Practical Strategies in Green Buildings, Existing Offices

PRACTICAL STRATEGIESin Green Building

EXISTING OFFICES

What is LEED?LEED is a voluntary, third-party green building certi cation program that rates buildings in their use of strategies aimed

at improving environmental and human health. LEED-certi ed buildings have implemented strategies intended to reduce

building operating costs, resource consumption, water and energy use. LEED buildings are designed, built and operated to

cut CO2 emissions while encouraging strategies to help create healthier indoor environmental quality. As new technologies

emerge, policies change and the built environment evolves, LEED will respond through an ongoing, consensus-based

re nement process. Developed by the U.S. Green Building Council (USGBC), a non-pro t organization of leaders and

experts from across the building continuum, LEED provides tenants, building owners and operators a concise framework for

identifying and implementing practical and measurable design, construction, operations and maintenance solutions.

LEED for Existing Buildings: Operations & MaintenanceThe LEED for Existing Buildings: Operations & Maintenance (LEED EB: O&M) rating system was developed

to provide a benchmark for building owners and operators to measure operations, improvements and mainte-

nance on a consistent scale, with the goal of maximizing operational e ciency while minimizing environmen-

tal impacts of existing buildings. The development of LEED follows an open, consensus-based process. The

LEED for Existing Buildings: Operations & Maintenance development process was led by a LEED commit-

tee made up of a diverse group of practitioners and experts representing a cross-section of the building and

facilities maintenance industries. USGBCs consensus-based process includes a balanced and transparent

committee structure, technical advisory groups that ensure scienti c consistency and rigor, opportunities for

stakeholder comment and review, member ballot of new rating systems, and a fair and open appeals process.

The result is a rating system that focuses on the ongoing operations and maintenance of existing buildings

which measures how well a building performs across all the metrics that matter most: energy savings, water

e ciency, CO2 reduction, improved indoor environmental quality, stewardship of resources, and sensitivity

to the buildings impacts.

LEED for Existing Buildings: Operations & Maintenance provides the framework necessary to implement

sustainable operations and maintenance practices in new and old buildings. Buildings certi ed under design

and construction rating systems, such as LEED for New Construction, LEED for Core & Shell, and LEED for

Schools, are using LEED for Existing Buildings: Operations & Maintenance to maximize their investment

by continuing to commit to greening their real estate through e ciently maintaining and operating their

assets. Speci cally, the LEED for Existing Buildings: Operations & Maintenance rating system addresses site

maintenance programs, water and energy use, environmentally preferred products and practices for cleaning,

sustainable purchasing policies, waste management and ongoing indoor environmental quality. Simply put,

the rating system provides a clear entry point for any building that is seeking to reduce operating expenses and

pursue a green strategy in tandem.

How to Use This Tool Practical Strategies for Existing O ces provides o ce owners and managers with examples of green strate-

gies that have obtained LEED certi cation. Created from survey feedback from certi ed projects, the infor-

mation contained within should help project teams and real estate executives better understand the types of

strategies, investments and bene ts associated with LEED EB: O&M projects. The strategies are only a sample

of possible approaches to LEED projects and should be considered a showcase piece that highlights smart and

sensible choices from the projects surveyed.

OrganizationThis resource is organized the same way that the LEED rating systems are structured. Each of the six credit

categories within LEED has a separate section that includes four di erent examples of LEED strategies

utilized and the associated credits or prerequisites. Some strategies highlighted may be enough to meet LEED

credit requirements, while others will just be part of the overall approach to integrated credits such as water

or energy reduction.

Sustainable Sites

Water Ef ciency

Energy and Atmosphere

Materials and Resources

Indoor Environmental Quality

Innovation in Operations

Rating system checklists for the balloted version of the LEED for Existing Buildings: Operations and Mainte-

nance rating system can be found at the back of this booklet. This can help you get a better understanding of

the overall structure of the LEED for Existing Buildings: Operations and Maintenance rating system, includ-

ing the prerequisites and the optional credits that lead a project to certi cation.

