Information regional linkson recycling,www.earth911.org/master.asp

� U. S. Conference of Mayors,information on workplace recyclingefforts,www.usmayors.org/USCM/recycle

� Recycling/pollution preventionresource, EPA Office of Solid Waste,www.epa.gov/epaoswer/osw/recycle.htm

� Building for Environmental andEconomic Sustainability (BEES)Software offers information on costeffective, environmentally-preferablebuilding products.http://www.bfrl.nist.gov/oae/software/bees.html

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indoor environmental quality

"In the struggle to build cost-effective buildings, it is

easy to forget that the ultimate success or failure of a

project rests on its indoor environmental quality.

Healthy, comfortable employees are invariably more

satisfied and productive."

- Whole Building Design Guide,

WBDG Sustainable Committee -

June 2007

Acceptable indoor air quality is defined by ASHRAE62-1989 as "air in an occupied space toward which asubstantial majority of occupants express nodissatisfaction and in which there are not likely to beknown contaminants at concentrations leading toexposure that pose a significant health risk." A high levelof indoor environmental quality is a goal that can have asignificant positive affect on the building occupants'health, which in turn leads to lower absenteeism rates andhigher productivity. Through the strategies andtechnologies following, a building can be a healthy placeto live work and/or play, as well as a place where thebuilding occupant has the opportunity to monitor andcontrol for optimum thermal comfort.

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goals� Provide a comfortable temperature

and humidity environment in thebuilding.

� Provide a clean and pollutant freeenvironment during, as well as post-,construction/renovation.

� Eliminate tobacco use within thebuilding to create a healthyenvironment for all.

� Provide individual and specific grouplighting control to promoteproductivity, comfort and satisfactionamong building occupants.

� Provide individual control forthermal comfort.

� Provide a well ventilated building.� Strive for a 'living' building that

makes the Brewery neighborhoodand environment healthier.

� Provide space with excellentacoustical characteristics based on theprogram and use of the space.

technical strategies� Provide mechanical or natural space

ventilation to maintain thermalcomfort conditions as per theASHRAE 55 2004 requirements.

Incorporate into the design in theearly phases of the project.

� Provide building mechanical systemsthat would meet or exceed theoutside air requirements set byASHRAE 62.1 2004. For naturallyventilated spaces meet the ASHRAE62.1 2004 requirements.

� Prohibit smoking in the buildings.Designate exterior smoking areaslocated away from the buildingentries.

� Control dust and pollutants duringthe construction/renovation process.Follow guidelines created bySMACNA to reduce indoor airquality problems duringconstruction/renovation.

� Protect construction materials frommoisture damage and provide acomfortable and clean environmentfor the construction workers.

� Provide building flush out post-construction and pre-occupancy ofbuilding users. This reduces the spacepollutants present after constructionclean up is completed and reducesbuilding construction material odor.

� Adhesives, sealants, sealant primers,paints, coatings, wood finishes andother such compounds used during

construction are one of the majorsources of pollutants in the building.Use adhesives and sealants withlower VOC (Volatile OrganicCompounds) levels.

� Provide occupancy lighting sensorsfor all spaces to conserve lightingenergy when space is not in use.

� Provide individual lighting levelcontrols for individual occupants andcommon multi-use spaces.

� Provide a building HVAC system thatallows thermal comfort control forindividual occupants or specificgroups in multi-occupant spaces.

� Provide active and passive living wallsinside the buildings. Multiple smallerliving wall systems can also bedesigned to serve individual spaces.

� There are four major aspects ofspace acoustics to consider whendesigning a space. These aspectsshould be evaluated throughintegrated design approach in orderto apply the best strategies andtechniques to meet the spaceacoustical programmingrequirements. The four aspectsinclude; external sound isolation,MEP sound source control,equipment vibration control, and

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indoor environmental quality

indoor environmental quality

room acoustical characteristics.� External sound is the sound entering

the building from sources external tothe building. This includes traffic andexternally located equipment noise.

� MEP sound control can be sub-divided into transmission noise fromequipment (for example, noisethrough mechanical room walls andnoise through ceiling for aboveceiling mounted equipment) andairborne noise traveling through theHVAC ductwork.

� Vibrations for building serviceequipment can cause noise concernsin occupied spaces. It is important tocontrol vibrations at the source toeliminate vibration transmissionthrough building structure and walls.

� The space acoustical characteristicsshould be thoroughly evaluated tomeet the desired space function aswell as sound levels. For example,space carpet, rugs, acoustical ceilingtiles and other soft surfaces lower thesound levels in the space.

performance indicators� The West Bend Mutual Insurance

Co. of West Bend, WI built a new150,000 square foot building for 500employees. It was constructed in

1991 for $90 per square foot, whenmarket averages were $125 per squarefoot. The building has energyefficient lighting, better windows andshell insulation, and an efficientHVAC system. PROJECTCONSTRUCTION COSTSHUMAN IMPACTS ANDRELATED COST (HEALTH ANDWELL-BEING/PRODUCTIVITY)

� In a typical office/commercialbuilding, energy costs average $1.50to $2.50 per square foot, whilesalaries exceed $200 per square foot.Cutting energy use in half typicallysaves $1 per square foot per year,while boosting productivity just 5%saves more than $10 a square foot.HUMAN IMPACTS ANDRELATED COST(PRODUCTIVITY)

� ASHRAE 55 2004 provides thecriteria to meet thermal comfortsatisfaction for most of theoccupants. The standard uses apredicted mean vote (PMC) comfortmodel which provides the personaland environmental comfort factorsbased on different space functions,clothing, air speed and humidity.Occupant satisfaction can beaddressed by complying with thisstandard. Research shows thatthermal satisfaction increases

performance among occupants thatlead to higher profits, attendance andretention. HUMAN IMPACTS ANDRELATED COST (HEALTH ANDWELL-BEING/PRODUCTIVITY)

� ASHRAE 62.1 2004 sets theminimum outside air required for abuilding based on number ofoccupants, their function and typesof spaces. The outside airflow perperson required by ASHRAE 62.12004 is generally higher than thatrequired by Wisconsin State Code. Abetter indoor environment is createdat an expense of higher energyconsumed to bring more outside airto temperature. HUMAN IMPACTSAND RELATED COST (HEALTHAND WELL-BEING)

� The minimum amount of outside aircan be increased up to 30% over thevalue indicated by ASHRAE 62.12004. This provides a much betterindoor air quality, however the energycost can increase substantially ifthere is no energy recovery in themain air handling unit. It isimportant to have energy recovery ifoutside air is increased overASHRAE 62.1 2004 requirements.PROJECT LIFECYCLE COSTS(O&M COSTS)

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Compared to theold building,productivityincreased 16%.Office temperaturecomplaintsdropped from 40per day (at adocumented costof $25 per call plus$300 inmaintenance) totwo per week.

� Adhesives, sealants, paints, primersand other such chemical compoundsused during construction causeodors, irritation and discomfort tothe installers as well as occupants.Pollutant source control is the keyfor better indoor air quality. Thelower the amount of pollutants inthe space during construction, thelesser amount of clean-up and flush-out required. Using adhesives andsealants with lower VOC levelsimproves the air quality and reduceshealth related complaints duringconstruction. HUMAN IMPACTSAND RELATED COSTS (HEALTHAND WELL-BEING)

� Building occupants have differentcomfort levels for lighting intensity.Occupant lighting level comfort levelchanges based on the type offunction being performed. Byproviding task lights for occupants,users can have light intensity controlover their space. Lighting controlsfor multi-occupant specific purposespaces, such as conference rooms,allows the space lighting level to bemodified with out making anychanges to surrounding lightinglevels. This allows the space to beeffectively used whether for projectorpresentation or weekly team

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� Space CO2 monitors show theamount of CO2 particles per millionin that space. CO2 monitoring can beused to increase the amount ofoutside air, if the space CO2 levelsare above the recommended levelsper ASHRAE 62.1 2004. HUMANIMPACTS AND RELATED COST(HEALTH AND WELL-BEING)

� Smoking, as well as second handsmoke, can have adverse effects onhealth. It has been documented anddemonstrated by many studies thattobacco use and second hand smokehave very adverse health effectsincluding lung disease, cancer andheart attack. It is important to keepthe indoor environment clean oftobacco smoke to create a healthyliving and working environment forall occupants. HUMAN ASPECTSAND RELATED COST (HEALTHAND WELL-BEING/HEALTHCARE COSTS)

� A construction site clean of dust andpollutants leads to fewer healthproblems among the onsite workersas well as a finished space that hasbetter air quality for the occupants.By using temporary heating devices,the permanent building HVACsystems don't get exposed toconstruction dust. A construction air

quality control plan should be createdto address on site filtration,temporary heat, daily clean up by alltrades, and ductwork/equipmentprotection. HUMAN IMPACTSAND RELATED COST (HEALTHAND WELL-BEING) PROJECTLIFECYCLE COSTS (CAPITALCOSTS)

� Post construction building flush outreduces the space pollutants presentafter construction cleanup iscompleted. It also reduces buildingconstruction material odors. There isresearch available that indicates acorrelation between superior indoorair quality and worker productivity,and higher productivity generateshigher profits for companies.Research shows that better climatecontrol and improved air quality canincrease employee productivity by11% to 15% annually. Building flushout generally takes about two weeksright after construction clean up iscompleted, and the building is readyfor occupancy. Allowance forbuilding flush time should beincluded in the construction scheduleto avoid any last minute conflicts.HUMAN ASPECTS ANDRELATED COST(PRODUCTIVITY)

meetings. Lighting control can notonly increase space utilization, butalso productivity which can lead tocompany profits and occupant jobsatisfaction. It is very important touse the integrated design approachand consider the combined effect ofbuilding lighting level controls, daylighting, space utilization, heat gainfrom lights, HVAC load andequipment size. Additional lightingcontrols may increase the first cost ofthe project, however they may alsoreduce the lighting electricityconsumption as well as the coolingload on the building HVAC system,hence reducing the cooling energyconsumption and even the HVACequipment size which can offset thecost of additional lighting controls.HUMAN IMPACTS ANDRELATED COST(PRODUCTIVITY) PROJECTLIFECYCLE COSTS (O&MCOSTS)

� Occupant thermal discomfortcomplaints are one of the mostcommon user complaints. Thesecomplaints generate service ordersand eventually cost to building users.Studies show better thermal comfortcan increase occupant performanceand attendance. The additional cost

of controls and HVAC system that allows for individual control can be offset byemployee satisfaction and increased performance. Building occupant salary cost isthe largest cost in the life-cycle cost of the building. Thus, occupant satisfactioncan have a major impact on the overall building running cost. Individual controlallows for better turn down on the HVAC system, which leads to energy savings.

� In 2002, the Environmental Protection Agency cited indoor air quality (IAQ) asone of the top five public heath concerns. Public awareness of indoor air qualityhas been enhanced by increased cases of human illness associated with poor airquality in schools, homes, and office buildings. Because modern buildings aredesigned to be sealed from the outdoors and to reduce both passive leakage andactive ventilation, there is an increased risk for the development of fungicide, anda greater potential for illnesses such as Sick Building Syndrome (SBS). HUMANIMPACTS AND RELATED COST (HEALTH & WELL-BEING/HEALTHCARE COSTS/PRODUCTIVITY)

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NASA hasestimated thatSBS negativelyaffects workforceproduction by$60 billion peryear in theUnited States.Indoor plantationand living wallsare known toimprove indoorair quality.

� In addition to improving indoor airquality, a living wall can contributetoward significant cost savings. Mostbuildings maintain indoor air qualityby bringing in fresh air from theoutside through ventilation systems.In the winter, outdoor air must beheated to room temperature, and inthe summer it needs cooling. Thatadds up to 10% of the total energy abuilding consumes. A biofilter cansubstantially reduce the need to bringin fresh air by generating clean airindoors. If it is used to its fullestcapacity, it can save 0.3 to 3.5kilowatts per person in the height ofsummer and winter. PROJECTLIFECYCLE COSTS(OPERATION ANDMAINTANENCE COSTS)

� Unlike standard filters, the living walldoes not become saturated becausethe microbes break down thecontaminants rather than simply soakthem up. PROJECT LIFECYCLECOSTS (OPERATION ANDMAINTANENCE COSTS)

� Another advantage of a living wall isthe psychological benefit of greenplants. A current research study isquantifying that effect at theUniversity of Guelph-Humber inToronto. Additionally, studies from

Washington State University foundthat greening indoor office spacescan reduce absenteeism by 10% andboost productivity by 12%. Themost eye-catching feature of theIntegrated Learning Centre atQueen's University in Ontario is theliving wall, located in the main lobby.Along with its functional benefits, theliving wall is the central aestheticfeature of the building, promptingvisitors and employees to frequentlypause and enjoy this "indoor garden."HUMAN IMPACTS ANDRELATED COST(ABSENTEEISM/PRODUCTIVITY)

� In integrated design approach, spaceacoustics is an important part ofspace design. The acoustical designrequirements for a restaurant aregreatly different than that for anoffice environment.Designing/Engineering the space forthe appropriate noise levels generatesthe appropriate mode for the space.The right acoustic comfort and modefosters occupant comfort, satisfactionand a sense of well being.Appropriate levels of sound in spaceprovides privacy and increasesoccupant performance. HUMANIMPACTS AND RELATED COST

WELL-BEING

technologies/techniques:� For mechanical ventilation systems

use enthalpy and temperatureeconomizer function to utilize asmuch 'free' cooling and outside air aspossible.

� Monitor space CO2 levels by placingCO2 sensors. Send CO2 level signalsto building management system. Themaximum space CO2 levels can bedetermined by Appendix AASHRAE 62.1 2004. When spaceCO2 levels are above maximumlevels permitted, building outside aircan be increased to bring the levelswith in limits.

� Prepare and implement duringconstruction/remodel an indoor airquality control plan. This plan shouldrecommend method of protectingHVAC equipment and includemeasures to avoid contamination ofabsorptive materials such asinsulation, carpeting, ceiling tile, andgypsum wall board.

� Provide temporary heating systemsduring construction so that thepermanent building systems are notcontaminated by the constructionpollutants.

� All adhesives, sealants and sealant117

primers should comply with SouthCoast Air Quality ManagementDistrict (SCAQMD) Rules.Incorporate the rule and VOC limitsfor these compounds in the projectspecifications.

� All paints, coatings and primersshould comply with the Green SealVOC Standards. Clear wood finishes,floor coatings, and stains shouldcomply with VOC limits set by theSCAQMD Rules.

� To reduce the VOC levels fromcarpeting used in the building, meetthe Carpet and Rug Institute's GreenLabel Plus program requirements.

