Guidebook to the LEED Certification Process E-Book

Michelle Cottrell

• Herausgeber: John Wiley & Sons
• Kategorie: Geisteswissenschaft
• Serie: Wiley Series in Sustainable Design
• Sprache: Englisch

Seitenzahl: 589

Veröffentlichungsjahr: 2011

Beschreibung

Proven Strategies for Getting a Project LEED® Certified Here is the ideal guide for architects, engineers, interiordesigners, project managers, facility managers, and building ownersfor understanding the project certification process for theLeadership for Energy and Environmental Design (LEED®) for NewConstruction and Major Renovations (LEED NC), LEED for Core &Shell (LEED CS), and LEED for Commercial Interiors (LEED CI) ratingsystems of the U.S. Green Building Council (USGBC®). Writtenby an expert who is the President of Design Management Services, aLEED consulting firm?Guidebook to the LEED Certification Processengages readers by outlining the steps, roles, and responsibilitiesof the team members in a straightforward, chronological manner thathelps streamline the certification process. With the release of the LEED v3 rating systems and a new versionof LEED-Online, the Guidebook to the LEED Certification Processhelps project teams to streamline the project team efforts andoutlines the role of the LEED consultant and project administrator.Written for LEED AP professionals and building owners that needguidance navigating a project through the process, this bookoutlines each step in the design and construction phases includingprogramming and post-occupancy. Serving as a valuable resource foranyone seeking information on how to get a project LEED certified,Guidebook to the LEED Certification Process features: * An overview of the integrative design process. * Understanding the role of a LEED consultant. * How to build a successful team for a project pursuing LEEDcertification. * How to register a project with Green Building CertificationInstitute (GBCI). * Common pitfalls to avoid during the LEED certificationprocess. * Checklists to use during design and construction to keep theteam on track.

Leseprobe

Contents

Cover

Title Page

Copyright

Foreword

Acknowledgments

Introduction

Part 1: Key Concepts

Chapter 1: Measuring Green

The LEED Rating Systems

The Key Concepts of LEED

The LEED Certification Process

The Next Steps of Coordinating a LEED Project

Chapter 2: The Integrative Project Delivery Process

The Differences of a Traditional Project versus an Integrative Project Delivery

LEED and IPD

Chapter 3: Building a Project Team

The Tiers of the Credentialing Process

What Is a LEED Coordinator?

Selecting the Rest of the Team Members

The Structural Engineer

The Commissioning Agent

The Contractor

Contracts

Chapter 4: Site Selection

Education Is Key

The Questionnaire

Initial Assessment

Continuing the Effort to Prepare for the Goal-Setting Meeting

Chapter 5: The Eco-Charette

Prior to the Meeting

The Goal-Setting Meeting

Momentum after the Eco-Charette

Part 2: The Design Phases

Chapter 6: Schematic Design and Design Development Phases

Full Time Equivalent Occupants

Design Integration Sessions

Addressing the Prerequisites and Credits

Preliminary Specification Review

In Summary

Chapter 7: Construction Document Phase

Commissioning

Whole-Building Simulation

Specification and Plan Review

LEED-Online Documentation Review

Next Steps

Part 3: The Construction Phase

Chapter 8: IDEA AND DAMAGES

Bid Review

Training the Construction Team

The LEED Implementation Plan

Tasks during Construction

Chapter 9: Monthly Reports

Material Tracking: Getting Started

Construction Waste Management

Construction Indoor Air Quality: Complying with SMACNA Requirements

Monthly Reports

Chapter 10: Construction Completion

Tasks after Substantial Completion

Pre-Closeout Meeting

Commissioning Activities

Educating the Building Occupants

Training the Operations and Maintenance Staff

LEED Online: Documentation Review

Submit for USGBC Construction Review

LEED after Occupancy? Or Occupancy after LEED?

Appendix A: LEED Rating System Scorecards

Appendix B: Predesign Site Selection Checklist

Appendix C: Project Team Member Roles and Documentation Responsibilities

Appendix D: Design versus Construction Prerequisites and Checklists

Appendix E: Owner’s Project Requirements Template and Basis of Design Sample

Appendix F: Sample Construction IAQ Management Plan

Appendix G: Construction Monitoring and Reporting Forms

Endnotes

Index

Series

This book is printed on acid-free paper.

Copyright © 2011 by John Wiley & Sons, Inc. All rights reserved.

Published by John Wiley & Sons, Inc., Hoboken, New Jersey.

Published simultaneously in Canada.

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Library of Congress Cataloging-in-Publication Data:

Cottrell, Michelle. Guidebook to the LEED Certification Process: For LEED for New Construction, LEED for Core & Shell, and LEED for Commercial Interiors/Michelle Cottrell. pages cm Includes index. ISBN 978-0-470-52418-3 (cloth); 978-111-801441-7 (ebk.); 978-111-8-01442-4 (ebk.); 978-111-8-01556-8 (ebk.); 978-111-8-01557-5 (ebk.); 978-111-8-01558-2 (ebk.) 1. Sustainable buildings–Design and construction. 2. Leadership in Energy and Environmental Design Green Building Rating System. I. Title. TH880.C685 2011 720′.47–dc22 2010042352

Foreword

We are in a new place and time.

Whether we call it a revolution, a paradigm shift, or a movement, the way we understand and imagine our built environment has radically changed in less than a generation. We are, together, on a journey to minimize our collective impact on Planet Earth so that she can continue to sustain life as we know it.

In terms of sustainable design and construction, we’ve only just begun developing tools that can help us create goals and metrics so that our defined paths are clear, attainable, and actionable. This book is one such tool.

As the leader of construction markets for BASF, the chemical company, I have worked with the author, Michelle Cottrell, on various sustainable construction initiatives. It may surprise people to know that innovations in chemistry are at the forefront of many sustainable building products and systems that reduce energy demand and increase durability, disaster resistance, indoor air quality, and speed of construction, to name a few benefits. Together, Michelle Cottrell and BASF, for example, have worked on projects that require consensus building and outreach to the trade, code officials, and the design community in order to effect tangible and measurable improvements in the way communities are built.

As this book goes to press, Michelle is working with BASF on the construction of our new U.S. corporate headquarters that we anticipate will achieve two LEED Platinum certifications; one under Core & Shell rating system (version 2.0) and another certification for the tenant space under the LEED for Commercial Interiors (version 3.0). The 300,000-square-foot, five-story complex, slated for occupancy by summer 2012, demonstrates BASF’s commitment to sustainable development as a core business strategy.

