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OUR JOURNEY TO S U S TA I N A B I L I T Y
July 24, 2008 Letter from the Mayor I write to share my perspective with those who read the attached Sustainability Report. In the late 1990s, as we began to emerge from the effects of base closure, the City’s southern neighborhoods lagged well behind the rest. Young singles and married couples did not choose to live in the neighborhoods where they grew up. Real Estate values were stagnant, attracting very little new investment. Tax revenue declines had to be reversed. Quality of life needed to make giant strides even with limited resources. The Noisette District includes not only the north end of the former Naval Base, but also many of the neighborhoods within the boundaries of the City’s original incorporation. The Noisette District is a city project that focuses on five specific problem areas along with possibilities for improving business corridors along many of our major roads. Today, all specified areas are being redeveloped as we continue to attract new businesses. Today, our city is one of the up and coming places to live in the Lowcountry. At the start, no one other than the Noisette Company shared and was willing to invest in our vision. Now, other developers, companies and the Charleston County School District have joined in to invest in sustainability in our city. By any measure, the changes have created a more healthy, livable and vital community. I am extremely proud that people are choosing North Charleston as a place to live. We were honored to be recognized in the July/August 2008 Cottage Living Magazine with the Noisette Area acclaimed as one of its national top ten neighborhoods for the year. It is with a great deal of satisfaction that I look back over the past ten years of progress, and look forward with confidence to many more tangible successes. Sincerely,
R. Keith Summey Mayor
!e Noisette Company is committed to creating a future where decisions are made to achieve Triple Bottom Line
outcomes. We believe that the most durable communities are those that have contributed to a common vision, and
that a truly sustainable culture starts with the health of our ecological, life support, and social systems as a highest
priority.
Our Journey to Sustainability chronicles the first seven years of !e Noisette Company’s journey in sustainable
urban community redevelopment. !e Noisette Project is the manifestation of a partnership with the City of North
Charleston—the third largest city in South Carolina. Out of that partnership, we are bringing the North Charleston
Noisette Community Master Plan to life.
!e North Charleston Noisette Community Master Plan process analyzed the condition and potential of
the Noisette community. !e Plan aimed to address a dysfunctional system characterized by low student
performance, high crime, unhealthy buildings, and degraded natural systems, among other ills. Over a two-year
period, hundreds of meetings involving thousands of residents created a Master Plan that takes responsibility
for the social, environmental and economic health of the community. It lays out a series of strategies, goals, and
specific criteria for measuring performance, and recommends a new series of institutions to focus on creating a
long-term sustainable culture.
While creating the Master Plan, it became evident that a wide range of individuals and organizations would need
to come together to be successful in advancing the New American City. !us, one role of !e Noisette Company is
as catalyst; to help grow the capacity of partners to build a sustainable culture, to communicate the vision, leading
the planning efforts, and inspire others to invest their time and resources. !e number and diversity of partners
that have joined us are key measurable outcomes of the success of our efforts.
Also important is !e Noisette Company’s role as investor in long-standing sustainable communities. We take
direct responsibility for implementing the Master Plan objectives within the Navy Yard, and share the responsibility
with our partners of realizing the vision within the larger Noisette community.
We are proud to tell this story and identify the many partners that have joined us on this journey to building a
“Sustainability City”—one that is socially just, respects and protects our ecological systems, restores our intuitive
understanding of our natural world and its benefits to our human health, and creates a sustainable economy that
allows access and opportunity to all in our community.
Sincerely,
John L. Knott, Jr. Jim Augustin
Co-Founder Co-Founder
INTRODUCTION 5
EXECUTIVE SUMMARY 7
REVITALIZATION: The 3,000 Acre Noisette Community 10
REDEVELOPMENT: The Navy Yard 18 Development 19 Asset and Property Management 24 Events and Community 27
RECONNECTING: New Institutional Framework 28 Introduction to the Framework 29 Noisette Foundation 30 HUB Academy 30 Michaux Conservancy 32 Sustainability Institute 33 Community Association and Business District Association 35
RECOGNITION AND AWARDS 36
NEXT STEPS 36
Appendix 37
Appendix A – Master Plan Summary 37
Appendix B – Timeline 38
Appendix C – Green Cleaning Program 40
Appendix D – Oak Terrace Preserve LID Stormwater Mgmt 41
Appendix E – Visit Our Office 42
We haven’t taken the time to share with you how what
we’ve been doing lives up to what we committed to do in
our journey to sustainability. This Report highlights
examples of how !e Noisette Company has been bringing
the North Charleston Noisette Community Master
Plan to life on a daily basis. The past few years have
found us wearing many hats in order to incrementally
meet milestones in the sustainable revitalization of the
Noisette community. The work we’ve undertaken is
listed below and on the following page:
Revitalization of the 3,000-acre Noisette Community
Rebreathe life into the historic city center and become a
model for sustainable city development.
Too busy in fact.
5
Creation of a new Institutional Framework to grow a sustainable culture
Creating independent non-profit organizations working
within the existing Noisette community and beyond
to support a long-term sustainable culture and invest in
its social, environmental and economic health.
For this effort, "e Noisette Company has several distinct roles:
MASTER DEVELOPER, designing and implementing the vision, vertical development and
infrastructure zoning for the 340-acre Navy Yard at Noisette
PROPERTY MANAGEMENT, leasing & maintaining existing buildings and properties
to more than 65 businesses
COMMUNITY BUILDER, sharing the Noisette vision and reconnecting the community with
the former Naval Base through tours, programs, outings and events
Noisette believes as strongly now as since its
inception that sustainability means considering
the current and long-term future impact of
each decision on social needs, environmental
health, and economic vitality, a Triple Bottom
Line Philosophy. In all that we do, Noisette
strives to make all decisions at the “sweet spot”,
the overlap of these three key areas.
In this first Sustainability Report, we point out important
achievements in the three key areas.
We also highlight the projects that we think are truly
sustainable because of their attentiveness to the overlap of
People/Planet/Prosperity. Because that’s not something we
can do by dividing this report into 3 sections, we’ve structured
the report as follows:
In the Executive Summary, we concisely describe
the impetus for the Noisette Project, the prevailing
conditions in 2001 and the turnaround that has followed.
In the three sections that follow, we highlight our
accomplishments in:
1) revitalization of the Noisette community
2) redevelopment of !e Navy Yard
3) creation of a new Institutional Framework
At the beginning of each of those sections is a closer look
at the people, ideas and efforts that exemplify sustainability
in our community.
In this report, we illustrate how we have truly integrated
sustainability into our practices – how we’ve landed in the
“sweet spot” of the intersection of all three circles.
Redevelopment of the Navy Yard.
!e Noisette Company is the master developer for !e
Navy Yard at Noisette, a 340-acre portion of the former
Charleston Naval Base.
“We abuse the land because we regard it as a commodity belonging to us.
When we see the land as a community to which we belong, we may begin to use it with love and respect.” — Aldo Leopold
Over the past seven years, the Noisette community has experienced an exceptional revitalization. In March 2001, the median
income within the 3,000-acre footprint was 50% of that of the entire state of South Carolina. !e area’s home ownership rate
was 32%, and property values were flat or declining for 20 years. Houses sold for $54 per square foot, and were on the market
for an average of 270 days. Commercial land was selling for $40-50,000 per acre, and the East Montague business district
was 70% vacant. School drop-out rates were high and the local school district was transferring assets out of the area due to
a declining school age population. 70% of the city’s reported crime took place within the Noisette community and several
adjacent neighborhoods. !e closed Naval Base was 100% under Federal ownership, producing no property taxes and struggling
to replace 6,400 direct civilian jobs, 14,200 stationed military personnel, and untold indirect losses.
8
Community Recovery
Today, five areas totaling 550 acres identified
as “top priority” are under redevelopment.
Home ownership is above 45%, and housing has
appreciated to $160 per square foot. Commercial
land sells for $230-500,000 acre, and the East
Montague business district is 90% leased, including
two spas, ten restaurants, a live community theater,
garden shop and art and antique galleries. !e
new North Charleston Elementary School is the
first LEED (Leadership in Energy and Environmental
Design)™ Certified school in South Carolina. LEED™
standards have been adopted by Charleston
County School District for all schools. !e
North Charleston Noisette Community
Master Plan, recipient of the ASLA Award of
Excellence was completed and accepted by
the North Charleston City Council. An “off-
base” community improvement tax increment
financing (TIF) district has been approved and
used to fund projects such as major corridor
streetscape improvements. Over $500 million
in private and public investment is committed
and scheduled to occur within the next three to
five years in the Noisette community and !e
Navy Yard at Noisette re-development.
North Charleston Riverfront Park
Naval Base Transformed
!e Noisette Company has created a hub of businesses
and institutions employing over 1,200 people in 80,000
s.f. of new and renovated office space, 40,000 s.f. in a
Building Arts and Design Center and over 850,000 s.f.
of flex/warehouse space. !rough a program of building
improvements and business aggregation strategies, over
65 businesses and non-profit organizations call the Navy
Yard home, most of which have a sustainable focus. !e
Noisette Company’s investments have attracted other
investors and developers like WPC Engineers (Parcel
28) and Lead Dog Properties (Parcel 2.3 - NH68). A $165
million tax increment financing plan has been approved
to issue bonds to fund new infrastructure including
the recently completed 15-acre Riverfront Park. In
addition to !e Navy Yard at Noisette, the former naval
base is now home to the Clemson University Restoration
Institute which is located immediately adjacent to the
Navy Yard on an 86-acre tract donated by the City of
North Charleston. Other areas of the base have attracted
2,500 new government sector jobs in addition to 1,800
jobs in a revitalized ship repair yard and light industrial
park including 35 mid and high-tech businesses.
Sustainable Culture
In realizing sustainability is about more than green
buildings, and the Noisette community will remain far
beyond build-out of the Navy Yard, we have cultivated
a framework of organizations and initiatives designed
to grow and support sustainable communities. !rough
Navy Yard land sale transfer fees (in perpetuity) and in-
kind donations, the company has established a sustainable
funding stream to support the development of healthy,
regenerative community pathways. A business academy
for historically underutilized businesses has graduated
51 specialty contractors in two years. !e Noisette
Foundation has catalyzed thousands of volunteer hours
in the community, and its groundbreaking prisoner re-
entry initiatives have saved South Carolina taxpayers over
$50,000 per person in direct costs and untold indirect
costs because of the program’s exceptional recidivism
rate. Restoration of the Noisette Creek Preserve is an
ongoing science project for the 14 area schools whose
students receive hands-on experience in watershed
research and repair. More than 1,000 community
residents have saved over $400,000 on utility bills and
have healthier, more valuable homes because of access
to energy conservation workshops and energy kits.