� Lighting level controls can beachieved by using occupancy sensors,day lighting sensors, task lighting,scheduled lighting level controlsystems, and common spacedimmable lighting controls.Appropriate lighting level controlsshould be designed early in theproject based on space, layout andpotential usage.

� Technologies that allow individualoccupant control for thermalcomfort include: operable windows,(integrated with building mechanicalsystem control), under floor airdistribution system with floordiffusers, desk or over head diffusers

with integrated volume control andan integrated space zoning approach.

� Select a building site that is awayfrom sound sources. Locate on-sitesound sources (for exampleemergency generators) away form thesensitive areas in building.

� Where exterior noise-generatingequipment is located close thebuilding, exterior wall insulation canbe increased and special soundabsorbing blankets can be included inthe exterior wall assembly. Carefultight assembly of the exterior wall isalso important. Further, buildingmechanical systems outside airintakes and exhausts should belocated away from such equipment.

� Building programming and interiorspace layout can locate soundsensitive rooms away from exteriorsound sources.

� Mechanical rooms and noisegenerating equipment located insidethe building should be coordinatedwith the space use classificationsadjacent or close to them. Bothairborne and thru wall transmissionnoise levels should be evaluated.Noise absorbing panels can be placedon mechanical room walls to reducenoise transmission into the adjacentspaces. Space acoustic buffers, such

as corridors, lobbies and storagerooms, can also be used to separatenoise sensitive areas with noisegenerating areas.

� Mechanical, electrical and plumbingequipment should be selected toreduce sound levels. Careful selectionshould be made for fans, pumps,pressure reducing valves, chillers,cooling towers, and other noisegenerating equipment.

� It is important not to exceed anaspect ratio of 4:1 on HVACductwork. Higher aspect ratio createsvibrations in the duct that can beheard through the ceiling and airside.

� Use double wall duct constructionwith rigid fiber board in the middlefor all duct mains entering/exitingthe chase and 10 feet fromconnection to the building centralHVAC system. Exterior duct laggingcan also be used. This reduces theduct break out noise. Round ductshave lower break out noise thanrectangular ducts. Flexible ductconnections should be used whenconnecting ductwork to mechanicalequipment to reduce vibrationconduction. Use up to 5 feet offlexible duct when connecting todiffusers to reduce airborne noise.Ductwork branch balancing dampers

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should be located at the branch take-off the main.

� Major mechanical, electrical andplumbing equipment should beinstalled at the lowest level in thebuilding to reduce vibration instructure and additional structuralcost to eliminate that. All majorequipment should be installed onhousekeeping pads with vibrationisolators. For sound sensitive areas,ductwork and piping can be hangedusing vibrating isolator springs toreduce vibrations from equipmentbeing carried over to occupiedspaces.

� Sound attenuators can be used inductwork to reduce airborne noise.However, they should be used as alast resort due to the addition ofstatic pressure on the system fansthat leads to greater energyconsumption.

� Use the following table based onASHRAE Applications 2007, 47.34to design space sound levels;

� A living wall is a vertical garden.Plants are rooted in compartmentsbetween two sheets of fibrousmaterial anchored to a wall. Watertrickles down between the sheets andfeeds moss, vines and other plants.This water could be re-used utility

water. The plants may purify slightlypolluted water, such as greywater, bydigesting the dissolved nutrients.Bacteria mineralize the organiccomponents to make them availableto the plants. Thanks to the actionof microbes that live on the plantroots, up to 90% of air impuritiessuch as volatile organic compoundsare metabolized. This processsignificantly improves indoor airquality in an environmentallysustainable manner. Indoor livingwalls, very suitable for Breweryprojects, increase oxygen levels in re-circulated air.

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ROOM TYPES RC(N)

Residences, Apartments,Condominiums

25 to 35

Hotels/Motels

Individual rooms or suites 25 to 35

Meeting/Banquet rooms 25 to 35

Corridors, lobbies 35 to 45

Service/support areas 35 to 45

Office Buildings

Executive and privateoffices 25 to 35

Conference rooms 25 to 35

Teleconference rooms < 25

Open offices < 40

Corridors and lobbies 40 to 45 BiowallRobertson Office Building, Toronto

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Living walls can be composed of plantsonly, which filter the air through theirleaves and surface area. Living walls canalso incorporate biofilters, which increaseair filtration capacity. Biofiltration isdefined as the process of drawing air inthrough organic material (such as moss,soil, and plants), resulting in the removalof organic gases (volatile organiccompounds) and contaminants. Microorganisms inherent within the biofilterabsorb, minimize, separate, break-downand transform dangerous compounds soas to re-circulate clean air. A studyperformed at the University of Guelph(Toronto, Ontario, Canada) in 2002determined that up to 80% of dangerouscompounds in indoor environments canbe eliminated through the use of abiofilter.

"Active" living walls are joined to a building's air circulation system. Fans pull airthrough the wall and then re-circulate the air throughout the building. Even when thefans aren't running, air continues to slowly move through the wall. Some active wallsare kept behind glass to create more predictable airflow effects. "Inactive" living wallshave no mechanized air circulation. Instead, they are kept open to promote as muchfree air circulation as possible.

Active Living WallQueen’s University

Kingston, Ontario

Install permanent monitoring systemsthat provide feedback on ventilationsystem performance to ensure thatventilation systems maintain designminimum ventilation, in accordance withthe requirements of the LEED-NC EQSection of the Reference Guide. LEED-NC EQ CREDIT 1

Design mechanically ventilated spaces toincrease the breathing zone outdoor airventilation rates to all occupied spaces byat least 30% above the minimum ratesrequired by ASHRAE 62.1-2004. Designnatural ventilation systems for occupiedspaces to meet the recommendations setforth in the Carbon Trust "Good PracticeGuide 237" and in accordance with therequirements of the LEED-NC EQSection of the Reference Guide. LEED-NC, CREDIT 2

Develop and implement an Indoor AirQuality Management Plan for theconstruction and/or pre-occupancyphases of the building, in accordancewith the requirements of the LEED-NCEQ Section of the Reference Guide.LEED-NC, CREDITS 2 and 3

All adhesives and sealants used on theinterior of the building (defined as inside

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performance goals/leed creditsNote: Performance Goals/LEED Creditsprovide the "How to" for achieving the Goalsand Technical Strategies that are important tothe Brewery. Level 1 goals are required by theBrewery Project, LLC. Level 2 goals areencouraged and suggested, but not mandatory.

Level 2 (Suggested)Meet the minimum requirements ofSection 4 through 7 of ASHRAE 62.1-2004, Ventilation for Acceptable IndoorAir Quality. Mechanical ventilationsystems shall be designed using theVentilation Rate Procedure or theapplicable local code, whichever is morestringent. LEED-NC, EQ PREREQ. 1

Naturally ventilated buildings shallcomply with ASHRAE 62.1-2004,paragraph 5.1. LEED-NC, EQPREREQ. 1

Prohibit smoking in the building(prohibit smoking in all common areas ofthe building for residential uses). Locateany exterior designated smoking areas atleast 25 feet away from entries, outdoorair intakes and operable windows.LEED-NC, EQ PREREQ. 2

weatherproofing system and applied on-site) shall comply with therequirements of the standards referencedin the LEED-NC EQ Section of theReference Guide. Paintings and coatingsused on the interior of the building(defined as inside weatherproofing systemand applied on-site) shall comply with thecriteria listed in the LEED-NC EQSection of the Reference Guide. LEED-NC, CREDIT 4.1 and 4.2

All carpet installed in the building shallmeet the testing and productrequirements of the Carpet and RugInstitute Green Label program and carpetcushion shall meet the requirements ofthe Carpet and Rug Institute Green Labelprogram. All carpet adhesive shall meetthe requirements specified in the LEED-NC EQ Section of the ReferenceGuide, with a VOC limit of 50 g/L.LEED-NC, CREDIT 4.3

Composite wood and agrifiber productsused on the interior of the building(defined as inside weatherproofingsystem) shall contain no added urea-formaldehyde resins. Laminatingadhesives used to fabricate on-site andshop-applied composite wood andagrifiber assemblies shall contain noadded urea-formaldehyde resins. LEED-NC, EQ CREDIT 4.4

Design to minimize and control pollutantentry into buildings at entryways that aredirectly connected to the outdoors andthat serve as regular entry points forbuilding users, in accordance with therequirements of the LEED-NC EQSection of the Reference Guide. Designto minimize and control later cross-contamination of regular occupiedareas where hazardous gas or chemicalsmay be present or used, in accordancewith the requirements of the LEED-NCEQ Section of the Reference Guide. Inmechanically ventilated buildings, provideregularly occupied areas of the buildingwith air filtration media, prior tooccupancy, that provides a MinimumEfficiency Reporting Value (MERV) of13 or better. Filtration shall be applied toprocess both return and outside air that isto be delivered as supply air. LEED-NC,EQ CREDIT 5

Provide individual lighting controls for90% (minimum) of the buildingoccupants to enable adjustments to suitindividual task needs and preferences.ANDProvide lighting system controllability forall the shared multi-occupant spaces toenable lighting adjustment that meetsgroup needs and preferences. LEED-NC, EQ CREDIT 6.1

Provide individual comfort controls for50% (minimum) of the buildingoccupants to enable adjustments to suitindividual task needs and preferences.Operable windows can be used in lieu ofcomfort controls for occupants that are20 ft. inside of and 10 ft. to either side ofthe operable part of the window. Theareas of operable window must meet therequirements of ASHRAE 62.1-2004,paragraph 5.1, Natural Ventilation.ANDProvide comfort system controls for allshared multi-occupant spaces to enableadjustments to suit group needs andpreferences. Conditions for thermalcomfort are described in ASHRAEStandard 55-2004. LEED-NC, EQCREDIT 6.2

Design HVAC systems and the buildingenvelope to meet the requirements ofASHRAE Standard 55-2004, ThermalComfort Conditions for HumanOccupancy. Demonstrate designcompliance in accordance with theSection 6.1.1 Documentation. LEED-NC, EQ CREDIT 7.1

Achieve a minimum Daylight Factor of2% in 75% of all space occupied forcritical tasks, with activity basedexceptions, in accordance with the

requirements of the LEED-NC EQSection of the Reference Guide. LEED-NC, CREDIT 8.1

Achieve a direct line of sight to visionglazing for building occupants in 90% ofall regularly occupied spaces, excludingsupport spaces, in accordance with therequirements of the LEED-NC EQSection of the Reference Guide. LEED-NC, CREDIT 8.2

tools� A building occupant survey/

assessment should be used as a toolto verify effective thermal comfort ofoccupants. The survey should becarefully drafted to meet the project,occupants and owner's initialparameters of indoor air quality. Itshould collect anonymous responsesfor space users and evaluate theirsatisfaction with indoorenvironmental quality. A survey canalso assist in trouble shooting anyspecific space issues that may havedeveloped over time.

supplemental resources� American Society of Heating,

Refrigerating and Air-ConditioningEngineers (ASHRAE),www.ashrae.org 122

� U.S. Environmental ProtectionAgency, www.epa.gov/iaq

� IAQ Guidelines for OccupiedBuildings Under Construction,www.smacna.org

� South Cost Air Quality ManagementDistrict (SCAQMD),www.aqmd.gov/rules

� Green Seal Standard,www.greenseal.org

� Carpet and Rug Institute,http://www.carpet-rug.org/

� Requirements, methods and tablesfound in the LEED NC ReferenceGuide, Indoor EnvironmentalQuality (EQ) section.

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human aspects

“What we are doing to the forests of the world is but

a mirror reflection of what we are doing to ourselves

and one another.”

- Mahatma Gandhi -

The human aspects of sustainable site and buildingdevelopment are those which involve the greatest impactto the financial performance of an organization and/ordevelopment - in terms of direct costs and those moredifficult to measure: innovation, well-being, productivity,and mental and physical health. People are affected bytheir atmosphere; whether the space is for working, living,playing or learning. Those aspects that are common sense- fresh, non-toxic indoor air, plenty of daylighting, highceilings, and direct control over their environment - arethose that make a significant, measurable difference inattracting tenants and talent, enhancing productivity andinnovation and contributing to health and well-being.Outside the building, the human aspects of sustainabilitycan affect segregation, income disparity, andsocioeconomics overall. Interestingly, the people aspectsare often disregarded, when in fact the people are thegreatest financial investment - regardless of the use of thespace.

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In addition, only 2 percent of the 30-yearcosts of a building are in its initialconstruction -- another 6 percent isexpended on operations and maintenanceand the remaining 92 percent is spent onthe people who work there. A onepercent savings in personnel costs couldjustify increased construction cost for animproved working environment.

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There are several ways to examine howpeople are included in the financialperformance of the building and itssurrounding site. When the employmentcosts of the building users (tenants) areincluded in the building life cycleequation, the capital costs are about 3%,the operating costs about 6% and thepersonnel costs about 91% of the totallife cycle costs of the facility. (FMAAustralia, High Performance Facilities)

Or, looking at annual operating expensesof commercial space on a dollars-per-square-foot basis, by far, the largest itemis salaries, followed by rent. Operationsand maintenance and energy costs arerelatively insignificant. A one percentsavings in salaries or one percentproductivity improvement of $2.00/s.f.per year, exceeds either O&M or energycosts.

Bank of America chair Ken Lewis toldBob Fox that his top goal for their NewYork-based building is to attract andretain the best employees. For theCook + Fox design team this meant that"we have to produce a building that is thehealthiest and the best work environmentwe can," Fox said. This makes goodeconomic sense: corporations' biggestexpense is employees; increasing theirproductivity can yield substantial savings.

(The New York Academy of Sciences,"The High Performance High Rise,Transforming NYC's environmentthrough sustainable design," Robert F.Fox, Jr., Fox + Cook Architects,Reported by Christine Van Lenten |posted Jan 26, 2006,http://www.nyas.org/ebrief/miniEB.asp?ebriefID=474

WORKER PRODUCTIVITYImproved worker productivity rangesfrom 6% to 16%.

Average cost per year for a typical USoffice:

Salaries & Benefits $318.00 per sfTechnology $50.00 per sfMortgage/Lease $16.00 per sfEnergy $2.35 per sfChurn $1.00 per sfTOTAL $387.35 per sf

A 1% increase in productivity equals$3.18 per sfA 5% increase in productivity equals$15.90 per sfA 10 % increase in productivity equals$31.80 per sfIn a 44,000 sf project, a 5%productivity increase could equal$699,600 per year!

