**REAL PROPERTY SUSTAINABLE DEVELOPMENT GUIDE**

######## U. S. GENERAL SERVICES ADMINISTRATION

######## OFFICE OF GOVERNMENTWIDE POLICY

######## OFFICE OF REAL PROPERTY 

######## APRIL 2000

#### 

#### ACKNOWLEDGEMENTS

I want to recognize the support of David L. Bibb, whose Office of Real
Property prepared this \"Real Property Sustainable Development Guide.\"
Under the leadership of Stanley C. Langfeld, the guide was produced by
Jonathan Herz, project team leader, and team members Robert Harding,
Gary Jordon, Michael Mulloy, Rob Obenreder, and Stanley Kaczmarczyk.

Finally, I would like to thank all those who contributed their expertise
and insight to this effort, many of whom are cited in this document, for
their generous assistance.

![](media/image1.png)

> **G. Martin Wagner**
>
> Associate Administrator
>
> Office of Governmentwide Policy\
> U.S. General Services Administration

#### FOREWORD

**Will our children's children inherit a livable planet? The choices we
make as individuals and as a society in the first decade of this new
millennium will answer that question.**

Today, the environmental movement isn't a "special interest," it's about
the stewardship of the only planet we've got. The White House has taken
a leadership role in promoting environmental stewardship, and, with the
Executive Order on \"Greening the Government Through Efficient Energy
Management,\" is making Sustainable Development the way the Government
strives to do business.

At the General Services Administration, through "Planet GSA," we're
energizing our employees and partnering with our customer agencies and
vendors to \"Buy, Build, Drive, Manage and Save Green.\" That's just one
example. In this guide, you will find useful and thought-provoking
information on ways you and your organizations - and the American
People - will benefit from implementing common-sense sustainable
principles and ideas.

In 1962, President John F. Kennedy established the \"Guiding Principles
for Federal Architecture,\" raising the standard for Federal building
design. He called for facilities that were economical to build, operate
and maintain, accessible to the handicapped, and that provided "visual
testimony to the dignity, enterprise, vigor and stability of the
American Government." Today, with this \"Sustainable Development
Guide,\" we add to those fundamentals the principle that Federal
facilities must *also* be sustainable. Building sustainably, we create
more productive and healthier work environments that respond to today\'s
needs - without imposing additional costs on future users.

Let's join together on this important journey ahead. Remember, it all
comes back to us!

![](media/image2.wmf){width="2.823611111111111in"
height="0.7694444444444445in"}

**Dave Barram**

Administrator

#### TABLE OF CONTENTS

ACKNOWLEDGEMENTS [2](#acknowledgements)

FOREWORD [3](#foreword)

TABLE OF CONTENTS [4](#table-of-contents)

EXECUTIVE SUMMARY [5](#executive-summary)

INTRODUCTION - What Is Sustainable Development?
[6](#introduction---what-is-sustainable-development)

DEFINITIONS - The Hannover Principles and Other Perspectives
[7](#definitions---the-hannover-principles-and-other-perspectives)

THE BUSINESS CASE FOR SUSTAINABLE DEVELOPMENT
[9](#the-business-case-for-sustainable-development)

MEETING YOUR REAL PROPERTY NEEDS SUSTAINABLY
[11](#meeting-your-real-property-needs-sustainably)

MAKING IT HAPPEN IN YOUR ORGANIZATION -Critical Factors
[13](#making-it-happen-in-your-organization--critical-factors)

PAYING FOR IT [14](#paying-for-it)

ENVIRONMENTAL AUDITS & BENCHMARKING
[17](#environmental-audits-benchmarking)

IMPORTANT CONSIDERATIONS [18](#important-considerations)

BASIC PUBLICATIONS AND INTERNET RESOURCES
[19](#basic-publications-and-internet-resources)

IDEAS/CASE STUDIES [19](#ideascase-studies)

####   {#section-1 .unnumbered}

#### EXECUTIVE SUMMARY

Today\'s successful businesses know that environmental management and
environmental functions are integral parts of an organization\'s
everyday operations and its strategic plan. These companies are
successful because they understand the environmental implications of
their business functions, such that environmental issues are considered
essential components of business processes, rather than consequences of
those processes. Sustainable development is about planning and carrying
out your agency\'s mission today - with full consideration of the
external factors that could affect the achievement of long-term goals.
In today\'s competition for limited funds, resources, and workers, the
advantage goes to organizations demonstrating commitment to long-term
value.

Long-term value and economy are goals of Executive Order 13123,
\"Greening the Government through Efficient Energy Management,\" issued
June 3, 1999. However, the Order goes beyond these goals. It establishes
that sustainable design principles shall be applied to Federal projects
in order to reduce pollution and other environmental costs associated
with facility construction, operation, and eventual decommissioning.
[^1]

For decades, the Federal Government has led the Nation in the energy
efficient, resource-conserving building design, construction, and
operation exemplified by this and other Executive Orders. We have also
made great progress in water conservation, use of recycled products and
renewable energy sources, reducing emissions that contribute to air
pollution and global climate change. But, simply promoting greater
efficiency in the use of our resources is no longer enough. By applying
sustainable principles, we can also create better work environments and
communities. Rethinking standard design practices, using environmentally
preferable products, and reexamining how we use and maintain our
facilities will also lead to a healthier and more productive workforce.

Sustainable development shouldn't mean another layer of bureaucracy in
your organization. Initially you might need an agency expert or advocate
but eventually it will become an integral part of your organization and
culture. Today as the design and construction industry \"gets up to
speed,\" additional design efforts may be required; but like many code
requirements we now take for granted, sustainable development and design
will become the way business is done every day.

**Understanding the basic principles of sustainable development will
allow you to transform your operations in a logical and productive
way.**

> **Principles of Sustainable Development for Federal Agencies\
> **(For siting, design, and construction, developed under Executive
> Order 13123)
>
> **[Site]{.underline}:** Optimize Site Potential
>
> **[Energy]{.underline}:** Minimize Nonrenewable Energy Consumption
>
> **[Materials]{.underline}:** Use Environmentally Preferable Products
>
> **[Water]{.underline}:** Protect and Conserve Water
>
> **[I E Q]{.underline}:** Enhance Indoor Environmental Quality
>
> **[O & M]{.underline}:** Optimize Operational and Maintenance
> Practices[^2]

#### INTRODUCTION - What Is Sustainable Development?

##### This guide will help you to understand what sustainable development means and how to take advantage of its benefits by making its principles and practices part of everything you do.

> *I recognize the right and duty of this generation to develop and use
> the natural resources of our land; but I do not recognize the right to
> waste them, or to rob, by wasteful use, the generations that come
> after us. -* Theodore Roosevelt[^3]

**Sustainable development means integrating the decision-making process
across your organization, so that every decision is made with an eye to
the greatest long-term benefits.** It means eliminating the concept of
waste \-- thinking \"cradle-to-cradle\" rather than
\"cradle-to-grave,\"[^4] and building on natural processes and energy
flows and cycles; recognizing the interrelationship of our actions with
the natural world.

Are you creating more productive and healthier work environments; ones
that respond to today\'s needs without imposing additional costs upon
future users? Are you considering the impact on the environment and on
future generations? When sustainable development informs every business
decision you make, chances are you are making the right decisions --
those that benefit you, your agency, the environment, and your bottom
line.

Imagine buildings producing more energy than they use, water cleaner
when it leaves the building than when it arrived[^5], better indoor
light and air quality, and healthier and more productive work
environments. Imagine projects where physical, biological,
socioeconomic, cultural and environmental needs are so complete, that
the Environmental Assessment concludes: no mitigation required.

These ideas, developed by William McDonough, Dean Emeritus of the School
of Architecture at the University of Virginia, and Amory Lovins,
President and Executive Director of the Rocky Mountain Institute, are
transforming major corporations and Federal agencies by unifying their
programs and policies and giving them the competitive advantages that
guarantee long-term success.

You're probably already using some of the \"eco-efficient\" building
blocks of sustainable development[^6], such as those found in GSA's
"Planet GSA" program. These include buying \"green\" products and
services, using materials with recycled content in construction and
managing construction waste. You\'re \"saving\" and \"driving green,\"
through use of alternative fueled vehicles, Energy Star® equipment, and
alternative energy sources, and managing \"green\" by implementing waste
prevention strategies, increasing office waste recycling and the amount
of property reused or donated, and training employees to think
\"sustainably.\"

Remember, though, that sustainable development means more than reducing
harm to the environment. Slowing the rates of contamination and
depletion of nature is important, but it doesn\'t stop these
degenerative processes. Recycling, for instance, can reduce the quality
of a material over time, down-cycling it, making reuse and disposal more
difficult.[^7] To be sustainable, we must pursue \"eco-effectiveness"
and begin up-cycling with regenerative rather than depletive practices.

**So, what does it take to go beyond simply minimizing harm to the
environment to creating a positive, sustainable society?**

#### DEFINITIONS - The Hannover Principles and Other Perspectives

Many individuals and organizations have defined sustainable development.
Here are some of the best examples:

**Brundtland Commission, 1983**

\"Sustainable development is development that meets the needs of the
present without compromising the ability of future generations to meet
their own needs.\"[^8]

**The Hannover Principles, 1992**

Developed by William McDonough and Michael Braungart, the Hannover
Principles were among the first to comprehensively address the
fundamental ideas of sustainability and the built environment,
recognizing our interdependence with nature and proposing a new
relationship that includes our responsibilities to protect it. The
Principles encourage all of us - you, your organization, your suppliers
and customers - to link long term sustainable considerations with
ethical responsibility, and to re-establish the integral relationship
between natural processes and human activity. When you make decisions in
your organization, remember these essential Principles:

-   **Recognize interdependence**. Simply put: everything you do
    personally, in your organization and through your work interacts
    with and depends upon the natural world, at every scale, both
    locally and across the globe.

-   **Eliminate the concept of waste**. Are you considering the full,
    life-cycle consequences of what you create or buy?

