Green Design & Growth:  Making The Business Case
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Green Design & Growth: Making The Business Case

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This is an intro slide show by Patrick O'Shei as part of the recent Team Carbon symposium presentation at the NCSE. Pat presented a detailed slide show at the conference, and elaborated on this......

This is an intro slide show by Patrick O'Shei as part of the recent Team Carbon symposium presentation at the NCSE. Pat presented a detailed slide show at the conference, and elaborated on this case study examining this topic in a direct manner.

For more information-- poshei@teamcarbon.com or www.teamcarbon.com

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  • Framing solutions the right way – and way we frame them – are more likely to produce positive outcomes/ generate positive responses – due to strong underlying economics. Buckminister fuller – geodesic dome – the way to enclose the largest amount of space with the least amount of material. Technically relevant – no tech barriers to implementation. Other technologies that were great ideas, worked fine in pilot – but didn’t work in the market, didn’t function against competition Want to be aware of good money that follows bad. Barriers to new technology. Sometimes peoples’ brains need to be rewired – as well as the systems/ infrastructure. Studies on GHG that have been done w/o taking full advantage of the efficiencies. Hiroko – I-70 dedicated truck – what is the right way to configure the solution that acknowledges reality of many users/ patterns of usage – and is designed to really deliver the results. What about changes required to the trucks themselves? What are the highest value opportunities for improving efficiency? Integration of “operations” and infrastructure is required to Combined heat and power project – combinations that haven’t been evaluated. Biogas already being generated – but dept separations have limited the conversations across “functional silos”. Barriers are in the organizations – not in the technologies. Need an “integrative look” what does "beyond" really mean? need more specificity/ color here. "green" has really been a moving target. the definition of green is "out of control". applying science - (note including economics) to environmental decisions. growth green the color of money brown (the color of money in Japan) to green (the color of money in the US) We can handle complex difficult problems, and provide comprehensive green solutions, pulling together a web of related service providers, to deliver an economically viable solution.
  • 1/3 of the housing space, generates 2/3 of the revenue $20MM Pass thru state bond tax free Generates $30MM over the cost, over 20 years – for reinvestment in the existing facilities