Certi cation AwardsThe LEED certi cation system is a exible framework that allows project teams to decide which sustainable

strategies to pursue based on the speci cs of a particular project. LEED requires all projects to meet cer-

tain prerequisites, and project teams choose which optional credits to pursue for additional points toward

certi cation. Of the 100 points available in the LEED rating systems, at least 40 must be earned for base-level

certi cation.

Prerequisites are technical requirements within LEED that must be completed in order to be considered for certification. All prerequisites must be met in order for a project to become

LEED certified.

Credits are optional sets of requirements tied to a point value. To achieve certification you need to achieve at least 40% of the available points.

LEARN MOREwww.usgbc.org/EBOM to view the EB: O&M rating system.

www.usgbc.org/store to purchase a Reference Guide.

www.usgbc.org/webinars to register for archived LEED EB: O&M Webinar Series.

www.usgbc.org/resources to download EB: O&M project pro les.

www.usgbc.org/research to learn more about high-performance buildings.

SUSTAINABLE SITES

4

Exterior and Hardscape Management

Implement a Comprehensive Exterior and Hardscape Management PlanBuilding Exterior and Hardscape Management Plan: SSc2

Landscape Management

Implement a Comprehensive Landscape Management PlanIntegrated Pest Management, Erosion Control, and Landscape Management Plan: SSc3

As an organization, CTA, Inc., continually strives to green its buildings. So when it came time for the project team to institute an outdoor pest-management and hardscape plan, management wanted

to ensure the least amount of environmental impact possible. The team

worked with a landscape contractor to create a practical and site-speci c

plan that adjusts the watering times of plants based on site-speci c

information regarding rain, wind and temperature, introduces predatory

insect species, uses local organic compost as an alternative to chemical

fertilizers, and uses insect pheromone traps to e ectively manage the pest

population without harmful chemicals.

Building management at Symantecs Spring eld facility employs a comprehensive hardscape management plan to ensure that the building exterior remains clean with minimal impact on the environ-

ment. Aspects of the plan include: using a vinegar and water solution to

clean windows, mulching grass clippings, electric-powered maintenance

equipment, low-VOC exterior paints and sealants, an e cient irrigation

system, organic fertilizers, an integrated pest management program, and

environmentally sensitive outdoor construction practices accompanied

by erosion-prevention standards.

SYMANTEC SPRINGFIELDSPRINGFIELD, OREGON

Creating our integrated plan required a hands-on investigation of site-speci c problems and opportunities. The result of this investigation was an understanding that to truly reduce our

environmental impact required an ever evolving approach that service providers and owners understand and execute together -

Dayton Rush, CTA, Inc.

CTA BILLINGS OFFICEBILLINGS, MONTANA

5Alternative Transportation

Encourage Tenants to Use Alternative Means of TransportationAlternative Commuting Transportation: SSc4

Urban Heat Island

Use Covered Parking with Re ective Roo ng MaterialsHeat Island Reduction Non-Roof: SSc7.1Optimize Energy Ef ciency Performance: EAc1

5055 WILSHIRELOS ANGELES, CALIFORNIA

By having a parking garage integrated into the main building, 5055 Wilshire was able to achieve LEED for Existing Buildings: Opera-tions & Maintenance credits for reducing its urban heat island e ect. The

project was designed to provide covered parking for 92% of all parking

spaces, thereby reducing the amount of heat absorbed and radiated by the

pavement, cooling the environment around the building. A separate four-

story parking structure was utilized to complement the seven stories of

parking incorporated into the o ce tower. The roof of the parking deck is

covered with a light gravel material, which has an SRI value of 37.

One Potomac Yard, home of the Environmental Protection Agency, o ers many alternative transportation options to limit the envi-ronmental impact of employees commutes. From subsidizing the use of

public transportation to o ering housing vouchers for employees living

close by, the incentives for using alternative modes of transportation are

numerous. Secured bike parking, lockers and showers are provided. Also

provided are air pumps for tires and bulletin boards to promote commu-

nity activities. Carpoolers receive a 25% discount on parking, van pools

park for free, and there are charging stations for electric cars. By educat-

ing and incentivizing employees, management has gotten over 60% of

employees to use alternative forms of transportation, not including those

who bike and carpool.

