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9 Construction and Implementation

At this stage your team implements your project's eco-industrial park vision, plans, and designs in wood,concrete, steel, and vegetation and through creating new human institutions. You will need to augment themany standard procedures and codes or construction with perormance goals and measures that low rom

your vision and plan. You will need to educate contractors and su!-contractors and provide them withspeciications that insure your vision will not !e !uried in the mud o the construction proces s. In addition,you will need to coordinate with tenants !uilding their own acilities to !e sure their contractors are alignedwith the project's o!jectives. A developer generally places covenants and restrictions or design guidelines inthe tenant contract to achieve this. You can also oer more active support, such as design services or smallto mid-si"e irms.

As physical construction progresses and tenants prepare to move in, you will also !e implementing thedesign o institutions that will help them interact as a community o companies. You may work with local andnational resources to set up a regional !y-product e#change, training programs, or other communityinitiatives that support your $I%'s unctioning. At this time tenant employees will start the process o !uildingties !etween companies to achieve the promise o high !usiness and environmental perormance that!rought them together in your $I%.

9.& Construction %rocess

9.1.1 Integrative Project Management

Construction o your $I%'s inrastructure, common !uildings, and tenant plants will mo!ili"e a large num!ero irms, some contracted with the development company, some working or prime contractors, some or thetenants. You may ind it useul to take special measures to inorm their employees o the project's vision and!road o!jectives. ith this conte#t, they will !e a!le to intelligently ollow the speciications in your projectplans and discover opportunities or superior solutions.

9.1.1.1 Enlisting Contractors to the Vision

(ite-preparation and construction or an eco-industrial park makes new demands upon the variety o primeand su!-contractors re)uired. Your development team may use a )ualiying process or contractors using are)uest or )ualiications rather than a re)uest or proposals. ith an *+ you set standards andspeciications relating to construction practices to insure environmentally sensitive work. Your !idderselection and contracting process then insures that your contractors are ully prepared to ulill yourspeciications and to add any capa!ilities and management systems re)uired to do so.

Contractors personnel may need training i they do not already have capa!ilities such as low-impact site-preparation or re-userecycling o construction site discards and surplus. You might consider a contractorconerences at the !idding stage and just !eore construction !egins. /hese meetings will introduce the $I%concept and ena!le the contractors to develop plans to achieve the project goals in their areas. 0utsideconsultants can also !e !rought in or training workshops as needed.

9.1.1.2 Setting and Monitoring Performance Goals and Measures

Your development team can re)uire each contractor to create an environmental management system1$2(3, with perormance goals in line with the overall project o!jectives. /his plan, which would !e createdwithin the project construction $2(, would include4

$nvironmental goals to !e met in ulillment o the contractor's responsi!ilities.

%rocedures or reali"ing these goals.

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Eco#$ndustr ial Par%s Construction and $m&lementat ion

(peciic work procedures, emergency plans, and management control systems, includinga orm or reporting on perormance and variances.

%rovision or auditing perormance at regular milestones in the construction process.

You may also create penalties andor incentives to insure contractor and su!-contractor perormance.uality control may !e largely a matter o sel-regulation in the conte#t o open inormation lows,

augmented, o course, !y periodic audits and site inspections rom permitting agencies.

9.1.2 Minimize Impact of Construction Processes on the Site

:y minimi"ing the impact o construction on your site it will !e easier to create landscaping with naturalecosystem eatures that relect those o the region. You will need to !rie contractors on your landscapedesign o!jectives and plan. Consider incentives to encourage low-impact practices and training, as needed.I the irms working on your development clearly understand the result you wish to achieve, they will !e!etter a!le to create speciic perormance goals and adapt their processes to achieve them.

/he degree o sensitivity re)uired will depend upon the nature o the site. ;owever, even i you are cleaningup and redeveloping a contaminated !rownield property, you should keep in view the o!jective oredeveloping the site as an ecosystem. /his will condition choices in clean up and construction practices.

(ome low site-impact strategies include4

Create site-speciic guidelines on site-preparation, movement and compaction o soils,preservation o surace and su!-surace hydrology, avoidance o ground and water pollution, andsimilar issues.

