One question I am often asked is, “What are some of the common themes you see in LEED projects?” While I am not sure that I have noticed themes in the traditional sense, every project I have been involved with goes through different and distinct phases. Like the entire delivery process, LEED projects follow a certain rhythm. The delivery process of a building is somewhat unique in that it has a structure: concept, schematic, development, design completion, construction and owner turnover. These phases are distinct and, in most cases, are tied to the contracts of those providing services to the project. In some ways, the LEED process is the same. There is a beginning, middle and end, but the LEED process is different in that the phases are seldom tied to contracts. So, there is more of a mental change than a contractual one.
When a project seeking LEED certification begins, there is a feeling of excitement as the team explores the LEED rating system and anticipates the success that will be marked through certification. During this initial phase, everyone has creative and fresh ideas about how they can contribute to the LEED effort on the project. An inexperienced team can often lose sight of the requirements within a particular rating system and, at first glance, is willing to take on any credit, LEED or otherwise, that might stand in the way.
The start of a project is an important phase because it is when the team can establish the baseline and the goals for the project, and decide what strategies might be employed to achieve which credits. This phase in the LEED process typically will coincide with the concept and/or schematic phase of the design stage of the project. An important, but sometimes overlooked, task to accomplish during this phase is identifying who the LEED champion will be. This person ideally holds a position that allows him or her to influence change. It is easy to pick a young, energetic team member with less authority to fill this role. However, later phases of the project will require someone who has the authority to direct or approve a change in the project LEED strategy. These changes may seem small in terms of LEED, but some can have large impacts on the remaining balance of the project.
Another important task for the champion is to manage the project team’s expectations. For instance, there may be an innovative way to collect and use stormwater, but if the budget is already tight, chances are the project will not include a rainwater harvesting system.
As the project moves from schematic design through design development and onto contract documents, the luster of the LEED beginnings can start to wear off. The realities of any project-schedule, cost and quality-set in, and as the design team members busy themselves with the work of their own discipline, the eagerness to alter designs or change design strategies that have been used for years now are tested. The old habits of the non-LEED design ebb back into the project. At this point, the champion’s hands are full with trying to keep everyone focused on the project goals. It is critical that the designers understand the importance of design, not only to the requirements of LEED, while integrating their work with all others on the team. The work that is put forth in this phase of the design will establish a base for the certification effort that will not be completed until the end of the construction process.
Once the project moves into the construction phase, a renewed excitement toward the LEED effort can be seen throughout the team. The reason for this is because the various team members are staying busy finalizing the design while, at the same time, documenting the various credits, preparing the design phase submission, sending that to the Green Building Certification Institute (GBCI) for review and then responding to review comments.
The LEED champion is now working on document collection and quality control to ensure that each of the design-related credits have been documented properly, and the submission is ready to go to the U.S. Green Building Council (USGBC)/GBCI for review. At this point, the design team wants to know where it stands in terms of the LEED credit score, and the contractor is working on establishing the project site conditions while working through project procurement.
During the construction phase of the project, the excitement that was felt toward LEED at the beginning of the project can diminish. The process, which started with exploration and excitement, renewed briefly by the design submission, is now put on a slow track of document collection throughout the construction phase. During this phase, the LEED champion must change hats and be both a teacher and a mentor during construction. Contractors working on a LEED project must conduct themselves differently.
They must pay attention to those elements of the project that have a direct impact on the LEED effort: construction waste recycling, dust control, housekeeping and material handling inspection for low-emitting materials all play a part in the LEED effort.
As construction concludes, the building goes through fundamental systems commissioning, a LEED requirement. This is when all of the various systems in the building are tested and inspected before being turned over to the owner. During this time, the LEED champion is again busy collecting the documentation generated by the contractor and preparing the final project submission for review by the USGBC/GBCI. Once the review is returned, a successful LEED project follows one more common theme: the marking of its accomplishment with the awarded LEED certification from the USGBC. This moment of achievement brings the excitement felt at the beginning of the project back to the team.
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Thomas Taylor, a 30-year veteran of the construction industry and noted expert on sustainability, is a principal and co-founder of St. Louis-based Vertegy LLC. His book, “Guide to LEED 2009: Estimating and Preconstruction Strategies,” provides step-by-step information about the LEED 2009 for New Construction process. To learn more about Vertegy or Taylor, visit
www.vertegyconsultants.com.