Maintenance of a buildings site is a fundamental component of comprehensive, sustainable building operations. The Sustainable Sites credit category encourages building management practices which minimize a buildings impact on ecosystems and waterways, regionally appropriate landscaping, rewards smart transportation choices, controls stormwater runo , and reduces erosion, light pollution, heat island e ect and site maintenance-related pollution.

6We were pleasantly surprised at how much improvement could be made with minimal investment, and a great

economic payback. We are grati ed that our e orts can set an example of civic and environmental responsibility as a

landmark building in downtown Atlanta. Shannon Westberg, Harbor Group Management Inc.

Efficient Fixtures

Install Low Flow Fixtures and Rain Gauge MonitorsMinimum Indoor Plumbing Fixture and Fitting Ef ciency: WEp1Additional Indoor Plumbing Fixture and Fitting Ef ciency: WEc2

FBI REGIONAL OFFICECHICAGO, ILLINOIS

Native Landscaping

Reduce Irrigation Needs by Planting Native SpeciesWater Ef cient Landscaping: WEc3

When the CTA Group renovated this 100-year-old building, land-scaping was added to what was originally an urban site. When it came time to go for LEED certi cation, however, management knew it

would take a multi-faceted approach in order to reduce potable water us-

age for landscaping by over 50%. To accomplish this, native and drought-

resistant vegetation was planted to limit water used for irrigation. In

addition, sprinkler heads were replaced with high-e ciency rotators and

a weather station with moisture sensors was installed to further moni-

tor and reduce irrigation demand. These e orts resulted in a 51% drop in

potable water usage and with a payback of 2.5 years.

In a focused e ort to reduce annual water use, the building manage-ment team at the FBI Regional O ce was pleased to achieve a high return on investment after installing low ow valves in all urinals, low-

ow shower heads, and an updated rain gauge moisture sensor on their ir-

rigation system. These changes resulted in a reduction of over 3,000,000

gallons of water usage per year, or 43% of total water usage. The cost of

implementing these simple changes was less than $5,000 and provided a

simple payback of less than eight months.

WATER EFFICIENCY

CTA BILLINGSBILLINGS, MONTANA

7

Chemical Management

Minimize Potable Water Usage for Cooling Tower Chemical TreatmentWater Performance Measurement, Submetering: WEc1.2Cooling Tower Water Management, Chemical Management: WEc4.1

Water Reclamation

Install a Condensate Reclamation SystemAdditional Indoor Plumbing Fixture and Fitting Ef ciency: WEc2Cooling Tower Water Management, Nonpotable Water Source Use: WEc4.2

Designed in 1913 as one of Atlantas rst skyscrapers, this historical building achieved certi cation under LEED for Existing Build-ings: Operations & Maintenance in May 2009. The Hurt Building has

implemented water e ciency strategies that reduce their overall water

consumption by 40%. By adding a new condensate reclamation system

on a pre-existing storm water reclamation system, water collected from

the humidity in the air is deposited into the cooling tower basin, reduc-

ing the amount of city water needed. Combining this strategy with the

installation of e cient restroom xtures allowed management to capture

signi cant water savings and recoup their investment in only six months.

In the case of Park Tower, the installation of a water meter for their cooling tower allowed them to reap an unexpected nancial gain. Management originally intended to use the water meter as a means of

managing the cooling water triangle (a balance of corrosion, microbi-

ology and water fouling) to feed the right chemical at the right amount

while maximizing cycles of concentration to minimize water and chemi-

cal usage. Through the use of the meter, however, management was also

able to negotiate lower sewage conveyance fees by proving to the utility

how much water was lost to evaporation as opposed to drained back into

the sewer system after water treatment was completed.

Buildings are major users of our potable water supply. The goal of the Water E ciency credit category is to encourage smarter use of water, inside and out. Water reduction is typically achieved through more e cient appliances, xtures and ttings inside and water-wise landscaping outside.