Environmental Building News, April 2005

One Bryant Park;New York, NewYork; The DurstOrganization Bank ofAmerica. Cook+FoxArchitects

These characteristics translate well to theoverall goals of The Brewery Project;both in terms of the site and thebuildings.

goals� Create environments sensitive to

ecopsychology and biophiliaprinciples

� Implement an organizational cultureand/or lifestyle that promotestransportation through physicalmeans (walking, biking, etc.) andoutdoor connectivity encouragedduring the workday.

� Provide clean indoor air� Supply self-controlled environments� Abundant natural daylight

technical strategies� Exposed thermal mass of building

structure � Night flushing of buildings � Mixed mode HVAC � Indirect evaporative cooling systems� 95% filtered, pure, quiet, temperate

air � State-of-the-Art Ventilation � Filter out particulate matter along

with ozone and all volatile organiccompounds (VOCs), knowncarcinogens contained in paint,carpet, and other materials. 126

On floors occupied by the bank, exterior offices'inside walls will be glass, too, "so everyone hasaccess to daylight. Everybody can see whether thesun is out; whether it's raining. They can lookdown into Bryant Park." This is "a hugeadvantage in terms of productivity and a sense ofwell-being," Fox observed.

Health and Well-Being is somewhat of anelusive term. Other segments within thisHuman Aspects section of theGuidelines, to varying degrees, fall underthis broad term. For the sake of offeringknowledge and how the technicalsections are being applied, it has beenmaintained as its own segment.

The World Health Organization(www.who.int/), the leading authority forhealth within the United Nations System,established a Healthy Cities project in1987. They defined a healthy city as "onethat is continually creating and improvingthose physical and social environmentsand expanding those communityresources that enable people to mutuallysupport each other in performing all thefunctions of life and in developing totheir maximum potential.” The goal ofthe project is to improve health in urbanareas.

� A clean, safe physical environment ofhigh quality;

� Stable and sustainable ecosystems;� A strong, mutually supportive,

integrated and non-exploitativecommunity;

� A high degree of participation andcontrol by inhabitants over decisionsaffecting their lives, health and well-being;

� Basic needs of all inhabitants met (interms of food, water, shelter, income,safety and employment);

� Access to a wide variety of experiencesand social and cultural resources;

� A diverse, vital and innovative urbaneconomy;

� Enabling connections with the culturaland biological heritage of the variousurban inhabitants;

� An urban form that is compatible withenhancement of all the other specifiedcharacteristics;

� An optimum level of appropriatepublic health and care servicesaccessible to all; and

� High levels of positive health outcomesand low levels of morbidity.

Urban Environment, Royal Commission onEnvironmental Pollution, Lawton

March 2007)

health and well-being The Organization has listed the followingcharacteristics of the healthy urban area:

technologies/techniques� Integrate daylighting with electric

lighting design to maximize netenergy savings

� Operable windows� High (>14') ceiling heights � Evaporative cooling systems often

supply 100% outside air, increasingventilation rates and reducing indoorpollutant concentration. Energysavings can reach 50%.

� Glass type varied by orientation andlocation

� Light sensors to control electriclighting

� Narrow floor plans to optimizenatural daylight

� High benefit lighting upgrades � Displacement ventilation

In some climates, direct or indirectevaporative cooling systems can replacecompressor-based cooling. Theseevaporative systems supply 100% outsideair; increase ventilation rates and reduceindoor concentrations of indoor-generated pollutants. Energy savingsrelative to compressor-based cooling canbe significant. Research and technologytransfer is needed to develop andoptimize systems, quantify anddemonstrate IAQ and energyperformance gains, and evaluate and

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� Utilize underfloor air distribution system and provide individual, adjustable, floor-mounted diffusers for occupants

� Flow as much controlled daylight as possible into the building interior, withoutglare

� Passive heating/cooling systems � Reward employees/tenants for biking/walking as part of their day

performance indicators � Increased worker productivity� Enhanced tenant health � Employee retention� Lease rate and velocity

address concerns about maintenance andincreased indoor humidity.

performance goals/leed creditsNote: Performance Goals provide the "How to"for achieving the goals and technical strategiesthat are important to the Brewery. Level 1 goalsare required by the Brewery Project, LLC.Level 2 goals are encouraged and suggested, butnot mandatory.

Level 2 (Suggested)� Provide outdoor space for private

gardens (residential)� One organization-sponsored (non-

residential), outdoor activity permonth to take place during workdayhours

� 95% filtered air � No VOCs, no ozone� Provide safe locker/shower facilities

in non-residential buildings� Provide incentives for physical

activity

tools� Direct and Indirect Evaporative

Coolers: cost informationhttp://www.toolbase.org/Technology-Inventory/HVAC/evaporative-coolers

� Daylightinghttp://www.betterbricks.com/default.aspx?pid=article&articleid=470&typeid=8&topicname=daylighting&indextype=

supplemental resources� Business Week, "Is Your Office

Killing You? Sick buildings areseething with molds, monoxide--andworse," Michelle Conlin, June 5,2000.http://www.businessweek.com/2000/00_23/b3684001.htm

� Natural Capitalism, Hawken, Lovinsand Lovins; http://www.natcap.org/

� The Urban Environment, RoyalCommission on EnvironmentalPollutionhttp://www.rcep.org.uk/urban/report/urban-environment.pdf

� CSE, "Underfloor air distribution isgaining popularity in today's builtenvironment," R. StephenSpinazzola, P.E., RTKL, 1/1/2007http://www.csemag.com/article/CA6407672.html

� HPAC Engineering, "Variable-SpeedUnderfloor Fan Terminals ProvidePerimeter-Zone Heating, Cooling";February, 2007http://www.hpac.com/GlobalSearch/Article/45207/

� Illuminating Engineering Society ofNorth Americahttp://www.iesna.org/

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reduced impact on the environment. Mutual Insurance Headquarters, WestBend, Wisconsin completed in 1991 a150,000 sf building for $90/sf whenmarket averages were $125/sf.Workstations are equipped withEnvironmentally ResponsiveWorkstations (ERW) that providesindividual control over air flow, lighting,temperature and white noise. A raisedfloor system provides air supply, allowingdisplacement ventilation to reduce HVACrequirements. In comparison to theirprevious building, West Bend found thata 16% productivity increase (4-6%attributed to the ERWs) realized anannual savings of approximately$500,000.

Another notable case study thatdemonstrated the business case fordaylighting in a large commercialstructure evaluated Lockheed Building157 in Sunnyvale, Calif. Severaldaylighting strategies enhanced visualcomfort and reduced Lockheed's lightingcost by 75 percent. With daylightgenerating less heat than electric lighting,space cooling loads also fell. Moreimportantly, management reported thatemployee productivity was up andabsenteeism had declined. Lockheedofficials indicated an increase in

productivity by 15 percent on the firstmajor project undertaken in the newfacility, as compared to previousexperience in their old facility.

goals� Increase/enhance natural daylighting� Increase ventilation while

incorporating energy recoverysystems

technical strategies� daylighting� daylight control to reduce HVAC

loads� light shelves for shading� light and occupancy sensors� narrow floor plans to optimize

natural daylight� high benefit lighting upgrades� under floor air distribution� displacement ventilation� occupant control of heat, light and

air� operable windows and mixed mode

HVAC� exposed thermal mass of building

structure� advanced filtration and good

ventilation rates� properly commissioned and

maintained HVAC systems129

Nationwide, the value of improvedproductivity of office workers fromindoor environmental improvements isestimated to be $20 to $160 billion. (W.J.Fisk, "Health and Productivity Gains from BetterIndoor Environments and Their Relationship toBuilding Energy Efficiency,"Annual Review of Energy and the Environment,25: 537-566, 2000.)

The tenant may also consider thefinancial benefit of increased workerproductivity, estimated in numerous casestudies to be greater than 5 percent. For acompany with 500 employees in theexample building, a productivity increaseof only 1 percent would represent asavings of approximately $250,000 peryear. Land Development Today, May2005

To achieve dual goals of reducing theimpact on the environment along withharvesting the productivity gains possiblefrom high performance facilities, higherfirst costs may be required. Revisiting thefacility life cycle analysis and factoring inhigher capital costs (30%), reducedoperating costs (20%) and reducedpersonnel costs (10%) realizes a 10%reduction in the 30 year life cycle cost ofthe facility. High performance facilitiescan provide continuous benefit of eightnew staff to the business and a 20%

productivity

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performance indicators � Minimum 5% increase in productivity � Productivity gains of a minimum of

$125,000 annually

technologies/techniques� installed more efficient lamps with

better light quality � lowered the ceiling to improve

heating and cooling, � sloped ceiling to enhance indirect

lighting, bring daylight deep intospace

� improved acoustics� light shelves installed on the south

side of the building� fluorescent fixture dimmed with

photocells� glaze roof of atrium space

performance goals/leed creditsNote: Performance Goals provide the "How to"for achieving the goals and technical strategiesthat are important to the Brewery. Level 1 goalsare required by the Brewery Project, LLC.Level 2 goals are encouraged and suggested, butnot mandatory.

Level 2 (Suggested)� Maximize natural daylighting into all

occupied building spaces.

� Worker productivity is increased by atleast 5%.

� Provide individual temperature andlighting controls

tools� AGi32 lighting design software,

daylighting, http://www.agi32.com/� Solatube, www.solatube.com

supplemental resources� FMA Australia, "High Performance

Facilities," September, 2003,ws_facility_ma[1].pdfwww.nfee.gov.au/public/download.jsp?id=248

� Greening the Building and theBottom Line, Romm and Browning,Rocky Mountain Institute, December,1994http://www.rmi.org/images/PDFs/BuildingsLand/D94-27_GBBL.pdf

� Building Operations Management,"Studies Relate IAQ and Productivity,GREEN BUILDING REPORT,"Presented by the U.S. Green BuildingCouncil and Building OperatingManagement, David P. Callan,http://www.facilitiesnet.com/emails/bomarticle/112106.html

Health problems can be linked toabsenteeism. A study of absenteeismamong office workers in a large east coastcompany found that the absenteeism ratewas 35% lower in offices with higherventilation rates (about 50.85 cfm perperson) compared with moderate rates of25.43 cfm (Milton et al. 2000). The use ofhumidification and complaints about airquality were also associated withincreased sick leave. The study analyzedsick leave of 3720 hourly workers in 40buildings. The study controlled forgender, age, seniority, hours of non-illness absence, shift, ethnicity, crowding,and type of job.

At Verifone, Costa Mesa, California,76,000 sf of office space was upgradedthrough increased daylighting, highperformance windows, energy efficientair handlers, natural gas fired coolingsystem and 60% more insulation thancode. Absenteeism dropped 40% due toimproved comfort. "Verifone…has madehealthy workplaces a top priority sincethe early 1990s…..I believe it has donemore to boot productivity than all thebandwidth in the world." William R.Pape, cofounder, VeriFone, Inc.

absenteeism/turnover

technologies/techniques� Run-around coil systems: captures

heat with methods other thanexhaust air

� Regenerative heat wheels: eitherreduces entry of warm, moist outsideair into the space or recovers heatand moisture that would have beenexhausted for the building

� Heat pipes: compact in size butrestrict location of supply/exhaustair streams

� Fixed-plate exchangers: typically quitelarge to perform effectively

� Operable windows and windowplacement

performance goals/leed creditsNote: Performance Goals provide the "How to"for achieving the goals and technical strategiesthat are important to the Brewery. Level 1 goalsare required by the Brewery Project, LLC.Level 2 goals are encouraged and suggested, butnot mandatory.

Level 2 (Suggested)� Outdoor air supplied to each room at

a minimum of 15 cfm/person.(Wisconsin State Building Codedesignates 7.5)

� Outdoor air supplied to each room at

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goals� Foster superior ventilation while

concurrently maintaining energyefficiency

technical strategies� Higher ventilation rates (air exchange

between the inside and the outside ofa building)

� Higher air circulation rates (airmovement within and between theinterior spaces of a building)

� Increased filtration � Utilize natural ventilation � Provide sufficient ventilation to dilute

contaminants generated within thebuilding space

� Disperse built-up air contaminantslocally while not adversely affectingoccupants' perception of temperature

� Incorporate heat exchange equipmentto reduce energy costs by extractingheat from the facility's exhaust airstream before it is vented outside

performance indicators � Lessened absenteeism� Healthier tenants� Reduced turnover

30% higher rate than ASHRAE 62.12004 suggests LEED-NC, EQCREDIT 2

� Lessen absenteeism by a minimum of15%

tools� U.S. Department of Energy’s

Building Energy Software ToolsDirectoryhttp://www.eere.energy.gov/buildings/tools_directory/subjects.cfm/pagename=subjects/pagename_menu=other_applications/pagename_submenu=ventilation_airflow

supplemental resources� Ventilation Rates and Technologies,

http://eetd.lbl.gov/ied/viaq/v_rates_6.html

"At the heart of the comingenvironmental revolution is a change invalues, one that derives from a growingappreciation of our dependence onnature. Without it there is no hope. Insimple terms, we cannot restore our ownhealth, our sense of well-being, unless werestore the health of the planet." (cf.Roszak et al, 1995; Roszak, 2001; Fisher, 2002- authors of Ecopsychology, Restoring theEarth, Healing the Mind)

goals� Create indoor spaces that connect

people with nature: essential tohuman well-being

� Create outdoor spaces that fosterreflection and revitalization

� Offer easy access to naturalworkspace outside the building

� Enhance site/immediate areasurrounding the building to includerain gardens, labyrinths, "thinking"gardens (outdoor skunkworks)

� Maximize windows and access towindows - ideally operable

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Biophilia and Ecopsychology are closelyrelated concepts. The biophilia theorydeveloped by Edward O. Wilson, aHarvard biologist, purports an innatebond between human beings and nature.He defined biophilia, referring tohumans' love of living things, as "theconnections that human beingssubconsciously seek with the rest of life."

"We care about biophilia in building design-orwe should care-for two primary reasons. First, itis becoming increasingly well demonstrated thatbiophilic elements have real, measurable benefitsrelative to such human performance metrics asproductivity, emotional well-being, stressreduction, learning, and healing. And second,from an environmental standpoint, biophilicfeatures foster an appreciation of nature, which,in turn, should lead to greater protection ofnatural areas, eliminate pollution, and maintaina clean environment."

Environmental Building News July 2006

Ecopsychology recognizes therelationship between humans andecosystems. This science professes anemotional bond between human beingsand the natural environment out ofwhich we evolve. Restoring the earth andhealing the mind are interdependent.

biophilia/ecopsychology

Clean air isn't the only thing that makes people happy.Fox's firm researched biophilia: human beings' innatedesire to relate to nature and living things. Most officebuildings don't promote it. One Bryant Park will-notablywith exterior windows that stretch from the floor toceilings 9 feet, 6 inches high.