Ultimately, we believe that success should be measured
by the current and long-term social, environmental
and economic health of all citizens of the community.
Demonstrated progress has been achieved working
towards these goals through 2007. Supporting details
and background information are highlighted in more
detail throughout this report.
9
Art Exhibit Hull Turning Party
Background on the Noisette Project:
!e Noisette Project and the creation of the North
Charleston Noisette Community Master Plan is
part of a journey that started in December of 1997,
when North Charleston City Council member
Kurt Taylor asked if the vision we had for a “Dewees
in the City” could be brought to North Charleston.
Dewees Island has received numerous awards and
is recognized internationally as one of the leading
sustainable communities in the U.S.
In March of 1998, Kurt Taylor invited Jim Augustin and
John Knott, Noisette co-founders, to meet with Mayor
Summey to discuss ideas for a sustainable urban
redevelopment. The Mayor and Kurt Taylor shared
the City’s vision for a re-energized and revitalized
North Charleston and the goals described in the City’s
!e 3,000-acre Noisette Community
Our vision:“Redevelop an existing portion of a City to create a tangible example,
a place that incorporates the Principles of Sustainability in
residences, commercial buildings, and public areas to improve
the economy, quality of community, and the environment.”
1996 Comprehensive Plan. As a result of this meeting,
the Mayor invited !e Noisette Company founders to
continue investigating the potential of implementing a
vision that integrated both objectives.
Over the next three years, !e Noisette Company
founders, along with a nationally recognized design
team, evolved this project at the City’s request from a
5 square block area to the present Noisette community
footprint of almost 3,000 acres. !e City, recognizing
the uniqueness of the Noisette team, announced in
March 2001 the formation of an innovative partnership
with the !e Noisette Company. Accompanying this
announcement was a City Pledge by the Mayor and
City Council describing what the City was committing
to accomplish. !e City also outlined its desire and
commitment to become a model for sustainable city
redevelopment.
Partners on the Journey
While !e Noisette Company does not have any real
estate ownership interest outside the Navy Yard, the
Company led the creation of the North Charleston
Noisette Community Master Plan for the 3,000 acre
Noisette community. In addition, the Company solely
funded the research and production of the Master
Plan. !e combined needs of revitalization of the
Noisette area and the redevelopment of the Navy
Yard required an overarching master plan that would
integrate the two pieces.
Having an accepted master plan is crucial to guide future
growth in a sustainable manner. While the Noisette
community had seen better economic times than it was
experiencing in 2001, optimism abounded due to the
strong sense of community and potential opportunities
regarding redevelopment. In other cities, experience
has shown that when depressed urban and suburban
areas turnaround, it happens very quickly. O(en times,
the turnaround occurs so quickly, it takes the city or
neighborhood by surprise. !e result is a flood of
development projects that have not been well thought
out or integrated.
It has never been the intention of !e Noisette
Company to redevelop the 3,000-acre area. Rather,
the Company desires to be a catalyst for change by
raising the standard for development projects within
the Noisette area. Obviously, !e Noisette Company
has a direct interest in the redevelopment of the Navy
Yard, but the Company goes back to the old saying that
“A rising tide floats all boats.” At the end of the day, we
welcome developers, businesses and residents who
invest in the vision of the North Charleston Noisette
Community Master Plan.
!e information on pages 11 & 12 identifies some of the
developers and businesses who have joined us in our
journey to create a sustainable future. Some of the projects,
like Oak Terrace Prese"e and !e Navy Yard, have direct
involvement by !e Noisette Company. !e remaining
projects have varying degrees of indirect involvement. One
thing is clear: No matter who is developing projects within
the Noisette community, most of these projects are achieving
success when judged against the principles set forth in the
Master Plan and the Triple Bottom Line philosophy.
!e desired outcome expressed by the City was:
REBREATH LIFE into the historic city center
SYNERGIZE all Quality of Life efforts within the
Southern portion of the City
CATALYZE economic growth
Build financial VITALITY for the southern end of the
City
Position North Charleston nationally as a
SUSTAINABLE urban center
To guide the revitalization of the Noisette community,
and the redevelopment of the Navy Yard, the Noisette
Company produced a Master Plan for the 3,000 acre
area (See Appendix A). !e Master Plan described five
strategies of the project:
FUNDAMENTALS of Socially Durable Communities
SUSTAINABLE Funding of Cities
21st CENTURY Architecture
Measurement and RESEARCH of Outcomes
INTEGRATED RESTORATION
12
East Montague Streetscape Improvements
North Charleston Elementary LEED Silver
North Charleston Riverfront Park
Half Moon Outfitters BldgLEED Platinum
Sustainability Institute
Oak Terrace Preserve
Horizon Village - NCHAMixson Project - !e I’on Group
CITY OF NORTH CHARLESTON
AND THE NOISETTE COMPANY
CITY OF NORTH CHARLESTON
THE NOISETTE COMPANY
NORTH CHARLESTON
HOUSING AUTHORITY
CHARLESTON COUNTY
SCHOOL DISTRICT
Oak Terrace Prese"e; 55 Acres; Projected $85,000,000 total investment (estimated assuming approx. 300 homes at $250,000 avg value; 70 townhomes at $150,000 avg )
East Montague Streetscape; Approx. half mile corridor; $3,000,000
!e Navy Yard at Noisette; 340 Acres; $165,000,000 infrastructure commitment; Projected 20 year investment > $1 billion.
Horizon Village; 68 Acres; $60,000,000 investment
14 schools serving the Noisette community; $120,000,000 in bonds approved and committed to schools within Noisette area
Phase 1 infrastructure complete with over 50 houses built or under construction
Cutting edge sustainable development utilizing low-impact stormwater management and mandatory Earthcra( Home Standard
Infrastructure and streetscape improvements
Installation of native plant species
Urban Heart of the New American City
LEED Neighborhood Development Pilot Project
Detailed description in Navy Yard section of this report
Leveraged $30,000,000 HOPE VI grant to redevelop North Park Village into a new 482-home neighborhood.
Affordable, market-rate, rental and for-sale housing
Worked within North Charleston Noisette Community Master Plan to integrate natural areas as part of Noisette Creek Preserve
Built first LEED Certified school (Silver), in South Carolina: $12.9 million North Charleston Elementary School
Adopted LEED as base standard for new school construction in the Noisette Area
PROJECT DESCRIPTIONPARTNER
Partners who have joined us in our journey to create a sustainable future.
Purchased 45-acre John C. Calhoun Homes site to be redeveloped as a dense, mixed use neighborhood with approximately 900 homes
Adopted Energy Star and set goal for LEED Homes Silver certification
Brownfield redevelopment, former asbestos plant
Plans call for mixed-use development creating connection to East Montague and Durant Avenues
Building 36 homes to Earthcra( and Energy Star standard
Developing R&D and technology transfer campus focused on six areas of the Restoration Economy
Restoration of Noisette Creek Further described in the Noisette Creek Master Plan, December 2005
First LEED Platinum building in South Carolina New office headquarters for regional Half Moon Outfitters retail operation
Mixson Approx. 45 Acres
GARCO siteApprox. 40 Acres
Hunley Waters 17 AcresApprox. $10,000,000
Clemson University Restoration Institute 86 Acres ($38,000,000 land value)
$10,000,000 initial start-up commitment.
$9,000,000 additional private and public commitments for biofuel research center.
Noisette Creek Preserve 135 Acres $30,000,000 inpotential funding sources identified for restoration.
Rehabilitated Storefront on East Montague Avenue
THE I’ON GROUP
THE BEACH COMPANY
HUNLEY WATERS DEVELOPMENT GROUP
CLEMSON UNIVERSITY
MICHAUX CONSERVANCY AND THE CITY OF NORTH CHARLESTON
HALF MOON OUTFITTERS
14
PROJECT DESCRIPTIONPARTNER
1) Advanced Materials
2) Community Revitalization
3) Historic Preservation and Materials Conservation
4) Renewable Energy
5) Resilient Infrastructure
6) Restoration Ecology
15
ASHLEY RIVER
CONSTRUCTIONRESIDENTIAL HOME BUILDERS
Building Homes, Neighbors and DreamsThe Charleston Group
CHARLESTON c l a s s i c h o m e s
Oak Terrace Prese"e
Oak Terrace Preserve is a 55-acre sustainable
redevelopment project located in the Noisette
community. !e project is being implemented through
a unique public-private partnership with the City of
North Charleston as owner and !e Noisette Company,
LLC providing turnkey development management.
At completion, the project will consist of approximately
300 single-family homes and 74 town homes. For many
reasons, Oak Terrace Preserve is the “darkest green” new
residential neighborhood in the Lowcountry, and with
homes starting in the low $200’s offers a value that is
hard to beat.
In addition to being at the forefront of sustainable
development, Oak Terrace Preserve is also in a designated
Tax Incremental Financing District (TIF). By being in
a TIF district, Oak Terrace Preserve gives !e City of
North Charleston the ability to generate funds to be used
for various types of public and civic projects outside
the boundaries of Oak Terrace Preserve. Oak Terrace
Preserve is positioned to benefit not only those who
choose it as home, but the entire Noisette community.
Oak Terrace Preserve’s Phase I consists of 120 single-
family and 36 town home lots. !e current absorption
and sales information is listed below.
Oak Terrace Prese"e Highlights:
Development activity commenced in mid 2006 and Phase I infrastructure was complete in mid 2007. In 2007, over 3,400 cubic yards of construction waste (95% of the total by weight) was recycled and therefore diverted from landfills.Oak Terrace Preserve homeowners spend at least 20 - 30% less on their utility bills than those who live in standard built homes. Earthcra( Certification, 3rd party verification, required for every house.Fully integrated, low-impact stormwater managament plan throughout (See Appendix D)
BioswalesRain gardensPervious pavements
When complete, approximately 125,000 s.f. of pervious pavement installation and close to 80,000 s.f. of bioswalesOver 500 significant trees protected and preserved.Dense neighborhood design with small lots averaging around 4,000 s.f.Phase I development stats through 1st Quarter 2008
Lots under contract: 93Lots sold: 45Homes under contract: 5Homes sold: 18Average sales price: $250,477Average $/sq(: $147
Average # of days on the market: 82
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!e Noisette Prese"e Plan
As part of its agreement with the City
of North Charleston, !e Noisette
Company funded and produced
the Noisette Preserve Master Plan,
which was submitted in December
2005. !e plan outlines a method
for restoring Noisette Creek and its
associated wetlands which comprise
an area of close to 135 acres. !e plan
also identified $30 million in potential
funding sources to carry out the plan.
!e Noisette Preserve restoration
activities are being carried out by the
Michaux Conservancy, acting as the
Preserve’s environmental steward on
behalf of the City. !is (See the New
Institutional Framework Section).
