Delaware County Intermediate Unit Green Schools Symposium · Delaware County Intermediate Unit...

April 23rd, 2010

Delaware County Intermediate UnitGreen Schools Symposium

A presentation byRob Fleming, Architect, LEED® AP

Founding Director MS in Sustainable Design ProgramPhiladelphia University

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Thank you’s for everyone

Actual quotes from actual people

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In this introduction phase, please begin by reading the slides slowly and with emphasis. Do not introduce yourself or anything. Save that for next….

1964

“Never trust anyone over 30”

1992

“The Internet is too slow… it will never catch on”

1998

“A web page… what do I need a web page for?”

1999

“Email?I don’t need it,

I have a phone, fax and Fed Ex?”

2000

“Sustainability? I don’t see that ever taking off”

2002

“Green buildings will never work, they are too expensive and

they will never happenin today’s money driven world”

2003



2004



2005

The Tipping Point for Sustainability

Hurricane Katrina2005


Indian Ocean Tsunami 2005


Gas prices reach $3.00/Gallon2005


Al Gore’s Movie2005


U.S. President calls for an “end to our addiction to foreign oil2005

2005The Age of Ecology

2007

The Great Resetion

2010

2010

April 21st, 2010

The world has changed

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In this introduction phase, please begin by reading the slides slowly and with emphasis. Do not introduce yourself or anything. Save that for next….

The way we think has changed

Our actions are beginning to change

And our schools are changing…

Rob Fleming – dciu 2010 Slide Show


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Outline1. The Big Picture

2. Setting the context for green schools3. Its never about the money

4. Entry points for sustainability5. Free Resources

6. Design7. Maintenance

8. Conclusion

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Context for the Innovations in Green Building

The 21st Century

20th CenturyLinear Thinking

GreenDesign by individual

Field Built ArchitectureAutoCAD

Aesthetically DrivenMono-Cultural

Planned ObsolesceAnalogue

21st CenturyCyclical ThinkingSustainableIntegrated DesignFactory Built ArchitectureBIMPerformance DrivenMulti-CulturalLife Cycle AccountingDigital



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Open your mind!

Cyclical ThinkingLinear versus Cyclical Thinking

The Sustainable

BuildingConstruction

Habitation Demolition

Deconstructionrecycling

Recycledmaterials

Renewable energyNo pollution

The Sun (free energy)

Renewable Materials Biodegradable

wasteDaylight

Raw materials

Wind(free energy)

1point



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Open your mind!

Green versus Sustainable

2point

• Green is less bad• Sustainable implies a neutral relationship with the Earth and its resources• Regenerative implies a building or product that actual replenishes resources or improves air and water quality



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Open your mind!

Green versus Sustainable

2point

• Moving from a single bottom line (profit) to a triple bottom line of enterprise, equity and environment• Quality of life as a goal



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Open your mind!

Integrated Design

The Project

Architect/Designer

HVAC Engineer

Plumber

End User

Landscape Architect

Neighbors

Developer

Civil Engineer

3point



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Open your mind!

Integrated Design

3point



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Open your mind!

Factory Built Architecture

4point



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Open your mind!

Factory Built Architecture

4point



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Open your mind!

Building Information Modeling (BIM)

Electrician

• Connects to quick energy simulations and more accurate understanding of material quantities

• Potential for internet based user design

• 4-D modeling + RFID tags for Construction Managers

5point



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Open your mind!

Performance Driven Projects

Electrician

• USGBC developed the LEED®

(Leadership in Energy and Environmental Design) Green Building Rating System • Whole-building (holistic) approach that encourages and guides a collaborative, integrated design and construction process • Optimizes environmental and economic factors

6point



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Open your mind!

Multi-cultural Design Practice

Electrician

Schendy Kernizan, from Haiti, educated at Philadelphia University’s Architecture Program and now back in Haiti working for Architecture for Humanity

Stereo-typical architect

7point



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Open your mind!

Life Cycle Assessment

8point



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Open your mind!

Engage the Digital Realm

9point



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2. The 21st Century – context for green schools

3. Its never about the money4. Entry points about sustainability

5. Free Resources6. Design

7. Maintenance8. Conclusion

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Why do green buildings cost more?• Architects and designers exceed the established budget• Builders “throw” large numbers to cover “unknowns” associated with green technologies• Initial budgets set for such projects are too low• Unique green features add to the cost of the building

Open your mind!

Its never about the money*

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Conclusion: so we really need to be careful with our budgeting and work with the client to



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2. The 21st Century – context for green schools3. Its never about the money

4. Entry points to sustainability5. Free Resources


8. Conclusion

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1. Climate Change – save the planet2. Peak Oil – energy independence 3. Save money4. Do the right thing/marketing5. Its cool and fun6. Public pressure7. Green Washing

Open your mind!