Indoor tile mosaic stream, Rainbow Valley Farm, New Zealand

Is artificial nature exhibited with fabricated out-door scenery or tile emulating an actual river adeterrent from investing the effort in connectingwith the real thing? There's debate. But it canbe an effective supplement.

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technical strategies� Create urban garden spaces for

people, plants and wildlife; offerbuilding tenants and residents theopportunity to help plant andmaintain - use greywater to irrigate

� Walkable green roofs and rooftopgardens

� Develop indoor gardens that bring alight, pleasant sense of smell

� Incorporate living walls (both passiveand active) into interior space

� Construct low-level green facades orliving walls

� Fashion interior, daylit "streets" thatare bordered with planters andgardens

� Incorporate color patterns, furnitureand finishings reflective of natureand made of natural materials

� Attract to the buildings birds andother non-pest creatures with smallspaces that offer nesting, food andwater

� Create a sense of place � Maximum use of daylighting� Incorporate water features

performance indicators � Reduced absenteeism� Attract and retain top talent� Measure, attract and retain rates

in biophilia-designedenvironments; compare withprior space

� Increase lease rates, velocity� Track lease or condominium

purchase velocity� Monitor lease rates. Are people

willing to invest more inenvironments sensitive tobiophilia?

� Inspire innovative thinking, enhancedcritical thinking

� Reduced stress

Miller SQA BuildingHolland, MI; William McDonough Architect

� Streetscape and pocket parks areeasily accessible and uniquelydesigned

tools� Creating Urban Gardens

http://www.greentreks.org/allprograms/roughterrain/urbangardening/index.asp

� Constructing grey water gardenshttp://www.abc.net.au/gardening/stories/s1366316.htm

� Wisconsin’s Water library, grey watersourceshttp://www.aqua.wisc.edu/waterlibrary/books_conservation.asp

� “Wastewater Gardens”, creatingurban oases and greenbelts byproductive use of the nutrients andwater in domestic sewage, Nelson,Treadwell, West Australiahttp://www.wastewatergardens.com/pdf/NELSON_UNEP.pdf

� See Indoor Air Quality section forinformation on living walls

� See Site Design + Planning andWater Management section forinformation on green roofs

supplemental resources� Ecopsychology, Restoring the Earth,

Healing the Mind, Roszak, Gomes, and

Kanner, Sierra Club Books, 1995. � Arousing Biophilia: A Conversation

with E.O. Wilson, 1991http://arts.envirolink.org/interviews_and_conversations/EOWilson.html

� Last Child in the Woods, Richard Louv,2005

� Biomimicry Guild,http://www.biomimicry.net/

� Biomimicry, Innovation Inspired by Nature,Janine M. Benyus, 1997

� The Journal of EnvironmentalPsychology, "The connectedness tonature scale: A measure ofindividuals' feeling in communitywith nature," F. Stephan Mayer,Cynthia McPherson Frantz, 2004http://www.oberlin.edu/psych/pdf/mayer-frantz.pdf

� Building for Life: Designing andUnderstanding the Human-NatureConnection, Stephen R. Kellert, IslandPress, 2005

� The Biophilia Hypothesis, Kellert,Wilson, 1993

� Creating Learning Communitieshttp://www.creatinglearningcommunities.org/

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technologies/techniques� SkyCeiling system

(www.theskyfactory.com) An integrated design approach will helpdetermine the sustainable costs and benefitsof greater levels of energy (or other sources)required to incorporate these types of designelements

� See Indoor Air Quality section forinformation on living walls

� See Site Design + Planning andWater Management sections forinformation on green roofs confirmlocation

performance goals/leed creditsNote: Performance Goals provide the "How to"for achieving the goals and technical strategiesthat are important to the Brewery. Level 1 goalsare required by the Brewery Project, LLC.Level 2 goals are encouraged and suggested, butnot mandatory.

Level 2 (Suggested)� One space within the building will

offer connectivity to the environment � See Indoor Air Quality section for

information on living walls� See Site Design + Planning and

Water Management section forinformation on green roofs

Biophilic Office Spacephoto credit: Rocky Mountain

Institute

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construction administration

The construction phase implements all of the projectssustainability goals and objectives. This section providesways to reduce waste generated during construction, andmethods for effective waste management, includingsalvage and recycling.

“The starting point: respect nature. The ending point:

imitate nature.”

- Gunter Pauli -

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goals� Divert construction and demolition

debris from disposal in landfills andincinerators.

� Redirect recyclable recoveredresources back to the manufacturingprocess.

� Redirect reusable materials toappropriate sites.

technical strategies � Develop and implement a

construction waste management planthat, at a minimum, identifies thematerials to be diverted fromdisposal and whether the materialswill be sorted onsite or commingled.

� Consider recycling cardboard, metal(aluminum, copper, steel and brass),brick, acoustical tile, concrete, plastic,clean wood, glass, gypsum wallboard,carpet and insulation.

performance indicators� Construction and demolition waste

makes up about 30% of the totalsolid waste stream in the UnitedStates. Diverting waste from alandfill can generate revenue through

the sale of high value material andcan save money by avoiding tippingfees. PROJECT CONSTRUCTIONCOSTS COMMUNITY IMPACTSAND RELATED COST(ECONOMIC IMPACT)

� Recycling and reuse of buildingmaterials is an effective way ofconserving our natural resources.ENVIRONMENTAL IMPACTS(WASTE REDUCTION)

technologies/techniques� Establish goals for diversion from

disposal in landfills and incinerators.� Adopt a construction waste

management plan to achieve thesegoals.

� Identify licensed haulers andprocessors of recyclables.

performance goals/leed creditsNote: Performance Goals/LEED Creditsprovide the "How to" for achieving the Goalsand Technical Strategies that are important tothe Brewery. Level 1 goals are required by theBrewery Project LLC. Level 2 goals areencouraged and suggested, but not mandatory.

Level 1 (Required)� Recycle and/or salvage at least 50%

of non-hazardous construction anddemolition debris. Develop andimplement a construction wastemanagement plan that, at aminimum, identifies the materials tobe diverted from disposal andwhether the materials will be storedonsite or commingled. Excavated soiland land-clearing debris do notcontribute to this credit. Calculationscan be done by weight or volume,but must be consistent throughout.LEED-ND, GCT Credit 18

construction waste management

Construction waste management

Level 2 (Suggested)� Recycle and/or salvage at least 75%

of non-hazardous construction anddemolition debris. Excavated soiland land-clearing debris do notcontribute to this credit. Calculationscan be done by weight or volume,but must be consistent throughout.

� Prepare and implement aConstruction Waste ManagementPlan in accordance with Waste Spec:Model Specifications forConstruction Waste Reduction, Reuseand Recycling.

tools� Calculations and table from the

Construction Waste Managementsection (MR Credit 2) of the LEED-NC Reference Guide.

� Waste Spec: Model Specifications forConstruction Waste Reduction, Reuseand Recycling by Triangle J Councilof Governments,http://www.tjcog.dst.nc.us/

supplemental resources � Waste Cap Wisconsin,

www.wastecapwi.org � Construction Materials Recycling

Association, www.cdrecycling.org� Contractor's Guide to Preventive

Waste and Recycling by ResourceVenture,http://www.resourceventure.org/

� A Sourcebook for Green andSustainable Building,www.greenbuilder.com/sourcebook/ConstructionWaste.html

� Characterization of Building-RelatedConstruction and Demolition Debrisin the United States, USEnvironmental Protection Agency,Office of Solid Waste, EPA ReportNo. EPA530-R-98-010, June 1998.

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operations and maintenance

"Sustainable design does not by itself result in high per-

formance buildings. It must be combined with effective

building operation and maintenance to achieve the

desired results."

-Ward Hubbell -

Green Building Initiative President, testifying before the US

Senate Committee on Environment and Public Works

(May 15, 2007)

Proper operation and maintenance of a building andits components, whether it be for: landscaping and othersite features, building equipment and systems or generalbuilding upkeep and cleaning, ensures that a building canachieve the goals of aesthetic appeal, energy efficiency,cost-effective operation, resource conservation andpollution prevention. An effective O&M plan makescertain that systems perform the way the designer,engineer and contractor intended them to, and that theyoperate effectively to meet the requirements of comfort,health, productivity and safety for the building users.

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goals� Design for and install landscaping

that requires a minimal amount ofongoing maintenance.

� Install high quality pavement andsidewalk material that require aminimal amount of ongoingmaintenance.

� Install high quality utility piping andstructures that require minimalamount of ongoing maintenance.

� Create a maintenance plan forlandscape measures that maintainstheir long term viability and theiraesthetic, as well as financial value.

� Have an efficient and cost-effectiveplan in place for the ongoingmaintenance of pavement, walkwaysand utilities.

� Develop an efficient and cost-effective plan for the ongoingoperation and maintenance of onsitestormwater management measures.

technical strategies � Use landscaping designed to be

"naturally manicured." � Use native or indigenous landscaping,

chosen to promote low maintenance

and to reduce cutting as well as thelong-term needs for water, fertilizersand fossil fuels.

� Prepare and plan for the care andmaintenance of all site landscapemeasures. Have an assigned personresponsible for the implementationand updating of the plan asnecessary.

� Use ongoing stormwater bestmanagement practices such as streetsweeping and stormwater flushingand sediment removal to extend thelife of structural stormwaterpractices.

� Avoid storing extraneous equipment,products or other materials inoutdoor areas.

� Use landscaping products withrecycled content as required by EPA'sComprehensive ProcurementGuidelines (CPG) for landscapingproducts.

performance indicators� Landscaping requiring little or no

long term maintenance and waterprovides savings for long term O&Mcost. PROJECT LIFECYCLECOSTS (O&M COSTS)

� Using landscaping that requires littleor no: fertilizers, pesticides,herbicides and watering, protects the

environment and saves on water as anatural resource.ENVIRONMENTAL IMPACTS(WASTE REDUCTION)

� Non-structural measures such aspavement sweeping extends the lifeof stormwater BMP's and minimizesthe amount silt entering the publicstorm sewer system. PROJECTLIFECYCLE COSTS (CAPITALCOSTS) COMMUNITY IMPACTSAND RELATED COST(INFRASTRUCTURE DEMANDAND ASSOCIATED COSTS)

technologies/techniques� If necessary, use only non-toxic

outdoor fertilizers and pesticides.� Consider composting/recycling yard

waste.� Use low-maintenance storm water

practices such as bioretention andrain gardens.

performance goals/leed creditsNote: Performance Goals/LEED Creditsprovide the "How to" for achieving the Goalsand Technical Strategies that are important tothe Brewery. Level 1 goals are required by theBrewery Project LLC. Level 2 goals areencouraged and suggested, but not mandatory.

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site and landscape elements

Level 2 (Suggested)Install low maintenance nativelandscaping that does not require apermanent irrigation system.

Have in place over the performanceperiod a low impact site and greenbuilding exterior management plan thataddresses the topics below. One LEED-EB point is earned for each four itemsaddressed:� Maintenance equipment � Plantings� Animal and vegetation pest

control� Landscape waste� Irrigation management� Fertilizer use� Snow removal� Cleaning of building exterior� Paints and sealants used on

building exterior� Other maintenance of the

building exterior

Prepare and implement a documentedmaintenance plan for landscapingmeasures, approved by a Wisconsinregistered landscape architect.

Develop and incorporate an operation

and maintenance plan for all stormwaterplumbing systems, in accordance with theWI Department of Commerce, Safetyand Buildings requirements, Comm 82.36(13).

tools� Comprehensive Procurement

Guidelines for landscaping products,US Environmental ProtectionAgency,www.epa.gov/cpg/products.htm#land

� WI Department of Commerce,Plumbing Code Comm 82

supplemental resources � Landscape Management, US General

Services Administration,www.gsa.gov/Portal/gsa/ep/channelView.do?pageTypeId=8195&channelPage=%2Fep%2Fchannel%2FgsaOverview.jsp&channelId=-16832

� Green Landscape with Native Plants,www.epa.gov/greenacres

� Water-Efficient Landscaping, U. ofMissouri Extension,www.muextension.missouri.edu/xplor/agguides/hort/g06912.htm

� City of Milwaukee stormwatermaintenance plan requirements,Manual of Storm Water Management

Practices,www.city.milwaukee.gov/displayFile.asp?docid=12934&filename=/Groups/citySWMP/documents/Manual_of_Storm_Water_Management_Practices.pdf

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any potential barriers to good O&Mand to suggest alternative designoptions.

� Design building systems andequipment for simplification of useand easy access for operation andmaintenance.

� Prepare a comprehensive Operationsand Maintenance Manual to includefor example; monitoring of energyuse, luminary, and filter maintenance.

� Make use of the commissioningreport in the preparation of theO&M manual.

� Make any building O&M plan easilyaccessible to all buildingmanagement, operations andmaintenance personnel.

� Have appropriate buildingcontractor(s) and engineer(s) train thebuilding owner staff on the use andmaintenance of building equipmentand systems.

� Develop a Preventative MaintenancePlan to allow for continuousmonitoring and maintenance ofbuilding equipment anddocumentation of all maintenanceactivities.

� Schedule for regular and periodicenergy performance review ofbuilding systems.

� Prepare a Recommissioning Plan

when appropriate, such as for achange in facility use, quality andschedule of maintenance activities,frequency of operational problemsand whenever major energyconsuming systems or controls arereplaced.

� Turn off lights, computer, monitorsand other equipment when not inuse.

� Develop a building envelopemaintenance program to ensureweather tightness and thus energyefficiency of the building envelope.

� Schedule regular window cleaning,especially in areas where windows areclose to sources of airborn dust,fumes and gas, to maximize thedesigner's intent for daylighting.

performance indicators� Measures intended to provide savings

on O&M costs, can have asubstantial impact for abuilder/owner, since over the thirtyyear life of a building, the ownerspends three times as much tooperate and maintain a building thanto design and build it. PROJECTLIFE CYCLE COSTS (O&MCOSTS)

� By implementing a measurement and

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goals� Operate and maintain building

mechanical systems in accordancewith the design and constructionintent; to maintain value, extend thelife and ensure high performance ofequipment.

� Provide maintenance and upkeep ofequipment to ensure energyefficiency, as well as building userhealth and comfort.

� Prevent disruptive failures in thebuilding and its systems.

� Ensure that facility managers,maintenance staff and appropriatebuilding occupants are trained in howbuilding equipment and systemsshould operate.

� Implement a plan that ensures allbuilding systems continue to functionas designed.

� Set performance goals and measureperformance so that building can bebenchmarked against other buildings.

technical strategies� Bring O&M considerations to the

table during the design phase. Havelead commissioning agent on boardduring the design phase to identify

building systems

performance goals/leed creditsNote: Performance Goals/LEED Creditsprovide the "How to" for achieving the Goalsand Technical Strategies that are important tothe Brewery. Level 1 goals are required by theBrewery Project LLC. Level 2 goals areencouraged and suggested, but not mandatory.