PARK TOWERDENVER COLORADO

8Enhanced Commissioning

Institute a Building Commissioning PlanOptimize Energy Ef ciency Performance: EAc1Existing Building Commissioning Investigation and Analysis,Implementation, Ongoing Commissioning: EAc2.1, EAc2.2, EAc2.3

Performance Measurement

Measure Energy Performance Through the Use of Building Automation SystemsOptimize Energy Ef ciency Performance: EAc1Performance Measurement - Building Automation System: EAc3

When the project team at One Washingtonian Center upgraded the buildings existing automation system, they were able to capture e ciencies in unexpected ways. Through the use of the system,

the project team noticed that the start and stop times for occupancy-

based systems like HVAC and ventilation did not match up with the

actual occupancy times of the building. By using the automation system,

management was able to adjust the times the building systems started and

stopped, thereby using less energy and reducing the operating expenses of

the building itself, while still providing a comfortable working environ-

ment.

An important goal for the project team was to increase the buildings Energy Star rating while lowering utility costs. The team achieved an Energy Star score of 95 by developing and implementing a building

commissioning plan that included investigation and analysis coupled

with ongoing observation and reporting of energy usage. For instance, the

commissioning process identi ed several temperature sensors within the

building that were reporting higher than actual temperatures. By recali-

brating the temperature sensors, the team removed unnecessary strain

from the HVAC system, increasing overall e ciency and lowering

utility expenses.

ENERGY & ATMOSPHEREThis facility already had an Energy Star score of 78 after the

rst 12 months of operations. Then, with expanded focus and a continuous commissioning program built into the preventative

maintenance platform, performance continued to improve steadily. The building now has an Energy Star score of a 95.

Rick Pospisil, USAA Real Estate Company

FBI REGIONAL OFFICECHICAGO, ILLINOIS

ONE WASHINGTONIAN CENTER GAITHERSBURG, MARYLAND

9Manage Refrigerant Use

Eliminate Ozone Depleting Chemicals from Cooling SystemsEnhanced Refrigerant Management: EAc5

Report Building Emissions

Use Available Means to Understand Your Buildings EmissionsEmissions Reduction Reporting: EAc6

In order to track and report a buildings emissions, properties may choose to purchase an expensive energy-monitoring dashboard; how-ever, when the team at 520 Madison decided to track their buildings emis-

sions, they realized it could be done through the practical application of

existing tools. Building engineers are now required to perform a monthly

utility bill analysis that tracks energy usage, costs and budget numbers.

Property management also uses an in-house platform that provides info

on a per-BTU basis, allowing them to compare usage among buildings.

Lastly, by using the Energy Star Portfolio Manager, management is able to

combine all three tools to catch any variances, adjust operating param-

eters and identify potential opportunities for increased e ciency.

As an organization, Transwestern has pledged to eliminate the use of CFCs in all of its managed properties, without installing all-new, often expensive, equipment. In MacArthur Plaza, rather than replace

15-year-old chillers, the project team hired a service technician to retro t

the existing chillers to run on HFCs, which break up at low altitudes in the

atmosphere (before interacting with the ozone layer), instead of HCFCs

(a less-damaging but still ozone-depleting form of CFC) with no loss in

performance or e ciency. By choosing to retro t existing systems, the

project team was able to further Transwesterns environmental mission

while minimizing capital expenditures.

According to the U.S. Department of Energy, buildings use 39% of the energy and 74% of the electricity produced each year in the United States. The Energy and Atmosphere credit category encourages a wide variety of energy strategies: commissioning; energy use monitoring; e cient design and construction; e cient appliances, systems and lighting; the use of renewable and clean sources of energy, generated on-site or o -site; and other innovative practices.

520 MADISONNEW YORK, NEW YORK

MACARTHUR PLAZAIRVING, TEXAS

The key is to be proactive and upfront with your contractors. Tell them what you need and why. Include

green specs in the bid process and all green premiums start to become minimal, if any.

Tom Scarola, Tishman Speyer

10

MATERIALS AND RESOURCES

Sustainable Purchasing

Purchase Reduced Mercury Lamps Sustainable Purchasing Reduced Mercury in Lamps: MRc4

Understand Your Buildings Waste Stream

Institute a Policy to Effectively Manage the Waste StreamSolid Waste Management Policy: MRp1Waste Stream Audit: MRc6

To fully understand and analyze waste production patterns at the Columbia Center, the project team instituted operational as well as educational measures to encourage and facilitate recycling. The measures

have allowed the project team to identify areas of improvement within the

recycling program and implement revisions to correct such de ciencies.