-   **Understand the limitations of design**. Treat nature as a model,
    not as an inconvenience to be evaded or controlled.[^9]

**The Whole Building Design Guide**

\"Sustainability is a mode of thinking and acting responsibly. It is
grounded in the knowledge that all of life is interdependent -- that
local actions may have global consequences. The basic objectives of
sustainability are to:

1.  Reduce the consumption of energy, land, and other nonrenewable
    resources.

2.  Minimize the waste of materials, water, and other limited resources.

3.  Create livable, healthy, and productive environments.\"[^10]

**Department of Defense**

\"Sustainability is a concept that recognizes human civilization is an
integral part of the natural world and that nature must be preserved and
perpetuated if the human community is to sustain itself indefinitely. By
subscribing to the fundamental concepts of sustainability and applying
them to every and all aspects of human existence, improvements can be
made to the existing condition that will insure a life-giving and
healthful world for future generations. [^11]

Sustainable planning supports mutually beneficial relationships between
planning and environmental organizations to coordinate on common goals
and objectives, share data, and reach consensus on land and facilities
issues. The focus of environmental organizations is environmental
protection, conservation, restoration and compliance. Sustainable
planning seeks to build on the accomplishments of these programs by
taking a holistic approach to planning for facilities and land that
balances the needs of mission with the natural systems that are the
focus of environmental efforts.^\"^[^12]

**National Park Service**

\"Sustainability does not require a loss in the quality of life, but
does require a change in mind-set, and a change in values toward less
consumptive lifestyles. These changes must embrace global
interdependence, environmental stewardship, social responsibility, and
economic viability. Sustainable design must use an alternative approach
to traditional design that incorporates these changes in mind-set. The
new design approach must recognize the impacts of every design choice on
the natural and cultural resources of the local, regional, and global
environments.

For our society to be sustainable, we must: (1) use all resources
(energy, water, material, and land) efficiently and minimize waste; (2)
protect the natural environment, the source of all our resources; and
(3) create a healthy built environment for future generations.

The concept of sustainable development recognizes that human
civilization is an integral part of the natural world and that nature
must be preserved and perpetuated if the human community itself is to
survive. Sustainable design and development creates buildings (and
supporting infrastructure) that minimize the consumption of resources
and reduce harmful effects on the environment. It provides an integrated
approach where building elements, materials and systems are designed and
appraised as integrated parts of the entire project. All phases of a
facility's life must be considered, thereby optimizing the
interrelationships of materials and systems, operation, maintenance, and
use.\"[^13]

**Environmental Protection Agency - 7 Principles**

1.  **Pollution Prevention**: Consider a product or service\'s
    environmental impact early in the purchasing decision process.

2.  **Multiple Attributes**: Targeting a single environmental attribute
    can obscure other environmental impacts that might cause equal or
    greater damage.

3.  **Life-Cycle Perspective**: Consider potential environmental impacts
    at all stages of the product or service's life cycle, starting with
    raw materials acquisition, through manufacturing, packaging and
    transportation, distribution, use, maintenance, or disposal.

4.  **Magnitude of Impact**: Consider the scale (global vs. local), the
    permanence of a product or service's environmental impact, and the
    degree to which an impact is reversible.

5.  **Local Conditions**: Factor in where and how a product or service
    is used when evaluating environmental impact.

6.  **Competition**: Incorporate environmental attributes of products
    and services in competition among vendors.

7.  **Product Attribute Claims**: Examine product attribute claims
    carefully and rely on more than one information source to evaluate
    environmental attributes.[^14]

**World Business Council for Sustainable Development**

\"Sustainable development involves the simultaneous pursuit of economic
prosperity, environmental quality and social equity. Companies aiming
for sustainability need to perform not against a single, financial
bottom line, but against \[this\] triple bottom line.\"[^15]

#### THE BUSINESS CASE FOR SUSTAINABLE DEVELOPMENT

Improving People\'s Health, Safety, and Productivity

How and what you build, and the manner in which you operate and maintain
your facilities has a tremendous impact not only on the environment, but
also your bottom line. Applying sustainable development principles will
reduce waste, and lower long-term maintenance and operating costs.
Equally important, is the impact on your most valuable resource - your
employees. Recruiting is made easier when the organization demonstrates
a commitment to the well being of workers and their communities.

A healthier indoor environment, the presence of natural light, as well
as fresh air can greatly affect the health, safety and productivity of
those who visit and work in your facilities every day. Epidemiologists
estimate that 20 to 30 percent of American office workers are affected
by varying degrees of Sick Building Syndrome. [^16] The emphasis on
building energy efficient, super-insulated homes and offices, without
adequate consideration of proper ventilation, has produced indoor
environments, contaminated with stagnant air and airborne particulates.
Unventilated copying and fax machines can aggravate the situation, as
can the use of cleaning materials containing toxic chemicals.

Commonly used furniture, carpeting, and cleaning products often contain
dangerous chemicals that \"off-gas\" directly into our air environment,
contributing to an unhealthy indoor air environment. Even gas ranges,
space heaters, and central heating systems can emit harmful
by-products.[^17]

Old formulations and work practices must be reexamined if the air we
breathe in our workplaces is to improve. Consistent application of
sustainable design principles will help you choose the materials and
conditions that benefit your employees and customers, the nation's
environment, and your bottom line.

(from **[BUSINESS WEEK]{.underline}, May 3, 1999**)

Simply abiding by regulatory requirements, for example, is often no
longer enough to protect the right to operate: in an instant-news world,
negative public reaction can come swiftly and furiously. Eliminating
waste can lead to huge cost savings as well as lower liabilities: in one
semiconductor business studied by WRI, 96% of its annual \$2 billion
purchase of chemicals ended up in the waste stream, meaning that
reducing waste by half could add up to \$1 billion to the firm\'s bottom
line. In just one semiconductor business studied by the World Resources
Institute, 96 percent of its annual \$2 billion purchase of chemicals
ended up in the waste stream, meaning that reducing waste by half could
add up to \$1 billion to the firm's bottom line.

When a business builds environmental or social benefit into products, it
creates added value for the customer. The search for these benefits
often yields unforeseen enhancements to product performance, cost,
quality, safety and serviceability. Visionary companies can thus
position themselves to supply novel system solutions. This often means
rethinking the entire business model.

**DuPont's** sulfur products business offers acid handling and recovery
services to its customers. Some customers never actually own or handle
the materials themselves and instead contract for DuPont's expertise,
which is a distinct competitive advantage for the company. All these
services make it more costly for customers to switch to competitors,
especially when the service is not standard in the industry.

**Interface** is a \$1 billion multinational company that is making
major changes to its operations in the belief that sustainable
development is a good business strategy. Led by CEO Ray Anderson, a
vocal champion for the environment, this carpet company has developed
the "Evergreen Lease." Through this program, the company aims to never
again sell another roll of carpet, instead transforming itself into a
service company by leasing flooring systems to customers. With such a
system, Interface will be able to collect its old carpet tiles and
recycle them into new ones, building customer loyalty while driving down
material costs. Interface's commitment has also led to a waste-reduction
program and a pledge to switch entirely to renewable energy sources.
[^18]

\"The technologies of the future will enable us to feed our factories
with closed loop, recycled raw materials that come from harvesting the
billions of square yards of carpets and textiles that have already been
made ---nylon face pile recycled into new nylon yarn to be made into new
carpet; backing material recycled into new backing materials for new
carpet; and in our textile business... polyester fabrics recycled into
polyester fiber, then to be made into new fabrics ---closing the loop;
using those precious organic molecules over and over in cyclical
fashion, rather than sending them to landfills or downcycling them (into
lower value forms) by the linear processes of the first industrial
revolution. Linear must go; cyclical must replace it. [^19]

**- Ray Anderson, Chairman and CEO, Interface, Inc.**

"If everybody on earth lived like today's North Americans, it would take
at least two additional planet Earth\'s to produce the resources, absorb
the wastes, and otherwise maintain life-support.

Preliminary estimates show that the ecological footprint of today's
consumption in food, forestry products and fossil fuels alone might
already exceed global carrying capacity by roughly 30 percent. About
three quarters of the current consumption goes to the 1.1 billion people
who live in affluence, while one quarter of the consumption remains for
the other 4.6 billion people.\" [^20]

**- Mathis Wackernagel and William Rees**

\"You can\'t do something like this half way or selectively or in pieces
because people, rightly, will look at all your actions and ask, \'Do
they all fit together?\' I would rather err on the side of
aggressiveness. Even if a lot of the dire predictions don\'t come true,
and I hope they don\'t, what we will have accomplished will have been
for the good of the world anyway. And the other thing is, it\'s great
for you and your employees...They feel better about the company they
work for. They feel energized by it. They\'re proud to tell their
children they work for Ford. And that pays off in a lot of ways you
can\'t measure. So it\'s the right thing to do, not only for society,
but it\'s the right thing to do for our own company.\" [^21]

**- William Clay Ford, Jr., Chairman, Ford Motor Company**

Green buildings compete in bottom-line terms as well as in aesthetics.
They are relatively inexpensive to build, operate, and convert to their
next use, as human needs inevitably evolve. Their mechanical systems to
maintain comfort are small and well designed, or better still,
eliminated by design. More buildings will be built around, within, or
from recycled old ones.[^22]

**- Hawken, Lovins and Lovins**

"Let's talk about sustainability in a new way. I don't like the word
sustainability very much actually. It's useful because nobody knows what
it means, it's long, it can go everywhere, therefore travels well, so
that's good. We can all use it, but if you think about sustainability,
is it really that exciting? What if I asked you, \'How is your
relationship with your husband?\' and you say \'Sustainable.\' It's not
that interesting really. I would almost feel as if I had to say, \'I'm
sorry to hear that.\' So, shouldn't we really be looking for something
that is actually fecund - you know that's full of blood, and vigor and
excitement?\" [^23]

**- William McDonough, William McDonough +Partners**

#### MEETING YOUR REAL PROPERTY NEEDS SUSTAINABLY

Carrier, the world's leading maker of air-conditioning equipment,
decided that it might as well capture \[their\] efficient and reliable
equipment's operating benefits by offering "coolth services." Carrier's
new "comfort lease" ...focuses on maintaining comfort... Customers,
Carrier reasoned, don't want what an air-conditioning system is; they
only want what it does. How does one lease coolth? At first, the plan
was merely to provide cooling as a commodity. But now Carrier is
starting to team up with other service providers so it can not only
deliver cooling but also do lighting retrofits, install superwindows,
and otherwise upgrade customers' buildings so they'll ultimately need
less air-conditioning to provide better comfort ---and then Carrier can
provide not the coolth but the comfort.[^24]

If we think of providing sustainable workplaces as a *service*, rather
than as a *commodity*, we will build what is most economical for us to
maintain and operate, and easiest for occupants to comfortably and
productively use[^25]. The sustainable workplace, like the Integrated
Workplace, is the result of a comprehensive, multidisciplinary process
that results in more productive and responsive facilities. Sustainable
products and methods are an essential part of creating better work
environments. As discussed in this Office\'s publication \"The
Integrated Workplace: A Comprehensive Approach to Developing
Workspace,\" productivity and health-related problems are greatly
influenced by the workplace. This strategic approach unifies the
workplace with an organization\'s strategic plan and provides space that
best supports the work practices of those using it. Both work best when
they are considered sustainably.