Seven entry points to green buildings



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4. Entry points to sustainability

5. Free Resources6. Design


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Don’t Reinvent the Wheel

Green Design Principles

In the good old days…• Resources were difficult to obtain• Technologies such as electricity and lighting had not been invented• Materials were expensive• Buildings had to perform passively and be made of local materials

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Describe the old loft/factory buildings. Ask why they had such tall windows. Why did they have saw tooth roofs.

http://www.pbase.com/airlinerphotos/landscapes



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Stand in the place where you live• Temperate climate or “mixed climate” - heavy rainfall, cold NW winds in the winter, cool SW breezes in the summer• Marine climate: heavy humidity• Dry/desert climate: low humidity


Green Design Principles Harvest free resourcesavailable in your region

Building Location – Know your climate

Source: www.buildingscience.com

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Design



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Goal: Harvest Daylight • Bring in diffuse natural light with no glare or heat gain• Daylit buildings reduce symptoms of seasonal affective disorder - National Renewable Energy Laboratory, 2002

• Can reduce energy costs with automated light system

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Chalk and talk: I usually to a few quick sketches of a building in plan with various sun angles/directions. I also question the students as to why a building should not face east/west. Remember, we are trying to get them to be thinkiners and problem solvers, so they will internalize the information



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These rules change depending on location, climate, terrain, etc…



Goal: Harvest daylight; Avoid heat gain• Apply overhangs to south facing windows to minimize heat gain, or, plant deciduous trees along the south façade• Minimize windows on East and West facades

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Chalk and talk: Draw a typical section through a building. Point out the contradiction between this slide and the previous slide….first we want to harvest the sun and then we want to protect ourselves from the sun – why?



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Harvest Daylight via building shape• Long and thin – allows light to penetrate deep into the building; larger total perimeter walls – more surface exposed to the weather• Square shapes – good for heating efficiency; difficult to get daylight into building spaces



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Again use sketches to communicate how shape impacts building performance



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Harvest wind and apply passive cooling strategies• Collect breezes • Ventilate building by manipulating window size and location• Control internal heat sources• Control sun entering the building

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Chalk and talk: Use sketches to explain how air might move through a building and how evergreens may help to buffer the north side of a building



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More on this later…



Harvest water• Use Cisterns and other collection systems to save water for reuse in irrigation or flushing toilets• Allow water to percolate into the ground and not into sewer systems• Treat waste water on site for toilet flushing

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Mention that we will be spending more time on water later in the course and that all the topics just presented will be covered in greater detail



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Harvest heating and cooling from the earth• Use the consistent temperature of the earth to supply heating and cooling assistance• Ground source heat pumps allow access to the earth’s temperature via well drilling

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8. Conclusion

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Main Points• Three pronged effort between Owner, Architect/MEP and the Builder that form a collaborative team right from the start• Helps to achieve leaner, more efficient construction• Building Information Modeling (BIM) is often used as way for the team to share 3-D models of the project