Level 2 (Suggested)Prepare and implement a comprehensiveOperations and Maintenance Manual,written in accordance with ASHRAEGuideline 4-1993.

Have in place over the performanceperiod a building operations andmaintenance staff education programthat provides each staff person primarilyworking on building maintenance with atleast 24 hours of education each yearover the performance period. Theeducation program should provideinformation on building and buildingsystems operation, maintenance andachieving sustainable buildingperformance. Training must be of highquality and relevant to buildingoperations and maintenance.

A comprehensive Best PracticesEquipment Preventative MaintenanceProgram established during the

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verification plan of the building'senergy use, optimization of thebuilding systems can be achieved andthus minimize the cost andenvironmental impacts associatedwith energy use.PROJECT LIFECYCLE COSTS (O&M COSTS)ENVIRONMENTAL IMPACTS(PRIMARY ENERGY)

� Properly operated and maintainedsystems not only ensures energysavings, but also provide savings inreduced damage/repairs and theextended life of building equipment.PROJECT LIFE CYCLE COSTS(O&M/CAPITAL COSTS)

� Continuously monitored systemsallow for small fluctuations in indoorconditions to be picked-up andaddressed before they have anynegative impact on the building users.HUMAN IMPACTS ANDRELATED COST (HEALTH ANDWELL-BEING)

� Well-documented energy cost savinginformation will promote increasedparticipation and higher levels ofsustainable building achievements,therefore increasing energy efficiencyand decreasing environmentalimpacts of buildings.

ENVIRONMENTAL IMPACTS(PRIMARY ENERGY/GLOBALWARMING POTENTIAL)

� Since salaries account for 92% of afacility’s 30-year costs, an efficientand well-managed O&M planincreases productivity, reducesabsenteeism, and makes the best useof a buildings most valuableresource, its employees and users.HUMAN IMPACTS ANDRELATED COST(PRODUCTIVITY/ABSENTEEISM/EMPLOYEETURNOVER

technologies/techniques� Use automated monitors and controls

for energy, water, waste, temperature,moisture, and ventilation.

� Use schedule, occupancy, or luminarysensors to control lighting and otherfunctions.

� Use timers for HVAC equipment.� Enable power down features on

office equipment when available (forexample, Energy Star computers).

� Make use of performance trackingbenchmarking tools such asENERGYSTAR Portfolio Manager.

performance period should includedocumentation of in-house resources orcontractual services to deliver post-warranty maintenance.

Have in place over the performanceperiod a system for continuous trackingand optimization of systems that regulateindoor air comfort and the conditions(temperature, humidity and CO2)delivered in occupied space. The systemmust include:� continuous monitoring of system

equipment performance and of theindoor environmental conditionsdelivered in the building

� alarms for performance or conditionsthat require repair

� a system in place that delivers promptrepairs to problems identified

Develop and implement a Measurement& Verification (M&V) Plan consistentwith Option D: Calibrated Simulation(Savings Estimation Method 2), orOption B: Energy Conservation MeasureIsolation, as specified in the InternationalPerformance Measurement & VerificationProtocol (IPMVP) Volume III; Conceptsand Options for Determining EnergySavings in New Construction, April,2003. The M&V period shall cover aperiod of no less than one year of post-construction occupancy.

Document overall building operatingcosts for the previous five years (orlength of building occupancy if shorter),and track changes in overall buildingoperating costs over the performanceperiod. Document building operatingcost and financial impacts of all theaspects of LEED-EB implementation onan ongoing basis.

Agree to implement a thermal comfortsurvey of building occupants within aperiod of 6 to 18 months afteroccupancy. This survey should collectanonymous responses about thermalcomfort in the building, including anassessment of overall satisfaction withthermal performance and identificationof thermal comfort-related problems.Agree to develop a plan for correctiveaction if the survey results indicate thatmore than 20% of occupants aredissatisfied with thermal comfort in thebuilding. This plan should includemeasurement of relevant environmentalvariables in problem areas in accordancewith ASHRAE Standard 55-2004.

tools� ENERGYSTAR Portfolio Manager,

web-based tool that uses energy billdata and building characteristics torank the building compared to a

similar building,www.energystar.gov/benchmark

� International PerformanceMeasurement and VerificationProtocol (IP-MVP), non-profitorganization that properly valuesenergy efficiency, www.ipmvp.org.

� Methods, calculations, tables, planrequirements for achieving LEED-EB credits and determining buildingsystem costs, from the LEED-EBReference Guide.

supplemental resources � ASHRAE Guidelines 4-1993,

Preparation of Operation andMaintenance Documentation forBuilding Systems, www.ashrae.org

� International Facility ManagementAssociation (IFMA), www.ifma.org

� Energy-Efficiency Operation ofCommercial Buildings, by PeterHerzog, McGraw-Hill 1997.

� Preventive Maintenance and BuildingOperation Efficiency by the BuildingOwner's and Managers Association,http://shop.boma.org/showItem.aspx?product=213PREMAIN&session=1CC08CF1A1F

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� Keep air ducts clean and free ofmicroorganisms through a structuredprogram of preventativemaintenance.

� Use textured versus smoothpavement for outside approaches tobuildings, so that soil material canscrape off shoes prior to usersentering the building.

� Install recessed metal grating investibules and tracking mats inentryways to again prevent dirt fromgetting into the building.

� Design restroom and kitchen areaswith maintenance and cleaningconsiderations in mind.

� Provide adequate storage space andproper ventilation for cleaningproduct storage and mixing, injanitor closets.

performance indicators� An efficient cleaning program and

efficient use of cleaning productsprovides for savings in both laborand material O&M cost. PROJECTLIFECYCLE COSTS (O&MCOSTS)

� Non-toxic cleaning products used inthe appropriate quantity; reduce thepotential for negative impacts onhumans and the environment, andthey use resources more wisely than

conventional products. HUMANIMPACTS AND RELATED COST(HEALTH AND WELL-BEING)ENVIRONMENTAL IMPACTS(WASTE PRODUCTION)

� Automated chemical dispensingequipment have an added upfrontcost, but will save money over thelife of the building by reducingoveruse and waste of cleaningproducts, as well as avoiding costlyspills. PROJECT LIFECYCLECOSTS (O&M COSTS)

� 80% of all dust and dirt in a buildingis tracked in on the shoes of thoseentering the building. Therefore,entryway tracking systems can:reduce contaminants in the building,save on cost for cleaning, andincrease the longevity of flooringmaterials. HUMAN IMPACTS ANDRELATED COST (HEALTH ANDWELL-BEING) PROJECT LIFECYCLE COSTS (CAPITAL COSTS)

� A well cleaned building environmentleads to higher building occupantproductivity as well as a reduction inwork absenteeism. HUMANIMPACTS AND RELATED COST(PRODUCTIVITY/ABSENTEEISM)

� The Brengel Technology Center inMilwaukee has developed a Green

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goals� Protect the health and comfort of

building occupants and decrease theenvironmental impact throughproper housekeeping and operationsactivities

� Purchase non-toxic building cleaningproducts and supplies and employsafe custodial operations to reducehuman exposure to physical andchemical hazards and odors.

� Purchase cleaning products andsupplies that use less packaging, areconcentrated and possiblybiodegradable, to minimizeenvironmental impacts.

technical strategies� Use non-toxic pest controls as well as

cleaning products for plant care andbuilding cleaning for indoor spaces.

� Obtain the material safety data sheetsfor cleaning products and post in anarea where they can be readily seen.

� Use Integrated Pest ManagementPractices in facilities.

� Coordinate custodial operations andbuilding ventilation to ensure theadequate ventilation during and aftercleaning.

custodial operations

Housekeeping Plan which integratesa number of key elements for thesafe and sustainable cleaning of thebuilding. For example: entrywaysystems and a carpet maintenanceprogram are in place to extend thelife of the flooring, chemicalconcentrates are ordered when achemical cleaning product is neededto minimize transportation andpackaging cost, and all storage andmixing is restricted to designated,properly isolated and ventilatedchemical storage areas for safety andto ensure good IEQ. PROJECTLIFECYCLE COSTS (O&MCOSTS) HUMAN IMPACTS ANDRELATED COSTS (HEALTH ANDWELL-BEING)

technologies/techniques� Use Green Seal or equivalent cleaning

products to maintain healthy andefficient custodial operations.

� Use mechanically dispensed portioncontrol devices for cleaning solutionmixing and for soap and paper toweldispensing.

� Use vacuum cleaners with high-efficient vacuum bags or highefficient particle air (HEPA) filters, toensure effective cleaning of carpetedareas.

performance goals/leed creditsNote: Performance Goals/LEED Creditsprovide the "How to" for achieving the Goalsand Technical Strategies that are important tothe Brewery. Level 1 goals are required by theBrewery Project LLC. Level 2 goals areencouraged and suggested, but not mandatory.

Level 2 (Suggested)Implement sustainable purchasing forcleaning materials and products,disposable janitorial paper products andtrash bags. Cleaning product and materialpurchases include building purchases foruse by in house staff or used byoutsourced service providers. Calculatethe percentage of the total sustainablematerial and product purchase that meetat least one of the specified sustainabilitycriteria. The percentage of totalsustainable cleaning product and materialpurchases determine the number ofLEED-EB points earned up to total ofthree points. One point will be earned foreach 30% of the total annual purchase ofthese products (on a cost basis) that meetone of the following sustainabilitycriteria:� Cleaning products that meet the

Green Seal GS-37 standard ifapplicable, OR if GS-37 is notapplicable (e.g. for products such as

carpet cleaners, floor finishes orstrippers), use products that complywith the California Code ofRegulations maximum allowableVOC levels

� Disposable janitorial paper productsand trash bags that meet theminimum requirements of US EPAComprehensive ProcurementGuidelines.

Utilize over the performance period,entryway systems (grills, grates, mats, etc.)to reduce the amount of dirt, dust andpollen and other particles entering thebuilding at all entryways, and develop theassociated cleaning strategies to maintainthose entryway systems, as well as theexterior walkways.

Have in place over the performanceperiod, structural deck-to-deck partitionswith separate outside exhausting, no airre-circulation and negative pressure in alljanitorial closets. Provide hot and coldwater in areas where janitorial equipmentand chemicals are stored and cleaningchemical concentrate mixing occurs.

Have in place over the performanceperiod, a low-impact environmentalcleaning policy addressing: � Sustainable cleaning systems.

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� Use of sustainable cleaning products.� Use of chemical concentrates and

appropriate dilution systems� Proper training and maintenance

personnel in the hazards, use,maintenance and disposal of cleaningchemicals, dispensing equipment andpackaging.

� Use of hand soaps that do notcontain antimicrobial agents, exceptwhere required by health codes andother regulations.

� Use of cleaning equipment thatreduces impacts on IAQ.

Develop, implement and maintain a lowenvironmental impact integrated indoorpest management policy. Any cleaningproducts included in the integrated pestmanagement policy must meet therequirements identified above.

Implement a policy for the use ofjanitorial equipment that maximizeseffective reduction of buildingcontaminants with minimumenvironmental impact. Cleaningequipment policy needs to specify that:� Vacuum cleaners meet the

requirements of the Carpet & RugInstitute "Green Label" TestingProgram- Vacuum Cleaner Criteriaand are capable of capturing 96% of

particulates o.3 microns in size andoperate with a sound level less than70dBA.

� Hot water extraction equipment fordeep cleaning carpets is capable ofremoving sufficient moisture suchthat carpets can dry in less than 24hours.

� Powered maintenance equipmentincluding floor buffers, burnishes andautomatic scrubbers is equipped withvacuums, guards and/or otherdevices for capturing fineparticulates, and shall operate with asound level less than 70dBA.

� Propane-powered floor equipmenthas high-efficiency, low emissionsengines.

� Automated scrubbing machines areequipped with variable-speed feedpumps to optimize the use ofcleaning fluids.

� Battery-powered equipment isequipped with environmentallypreferable gel batteries.

� Where appropriate, active micro fibertechnology is used to reduce cleaningchemical consumption and prolonglife of disposable scrubbing pads.

� Powered equipment is ergonomicallydesigned to minimize vibration, noiseand user fatigue.

� Equipment has rubber bumpers to

reduce potential damage to buildingsurfaces.

� A log will be kept for all poweredhousekeeping equipment todocument the date of equipmentpurchase and all repair andmaintenance activities and includevendor cut sheets for each type ofequipment in use in the logbook.

tools� Green Seal Standard GS-37 Industrial

and Institutional Cleaners: General-purpose, Bathroom and GlassCleaners, Green Seal, independent,non-profit organization, certifyingand promoting environmentallyresponsible products and services,www.greenseal.org

� Methods, calculations and tables forachieving LEED-EB credits anddefining sustainable cleaningmethods and products, from theLEED-EB Reference Guide.

� EPA Cleaning Products Pilot Project,http://www.epa.gov/epp/pubs/cleaner.pdf

supplemental resources� Regulations for Reducing VOC

Emissions From Consumer Products,Title 17, California Code of

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Regulations, Division 3, Chapter 1,Subchapter 8.5, Article 2, CaliforniaAir Resource Board, www.arb.ca.gov

� EPA Comprehensive ProcurementGuidelines, US EnvironmentalProtection Agency,http://www.epa.gov/cpg/products.htm

� EPA Environmental PreferablePurchasing,http://www.epa.gov/epp/

� EPA Pesticides website, providesinformation on integrated pestmanagement (IPM) and theenvironmental effect of pesticides,www.epa.gov/pesticides

� Protecting the Built Environment:Cleaning for Health by Michael A.Berry, Tricomm Twenty First Press,1994.

� International Sanitary SupplyAssociation (ISSA), an association ofcompanies that manufacturers,markets and distributes cleaningproducts equipments and services,www.issa.com

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to LEED® or not to LEED®

In the nine years since LEED was introduced as a pilotprogram in 1998, LEED and other green building ratingsystems have played a large part in transformingsustainable design and construction. What was once asmall niche market driven largely by "saving the planet"has rapidly become the norm for mainstream buildingprojects, driven now by long-term economic vision withenergy savings and indoor & outdoor environmentalquality. The marketing advantages of a green building arebecoming increasingly evident to owners, developers andproperty managers. Having an official or marketrecognized third party certification, such as LEED orsome other industry recognized rating system, gives"green" credibility, as well as marketing value to thebuilding project.

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“Sustainability can only be achieved through better

design.”