And although we have all come far in a short period of time, we have far to go. As manufacturers, we need to continue developing, innovating, and improving our products and reducing environmental impacts. As designers, we need to explore high-performance building systems, like those that incorporate insulated concrete forms, structural insulated panels, polyurethane foam insulation, and pervious concrete formulation, to create integrated systems that capitalize on efficiencies. As builders and developers, we need to challenge and retrain the trades while increasing our own building science IQ. As appraisers and realtors, we need to acknowledge and market the value of better-performing buildings.

Regardless of where we fall on the value chain, we need to move the industry forward from the outside in or from the inside out. There is a reason for all of us to do so. For one thing, it is just good business.

At BASF, we know there is a demand for sustainable construction solutions. When, for example, we presented the BASF Near-Zero-Energy Home in Paterson, New Jersey, in 2005 (the first LEED Platinum home on the East Coast), thousands of visitors from every walk of life toured the home or visited our website eager to learn more about how they, too, could someday build, sell, design, or live in a near-zero-energy home.

Since that time, BASF has worked directly with several developers to systematize their green building practices using off-the-shelf technologies that optimize performance, increase profits, and reduce environmental impacts. The fact that these builders remained competitive during the economic downturn and have emerged as postrecession market leaders is empirical proof that the marketplace is more than ready for the wide-scale adoption of sustainable, high-performance communities.

Obtaining LEED certification is one trusted and verifiable way of achieving that end. I encourage you to embrace this manual. Share it with your colleagues so that, together, we can catapult LEED certification efforts as a core strategy for mainstreaming sustainable construction.

Jack R. ArmstrongLeader, Construction MarketsBASF, the Chemical Company

Acknowledgments

Persistence is key! Ste, I could not have done this without your love and encouragement. Thank you so much for motivating me, and distracting me with meteorology, inertial navigation systems, the 60 acronyms for instruments, and gyroscopes! Two people on a mission in life, ready to accomplish so many things together.

Thank you to each of my contributors! Thank you for offering your LEED project experiences and images. Your perspectives helped to diversify the guidebook and bring exponential insight to the process. A very special thank you to Jack Armstrong for an inspiring foreword and always offering intriguing opportunities. Your perspective on the market brings an insightful and positive outlook supported by your international exposure, experience, and knowledge.

I would also like to thank all of my clients, GreenEdu staff, and colleagues for your support as I was accomplishing this endeavor. Zach, my GreenEdu partner, I know it was a challenge (to say the least), so for that I thank you!

I would also like to thank my family for granting me the time and space allowing me to focus on another book. Gina Fischetti, thank you for always being there to celebrate with me as I accomplished each chapter (even if it was over video chat)! Dad and Di–you have always been so supportive, eager to see the final product, and ready to party! Thanks for all your help with Izzy!

Thank you to all my friends and colleagues for your interest in my progress and encouragement along the way. A special thanks to Kristina Holloway, I continue to be inspired by your perseverance and persistence! Never give up! And Dirk DeSouza, you rocked my laptop with your forwarded tracks; just when I needed that kick of energy, you were there! And when I needed an escape, you were right there, ready and willing! “Thanks for being there, thanks for being my friend, thanks for being around, thanks for everything, thanks for being you!” (Christian Sol).

I would not have all of these opportunities if it were not for my editor at Wiley, John Czarnecki, Assoc. AIA! Thank you for presenting me with this endeavor and for your continued collaboration. The experience has been extremely rewarding, as everyone at Wiley has been nothing but amazing to work with.

And Mom, I will never be able to thank you enough for all your cheer and help! You have always been there to listen to me ramble on about everything and anything and for that I will always be grateful! BBQ pool day rewards are the best!

Introduction

As the green building movement continues to transform the design and construction industry, owners and developers are becoming more and more cognizant of the competition to develop energy-efficient buildings. They are becoming even more aware of the need to design and construct spaces that will operate in a beneficial manner for the occupants and users, the environment, and themselves, as the owner (see Figure Intro.1). Owners are beginning to scrutinize their site selections for environmental impacts, and then they are requesting architects and engineers to assess the environmental impacts of their choices in materials and equipment. These types of decision-making changes are resulting in the need for contractors to become more aware of the impacts from the demolition and construction processes. Together, the design and construction factors are transforming building operation and maintenance.

Figure I.1This LEED Gold certification plaque at the Waterfront Technology Center in Camden, New Jersey, denotes the achievements of the design and construction team and signifies the intended performance of a project. Image courtesy of Stephen Martorana, LEED AP BD+C of the New Jersey Economic Development Authority.

Professionals may find themselves asking, “How is it possible to manage all of these factors that affect energy use?” or “How do we assess the environmental impacts of our decisions as architects, engineers, and contractors?” Over the past 10 years, measurement tools, such as ENERGY STAR®, Green Globes®, and U.S. Green Building Council’s (USGBC®) Leadership in Energy and Environmental Design (LEED®) rating systems, have been introduced to the industry as a means to implement a process, suggest strategies, dictate requirements, and provide reference standards in which to measure and track a building’s performance. In more recent years, USGBC’s LEED rating systems have become the more prominent tools in which to measure a building’s performance during design and construction, as well as operations and maintenance.

Project teams on a sustainable mission often look to specialists to navigate through the different LEED rating systems and the applicable certification requirements and standards. Therefore, a managing choreographer knowledgeable in these factors is necessary, in order to help to make the process more streamlined and efficient. With the introduction of this manager, or LEED coordinator, the design and construction teams are able to focus on and then follow through with their responsibilities as part of the process, where the LEED coordinator focuses on the certification requirements and is not distracted by the details of design or construction. This three-part guidebook details those requirements of the integrative design and construction approach of high-performance buildings necessary during the LEED certification process, to assist coordinators lacking LEED project administration experience.

The LEED for New Construction and Major Renovations™ (NC), LEED for Core & Shell™ (CS) and LEED for Commercial Interiors™ (CI) rating systems will be discussed throughout this guidebook for their similarities and differences to each other, as related to the process of certification. Incorporating aspects of the LEED certification process, including LEED-Online, throughout this guidebook is intended to provide a level of expectation and understanding for a LEED coordinator new to the process, especially when he or she may not be a LEED Accredited Professional (AP) or LEED Green Associate.