How we develop the workplace greatly influences the well being and
performance of employees and the organization. A sustainable approach
considers many workplace aspects:

-   **How we work:** including "paperless" offices, using
    remanufactured, recycled, and energy-efficient products.

-   **Where we work:** including conventional or alternative office
    settings, like teleworking from home, at a telecommuting center or
    customer\'s office, or from anywhere.

-   **How we get to work:** including the use of mass transit and
    transit subsidies, alternative-fuel vehicles, bicycles, and even
    walking from nearby housing.

-   **How we build, lease, furnish, and ultimately dispose of our
    buildings:** funding projects on the basis of lowest life-cycle
    rather than first cost, adapting and re-using historic structures,
    re-populating urban centers, using recycled-content construction
    materials, minimizing construction waste, and installing energy
    management control systems with energy-efficient equipment.

-   **How we operate and maintain our buildings:** including use of
    reformulated chemical products, native landscaping materials,
    regular maintenance and \"tune-up\" of systems, minimizing operation
    hours, and using smaller building zones that facilitate controlled
    use of equipment and lighting.[^26]

Using and building on available natural light and ventilation can reduce
stress and improve workers\' cognitive skills and performance while
reducing energy consumption and operating costs. Today\'s HVAC designs
provide increased fresh air in tenant controlled environments. New
lighting technologies supply ample light to offices without glare or
heat buildup, complementing natural light and exterior views.[^27]

The sustainable workplace is an excellent tool for promoting an
organization to its customers. Most importantly, it can attract and
retain talented workers, instilling dedication and pride-of-ownership
when employees can relate to working in a place, and for an
organization, that is committed to protecting the earth *and*
demonstrates that commitment through its actions.

Finally, when a workplace is designed and built for sustainability, less
money needs to be spent on replacements and retrofits as work practices
and organizations change, and less productivity is lost in the process
of making changes.[^28]

Buildings are where Americans spend about 90 percent of their time. They
use one-third of our total energy and two-thirds of our electricity.
Their construction consumes one-fourth of all harvested wood; 3 billion
tons of raw materials are used annually to construct buildings
worldwide.[^29] Buildings consume 17 percent of water and 50 percent of
chlorofluorocarbons (CFCs). They also produce, directly or indirectly,
33 percent of Carbon Dioxide (CO~2~) and 40 percent of landfill
waste[^30]^.^

**How do you build sustainably?** Many architectural and engineering
design firms have committed to sustainable development, incorporating
its principles into projects as a matter of course.[^31] Hellmuth,
Obata + Kassabaum, Inc., a leading architecture, engineering, interiors
and planning firm, has adopted these [Key Elements of Sustainable
Design]{.underline}, similar to those found in EO 13123:

**Strategic Facility Planning and Programming -** Determining whether to
renovate or build new, sell existing facilities or lease, consolidate or
decentralize, is critical to ensuring long-term viability, resource
conservation and life-cycle cost benefits.

**Site Work and Planning -** Environmentally sensitive planning looks
beyond the project site. It evaluates linkages to transportation,
infrastructure, and ecosystems, and considers solar and wind
orientation, local microclimate, drainage patterns, utilities and
existing site features to develop optimal building siting with
appropriate low maintenance landscaping.

**Energy -** Building orientation and massing, natural ventilation,
daylighting and other passive strategies, can all lower a building's
energy demand while increasing the quality of the interior environment
and comfort of the occupants. The efficiency of required systems is
maximized through use of advanced computer modeling and life-cycle cost
analysis.

**Building Materials -** Environmentally preferable building materials
are \[appropriately\] durable and low maintenance. Careful selection and
specification can limit impacts on the environment and occupant health,
while remaining within the parameters of performance, cost, aesthetics
and availability.

**Indoor Air Quality -** Indoor air quality is most effectively
controlled through close coordination of architecture, interior design
and mechanical, electrical and plumbing design strategies that limit
sources of contamination before they enter the building. Construction
procedures for IAQ and post-occupancy user guides also contribute to
good long-term IAQ.

**Water -** Site design strategies that keep rainwater on the site and,
where feasible, consider on-site treatment and reuse of building gray
water and wastewater. Low flow plumbing fixtures, appropriate
landscaping and HVAC and plumbing system design also conserve water.

**Recycling and Waste Management -** Waste and inefficiency can be
limited during construction by recycling demolition and construction
waste, reuse of on-site materials, and monitoring of material use and
packaging. Accommodating recycling into building design reduces waste
while generating revenues.

**Building Commissioning, Operations and Management -** Effective
building commissioning is essential to ensure proper and efficient
functioning of systems. Facilities operations benefit from indoor air
quality and energy monitoring, and from policies for water saving, waste
reduction and environmentally sensitive maintenance.

**Strategic Environmental Management -** By integrating long-range
environmental considerations into their proactive planning process,
manufacturing-based companies can eliminate emitted or discharged
pollutants. Strategic environmental management helps corporations
understand and assess environmental risks and opportunities, so they can
make informed decisions about their facilities and processes.[^32]

#### MAKING IT HAPPEN IN YOUR ORGANIZATION -Critical Factors

Sustainability will come as an evolution, not a revolution, and will be
achieved through a series of steps, each of which contributes a small
incremental improvement. Making everyone in the organization aware of
the concept of sustainability is essential if it is to have an effect on
day-to-day decision making and operations.

**What are the critical factors involved in implementing a sustainable
development strategy?**

**First**, executive leadership must understand sustainability, and
commit to its principles. It is not enough to simply recycle paper,
apply some \"green\" design concepts, and encourage individual divisions
to adopt \"green\" practices. Edgar Wollard of DuPont, Frank Popoff of
Dow Chemical, August Busch of Anheuser Busch and former Bristol-Myers
Squibb Chairman Richard Gelb are all examples of corporate visionaries
that have seized this opportunity for positioning their companies for
the long term.

**Second**, the most successful organizations have an established vision
and mission which gets translated into specific long-term improvement
objectives and targets with high level visibility throughout all levels
of the organization. Interface, Inc.\'s Ray Anderson promotes \"Doing
well by doing good,\" through a detailed set of principles known as
**PLETSUS (P**ractices **LE**ading **T**oward **SUS**tainability) that
brings together ideas for living and working sustainably and uses them
to define the company\'s mission. [^33]

**Third**, there must be a formalized process for identifying the
environmental aspects and impacts of an organization's operations,
products and services.

**Fourth**, training is crucial to attaining the necessary awareness,
skills and knowledge for transforming the organization into a
sustainable development culture.

**Finally**, performance must be measured. Performance measurements
include audits, measuring the effectiveness of management systems and
metrics that track day to day operations. [^34]

Reaching and maintaining sustainability is a continuous process of
reexamination and re-learning. In a September 1999 gardening column,
*Washington Post* gardening writer Charles Fenyves, told readers to
conserve water by planting Russian Olives, not thirstier trees like
maples and poplars. This was a good first step towards creating more
suitable, low maintenance landscapes for the region. Two months later,
after learning about the Russian Olive's negative impacts, such as
competition with native plants, Mr. Fenyves reexamined his first advice,
and recommended native American trees, like buckeyes and yellowwoods,
that not only saved water, but also enriched and complemented other
elements of the landscape.[^35].

The tools for planning and managing a sustainable project already exist.
Your project report or management plan can define sustainable goals as a
basic project element. In larger projects, the report or plan can also
be the Environmental Assessment (EA) with the mitigating actions as an
integral part of the program. That way, the project scope can evolve to
meet agency needs while minimizing its impact on the environment.

USDA\'s Forest Service\'s forest management plans are done this way. The
EA identifies the Service's preferred alternative, which is developed in
detail as the proposed management plan approach; with alternatives
discussed only in the EA. The two documents are cross-referenced, and
remain together throughout the review process. This procedure provides
for concurrent compliance with the public review requirements of both
the National Environmental Policy Act (NEPA) and the National Forest
Management Act. [^36]

#### PAYING FOR IT

> *The world we have created today as a result of our thinking thus far
> has problems that cannot be solved by thinking the way we thought when
> we created them. - Albert Einstein*[^37]

Because of ongoing budget constraints, the Federal projects most likely
to be approved are those with the lowest first cost. Unfortunately,
these are not always the most sustainable. Faced with a variety of
competing demands - program funding requirements, life-cycle and present
value costs, environmental considerations, economics and social issues,
managers find themselves torn between recycling seemingly economical,
tried-and-true solutions and moving to new ways of doing business that
balance environmental sensitivity and long-term benefits with other
costs. As Einstein suggests, we need a new, or at least a different, way
of thinking if we are not only to overcome existing problems, but also
minimize the impact of today\'s decisions on tomorrow\'s quality of
life.

