Week 1 Slides Nathan Only

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ADVANCED SUSTAINABLE DESIGN

Lecture 1: Introduction and Sustainable Design Basics

Nathan Gauthier

September 17, 2012

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TODAY’S AGENDA

• Faculty Introductions

• Student Introductions

• Course Overview

• Background

– Sustainability and the Rwanda Context – Tim Hall

– Integrated Design Process – Nathan Gauthier

• Subjects We’ll Cover (Tim Hall & Nathan Gauthier)

Nathan Gauthier KIST - Advanced Sustainable Design September 17, 2012

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FACULTY INTRODUCTION

Nathan Gauthier, MEERM, MS• Partner, EA Buildings • Member, USGBC Board of Directors• Vice Chair, USGBC Energy and Atmosphere TAG• Technical Advisor for Energy, AASHE STARS• Experience 100+ Sustainable Design (LEED) Projects

• Certified Facilities Manager, Certified Energy Manager, Construction Document Technologist, Ground Source Heat Pump Installer, Qualified Commissioning Process Provider, Existing Building Commissioning Professional, Green Advantage Professional, LEED Accredited Professional BD+C and ID+C, Certified Energy Auditor, Trained in NCI Charrette System, Trained in VFA Facility Software, Trained in Siemens Apogee DDC, etc.

Partner | EA Buildingswww.EA-BUILDINGS.comPhone: +250 (0) 786 675 662Email: [email protected]

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www.green.harvard.edu/theresource


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Boston,Massachusetts

Kigali,Rwanda

Santiago,Chile

VISION

Improve the planet for future generations by encouraging investment decisions that contribute to a healthier and more environmentally friendly built environment while delivering significant return on investment.

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• Building Commissioning• Energy Auditing• GHG Inventories and Planning• Training and Knowledge Management• Integrated Design Facilitation• Building Performance Simulation• LEED Project Management• Life Cycle Costing• Owner’s Representation• Code / LEED Compliance Modeling

EA BUILDINGS’ SERVICES


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STUDENT INTRODUCTIONS

Who are you?

Why did you select this class?

What is the first thing you think about when you hear the term “sustainable design”?

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INTEGRATED DESIGN AGENDA

• Systems Thinking

• Traditional Design Process

• Integrated Design Process

• Benefits of Integrated Design

• ANSI Draft Integrated Process Standard

• Design Charrettes


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LEARNING OBJECTIVES

• Apply systems thinking principles to design and construction projects.

• Describe the differences between a traditional and an integrated design process.

• List the benefits of an integrated design process.

• Know the value of design charrettes and appreciate the process of facilitating a charrette.

• Understand the draft ANSI standard for Integrated Process.

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SUGGESTED READING

• Integrative Process Standard© for Design and Construction of Sustainable Buildings and Communities. Draft ANSI Consensus Standard Guide 2.0 – Ballot Version. February 22, 2011– Section One: Introduction and Background

• The Nominal Group Technique – a practical guide for facilitators. Funded by the ELESIG Small Grants Scheme 2010/11. (Evaluation of Learners' Experiences of e-learning Special Interest Group). University of Liverpool. October 2011


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BUTTERFLY AFFECT

Charaxes brutus

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NATURE AS A SYSTEM

When you try to touch one thing by itself, you find it hitches to everything in the universe.

John Muir

Our world is a beautiful arena where each thing is connected to the whole.

Rudy Mancke


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SYSTEMS THINKING

MDD

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Develop Local Offsets

Off-Site Renewable Energy

Purchase Offsets

Cleaner Utility Grid

On-Campus Renewable Energy

Reduced Energy Consumption in

Buildings

Improved Central Plant Performance

Greenhouse Gas Reductions

GHG Reduction

Components


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S

R

T

M

F

S

R

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M S

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F

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R

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F

S

R M

S R M

S

M S

T

M

S

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M

T F

S M

T

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S T M

S R M

S R M

S

T

M

F

S

T

M

F

S

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M

F

S

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S

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S S S S S

S

M S

F

M

S T M

S T M

S R M

Monthly Meeting

Best Practice

Sharing

Life Cycle

Costing

Utility Rebates

CAPS Loans

Online Tools

Energy Auditing

Loan Fund

Project Mngt.

