Week 1 Slides Nathan Only

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ADVANCED SUSTAINABLE DESIGN
Lecture 1: Introduction and Sustainable
Design Basics
Nathan Gauthier
September 17, 2012
2
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 Buildings
www.EA-BUILDINGS.com
Phone: +250 (0) 786 675 662
Email: nathan.gauthier@EA-BUILDINGS.com
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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
14
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
T
M S
R
T
M
F
S
R
T
M
F
S
R M
S R M
S
M S
T
M
S
T
M
TF
S M
T
MF
S TM
S R M
S R M
S
T
M
F
S
T
M
F
S
T
M
F
S
T
M
F
S
T
M
F
S S S SS
S
M S
F
M
S TM
S TM
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
Reduced Energy
Consumption in
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 Reduced Energy
Consumption in
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
PotentialImpactonProject
TYPICAL PROJECT TIMELINE
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Time
ResourcesRequired
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Time
ResourcesRequired
Concept
SchematicDesign
DesignDevelopment
ConstructionDocuments
Bidding/Negotiation
Construction
Turnover/Occupancy
Cncpt SD DD CD Bid Const Occp
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Time
ResourcesRequired
Owner
Architect
Engineer
Consultants
Contractor
Operator
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Time
ResourcesRequired
Owner
Architect
Engineer
Consultants
Contractor
Operator
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Time
ResourcesRequired
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
32
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
17
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
Plan
Implementation
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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Design Basics
Nathan Gauthier
September 17, 2012
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45
EXTRA – NOT
PRESENTED IN
LECTURE
46
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.
48
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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50
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 FACILITIES
SUSTAINABLE FACILITIES GUIDELINES
Portfolio Management & Assessment of Need
http://www.doa.state.wi.us/dsf/masterspec_view_new.asp?catid=58&locid=4
52
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
54
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
Plan
Implementation
www.charretteinstitute.org
56
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 80
DVD 10 2 2 20 20
PC 120 2 0 240 0
Plasma 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?
58
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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59
60
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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61
What happens when
there is a problem with
the pump in this
standing column
geothermal well?
62
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
64
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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66
$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.
68
$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.
70
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 Solutions
Lighting:
Commercial Lighting
Industrial Lighting
Performance Lighting
Indirect Low Glare Lighting
Lighting Worksheet
Cooling:
Unitary HVAC & Controls
HVAC (30 to 1000 tons)
Process:
Massachusetts Motor Up
Variable Speed Drives
Compressed Air
Other:
Custom Application
Rebate forms include:
http://www.nstaronline.com/business/energy_efficiency/application_forms/application_forms.asp
72
Envelope HVAC and SHW Lighting
Interim Lighting
Rule
Savings
Requirements*
50% energy and
power cost savings
16⅔% energy
and power cost
savings
16⅔% 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
Cost of qualifying
property up to
$0.60/ft2
Cost of
qualifying
property up to
$0.60/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
36

73
11.Meter and verify performance.
Identify measurement and verification requirements for the
project and include operations staff and controls vendor in
design process.
74
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75
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
76
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78
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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Design Basics
Nathan Gauthier
September 17, 2012
40

81
82
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
ProjectPerformance
84
P
G
S
C
P
G
S
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
PositiveImpactNegativeImpact
P
G
S
C
P
G
S
C
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