- Edwin Datschefski -

Biothinking, London

The LEED (Leadership in Energy &Environmental Design) rating system is anationally accepted benchmark,developed by the US Green BuildingCouncil, for design, construction, andoperation of high performance greenbuildings. LEED promotes sustainabilityby recognizing performance in five keyareas; sustainable sites, water savings,energy efficiency, materials selection andindoor environmental quality. In additionto the LEED for NeighborhoodDevelopment (LEED-ND) certificationprocess, currently in process for theoverall Brewery development, buildingspecific LEED programs include: � LEED for New Construction

(LEED-NC)- LEED for NewConstruction and Major Renovationsis a green building rating system thatwas designed to guide and distinguishhigh-performance commercial andinstitutional projects, with a focus onoffice buildings. Practitioners havealso applied the system to K-12schools, multi-unit residentialbuildings, manufacturing plants,laboratories and many other buildingtypes.

� LEED Core and Shell (LEED-CS)- LEED for Core and ShellRating System encourages theimplementation of green design and

construction practices in areas wherethe developer has control. Broadlydefined, core and shell constructioncovers base building elements, suchas the structure, envelope andbuilding-level systems. The LEEDfor Core and Shell productrecognizes that the division betweenowner and tenant responsibility forcertain elements of the buildingvaries between markets. LEED forCore and Shell is designed to becomplementary to the LEED forCommercial Interiors Green BuildingRating System.

� LEED for Commercial Interiors(LEED-CI)- LEED for CommercialInteriors is a standard for certifyingthat high-performance green interiorsof buildings are healthy, productiveplaces to work, are less costly tooperate and maintain, and reduceenvironmental footprint.

� LEED for Existing Buildings(LEED-EB)- LEED for ExistingBuildings is a rating system forpreviously developed and occupiedbuildings. It provides a recognized,performance-based benchmark forbuilding owners and operators tomeasure operations, improvementsand maintenance on a consistentscale. This certification allows

building owners to show an ongoingcommitment to sustainability.USGBC provides free registration forLEED-EB, for any project alreadycertified under LEED-NC or LEED-CS.

� LEED-NC for Retail ApplicationGuide- This guide addresses theunique challenges and opportunitiesof implementing green buildingstrategies into retail projects. USGBCis currently accepting applications forprojects who would like to participatein the pilot test of the guide.

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CONS:� There is a registration fee and

certification fee to the USGBC for aLEED certified project.

� LEED tends to be geared towardsnew construction projects versusrehab and renovated buildings.

� There are various soft cost associatedwith LEED certification including:energy modeling, commissioning anddocument preparation forsubmittal/downloading to USGBCfor review and approval.

� Sometimes it is in the best interest ofthe building project for the availablebudget to be spent otherwise.

� LEED is not necessarily the best fitcertification process for some smaller(10-30,000 sf) projects.

� A site and building can achieve a highlevel of sustainability, but if oneprerequisite is not met, the projectcannot become certified.

� Green Globes by Green BuildingInitiative www.thegbi.com - GreenGlobes is a whole building greenmanagement tool that includes anassessment protocol, rating systemand design guide. The online ratingsystem features modules for NewConstruction and ContinualImprovement of Existing Buildings.The program provides feedbackduring each phase of the designprocess. Green Globes is lessexpensive then LEED and requiresless paperwork. GBI currently offersthe use of Green Globes andprovides a web-based buildingassessment, free for its members.

� Energy Star Green Building Designby US Environmental ProtectionAgencyhttp://www.energystar.gov/index.cfm?c=evaluate_performance.bus_portfoliomanager_intro - Energy Star is abuilding rating system based onenergy use, with the building labeledas an Energy Star building if itachieves a rating of 75 or above. Theprogram was established to identifyand promote energy efficiency andalso show that the building meets

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PROS:� LEED certification provides national

recognition that the building meetscertain established standards forsustainability.

� LEED is a good fit for larger/highprofile commercial building projects.

� LEED certified buildings have agrowing market advantage.

� By going through the certificationprocess, credits do not "fall by thewayside" when budget issues comeup.

� The third party commissioningprocess, required as part of LEED,gives greater assurance that buildingsystems do what they say they willdo.

� LEED certification ensures theintegrity of a green building projectthat doesn't cut corners.

� As more and more projects achieveLEED certification, the more theseprocedures, products and ideasbecome mainstream.

pros and cons of LEEDcertification

other green building ratingsystems

industry standards for comfort andindoor air quality. One year after abuilding starts operating, owners canaccess the Energy Star website, entertheir utility bills and see how thebuilding is operating.

� Building Research Establishment'sEnvironmental Assessment Method(BREEAM) by Building ResearchEstablishment Limited (BRE)www.breeam.org/index.html -Program where credits are awardedin each area according toperformance. A set of environmentalweightings then enables the credits tobe added together to produce a singleoverall score. The building is thenrated on a scale of PASS, GOOD,VERY GOOD or EXCEL.

� Green Building Challenge; GB Toolby International Initiative for theSustainable Built Environment(IISBE)http://www.greenbuilding.ca/ - Awhole building rating tool that doesrequire specific technical expertise.The rating tool is free with iiSBEregistration.

� ISO 14000 by InternationalOrganization for Standardization(ISO) http://www.iso14000-iso14001-environmental-management.com/ - The new series

of ISO14000 standards are designedto cover; environmental managementsystems, environmental auditing,environmental performanceevaluation, environmental labelinglife-cycle assessment, andenvironmental aspects in productstandards.

� GREEN TIER by WisconsinDepartment of Natural Resources(WI DNR)www.dnr.wi.gov/org/caer/cea/environmental - Green Tier is based on acollaborative system of contracts andcharters crafted jointly byparticipating businesses and theDNR. It was put into place tostreamline environmentalrequirements, and in many casesencourage new environmentaltechnologies. Green Tier is designedto help environmentally responsiblecompanies achieve environmentaland economic gains.

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metrics and funding

"The indicators a society chooses to report to itself

about itself are surprisingly powerful. They reflect

collective values and inform collective decisions. A

nation that keeps a watchful eye on its salmon runs or

the safety of its streets makes different choices than

does a nation that is only paying attention to its GNP.

The idea of citizens choosing their own indicators is

something new under the sun - something intensely

democratic."

- Donella H. Meadows -

(1941-2001), Ph.D. in biophysics, Harvard University;

founder of the Sustainability Institute;

Pew Scholar in Conservation and Environment; MacArthur

Fellow.

The following metrics represent a collection ofpossibilities for future assessment by Zilber and TheBrewery Project ownership. These metrics are notcurrently in place for valuation; instead, they are includedin the Guidelines as a placemark and for future referenceas The Brewery Project becomes a change-makingdevelopment.

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Milwaukee is a great city. It is rich inhistory and traditions representative ofAmerican culture - hard work,innovation, community. Milwaukee isWisconsin's major population center builtaround an increasingly valuable waterresource - the glorious Lake Michigan.Milwaukee will grow and prosper as longas new urbanism and sustainability buildmomentum in an effort to increase wagesand lessen inequality, segregation, andpoverty - to create a region rich withlive+work+play+learn opportunities thatdraw people of all ages and cultures toexperience its sense of vibrantcommunity.

To measure the outcomes of theSustainability Guidelines, suggestedperformance indicators have beendeveloped for future assessment. Criteriaconsidered in the creation of theindicators included: relevance, reflectiveof The Brewery Project values, attractiveto local media (press publicizes and usesto analyze community trends), statisticallymeasurable, logically defensible, reliable,leading (provide information while stilltime to respond), and policy-relevant.

The performance indicators as outlinedand compared in these Guidelines are thebeginning of a process. These indicators

would benefit from developer, agencyand community feedback to successfullymonitor outcomes. Wheneverappropriate, the performance-basedguidelines replace prescriptive measures.There are linkages - how the social,economic and environmental systemsoverlap each other - that will, asdevelopment progresses within theBrewery, become increasingly notable.

The performance indicators of realoutcomes to be calculated in applyingthese guidelines (to be further developedin following phases) include subsets ofthe following:� Project Lifecycle Costs� Operation and Maintenance Costs� Building Value Impacts� Marketability� Human Impacts and Related Cost� Environmental Impacts� Community Impacts and Related

Cost

These suggested performance indicatorscould serve as a measurement tool toevaluate trends; they are not benchmarks.Throughout the Guidelines, performanceindicators are referenced.

These indicators have been created as astarting point for future discussion. Theyare relevant to The Brewery Project andmay be implemented to measure projectlifecycle costs, building value impacts,marketability, human impacts and relatedcosts, environmental impacts, and com-munity impacts and related cost. Theseare the measurable costs and benefitsassociated with all aspects of TheBrewery Project and referenced through-out the Guidelines.

As the indicators are revisited and evalu-ated in the future, they will need to bequantified. For example, an indicator list-ed under Human Impacts and RelatedCost currently states, "Employers in TheBrewery will realize a reduction in absen-teeism as a result of constructing a highperformance building." If The BreweryProject owners determine this shouldremain as a valuable indicator, a specifiedreduction - such as 15% - needs to bedefined.

It is noted at various points of this sec-tion that current city of Milwaukee prop-erty values, lease rates, lending rates andother metrics are cited and comparedwith those realized of The Brewery

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potential performance indicators

Project. These comparative city ofMilwaukee or state of Wisconsin valuesshould be documented at the time whenbuilding owners begin to measure proj-ect-specific outcomes.

project lifecycle costsProject capital costsThe building project economics thatinvolve initial, substantial commitmentsof capital are dependent to a large degreeon how the project recovers the cost ofthe initial capital outlay. The outlay iscomprised of both the cost ofpurchasing the building (or land) and thecapital carrying cost.

Integrated design promotes a healthytrade-off exercise at the outset ofexamining capital costs; evaluating trade-offs and focusing on integrated solutionsresults in a high performance facilityconstructed at the same or even lowercost as a non-sustainable building.Examples of design and constructionstrategies that can reduce first costs(again, many of these strategies areinherent in the existing traits of TheBrewery Project site: � Optimize site and orientation� Re-use/renovate older buildings and

use recycled material � Reduce project size

� Eliminate unnecessary finishes andfeatures

� Avoid structural over-design andconstruction waste

� Fully explore integrated design,including energy system optimization

� Use construction waste managementapproaches

� Decrease site infrastructure � Concrete with slag content or fly ash� Carpet with recycled content� Low-emitting paint and recycled paint � Certified wood products � Waterless urinals

The Department of Energy constructeda prototype building (two-story, 20,000-sfoffice building, Baltimore, MD)implementing these sustainable strategiesrealizing a reduction in first costs of upto $2.60/ft, lowering the total buildingcost by about 2%.http://www1.eere.energy.gov/femp/pdfs/buscase_section2.pdf

Potential Indicator: The BreweryProject developments will realizebetter than average (city ofMilwaukee) building economics as aresult of incorporating sustainablebuilding systems. It is projected thatdebt incurred from capital costs willbe recovered quicker as a result of

savings gained from reduced projectconstruction costs, higher tenantvelocity, lower lending and insurancerates, and higher lease rates (the latternot applicable to affordable housingcomponents). For some of thesesame reasons, capital costs may alsobe less at the outset.

Operation and Maintenance CostsSustainable operations and maintenanceassures the efforts to design andconstruct a high performance buildingare preserved for the life of the building.Systems need to be operated withrecycle-ability and occupant productivity,safety, health, comfort and security as aprimary focus. Non-toxic cleaningproducts can maintain healthful indoorair quality; automated systems and regulartesting of sensor control points assuresenergy efficiency; proper trainingminimizes system failures; wasteminimization can be realized throughsource reduction and recycling;environmentally preferable landscapingpractices can minimize the need forirrigation and toxic pesticides andfertilizers; and vehicular travel andimproved health can be fostered throughteleconferencing, working at home andbicycle/pedestrian travel.

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Supplementary Measures, Lifecycle CostsSupplementary measures of economic evaluation are Net Savings (NS), Savings-to-Investment Ratio (SIR), Adjusted Internal Rate of Return (AIRR), and SimplePayback (SPB) or Discounted Payback (DPB). They are sometimes needed to meetspecific regulatory requirements. Payback measures, either SPB or DPB, are onlyconsistent with Lifecycle Cost Analysis if they are calculated over the entire studyperiod.

All supplementary measures are relative measures, i.e., they are computed for analternative relative to a base case.

Potential Indicator: The BreweryProject buildings will be operated andmaintained within 10% of their initiallevels of efficiency and indoor airquality.

building value impacts� Property Values

A sustainable approach to buildingand reconstruction contributes tohigher property values. (Cite currentdowntown Milwaukee propertyvalues.)

Potential Indicators: The BreweryProject will realize higher thanaverage downtown Milwaukeeproperty values as a result of itssustainable, new urbanism model.

� Lending Rates Increasingly, lending rates are beingadjusted downward by financialinstitutions to reflect the highperformance building advantages ofbuilding green. "Lenders respond to lowvacancy, longer lease terms, and higherNOIs (net operating income), which are allfactors that green buildings can positivelyinfluence," Dave Harmon, commerciallender, ShoreBank Pacific, as quoted inLand Development Today.

155

NS = Net Savings: operational savings less difference in capital investmentcosts

SIR = Savings-to-Investment Ratio: ratio of operational savings to differencein capital investment costs

AIRR =Adjusted Internal Rate of Return: annual yield from an alternativeover the study period, taking into account reinvestment of interimreturns at the discount rate

SPB =Simple Payback: time required for the cumulative savings from analternative to recover its initial investment cost and other accruedcosts, without taking into account the time value of money

DPB =Discounted Payback: time required for the cumulative savings from analternative to recover its initial investment cost and other accruedcosts, taking into account the time value of money

"Steve Bushnell,

product director with

the Fireman's Fund,

said green building

properties like the

Tower Building and

Blair Towns are

attractive to insurers

because there's 'less

risk in a building that is

constructed with

products and systems so

state-of-the-art that they

lower operating costs,

increase resale

[appraisal] values,

create a healthier work

environment, and

provide an opportunity

for greater worker

productivity.'"

~ Dave Barista ~

June 1, 2007

(Building Design &

Construction,

"Building Owner Gets 5%

Discount on Insurance

Premium for Going Green"

Evaluation CriteriaLowest LCC (for determining cost-effectiveness)NS > 0 (for determining cost-effectiveness)SIR > 1 AIRR > discount rate PB, DPB < than study period

(Cite current lending rates among city ofMilwaukee banks for traditionalproperties.)

Potential Indicators: The BreweryProject developers and owners mayobtain lower lending rates incomparison to other developers andowners in the same region that arenot utilizing high performancebuilding strategies.