As most of the readers of this guidebook will already be aware of the need for and benefits of sustainability and high-performance buildings, as well as the environmental impacts of the current building stock in the United States, this type of information will be omitted. Instead, the key concepts of sustainability, high-performance buildings, and the integrative design process will be discussed throughout this guidebook, ensuring the understanding of the critical terms and concepts that continue to alter the traditional design and construction methods and processes. Case studies of projects awarded LEED certification are presented throughout this guidebook, as a means to highlight successful strategies to learn from. Perspectives from many of the different primary team members, such as owners, architects, engineers, contractors, manufacturers, and commissioning authorities, are also presented throughout the book, as the certification process is meant to be integrative and a successful LEED coordinator needs to be knowledgeable of the roles and responsibilities of each of the team members they might be managing.

Part I of this guidebook will provide an introduction to each of the three LEED rating systems geared toward commercial projects and the integrative design process, along with a description of how the two correlate. The integrative design process helps to evaluate the benefits of green buildings and to provide the value proposition for each of the building project types, including new construction, base building projects, and tenant improvements. Every project has triple-bottom-line goals and, therefore, environmental, economical, and social benefits. The LEED coordinator is an integral component to help outline each of these benefits for each type of project along with the different project team members.

Part II of Guidebook to the LEED®Certification Process will introduce the concepts of the process during the design phases, beginning with the eco-charette. The eco-charette is an opportunity to gather the entire team at the very beginning of a project and establish the critical elements of the project, such as the owner’s program requirements and the project goals. As the project advances through each of the design phases, it is imperative and critical to encompass the principals of the National Institute of Building Sciences’ (NIBS) Whole Building Design Guide to focus on the triple-bottom-line goals of the project. This guidebook will highlight those vital principals in a concurrent manner with the certification requirements.

When approaching the design of a high-performance building, a team should focus on the site design, the building’s orientation, daylighting opportunities, lighting and power needs, the building envelope, and the mechanical systems. This guidebook will not necessarily focus on these types of detailed aspects for architects and engineers, but will instead outline and illustrate the important milestones for the design team to achieve in order to prepare for the Design Review submission to Green Building Certification Institute (GBCI) after the construction documents are completed.

Part III of Guidebook will focus on the LEED certification process during the construction phase of a project. Carrying the integrated and process-related concepts from design through the construction phases of the project will assist the team with the process of managing a LEED project during construction through certification award. A detailed approach of responsibilities and tasks of the general contractor, subcontractors, and the owner will be illustrated, while also providing an overview of the responsibilities of the commissioning agent (CxA) during the construction phase of a project, as related to the LEED certification process. The requirements and process of the final submission to GBCI for documentation review, after substantial completion or possibly occupancy, will be reviewed in this guidebook, as well as an approach to operations, as related to the certification process for the NC, CS, and CI rating systems.

Guidebook to the LEED®Certification Process is intended to provide LEED AP owners, developers, project managers, and design professionals with an overview of how to steer through the LEED certification process under the 3.0 rating systems. LEED APs have the education of understanding the LEED rating systems, but may be missing the experience of managing the documentation from the team during the certification process, or even having just participated on a project seeking LEED certification. This guidebook will provide these professionals with a tool to refer to, in conjunction with the LEED reference guides applicable to their project types.

Part 1

Key Concepts

Chapter 1

Measuring Green

The LEED Rating Systems

As the first Leadership in Energy and Environmental Design (LEED®) rating system was implemented on projects, U.S. Green Building Council (USGBC®) recognized the need to develop multiple rating systems to speak to different project types, scopes, and typologies. LEED needed to address not only new construction projects, but also tenant improvements and fit-outs, retail, healthcare facilities, homes, schools, major renovations, existing buildings, and core-and-shell projects. A rating system was also needed to focus on the neighborhood, connecting pedestrians to their home and the activities they rely on for entertainment, work, and education and community resources.

In 2004, USGBC launched the LEED for Commercial Interiors™ (CI) rating system to focus on tenant improvement projects in the commercial market sector primarily aimed at corporate, retail, and institutional project types. “Tenants who lease their space or do not occupy the entire building are eligible.”1

In 2006, the LEED for Core & Shell™ (CS) rating system was launched with intentions geared toward developing speculative commercial buildings focusing on the building envelope, structure, and singular building-level systems, as opposed to campus-level efficiencies. This rating system offers a precertification aspect that is not offered in the other ratings systems. Precertification provides the base building owner/developer to market to potential tenants and financiers the unique and valuable green features of a proposed building.2 The LEED for Retail™ and LEED for Healthcare™ rating systems are currently in pilot phase, while LEED for Neighborhood Development™ was recently released after two and a half years. LEED for Existing Buildings is currently in its third version as LEED for Existing Buildings: Operations and Maintenance™ (EBOM). LEED for Schools™ is also available under its third version under the LEED 2009 suite of rating systems.

As an outcome of its success, LEED has become an internationally utilized benchmarking tool, providing third-party verification that a project has implemented sustainable and efficient practices during the design and construction phases, as well as the postoccupancy methods of operations and maintenance. This voluntary certification has become the mainstream tool in analyzing the performance of buildings for owners, developers, architects, engineers, real estate professionals, construction managers, lenders, government officials, scientists, and citizens across the world. As a result of the adoption of green building strategies on an international level, in 2002, eight nations joined together to form the World Green Building Council (WorldGBC) to help to increase the market transformation on a global scale. Since then, other countries, such as Canada, India, and Italy, have created their own green building councils and some have revised and adopted their own rating systems.

On April 27, 2009, USGBC launched LEED 2009 providing more consistent and streamlined, yet flexible, parameters for measuring the performance of buildings and projects. USGBC now presents the LEED for New Construction and Major Renovations™ (NC), LEED for Core & Shell, LEED for Schools, LEED for Healthcare, and LEED for Retail rating systems into one comprehensive book, the Green Building Design & Construction (BD+C) Reference Guide. USGBC now presents the LEED for Commercial Interiors and LEED for Retail Interiors rating systems into another book, the Green Interior Design & Construction (ID+C) Reference Guide. The LEED for Existing Buildings: Operations and Maintenance and LEED for Existing Schools rating systems have been compiled into a third book, the Green Building Operations & Maintenance (GBOM) Reference Guide.