Building Cx

Website Annual Events

Case Studies

Green Building

Standards

Online Tools

Regular Events

Green Tips

Green Building

Standards

Job Descriptions

Green Tips

Competi-tions

Peer-to-Peer

Website Annual Events

Green Tips

Competi-tions

Rep Programs

Green Teams

Annual Reports

ECM Database

GHG Database

3rd Party Surveys


Buildings

Project

Identification Project

Financing

Occupant Education &

Engagement

Operator Education &

Engagement

Project Implementation

Project Close-Out

Ongoing

Monitoring

Collect Lessons

Learned

Campus Renewable Energy

Improved Central Plant Performance

Greenhouse Gas


Buildings

= OFS Staff Support

= OFS Training Support

R

M

= OFS Research Support

= OFS Messaging Support

S

T

F = OFS Fee for Service

GHG Reduction

Components

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Designer

Contractor

Operator

Owner

TRADITIONAL DESIGN / CONSTRUCTION


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Designer

Owner• Requests for Proposal• Qualifications / Interview Process• Contract Requirements

• Building Design & Specifications• Contractor Training• Quality Control and Assurance

• Close-Out Documents• Occupant / Operator Training• Quality Control and Assurance

Contractor

Operator

ENHANCED DESIGN / CONSTRUCTION

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Designer

Owner

Contractor

Operator

Consultants

Suppliers

Occupants

AHJs

INTEGRATED DESIGN / CONSTRUCTION


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Time

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roje

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TYPICAL PROJECT TIMELINE


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Time

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Time

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Concept

S

chem

atic

De

sign

D

esi

gn D

eve

lopm

ent

C

onst

ruct

ion D

ocum

ents

B

iddin

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Ne

gotia

tion

C

onst

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T

urn

ove

r / O

ccupancy

Cncpt SD DD CD Bid Const Occp



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Time

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roje

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Owner

Architect

Engineer

Consultants

Contractor

Operator


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Time

Re

so

urc

es

Re

qu

ire

d

Po

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tial I

mpa

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roje

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Owner

Architect

Engineer

Consultants

Contractor

Operator



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Time

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Po

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tial I

mp

act

on

Pro

ject


Owner

Architect

Engineer

Consultants

Contractor

Operator

Effective Integrated

Design


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1 CFM outside air cost about $2.20 in energy over the year at Weld Hill.

Switching from 10 ACH to 6 ACH saves about 10,000 CFM.

Results in energy savings of approximately $22,000 per year.

AHU’s can also be downsized.

AHUs cost about $5/cfm. AHU savings is $50,000.

Since peak loads are reduced, we save in well field and HP sizing.

Reducing the air flow by 10,000 CFM saves us 18 tons of cooling.

Saves about 4 wells and 1 HP, which nets a savings of $80,000.

Switch from 10 to 6 ACH saves $130,000 in first costs, $22,000 annually.

WELD HILL EXAMPLE


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WELD HILL EXAMPLE

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WELD HILL EXAMPLE


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Switch from 10 to 6 ACH saves $130,000 first cost, $22,000 annually.

WELD HILL EXAMPLE

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TUNNELING THROUGH COST BARRIERS


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The Integrative Process seeks to design and construct buildings that are cost-effective over both the short and the long terms, in a way that unifies technical and living systems into an increasingly life-enhancing whole system.

ANSI INTEGRATED PROCESS

Draft ANSI Integrative Process Standard 2.0

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TRADITIONAL PROCESS



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ANSI INTEGRATIVE PROCESS


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PRE-DESIGN

BID

BUILD

DESIGN

OCCUPY

RESEARCH

ANALYSIS

WORKSHOP

TRADITIONAL PROCESS

INTEGRATED PROCESS


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Nathan

Textbox

Ignore this one - I was demonstrating an image for a co-worker and forgot to remove the slide.

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ADAPTED ANSI PROCESS

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STAGE A.1 - RESEARCH AND ANALYSIS: PREPARATION

A.1.1 FUNDAMENTAL RESEARCH FOR WORKSHOP NO. 1• Site selection: Assess optional sites (if not already selected)

• Context: Identify base ecological conditions and perform preliminary analysis of the four key subsystems.