For example, during an initial audit of the buildings waste stream, the

project team noticed that many tenants were unaware of the comingled

recycling program, which collects mixed recyclables in one container. As a

result, Columbia Center held a Trash and Recycling workshop to educate

tenants about what can and cannot be recycled, and how recyclables are

to be collected.

During its pursuit of greater energy e ciency, the project team for the Colorado State Capitol took the opportunity to further lessen their environmental impact in another way. By selecting high-e ciency

low-mercury T8 and compact uorescent bulbs to replace the old T12

lamps, building management was able to signi cantly reduce the amount

of mercury entering the waste stream from discarded lamps. The selec-

tion of low-mercury lamps did not diminish the 377,000 kWh/year energy

savings of this retro t.

COLORADO STATE CAPITOL DENVER, COLORADO

COLUMBIA CENTERSAN DIEGO, CALIFORNIA

11

Recycle Durable Goods

Track and Recycle Durable Goods Solid Waste Management, Durable Goods: MRc8

Manage Waste from Tenant Space Alterations

Divert Waste Created from Interior ConstructionFacility Alterations and Additions: MRc9

Sometimes, sustainability can be as simple as taking advantage of the resources that are already in place. Construction recycling in New York City has already become standard practice for most every con-

tractor, due to its cost e ectiveness. By being proactive and including

measures for recycling in the construction bid process, the 520 Madison

Project team was able to satisfy the credit requirement and divert over

70% of construction waste from land lls for zero cost premium. The

Project Team also supplies a Tenant Construction Guide which contains

build-out criteria so as to facilitate the recycling of construction waste

through the standardization of products and processes, further simplify-

ing their recycling plan.

When the project team for the Wrigley Global Innovation Center evaluated the buildings recycling program, they discovered that with a few simple tweaks and proper employee education, the criteria for

on-going consumables recycling could be satis ed. One good that has been

creatively recycled is something called Cow-Chow. The Wrigley Global

Innovation Center tests and develops gum and, as a result, produces a large

amount of by-product that cannot be packaged or consumed. The gum

is collected and recycled by being incorporated into cow feed, hence the

name Cow-Chow. Combined with educating the custodial sta on the ap-

propriate places to put recyclable goods, management was able to recycle

more than the 75% durable goods threshold outlined in this credit.

During both construction and operations, buildings generate a lot of waste and use a lot of materials and resources. This credit category encourages the selection of sustainable materials, including those that are harvested and manufactured locally, contain high recycled content, and are rapidly renewable. It also promotes the reduction of waste through building and material reuse, construction waste management, as well as ongoing recycling programs.

WRIGLEY GLOBAL INNOVATION CENTER CHICAGO, ILLINOIS

INDOOR ENVIRONMENTAL QUALITY

We continually aim to improve our environmental performance by educating, training and motivating custodial

sta to work in an environmentally responsible manner, conserving energy, water and other resources while still

providing a clean and sanitary environment. John F. Brand, SENTRE Partners, Inc.,

12

Outdoor Air

Monitor Incoming Building AirIndoor Air Quality Best Management Practices, Outdoor AirDelivery Monitoring: EQc1.2

Green Cleaning

Institute a Green Cleaning PolicyHigh Performance Cleaning Program: EQc3.1

By implementing a high-performance green cleaning program, the Columbia Center was able to maintain a clean working environment while minimizing the building occupants exposure to harmful chemicals.

Critical elements of this program include the use of cleaning products

that meet Green Seal Standard GS-37, products with low volatile organic

compound (VOC) levels whenever applicable, and products with high

post-consumer recycled content. Columbia Center also provides and

makes available an occupant feedback form enabling occupants to make

suggestions for improvement. Best of all, due to a previous relationship

with the vendor and the advantage of purchasing cleaning supplies in

bulk, implementing the program was cost neutral.

For the 1800 West Loop project team, installing an air ow measuring station on the buildings outdoor air intake fan was about more than just ensuring they met the ventilation requirements needed for certi ca-

tion. The project team found added value in the installation by making

sure that too much air wasnt brought into the building, which would

waste energy and money, as well as ensuring proper ventilation rates. By

using the air ow measuring station, the project team is able to oper-

ate the buildings ventilation system at peak e ciency at all times while

ensuring that building occupants have healthy air to breathe.