Transcript

  • 1. Moving to Future States: From Today to Green and Beyond NCSE 2010 The New Green Economy Leveraging Green Design & Construction O’Shei
  • 2. Where Green Value Creation Lies
    • Infrastructure with “right” scale.
    • High energy-consumption.
    • Projects with best return on investment.
    Returns on Investment Systems and Infrastructure Energy Consumption
  • 3. The Lever: Green Design & Construction
    • Greening of buildings has more benefit in resource consumption and environmental impact than any other industry sector.
    • Leverage comes from incorporating design (using integrated architecture and engineering methods) with combined financing of construction and operating cost.
    • Efforts are either supported by requirements, tax code, tax credits and funding or they are ratcheted back by the same.
  • 4. Delivering Value from Green Solutions builds on existing conditions, systems and supporting infrastructure, and works with underlying financial conditions/ assets—to achieve economic returns Case: A Green Growth Solution at Kripalu Center A private alternative educational institution with growing demand for its programs, a beautiful but run-down campus, and very low margins (net operating income) developed a long-term, high ROI leveraged and GREEN solution to its growth. Solution Innovation Baseline
  • 5. Baseline: Long Term Growing Demand Experienced steady growth from adults seeking both personal development and professional education – primarily in the growing LOHAS* market.
    • *LOHAS is Lifestyles of Health and Sustainability , a market segment focused on health and fitness, the environment, personal development, sustainable living, and social justice. In the U.S. LOHAS is estimated at 19% of the US population, including 43 million consumers who spent over $200 Billion in 2008.
    • LOHAS is a trademark of the Natural Marketing Institute
    Actual Bookings as % of Bed Capacity (36 months)
  • 6. Baseline: Long Term Growing Demand LOHAS is Lifestyles of Health and Sustainability Reduction LOHAS Market Share 2008 to 2009 is due to new definition of segments.
  • 7. Baseline: Complex Demand Patterns Demand varied by weekday as well as by Season Weekday Demand Pattern by Student Type
  • 8. Baseline: Complex Demand Patterns Demand varied by weekday as well as by Season Seasonal Demand Pattern by Month
  • 9. Baseline : Existing Facility Antiquated Primary Facility:50 years old, est. $15M deferred maintenance. Master Plan renovation est. $40M.
  • 10. Innovation: Growth and Risk Modeling Balance sheet required a debt-funded solution. ROI, cash flow and risk were all mission critical. Forecasting Prediction Model (as % of Capacity)
  • 11.
    • Innovation: Growth and Risk Modeling
    • Balance sheet required a debt-funded solution.
    • ROI, cash flow and risk were all mission critical.
    Risk Assessment for ROI and Cash Flow Current Trend vs Low Growth vs Disrupted Growth
  • 12. Innovation: Master Plan & Model Expansion Site combined beauty, functionality & environment. Expansion utilized current facility & future plan.
  • 13. Innovation: Master Plan & Model Expansion Site combined beauty, functionality & environment. Expansion utilized current facility & future plan.
  • 14. Innovation: Application of Green Design Site, Orientation and Shape of Building
  • 15. Innovation: Application of Green Design Site, Orientation and Shape of Building
  • 16.
    • Solution: Design & Evaluate Options
    • Evaluated alternate construction methods, facility size/capacity and environmental footprints.
  • 17.
    • Solution: Design & Evaluate Options
    • Evaluated impact of options on margins.
    Projected Impact on Margins Borrowing Estimates at Schematic Design (include infrastructure).
  • 18.
    • Solution: Passive and Integrated Green
    • Radiant Heating/Cooling Cast in Concrete
  • 19.
    • Solution: Passive and Integrated Green
    • Green Roof on Connector and Wood Cladding/ Day Lighting System &
    • Overhangs
  • 20.  
  • 21.
    • Solution: Economy, Efficiency, Beauty
    • Rooms 40% of a std. hotel, but filled with Natural Light.
    • Natural Linoleum floors.
  • 22.
    • Solution: Economy, Efficiency, Beauty
    • Ultra efficient Bath Fixtures. In-room Chilled Beam.
  • 23.
    • Solution: Economy, Efficiency, Beauty
    • Rooms < ½ size of a std. hotel room but filled with Natural Light. Natural Linoleum floors. Ultra efficient Bath Fixtures. In-room Chilled Beam.
  • 24.
    • An Ark to the Future:
    • Beauty, Function, Green and Economically Justified
  • 25. Solution: New versus Existing Maximize Deliverables Minimize Cost/Space/Impact
    • Building footprint 1/12th (approx 5,400 ft2)
    • Square footage 1/5 th (34,500 ft 2 )
    • Housing Capacity 1/3 rd (160 guests/80 rooms)
    • Revenue Potential 2/3 rd (margins 80% higher)
    Solution: Financial and Operational
    • Project Covers its entire cost ($16 M), required existing infrastructure upgrades ($4 M) and contributes $ Millions for reinvestment ($2-3M/yr after year 3).
    • Handles future growth for 7-10 years.
    • Allows renovation of existing facility on a larger scale and faster pace.
  • 26. In Conclusion: Combining Strategy and Analysis with Integrative Design and Systems Thinking Enables A Competitive Edge In Facilities Performance—and For The Nation
    • Owner, Project Oversight, Strategy, Analysis & Modeling: Patrick O’Shei
    • Annex Project Manager: Win Wassenar
    • Infrastructure Project Manager: John Edwards
    • Architect: Rose + Partners, Peter Rose,William Bryant, Erkin Ozay
    • Builder (CM): Barr and Barr: John Benzinger, Jeremy McLain, Mark Fulton
    • Owner: Kripalu Center
    • Photos Courtesy of Rose + Partners Studio, Cambridge, MA
    For more info: poshei@teamcarbon.com – www.teamcarbon.com