• Stakeholders: Identify key stakeholders—social and ecological

• Program: Develop initial functional programmatic requirements

A.1.2 PRINCIPLES AND MEASUREMENT• Select rating system(s) and establish performance measurement

criteria

A.1.3 COST ANALYSIS• Prepare integrated cost-bundling framework template

A.1.4 SCHEDULE AND FEES• Develop a scheduling template—a Road Map—for assigning tasks

• Prepare Agenda for Workshop No. 1


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ESSENTIAL ASPECTS

1. Client needs to be involved

2. Select the right design team (No experts, only co-learners)

3. Align stakeholders around purpose and values driving project

4. Identify key systems/ patterns

5. Optimize & find synergies between building & natural systems

6. Commit to specific measurable goals for key systems

7. Identify champions to hold these goals through project

8. Map the integration process

9. Iterate the design – work towards whole system synergy

10. Follow through in construction process

11. Commission the project

12. Maintain and monitor performance


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REQUIRED LEADERSHIP SKILLS

• Ask generative questions

• Facilitate group dynamics and reconcile / harmonize conflicts

• Delegate & communicate responsibilities & hold people accountable

• Prioritize goals & tasks

• Schedule multiple simultaneously-occurring tasks

• Document all key points and “essentialize” them



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http://www.library.cmu.edu/Research/ArchArch/Charette/what.html

What is a Charrette?

“Charrette” evolved from a pre-1900 exercise at the Ecole des Beaux Arts in

France. Architectural students were given a design problem to solve within an

allotted time. When that time was up, the students would rush their drawings from the studio to the Ecole in a cart called a charrette. Students often jumped in the cart to finish drawings on the way. The

term evolved to refer to the intense design exercise itself. Today it refers to a

creative process akin to visual brainstorming that is used by design

professionals to develop solutions to a design problem within a limited

timeframe.

© Canada Post Corporation

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Steps in Process

1. Research, Education, Charrette Preparation

2. Charrette

3. Plan Implementation

Research, Education,

Prep.Charrette

PlanImplementation

www.charretteinstitute.org


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Stakeholders

Primary

Stakeholders

Secondary

Stakeholders

General

Stakeholders

More

Involved

Less

Involved

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Charrette Schedule (7 Day)

7:00 AM

10:00 AM

9:00 AM

8:00 AM

2:00 PM

1:00 PM

12:00 PM

11:00 AM

6:00 PM

5:00 PM

4:00 PM

3:00 PM

Public meeting #2Public meeting #1

Celebration

11:00 PM

10:00 PM

9:00 PM

8:00 PM

7:00 PM

Production

Production

Production

Production

Meeting preparation

Final Charrette public

meeting

Prod.

Stake-holder

reviews as needed

Plan development

Optional open house

Stake-

holder review

Optional open house

Preferred plan synthesis / plan development

Pref. plan

synthe-sis

Optional night off

Dinner

Alternative concepts

development

Alternative concpets

development / team review

Stakeholder

reviews (tech.)

Alt. conc.

dev.

Alt. concepts development

Pref. plan

synthe-sis

Dinner Dinner

Primary stakeholder

meetings

Meeting preparation

Dinner Dinner

Tours

Lunch Lunch Lunch Lunch Lunch Lunch Lunch

Team meeting

Team meeting

Studio set up

Alt. concepts development

Alt.

conc.dev.

Day

7

Breakfast

Team meeting Team meeting Team meeting Team meeting

Stake-holder

reviews

(tech.)

Preferred plan synthesis

Stake-

holder review

Day

5

Breakfast

Day

6

Breakfast

Day

3

Breakfast

Day

4

Breakfast

Day

1

Breakfast

Day

2

Breakfast


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NATHAN LECTURES

• Integrated Design Process

• Economics of Sustainable Design

• Green Building Codes

• Analytical Tools for Building Evaluation

• Quality Assurance and Building Performance

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Nathan Gauthier

September 17, 2012


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EXTRA – NOT PRESENTED IN

LECTURE

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1. If it is important, ask for it.2. Evaluate program needs.3. Establish measures for success.4. Take advantage of available expertise.5. Ask why.6. Model alternative building systems.7. Design for operations and maintenance.8. Commission throughout project.9. Consider life cycle costs.10. Consider alternative funding mechanisms.11. Meter and verify performance.12. Utilize lessons learned.13. Look at resource balances.