So how do you pay for sustainable development? A better question is -
how much can you save? Sustainable considerations today can result in
operational savings in later years, increased worker productivity, and
reduced contingent liability. New thinking and new economic parameters
must be considered. The very question, \"How do you pay for
incorporating sustainability into project development?\" highlights the
difficulty faced in approaching the subject without a change in
organizational thinking.

Sophisticated design and construction strategies, and inclusion of
\"green\" clauses in procurements can result in even lower first costs;
and the life-cycle costs, including a project\'s environmental and
economic impacts throughout its lifetime - are usually lower. In some
cases, first cost may be the same - as when a building shell upgrade
results in a smaller mechanical system - but the savings come in reduced
operating and maintenance costs.

Tenants may wish to contribute to the study of sustainable design
alternatives or to enhance capital costs, which may translate into
reduced operating costs and adjustments to rent in the short-term and,
with efficient building systems installed, reduced long-term operating
costs. With sustainable planning and true cost accounting, planners and
decision-makers will focus on sustainable development alternatives that
have both fiscal and environmental cost savings.[^38]

Federal managers, in considering the breadth of sustainability, must
reconcile conflicts between separate operating and capital budgets and
between life cycle and first costs. Typically, first capital cost has
been the key to project budgeting. However, to operate sustainably, we
need to integrate economic evaluations that compare first costs plus
operating costs when developing facilities and their systems. We must
also recognize that, in an annual operating budget environment such as
that of the Federal Government, decision makers have traditionally
emphasized first cost minimization, often to the detriment of ongoing
operating and maintenance budgets and future flexibility and
utilization.

The good news is that guidelines exist for consideration of true
life-cycle costs, and that EO 13123 reinforces those guidelines. The
Order directs agencies to \"optimize life-cycle costs, pollution, and
other environmental and energy costs associated with the construction,
life-cycle operation, and decommissioning of facilities.\"[^39] Further,
alternative financing such as Energy-Savings Performance Contracts and
utility energy-efficiency service contracts also make sustainable
features more affordable. Remember too, that because the Government
plans its facilities for a 50/100-year life, economic analyses should
not depend solely on the private sector\'s tax-driven, 30-year,
timeframes if they are to accurately represent the economics of the
project.

Remember that the issue is not simply one of sustainable design or
construction, but rather of sustainable development, which supports
every aspect of an organization\'s mission. And remember that real
property solutions for mission-related requirements must include the
entire facility life-cycle: from the identification of need, through
design, construction, occupancy, operation and maintenance, and eventual
disposal.

**DESIGN TOOLS**

Your planners, architects and engineers should already be familiar with
the best design tools available:

The U.S. Green Building Council\'s **[Leadership in Energy and
Environmental Design]{.underline} (LEED™)** Green Building Rating
System™ provides guidance in the areas of building development and
design which results in a more sustainable project. Points, in the form
of credits are given for design features that lead to a truly
sustainable building. By incorporating as few as 50 percent of the
available credits, buildings can usually reach the LEED Building Bronze™
rating level, generally at no additional cost. The top rating, LEED
Building Platinum™ goes to buildings with at least 81 percent of the
available credits. Complementing the LEED™ Building Rating System is the
soon-to-be-issued LEED Interiors™ Rating System, which is intended to be
a definitive standard for what constitutes a green interior space in new
and existing commercial, institutional, and high-rise residential
buildings.

The Navy[^40], Department of State[^41], and GSA[^42] have adopted the
LEED Building Bronze™ as their building standard.

The basic LEED™ components cover:

-   **Prerequisites**, including building commissioning, erosion
    control, asbestos and chlorofluorocarbon management, indoor air
    quality, smoking, energy efficiency and thermal comfort, water
    conservation and quality, and a system for storage & collection of
    occupant recyclables.

-   **Building Materials,** including those with low levels of volatile
    organic compounds (VOC\'s), use of local materials, advanced
    resource reuse, recycled content, and a construction waste
    management plan.

-   **Energy Efficiency**, including heat recovery, natural ventilation
    and advanced systems such as EPA\'s Green Lights Partnership or
    Energy Star Building Certification, or California Title 24,
    [California Energy Efficiency Standards For Residential and
    Nonresidential Buildings]{.underline}; or exceeding ASHRAE 90.1,
    [Energy Standard for Buildings Except Low-Rise Residential
    Buildings]{.underline}.

-   **Existing Building Rehabilitation**, including use of the
    structural shell.

-   **Indoor Air Quality**, including a construction indoor air quality
    management plan and a permanent air monitoring system.

-   **Landscaping**, including reducing heat islands, shade cover, and
    reflective roofing materials.

-   **Siting and Site Development**, including reduced habitat
    disturbance or building rehabilitation, site restoration, infill
    development or building rehabilitation, and brownfields development.

-   **Transportation**, including alternative transportation facilities,
    bicycle racks, shower and changing facilities, transit and
    pedestrian-facility physical linkages or carpool parking, efficient
    building location, and alternative fueling facilities.

-   **Water Conservation**, including water-conserving fixtures and
    cooling towers, gray water recovery system, water efficient
    landscaping, surface runoff control, and biological waste
    treatment.[^43]

The Department of Energy\'s **[Greening Federal
Facilities]{.underline}** is a resource guide for Federal facility
managers to help them reduce energy consumption and costs, improve
working environments, and reduce the environmental impacts of their
operations.

A new, major resource is the **[Whole Building Design
Guide]{.underline}** website, developed by NAVFAC, GSA, and the U.S.
Department of Energy's Federal Energy Management Program, through the
National Institute of Building Sciences (NIBS). The WBDG is a
comprehensive, Internet-based gateway to a wide range of federal and
private sector, sustainable development resources, including information
design criteria, building types, products and systems, available online
at [http://www.wbdg.org](http://www.wbdg.org/).

These guides are good first steps. But, remember that true sustainable
development is not about replacing previous standards with new ones.
Rather, it is about new ways of thinking and working.

#### ENVIRONMENTAL AUDITS & BENCHMARKING

Making and Measuring Meaningful Change

Environmental reporting metrics and processes are making private sector
firms more environmentally responsible and more competitive. In contrast
to a decade ago when few, if any, major companies considered
environmental concerns beyond regulatory requirements, 35 percent of the
world\'s 250 largest corporations now issue environmental reports. These
companies now know that environmental indicators are essential tools for
decision-making and that voluntarily-instituted \"green\" programs and
procedures pay off in identifiable cost savings and new business
opportunities, improved corporate image and recruitment, and reduced
liability.[^44]

There are sustainable development issues associated with every business
process, beyond the "primary" environmental impacts of air, water and
land emissions. Environmental considerations must be integrated into
your business functions, and tracked and adjusted to make certain that
they are effective. Integrating and tracking environmental
considerations into your business processes might include:

-   Considering the \"multiplier\" effect of re-engineering your entire
    operation, including increases in productivity and worker retention.

-   Ensuring that environmental issues are considered during the design
    process, along with other criteria like performance and cost.

-   Communicating regularly with suppliers about the environmental
    issues associated with the use of their products and services.

-   Including environmental costs associated with a product or process,
    along with the other customary factors included in financial
    analyses used for decision-making.

-   Integrating formalized environmental management systems (EMS), like
    the ISO 14001 standard, into business processes analyses.

-   Screening potential purchases or potential product designs against
    chosen environmental criteria, as a basis for selection.[^45]

As part of the \$2 billion overhaul of Ford Motor Company\'s historic
Rouge River Plant in Dearborn, MI, William McDonough was asked to look
beyond the 1,212-acre complex to consider the entire \$150-billion
company. Ford asked him to talk to all the top executives, scientists,
engineers and car designers to see how they might think differently
about design of their cars, trucks, factories and office buildings.
Working with Battelle\'s Pacific Northwest National Laboratory and the
University of Virginia\'s Darden School of Business, new metrics are
being developed that consider the multiplier effect, creating the tools
to measure things like: reduction of contingent liabilities, community
relations, regulation costs, and marketing benefits. Every project
should have goals such as these: worker retention, improving employee
attendance, reducing injuries and worker compensation claims, and
"celebrating people as the company's most valuable asset." Remaking the
Rouge complex into a model of environmental and community responsibility
will take 20 years, they say, but it won't take that long for workers,
neighbors and visitors to notice a difference. That should start next
spring.[^46]

#### IMPORTANT CONSIDERATIONS

How can you improve your bottom line and the environment? Do you know
what your organization is doing to become sustainable? Does your
organization know how sustainable practices can advance your business
goals?

What are you doing to be more sustainable? Think about what today\'s
leading companies are doing to position themselves for success in the
new century, and ask yourself, your superiors, your co-workers and your
employees to consider these important questions:

-   **Are you providing leadership in your organization?**

-   Demonstrating commitment to sustainable principles?

-   Establishing long-term improvement objectives, throughout all levels
    of your organization?

-   Examining your mission statements and strategic plans to identify
    the environmental aspects and impacts of your operations, products
    and services?

-   Measuring the effectiveness of the systems and metrics that track
    your day-to-day operations?

-   Incorporating work processes and technology as tools to improve
    productivity, as well as building better workplaces?

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-   Consciously looking for sustainable products, like low VOC paints
    and flooring?

-   Improving employee productivity?

-   Providing training to your employees?

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-   **Are you creating value through your facilities programs?**

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-   Creating flexible workplaces that respond to your changing work
    practices and culture?

-   Reducing building operations costs?

-   Lowering liability from potentially hazardous construction and
    cleaning materials and practices in the workplace?

-   Promoting local development opportunities?

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-   **Are you and your organization:**

-   Complying with Executive Order 13101, \"Greening the Government
    Through Waste Prevention, Recycling, And Federal Acquisition,\"
    reducing consumption and waste of natural resources and increasing
    conservation?