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9.1."

Construction itsel re)uires signiicant amounts o energy 1around B o the energy consumed in the nited(tates.3 Anticipate and minimi"e energy consumed during the construction process, as well as pollutantsthat result rom energy use at the site. (ome recommendations4

;eavy machinery should !e tuned up and energy eicient. ;eavy machinery should not !e warmed up or too long.

+ueled e)uipment and heavy machinery should not run idle.

=esign construction site circulation patterns in advance, with staging o activities tominimi"e movement.

=esignate machine-ree "ones or workers on oot and worker-ree "ones or heavymachine traic areas.

Apply logistics engineering approaches to eectively schedule machinery usage andpreparation o materials.

9.1.# $euse%$ecyc&e Construction Materia&sConstruction wastes constitute a!out &@ percent o the nited (tate's landill volume. Construction anddemolition volume in the ( municipal waste stream is around 78 percent.1 Although much more C D =discard material is generally reused in Asian countries, the construction 1and demolition3 process stillrepresents a good opportunity or recycling, especially i potential wastes are separated at the source o theirgeneration. /houghtul design and speciication o materials will minimi"e the generation o discards in theconstruction process.

9.1.'.1 Construction (iscards Rec)cling Plan

Your design team can create a construction materials recycling plan as part o overall project speciicationsimplemented in contracts and su!contracts. /he plan includes4

%erormance goals or ma#imi"ing recycling o materials.

(trategies and tactics or achieving these goals.

An analysis o the project, a plan o the project, record-keeping tools, cost-trackingcost-control tools, and a post-project evaluationE

An educational element or planners, designers, and construction workersE

9.1.'.2 Construction (iscards Program (ocumentation

=ocumentation o a discards management plan is achieved through shipment documentation and servestwo purposes !y showing compliance with the plan and also providing a long-term record or the contractorand owner.

Construction discards program documentation should provide inormation on4 classiication o waste1ha"ardous, inert waste, etc.3E description o the material 1lum!er, sortedE drywall, sorted3E amount omaterials recycled and disposed 1volume and weight3E signature o receiving partyE tipping ees chargedEmileage, and la!ore)uipment hours or disposal.

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9.1.'.* Reuse+Rec)cling ,ogistics

/he project's reuserecycling plan can include elements such as4

Contracts with customers re)uiring regular pick-ups.

se o reusa!le, standard construction orms to avoid waste generated !y single usewooden orms. 1/his tactic works !est when the design team takes it into account rom the!eginning.3

2arked !ins and staging areas or dierent materials, with segregation o materials or on-site reuse.

Rec)cling Construction and (emolition -aste The /regon 0rena Proect

A recycling program within a F77 million construction and demolition project in %ortland has saved >,8@8tons o waste, while allowing only &,&&6 tons to go to the landill 1> percent3. A new &.6 million s)uare oot%ortland sports arena has also saved F&?&,888 in materials re!ates and reduced landill ees.

/he 0regon Arena Corporation 10AC3 and its contractors, =rake/urner, esta!lished an overallenvironmental plan with goals or waste reduction and recycling during construction. orking withenvironmental consultants, *iver City *esource


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/he key method is )uite simple4 sel-organi"ation. I you create the right conte#t or employees rom yourdierent companies to get together, they will igure out how they can !eneit rom working together. %arkmanagement can provide events and tools to support the process. /hese could include4

Conerences or possi!le recruits and already committed uture tenants.

A closed we! site and e-mail list through which uture tenants can start getting ac)uainted

and e#plore !eneicial ways o working together. 1/his communication then links into the $I%inormation system once they have moved in.3

A welcoming party 1and inormal idea session3 as each new tenant moves in.

Creation o a tenants association as a community system o governance 1including conlictresolution capa!ilities3.

$ducation in the le#i!le network 1value adding network3 concept or !usinesscolla!oration )See Chapter "*.