17
Navy Yard Highlights:!e Navy Yard has been designed to promote mixed-use
development which will put residents closer to jobs, shopping
and recreational activities.
Public art is planned for integration into the streetscape and
Powerhouse basin and all buildings.
Phase 1A will begin with the construction of a large lake—a
major community amenity—in front of the historic Powerhouse
building.
!e Navy Yard is registered as part of the US Green Building
Council’s Pilot Program for LEED™ Neighborhood Development
program
Utilizing an existing infill development site
Low Impact Stormwater Management. Engineered swales and
underdrains will absorb stormwater and allow native plants
to filter the runoff. Where practical, green roof design will be
implemented and pervious pavements will be utilized to promote
the natural system of rainwater percolation into the soil.
Pedestrian-Friendly Streetscape. A well-designed streetscape,
with appropriately-scaled sidewalks, ample shade, interesting
storefronts, public art, and outdoor furniture will encourage
walking between destinations. !e streetscape, when combined
with a dense urban development, will allow walking to be a
normal mode of transportation within the Navy Yard.
Traffic projections estimate a 40% reduction in daily car trips
due to an urban design plan that incorporates biking, walking,
and bus transit.
Recycled Materials. Recycled materials will be used whenever
possible in the construction of new infrastructure elements.
One example is crushed concrete, which is recycled from onsite
building demolition and will be used for road subgrades. Street
furniture and fixtures will be required to contain a certain
amount of recycled metals
Navy Yard Design and Planning: During 2007, the Navy Yard design team completed
schematic design drawings for the Navy Yard’s infrastructure and urban design layout. !e
plans build off previously-approved conceptual plans that outline a blueprint for a dense, urban,
walkable, mixed-use plan. !e existing road pattern will be modified and the street sections
will be enhanced to create the setting for a vibrant urban street life. Tree-lined boulevards with
onstreet parking and wide sidewalks will replace existing roadways. New street rights of way will
vary in width as outlined in the PDD zoning.
With sustainability as its core principle, the Navy Yard is combining the latest in sustainable
infrastructure practices. Unlike a greenfield development, !e Navy Yard has an existing,
functioning infrastructure in place that will be upgraded and expanded.
!e Navy Yard — Development
19
Noisette Creek Preserve
Southeast Biodiesel
Riverfront Park Performance Pavilion
Naval Base Memorial
Coast Brewing Company
Lost Trades Boatbuilders
10 Storehouse RowWPC HeadquartersLEED Gold Pending
7 Storehouse RowLEED CI Certified
Naval Base Memorial
North Charleston Riverfront Park
As part of its responsibilities under an agreement with the
City of North Charleston, !e Noisette Company designed,
built and forward-funded a 15-acre Riverfront Park on the
banks of the Cooper River. North Charleston Riverfront
Park opened in July 2005 and marked the first time in
nearly one hundred years that North Charleston residents
had public access to the Cooper River shoreline. Since its
opening, the park has become home to the Lowcountry’s
largest Fourth of July celebration. !e park, located
adjacent to the Charleston Navy Yard Officers’ Housing
Historic District and the mouth of Noisette Creek, offers
ten acres of walking trails and river views, as well as
fishing piers, a performance amphitheatre, interactive
fountain and an 800-( long boardwalk. In the summer of
2007, a playground and picnic area, as well as a dog park,
were added to the park.
Riverfront Park Highlights:First significant public access to the water in
over 100 years
Annual Outdoor Sculpture Competition and
Exhibition beginning 3rd year in 2008
Over 40,000 visitors since the park’s opening as
a part of year-round events.
In 2007, over 12,000 people attended the
festivities on July 4th.
Recycling of demolished pavement and
buildings – 79% of total waste by weight.
All plantings are native, except for turfgrass (see
below)
Seashore paspalum turfgrass used – salt water
tolerant and irrigated using brackish water from
Cooper River.
Failing concrete seawall replaced with naturalized
shoreline to encourage wildlife habitat
Local materials used for tabby concrete
Reduced light pollution with full cutoff fixtures
Some lights powered by solar collectors
Benches & waste receptacles – Landscape Forms,
Inc. Austin aluminum benches have a recycled
content of 48% or greater of which 26% or greater
is post consumer and 22% or greater is post
industrial. All styles are 100% recyclable.
Pervious surfaces include gravel paths, and
Flexi-Pave™ porous pavement
Greater Charleston Naval Base Memorial
!e Naval Base Memorial was completed and dedicated
on November 5, 2007. !e memorial offers an area for
commemorating all who worked and served on the
Charleston Naval Base. !e memorial is located on the
banks of the Cooper River, on the southern end of Riverfront
Park among mature oak trees. !e Noisette Company
was involved in conceptual planning and design for the
memorial. Oversight and funding for the project came from
!e Greater Charleston Naval Base Memorial Board of
Directors and the City of North Charleston.
Naval Base Memorial Highlights:Only location outside of the Navy Memorial in
Washington, DC that is home to both the Lone
Sailor and the Homecoming statues
Area for former Naval Base employees to
reminisce
Museum-quality educational displays explain
the importance of the Charleston Naval Base
and its role in WWI and WWII through the Cold
War.
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Affordable Housing
In the North Charleston Noisette Community Master
Plan, The Noisette Company has committed to a
Housing for All policy. !e development team spent
time learning about affordable housing issues facing
the Charleston region in 2007. Noisette plans to provide
a diversity of new housing products to offer choice to
prospective buyers. Additionally, new housing—
including subsidized housing—will meet strict
environmental standards to reduce operating costs
and utility bills. Finally, Noisette will partner with
prospective developers who have a track record
building affordable housing products.
Affordable Housing Highlights:Noisette Company development team met with
experts, state officials and prospective developers
regarding the implementation of affordable
housing in the Navy Yard.
Parcel 17 placed under option for a 60-unit
affordable housing project.
700 accessory units approved under PDD
zoning in 2004.
7 Storehouse Row
In August of 2004, !e Noisette Company completed
renovations to the 2nd floor of 7 Storehouse Row, one of
the first storehouse buildings built for the burgeoning
Navy Yard in 1905. !e renovation was registered with
the LEED-CI (commercial interiors) Pilot Program
and in 2006, !e Noisette Company received LEED-CI
Certification for the improvements making it the first
of its kind in South Carolina. In addition to housing
the Noisette Company’s offices, the 2nd floor is home
to RL Bryan Company, an office of !e City of North
Charleston and the Noisette Urban Alliance.
7 Storehouse Row Highlights:First LEED-CI Certified project in South Carolina.
For detailed List of sustainable features, see
Appendix E
Noisette Urban Alliance Studio provides learning
center for sustainable products.
Noisette Urban Alliance
!e Noisette Urban Alliance (NUA) is a group of leading
manufacturers who are gearing their products and
operations toward sustainable principles. These
innovative companies produce high quality building
materials, furnishings and appliances that lead their
industry segments in efficiency, human-friendly
design and planet-pleasing performance. It’s the
first time a group of private
companies has entered into a
revitalization partnership with
an entire community. Noisette
Urban Alliance members help
make sustainable building
more understandable and
affordable for everyone in the community. In turn,
our community offers NUA members opportunities
to evaluate sustainable innovations in the real world,
and learn directly from the people they’re in business
to serve. Not only does the Urban Alliance help support
the Noisette community, they address one of the most
challenging roadblocks to sustainability – the gap
between product development and the people who
use those products. !e Alliance leapfrogs this gap to
bring exciting new ideas directly to consumers. With
representatives working in the community, they’re
helping people learn about sustainability and its
benefits – and they’re helping to give people access to
the latest advances in sustainable products.
Noisette Urban Alliance Highlights:
Noisette Urban Alliance Studio opened in August
2004 within 7 Storehouse Row. !e Studio was
created as a meeting place for local building
professionals, community organizations and
non-profits.
In 2007 alone, 1,682 people have visited the
NUA Studio for meetings with building and
development organizations such as IIDA,
USGBC, AIA, Earthcra( House, Energy Star,
Urban Land Institute and the SC Mayor’s Institute.
Noisette and its development partners worked
with the R&D departments of several NUA
members including Carrier, Hubbell and Kohler
to implement sustainable design solutions
within Navy Yard projects.
10 Storehouse Row10 Storehouse Row, a $3.5 million adaptive reuse of a
38,400 sq. (. historic naval warehouse (c. 1939) into
a Building Arts & Design Center, was substantially
completed in April of 2006, with final tenant upfits
completed in April 2007. !e building was rehabilitated
using LEED standards as a guide. 10 Storehouse Row
represents a successful historic tax credit project that
experienced a quick lease-up and is 100% occupied.
!e eastern half of 10 Storehouse Row is home to
training studios and offices for !e American College
of the Building Arts. !e western half is occupied by
the Charleston Trident Home Builders Association,
McMillan Smith & Partners Architects, two graphic
design companies, and 8 artist studios. In addition, the
arts and design center includes a breakfast and lunch
café, and a 5,000 sq. (. event and exhibition space.
10 Storehouse Row Highlights:Sustainable Building Features:
Preservation and adaptive re-use of historic building. 99% of existing shell, floor, windows and doors preserved.Waterless urinals, low-flow sensor faucets and duel flush toilets.Natural daylighting and photocell control system prevents need for lights during daylight hours. High-efficiency lighting used when needed.Only 30% of building is air-conditioned.High-efficiency, variable flow chiller used for cooling.Includes an “office of the future” pilot project (see McMillan Smith in next column)
Is now the Urban Clubhouse of the Navy Yard hosting diverse events (see Events and Community Section)
McMillan Smith & Partners Architects — Convia and Herman Miller
In 2006, !e Noisette Company signed a lease with
McMillan Smith & Partners (MS&P) for approximately
2,500 s.f. of office space within 10 Storehouse Row.
Noisette partnered with MS&P and Convia (a Herman
Miller company) to create a pilot project using
Convia, a state-of-the-art office upfit system. !e
Convia system is an architectural and electrical sub
infrastructure that reduces the amount of material
used to define office space. Walls and electrical/
lighitng systems are designed to be flexible on the
fly. In addition to Convia, the MS&P space became
one of the first installations in the U.S. for Herman
Miller’s MyStudio systems furniture.
McMillan Smith & Partners Highlights:MS&P office becomes the 4th Convia pilot
installation and the first for a developer-driven project.Convia installation elimated the need for over 56’-0” of traditional metal stud and drywall partitions.
10 Storehouse Row MyStudio, by Herman Miller, and Convia represents the R&D product access provided through the Noisette Urban AllianceMyStudio furniture system is the first system designed according to McDonough-Braungart Cradle-to-Cradle protocol. MyStudio is also Greenguard certified and is 74% recyclable and 28% recycled.