1800 WEST LOOP SOUTHHOUSTON, TEXAS

COLUMBIA CENTERSAN DIEGO, CALIFORNIA

13

Effective Cleaning

Ensure your Green Cleaning Policy Works as DesignedCustodial Effectiveness Assessment: EQc3.2, EQc3.3

Pest Management

Effectively Manage the Pests without Harming OccupantsIndoor Integrated Pest Management: EQc3.6

When establishing an indoor integrated pest-management solu-tion, the project teams goal for the Hurt building was to mini-mize the occupants exposure to harmful chemicals while still providing

a pest-free work space. By working with an existing vendor, management

was able to incorporate preventative measures, such as habitat altera-

tion to remove or reduce pest harborages, as well as institute the usage of

less- or non-toxic chemicals and UV bug traps. The strong collaborative

relationship with the vendor enabled the team to make this transition at

no additional cost.

After instituting a custodial e ectiveness auditing program in the Wrigley Global Innovation Center, the project team soon discov-ered that the program did more than ensure cleaning is done correctly, it

allowed for the discovery of speci c issues and who or what was respon-

sible. The resulting system required the custodial company to work

closely with another key vendor, reducing confusion and simplifying any

necessary problem solving. In addition, by conducting the cleaning audit

at the beginning of the requisite EB performance period, any identi ed

problems were solved once the performance period was completed. By

maintaining the cleaning auditing program, building management is able

to ensure a clean and chemical-free environment for building tenants.

The U.S. Environmental Protection Agency estimates that Americans spend about 90% of their day indoors, where the air quality can be signi cantly worse than outside. The Indoor Environmental Quality credit category promotes strategies that can improve indoor air through low emitting materials selection and increased ventilation as well as promoting access to natural daylight and views.

WRIGLEY GLOBAL INNOVATION CENTER CHICAGO, ILLINOIS

THE HURT BUILDINGATLANTA, GEORGIA

Our primary construction waste is due to tenant improvements. Old carpet is diverted via a special pickup from our recycling/waste

hauler and then recycled into product. The ceiling tile is recycled via a national recycling contract with the manufacturer and old

material is picked up and recycled by a third-party recycler. Ashley McGovern, Somerset Group LLC

INNOVATION IN OPERATIONS

14

Solid Waste Diversion

Divert All Base Building Waste from Facility Alterationsand Additions away from Land lls and IncineratorsInnovation in Operations: IOc1

Environmental Stewardship

Protect Open SpacesInnovation in Operations: IOc1

Not only did the Colorado State Capitol building achieve LEED for Existing Buildings: Operations & Maintenance certi cation; the project team also helped preserve the beauty of Colorado by protecting

the open habitat of the adjacent land Camp George. The State Capitol

occupies a footprint of 54,336 square feet compared with 335,400 square

feet occupied by Camp George, a 7-to-1 ratio. By protecting this large area

of land populated by native plants such as bu alo grass, sage and choke

cherry from development, the State Capitol is ensuring the area remains

pristine as long as they continue to hold the lease.

When the management team at 5055 Wilshire instituted a facility alterations and additions waste management plan for their build-ing, they made sure that their e orts would result in a 100% diversion of

base building waste (de ned as items permanently or semi-permanently

attached to the building) from land lls and incinerators. Management

got buy-in from all of the tenants in the building and made sure that all

aspects of the green construction policy were understood. Additionally,

accounts were established with various vendors for the recycling of spe-

ci c materials like carpet and ceiling tile.

5055 WILSHIRELOS ANGELES, CALIFORNIA

COLORADO STATE CAPITOL DENVER, COLORADO

15

Water Monitoring

Sub-Meter WaterInnovation in Operations: IOc1

Storm Water Management

Prevent Runoff from Impervious Surfaces from Entering Storm DrainsInnovation in Operations: IOc1

The storm water management plan employed by building manage-ment is designed to hold all water falling on the property, preventing 100% of runo from entering storm drains. Water falling on the roof is

directed to drain pipes that feed vegetated areas around the building and a

large catch basin with perforated pipes to allow water to slowly percolate

into the ground. Instead of sloping toward a storm drain, parking aisles

are sloped outward toward vegetated islands lining the parking lanes.