-   Increasing efficiency of equipment, systems and resources?

-   Using renewable energy, such as passive solar heating, cooling and
    thermal storage, and photovoltaics?

-   Increasing the quality of indoor air, light, noise, temperature, and
    humidity?

-   Reducing product impact on the environment and reducing or
    eliminating toxic and hazardous substances?

-   Re-using historic buildings and existing facilities?

-   Creating livable environments, reducing negative transportation
    impacts, and enhancing your community\'s quality of life?

-   **Are you and your organization moving beyond eco-efficiency to
    eco-effectiveness?**

-   **Are you complying with EO 13123, [and]{.underline} improving your
    organization\'s bottom line and the environment?**

#### BASIC PUBLICATIONS AND INTERNET RESOURCES

**Publications**

**The Hannover Principles, Design for Sustainability**, 1992, William
McDonough,
[[http://www.virginia.edu/\~arch/pub/hannover_list.html]{.underline}](http://www.virginia.edu/~arch/pub/hannover_list.html)

**Natural Capitalism: Creating The Next Industrial Revolution**, Paul
Hawken, Amory Lovins, & L. Hunter Lovins, 1999) Little Brown & Company;
ISBN: 0316353167,
[http://www.naturalcapitalism.org/sitepages/pid5.asp]{.underline}

**LEED™ \"Leadership in Energy and Environmental Design\" Green Building
Rating System**, January 1999, U.S. Green Building Council,
http://www.usgbc.org/resource/index.htm

**Our Ecological Footprint; Reducing Human Impact on the Earth**, 1995,
Mathis Wackernagel and William Rees, Illustrated by Phil Testemale, New
Society Publishers, Philadelphia, PA.

**Greening Federal Facilities: An Energy, Environmental, and Economic
Resource Guide for Federal Facility Managers**, 1997, prepared by
Greening America, Sustainable Systems, Inc. and the U.S. Department of
Energy, [http://www.eren.doe.gov/femp/greenfed/]{.underline}

**The Integrated Workplace: A Comprehensive Approach to Developing
Workspace**, GSA Office of Governmentwide Policy, Office of Real
Property, May 1999,
[[http://policyworks.gov/org/main/mp/library/policydocs/Completeiwrpt.pdf]{.underline}](http://policyworks.gov/org/main/mp/library/policydocs/Completeiwrpt.pdf)

**Executive Order 13123, \"Greening the Government Through Efficient
Energy Management,\"** June 3, 1999.
<http://www.pub.whitehouse.gov/uri-res/I2R?urn:pdi://oma.eop.gov.us/1999/6/4/6.text.1>

**Websites**

**Laws, Executive Orders, And Other Official Directives:
[[http://www.epa.gov/epahome/rules.html]{.underline}](http://www.epa.gov/epahome/rules.html)**,
For the most complete listing, visit this U.S. Environmental Protection
Agency website.

**The Whole Building Design Guide WBDG),** **<http://www.wbdg.org/>,** A
comprehensive, Internet-based portal to a wide range of federal and
private sector, building-related criteria and technology.

**NIST Building for Environmental and Economic Sustainability (BEES)
Tool:
[[http://www.bfrl.nist.gov/oae/bees.html]{.underline}](http://www.bfrl.nist.gov/oae/bees.html)**,
BEES measures and balances the environmental performance of building
products, taking a life-cycle approach to quantify and balance
environmental and economic performance. It follows the EPA
Environmentally Preferable Purchasing (EPP) Program.

**Key Elements of Sustainable Design:
[[http://www.hok.com/sustainabledesign/]{.underline}](http://www.hok.com/sustainabledesign/)**,
Hellmuth, Obata + Kassabaum, Inc., website with Case Studies, Materials
Database, and a Sustainable Design Newsletter.

**Sustainability Resources:
<http://minerva.acc.virginia.edu/~sustain/>,** The University of
Virginia's Institute for Sustainable Design website has a comprehensive
listing of resources.

**World Business Council for Sustainable Development:
<http://www.wbcsd.ch/>**, A coalition of 125 international companies,
aims to develop closer cooperation among business, government and
organizations concerned with the environment. The website describes
programs and concepts that link a better environment to the principles
of economic growth.

#### IDEAS/CASE STUDIES

**\"The Hannover Principles: Design for Sustainability,\"** William
McDonough

> 1\. Insist on rights of humanity and nature to co-exist in a healthy,
> supportive, diverse and sustainable condition.
>
> 2\. Recognize interdependence. The elements of human design interact
> with and depend upon the natural world, with broad and diverse
> implications at every scale. Expand design considerations to
> recognizing even distant effects.
>
> 3\. Respect relationships between spirit and matter. Consider all
> aspects of human settlement including community, dwelling, industry
> and trade in terms of existing and evolving connections between
> spiritual and material consciousness.
>
> 4\. Accept responsibility for the consequences of design decisions
> upon human well-being, the viability of natural systems and their
> right to co-exist.
>
> 5\. Create safe objects of long-term value. Do not burden future
> generations with requirements for maintenance or vigilant
> administration of potential danger due to the careless creation of
> products, processes or standards.
>
> 6\. Eliminate the concept of waste. Evaluate and optimize the full
> life-cycle of products and processes, to approach the state of natural
> systems, in which there is no waste.
>
> 7\. Rely on natural energy flows. Human designs should, like the
> living world, derive their creative forces from perpetual solar
> income. Incorporate this energy efficiently and safely for responsible
> use.
>
> 8\. Understand the limitations of design. No human creation lasts
> forever and design does not solve all problems. Those who create and
> plan should practice humility in the face of nature. Treat nature as a
> model and mentor, not as an inconvenience to be evaded or controlled.
>
> 9\. Seek constant improvement by the sharing of knowledge. Encourage
> direct and open communication between colleagues, patrons,
> manufacturers and users to link long term sustainable considerations
> with ethical responsibility, and re-establish the integral
> relationship between natural processes and human activity.\"[^47]

**Natural Capitalism: Creating The Next Industrial Revolution**, Paul
Hawken, Amory Lovins, & L. Hunter Lovins

The economic advantage of green design extends throughout and beyond the
project's operating life, but it begins with the design, approvals, and
construction process. Integrative design may also initially appear to be
more costly, but that premium quickly vanishes as designers gain
experience with it, and it is more than offset by the savings on
hardware. Although many developers assume that green buildings must cost
more to build, green design can actually decrease construction costs,
chiefly by saving infrastructure expenses and by using passive heating
and cooling techniques that make most costly mechanical equipment
unnecessary. While efficient new buildings save around 70--90 percent of
traditional energy use, and often several percent in capital cost, they
offer three additional and even more valuable economic benefits:

-   Green projects typically sell or lease faster, and retain tenants
    better, because they combine superior amenity and comfort with lower
    operating costs and more competitive terms. The resulting gains in
    occupancies, rents, and residuals all enhance financial returns.

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-   The buildings' greater visual, thermal, and acoustic comfort creates
    a low-stress, high-performance environment that yields valuable
    gains in labor productivity, retail sales, and manufacturing quality
    and output. These improvements in turn create a key competitive
    advantage, and hence further improve real estate value and market
    performance.

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-   Better indoor air quality can improve health and productivity and
    reduce liability risks. The EPA estimates that building-related U.S.
    illnesses account for \$60 billion of annual productivity lost
    nationwide, and a wider study valued that loss as high as over \$400
    billion.

People are not simple, uniform entities that thrive in a box. They are,
rather, complex living organisms that evolved in and still function best
in a dynamic and diverse environment... Buildings that are alternately a
solar oven or a walk-in refrigerator, with discomfort and energy bills
to match, are coming to be seen as unacceptable.[^48]

**\"Mid-Course Correction:\"** Ray C. Anderson

**PEOPLE:**

***Customers:*** Provide honest information about the known
environmental impacts of your company and product. Share your
understanding of environmental issues and natural systems with
customers.

***Employees:***

[Culture]{.underline} - Encourage employees to question status quo and
take risks, that encourages life long learning, and engages the
creativity of all employees and associates.

[Understanding]{.underline} - Educate all employees on the corporate
sustainability vision, on basic environmental principles and workings of
natural systems, and create a mechanism for employees to share knowledge
on best practices.

[Involvement]{.underline} - Ask employees to give input into improving
environmental impacts of their job and \[what\] the company could do to
make their job more pleasant and them more productive\... Respect the
knowledge and intelligence of all employees.

***Suppliers:*** Share your corporate vision and internal framework for
sustainability with suppliers.

***Community:***

[Environmental Organizations and Government Programs]{.underline}:
Partner with environmental organizations. Participate in voluntary
government programs with the Environmental Protection Agency such as:
Green Lights, Energy Star Buildings and Climate Wise.

[Networking]{.underline}: Contact other companies with a similar vision,
share ideas. Work with local universities... Share your accomplishments
with others and multiply good practices through them...

[The Public]{.underline}: Develop auditing mechanisms open to public
disclosure. Make public statements in support of sustainability
principles... Sponsor community forums about local environmental issues.
Open facilities to local school children to learn about sustainability
and career opportunities.

***Management:***

[Corporate Strategy]{.underline} - Establish top management commitment
to long term environmental strategy. Establish corporate and divisional
sustainability vision statements... Gain certification in third party
assessed environmental management system such as ISO 14001 or BS 7750.
Create a process of managing all aspects of environmental stewardship.
Develop well-defined corporate values, goals, decision making and
response mechanisms. Evaluate product and service offerings for fit with
a sustainable society.

[Metrics]{.underline}: Measure all material and energy flows in physical
and monetary units. Develop managerial "Full Cost Accounting" system\...
Create internal "Green Taxes" to highlight most profitable enterprise
from total cost perspective.

[Incentive Plans]{.underline}: Give rewards for individuals or teams
with the best sustainability project. Tie monetary compensation to
achieving well-defined environmental goals. Recognize outstanding
commitment and progress toward sustainability.