11 Storehouse Row
!e Noisette Company completed tenant upfits to
the 2nd floor of 11 Storehouse Row in April of 2005.
Since that time, the 47,000 sq. (. building has been
100% occupied.
11 Storehouse Row Highlights:
SC DHEC Office of Coastal Resource ManagementSC DHEC Environmental Quality ControlBerkely-Charleston-Dorchester Council of Governments Wilbur Smith AssociatesAmerican College of the Building Arts.
In 2007, floors 3 and 4 were painted using low-VOC paints. Low-VOC carpet was installed on 4th Floor.All tenant upfits and scheduled maintenance use green products including the following:
Low-VOC paintLow-VOC carpet with high recycled contentCeiling tiles with high-recycled content.Recycled carpet and ceiling tiles when possible.High-efficiency lighting, ballasts and diffusers.
Land Sales
!e Noisette Company is !e Master Developer of
!e Navy Yard. !erefore, its main role is to secure
entitlements, design and install infrastructure and
amenities and then sell individual parcels to vertical
developers. 2007 kicked off the first land sales at !e
Navy Yard.
Land Sales Highlights:Parcel 28 sold to WPC Engineers in March 2007.
(see sidebar)
Parcel 2.3 and Building NH68 sold to LeadDog
Properties in October 2007. (see below)
Parcel sold to SCE&G for new substation
location.
At the time of this publication, 3 parcels are
under contract, including one parcel for
affordable housing.
Building NH68 — Lowcountry Innovation Center
Building NH68 was included in an early land sale to
LeadDog Properties, a local development company. In
addition to the environmental benefits of rehabilitation
of an existing building using green principles, LeadDog’s
main focus will be on the financial prosperity of its future
tenants. NH68 will be called the Lowcountry Innovation
Center and will act as an incubator space for small
technology-based and life science companies.
23
Building NH68 Highlights:
40,000 s.f. adaptive reuse to create an incubator
building for high-tech/life science tenants.
Spaces range from fully-serviced individual
desks to an 11,000 s.f. anchor space.
Innovation Center designed to “level the
playing field” for smaller companies with less
than 5 employees by offering group insurance
policies and common area conference rooms
and administrative services.
Target set at LEED Silver Certification
WPC ENGINEERS
WPC, Inc. was in need of a new headquarters, branch office and
testing lab for its operations, and found a location at the Navy
Yard that it couldn’t resist. !e former Naval post office was
constructed in 1942 entirely of formed concrete. !e building
material naturally attracted the CEO of one of the region’s
leading geotechnical engineering firms. WPC, Inc. purchased
the parcel of land and building from !e Noisette Company,
marking the first major land sale to a private developer in the
project’s history.
WPC and its design team worked with members of the Navy Yard
Design Resource Board on the adaptive reuse of the existing
building into modern offices and laboratories, to ensure that
the project positively contributed to the Navy Yard in its design,
function, performance and addition of a public art feature.
!e architects’ goals were to save and celebrate the existing
building, demonstrate the material science that’s the core of
WPC’s business, and create an impactful building to anchor the
southern end of the Navy Yard.
Currently, WPC is applying for LEED Gold certification from
the US Green Building Council, and with approval, will become
the fourth LEED-certified building in North Charleston.
!e WPC site features native species landscaping, recycled
concrete pervious pavement, and a public art feature of
stacked concrete core samples, which also serves to screen
a metal storage building. !e office interior features an open,
flexible workspace, abundant with daylight and showcases the
building’s geothermal HVAC system through a glass enclosure.
WPC’s new headquarters and work space will afford the
company higher productivity because of fewer employee
sickdays, and will also offer the company an opportunity to
show case its work throughout the site. “Noisette holds a special
place for us, in that we had a vision for the building,” says WPC
CEO Christopher. “We look forward to being a part of the Navy
Yard’s growth in the redevelopment of North Charleston.”
American School of Building Arts
21st Century Architecture3.
Establish character with the unique opportunity to explore and develop a 21st century response that respects and responds to our unique climate and place.Measurement/Research of Outcomes
4. Establish triple bottom line metrics partnering with
university centers to create a national, sustainable development research center. Integrated Restoration
5. Establish the Noisette community as the “Silicon Valley’
for the restoration economy and a model for integrated restoration.
Business Aggregation
!e businesses central to !e Navy Yard at Noisette
play a very important part in the creation of the
future. !is is more than just a block of buildings
where you come to work everyday – rather, this is a
very important place and the businesses that locate
here are core to that significance.
Academic Research
In 2007, signed new long-term lease with
American College of the Building Arts, a
four-year college focusing on traditional
building trades
Clemson University Restoration Institute, a
technology transfer campus focused on the
restoration economy, acquired 86 acres on the
southern border of !e Navy Yard in 2007. Land
was donated by the City of North Charleston.
Arts
Twelve artists and artisans have studios within
!e Navy Yard
A lower-than-market rate is offered to artists for
renovated studio space
Exhibit space within 10 Storehouse Row was
available throughout the year at no cost to Navy
Yard artists
2007 Navy Yard Holiday Party featured a
showcase of Navy Yard artists’ work
Businesses Aggregations
!e businesses at the Navy Yard already embody these core strategies through six aggregative areas:
Academic Research1.
Arts2.
Building/Planning/Design3.
Local Independent Retail4.
Non-profits5.
Restoration Economy6.
Above/right is a look at how !e Navy Yard has grown to
exemplify the core strategies and business aggregations:
24
Sustainable Funding of Cities2.
Failure to build and manage communities around
social durability means mounting financial crisis.
Utilizing sustainable partnering of resources allows
us to focus on elimination of silo thinking, increase
the vested interest in the community, leverage and
combine NGO, Private and Public resources, and
build broader constituencies for community assets.
Noisette Core Strategies
Socially Durable Communities1. Every member of the community understands the unique history and heritage of their social community and everyone holds a common vision for the future which they contribute to.
Building/Planning/Design
Added six companies in 2007 to this group
Local, Independent Retail
Retail will become a major component within !e Navy
Yard once more buildings are contructed that include
appropriate spaces. Preceeding these improvements,
!e Noisette Company has worked to bring in a few
groups focusing on this aggregation.
A first step was to bring Lowcountry Local First’s
headquarters to !e Navy Yard (see description
below)
Tracy’s, a locally owned restaurant opened in 10
Storehouse Row in May 2007, becoming the first
restaurant at !e Navy Yard.
Coast Brewing Company, which brews organic
“cra(” beers, only distributes to local bars and
restaurants.
Non-profit
!e Noisette Company continues to keep an emphasis
on helping non-profit groups obtain affordable space
within !e Navy Yard. Regardless of their exact focus,
all of the non-profits help support the underlying
mission of the Triple Bottom Line.
22 non-profit groups currently call !e Navy
Yard their home. Eight of the 22 groups are
designated as 501(c)(3) organizations. !ree are
academic institutions, and seven are governmental
organizations.
Over $250,000 in free or reduced rent provided in
2007 to relieve part of the burden of overhead costs,
allowing non-profits to focus solely on their missions.
Since 2005 several new non-profits moved to
!e Navy Yard including Lowcountry Local First,
Lowcountry Orphan Relief, Lowcounty Housing Trust
and SC STRONG.
Restoration Economy
The Restoration Economy – a growing sector of our
economy focusing on restoring our built and natural
environments – reinforces the Triple Bottom Line
philosophy of the Noisette Company. Currently, The
Navy Yard is home to many businesses pursuing
environmental sustainability as a core business.
Four businesses added as tenants in 2007.
Fisher Recycling (see Sustainability Case Study next page)
Coast Brewing Company
Uses organic hops and grains, local products
when possible
Local distribution within Charleston market
Boiler powered by bio-diesel, produced at
Southeast Biodiesel, another Navy Yard tenant
(see below)
Spent grains sent to local farms for feedstock
All brewing equipment and kegs were bought
used.
Verdi Group
Local homebuilder that solely uses SIPs
(Structurally Insulated Panels), which offer
a superior housing envelope (insulation, air
barrier, structural integrity) compared with
traditional framed construction.
All Verdi houses are designed with
environmentally sensitive features within a
moderate price range.Lost Trades, LLC
Constructed a 55’ catamaran boat using eco-sensitive measuresFull wood construction, no fiberglassUsed rapidly renewable materialsOutfitted with twin diesel engines, designed for bio-dieselExperimented with lower VOC epoxy, paints and adhesives.
Activity increased with existing sustainable businessesSoutheast BiodieselCompleted construction activity and began fuel production in Spring of 2007.
Estimated production around 10 million gallons per year.Plant generates fuel from waste oils, no virgin soybean oil.Supplies Coast Brewing Company
Added non-profit environmental groupLowcountry Local First
Created to support and market local businesses and products emphasizing reduced carbon footprint from reduced transportation requirements.Partnered with Coastal Conservation League to create “Field to Family,” a regional sustainable agriculture program.
25
26
and maintaining all building systems and controls,
oversight of green cleaning, pest control, mangement
contracts, and day-to-day contact and trouble-shooting
with existing tenant base.
In-house Property Management Highlights:
On-site, dedicated, facilities manager will reduce
operating costs through better systems controls
and quicker response times which translates to
higher tenant satisfaction.
Day-to-day management of green property
management program insures highest quality
janitorial, pest control services.
General oversight of Navy Yard property insures
highest operational efficiencies, managing outdoor
lighting, monitoring triple net leases for lease
compliance and proper maintenance and insuring
safety of buildings slated for renovation
FISHER RECYCLING
Chris Fisher’s Recycling Company was 13 years old when he moved its headquarters and processing plant to !e Navy Yard in 2005. Since that time, his company has expanded to include not only restaurant and office recycling, but also residential recycling for non-Charleston County residents; as well as manufacturing of countertops, tiles, gravel and landscaping sand from millions of pounds of recycled glass; biodiesel production; e-waste recycling and vermicomposting.
!e move to !e Navy Yard gave Fisher Recycling room to expand operations, adding several trucks to its fleet, and allowing space for recyclables to be stored for market. Additionally, an initial four-fold increase in services was realized with the addition of all Navy Yard offices. !e partnership was strengthened by Fisher and Noisette’s shared commitment to materials reuse and restoration, as well as the economic and social power of educating and involving the community.
In addition to Navy Yard businesses, Fisher Recycling’s client base has expanded to more than 300 customers, and recycled material numbers well beyond 30,000 tons to date. Among other business and community accolades, Fisher was the recipient of the 2007 Small Business of the Year Award, given by the Charleston Metro Chamber of Commerce, and is a key advisor to the South Carolina Governor on the future of the state’s recycling industry.