Although LEED NC is primarily aimed at new commercial office buildings, the rating system can be applied to many other uses, including institutional buildings (Figure 1.1), hotels, and residential buildings of four or more habitable stories. The rating system also addresses major renovations of existing buildings. According to the BD+C reference guide, “a major renovation involves major heating, ventilating, and air-conditioning (HVAC) renovation, significant envelope modifications, and major interior rehabilitation.”3 It is the responsibility of the project team to determine if LEED NC is applicable based on the scope of work, where maybe LEED EBOM or LEED CS may be the more appropriate rating system to use.

Figure 1.1 The Duke Law Star Commons project in Durham, North Carolina, by Shepley Bulfinch, obtained its certification under the LEED for New Construction and Major Renovations rating system. Photo courtesy of Kat Nania, Shepley Bulfinch.

The LEED rating systems are characterized by the percentage of space the owner/developer occupies versus the tenant. For LEED NC, the owner or tenant must occupy more than 50 percent of the building’s leasable square footage. “Projects in which 50% or less of the building’s leasable square footage is occupied by an owner, the team should pursue LEED CS certification.”4 The LEED CS rating system is also ideal for a developer with control over the design and construction of the entire base building systems but not the spaces to be leased by future tenants. These base building systems may include the mechanical, electrical, plumbing (MEP), and fire-protection systems. LEED CS is a good fit for “commercial office buildings, medical office buildings, retail centers, warehouses, and lab facilities.”5

The LEED CI and LEED CS rating systems were developed to work in conjunction with one another. As mentioned earlier, LEED CS was developed to certify the core (composed of spaces that support the base building including mechanical and equipment rooms, elevators and stairwells, restrooms, lobby areas, and other owner-occupied or -operated spaces) and the shell (including the perimeter walls, roof, and ground floor of the building) of a building and therefore creating the environment for a tenant seeking LEED CI certification. This does not mean a tenant would not be able to certify their space in a non-LEED-certified core and shell project, but it would make the process a bit easier. This will be explained in more detail in Chapter 4.

The Key Concepts of LEED

The Categories

Each of the LEED NC, LEED CS, and LEED CI rating systems are broken down into five environmental categories: Sustainable Sites (SS), Water Efficiency (WE), Energy and Atmosphere (EA), Materials and Resources (MR), and Indoor Environmental Quality (EQ). There are two additional categories, Innovation in Design (ID) and Regional Priority (RP) that are offer bonus point opportunities.

The ID category offers points for exemplary performance and addresses factors that are not described in the other categories focusing on methodologies and practices implemented during the design and construction phases, as well as during the operation of the facility or space. Therefore, project teams have two ways to be awarded points within the ID category:

1. Substantially exceed the defined benchmarks in the other categories by the means of exemplary performance.

2. Develop and implement an innovative strategy not detailed in the other categories of the rating system, accomplishing an unprecedented achievement.

The other bonus category, Regional Priority, provides the opportunity for projects to earn points for complying with credits from the five main categories that would be an extraordinary achievement given the limitations within their zip code, as determined by USGBC. For example, a project that earns two points under MR Credit 5: Regional Materials in South Florida, where obtaining locally extracted, processed, and manufactured construction materials and products is quite challenging, USGBC recognizes this achievement by awarded the project an additional bonus point under the RP category. More information for this category will be detailed later in the chapter.

Sustainable Sites

The Sustainable Sites (SS) category “addresses environmental concerns related to building landscape, hardscape, and exterior building issues”6 impacted by site selection and development. The category “discourages development on previously undeveloped land; minimizes a building’s impact on ecosystems and waterways; encourages regionally appropriate landscaping; rewards smart transportation choices; controls stormwater runoff; and reduces erosion, light pollution, heat island effect and construction-related pollution.”7

The BD+C reference guide depicts the requirements for both the LEED NC and LEED CS rating systems, including the following SS category concepts:

Selecting and developing the site wiselyReducing emissions associated with transportationPlanting sustainable landscapesProtecting surrounding habitatsManaging stormwater runoffReducing the heat island effectEliminating light pollution

Since a tenant would most likely look at existing buildings in which to lease their space, the LEED CI rating system addresses base building design elements outside of the tenant improvement scope for point opportunities. In the ID+C reference guide, the SS category addresses the following concepts to address when seeking LEED CI certification:

Selecting a building that has developed its site wiselySelecting a building with sustainable landscapesSelecting a building that protects surrounding habitatsSelecting a building that manages stormwater runoffSelecting a building that reduces heat island effectsSelecting a building that reduces light pollutionSelecting a building with water-efficient landscapingSelecting a building that uses on-site renewable energySelecting a building that reduces potable water consumptionSelecting a building within close proximity to public transportation or implements other strategies to reduce emissions associated with transportation

Water Efficiency

The Water Efficiency (WE) category addresses possible strategies and technologies that help to reduce the amount of potable water used and disposed of. LEED CI addresses water efficiencies in both the SS category, as well as the WE category depending on whether the approach is an owner/base building-related strategy, a reduction by the tenant’s usage, or sometimes a combination of both. The category in the LEED NC and LEED CS rating systems addresses water use reduction strategies in the interior and exterior of the building with the following concepts:

Monitoring water consumption performanceReducing potable water consumptionReducing water consumption to save energy and improve environmental well-being

Energy and Atmosphere

Whether designing an interior fit-out or a new, ground-up building, the design team needs to not only be aware of what materials and components are being utilized for construction, but the method in which the building/space is/are constructed and how efficiently the components will work together. The Energy and Atmosphere (EA) category “encourages a wide variety of energy strategies: commissioning; energy use monitoring; efficient design and construction; efficient appliances, systems and lighting; the use of renewable and clean sources of energy that are generated on or off-site; and other innovative strategies.”8 Commissioning (Cx) is defined as “a quality-oriented process for achieving, verifying, and documenting that the performance of facilities, systems, and assemblies meets defined objectives and criteria”9 by the ASHRAE (American Society of Heating, Refrigerating and Air-Conditioning Engineers) Guideline 0, The Commissioning Process. The Cx process will be discussed in more detail in the next chapter.