[Keeping the enthusiasm]{.underline}: Set reasonable goals and always
celebrate your accomplishments. Learn through playing games. Develop a
sense of competition and pride. Bring in college interns to research
special projects to bring a fresh perspective...

**PRODUCT:**

***Design:*** Redesign products to use less raw materials while
delivering the same or greater value\... Design products to last
longer... to be repaired or selectively replaced when only a portion
wears out. Consider the entire life cycle of product, including how it
will be recovered and made into another useful product.

***Packaging:*** Design out all product packaging, (e.g. taco shell)...
Deliver products in bulk. Develop reusable packaging for work-in-process
materials\...

***Manufacturing:***

[Energy:]{.underline}

*Demand*: Reclaim waste heat... review all electric motor systems to
minimize installed horsepower and maximize motor efficiency. Design
pumping systems with big pipes and small motors.

*Source*: Research and adopt alternative energy sources consistent with
local surroundings, such as hydroelectric, bio-fuel, solar, wind power,
etc. Negotiate Green Energy contracts with utilities...

[Material:]{.underline} Adopt a zero waste mentality, design processes
to create no waste or scrap. Adopt a zero defect mentality, most
material defects become waste\... Take corrective action on quality
problems as far upstream as possible to minimize waste.

***Marketing:*** Commit to taking back your products at the end of their
lives. Rent only the service component of your products, e.g. warmth and
light not electricity. Be conscious of the extent and strategy of
external communications to avoid greenwash.

***Purchasing:***

[Work with Suppliers]{.underline}: Share your corporate purchasing
policy with all suppliers. Press suppliers to follow and document
sustainable practices, and favor those that do. Press suppliers to take
back packaging or not deliver it with the product. Buy services not
products... Include the waste and embodied energy used to produce raw
materials purchased from suppliers in your environmental footprint
analysis.

[Buy Sustainably:]{.underline} Establish a "Buy Sustainably" policy
stating the corporate goals on specific items when possible. Circulate a
list of recycled or environmentally friendly products to purchasing
staff. Set out clear guidelines to follow. Support training for
purchasing agents to understand the issues ... Share surpluses with
other offices by publishing a regular list.

**PLACE**

***Facility:***

[Design:]{.underline} Increase insulation in walls and doors. Design
HVAC and utility systems for maximum long-term flexibility and
efficiency, e.g. under floor delivery, personal control. Maximize use of
natural ventilation, heating and cooling. Give priority to pedestrians,
mass transit and cyclists instead of automobile drivers. Design with the
natural flows of the site in mind...

[Operations]{.underline}

*Energy*: Conduct an energy audit.... Replace old boilers with new high
efficiency units. Install properly sized variable speed motors/fans.
Install heat exchangers on building exhaust ducts. Preheat boiler
feedwater with waste heat\... Regularly maintain all HVAC systems\...
Plant trees to shade eastern and western windows and air conditioners.

*Lighting*: Redesign lighting to fit work processes\... Maximize use of
natural day lighting.

*Water*: Reuse water whenever possible\... Develop closed loops\...
Conduct water use audits\...

*Office:*

Paper: Use a recycled paper ... Scrutinize distribution lists\...
Maximize use of bulletin boards. \[Make\] double-sided coping is the
norm. Route magazines instead of getting separate copies... Communicate
via e-mail when possible and don't print your e-mail messages\...

***Electronics:*** Purchase only energy saving electronic equipment\...
Lease the service of high-end electronics instead of buying them\... Buy
copiers, printers and fax machines that have use refurbished parts and
toner cartridges.

***Maintenance:*** Invest in high quality maintenance to extend the life
and maximize the efficiency of systems. Use only nontoxic cleaning
compounds. Maximize use of all-purpose cleaners to reduce the number of
chemicals used and to minimize potential danger of mixing. Buy cleaners
in concentrated form that can be mixed at different strengths for
different purposes, reduce packaging and transportation... Provide
convenient and easy to understand recycling centers for common waste
products...

***Landscape*:** Leave as much habitat and vegetation as possible
undisturbed by construction... promote biological diversity. Design to
minimize impact on local environment. Compost organic matter. Mulch lawn
clippings...

***Transportation:***

[Product:]{.underline} ... Favor locally produced products\... Locate
facilities to minimize shipping distances to major market centers.

[People]{.underline}: Offset employee air travel with tree planting
through organization such as \'Trees for Travel™.\' Reduce number of
trips by consolidating business or through better planning. Buy
alternative fuel vehicles. Allow employees to telecommute or work
alternative hours. Offer rebates to employees who use alternative
transportation.... Offer public transportation passes.... Encourage
video conferencing.[^49]

**The Commonwealth of Australia\'s Department of Finance &
Administration (DOFA)**

In 1998, DOFA became the champion of Ecologically Sustainable
Development (ESD) in the Commonwealth. DOFA \'s environmental goals are
similar to ours, namely to improve energy efficiency, both in its own
operations and in the community as a whole, reduce the environmental
impacts arising from government operations, and reduce the financial
impacts of government operations.

Through ESD, DOFA has made the Federal Parliament Building a national
energy efficiency icon, reducing energy consumption and eliminating
waste; and located the Royal Australian Mint, Environment Australia and
the Australian Greenhouse Offices in renovated buildings that
dramatically reduced energy consumption, incorporating many energy
efficiency and waste minimization features.

DOFA has encountered barriers to the implementation of ESD similar to
those found here in the U.S.; limited awareness among agencies and their
suppliers and service providers, and the lack of organizational
commitment due to the perception that sustainability is outside of their
core asset and resource management functions. In addition, emphasis on
short-term costs, to the detriment of life-cycle performance, lack of
decision support tools and methodologies, and the lack of innovation by
industry contribute further to the problem. Finally, inherent resistance
to change, in the way that construction and property industries service
the government has also slowed progress.

A number of other agencies, including Agriculture, Forestry and
Fisheries Australia, and the Australian Bureau of Statistics, are
currently developing sustainability indicators. The department of
Environment and Heritage has developed hundreds of measures for
biodiversity, land, estuaries and the sea, inland waters, community and
local uses, atmosphere, human settlements, and natural and cultural
heritage.

**Aberdeen Proving Ground (APG), Aberdeen, MD** - Getting the Green Seal
of Approval

The Aberdeen Proving Ground (APG) is a U. S Army research and testing
facility in Aberdeen, Maryland that occupies more than 72,500 acres and
is comprised of 2,200 buildings housing more than 14 million square feet
of floor space. It has been used for military ordnance materiel and
chemical weapons design, research and testing since 1917.

Working with Green Seal, a nonprofit organization that sets
environmental standards for manufactured products, APG reviewed the
ingredients of over 2,200 paints used at the facility for
environmentally damaging contents such as heavy metals, dangerous
chemicals, and volatile organic compounds. Of the 2,200 paints from 13
manufacturers, 71 were identified as being the most environmentally
friendly, as well as costing less than the more unacceptable paints.
Because of the review, maintenance was not only made more
environmentally sound, but also simpler since there are fewer types of
paints to stock and track.

The benefits of this program were immediate. The Army was able to reduce
the average cost of paint by \$1.76 per gallon, providing ongoing
savings for every job. Indoor air quality has been improved, and
environmental damage, such as release of VOC\'s, has been reduced. Since
they have identified the most environmentally preferable paints, APG is
now able to restrict its purchases to these products and has added its
environmental standards to purchase orders for all future paints and
painting[^50].

**Inglewood Center, Largo, MD** - Smart Thinking and Practical Solutions

Inglewood Center consists of two Prince Georges County Government office
buildings that exhibited high rates of employee complaints and
absenteeism. Efforts to improve the situation included improvements to
the building\'s indoor air quality through a \"Green Housekeeping
Program\" that changed the type of cleaning products used, and provided
training for the janitorial staff on how to use the new products better
to clean more effectively. HVAC systems were also cleaned and balanced
as part of the on-going scheduled maintenance program. A second phase
has been budgeted to make improvements to the ventilation systems for
copier centers, kitchenettes, and janitors closets.

The first phase of the program, using less toxic cleaning elements in
the proper manner, has provided significant improvements in indoor air
quality, at little or no cost, by simply changing behavior, work
processes, and operation and maintenance procedures. Employee air
quality complaints and absenteeism have been reduced. Besides reducing
harmful environmental effects, the program has also improved the
labor/management relationship at the facility. Employees have taken
renewed interest in activities within the facility and now display more
\"ownership\" of the building. The program was so successful that the
County tried a pilot program in the public schools, with similarly
positive results. [^51]

**901 Cherry, Offices for Gap Inc., Sunnyvale, CA** - Reflecting the
Company\'s Values

Modeled from the ground up to reflect Gap\'s values, style, and
sensibilities, this office complex was designed by William McDonough +
Partners specifically to promote employee well-being. One of the two
most energy efficient office buildings in Northern California, 901
Cherry goes beyond eco-efficiency, to eco-effectiveness, through
features like an under-floor air system that can provide 100% outside
air, work stations located within 30 feet of an operable window or
landscaped atrium, and visual and physical connections to the outdoors.
The building's innovative roof, covered by native grasses and
wildflowers, provides thermal and acoustic insulation while protecting
the underlying structure. Gap estimates that the paybacks for energy
conserving features like the roof, daylighting, and the underfloor
cooling system, alone; will be from four to eight years.

The environment isn't the only benefactor of the building's
revolutionary design. The Gap expects a happier and more productive
corporate community with open workspace and a full-service fitness
center (including a swimming pool). One of the few remaining oak groves
in the area was preserved as the centerpiece of an open-air courtyard.
The building also features computer-activated lamps that gradually
replace fading light in the early evening and an air conditioning system
that stores cool night-time air beneath concrete floor slabs to be
released during the day. Workspaces are designed to respond to a
fast-moving company. Work settings are flexible and the underfloor
cabling and air system cheaply and quickly accommodate layout changes.
These amenities have already proved a significant asset in recruiting
and retaining employees in a highly competitive job market.[^52]

**City of San Diego Department of Environmental Services, San Diego,
CA** - \"Green and Within Budget\"

The City of San Diego\'s Environmental Services Department now occupies
a \"Green Building\" that simultaneously reduces energy consumption and
pollution and increases worker productivity. \"Ridgehaven,\" the
three-story, 73,000 square foot building, was renovated in cooperation
with San Diego Gas & Electric, The Electric Power Research Institute,
and Public Technology, Inc.