Reprocess your process

Integrated Project Delivery

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This article provides a pretty good over view on ipd Integrated Project Delivery Improves Efficiency, Streamlines Construction�Lean Management Approach Eliminates Waste and Enhances Project Outcome�Published July 16 2008��Integrated project delivery (IPD) is emerging as the way to organize project teams to achieve lean construction at a time when the industry is searching for ways to eliminate waste, cut costs, improve productivity, and create positive outcomes. This approach to project delivery does just as the name implies by integrating all team members--owner, architect, construction manager, engineers, and subcontractors--to form a collaborative effort. IPD uses a three-pronged platform with the owner as one entity, the architects and engineers as the second, and the contractors or builders as the third. The owner, architect, and contractor act as the core group to manage the integrated project delivery process. Complete Story �� “The owners want to be very involved and want everybody to have an equal voice, so they are designing a new process, which is labeled integrated project delivery,” says Eric Lamb, executive vice president of DPR Construction Inc., a commercial contractor based in Redwood City, Calif. “With IPD, all of the major players are brought on board at the same time, unlike the traditional process of hiring the architect, then bringing in the engineers and the construction manager/general contractor, with the major trades not being brought on board until much later.” The IPD process leverages the experience, talent, and input of all team members in order to obtain the best results and increase value for the owner by reducing waste and maximizing efficiency throughout the life cycle of the project from design and fabrication to the completion of construction. As a result, IPD produces shorter delivery times than traditional practices, such as design-bid-build. The integrated approach is well-suited for projects being done in the private sector or for non-profit institutions. However, public entities in most states, such as educational institutions, cannot use IPD due to the state-legislated bidding process. In addition to being highly collaborative and seeking input from project team members at the onset of the project, IPD allows member companies to leverage Building Information Modeling (BIM) by creating a virtual design of every element of a construction project’s process. Case Study BIM can play a valuable role in IPD by enhancing communication between parties in the architectural, engineering, and construction industries. Using IPD, digital images are created to precisely depict every aspect of a construction project and to simulate real-world performance and operation of a facility. DPR served as the general contractor for the construction of the Camino Medical Group Mountain View Medical Center, a $98-million medical office building with a surgery center and urgent care clinic, for Sutter Health in Northern California. BIM facilitated lean project delivery by integrating the design and input from the architect, engineers, and participating trades. Creating a comprehensive virtual model of the project and gathering input from all parties made it easier to coordinate the installation of necessary building systems. The extensive coordination and communication enabled specialty contractors to manufacture a significant amount of their work in fabrication facilities off the job site. For example, the mechanical systems were assembled at the mechanical contractor’s plant and brought to the project site in sections. Pre-fabrication results in less waste, less expense, and a quicker installation time. This also makes for a safer job site because more work is done in a better organized and controlled workspace. It is estimated that using BIM and the IPD approach helped Sutter save approximately $9 million and the project was completed six months earlier than it would have been using the design-bid-build process. The use of IPD and BIM is advancing the overall construction industry by making it easier to not only predict, but also to achieve high-quality outcomes. Laser scanning is still in its infancy relevant to BIM, but can be used to determine the true condition of an existing space that will be included in the model. In the future, companies may be able to input data about all of a building’s systems into the model to calculate how much energy would be used. BIM is facilitating IPD throughout the industry today and creating the opportunity for improved teamwork. This greater level of integration requires the key players to collaborate and share information much earlier in the process than was necessary in the past. With traditional project delivery, subcontractors are selected after the design, documentation, and agency review is completed—just prior to construction. With integrated delivery, the subcontractors are selected at the project conceptualization phase. In order to meet the demand for increased teamwork, construction managers, architects, engineers, contractors, and subcontractors are forming alliances prior to responding to owner Request for Proposals. Relational Contracts Integrated project delivery is supported with the use of relational contracts, or one agreement that is signed by the owner, architect, and contractor. These joint agreements are already common in the U.K. and Australia, but are just gaining momentum in the U.S. construction industry. Trade contractors can also be parties to the contract, which is sometimes called an integrated form of agreement or tri-party collaborative agreement. No matter what the contract is called, it calls for the formation of an integrated project delivery team that shares decision making, pools contingencies, and provides incentives for team performance. Having such contracts in place creates an environment where all team members share risks and rewards based on reaching targets. “We’re trying to move from win-lose to win-win or lose-lose as a team,” says Dean Reed, lean coordinator at DPR. “In Australia, they have been working with the alliance model for about 15 years on major infrastructure projects, so we are not inventing this. They have realized the benefits of win-win or lose-lose, and that’s what we’re trying to set up with relational contracts. It has gone as far as eliminating the trade Guaranteed Maximum Price (GMP) contracts and the project GMP.” The ConsensusDOCS 300 contract, supported by the Associated General Contractors, is an example of a relational agreement. Just like other relational agreements, it is intended to give all parties a vote in the final contract terms and to avoid disputes in the future. Relational contracts often include an incentive clause based upon the notion that potential savings would be shared among the IPD team, or the designers and contractors, and then shared between them and the owner. An incentive pool could be established strictly with money that is saved on contingency and/or labor costs. “You set up your incentive pool at the beginning and that is put at risk,” notes Lamb. “It is made up of the profits of the IPD contingency or a percentage of the profits for the IPD team, the designers, the contractors, and the major MEP contractors. The pool is the maximum amount that parties are at risk for. If you save money, you can increase your profits and the amount in the pool would get bigger. If you lose money on a job or if your drywall or mechanical contractor depletes the pool, you all go down together. You don’t go down as independent companies, so that’s the integrated part. If you have a $1 million pool, that’s the maximum amount at risk and once you hit that amount, the owner pays beyond that.” Having the right contractual framework in place is important to the IPD approach, but the project team must be armed with the most innovative tools in order to achieve success. IPD Tools Target Value Design plays an integral role in IPD. First, the integrated team verifies that a particular facility can be built with available funds working within market constraints. The IPD team then establishes a target cost based on innovative thinking and best practices, and designs to that target. “We work from what’s in the piggy bank, the allowable cost and expected cost,” says Reed. “However, what we’re trying to do, instead of cost the design, is switching that equation around so that nothing is set in design until there has been a cost analysis.” The cardinal rule of Target Value Design is that the target cost of a facility can never be exceeded. Teams composed of architects, engineers, and contractors design to a specific target cost. The target costs are established for all relevant areas of a project, including the building envelope, interior/finishes, vertical transportation, material handling, site improvements, structure, and mechanical, electrical, and plumbing. The targets are adjusted up and down to maintain the project target cost. If any savings result, it is shared by the team and the owner. When using relational contracts, the team sets the target cost very early and designs to that goal. The team’s incentives are based on the estimated maximum price or the GMP. “You are pointing people to the number you need to achieve. You’re setting up this dynamic where you can all share in the cost of work savings and contingency preservation, but you’re targeting a number and designing to that number,” notes Reed. “That’s how the rest of the world develops products and now our industry is moving in that direction.” The Last Planner System is also an innovative tool that works well on integrated delivery projects to create reliable work flow. This is achieved by pulling work, not pushing it based on a predetermined schedule. That is, the team members plan and produce only what is needed for delivery of the product at every point. Production is also shielded from uncertainty by putting only activities on the weekly work plan that team members know are ready and can be completed as planned. “This is a terrific tool for integrated project delivery and for design,” says Reed. “Don’t think of this as a construction tool, which is a mistake that people make.” The Last Planner System utilizes various levels of planning, controlling, and correcting. Milestones and long leads are identified during strategic planning. Detailed planning continues until reliable promises are made and work assignments are given. The system helps team members gauge their achievements and learn from plan failures. “One thing we’re doing is keeping score of people’s commitments. We call it Plan Percent Complete,” says Lamb. “We’re trying to be very disciplined by getting promises from people and then recording those every week. We’re trying to see how people do through this network of commitments and it has been a very lean sort of activity. You’re going to have a hard time with integrated project delivery if you’re mandated to do design-bid-build, but you can use the Last Planner System.” By Tracy Carbasho ��We welcome your Questions and Comments ��Copyright 2009 Tradeline Inc.�All Rights Reserved�ISSN: 1096-4894