This system directs all water falling on the parking lot surface toward

natural bioswales. Additionally, catch basins in the center of each of the

bioswales prevent ooding. These catch basins store the excess storm

water for evaporation.

The project team for MacArthur Plaza felt that it would be more bene cial to sub-meter all of the individual systems that use water in the building in addition to full-building metering. By having true water

usage statistics that include water usage from the cooling tower, utility

irrigation meter, and the main city water meter, MacArthur Plaza is able to

continuously measure water use accurately and therefore identify future

opportunities for improvement. Sub-metering has allowed the project

team to build a baseline water usage statistic that can be used to bench-

mark the building against others and help capitalize on further e cien-

cies that could be gained through system upgrades.

The Innovation in Operations credit category provides additional points for projects that use new and innovative technologies, achieve performance well beyond was is required by LEED credits or utilize green building strategies that are not speci cally addressed elsewhere in LEED. This credit category also rewards projects for including a LEED Accredited Professional on the team to ensure a holistic, integrated approach to operations and maintenance.

SYMANTEC SPRINGFIELD SPRINGFIELD, OREGON

MACARTHUR PLAZAIRVING, TEXAS

CREDIT CHECKLIST

EXISTING BUILDINGS

19

Yes ? No Sustainable Sites Possible Points 26Credit 1 LEED Certifi ed Design and Construction 4Credit 2 Building Exterior and Hardscape Management Plan 1

Credit 3 Integrated Pest Managementt, Erosion Control, and Landscape Management Plan 1

Credit 4 Alternative Commuting Transportation 3 to 15Reduce by 10% 3Reduce by 13.75% 4Reduce by 17.5% 5Reduce by 21.25% 6Reduce by 25% 7Reduce by 31.25% 8Reduce by 37.5% 9Reduce by 43.75% 10Reduce by 50% 11Reduce by 56.25% 12Reduce by 62.5% 13Reduce by 68.75% 14Reduce by 75% 15

Credit 5 Site DevelopmentProtect or Restore Open Habitat 1Credit 6 Stormwater Quantity Control 1Credit 7.1 Heat Island ReductionNonroof 1Credit 7.2 Heat Island ReductionRoof 1Credit 8 Light Pollution Reduction 1

Yes ? No Water Effi ciency Possible Points 14Y Prereq 1 Minimum Indoor Plumbing Fixture and Fitting Effi ciency

Credit 1 Water Performance Measurement 1 to 2Whole building metering 1Submetering 2

Credit 2 Additional Indoor Plumbing Fixture and Fitting Effi ciency 1 to 5Reduce by 10% 1Reduce by 15% 2Reduce by 20% 3Reduce by 25% 4Reduce by 30% 5

Credit 3 Water Effi cient Landscaping 1 to 5Reduce by 50% 1Reduce by 62.5% 2Reduce by 75% 3Reduce by 87.5% 4Reduce by 100% 5

Credit 4 Cooling Tower Water Management 1 to 2Chemical Management 1Nonpotable Water Source Use 2

Yes ? No Energy & Atmosphere Possible Points 35Y Prereq 1 Energy Effi ciency Best Management PracticesY Prereq 2 Minimum Energy Effi ciency PerformanceY Prereq 3 Fundamental Refrigerant Management

Credit 1 Optimize Energy Effi ciency Performance 1 to 18ENERGY STAR Rating of 71 or 21st Percentile Above National Median 1

ENERGY STAR Rating of 73 or 23rd Percentile Above National Median 2

ENERGY STAR Rating of 74 or 24th Percentile Above National Median 3







ENERGY STAR Rating of 81 or 31st Percentile Above National Median 10

ENERGY STAR Rating of 82 or 32nd Percentile Above National Median 11





ENERGY STAR Rating of 91 or 41st Percentile Above National Median 16


ENERGY STAR Rating of 95+ or 45th+ Percentile Above National Median 18

Credit 2.1 Existing Building CommissioningInvestigation and Analysis 2

Possible Points 110LEED for Existing Buildings: Operations & Maintenance 2009Credit 2.2 Existing Building CommissioningImplementation 2