The project shows the capacity to develop a green building on a limited
budget. One example of the merging of environmental concerns with
budgetary issues was in the selection of carpeting. To ensure low VOC
emissions and high-recycled content, the City leased the carpet under an
\"evergreen lease,\" and made it an operational rather than a
construction cost. Under the lease, the carpet manufacturer will rotate,
maintain and replace the tiles. Existing doors, wall panels and hardware
were reused, and recycled content materials, such as counter tops and
lavatory doors made of recycled plastic were specified.

Other benefits include a 67 percent reduction in energy consumption; a
42 percent drop in water use, and improved indoor air quality that,
based on other studies, should increase worker productivity. Payback for
the energy efficient products used at Ridgehaven is less than four
years.[^53]

**Barney Memorial Hall, Denison University, Denison, OH** -
Environmental Principles Put Into Practice

This project shows that renovating and reusing an existing historic
facility can take advantage of an older building\'s affinity for the
surrounding environment and the energy embedded in the original
construction. The sustainable design process used integrated planning,
design, and construction strategies to achieve notable results.

By using an existing facility, resource consumption can be minimized. No
new land was cleared for development, and many of the original building
features, such as windows, hardwood floors, fixtures, and furniture,
were restored for reuse. The university collaborated with manufacturers
and distributors of environmentally innovative products. Permanent
displays were installed throughout the building and a web page was
established.

Demolition and construction waste from the renovation project was
recycled and reused as much as possible. Radiators, windows, ceiling
tiles, insulation, wallboard, and computers were taken to recycling
centers; and the original wood floors, doors, cabinets, shelves, slate
blackboards, and floor tiles were re-used. Recycled-content products
were specified for the project, including wallboard, carpet, ceiling and
floor tiles, furniture, and insulation. Special consideration was given
to the materials used in carpet, plywood, furniture, paints, finishes,
and adhesives to eliminate off-gassing. In addition, use of all cleaners
and office products containing toxic substances was restricted.

The existing transoms, skylights, and large windows, now fitted with new
light shelves, provided opportunities for using daylight to reduce
artificial lighting loads. The artificial lighting uses continuous
dimming circuits, occupancy sensors, and ultra-efficient fluorescent
lights with electronic ballasts to make it more energy efficient.
Provision has been made for future photovoltaic solar panel systems. New
high-efficiency natural gas boilers reduce fossil fuel consumption and
pollution associated with the inefficient, coal-fired central heating
plant.[^54]

**Building 33 Complex, Washington Navy Yard, Washington DC** - Historic
Building Reuse

The Building 33 complex houses the new headquarters for the Naval
Facilities Engineering Command (NAVFAC) and the Office of the Judge
Advocate General and the Naval Legal Services Command (OJAG/NLSC), which
moved from leased space in Alexandria, Virginia. In the first major move
of two headquarters commands into the Washington Navy Yard, about 400
people from NAVFAC and 130 from OJAG/NLSC moved to the Yard. The Sherman
R. Smoot Company of Columbus, Ohio constructed the \$21 million project;
and the architectural firm of Ewing Cole Cherry Brott of Philadelphia,
Pa, developed programming and preliminary designs.

Dating from 1855, building 33 was originally used by the Navy as a
manufacturing shop. In 1965, the building was converted to a supply
warehouse. To preserve the historic building\'s appearance, a
building-within-a-building was created, and the exterior facade
restored. The renovated complex has 156,000 square feet of modern office
space in keeping with the Navy Yard\'s century old practice of adaptive
reuse.

The green features of Building 33 include the use of triple glazing to
reduce heat transmission, the use of indirect/direct pendant light
fixtures to create a pleasant, glare-free work environment; reduced
chiller tonnage and the use of high-efficiency, variable speed motors on
all equipment to lower energy consumption. The design incorporates
recycled materials, natural lighting from skylights, automatically
controlled dimmers, and low water consuming fixtures.[^55]

**Federal Reserve Bank of Minneapolis, Minneapolis, MN** - Building for
Now, and the Future

The new Minneapolis Federal Reserve Bank was constructed with long-term
asset value in mind. Designed by HOK, and completed in 1998, the 618,000
SF structure minimizes its impact on the environment by emphasizing
energy conservation, low maintenance landscaping, water conservation,
indoor air quality, environmentally preferable materials selection, and
construction waste recycling.

An extremely tight exterior envelope was combined with increased natural
lighting. The majority of the windows are triple-glazed, with two low-E
films and argon gas fill. Lighting fixtures are high efficiency, many
with occupancy sensors. The facility has a connected load of 0.85
watts/SF and 0.65 watts/SF of projected actual lighting load, 74 percent
lower than the ASHRAE 90.1 target of 2.5 watts/SF maximum. Estimated net
annual energy consumption is less than 45,000 BTUs per square foot.

Project materials were selected based on source sustainability, the
amount of embodied energy in the material, the recycled content of the
product, its ability to be recycled, and its effect on indoor air
quality. This resulted in use of materials with enhanced durability, low
maintenance and from predominantly local sources. Exterior materials
include stone quarried less than 100 miles from the site and local
brick. Interior materials include low-VOC paints and adhesives,
formaldehyde-free wood products, and many with high-recycled content.
All wood used in the building is from certified sustainable sources.

About 70 of the construction waste materials were separated and recycled
with a decrease in construction costs. A salvage yard was created for
materials that could be re-used and not just recycled, such as waste
wood from formwork.[^56]

**SC Johnson Facility, Racine, WI** - A Sustainable Vision that Supports
the Organization

The new SC Johnson facility was designed to meet the company\'s
organizational needs, while setting a new standard for environmentally
responsible building. The design team integrated sustainability in the
project by establishing environmental objectives at the outset. At about
\$130/SF for the building, the facility cost 10-15 percent less than the
U.S. average for traditional office and lab buildings.

A low-maintenance site design incorporated a major regional drainage
system, discovered beneath the site, using constructed ponds and
wetlands to clean contaminated upstream runoff before release. Native
and drought tolerant plants, such as prairie grass and wild flowers,
were restored to the site, saving SC Johnson as much as \$2,000 per acre
in annual maintenance costs.

During construction, 86 tons of material waste, including metal, glass,
wood, cardboard, concrete, and drywall, were recycled. Material
suppliers were also required to take back pallets and packaging, and
they made scrap wood available for use by local residents.

Maximizing daylight was the most important influence on the building\'s
shape. A floor-to-floor height of 17 feet was required to accommodate
laboratory piping and ductwork, permitting the use of 14-foot high
ceilings in the office areas. On the southern side of the building,
large windows with light shelves draw natural light into office floors,
which are also lit from the central atrium skylight.

The building\'s raised floor is a \"charged plenum\" that supplies air
to each workstation through a Johnson Controls \"Personal Environmental
Module,\" allowing each person to individually control heating and
cooling at his or her workstation. Occupancy sensors shut the system off
when the individual leaves the space. Considerable first-cost savings
were realized, since the system reduced the HVAC capacity requirements
and required less ductwork.

Energy usage is 60 percent below the average for similar buildings, even
less than the projected gross annual energy consumption of 73,000
BTU/SF. This reduced energy consumption will save SC Johnson nearly
\$100,000 per year. [^57]

(COVER - DESIGN BY OTHERS)

![](media/image3.wmf){width="1.4305555555555556in"
height="2.6527777777777777in"}

[^1]: [Footnotes]{.underline}

    ^?^ Executive Order 13123, \"Greening the Government Through
    Efficient Energy Management,\" June 3, 1999.

[^2]: Pursuant to EO 13123, Sec. 40 3 (d) Sustainable Building Design.
    DOD and GSA (PBS), in consultation with DOE and EPA, developed
    sustainable design principles.

[^3]: Theodore Roosevelt, \"The New Nationalism\" Speech, Osawatomie,
    Kansas, August 31, 1910. From website,
    [[http://civnet.org/resoures/teach/basic/part5/31.htm]{.underline}](http://civnet.org/resoures/teach/basic/part5/31.htm),
    January 19, 2000.

[^4]: William McDonough, The Hannover Principles: Design for
    Sustainability, 5th Ed., 1992,
    [[http://www.virginia.edu/\~arch/pub/hannover_list.html]{.underline}](http://www.virginia.edu/~arch/pub/hannover_list.html),
    January 19, 2000, p.8.

[^5]: William McDonough and Michael Braungart, \" The NEXT Industrial
    Revolution,\" The Atlantic Monthly, October 1998.

[^6]: See WBCSD website for case studies and discussion,
    [http://www.wbcsd.ch/eedata/eecshome.htm]{.underline}, March 20,
    2000.

[^7]: William McDonough and Michael Braungart, \" The NEXT Industrial
    Revolution.\"

[^8]: United Nations\' World Commission on Environment and Development,
    the \"Brundtland Commission,\" 1983.

[^9]: William McDonough, The Hannover Principles, pp. 8-9.

[^10]: From the Whole Building Design Guide,
    <http://www.wbdg.org/sustainability/index.htm>, March 1, 2000.

[^11]: Sustainable Planning, A Multi-Service Assessment, Feasibility
    Study for Implementing Sustainable Development Concepts and
    Principles into the Army, Navy, Air Force and Marine Corps Land and
    Facilities Planning Processes and Programs, 1999, p. 21.

[^12]: Ibid. p. 46.

[^13]: National Park Service website,
    [[http://www.nps.gov/dsc/dsgncnstr/gpsd/ch1.html]{.underline}](http://www.nps.gov/dsc/dsgncnstr/gpsd/ch1.html),
    January 19, 2000.