!e Fisher Recycling Center at !e Navy Yard is set up similar to a classroom as an “interactive education center” where residents can come and participate in recycling in ways that are an extension of the recycling loop: they are using and reusing recycled material (all collected locally) for their own homes and businesses. For example, people can develop their own designs for a glass/concrete countertop and take it home to install in their kitchen. !e kitchen could also be refloored with planed hardwood pallets while keeping track of the job on their refurbished computer!
Environmentally Sustainable Property Management
In 2007, !e Noisette Company made progress on
property management regarding green cleaning services
and integrated pest management.
Environmentally Sustainable Property Management Highlights:
New contract signed in 2007 for “green cleaning”
services (see Appendix C for Full list of Green Cleaning
Practices)
Integrated Pest Control Management contract
continues in effect using environmentally
sensitive chemicals. Pest control contractor uses
environmentally friendly products, delivered in a
strategic application to deliver the highest impact
to problem areas – for instance, for rodent control
environmentally friendly bait is placed in areas
exterior to buildings, drawing rodents away from
occupied buildings. Integrated pest management
baiting systems and water soluble powders are also
incorporated into the pest control management
program.
In-house Property ManagementIn addition to a full time Property Manager hired in
2004, !e Noisette Company hired a full-time, in-house
Lead Operations Manager in the 1st Quarter of 2008 to
oversee all Noisette-owned and managed buildings. !e
manager has experience in HVAC system maintenance.
Responsibilities of the position include the monitoring
Events and Community
Between the new Riverfront Park, 10 Storehouse Row
and the Noisette Urban Alliance Studio at 7 Storehouse
Row, the Navy Yard is abuzz with events and activity.
In addition to these designated event areas, !e
Noisette Company has hosted and supported events
in other areas of !e Navy Yard such as Chicora
Gardens and Quarters H&I. Groups like Lost Trades
and Fisher Recycling and Coast Brewing Company
have hosted events at their respective buildings.
Support of non-profits
through complimentary event space
!e Noisette Company is committed to providing event
and meeting space for community support organizations
dedicated to environmental causes, arts and culture,
education and community-building.
Environmental Efforts
US Green Building Council – South Carolina
Chapter
Sustainability Institute
Coastal Conservation League
Earthrace Biodiesel Boat
International Institute for Sustainable
Laboratories
Lowcountry Environmental Education Program
Lowcountry Local First
In 2007, !e Noisette Company provided free
and discounted permanent and temporary
space for the following groups:
Riverfront Park
27
Arts and Culture
South Carolina Film Association
Charleston Documentary Film Festival
Redux Contemporary Art Studio
American College of the Building Arts
African American Quilt Artists
Charleston County School of the Arts
Charleston Trident Homebuilders Association
International Interior Design Association
North Charleston Cultural Arts Department
Education and Community Support
Urban Land Institute
American Bar Association
City of North Charleston
Charleston Area Chamber of Commerce’s
Leadership Charleston
Academic Magnet High School
Charleston Chess Tournament
Lowcountry ABATE Toy Drive
Metanoia Community Dev. Corp.
Charleston County Friends of the Library
Be A Mentor
Lowcountry Civic Justice Corps
HUB Academy
Lowcountry Orphan Relief
Charleston Area League of Women Voters
Charleston YWCA
An introduction to the framework
In creating a guide for giving life to the New American City
— the Noisette Community — we were struck with
TWO REALITIES.
As introduced in the North Charleston Noisette Community Master Plan,
the New American City requires a set of institutions that are organized to
support a sustainable culture, which respects and services long term the
health of the economy, environment and social fabric of the community.
In order to create pathways to a sustainable culture, six areas were targeted
to be continually cultivated as part of the Noisette Institutional Framework:
1. The recent green building movement has
emphasized the health and environmental impact
of buildings, but has distracted many from
looking far into the future to building a long-
term sustainable culture. Real change occurs
in modification of behavior in our personal and
professional lives.
2. !e United States today ranks near the bottom of
every list for many health and social metrics (child
respiratory disease, teen obesity, failing schools,
imprisonment rates), yet we have the highest
wealth per capita and as a society in the world.
Noisette Institutional Framework
Education and life-long learningEconomic opportunityEnvironmental restoration
Social justice and civic responsibilityEnhancing public healthCelebrating arts and culture
!e Noisette Institutional Framework organizes a series
of non-profits dedicated to addressing the above issues
within the existing Noisette community, and also in the new
community of !e Navy Yard at Noisette.
!e Master Plan recommended the formation of five
entities addressing the six areas listed above:
!e Noisette Foundation, focusing on the long-term
economic, social and environmental health of the Noisette
community, and eventually functioning as a community
foundation for the City of North Charleston. !e Foundation
emphasizes three pathways: Healthy, Restorative and 21st
Century Career Development focused on six programmatic
areas: Human Health, Education, Economic Development,
Arts and Culture, Social Justice, and Environment.
!e Michaux Conse"ancy and Land Trust, focusing on
rebuilding our intuitive understanding of the natural
world and how it benefits human health by restoring the
Noisette Creek Preserve, a 135-acre ailing watershed;
connecting the Preserve to the 14 Noisette-area public
schools; and building a research and education center
for the schools and community.
!e Sustainablity Institute, focusing on building the
capacity of residents to create sustainable homes,
communities, and ultimately a sustainable culture
by educating residents on building, renovating and
operating homes and businesses to achieve higher
durability, increased energy efficiency, and lower
environmental and human health impacts. As the
Noisette community’s go-to resource for information
on sustainability, the Sustainability Institute’s outreach,
training and services transform homes and businesses
into sustainable examples.
!e Navy Yard Associations for Business and
Community, providing governance for the Navy Yard
community with a charge to build a socially durable
community that exhibits and teaches how to practice
sustainable living.
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!e Noisette Omnitility, creating an integrated
sustainable utility operating all resource flows of
a city and managing all resources as limited. !e
Omnitility has yet to be formalized. More work
must be completed in 2008 to determine how to
setup this portion of the Institutional Framework.
In order to create financial sustainability for
these institutions, a series of funding sources
was designed to catalyze their creation and
provide a sustainable income stream long term.
!e Noisette Company and its partners made the
following commitments:
Provide annual cash support of $100,000 to non-
profits for core leadership to enable start up.
Provide in-kind office space, accounting and
other services valued at $100-125,000 annually.
5% of all partner profits to be contributed to the
Noisette Foundation at time of distribution.
Establish a perpetual 2% transfer fee on all
property sales at !e Navy Yard to support the
Framework: 1% is to be dedicated for community
and arts programs and the other 1% goes to
environmental initiatives.
Because of the social, economic and environmental justice
issues in place in 2001, the Foundation—since its inception—
has been primarily focused on the Restorative Pathway for
the Noisette Community. Immediate areas of concern were
low performing public schools with excessive drop out rates,
1100 ex-offenders returning to Charleston County annually
with no jobs, training, housing, etc. and the historic trend
of only 2% of contracts awarded to minority companies in
the Tri-County area. Minority Contracting is covered in the
HUB Academy section later in this chapter.
HUB Academy
To enable minority contractors and employees
to have equal access to the wealth creation of this
multi-bill ion dollar redevelopment , there was
a need for a program to “level the playing field.”
The Historically Underutilized Business ( HUB )
Academy ’s Pilot Program debuted on Tuesday,
March 14, 2006 for fourteen consecutive weeks
a t t h e L o wc o u n t r y Gra d ua te C e n te r i n No r t h
C h a r l e s t o n , u n d e r t h e g u i d a n c e o f t h e H U B
C o n s o r t i u m’s a d v i s o r y c o u n ci l . Th e No i s e t te
Company and Noisette Foundation have been
instrumental in organizing the H UB Academy
and its consortium of advisors, and continue to
manage the operations of both entities.
HUB Academy Highlights:
!ree sessions (Spring 2006, Spring & Fall
2007) with 51 specialty contractors successfully
completing the program.
Fourth session (Spring 2008) is currently
underway with 18 participants.
Metanoia Community Development Corporation
secured a grant with the S.C. Community
Economic Development Fund for the Academy
to train contractors in green building techniques.
!e $20,300 grant funded Instructors, course
materials, and meals for one class in three
consecutive HUB Business Academy sessions
(Spring and Fall 2007, and Spring 2008).
!e Lowcountry HUB Academy’s Spring 2006
graduates created an alumni organization, the
SC HUB Alumni Guild. !is group’s purpose is
to encourage joint ventures with other Guild
members in order to procure larger contracts,
to actively recruit students for future HUB
Academy classes, and to provide networking
opportunities for contractors, specialty
contractors and potential clients.
The Noisette Foundation is a community-led
non-profit whose mission is to help community
members build stronger neighborhoods by
developing healthy pathways to economic and
social opportunity for all.
Noisette Foundation
!e Noisette Foundation’s guiding principle is best
summed up in its mission statement:
!e Noisette Foundation goes beyond the typical
community outreach initiative and is organized as
a Pathway Foundation for all citizens to reach their
highest potential in all aspects of the human spirit.
HEALTHY PATHWAY: How does a culture behave and
organize itself if it is committed to the principle that
all in their community—from conception to death—
will reach there highest aspirations and potential
RESTORATIVE PATHWAY: If you are not on the
healthy pathway, how do you get there?
21ST CENTURY CAREER PATHWAY: What are the
careers for the future world economy over the next
50 years, and how should our children be prepared to
thrive in that world?
THE THREE PATHWAYS ARE:
30
!e programs for prison re-entry are:
His Way Ministry: !e Foundation assisted with building
a more structured curriculum, documentation and job
placement.
Lowcountry Civic Justice Corp: Formed two years ago, the
program consists of 12 pre-release prisoners working
for 5 months in a for-profit green construction company
established to build and rehabilitate green affordable
housing. Each member is a full time VISTA for the 5 month
period. !ey receive $2600 towards college, $2500 in
cash, work towards there GED, and are employable in
green construction.
3 Classes have graduated from the program
21 out of 24 enrolled Corps members graduated
from program (12 are currently enrolled in the
Corps)
Prisoner Re-entry
!e Foundation has initiated and partnered to create
and strengthen three prisonor re-entry programs that
serve about 70-80 individuals a year. Over the last three
years these programs have experienced less than a 20%
recidivism rate versus the norm of 75% in the state and
nationally.
8 have been released from prison with 0%
recidivism (re-incarcerated)
Over $50,000 per graduate is saved annually for
the tax payers of SC due to 0% recidivism
100% job placement for all released
2 obtained their GED, with several more ready to
take the test
7 service projects completed in the community
for a total of 588 service hours and $4700 in
donated labor
Trained in “green” construction, financial literacy,
Work Keys, computer skills, parenting skills, and
life skills
SC Strong (see Sustainability Case study sidebar below)
Job Coach for Ex-Offenders
38 clients, 16 released, 14 with full time jobs.