I you have succeeded in !uilding a signiicant !y-product e#change network among your tenants, theirprocess o negotiating contracts and implementing the e#changes will contri!ute to the sense o community.1%ark management may play a role in supporting the ongoing via!ility o the network and identiying new

opportunities.3 (hared support services the park oers tenants 1educationtraining, dining acilities, day-care,etc.3 will also help !uild relationships.

9.2.2 Imp&ementing $egu&atory +greements

It is likely that you and your tenants will have negotiated regulatory innovations with environmental agenciesto ena!le perormance !eyond strict compliance. )See Chapter ,- Po&icy*As your companies start to movein, you will need to work closely with them and the agencies to put these agreements into operation. /hiscoordinating service may !ecome a key park management unction 1and $I% proit-center3, especially orserving small to medium tenants.

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9.2.3 Creating the $egiona& 'ypro!uct E/change

/he e#change you may have !een a!le to develop within your $I% will !e more resilient i local or stateagencies or private sector players have helped orm a !roader e#change network. (ee the :%J Chapter ordiscussion o how they can do this. In the 2anagement Chapter, we consider the option o this !eing aunction o $I% management itsel.

9.2." 0ther Support to EIP enants

ocal or national economic development agencies may have supported $I% recruitment through incentivessuch as employee training grants or industrial development !onds to underwrite e)uipment purchases.$nvironmental agencies may have committed to training in pollution prevention or other su!jects. Yourdevelopment team may need to assist companies in insuring eective implementation o these incentives.

9.> *edesign or $rror-correction

In the planning and design phase, your $I% team pro!a!ly included some options to test and accept or rejectat various points in the implementation phase. /hese may relate to issues in physical design4 sitepreparation, park inrastructure, or guidelines or !uilding design. /hey may !e !usiness issues in areas likerecruitment. 0r they may concern the local communitys involvement in creating a hospita!le conte#t or an$I%.

An e#ample4 you might ind it diicult to ind enough potential tenants responding to a recruitment strategy!ased on orming a close-knit we! o $I% companies trading !y-products. I your development team hasoreseen this possi!ility, an $I% ocus on :%J will !e only one o many potential !eneits eatured in yourmarketing plan. Including plans or creating or strengthening a regional e#change would provide a !roadernetwork or unused !y-products. You might also increase the emphasis on a !usiness incu!ator generatingnew companies to !e processors o, or markets or, !y-products in the $I%. ;owever, i the !y-producte#change option does not attract companies, you will have to shit your strategy, emphasi"ing otherattractors or potential recruits.

9.? *esources/he major source or this chapter was4

i!ert, Charles H., $d. &99?.Sustaina&e Construction he Procee!ings of the 4irst Internationa&Conference on Sustaina&e Construction. 1held in /ampa, +lorida -9 Kovem!er &99?3 /his volume contains98 papers written !y authors rom ?8 countries. /he various topics covered include4 deining sustaina!ility,green initiatives, analytical and assessment tools, economics o sustaina!ility, alternative materials,construction waste studies and methods in design and construction. It includes many detailed articles ondeconstruction and construction materials recycling. /o order, contact niversity o +lorida, 2.$. *inker, (r.Center or Construction and the $nvironment, (chool o :uilding Construction.http4www.!cn.ul.edu/hiswe! site includes many other valua!le resources on construction.

$nvironmental :uilding Kews we! site contains an e#tensive set o links on construction.

http4www.e!uild.com

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9 Construction and $m&lementation444444444444444444444444444444444444444441

9.1 Construction Process...........................................................................................1

9.&.& Integrative %roject 2anagement...................................................................&

9.&.7 2inimi"e Impact o Construction %rocesses on the (ite...............................79.&.> 2inimi"e $nergy =emand o Construction....................................................7

9.&.@ *euse*ecycle Construction 2aterials.........................................................>

9.2 $m&lementation of Business and Social Programs...........................................

9.7.& :uilding the Community o Companies.........................................................?

9.7.7 Implementing *egulatory Agreements..........................................................@

9.7.> Creating the *egional :y-product $#change ...............................................

9.7.? 0ther (upport to $I% /enants.......................................................................

9.* Redesign for Error#correction ............................................................................3

9. Resources .............................................................................................................3

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