While LEED NC and LEED CS analyze the overall energy use and efficiency of building systems and how they work together, LEED CI breaks out the components of lighting power, lighting controls, HVAC, and equipment and appliances and assesses the individual performance of each component (see EA Credit 1: Optimized Energy Performance in the reference guide). This approach is due to the limitations a tenant faces as they typically do not have the ability to impact whole building systems. It is common to find more similarities within the NC and CS ratings systems, as compared to CI.

The EA category promotes three kinds of activities:

Tracking building energy performance—design, commissioning, monitoringManaging refrigerants to eliminate chlorofluorocarbons (CFCs)Using renewable energy (for NC and CS as CI addresses renewable energy in the SS category)

Materials and Resources

During both the construction and operational phases of a building, a large amount of waste is generated and an abundant amount of materials and resources are consumed. Therefore, the Material and Resources (MR) category promotes strategies to reduce waste, reuse of materials, and recycling practices for project teams to implement to reduce the burden of the built environment. The category addresses the preservation and availability of resources for future generations by encouraging “the selection of sustainably grown, harvested, produced and transported products and materials.”10 Within each of the rating systems, the category focuses on the following three concepts:

Selecting sustainable materialsPracticing waste reductionReusing and recycling

Indoor Environmental Quality

Differing from energy efficiency, water use, and sustainable development practices, the quality of the indoor environment has an important role in green building practices, as the indoor environment significantly impacts the health and well-being, productivity levels, and quality of life of people. Building related illnesses may have driven the awareness for improvement from a liability aspect, but productivity has also helped to change the approach to designing the built environment. The Indoor Environmental Quality (EQ) category focuses on the following strategies to address these challenges:

Increasing ventilationManaging air contaminantsSpecifying less harmful materialsAllowing occupants to control desired settingsProviding daylighting and views

Prerequisites versus Credits

Each of the rating systems details and defines prerequisites and credits throughout each of the five main categories mentioned above. A prerequisite is a mandatory component of the rating systems, necessary to achieve certification. Meeting the requirements of a prerequisite ensures each project that achieves certification will perform to a minimum level of performance. Each of the eight prerequisites in the LEED NC and LEED CS rating systems, and the seven in LEED CI, are absolutely required to earn certification. Within the LEED NC and LEED CS rating systems, there is at least one prerequisite in each of the main categories, while LEED CI does not have a prerequisite defined in the SS category. Even though credits to do not have to be attempted in every category, each of the prerequisites must be met. For example, if a project team is not attempting to earn any credits within the WE category, the project must still meet the requirements of Prerequisite 1: Water Use Reduction. Notice, too, neither the ID category nor the RP category include any prerequisites, as pursuit in either category is not required because they are considered bonus categories that offer extra point opportunities. Refer to the rating system scorecards in Appendix A to see the value of prerequisites and credits within each category.

Each of the rating systems is based on a 100-point scale, with 10 additional bonus points possible for innovation in design, exemplary performance, and regional prioritization. Because the rating systems are based on a point program, there are different levels of certification possible, based on the number of points the project earns: Certified, Silver, Gold, and Platinum. Table 1.1 describes the point range of each level of certification.

Table 1.1 LEED Certification Levels

Certification LevelPoint RangeCertified40–49Silver50–59Gold60–79Platinum80+

Therefore, a minimum of 40 points, in addition to meeting the requirements for each of the prerequisites, is required to earn LEED certification for any project, regardless of the rating system as they are all based on the same point scale.

Credit Weightings

There is another significant change in 2009: The LEED rating systems now account for “the potential environmental impact and human benefits of each credit with respect to a set of impact categories.”11 After assessing the environmental or human effect (i.e., climate change or resource depletion), based on the timing of the impact (i.e., construction, operations), each impact or benefit is quantified by a combination of approaches (i.e., life-cycle assessment, transportation analysis). LEED 2009 uses the U.S. Environmental Protection Agency’s (EPA’s) Tool for the Reduction and Assessment of Chemical and Other Environmental Impacts (TRACI) environmental impact categories and the weightings developed by the National Institute of Standards and Technology (NIST) to determine the weight for each credit. From these assessments, the following parameters have been established and incorporated into the LEED 2009 rating systems:

All LEED credits are worth a minimum of 1 point.All LEED credits are positive, whole numbers; there are no fractions or negative values.All LEED credits receive a single, static weight in each rating system; there are no individualized scorecards based on project location.All LEED rating systems have 100 base points; ID and RP credits provide opportunities for up to 10 bonus points.

Exemplary Performance

Throughout each of the rating systems, there are opportunities to earn points for exemplary performance, indicating that a project has exceeded the requirements of the credits detailed in each of the other categories. The extra point is earned by meeting the next percentage increment in the threshold progression. For example, in the MR category, Credit 2: Construction Waste Management, a project would earn 2 points for diverting at least 75 percent of the construction waste from a landfill. There is an opportunity to earn one exemplary performance point should the project team divert at least 95 percent of the construction waste from a landfill or incineration facility. All exemplary performance points are tallied in the ID category. Each rating system allows for a total of three exemplary performance points to be awarded, although there are many opportunities provided throughout the rating systems. For example, LEED CI offers 20 exemplary performance opportunities, while LEED NC offers 21 and LEED CS offers 22 opportunities dispersed throughout the rating systems.

It is helpful to read through the exemplary performance point details for SS Credit 3 in LEED CI and SS Credit 4 in LEED NC and LEED CS, as there are multiple opportunities available within the Alternative Transportation credit, but a project can earn only one exemplary performance point within the Alternative Transportation credit. The same applies for SS Credit 6 for LEED NC and LEED CS and EQ Credit 4 in LEED CS; although each offers an opportunity to earn an exemplary performance point, only one can be earned within the Stormwater Design and the Low-Emitting Materials credit suites.

LEED CI differs from LEED NC and LEED CS when tallying up exemplary performance points. In CI, Sustainable Sites Credit 1: Site Selection, Option 2, offers four opportunities to earn exemplary performance points:

Path 4: Heat Island Effect—NonroofPath 5: Heat Island Effect—RoofPath 10: Water Use ReductionPath 11: On-Site Renewable Energy

The point for SSc1, Option 2, is logged under Path 12, but note that only one point may be earned under this path. Therefore, the project team should seek only one of these paths for exemplary performance. Refer to the ID+C reference guide for the requirements for exemplary performance for each of these credits to determine which path is most appropriate for your specific LEED CI project.