SC Re-entry Initiative
Over 150 community members involved in
addressing issues such as housing, employment,
education, and access to services for those ex-
offenders who are re-entering society.
!e Noisette Company and Noisette Foundation
served as a sponsor and coordinator of these
meetings.
31
North Charleston Elementary
Public Schools
!e Foundation has become a National AmeriCorp
Center with 8 full time VISTAs working in the Noisette
community. Most of these VISTAs are dedicated to
assisting the improvement in student performance
and building individual schools’ financial capacity to
support additional programs.
!ere are now 500 mentors and volunteers working in the elementary schools weekly.
1,754 community volunteers
4,222 community services hours were contributed by these volunteers
$27,735 was raised in cash donations
$33,535 was raised in non-cash donations
Michaux Conse"ancy
!e Michaux Conservancy teaches people
how ecosystems work and how they benefit
human health. Michaux uses the 135-acre
Noisette Creek Preserve and the Michaux
Center for Urban Coastal Ecosystems to
achieve our goals of:
Ecosystem GoalsReconnecting people with nature
Creating an outdoor classroom & research laboratory
Motivating students and families to be stewards of the environment
Inspiring students to pursue careers in the natural sciences
Restoring marsh/upland habitats
Creating a more “walkable” North Charleston
SOUTH CAROLINA STRONG
SOUTH CAROLINA STRONG (South Carolina Sustaining,
Teaching, and Rebuilding Our New Generation) is a
replication of the Delancey Street treatment and training
program, the nation’s leading residential self-help
organization for substance abusers, ex-offenders, and
others who have hit rock bottom.
Residents of the voluntary program make a two-year
commitment to get their lives on track, including intensive
peer counseling, learning life skills, and job training. A(er
learning of Noisette’s commitment to restorative, healthy
pathways, the South Carolina program was established at
!e Navy Yard in 2006, in order to attempt to positively effect
the recidivism and substance abuse rates in the state.
!e Noisette Company provided to SC STRONG three
historic officers houses in !e Navy Yard’s serene, verdant
Chicora Gardens district for program members to reside
in, learn historic renovation and building skills, and
grow their non-profit organization. As SC STRONG
renovates each house, more residents are accepted
into the program, and begin their education and life
skills training among the oaks in the calming and
rejuvenating setting of Chicora Gardens.
Since moving to !e Navy Yard, SC STRONG, led by
Facility Director John Glemser, an ex-offender himself,
has become an integral part of the community.
Residents attend community activities, are fully
integrated in the Non-profit aggregation group,
volunteer with community support organizations, and
work on as as-needed basis on property management
and various maintenance and construction projects.
SC STRONG has provided and continues to provide
Noisette Creek Prese"e in care of the Michaux Conse"ancy
construction and maintenance support to the Noisette
Company and partnering developers. Projects included
the renovation and preparation of old Navy Yard
residential structures for non-profit uses such as
Lowcountry Local First and !e Michaux Conservancy.
SC STRONG also provides reliable on-call maintenance
services for all of !e Navy Yard.
!e Noisette-SC STRONG relationship has grown into a
mutually beneficial one with Noisette providing Project
Management training and job placement services
for the re-entry program and SC STRONG becoming
one of Noisette’s most valuable construction and
maintenance resources. In addition, SC STRONG is
currently pursuing South Carolina General Contractor
licensing.
We focus our efforts on the surrounding community
and 14- public schools in a 2-mile radius of Noisette
Creek. !e Michaux Center, housed in a historic home
in Chicora Gardens, uses a watershed-approach to
learning about the environment that focuses on three
ecosystem areas: tidal creek/river, estuary/harbor,
and ocean/continental shelf.
Michaux Conservancy partners include the City of
North Charleston, College of Charleston’s Project
Oceanica, and collaborating organizations such as
!e Heinz Center, Trustees of Natural Resources, !e
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A major component of building any sustainable
community is the need to increase the quality of the
housing stock to ensure that homes become energy
efficient, healthy and durable. Residents living in
existing homes in the Noisette community’s 3000 acres
o(en face significant issues with their homes that must
be overcome, as many of the homes within the City are
inefficient and unhealthy because of age and condition.
Most importantly, homeowners o(en find it difficult
to bear the rising costs of home energy use.
jump starts the restoration efforts in the Noisette
Creek Preserve by surveying plants and trees on 75
acres and creating public outreach material on native
versus nonnative species.
In addition to partnering with Academic Magnet
High School on a monthly water quality-monitoring
program for the past four years, Michaux has partnered
with Lowcountry Earth Force to host Noisette Creek
Day annually since 2006, providing high school
students with the chance to simultaneously learn
about and serve the Creek.
Sustainability Institute
Founded in 1999, !e Sustainability Institute was
created as a non-profit 501(c)(3) organization to be
the teachers in the Noisette community that empower
residents to live sustainably, create change, and grow a
sustainable culture for generations to come.
!e Sustainability Institute’s mission is to build the
capacity in others to design sustainable solutions
and grow sustainable cultures.
Michaux Conse"ancy Highlights
In Fall 2007, 60 students from 4 area schools
received hands-on beach and marsh ecosystem
education during two Barrier Island Discovery
Programs aboard a pontoon vessel.
Michaux is the Local Implementation Lead on
an 18-month project entitled Creating Resilient
Communities which enhances the Regional
Transportation and Land Use Plan and local
municipal comprehensive plans by creating a
regional land use database.
Received a SC Forestry Commission grant that
Outreach is designed to reach a diverse
audience including low-income residents
and economically distressed communities.
Hands-on trainings are designed to transfer
skills to residents in the community and to
engage building professionals in learning
sustainable methods.
Services such as energy audits are designed
to meet community needs and to help
homeowners, professionals and businesses
increase the efficiency of their buildings.
!ere are three areas of focus:
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Nature Conservancy, and the Native Plant Society.
It is worth noting that 53% of homes in North
Charleston were built prior to 1980. Since buildings
naturally deteriorate and lose efficiency with age, the
existing housing stock is relatively inefficient. Many
older homes in the Noisette community also pose
significant human health impacts from outdated
materials such as lead-based paint and asbestos,
moisture issues and poor indoor air quality.
A growing number of people cannot afford to live
comfortably in their homes due to the impact of rising
energy costs on their budgets. South Carolinians have
the highest residential monthly rates in the nation
and 39% of homeowners in Charleston County are
spending 35% or more of their household income
on monthly energy costs. Workshop participants at
the Sustainability Institute currently pay an average
of $223 per month in energy costs while 76% of
participants earn less than $29,000, and 58% earn
less than $19,000 a year. For many low-to-moderate
income residents, the cost of energy is simply
unaffordable and prevents these families from
making upgrades aimed at decreasing energy use.
!e Sustainability Institute addresses these community
issues by engaging residents through outreach and
becoming their go-to resource; by teaching homeowners
and building professionals through hands-on workshops
how to build, renovate and maintain buildings in a
sustainable manner; and by offering high-quality
services that enable people to change their buildings.
Sustainability Institute Highlights!e Sustainability Institute developed strong
partnerships with each neighborhood in the Noisette
community and became the main resource for
residents needing help with improving their homes
and for communities wanting to develop sustainable
projects.
More than 65 families of the Liberty Hill
neighborhood, a historic yet economically depressed
African-American community, participated in
Sustainability Institute workshops and actively took
steps to increase the efficiency of their homes
Strong organizational capacity has been created
with 5 full-time employees, an internship program
in partnership with the College of Charleston’s
Masters of Environmental Studies (MES) program
and Undergraduate program, and a network of more
than 25 continuous volunteers.
Continuously expanded support from sustainable
developers, building product manufacturers,
homebuilders, merchants, foundations, and the
community.
Opened the GreenHouse demonstration facility,
a 1940’s home that has been renovated in a
sustainable manner; showcases sustainable
materials and techniques; houses the offices of
!e Sustainability Institute; and is open to area
residents for tours and educational workshops.
Over 2000 homeowners and building professionals
trained since 2003 and workshops continue to
benefit more than 750 people per year.
Energy conservation program trained more than
400 participants in 2007 (over 1000 participants
to date) and documented saving area residents
over $408,780 in home energy costs since the
program’s inception.
Created the South Carolina Green Building
Directory – a cutting-edge resource for both
building professionals and homeowners that
showcases green materials manufactured within
500 miles of the state and green services provided
with the state. !e directory will be searchable by
material and service type, LEED credits, and CSI
divisions.
Developed energy audit and sustainable consulting
services which represent a great new source of
income and teaching – more than 45 energy audits
performed to date on area homes and businesses
and sustainability plans written for area businesses
including small commercial enterprises, restaurants,
a hotel, and a sports arena.
Community Association meeting with Mayor Keith Summey
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Community Association and Business District Association
!e Navy Yard at Noisette Community and Business District Associations provide
governance, leadership and services to residential and commercial property
owners and other community members in order to continually advance !e
Navy Yard at Noisette as the urban, mixed-use core of the Charleston region. !e
Associations support the appearance and ongoing operations of the Navy Yard
by investing community enhancement fees to create a high level of physical
and community health. Community Building programs nurture connected and
involved citizens – residents, tenants, and visitors – and help build respect for
the past and future of the community.
Community Association and Business District Association Highlights
Monthly lunch lecture series “Knowledge at !e Navy Yard” began January
2007 and has featured topics such as Corporate Wellness, Greening Your
Home, Charleston’s Public Transit, State of the Corrections Systems, and
tours of newly renovated project at the ‘ Yard.
Business Development and Strategy programs with leaders of Navy Yard
businesses, as well as community beautification days with community
members
Organizes programs for local non-profits, schools and arts initiatives
JULY 2004: Urban Land Magazine named Noisette
one of the 10 Most Noted Green Development
Projects in the U.S.
SPRING/SUMMER 2004: Michael Sorkin named
Noisette as one of the Most Important Current
International Projects in the Harvard Design
Review.
JULY 2005: !e North Charleston Noisette Community
Master Plan received the Award of Excellence from the
American Society of Landscape Architects.
JANUARY 2007: !e New York Times featured !e
Navy Yard at Noisette in an article, a(er !e Noisette
Company turned a former Naval warehouse into a
new thriving Artists’ Colony.
JULY 2007: !e Noisette Company was chosen as one
of the Top 10 Innovators for 2007 by the Charleston
Regional Business Journal. Recipients were chosen
based on their originality; impact on the business,
industry and community; challenges; and value
created.
AUGUST 2007: !e Wall Street Journal featured an
article focusing on the vast growth in the Charleston
area and mentioned !e Navy Yard at Noisette which
as being transformed from a blighted region into a
sustainable urban revitalization project
Our Journey to Sustainability is the first step to formally
report on The Noisette Company’s sustainability metrics.