Nathan’s Integrated Design Checklist

http://www.greencampus.harvard.edu/theresource/new-construction/integrated-design/documents/ID_checklist.pdf


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1. If it is important, ask for it.

Include integrated design, sustainability, occupant education & LEED goals in RFP language, interview questions, and Owners Project Requirements.


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AIA Document B214™ – 2007

Standard Form of Architect’s Services: LEED® Certification

Establishes duties and responsibilities when the owner seeks LEED® certification. Among other things, architect’s services include conducting a pre-design workshop where the LEED rating system will be reviewed and LEED points will be targeted, preparing a LEED Certification Plan, monitoring the LEED Certification process, providing LEED specifications for inclusion in the Contract Documents and preparing a LEED Certification Report detailing the LEED rating the project achieved.

AIA Document B214™ – 2007


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2. Evaluate program needs.

Work with building occupants and project team to assess and actual building program and space needs and consider opportunities to share resources through adjacencies and providing communal amenities. By better understanding actual program needs, team members are more likely to work towards a common goal and create a successful project.



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Requirements Property evaluation should include the use or potential for the elements and systems included in these Guidelines. Review all existing facilities to ascertain optimal use and to insure maximum utilization of available resources. Identify usage data in the Operation and Maintenance portion to guide decisions regarding ability to meet program needs with existing assets. Institutions that develop master plans and agency six-year plans will address sustainability and should identify strategies for meeting these guidelines.

DIVISION OF STATE FACILITIESSUSTAINABLE FACILITIES GUIDELINES

Portfolio Management & Assessment of Need

http://www.doa.state.wi.us/dsf/masterspec_view_new.asp?catid=58&locid=4

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3. Establish measures for success.

Set measurable sustainability targets for energy, water, daylight, etc. and require reporting on progress towards goals as part of all design submissions. Consider financial incentives for successful designs such as passing on tax credits or sharing energy savings or coming in under GMP.



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http://www.energystar.gov/index.cfm?fuseaction=target_finder.

EPA Target Finder

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4. Take advantage of available expertise.

Include design charrettes in Concept and Schematic Design that include representatives from all major stakeholders including members of the owner’s team, design team, construction team, and possibly vendor’s team. See SDCS sample agenda.


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Steps in Process

1. Research, Education, Charrette Preparation

2. Charrette

3. Plan Implementation

Research, Education,

Prep.Charrette

PlanImplementation

www.charretteinstitute.org

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5. Ask why.

Question decisions made during building design and construction that were done based on “rules of thumb” or “business as usual.” Project teams should be prepared to look to alternatives to common strategies and develop solutions appropriate for their specific project. Each project is unique and technologies are constantly changing, so very few decisions should be taken for granted.



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Energy Star Equipment

Rated

Power

(watts)

Total

Number

in Project

Number of Energy

Star Rated in

Project

Total Power in

Project (watts)

Power that is Energy

Star Rated in Project

VCR 40 2 2 80 80DVD 10 2 2 20 20PC 120 2 0 240 0Plasma Screen (63") 800 1 1 800 800

LONGFELLOW TOTAL 1140 900

78.9%

LARSEN HALL, 2nd FLOOR CLASSROOMS

Percent ENERGY

Why not design to actual plug loads or assume diversity in equipment usage?

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6. Model alternative building systems.

Include energy modeling in Concept, Schematic, & Design Development with multiple parametric runs to evaluate major design decisions.



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7. Design for operations and maintenance.

Identify & include operations representative in charettes, design meetings, & construction meetings. Provide comprehensive preventive maintenance plan and ensure effective training of operations and maintenance staff.



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What happens when there is a problem with the pump in this standing column geothermal well?

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8. Commission throughout project.

Engage a commissioning agent in Schematic Design and include through verification of building performance and include plans for continuous commissioning throughout building’s life.



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All designs operate as “integrated designs” whether they were designed that way or not.

Bill Reed, Natural Logic

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9. Consider life cycle costs.

