Twenty years ago, a small group of people headed by David Gottfried, Rick Fedrizzi and Mike Italiano came up with an idea to create a nonprofit organization called the U.S. Green Building Council (USGBC). In April 1993, these three gentlemen conducted a meeting in the American Institute of Architects boardroom to discuss the idea. This meeting would be the first official meeting of the council. The stated mission of this fledgling organization was: “to promote sustainability in the building and construction industry.” To accomplish this mission, the meeting participants realized that to sustain the organization, tools and programs would need to be developed.
During that time, the term “green building” was new to most of the marketplace. One of the reasons was that while some dedicated professionals talked about green building and sustainability, there was no common definition. There was no format that a person could use to determine the level of sustainability or how one person’s claim could hold up against another. Policy makers, community leaders and concerned individuals also knew very little about the topic of green buildings, or how neighborhoods and communities could be improved through their development.
These three individuals understood that to create a truly sustainable building, the delivery team needed to work in an integrated fashion where each discipline works in concert with one another. Twenty years ago, opportunities in a newly defined market niche of “green building” were abundant, yet the young USGBC focused on those things that could affect change.
There were six programs or tools that the council decided were necessary to fulfill the mission and sustain the organization: advocacy, chapters, credentials, education, a conference and expo, and LEED) The six areas of focus chosen by the council were similar to the integrated delivery of a sustainable building in that each had their importance, but one could not stand without the other. Once developed, each of these six initiatives fulfilled a need or filled a void in the marketplace.
In March 2000, the USGBC introduced the Leadership in Energy and Environmental Design (LEED) rating system. The rating system provided a framework and format that any delivery team could use as a tool during design and construction. Through the USGBC’s certification program, the team could validate their efforts in sustainability, and utilizing the rating system leveled the playing field to false claims. Once the LEED rating system was in use, the industry had a gauge for the level of sustainability, and that claim could be measured against any other building that went through the certification process.
The new rating system also identified a need in the marketplace for knowledgeable people who understood the LEED rating system and could assist teams throughout the certification process. The USGBC then created a credentialing program known as LEED Accredited Professionals. LEED AP’s were required to attend classes, study course work and successfully pass the accreditation examination before they could place the credential of LEED AP behind their names.
While creating the LEED rating system and a credentialing program for professionals was a start, it was not enough to transform the marketplace. There was still a need to deliver information to those policymakers and community leaders who were in a position to affect change. So, the USGBC stepped up to create multiple education programs on the merits of green construction. These programs engage individuals, from the seasoned professional to the school administrator who knows nothing about sustainability. Advocacy was critical to the mission because the council wanted to promote sustainability in the marketplace. One way to accomplish this was to educate and call on policymakers.
However, there was a thin line between educating or calling on policymakers and lobbying, so to avoid crossing that line, the USGBC relied on its chapters to grow the grassroots effort needed to support an aggressive advocacy campaign. The USGBC created a network where local groups could form local chapters. These chapters were provided with the tools and guidance to create their own “mini USGBC councils.” The volunteers who made up each chapter knew the local policymakers and had the ability to help build the organization from the bottom up as it continued to grow from the top down.
Twenty years ago, there was no “one place” where like-minded individuals could come together to learn and discuss the topics of importance to the green building movement. Once again fulfilling a need, the USGBC created the Greenbuild International Conference
& Expo. Greenbuild began as a small conference where professionals in the design and engineering fields came together once a year to discuss the hot topic of the industry. Two decades later, this small conference has grown to an international event with more than 30,000 in attendance annually.
Since those early days, the USGBC has experienced tremendous support demonstrated by the growth of the organization, membership base, use of its LEED rating system and the number of accredited professionals credentialed by the organization. In looking back over the past 20 years, it can be seen that the USGBC has and continues to fulfill its mission every day.
Thomas Taylor, a 30-year veteran of the construction industry and noted expert on sustainability, is the general manager of St. Louisbased Vertegy. His recent 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 Thomas’ new book, visit www.vertegyconsultants.com.