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The Design Charrette• A process where many different stakeholders come together to create a building design• Stakeholders are people who are involved in or will be impacted by the project: builders, neighbors, engineers, zoning officials and the end user

A Design Charrette is often a part of the IPD process



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Here you can talk about how much a contractor and architect get along – have some fun with this



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The Design CharretteThe word "charrette" means cart or chariot in French, and was used to describe the cart that was wheeled through Paris to pick up the senior projects of students at the `Ecole des Beau Arts. It came to mean “hectic work required to meet a deadline”



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Here you can talk about how much a contractor and architect get along – have some fun with this



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The Design Charrette - Process• Set specific goals for the project such as a the intended LEED rating – the builder can play an important role in this phase• Develop a preliminary design that satisfies all constituents• Looks at opportunities to optimize systems, i.e. better windows = smaller mechanical system Charrette hosted by Re:Vision Architecture, 2004





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The Design Charrette - Alignment• Allows “alignment” between the design and construction teams which allows for a streamlined construction process and an increased chance of achieving less common sustainable elements in the project



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Design



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The Contractor’s Role• Building professionals must be vocal about construction costs and feasibility of ideas developed during the process while maintaining momentum of the process • Construction professionals can disseminate goals of project to members of the construction team that do not attend the charrette



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Talk about architects drawing curved walls and how that might threaten the budget. How could a contractor interven in that in a politically positive way?



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The Contractor’s Role• Early “on the fly” cost estimating can help the design team keep the project within budget• Example: Many projects use too much steel. Use the Design Charrette process to work with the structural engineer to reduce the total amount of steel while maintaining acceptable safety levels early in the project



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Discussion Point: Have you ever submitted a preliminary bid



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Typical project types• Private sector and non-profit clients are typical• Publically bid projects rarely offer the opportunity for this process

• Builders are hired to participate early in the design process



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Discuss the advantages/disadvantages of each delivery system in relationship to green buildings You may want to ackkowledge that a lot of time was spent on this, but the time is coming when construction professionals will play a larger and larger role in the process



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4. Entry points to sustainability5. Free Resources6. Design process


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Maintenance

We are building a new relationship with our School buildings

• Higher level of interaction of maintenance staff• The School building and grounds as a learning tool• Performance enhancer for students and teachers

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6. Maintenance7. Design process

8. Conclusion

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This is the way we’ve always done it!

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Delaware County Intermediate Unit Green Schools Symposium · Delaware County Intermediate Unit...

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