[^14]: Environmental Protection Agency, Office of Pollution Prevention
    and Toxics, website,
    [[http://www.epa.gov/opperspd/epp/7gp.html]{.underline}](http://www.epa.gov/opperspd/epp/7gp.html),
    January 19, 2000.

[^15]: World Business Council for Sustainable Development website,
    Definitions,
    [[http://194.209.71.99/aboutdfn.htm#ps]{.underline}](http://194.209.71.99/aboutdfn.htm)
    , January 19, 2000.

[^16]: Adrian Bejan and J. A. Jones, \"A Cure For Sick Buildings,\" The
    Cornell Theory Center,
    <http://www.tc.cornell.edu/er/sci93/dis04sickb/dis04sickb.html>,
    January 19, 2000.

[^17]: Adrian Bejan and J. A. Jones, \"A Cure for Sick Buildings.\"
    January 19, 2000.

[^18]: Adapted from \"The Next Bottom Line: Making Sustainable
    Development Tangible,\" by Matt Arnold and Rob Day (WRI, 1998),\" in
    \"An Agenda for Business: Practical Business Tools for the Next
    Bottom Line.\" Special Advertising Section, [Business
    Week]{.underline}, May 3, 1999, unpaginated.

[^19]: From the 1997 *Interface Sustainability Report*, quoted in
    Natural Capitalism: Creating The Next Industrial Revolution, Paul
    Hawken, Amory Lovins, & L. Hunter Lovins, 1999) Little Brown &
    Company; ISBN: 0316353167,
    [http://www.naturalcapitalism.org/sitepages/pid5.asp]{.underline}.
    page 169

[^20]: Mathis Wackernagel and William Rees, Our Ecological Footprint;
    Reducing Human Impact on the Earth, (Gabriola Island, BC. New
    Society Publishers, 1996) p. 89.

[^21]: William Clay Ford, Jr., \"What\'s in a Name?\" <Green@work>
    Magazine, January/February 2000, pp. 17, 22.

[^22]: Hawken et al, [Natural Capitalism]{.underline}. pp. 86-87

[^23]: William McDonough, Keynote Address To The Garden Club Of America,
    Annual Meeting, Williamsburg, VA, April 28, 1998,
    [http://minerva.acc.virginia.edu/\~sustain/]{.underline}. Used with
    permission.

[^24]: Hawken et al, [Natural Capitalism]{.underline}. P. 135

[^25]: William McDonough, \"Design, Ecology, Ethics and the Making of
    Things: A Centennial Sermon,\" delivered at The Cathedral of St.
    John the Divine in New York City, February 7, 1993,
    http://minerva.acc.virginia.edu/\~sustain/. Used with permission.

[^26]: [The Integrated Workplace: A Comprehensive Approach to Developing
    Workspace]{.underline}, May 1999, GSA Office of Governmentwide
    Policy, Office of Real Property,
    [http://policyworks.gov/org/main/mp/library/policydocs/agiwp.htm]{.underline}.

[^27]: Heerwagen, Judith H., "Design, Productivity and Well Being: What
    are the Links?" Battelle/Pacific Northwest National Laboratory,
    Seattle, Washington. Paper presented at the American Institute of
    Architects Conference on Highly Effective Facilities, Cincinnati,
    Ohio, March 1998.

[^28]: [Guidelines for Creating High-Performance Green
    Buildings]{.underline}, 1999, Commonwealth of Pennsylvania,
    Pennsylvania Department of Environmental Protection, p. D17.

[^29]: Paul Hawken et al, [Natural Capitalism]{.underline}, pp. 86-87

[^30]: Bill O\'Dell, AIA, HOK Architects, \"A Sustainable Design
    Process\", EnvironDesign3 Conference, Baltimore, MD, April 29 - May
    1, 1999.

[^31]: See <http://www.usgbc.org/aboutus/index.htm>, for a listing of
    USGBC members, including designers, or
    [http://www.aiaaccess.com/,]{.underline} the AIA architect finder
    website.

[^32]: Adapted from the HOK Website,
    [[http://www.hok.com/sustainabledesign/]{.underline}](http://www.hok.com/sustainabledesign/),
    January 19, 2000.

[^33]: **PLETSUS:** **P**ractices **LE**ading **T**oward
    **SUS**tainability**,** Adapted from Interface website:
    [[http://216.1.140.49/us/company/sustainability/pletsus.asp]{.underline}](http://216.1.140.49/us/company/sustainability/pletsus.asp)).
    See Ideas/Case Studies.

[^34]: Andrew L. Ullman and James A. Fava, \"Sustainable Development
    Makes Good Business Sense,\" 1995, Roy F. Weston, Inc., website
    article,
    [[http://aswc7/rfweston/publications/sdarticles/goodsense.htm]{.underline}](http://www.rfweston.com/),
    <webmaster@rfweston.com>.

[^35]: Charles Fenyves, \"An A-List Of Native Trees For Landscaping \"
    *The Washington Post*, Thursday, October 28, 1999; Page T21. \"Trees
    That Survive The Driest Seasons,\" *The Washington Post*, Thursday,
    September 9, 1999, Page T21.

[^36]: NEPA\'s Forty Most Asked Questions, National Environmental
    Protection Act (NEPA), Environmental Resource Library (ERL),
    <http://ceq.eh.doe.gov/nepa/regs/40/20-29.HTM#20>, January 19, 2000.

[^37]: Stephan Schmidheiny. Changing Course: A Global Business
    Perspective on Development and the Environment. Quoted on p.82, The
    MIT Press: Cambridge, Massachusetts, 1992.

[^38]: Sustainable Planning, A Multi-Service Assessment, Feasibility
    Study for Implementing Sustainable Development Concepts and
    Principles into the Army, Navy, Air Force and Marine Corps Land and
    Facilities Planning Processes and Programs, 1999, p. 80.

[^39]: Executive Order 13123, June 19, 1999.

[^40]: Naval Facilities Engineering Command Planning And Design Policy
    Statement - 98-03, Procurement Of Sustainable Facilities And
    Infrastructure Through Architect-Engineer (A-E) And Related
    Contracts, 18 June 1998.

[^41]: Mark Hughes presentation at the Fourth Annual USGBC Federal
    Government Summit, Washington DC, March 30, 2000.

[^42]: PBS Heartland Region, December 16, 1999,
    http://www.gsa.gov/planetgsa/heartlandbuildgreenplan.html.

[^43]: U.S. Green Building Council, LEED ™, \"Leadership in Energy and
    Environmental Design\" Green Building Rating System, 1999,
    info@usgbc.org.

[^44]: Ans Kolk, \"Green Reporting,\" Harvard Business Review, 1/1/00,
    pp. 15-16.

[^45]: Matthew Goldman, PE, Roy F. Weston, Inc., \"Integrating
    Environmental Management Into Business Functions,\" A&WMA
    Conference, June 1999.

[^46]: Jon Pepper, \"Environmental architect to lead Rouge makeover:
    Goal: Plant in tune with nature, profit,\" *The Detroit News*,
    October 12, 1999.

[^47]: William McDonough, The Hannover Principles: Design for
    Sustainability, 5th Ed., 1992,
    [[http://www.virginia.edu/\~arch/pub/hannover_list.html]{.underline}](http://www.virginia.edu/~arch/pub/hannover_list.html),
    January 19, 2000, p.8.

[^48]: Natural Capitalism: Creating The Next Industrial Revolution, Paul
    Hawken, Amory Lovins, & L. Hunter Lovins, 1999) Little Brown &
    Company, ISBN: 0316353167,
    http://www.naturalcapitalism.org/sitepages/pid5.asp.

[^49]: **PLETSUS:** **P**ractices **LE**ading **T**oward
    **SUS**tainability**,** Adapted from Interface website:
    [[http://216.1.140.49/us/company/sustainability/pletsus.asp]{.underline}](http://216.1.140.49/us/company/sustainability/pletsus.asp)).

[^50]: Robert Solyan, Editor, Environmentally Preferable Paints Minimize
    Harm, Maximize Savings: An Aberdeen Proving Ground Study, April
    1999, Pollution Prevention Program Manager, Directorate of Safety,
    Health and Environment, Building 4603, 3 Floor, Wing B, Aberdeen
    Proving Ground, MD 21005-5001,
    <http://www.greenseal.org/paint-pdf.htm>, March 9, 2000.

[^51]: C. Denise Bowles, Occupational Safety and Health Engineer,
    American Federation of State, County and Municipal Employees
    International (AFSCME) presentation at the National Town Meeting for
    a Sustainable America Detroit, Michigan and Points Across America,
    May 2-5, 1999.

[^52]: The 1998 Business Week/ Architectural Record Award,
    <http://www.e-architect.com/media/business_week/1998/gap.asp>

[^53]: Information provided by City of San Diego Environmental Services
    Department website
    <http://www.ci.san-diego.ca.us/environmental-services/ridgehaven.shtml>
    March 10, 2000.

[^54]: \"Denison University, Barney Green Renovation, Granville, Ohio
    (Project Status: Fall 1999). National Wildlife Federation Website,
    <http://www.nwf.org/nwf/campus/yearbooks/yb99/yrbkdenison.htm>,
    January 19, 2000.

[^55]: \"NAVFAC\'s New Home, Building 33 in the Washington Navy Yard,\"
    December 1998, Naval Facilities Engineering Command, Washington, DC.

[^56]: Federal Reserve Bank of Minneapolis Headquarters and Operations
    Center, from the HOK Website,
    [[http://www.hok.com/sustainabledesign/casestudies/frb.html]{.underline}](http://www.hok.com/sustainabledesign/),
    January 19, 2000.

[^57]: SC Johnson Headquarters, from the HOK Website,
    [http://www.hok.com/sustainabledesign/casestudies/frb.html](http://www.hok.com/sustainabledesign/),
    January 3, 2000.