Regional Priority

Another new addition to the LEED 2009 rating systems, the RP category, awards points for recognizing and addressing geographically specific environmental technologies and strategies. Each of the rating systems offers up to four points to be achieved under this category. Although the rating systems define six credit opportunities qualified by the project’s zip code, it is up to the project team to determine which four credits they wish to attempt. Project teams will need to refer to the USGBC website to search a database with Regional Priority credit opportunities specific to the applicable zip code and download the spreadsheet for the state in which the project is located. The spreadsheet will list six credit opportunities specific to the project’s zip code. For example, for a project located in Tampa, Florida, with a zip code of 33607, it would be possible to earn an RP point for meeting any of the following:

Regional Priority Credit Opportunities for 33607 Zip Code

SSc2

SSc4.1

WEc2

EAc1(28%)

EAc2(13%)

MRc5(20%)

Therefore, if a project in the Tampa area is able to meet the requirements for WE Credit 2: Innovative Wastewater Technologies, the project would earn two points under the Water Efficiency category, as well as an additional bonus point under the RP category. Once a project is registered with LEED-Online, the RP opportunities will be noted on the project’s scorecard.

Minimum Program Requirements

As part of the update of LEED 2009, USGBC has further developed the minimum program requirements (MPRs) for a project pursuing LEED certification. Similar to a prerequisite, a project must meet and adhere to each of the MPRs in order to achieve LEED certification, regardless of the rating system being pursued or the certification level sought.

Project teams should refer to the USGBC website at www.usgbc.org/DisplayPage.aspx?CMSPageID=2102 for more detailed information about each of the following MPRs and for the most current requirements. At the time of printing, every project that registers under a LEED 2009 rating system must adhere to the following MPRs12:

Must comply with environmental lawsMust be a complete, permanent building or spaceMust use a reasonable site boundaryMust comply with minimum floor area requirements: LEED NC and LEED CS: minimum of 1,000 square feetLEED CI: minimum of 250 square feetMust comply with minimum occupancy rates: Project must have at least one full-time equivalent (FTE) occupant. FTE determination is discussed in Chapter 6.Should the project have less than one FTE, the project cannot seek any of the available credits within the IEQ category, although the prerequisite must be met.Must commit to sharing whole-building energy and water usage data for five years. If CI projects are unable to comply due to the lack of submetering of their space, the project is exempt for complying with this MPR.Must comply with a minimum building area-to-site area ratio: Gross floor area cannot be less than 2 percent of the gross land area (with LEED project boundary). CI projects that do not include site work within the scope of work and LEED boundary are exempt from complying with this MPR.

Please note: “If it becomes known that a LEED project is or was in violation of an MPR, certification may be revoked, or the certification process may be halted. These situations will be handled on a case by case basis according to GBCI’s challenge policy.”13

OWNER’S PERSPECTIVE

Going for Gold

By M. Christie Smith, CAWA Executive Director for the Potter League for Animals

The Potter League for Animals found the LEED process to be exciting and definitely worth pursuing (Figures 1.2 and 1.3). Six years ago, when the board of directors committed to LEED practices, it was a risk for our small nonprofit humane society. By the time our fund raising and construction started, there was so much more general information about sustainable design and buildings that our supporters were impressed we were so forward thinking. The LEED component helped our fund raising and donor support and, most significantly, was firmly compatible with our mission.

Figures 1.2 and 1.3 The Potter League for Animals project in Newport, Rhode Island, by ARQ Architects, implemented a green roof, focused on materials with recycled content and reduced the facility’s water consumption, making it the first animal shelter in the United States to earn LEED Gold certification. Images courtesy of Lucinda A Schlaffer of ARQ Architects.

The best practices for a modern, efficient facility for animals naturally align with the best practices for green buildings, and for this reason the Potter League never considered the LEED process to be an additional expense. We engaged ARQ Architects as they fully understood both the challenges of LEED certification and the unique complexities of animal shelter design. At the time, few general contractors in the area had LEED experience, so we selected an excellent firm eager to learn. The result of this united commitment from owner, architect and contractor is a highly functioning building that is the first to receive LEED Gold in Rhode Island and the first animal shelter in the country to achieve Gold certification. As a leadership building, the staff, volunteers, and board of directors have made a commitment to share our lessons and progress with others.

Best of all, the impact on our two- and four-legged clients is astounding. The animals have quiet, stress-free, light-filled living spaces, and visitors are not assaulted with depressing chain-link, noise, and odors so typical in animal shelters. LEED was an important goal, but the joys of living, visiting, or working in this building are the real benefits.

Checklists/Scorecards

Appendix A in this guidebook includes the checklists (also referred to as scorecards) for the three rating systems addressed in this book: LEED NC, LEED CS, and LEED CI. The other ratings systems can be found at the USGBC website, www.usgbc.org.

The LEED Certification Process

Green Building Certification Institute

In 2009, USGBC engaged Green Building Certification Institute (GBCI) to coordinate the LEED certification process. GBCI was once responsible only for administering the accreditation/credentialing process for professionals, but is now responsible for managing the certification process as well. Project teams will interact with GBCI to register and certify a project, while USGBC will still be responsible for updating and maintaining the LEED rating systems and education programs. Figure 1.4 summaries the roles of the two parties.

Figure 1.4 The Roles of USGBC and GBCI

Registration

Typically, a LEED coordinator completes the registration process the project for the team, as this person will assume responsibility of the documentation process, including inviting other team members to the site, assigning prerequisites and credits to each team member, and communicating with GBCI for documentation review. LEED-Online refers to this role as the project administrator. Because this guidebook is written for purposes of the LEED coordinator, the two terms will be used interchangeably. Note, any team member, including the owner, can act as the project administrator.

The coordinator will need to visit the LEED-Online website (www.leedonline.com) in order to start the process. The coordinator will need to establish an account with GBCI and sign in, to begin the project registration process as a member or nonmember of USGBC. GBCI accounts are free but USGBC membership is not. Members of USGBC are national and are therefore limited to corporations or companies and not individual people. Individual professionals can become members of USGBC only at the local chapter level. Membership status impacts the fees for project registration and certification review. Visit the USGBC website for more information on becoming a national and/or local member.