� Insurance RatesInsurance companies, such as theFireman's Fund Insurance Company,have designed packages to providelower premiums (5% discounts) forbuildings certified under LEED andor other rating systems.

Potential Indicators: The BreweryProject developers and owners mayobtain lower insurance rates incomparison to other developers andowners in the same region that arenot utilizing high performancebuilding strategies.

marketability� Public Relations

While sustainability is not a newapproach to building design andconstruction, high performance

building outcomes are of interestacross all market sectors. Theopportunities for positive publicrelations relative to sustainability,both internal and external to anorganization, are plentiful.

"The quality of good press we've gotten out ofthis has been staggering…couldn't have boughtthat kind of press."

Dennis Wilde, Senior Project Manager,regarding media attention, The Brewery

Blocks, Portland, Oregon; Gerding/EdlenDevelopment Company

"Beyond any direct financial benefits, creatinggreen projects is the right thing to do," saidWilde. "It also gives a developer greater marketexposure, improved public and political relationsand enhanced credibility, all of which can havesignificant value."

Potential Indicators: The BreweryProject will receive mounting mediacoverage relative to high performanceoutcomes, both internal to theorganizations that belong to TheBrewery Project community andexternal as they relate to the Project,the city of Milwaukee and the region.This media attention bringsincreasing recognition to TheBrewery and attracts more developers,owners, tenants, and users.

� Lease RatesGreen sites and buildings areincreasingly realizing higher leaserates. Communicating these tangible,triple bottom line benefits is key.

"That leaves a major hurdle: educating thereal estate community on the benefits ofhigh-performance green buildings, whichinclude lower insurance premiums, lowerenergy costs and healthier and moreproductive tenants. 'We believe that thesewill translate to higher lease rates, betterretention and, ultimately, lower cap rates,’ "

Ken Hubbard, executive vice president withHouston-based developer Hines.

National Real Estate Investor,"Developers and Architects See theLight," July 1, 2003, Alexis Petrakis.

(Cite current downtown Milwaukee leaserates.)

Potential Indicators: The BreweryProject will realize higher thanaverage downtown Milwaukee leaserates.

� Leasing Velocity (current velocityrates for downtown Milwaukee:office, living, retail, higher education)

Potential Indicators: The BreweryProject will realize higher than

156

average downtown Milwaukee leasingvelocity.

� Retail Sales (current retail sales fordowntown Milwaukee)

Potential Indicators: The BreweryProject will realize higher thanaverage downtown Milwaukee retailsales per square foot.

(Cite current downtown Milwaukee retailsales.)

human impacts and related cost� Health and Well-being

The Brewery Project preserves, enhancesand creates natural systems because theyoffer a richness that nurtures the humanspirit as well as protects air and waterquality.

(Cite physical and mental healthcareexpenditures per capita in Milwaukee, orif not available, in Wisconsin.)

Potential Indicators: Residents ofThe Brewery project will be morephysically and mentally healthy,overall, than the average city ofMilwaukee or State of Wisconsinresident.

� AsthmaAs of 2007, the city of Milwaukee isranked 7th out of 100 AsthmaCapitalshttp://aafa.org/pdfs/FinalPublicList_AC_2007.pdf Metropolitan areas inthe United States were evaluated inan annual research project conductedby the Asthma and AllergyFoundation of America. Asthmaaffects 9% of Wisconsin residentsand roughly 7% of residents in theMilwaukee/Racine/ Waukeshacorridor (American LungAssociation, 2007,www.lungaction.org.)

Potential Indicators: Residents ofThe Brewery will experience anasthma rate less than city ofMilwaukee average.

� ProductivityAs stated throughout theseGuidelines, productivity increase isdirectly correlated with highperformance space. It makesintuitive sense, but now numbers arebeing documented. And whileenergy and other operational savingsare a valuable benefit of greenbuildings, the highest cost ofbusiness is its people.

Potential Indicator: Office spacedeveloped in The Brewery Project willdemonstrate higher productivity levelsas a result of high performanceindoor environmental quality, anexperienced sense of place andcommunity

� AbsenteeismSustainable, high performanceenvironments contribute to lowerabsenteeism in the workplace andschools. There are many studies thathave been conducted indicatingobjective, measurable resultsaveraging between a 30% and 40%reduction.

Potential Indicators: Employers inThe Brewery will realize a reductionin absenteeism as a result ofconstructing a high performancebuilding.

� Employee Turnover"Properties that take advantage ofbrownfield and other infillredevelopment, while offeringproximity to mass transit, walking,biking and shopping/daycareservices, have an automatic advantagein the race to attract top talent."

157

People are looking for healthylifestyles and vibrant communities.As a result, sustainableneighborhoods result in attractingand RETAINING top talent, lessemployee turnover, and a healthytenant mix and activity level.Nationwide, the average employeeturnover rate including bothemployee-driven and employer-drivenis 10%.

Potential Indicator: Businesses inThe Brewery will realize a higherattraction rate and lower employeeturnover rate than they experiencedbefore locating to the neighborhood.

� Market Differentiation It is anticipated that the uniquesustainable, live+work+play+learnenvironment associated with TheBrewery Project will prove todifferentiate itself successfully fromother city of Milwaukeedevelopments. Owners willappreciate the high performancebuildings and sustainable site as theypositively impact these organizations'triple bottom lines. It is postulatedthat the dedication to sustainability,as witnessed by these Guidelines, willalso attract businesses and

organizations that otherwise mayhave not considered the city ofMilwaukee as a home.

Successful market differentiation willhave a positive impact on TheBrewery Project's rate of sales. Inturn, this heightened sales movementwill be beneficial to the overall retail,lease, attract and retain activity forthose organizations within TheBrewery Project. It may be valuableto measure the rate of salesexperienced by The Brewery incomparison with the activity levelsexperienced by other relevant,Milwaukee-based developments.

Potential Indicators: Organizationslocating to The Brewery Project willrealize greater triple bottom lineoutcomes compared withother/previous locations, ifapplicable.

"Green buildings also provide a higher qualitywork environment, and companies with healthy,productive employees who are comfortable in theworkplace are more inclined to renew theirleases."

Land Development Today, "Green BuildingCan Make Financial Sense," May 2005.

environmental impacts� Primary Energy

In 2005, Wisconsin expenditures forenergy increased 19.4%, totaling anestimated $18.5 billion on energy. Over$12 billion ($5,500 per household) ofthat investment left the state's economysince Wisconsin imports roughly two-thirds of its energy.http://www.doa.state.wi.us/docview.asp?docid=767

In addition, Wisconsin climate has beenwarmer than the 30-year normal 15 outof the last 16 years. Summers are gettingwarmer, burdening the electrical systemwith increased cooling needs.

Potential Indicator: The BreweryProject will set a goal to use lessenergy (in BTUs) per capita than theState average.

� Renewable EnergyRenewable energy investments, usingprimarily indigenous resources, willhelp keep energy dollars at home.Renewable energy production, beingmore labor intensive, can also createmore jobs. In Wisconsin, renewableenergy use increased 5.7% in 2005,primarily in wood and ethanol use.

158

The Brewery Project and its commu-nity of developers and owners canhelp drive this resource model byleading in renewable energy use forthe purpose of not only providingcost- and environmentally-beneficialenergy to its immediate developmentcommunity, by also contributing tothe state's economic development.Furthermore, modeling the use ofunder-utilized renewable sourcessuch as wind and solar would helpadvance these other technologiesthroughout the region and the state.http://www.hawaii.gov/budget/puc/dockets/03-0371_LOL(Exhibit6)_2004-07-14.pdf

Potential Indicator: The BreweryProject will use a greater percentageof renewables than Wisconsinaverage.

This may positively affect climate changein the city of Milwaukee andSoutheastern Wisconsin region.

� Waste Production(Cite the waste saved by The BreweryProject's demolition and wasterecycling efforts.)

159

State of Wisconsin, Department of Administration, http://www.doa.state.wi.us/docview.asp?docid=768&locid=5

State of Wisconsin, Department of Administration, http://www.doa.state.wi.us/docview.asp?docid=4264&locid=5

Wisconsin Renewable Energy Use, by Type of Fuel

Wisconsin Resource Energy Consumption, by Type of Fuel

Potential Indicator: The BreweryProject maintained a higher recyclingrate than the average realized on cityof Milwaukee-based developments.

community impacts and relatedcost� Community Infrastructure Demand

and Associated Costs

� Pollution PreventionTogether with the MilwaukeeMetropolitan Sewerage District(MMSD), The Brewery Project ismeasuring, through on-sitemonitoring efforts, the pre-development runoff quality fromthe site.

� WaterTogether with the city of Milwaukee,The Brewery Project is measuring,through on-site monitoring efforts,the pre-development runoff rate andquantity from the site.

Potential Indicator: Stormwaterrunoff will be reduced by 25%. Waterquality will be improved comparedwith pre-development levels.

� Vehicle Miles and Fuel ConsumptionThe city of Milwaukee 2005

estimated daily vehicular miles traveled was 25.7, ranking 10th out of 39 US urbanareas (http://www.publicpurpose.com/).

Potential Indicator: Decrease the vehicular miles to less than city ofMilwaukee average traveled by people who work and live at The BreweryProject.

� Community Assets Contributed by ProjectLocal food production: increase number of local farmers selling produce on site

� Economic ImpactsEconomic developmentAs of May, 2007, city of Milwaukee unemployment rates are at 7.1%.

Potential Indicator: The Brewery Project will contribute to an increased city ofMilwaukee employment level, contributing new jobs to the city of Milwaukeeand employing central city residents.

160

Means of transportation to work� Drove a car alone: 320,665

(75%) � Carpooled: 49,293 (12%) � Bus or trolley bus: 28,507

(7%) � Streetcar or trolley car: 136

(0%) � Subway or elevated: 53 (0%) � Railroad: 162 (0%) � Ferryboat: 22 (0%) � Taxi: 574 (0%) � Motorcycle: 308 (0%) � Bicycle: 1,234 (0%) � Walked: 15,857 (4%) � Other means: 1,853 (0%) � Worked at home: 8,956 (2%)

http://www.city-data.com/county/Milwaukee_County-WI.html

� Income DistributionAs stated in the Milwaukee JournalSentinel dated August 29, 2007, 26%of the city of Milwaukee residentsare living at or below poverty level.

Potential Indicator: Poverty level willdecrease.

� Housing Affordability: Children living in poverty: In the cityof Milwaukee 42.9% of the childrenare living in poverty (2002).http://www.greatermilwaukeefoundation.org/research/poverty.shtml

Potential Indicator: Children living inpoverty will decrease.

� Crime RateThe City of Milwaukee violent crimerate ranks 19th among the country's50 biggest cities and is better thanthe rates of such places asMinneapolis; Dallas; Sacramento,Calif.; Kansas City, Mo.; Nashville,Tenn.; Charlotte, N.C.; and Boston.122 homicides 2005. Reduce thenumber.

Potential Indicator: Violent crimerates will fall.

� SegregationMilwaukee is among the mostsegregated metropolitan areas in theUS.

According to the federal bureau oflabor statistics, Milwaukee has thewidest employment gap betweenblacks and whites of any city in theUS.

Potential Indicator: The Brewery willbe occupied by a social/economicallydiverse group of occupants.

� Social ImpactsMaintain pocket parks: contributionto open/green space. (Cite thepercentage of pocket parks/openspace of the total development.)Increased open space; parks were notpart of the Pabst Brewery; enhanced.

Potential Indicator: The increasedopen space will be used forcommunity events and other publicuses, connecting varioussocioeconomic groups.

� Pedestrian and bicycle friendly streetsContribute to sustainablecommunities. (Cite the percentage ofdevelopment that has pedestrian andbike systems.)

Potential Indicator: Trends willcontinue as a result of The BreweryProject as a model, thereby increasingwalking and cycling in the city.

161

When identifying potential fundingsources, it is important to incorporate acouple rules of thumb:

1. Pursue local funding sources first2. Develop a preliminary funding

plan before making contacts withagenciesa. Know what you need in terms

of fundingb. The performance outcomes

of your project

Involving students or the community inyour sustainable project, in terms ofknowledge sharing or site use (greenspace, gardens, tours) can contribute tofunding success.

localwww.dsireusa.org is an online database ofrenewable energy and energy efficiencyincentive programs by state. Federal pro-grams are also listed. This web site con-tains a more conclusive and detailed listof local funding and incentive-typesources.

1. Focus on Energy a. Renewable Energy Grant

Programsb. Renewable Energy Cash-Back

Rewards

162

potential funding sources

Incentive Type: State Grant Program

Eligible/Renewable/Other

Technologies:

Solar Water Heat, Solar SpaceHeat, Photovoltaics, Wind,Biomass, Anaerobic Digestion

ApplicableSectors:

Commercial, Industrial,Residential, Nonprofit, LocalGovernment, TribalGovernment, Institutional

Amount: Varies by technology and esti-mated energy production

MaximumAmount:

$260,000 to any individual orbusiness during each fiscalyear

EquipmentRequirements:

2-year installation warranty; 1-year equipment warranty;A system performance metermust be included in electricgenerating systems

InstallationRequirements:

Following installation require-ments of each technology

Effective Date: 7/1/07 - 12/31/07

Website: http://www.focusonenergy.com/page.jsp?pageId=905

Incentive Type: State Rebate Program

Eligible/Renewable/Other

Technologies:

Solar Water Heat,Photovoltaics, Wind, Non-Residential Wood-BurningSystems

ApplicableSectors:

Commercial, Industrial,Residential, Nonprofit, Schools,Local Government, TribalGovernment

Incentive Amount: Varies by technology and typeof project

MaximumAmount:

Varies by technologyr

Eligible SystemSize:

Wind: 20 kW maximum; PV:0.5 kW - 20 kW ; Solar hotwater and biomass combustion:5,000 therms/year maximum

EquipmentRequirements:

Requirements vary according touse of new or used equipment,warranty length, etc.

InstallationRequirements:

Systems must comply with allfederal, state and local codes.PV systems must be grid-tied;other technologies may be grid-tied or off-grid. Incentive levelsvary accordingly.