Credit 2.3 Existing Building CommissioningOngoing Commissioning 2

Credit 3.1 Performance MeasurementBuilding Automation System 1Credit 3.2 Performance MeasurementSystem-Level Metering 1 to 2

40% Metered 180% Metered 2

Credit 4 On-site and Off-site Renewable Energy 1 to 63% On-site or 25% Off-site Renewable Energy 14.5% On-site or 37.5% Off-site Renewable Energy 2

6% On-site or 50% Off-site Renewable Energy 37.5% On-site or 62.5% Off-site Renewable Energy 4

9% On-site or 75% Off-site Renewable Energy 512% On-site or 100% Off-site Renewable Energy 6

Credit 5 Enhanced Rerigerant Management 1Credit 6 Emissions Reduction Reporting 1

Yes ? No Materials & Resources Possible Points 10Y Prereq 1 Sustainable Purchasing PolicyY Prereq 2 Solid Waste Management Policy

Credit 1 Sustainable PurchasingOngoing Consumables 1Credit 2.1 Sustainable PurchasingDurable Goods 1 to 2

40% of Electric 140% of Furniture 1

Credit 3 Sustainable PurchasingFacility Alterations and Additions

1

Credit 4 Sustainable PurchasingReduced Mercury in Lamps 1Credit 5 Sustainable PurchasingFood 1Credit 6 Solid Waste ManagementWaste Stream Audit 1Credit 7 Solid Waste ManagementOngoing Consumables 1Credit 8 Solid Waste ManagementDurable Goods 1

Credit 9 Solid Waste ManagementFacility Alterations and Additions 1

Yes ? No Indoor Environmental Quality Possible Points 15Y Prereq 1 Minimum Indoor Air Quality PerformanceY Prereq 2 Environmental Tobacco Smoke (ETS) ControlY Prereq 3 Green Cleaning Policy

Credit 1.1 Indoor Air Quality Best Management PracticesIndoor Air Quality Management Program 1

Credit 1.2 Indoor Air Quality Best Management PracticesOutdoor Air Delivery Monitoring 1

Credit 1.3 Indoor Air Quality Best Management PracticesIncreased Ventilation 1

Credit 1.4 Indoor Air Quality Best Management PracticesReduce Particulates in Air Distribution 1

Credit 1.5 Indoor Air Quality Best Management PracticesFacility Alterations and Additions 1

Credit 2.1 Occupant ComfortOccupant Survey 1Credit 2.2 Controllability of SystemsLighting 1Credit 2.3 Occupant ComfortThermal Comfort Monitoring 1Credit 2.4 Daylight and Views 1Credit 3.1 Green CleaningHigh-Performance Cleaning Program 1Credit 3.2 Green CleaningCustodial Effectiveness Assessment 1

Credit 3.3 Green CleaningPurchase of Sustainable Cleaning Products and Materials 1

Credit 3.4 Green CleaningSustainable Cleaning Equipment 1

Credit 3.5 Green CleaningIndoor Chemical and Pollutant Source Control 1

Credit 3.6 Green CleaningIndoor Integrated Pest Management 1

Yes ? No Innovation in Operations Possible Points 6Credit 1.1 Innovation in Operations: Specifi c Title 1Credit 1.2 Innovation in Operations: Specifi c Title 1Credit 1.3 Innovation in Operations: Specifi c Title 1Credit 1.4 Innovation in Operations: Specifi c Title 1Credit 2 LEED Accredited Professional 1Credit 3 Documenting Sustainable Building Cost Impacts 1

Yes ? No Regional Priority Credits Possible Points 4Credit 1.1 Regional Priority: Specifi c Credit 1Credit 1.2 Regional Priority: Specifi c Credit 1Credit 1.3 Regional Priority: Specifi c Credit 1Credit 1.4 Regional Priority: Specifi c Credit 1

Project Total (Certifi cation Estimates) 110

LEED for Existing Buildings: Operations & Maintenance 2009Certifi ed 4049 points

Silver 5059 points

Gold 6079 points

Platinum 80110 points

USGBC.org

Documents

Practical Strategies in Green Buildings, Existing Offices