Identify Life Cycle Costing requirements early in design prior to selecting systems and require LCC results before making major design decisions. Utilize life cycle costs when evaluating systems rather than strictly first costs.



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$0

$10,000

$20,000

$30,000

$40,000

$50,000

$60,000

$70,000

$80,000

$90,000

0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20

Utility savings are realized year after year for the life of the building. $11,700 annual savings with FY ‘06 energy rates.


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$0

$10,000

$20,000

$30,000

$40,000

$50,000

$60,000

$70,000

$80,000

$90,000

0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20

Engineering and Utilities department projects utility rates will continue to escalate.

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$0

$50,000

$100,000

$150,000

$200,000

$250,000

$300,000

$350,000

0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20

Utility savings over the life of the building.


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$0

$50,000

$100,000

$150,000

$200,000

$250,000

$300,000

$350,000

0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20

The additional cost will pay for itself in 6.72 years with projected utility escalation.

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10.Consider alternative funding mechanisms.

Make project team aware of low interest loans, local utility rebates, state and federal grant programs, power purchasing agreements and performance contracts and take advantage of these programs as appropriate. If the team is made aware of these opportunities early in the design process, they are more likely to suggest strategies to pursue these monies.



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Rebates up to 90 percent of the incremental cost differential for comprehensive design

Rebates up to 75 percent of the incremental cost differential between standard base line and high-efficiency equipment

Cost sharing for engineering services

Design and commissioning services

Construction SolutionsLighting:

Commercial LightingIndustrial LightingPerformance LightingIndirect Low Glare LightingLighting Worksheet

Cooling:Unitary HVAC & ControlsHVAC (30 to 1000 tons)

Process: Massachusetts Motor UpVariable Speed DrivesCompressed Air

Other:Custom Application

Rebate forms include:

http://www.nstaronline.com/business/energy_efficiency/application_forms/application_forms.asp

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Envelope HVAC and SHW LightingInterim Lighting

Rule

Savings

Requirements*

50% energy and power cost savings

16⅔% energy and power cost savings



25% lower LPD (50% for warehouses)

Tax Deduction

Cost of qualifying property up to $1.80/ft2




Cost of qualifying property up to $0.60/ft2 times applicable percentage**

Partially Qualifying PropertyFully Qualifying

Property

IRS Bulletin: 2006-26, Notice 2006-52

Deduction for Energy Efficient Commercial Buildings

Significant tax deductions, credits, and exemptions from EPAct 2005 and other

sources, both federal and state

http://www.irs.gov/pub/irs-irbs/irb06-26.pdf


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11.Meter and verify performance.

Identify measurement and verification requirements for the project and include operations staff and controls vendor in design process.


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12.Utilize / record lessons learned.

Compile and provide project team access to lessons learned from previous projects. Throughout the project, collect documentation including energy model files, LCC results, evaluation of consultants and contractors, and success stories. Share results with project team, occupants, and others. Many of the SDCS lessons learned are captured on the Harvard High Performance Building Resource:

www.green.harvard.edu/theresource


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13. Look at resource balances.

Look at resource flow in and out of building and within parts of the building. Do this for purchased utilities and materials as well as natural resources that are available to the site. Try to optimize inputs and outputs so that a resource in the waste stream leaving the building is not also a purchased resource entering the building. Consider using “waste” from one process as input for another process.



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Copy Paper

Toilet Paper

Building

INPUTS

OUTPUTS

Nakabayashi’s TP Machine

INPUT

OUTPUT

http://inventorspot.com/articles/office_paper_recycler_turns_trash_toilet_paper_28683

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Nathan Gauthier

September 17, 2012


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Systems Thinking


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Knowledge Management & Continuous Improvement

Design Build Operate




Lessons Learned

Lessons Learned

Lessons Learned

Time

Project 1 Project 2 Project 3 Project 4

Pro

ject

Perf

orm

ance

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P

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S

C

P

G

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C

New Green Code

New Green Code

New Green Code

New Green Code

Green Building Ratings and

Building Code Over Time

P

G

S

C

Time

Posi

tive

Im

pact

Negati

ve I

mpact P

G

S

C

P

G

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C


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