!e document highlights the progress realized through
the year ending 2007 and is focused on the attributes
that have helped move the Noisette community closer to
a sustainable future.
In future annual sustainability reports, we will implement
the resources and tools needed to achieve more detailed
documentation and statistical measurement outcomes.
Going forward, using the first edition of Our Journey
to Sustainability as the baseline, the outcomes will be
measured against stated goals and objectives.
We welcome any feedback, comments or suggestions
that you may have. Please send any comments to:
!e Noisette Company
Attn: Sustainability Report
1360 Truxtun Avenue
Suite 200
North Charleston, SC 29405
Phone: (843) 302-2100
Fax: (843) 302-2101
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Since the announcement of the North Charleston Noisette Community Master Plan, Noisette has received the following
REGIONAL , STATE AND NATIONAL AWARDS & RECOGNITION:
!is North Charleston Noisette Community Master
Plan begins with a vision for the New American City:
A vibrant, healthy city, embracing its heritage and
celebrating its role as community, ecosystem, and
marketplace. !e vision is based on the Triple Bottom
Line – a balance among people, planet, and prosperity
– embodying the belief that sustainable cities must
be equally responsive to social needs, environmental
responsibility, and economic vitality.
!e Master Plan responds to many of the goals set out
in the 1996 City of North Charleston Comprehensive
Plan, and to the City’s Pledge to its Citizens, a set of
principles that un-derpins a future of prosperity,
opportunity, social harmony, educational excellence,
and ecological restoration.
!is Master Plan also acknowledges the Partnership
Agreement between the City of North Charleston and
the Noisette Company, in which the City recognizes
the necessity to move to a 21st Century infrastructure
that is more economically and environmentally self-
sustaining, to reclaim its natural resources, and to
create not only growth, but a wise and sustainable
redevelopment of its community. In this agreement,
the Noisette Company pledged to develop this Master
Plan, and to be the community developer that will
transform the northern end of the former Charleston
Naval Base, and a large portion of the surrounding city,
into a sustainable City Center for the 21st Century.
To achieve this vision and these goals, this Master Plan
sets forth specific recommendations and guidelines
to create the elements of this New American City:
A Regenerative Land Use plan to create a
mixed-use pattern, promoting a Live/ Work/
Play environment, revitalizing key portions of
the City, and selectively increasing density. !e
plan in-cludes elements to enhance the sense of
neighborhood iden-tity, while linking the diverse
neighborhoods throughout the community. !is
Master Plan recommends specific tools to develop
and implement these changes, in concert with
exist-ing land use ordinances.
A plan for Restoring Natural Systems so that they
are integral to the functions and aesthetics of
this place, and linking the roles of individuals,
neighborhoods, and the community as stewards
of the natural environment. !is Master Plan is
based on fundamental environmental principles
for ecological restoration, conservation, native
landscaping, and water management. A central
element will be the Noisette Preserve, serving as
a recreation area and education center for the
citizens of the City and the greater region.
A plan for Restoring Connections of the
community through sustainable infrastructure
improvements in transportation systems, open
space and recreation, and utility systems. !e
Transportation plan is designed for diversity,
intermodal connectivity, adaptability to change,
and multiple uses of transportation elements. !e
Open Space plan provides a range of recreation
options and reconnects the City to the Cooper
River. !e Utility plan proposes integrated utility
sys-tems, designed for stewardship of natural
resources.
Implementation of this plan based on
Neighborhoods as Catalysts for Change. Each
neighborhood should have a vital center, support a
mix of uses, be pedestrian– and bicycle-oriented,
and have its own character and beauty. !is master
plan recommends specific changes on major
corridors serving the City and revitalizes Park
Circle as the historic symbol of the original garden
city. Schools should become the centers of their
communities, offering services, resources, and
amenities to all the residents of a neighborhood.
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Master Plan Summary
Creation of a new community, the River Center at
Noisette, utilizing a major portion of the former
Charleston Naval Base. !is vibrant new urban
center will have a mix of uses, a range of density,
a link to the history of the place, and a strong
connection to the natural ecological systems. Art
will be infused throughout the community in both
traditional and impromptu forms. !e sustainable
design, construction, and operation of the built
elements will make this a manifestation of the
Triple Bottom Line, unifying social, environmental,
and economic goals.
A recommendation for Project Phasing over the next
fi(een years, and beyond. !is plan addresses the
important first steps that will be catalysts for further
development. It also considers diversity of housing
opportunity, business incuba-tion, transportation
elements, recreational enhancements, and
environmental restoration as key elements of
creating a vital, robust urban center.
Initiatives and Strategies that are essential
for sustainable change. !e plan creates an
institutional framework for sustainable community
development, lifelong learning, and restoration
of natural resources. It also proposes strategies
for arts integration and museum initiatives,
high performance schools, housing for all, and
historic preservation/restoration. Finally, it sets
out initiatives for economic revitalization and tax
increment financing.
Benchmarks for Success, presenting standards for
measuring, reporting, and learning from results.
!e Noisette Quality Home Performance Standards
have been created specifically for the climate and
geographical conditions of the South Carolina Low
Country. !e LEED Green Building Rating System
is the definitive consensus performance standard
for commercial and highrise residential buildings.
!e Noisette Rose is a flexible tool developed to
establish and measure specific sustainable goals
for projects within the community.
!is plan is the product of a five-year collaborative
discovery process. !e citizens, leadership, and
professionals of North Charleston have contributed
their wisdom and vision. !e team of national expert
planners, architects, urban designers, landscape
architects, engineers, ecologists, educators, and artists
assembled by the Noisette Company has been inspired
by the culture and history of North Charleston and
im-pressed by the level of interest and contributions
from community leaders and residents during this
remarkable five-year journey of discovery.
!e team has built this plan on the vision, rich history,
and culture represented by the community, and
utilized the history of the natural systems and the
evaluation of their current conditions. All of this and
their collective experience of restorative community
designs have informed these recommendations. It is
unique. !is plan holds enormous potential for the
future of this community and its citizens.
Taken together, these elements form the integrated
planning basis for establishing the Noisette Community
of North Charleston as the leading sustainable
redevelopment of an urban environment in the US.
!e City of North Charleston and the Noisette
Company should expand their working partnership
to include other government entities, non-profits,
business organizations, and citizens groups, to
develop the mechanisms for implementing this
Master Plan. !e core partners must recognize that
profound change is not easy, and will be resisted by
some, but that it has the power to transform this City
and the lives of its citizens.
TimelinePREFACE
February 1993: !e Base Realignment and Closure
(BRAC) Commission recommended closure of Naval
Base Charleston, second largest East Coast homeport
July 1993: Final decision to close the Base
November 1993: Tri-county area BEST (Building
Economic Solutions Together) Committee
commissions Sasaki Associates, Inc. to lead a Base
Reuse planning effort.
June 1994: Base Reuse Plan completed as basis for
Environmental Impact Statement
June 1994: Charleston Naval Complex Redevelopment
Authority (CNCRA) established by legislation with
Board members appointed by the Governor.
38
April 1, 1996: Final Base Closure
March 1998: Fluor Daniel Consulting produced a
Market Rate Base Development Plan for the CNCRA in
anticipation of selling the Naval Base
CHAPTER 1 (2001-2004)
Initiation of planning and revitalization of the 3,000
acre Noisette area. Preliminary Navy Yard agreements
and transfers.
March 22, 2001: Noisette Project Announced; MOU
with City and Redevelopment Authority.
March 2001: Master Plan and community involvement
model launched
June 2001: Off-base TIF approved by City
Nov. 2001: HUD HOPE VI grant awarded to NCHA for
Horizon Village
June 2002: Sustainability Institute Rehabs demonstration
home on E. Montague
Nov 2002: Development Agreement between Noisette
and the City signed
April 2003: !e City purchases Century Oaks, now
called Oak Terrace Preserve.
July 2003: Phase I/II Navy Yard land transfer (176 ac)
Dec. 2003: North Charleston Noisette Community
Master Plan Released
February 2004: Master Plan accepted by City Council
and acreage for Noisette Preserve established.
CHAPTER 2 (2004-2006)
Major Planning & Acquisition, and initial redevlopment
for 340 acre Navy Yard Development. Continued
revitalization of 3,000 acre Noisette area.
June 2004 On-base TIF approved
June 2004 !e Noisette Foundation begins operations.
Aug. 2004: 7 Storehouse Renovation and leasing
complete
October 29th 2004: Navy Yard PDD zoning approved
Dec. 2004: Phase III transfer of Navy Yard (31 ac)
February 14, 2005: Development Agreement between
Noisette and the City modified
April 2005: Oak Terrace Preserve PDD approved by
the City for 300 homes and 70 townhomes.
April 2005: 11 Storehouse Renovation and leasing
complete
April 2005: Reverter land purchase (40 ac)
July 4, 2005: Riverfront Park Phase I complete
August 2005: SC’s first LEED-certified school—North
Charleston Elementary—opens.
September 2005: Clemson announces plans to locate
the research campus of the new Restoration Institute
next to the Navy Yard at Noisette on 86 acres.
October 2005: North Charleston Noisette Community
Master Plan receives Award of Excellence from ASLA.
Dec. 2005: Noisette Creek Preserve Plan Released
Dec. 2005: Phase IV land transfer (34 ac)
March 2006: Horizon Village Breaks Ground
April 2006: Navy Yard Design Guide Complete
April 19th, 2006: Navy Yard community association
articles adopted.
April 2006: 10 Storehouse Renovation and lease-up
complete
May 2006: $3 million East Montague Streetscape
Complete
June 2006: School Board approves $117 million for
Noisette-area schools.
July 2006: Oak Terrace Preserve Breaks Ground
CHAPTER 3 (2006-2007):
Major redevelopment of Navy Yard begins including
infrastructure engineering and implementation.
August 2006: Noisette pays off city note for Navy Yard
land.
August 2006: Final land transfer from City to Noisette
(14 ac) brings acreage owned to 318
August 2006: Builder team breaks ground on first Oak
Terrace Preserve houses
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September 2006: Initiation of Navy Yard at Noisette
infrastructure planning and design
January 2007: Bonding for Clemson University
Restoration Institute’s North Charleston Research
Campus approved by State Budget and Control
Board.
Feb. 2007: Mixson Development ground-breaking
March 2007: Riverfront Park Phase II completed
April 2007: Parcel 28 Closing – WPC Engineers
May 2007: Water and Wastewater master plan
complete
August 2007: Stormwater Management master plan
complete
August 2007: Traffic Impact Analysis complete
September 2007: Design and Engineering of
infrastructure begins
Oct. 3 2007: Parcel 2.3 and NH 68 closed – Sold to
Lead Dog Properties
Nov. 2007: Mixson goes vertical on first 19 units.