Ownership ofRenewable

Energy Credits:

Remain with cus-tomer/generator

Effective Date: December 31, 2007

Website: http://www.focusonenergy.com/page.jsp?pageId=672&

2. State of Wisconsin a. Solar and Wind Energy

Equipment Exemption

3. WE Energiesa. Biogas Buy-Back Rate b. Solar Buy-Back Rate

163

Incentive Type: Property Tax Exemption

Eligible/Renewable/Other

Technologies:

Passive Solar Space Heat,Solar Water Heat, Solar SpaceHeat, Solar Thermal Electric,Photovoltaics, Wind, Solar PoolHeating

Applicable Sectors: Commercial, Industrial,Residential

Amount: 100%

Maximum Limit: None

Authority 2: Wis. Stat. § 70.111

Website: http://www.revenue.wi.gov/forms/govexmpt/pr-303.pdf

Incentive Type: Production Incentive

Eligible/Renewable/Other

Technologies:

Biomass, Anaerobic Digestion

Applicable Sectors: Commercial, Industrial,Residential, Nonprofit, Schools,Local Government, Agricultural,Institutional

Amount: $0.08 per kilowatt-hour(8.0¢/kWh) for on-peak genera-tion; $0.049 per kilowatt-hour(4.9¢/kWh) for off-peak genera-tion

Terms: Available to systems up to 800kW in capacity; maximumaggregate capacity limit of 10MW

Website: http://www.we-ener-gies.com/business_new/altenergy/custgen.htm#terms

Incentive Type: Production Incentive

Eligible/Renewable/Other

Technologies:

Photovoltaics

Applicable Sectors: Commercial, Industrial,Residential, Nonprofit, Schools,Agricultural, Institutional

Amount: $0.225 per kilowatt-hour(22.5¢/kWh); 10-year contract

MaximumIncentive:

No maximum specified

Terms: System capacity must bebetween 1.5 kW - 100 kW;aggregate capacity of all partic-ipating systems is 1 MW; mustcomply with applicable national,state and local electrical codes,rules and regulations; electricservice rules and regulations ofWe Energies; requirements ofWisconsin Administrative CodeChapter PSC 119; the state'sDistributed GenerationInterconnection Agreement,and "Energy for Tomorrow"Power Partner ProgramAgreement

Website: http://www.we-ener-gies.com/business_new/altenergy/custgen.htm#terms

Effective Date: 10/1/2005

Expiration Date: 9/30/2011

4. Alternative Fuel Incentive and Lawsfor Wisconsin:http://www.eere.energy.gov/afdc/progs/state_summary.cgi?afdc/WI

5. Local equipment suppliers (demon-stration project)

6. Local contractors (partners in sus-tainable solutions; potential research)

7. For local Green Power purchase, gotohttp://www.eere.energy.gov/greenpower/

federal1. U.S. Department of Energy, Energy

Efficient Building Technologies � $100,000 - $4,500,000 annually� Utilization of DOE's EnergyPlus

building energy simulationprogram

� Tax Incentive� Credit for Fuel Cells and

Microturbines� Stationary microturbine

<2,000kW� 10% investment tax credit,

2006-2007� Fuel cell with nameplate capacity

of 0.5kW� 30% investment tax credit,

2006-2007

� Tax Incentive� Clean Renewable Energy

Bond Program � Turbine, fuel cell, heat recovery

generator � IRS - $800 million in clean

energy bonds � Federal income tax credit � April 26, 2006

2. StEPP Foundation� Renewable energy, energy

efficiency or pollution preventionprojects

� Matching fundshttp://www.steppfoundation.org/about_us/about_us.htm

3. The Climate Savers program is acollaboration between the WorldWildlife Fund (WWF), and TheCenter for Energy and ClimateSolutions (CESD) to help businessesvoluntarily lower energy consump-tion and reduce emissions. The pro-gram is attracting Fortune 100 corpo-rations, many of which might be will-ing to become funding partners foryour showcase project.

The other project collaborator,CESD is a non-profit organizationand a division of the Global

Environment and TechnologyFoundation (GETF).The Center's Director, Dr. JosephRomm, is the author of "CoolCompanies: How the Best BusinessesBoost Profits and Productivity byCutting Greenhouse Gas Emissions."www.worldwildlife.org

4. US Department of Energy'sPlanning and Financing MultifamilyBuildingshttp://www.eere.energy.gov/buildings/info/multifamily/finance.html

5. www.dsireusa.org for federal renew-able energy and energy efficiencyincentives

6. US Department of Energy's WindEnergy Programhttp://www1.eere.energy.gov/windandhydro/financial.html

7. US Department of Energy, alphabet-ical listing of all EERE programswww.eere.energy.gov/AB.

8. Environmental Protection Agency(EPA), grants information(Wisconsin is Region 5)http://www.epa.gov/epahome/grants.htm

164

9. U.S. Combined Heat and PowerAssociation (USCHPA)

10. Business Energy Tax Credit private foundations1. The Kresge Foundation, through

their Green Building Initiative, offersplanning grants ranging from $25,000to $100,000 for nonprofit organiza-tions working in the arts, health andhuman services areas.http://www.kresge.org/content/displaycontent.aspx?CID=7

2. The MacArthur Foundation is inter-ested in affordable housing grant-making opportunities in the UnitedStates. The Foundation is also inter-ested in global sustainability pro-grams.http://www.macfound.org/site/c.lkLXJ8MQKrH/b.855229/k.63D6/Macarthur_Foundation_Home.htm

3. Rockefeller Brothers Fund Programs:Sustainable Development. A granteemust be a tax exempt organization oran organization seeking support foran educational or charitable project.http://www.rbf.org/programs/programs_show.htm?doc_id=472517

165

Incentive Type: Corporate Tax Credit

Eligible/Renewable/Other

Technologies:

Solar Water Heat, Solar SpaceHeat, Solar Thermal Electric,Solar Thermal Process Heat,Photovoltaics, GeothermalElectric, Fuel Cells, SolarHybrid Lighting, Direct UseGeothermal, Microturbines

Applicable Sectors: Commercial, Industrial

Amount: For equipment placed in serv-ice from January 1, 2006 untilDecember 31, 2007, the creditis 30% for solar, solar hybridlighting, and fuel cells, and 10%for microturbines. The geother-mal credit remains at 10%.

MaximumIncentive:

$500 per 0.5 kW for fuel cells;$200 per kW for microturbines;no maximum specified for othertechnologies

Eligible SystemSize:

Microturbines less than 2 MW;fuel cells at least 0.5 kW

Date: 1/1/2006

Expiration Date: 12/31/2007

Incentive Type: Corporate Tax Credit

Eligible/Renewable/Other

Technologies:

Solar Water Heat, Solar SpaceHeat, Solar Thermal Electric,Solar Thermal Process Heat,Photovoltaics, GeothermalElectric, Fuel Cells, SolarHybrid Lighting, Direct UseGeothermal, Microturbines

Applicable Sectors: Commercial, Industrial

Amount: For equipment placed in serv-ice from January 1, 2006 untilDecember 31, 2008, the creditis 30% for solar, solar hybridlighting, and fuel cells, and 10%for microturbines. The geother-mal credit remains at 10%.

MaximumIncentive:

$500 per 0.5 kW for fuel cells;$200 per kW for microturbines;no maximum specified for othertechnologies

Eligible SystemSize:

Microturbines less than 2 MW;fuel cells at least 0.5 kW

Authority 1: 26 USC § 48

Authority 2: IRS Form 3468 (Tax Year 2006)

wrap up

Imagine a live+work+play+learn neighborhood that� brings economic development opportunities not

yet imagined to the city of Milwaukee � encourages and celebrates diversity, fostering a

crime- and poverty-free community � contributes to cleaner air and water � thrives on renewable energy resources, even

contributing energy back to the grid � honors beauty in historical buildings rich in

texture and warmth � fosters connectivity through open green spaces � re-uses water for irrigation � is teeming with people walking, talking and

celebrating together - sharing knowledge,philosophy and energy.

Imagine.

The following pages include Acknowledgements of thepeople who came together to develop the SustainabilityGuidelines, Contact Information of those associated withThe Brewery Project and P³Xcel and Appendicescontaining documents that may be helpful in managingthe sustainability process.

166

Those who contemplate the beauty of the earth find reserves

of strength that will endure as long as life lasts. There is

something infinitely healing in the repeated refrains of nature.

- Rachel Carson, Author of Silent Spring -

to a sustainable approach with the cre-ation of sustainability guidelines. TheBrewery Project Sustainability GuidelinesStewardship Committee was appointedfor the purpose of visioning, researching,documenting, writing, reviewing andimplementing The Brewery Project, LLCSustainability Guidelines.

the committee is comprised of:Joseph Zilber, Chairman of the Board

and owner of Zilber Ltd., andBrewery Project LLC

John Kersey, President, Brewery ProjectLLC

Michael Mervis, Vice President,Brewery Project LLC

Dan McCarthy, Vice President, BreweryProject LLC

Kevin Mantz, AIA Director of Design,KM Development Corp/Zilber Ltd.

Dennis Stapleton, Architect, KMDevelopment Corp/Zilber Ltd.

Wendy Heintz-Joehnk, Founder +Director, studio [re]generate, formerFounder + Director, P³Xcel

Steve Whayland, Sustainability Co-Champion, Design Team, P³Xcel

P3Xcel acknowledges the stewardshipcommittee, most notably DennisStapleton and Kevin Mantz, for theirsignificant and collaborative contributionsof leadership and commitment to thesuccessful outcome of the Brewery

167

The Brewery Project, LLC SustainabilityGuidelines are the result of many pro-gressive thinkers and numerous valuablesources. The High PerformanceGuidelines, City of New York, April 1999and the State of Minnesota SustainableBuilding Guidelines (MSBG) B3, version2.0, September 1, 2006 were significantresources. Other phenomenal work wasresearched and is referenced throughoutthe Guidelines and in the Resources sec-tion.

Legacy. It begins with innovation, dedi-cation, tenacity, commitment and truegrit. Many people, including businessand community leaders and city ofMilwaukee leadership, were involved inarticulating the sustainable approach toThe Brewery Project and helping see itthrough to implementation. Unwaveringcommitment to marking a Legacy, andembracing sustainability as it coursesthrough all strata of a Legacy, has result-ed in an innovative, new urbanist, sustain-able model that will serve as a model fordevelopment around the globe.

Once the ideas and vision were named,Zilber leadership, in their role as masterdeveloper, confirmed their commitment

Guidelines. The Brewery ProjectSustainability Guidelines were researchedand authored by P³Xcel, the sustainabledivision of Arnold & O'Sheridan, Inc.The members of P³Xcel dedicated todeveloping the Guidelines are:Wendy Heintz-Joehnk, Team LeaderJim Joehnk, PEFarhan Khatri, PE, LEED® APBonnie Larson, contributing Illustrator Gerard Rewolinski, RLA, ASLAWilliam Sama, Illustrations Mike Schmidt, AIA, PE, SE, LEED®

APJean Skogman, Art Director and

Graphic Design Steve Whayland, PE, LEED® AP, Team

CoordinatorOther contributors: Anne Flynn,

Bonnie Klamar

© 2007 The Brewery Project, LLC. All rights reserved.

acknowledgements

1. "2006 Wisconsin Energy StatisticsHighlights," Wisconsin Department ofEnergy, Department of Administration

2. American Concrete PavementAssociation, Albedo: A Measure ofPavement Surface Reflectance, R&TUpdate #3.05, June 2002.

3. ASHRAE Project Committee 55,American Society of Heating,Refrigeration and Air-ConditioningEngineers Standard 55, 2004.

4. ASHRAE Project Committee 62.1,American Society of Heating,Refrigeration and Air-ConditioningEngineers Standard 62.1, 2004

5. ASHRAE Project Committee 90.1,American Society of Heating,Refrigeration and Air-ConditioningEngineers Standard 90.1, 2004.

6. Bauman, Fred S., Underfloor AirDistribution (UFAD) Design Guide,ASHRAE, 2003.

7. BCxA website-various pages, BuildingCommissioning Association,www.BCxA.org, June 2007.

8. Benefits of Naturescaping, PlantNative,http://www.plantnative.org/how_benefits.htm, May 2007.

9. California Commissioning Guide, NewBuildings, © 2006 CaliforniaCommissioning Collaborative,www.cacx.org

10. Calkins, Meg, Landscape Architecture,Cooling the Blacktop: PavementStrategies Can Reduce the Urban Heat

Island Effect, February 200711. Chen, Qingyan & Glicksman, Leon,

System Performance Evaluation andDesign Guidelines for DisplacementVentilation, ASHRAE 2003.

12. Chicago Department of Transportation,The Chicago Green Alley Handbook

13. City of Milwaukee, Depart of CityDevelopment,http://www.mkedcd.org/downtown/index.html, May, 2007.

14. City of New York Department ofDesign and Construction, HighPerformance Building Guidelines, April1999.

15. City of Portland Brownfield/GreenfieldDevelopment Cost Comparison Study,Mackenzie Group, December 2004.

16. "Concepts and Practices for DeterminingEnergy Savings in New Construction,"January 2006, International PerformanceMeasurement & Verification Protocol(IPMVP), Volume III, Part I

17. Continuous Commissioning Guidebookfor Federal Energy Managers, FederalEnergy Management Program, October2002, U.S. Department of Energy

18. Cozens, Paul, "Designing Out Crime,From Evidence to Action," November2002, Western Australia

19. Cozens, PM, "Viewpoint, SustainableUrban Development and CrimePrevention Through EnvironmentalDesign for the British City Towards andEffective urban Environmentalism forthe 21st Century," Cities, 2002, Great

Britain, Pergamon, Vol. 19, No. 2, pp.129-137

20. Cozens, Saville, Hillier; "Crime preven-tion through environmental design(CPTED): a review and modern bibliog-raphy," Property Management, 2005,England, Emerald Group Publishing,Volume 23 Number 5 2005 pp. 328-356

21. Crime Prevention ThroughEnvironmental Design (CPTED)http://www.ncpc.gov.sg/pdf/CPTED%20Guidebook.pdf

22. Daylighting website-various pages, TheDaylighting Collaborative,www.daylighting.org

23. Deniz, Saygin; Designing for SustainableCommunities: "Design against Crime inUrban Life by Crime Prevention throughEnvironmental Design (CPTED)" ?zmirInstitute of Technology, Department ofCity and Regional Planning, 35430-Gülbahçe-?zmir (Turkey), presented atthe European Regional ScienceAssociation (ERSA) (47th Congress) andASRDLF (Association de ScienceRégionale de Langue Française, 44thCongress), PARIS - August 29th -September 2nd, 2007

24. Department of Energy website-variouspages, US DOE, www.doe.gov, June2007.

25. Duct Cleaning Task Force, Sheet Metaland Air Conditioning Contractors'National Association, SMACNA DuctCleanliness for New ConstructionGuidelines, 2000.

168

resources

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The following provides reference for fur-ther information regarding the Guidelinesor opportunities for investment in TheBrewery Project:

The Brewery sustainability teamcontacts:Kevin Mantz Dennis Stapletonwww.pabstproject.com/contact414.274.2880

The Brewery propertyopportunities contact:Dan McCarthyThe Brewery Project, LLCdan.mccarthy@zilber.com 414.274.2546

contacts