Once the coordinator is signed in to LEED-Online, there is a “Register New Project” tab. Clicking on this tab will begin the online registration process with GBCI. The coordinator will need to acknowledge the eligibility of the project by reading through the LEED Certification Terms and Conditions for Project Registration. This is considered Step 1, as seen in Figure 1.5, and requires a review of the following terms and conditions:

DefinitionsScope of Binding AgreementOverview of the LEED Certification ProcessPayment and Adjustment of FeesDocumentation and Application Review PoliciesLEED Project Registration Cancellation PolicyRegistration of a Project subject to an Award, Final Denial, or Revocation of LEED CertificationCertification Audit and RevocationCertification Expiration PolicyInformation SharingProject MonitoringMinimum Program RequirementsIntellectual PropertyRelease and Limitation of LiabilityWaiver of Consequential DamagesIndemnificationNotice of ClaimMediationGoverning LawVenueNo Third-Party BeneficiariesMiscellaneous

Figure 1.5 The Steps of Project Registration

After agreeing to the terms and conditions, the coordinator is presented with his or her own contact information, including national membership status, to confirm accuracy. Step 2 of the registration process begins with three questions in reference to the type of registration (i.e., single project, multiple projects) and provides an option if more assistance is required to determine the most appropriate rating system. The next screen will provide the list of rating systems from which to choose, as well as two other options: precertification for LEED CS projects (as discussed earlier in the chapter) and recertification for existing buildings. Step 2 concludes with acknowledgment of the MPRs.

Step 3 consists of the display of a sample scorecard for the rating system selected, while Step 4 requires the following project information (editing allowed after project is registered):

Project Title:

Address:

City:

State/Province:

Country:

Zip Code/Postal:

Anticipated Construction Start Date:

Anticipated Construction End Date:

Gross Project Square Footage:

Confidential Project: Yes or No

Would you like to notify your local chapter of this project registration?

Anticipated Project Type (i.e., health care, office, lodging, public assembly, etc.):

Anticipated Certification Level:

The coordinator will have an opportunity to review the project information prior to proceeding to Step 6 and inputting in the payment information. Depending on the membership status, the fee to register will be either $900 (members) or $1,200 (nonmembers) regardless of project type, rating system, location, or size (except for LEED CS precertification). See Certification Fees section in this chapter for more information, but always refer to the GBCI website for the most up-to-date pricing information.

LEED-Online

Once a project is registered, the project administrator will receive an email confirming the project registration and will be issued a project access ID. The project administrator will be able to log on to LEED-Online and see a display of all of their registered projects. Once a specific project is selected, the administrator will then have the ability to invite other team members to have access to the specific project. The invited team members will receive an email invitation to join the LEED-Online site from GBCI by means of providing them with the same project access ID specific to the project. Once the team members have joined, the team administrator will be able to assign the team members a role (i.e., architect, engineer, owner, contractor, etc.).

The team administrator will also have the access to indicate which credits will be attempted for the specific project, per the scorecard of the rating system being utilized. The team administrator will then assign each credit and prerequisite a team member role to indicate who will be responsible for which. A team member can be assigned to multiple prerequisites and credits, but each prerequisite and credit can be assigned to only one team member. This does not indicate that only the team member can view the prerequisite or credit; it just implies that the team member will be responsible for uploading the documentation applicable to the prerequisites and credits in which they are assigned. For example, the civil engineer’s role may be assigned to the SS prerequisite and four of the SS credits, but the landscape architect and all of the other invited team members can view that prerequisite and the credits.

LEED-Online serves as a portal for team members to share documentation with each other and eventually with GBCI. GBCI will use LEED-Online to review the documentation to verify compliance and ultimately award certification and, if so, what level of certification based on the number of points earned. LEED-Online serves as a centralized location for communication with GBCI, as questions may arise, clarification may be needed, or additional documentation may be requested proving compliance. Remember, LEED is a self-evaluating process, but it is third-party verified. Therefore, a member of GBCI will not visit the project site, but merely use the documentation posted to LEED-Online as an indication of compliance.

Credit Interpretation Requests and Rulings

Just as in the design and construction process, questions arise during the documentation review of the LEED certification process. In the construction industry, we refer to those questions as RFCs (requests for clarification) or RFIs (requests for information). With LEED, we refer to those questions as CIRs (credit interpretation requests).

At the time of printing, an online CIR database exists for projects registered pre-LEED 2009 in which teams can query to find answers to their questions not detailed in the reference guides or on the USGBC and GBCI websites. Although the database is accessible, neither USGBC nor GBCI will post any new CIR question and responses (known as credit interpretation rulings) as of June 2009.

Within the LEED 2009 rating systems, a CIR database does not exist because CIRs issued for LEED 2009 projects will be project specific. Project administrators should note the existing CIR database is not to be referred to for any project registered under any of the LEED 2009 rating systems. Therefore, a project team will need to submit a CIR through LEED-Online should they need administrative and technical support pertaining to MPRs, prerequisites, and credits for any of the rating systems. At the time of printing, the CIR process is undergoing changes, so it is best to consult the GBCI website for the most current procedures for submitting a CIR.

The project administrator can submit a CIR at any point after the project is registered. The CIR should be specific to one LEED prerequisite, credit, or MPR requirement. The USGBC website details the following key CIR submission requirements and concepts:

“The ruling will only apply to the project for which the CIR was submitted, and there will be no corresponding entry in the CIR database. Accordingly, the CIR ruling will not be precedent setting and will not carry forth and apply to other projects submitted by the same Project Team nor be available as a ruling for other projects registered by other project teams.”14“Project teams should note that neither the credit language nor the minimum achievement thresholds can be changed through the CIR process. Furthermore, CIR rulings do not in any way guarantee that a LEED MPR, prerequisite or credit will be satisfied or achieved. The project Applicant must still demonstrate and document satisfaction of all LEED requirements during the LEED certification process. In addition, project teams must adhere to the CIR rulings received for their projects.”15“CIRs shall contain only the specific inquiry and the essential background information necessary for a ruling. CIRs shall not contain in excess of 600 words or alternatively 4000 characters including spaces. Furthermore, Project teams shall not submit attachments, cut-sheets, plans or drawings with any CIR.”16

Review and Certification

Project teams have the option to submit for either a split review process (one after the completion of the construction documents and the other after substantial completion) or just one certification review at the end of construction. The end of construction or substantial project completion is defined as “the date on which the building receives a Certificate of Occupancy or similar official indication that it is ready for use.”17

Project teams that submit for the split review (two reviews) will have more success with earning certification, as opposed to those project teams that wait until the end of construction to submit for review. The main reason for this success is due to a preliminary design review, as it allows the project team to get a snapshot of the project’s performance and progress in terms of certification level, compliance, and potential earning of points. This allows the project team the opportunity to attempt additional points, if needed, during construction, in order to aim for a preferred certification level.