Nov. 2007: Resolution approved outlining process for
issuing TIF bonds to pay for $165 million in public
infrastructure over three phases.
Nov. 5, 2007: Dedication of $3.1 million Charleston
Naval Base Memorial
Dec. 19, 2007: SCE&G substation parcel closing.
Green Cleaning Program
!e Noisette Company chooses to engage in green
cleaning practices, defined as cleaning to protect health
without harming the environment. In other words, to
reduce exposure of hazardous or irritating chemicals
and processes that negatively impact air quality, human
health, building finishes, building systems and the
environment.
Increasingly poor indoor and outdoor environmental
quality has a major impact on businesses, education
and our daily lives. A true green cleaning program
makes a significant improvement on indoor air quality
and dramatically reduces product use, water use,
energy consumption, fuel and transportation costs and
emissions through these reductions, and the amounts
and types of waste discharged into our water systems
and landfills.
A truly effective green cleaning program incorporates
many elements:
Our cleaning chemicals and hand soaps meet or
exceed Green Seal GS-37 standards. !ese and
other comparable standards analyze the safety
of the cleaning chemical on human health and
the environment. Manufacturing processes and
packaging must also meet strict criteria for the
best possible environmental safety, from the
manufacturing plant to our door.
!e number of cleaning chemicals in the building
has been reduced, and the chemicals are
concentrated to reduce manufacturing energy,
packaging and fuel costs for transport.
We purchase paper products and can liners that
meet EPA procurement guidelines for recycled
content. Bathroom tissue and towels are also Green
Seal certified for recycled content of the packaging,
that the products, cores and packaging are processed
chlorine free, that non-toxic inks are used, and that
high capacity rolls are encouraged. Our paper towel
dispensers employ controlled portioning to reduce
waste, and we are phasing in bathroom tissue
dispensers with reduced core material.
Cleaning equipment used in our buildings meet the
Carpet and Rug Institute Green Label standards for
sound, dust control, emissions and performance.
For example, we use ProTeam (partnered with the
American Lung Association) backpack vacuums to
capture soil and safely contain harmful particles, as
well as prevent them from being reintroduced back
into the environment. !ese vacuums also reduce
or eliminate the need for brooms and dust mops,
major contributors to poor indoor air quality.
Sustainable cleaning tools and equipment are also
a very important consideration in regards to water
use, chemical and water waste, and paper waste.
We use microfiber cleaning tools that are much
more efficient at soil removal than towels, allow us
to reduce the amount of cleaning solution prepared
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and almost completely eliminate dirty cleaning
solution down the drains. By eliminating paper
towel use for cleaning, we have reduced paper waste
and stopped releasing paper dust into the air.
Also very important are Training and
Communication. Our staff is trained in best
practices for cleaning, safety trained, our equipment
is properly maintained and documented, and
communication is encouraged and documented to
ensure safety, compliance and understanding.
With the cleaning industry using 8 billion pounds of
chemicals, 4.5 billion pounds of paper, 6 billion pounds
of can liners (petroleum!) and discarding 1 billion pounds
of cleaning equipment annually, !e Noisette Company
is proud to do what we can to lessen the environmental
impact of our cleaning program without sacrificing
building appearance or the comfort of our tenants.
In fact, green cleaning makes an immediate impact
on indoor quality, which is proven to be responsible
for reduced absenteeism, fewer medical claims and
increased employee productivity. Indoor air quality
readings are provided by our janitorial contractor on a
quarterly basis for monitoring.
!e Noisette Company doesn’t consider green cleaning
an option, we consider it a responsibility.
Oak Terrace Prese"e Low Impact DevelopmentStormwater Management
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Seven Storehouse Row represents our vision of
an office for the 21st Century — one that is healthy,
inspiring, productive, flexible and sustainable. !e
second floor is home to !e Noisette Company (the
building owner) and three other organizations: !e
City of North Charleston, !e R.L. Bryan Company
and !e Noisette Urban Alliance.
As you walk around our office, you will see markers
identifying environmentally-sensitive building
materials and furnishings, as well as the companies
who produce them. Many of the markers highlight
sustainable features that aren’t apparent — which
is the whole idea. You’ll also see that pursuing
sustainable features does not require compromising
comfort or performance. In fact, the whole idea of
sustainability is to enhance comfort, health, efficiency
and durability.
Sustainable 1. Building with products that are durable,
healthy, efficient and comfortable. 2. Creating the
good life in ways that don’t compromise the ability of
future generations to do the same.
Currently, we are working with the US Green-building
Council to achieve LEED1 certification under a pilot
program for commercial interiors.
Historic building
Reusing existing buildings is one of the ultimate
forms of recycling. As part of the original Charleston
Naval Base, Building 7 was designed in 1904 and built
in 1908 as a storehouse. Reuse not only preserves our
visual ties to the area’s heritage, it eliminates the need
for complete demolition which sends large quantities
of material to landfill and consumes building
materials for new construction. An open floor plan
was designed to take advantage of large windows to
maximize natural light throughout the workspace.
!e floor plan is supplemented by the use of a flexible
arrangement of systems furniture by Herman Miller, Inc.
Kitchen appliances and hardware
!e dishwasher, refrigerator, and ice-maker were
provide by Whirlpool Corporation and have an Energy
Star rating. !e water-saving sink faucet was designed
by Kohler Company.
Artwork and interior plants
Jim Schultz, a North Charleston resident who lives
within the Noisette footprint, created the three-
dimensional artwork seen in the second floor
entryway. !e untitled piece is constructed entirely
from discarded car parts like a bottom pan, push rods
and catalytic converter. You’ll also see artwork on
loan from the City of North Charleston that features
the work of local residents. Interior plans are placed
throughout the office to improve air quality and
provide a calming.
Lighting
High-efficiency lighting fixtures were provided by
Hubbell Lighting Systems and were fitted with low-
energy UltraMAX™ electronic ballasts. !e fixtures
direct 40 percent of the light towards the white ceiling
to maximize indirect light. !e entire system reduces
energy costs and heat emission, and provides a high-
quality light without the flickering seen in standard
systems.
1 !e LEED (Leadership in Energy and Environmental Design) Green Building Rating System ® is a voluntary, concensus-based national standard for developing high-performance, sustainable buildings. !e LEED for Commercial Interiors Rating System extends the LEED sustainable design and construction objectives to tenant improvement projects. In preparation for public release in 2004, the USGBC has initiated a pilot test of the dra( LEED-CI Rating System. (Source: www.usgbc.org/LEED/leed_interiors.asp
2 !e Greenguard Environmental Institute (GEI) has established performance-based standards to define goods with low chemical and particle emissions for use indoors. (Source: www.greenguard.org)
Visit Our Office
42
Furniture
!e systems furniture was designed and produced
by Herman Miller, Inc. using recycled and recyclable
materials. !e chairs and furniture are GREENGUARD2
certified and contain various levels of recycled
content: Resolve System (27%), Ethospace Systems
(35%), Avive Tables (81%), Aeron Chairs (66%), Mirra
Chairs (40%), Caper Chairs (near 100%).
Cabinetry
Cabinetry was constructed using WOODSTALK™
fiberboard, a highly sustainable building materials
from Dow Bioproducts, Ltd. Also called “wheatboard,”
it is made from wheat stalks (a waste product of
harvesting) and a formaldehyd-free polyurethane
resin to reduce emissions associated with various
wood-based products containing urea formaldehyde.
Rest rooms
Optical faucets from Kohler Company reduce water
usage by being highly responsive and using water-
saving diffusers. Two waterless urinals (Waterless
Co.) were installed, and each saves on gallon of water
per use compared to conventional urinals. !ese
touchless products also improve cleanliness and
human health.
Surface coverings — paints
!e harmony Series low-VOC (Volatile Organic
Compounds) paints from Sherwin Williams were
used on all painted surfaces.
Floor covering
!e carpet, by Interface, Inc., is made with a high
recycle content and is very recyclable. !e forest
floor design is based on biomimicry — studying
and imitating how nature works. !e pattern allows
for the individual tiles to achieve similarity without
sameness. As a result, there is flexibility to replace
damaged tiles in the future without mismatch.
Interface also provided a no-VOC carpet glue.
Although recently installed, there is no ‘new office’
smell. !is is due to the absence of unhealthy off-
gassing fumes and particulates associated with
traditional installations.
Marmoleum was used in the kitchen and provides a
healthy alternative to vinyl flooring. Derived primarily
from natural raw materials, Marmoleum is made
from linseed oil flax, wood flour, pine rosins and
backed with a natural jute backing. Tiles made with
recycled, crushed marble were used in the Foyer area.
Johnsonite, 100% synthetic rubber flooring, was used
on the stair treads and landing areas.
Ceiling/acoustical tiles
USG manufactured the Mars™ ClimaPlus™ acoustical
ceiling tiles and the visually stunning metal ceiling
grid. !e acoustical ceiling tiles have a very high noise
reduction value and are made with 72% recycled
content.
Heating, ventilation and air conditioning (HVAC)
!e HVAC system operates above ASHRAE standards
on air freshness, humidity and indoor air quality. A
Siemens monitoring device was installed that tracks
carbon dioxide, humidity and temperature and
controls fresh air intake. !e system can be controlled
locally through our computer network.
Exterior Landscape
We are in the process of transitioning the existing
traditional landscape into one that celebrates plants
that are native to the Southeast. !e bed that is
closest to the building is composed of aster, inkberry,
was myrtle, southern magnolias, sweetbay magnolias,
foster’s holly, black-eyed susans and verbena. Itea
virginica was planted underneath the existing crape
myrtle canopy. !ese plants replaced ligustrum (an
invasive plant), Indian hawthorn and Algerian ivy. A
strip of St. Augustine grass, which requires intense
maintenance and irrigation, was replaced by the band
of switchgrass. Our goal is to continue introducing
native plants to the property and reduce our irrigation
needs to a minimum.
Other sustainable features
Walls were constructed using a gypsum board,
manufactured by USG, that has a high recycled
content.
!e fireplace was provided by FireSide Hearth &
Home. !is electric system, provided the heat,
light and ambience of a traditional fireplace while
avoiding the negative indoor air-quality effects
associated with non-vented gas-burning systems.
Owens Corning provided the Cultured Stone™
around the fireplace. !is composite material,
composed primarily of pumice and glass oxide,
resembles stone but does not involve the excavation
and transport of stone.
Ownes Corning is also responsible for the acoustic
batt (sound insulation) embedded in several
walls throughout the floor. !e acoustic batt has
a high-recycled content in addition to earning a
GREENGUARD certification.
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