Should the project team decide to pursue a split review, they would submit a complete application for a preliminary design review through LEED-Online, including payment. It is suggested that you submit for this review after the construction documents are completed, with as many design prerequisites and credits as possible to gauge the project’s potential, although only one design credit or prerequisite is required for submission for review. LEED-Online denotes prerequisites and credits with a pencil for those eligible for design review and a hammer for those qualified for a construction review.

Once submitted, GBCI will then review and submit preliminary comments back to the project team (if needed), through LEED-Online, for all credits and prerequisites submitted with the design review application. As noted in Figure 1.6, within 25 business days after the application is submitted, the team will see whether those credits and prerequisites are “anticipated” or “pending.” Should more information be requested from GBCI with a “pending” indication, the project team then has 25 business days to respond through LEED-Online. Once the team resubmits for review, a final design review should be received within 15 business days with an “anticipated” or “denied” indication for each prerequisite and credit submitting for review.

Figure 1.6 The Certification Review Time Frame

The same process will begin again at the project’s substantial completion for a preliminary construction review, response to preliminary construction review, and final construction review. The construction review application is submitted via LEED-Online, following the completion of the design review phase and within two years of substantial project completion. The construction review application may include design credits not previously reviewed but must include any design prerequisites not previously reviewed. The construction review application must include enough credits (including the “anticipated” credits from the design review) to earn the minimum certification level.

Project teams wishing to expedite the review process by GBCI can opt to pay an additional fee of $5,000 at either or both application review submittals. The expedited fees paid are intended to decrease the review time by GBCI in half. As with any fee, project teams are encouraged to visit the GBCI website for the most current pricing.

Appeals

The appeals process applies to the CIR ruling process, as well as the certification review process pertaining to a particular MPR, prerequisite, or credit. A project team may issue an appeal to GBCI should they wish to challenge a decision.

The appeals process works similar to the certification review process. There is a first-level appeal that is issued to GBCI through LEED-Online within 25 business days from the coordinating determination (i.e., CIR ruling, certification review). The GBCI website indicates that the appeal must be issued with payment and the following information:

Supplemental documentation applicable to the MPR, prerequisite, and/or credit in question.An explanation of the denied situation. “If the appeal pertains to a response to a Credit Interpretation Request, the Project Team must include an explanation addressing the contested guidance provided with the Credit Interpretation Request response.”18

Once a project team issues an appeal, GBCI will indicate an acknowledgment of the submittal within five business days. GBCI will then locate individuals not previously involved with the project to review the information submitted. The review team will respond to the project team within 20 business days of the appeal submission date with a decision. The response from GBCI shall include technical information detailing their decision.

Should the project team be dissatisfied with the first-level decision of the appeal, the team may issue a final appeal within 25 business days from the decision rendered from the first-level appeal. All second-tiered appeals must be submitted in writing to GBCI (not through LEED Online).

When a final appeal is submitted, an appeals board is created to be composed of three GBCI president-appointed (in consultation with GBCI chair) persons. The project team has 10 business days to review the names of the three appointed individuals and respond to GBCI with any conflicts that would affect the review of the appeal. GBCI will determine if a conflict exists in order to disqualify the individual from serving on the appeals board. This board shall meet within 60 calendar days and render the final decision (by means of a majority vote) on the matter at hand within 10 business days after the board meeting.

See the section on certification fees in this chapter for costs involved in issuing an appeal to GBCI. The GBCI website offers the most current and up-to-date information, as fees may change. The fee listed pertains to each appeal submitted for each credit, prerequisite, or MPR challenge at each level of appeal.

Certification Fees

Consult the GBCI website for detailed and current information pertaining to the fees associated with both project registration and certification. Just as with registering a project, there are different fees for members and nonmembers of USGBC for certification review. For certification review, notice that the fees are also dependent on the size of the project seeking certification. Fixed rates and available if the project size is less than 50,000 square feet or more than 500,000 square feet. If a project falls between 50,000 square feet and 500,000 square feet, there are rates to multiply by the square footage specific to the project to find out what the certification review fee is specific to the project at hand.

Notice the different fees for design review, construction review, and the combined design and construction review, as the options were discussed previously (i.e., split review). As you can see, it does cost more to go for a split review, as compared to one combined review after construction, but it is well worth it! Other key fee components to recognize are the precertification option for LEED CS projects, as well as the fees for appeals, expediting review times, and CIRs.

Resources and Tools

There are multiple resources and tools to refer to while working on a LEED project. Teams are encouraged to review the CIR database, refer to the USGBC and GBCI websites, and consult the appropriate reference guide to gather more information. It is suggested to contact GBCI prior to submitting a CIR to avoid unnecessary fees. When contacting GBCI, it is recommended to submit questions via the website, as compared to calling, as the responses are typically more appropriate and detailed.

The USGBC website also contains a “Resources and Tools” section where any project team member can download addenda for each of the rating systems and additional support specific to each of the rating systems, such as multiple building certification, daylight diagrams, and vertically attached buildings. The GBCI website also has a “Resources” section for credit interpretation request information, fees, and the GBCI LEED Certification Manual.

There are other websites offering guidance to strategies and documentation examples, such as www.Harvard.edu and www.leeduser.com (membership required). LEEDuser’s website is most helpful as a forum in which to post questions to the community and read answers from others (as the CIR database used to function). The prerequisite and credit information is mostly rewritten from the reference guide and therefore not as helpful although at the time of printing, they were adding more documentation examples. Also, be sure to visit the e-learning page on USGBC’s site and download the free project profiles to learn how other teams implemented strategies to help their projects earn LEED certification.

Using the Reference Guides

The reference guides are intended to serve as a tool to describe the intentions behind the rating systems, including the prerequisites and credits. Within each reference guide, each prerequisite and credit is introduced with the intent and requirements described. You will the find following sections on the subsequent pages:

Benefits and Issues to ConsiderRelated CreditsSummary of Referenced StandardsImplementationTimeline and TeamCalculationsDocumentation GuidanceExamplesExemplary PerformanceRegional VariationsOperations and Maintenance ConsiderationsResourcesDefinitions