A View from the Trailer A Contractor s perspective of LEED at the Jobsite

Transcription

1 A View from the Trailer A Contractor s perspective of LEED at the Jobsite George Carlson 1 1 Vice President, Operations, T.G. Construction, Inc., Phone: (310) Fax (310) gcarlson@tgconst.com 1. INTRODUCTION Once the building program and design team are established, the project location is chosen and the goal is set for LEED certification, the process moves forward from broad vision to specific implementation. The general contractor then plays a vital role in the ultimate success of achieving the LEED rating and in furthering the goals behind the ratings. The general contractor and subcontractors face constant challenges to their budgets and schedules. They make hundreds of decisions every day, any one of which could affect LEED credits. It is imperative therefore that the general contractor keeps the entire jobsite focused on both the project s LEED goals and the overall philosophy of the LEED rating system. Just as an effective jobsite safety program will go beyond a list of safe work practices and cause individual workers to make daily decisions that are consistent with a culture of safety, so too will an effective jobsite LEED action plan cause individual workers to make daily decisions that are consistent with the culture of sustainability. To illustrate the contributions that a qualified general contractor can make towards the goal of LEED certification, we are going to review successful strategies employed at three projects recently designed and constructed to achieve platinum ratings under LEED 2.0. We will examine the process in four phases; 1) Preconstruction, 2) Project Buy Out, 3) Construction and 4) Close out. We will also provide specific examples of jobsite strategies that were used on three very different projects with activities targeted towards particular points on the LEED matrix. The three projects that form the basis of the View from the Trailer are: 1) Inland Empire Utilities Agency Headquarters (IEUA) - Chino, California A Design-build public works contract for construction of a new headquarters, office and controls facility for a wastewater treatment and water distribution agency. Project includes two concrete tilt-up structures of 67,000 square feet (s.f.) with extensive site improvements. 2) Natural Resources Defense Council Headquarters (NRDC) - Santa Monica, California A Guaranteed Maximum Cost contract for an extensive remodel to an existing type V structure. Project included construction of a new headquarters and community learning center for this environmental advocacy organization. Structure includes approximately 15,000 s.f. built from property line to property line.

2 3) National Audubon Society Nature Center - Los Angeles, California A Guaranteed Maximum Cost contract for a community based nature center built on seventeen acres of a 282-acre urban wilderness park. The project included hillside construction of a 5,000 s.f. administration building, children s garden and hiking trails. 2. PRECONSTRUCTION PHASE The earlier a contractor can be brought on as part of the project team, the more of an impact their involvement can have on the project schedule and budget. This is especially true on LEED projects. On the IEUA Headquarters buildings, the initial LEED matrix called for achieving Materials & Resources (MR) credit 7, Certified Wood. This point represented a premium above non-certified wood because of the material costs associated with purchasing certified lumber. We soon discovered that the premium for material was only part of the increased cost. The truss manufacturer for the panelized roof trusses planned on shipping their product with wood nailers already installed on the top flange of the trusses. The manufacturer would not provide certified wood for this installation and was unwilling to produce and ship the trusses without the nailers installed (figure 1). We would have had to remove the factory-applied nailers and replace them in the field with certified wood nailers. Not only did this conflict with our desire for sustainable construction techniques (by wasting wood products), but also increased the costs for the extra work, which made the total cost of this credit prohibitive. By identifying this impact early in the process, we were able to substitute a carbon monoxide monitoring system as detailed in the Environmental Quality (EQ) credit 1. The cost for achieving this credit was 50% of the cost for MR credit 7 and we were able to maintain our goal of platinum certification. Figure 1 IEUA Headquarters - Wood nailers on the top flange of roof trusses, pre-installed at the factory. 2

3 3. PROJECT BUY-OUT PHASE This phase presents the best opportunity to control the costs associated with LEED projects by educating the bidders on the real costs associated with the process. Many general and subcontractors have not yet performed on a LEED project and are not clear about the real impacts. It is crucial to present the requirements during the bidding process in a simple and straightforward manner, thereby eliminating the fear factor from the contractors estimates. A good example of how costs can rise when the requirements are not understood can be demonstrated from the public bidding of the IEUA Headquarters buildings. The agency put out a request for proposals soliciting bids for a non-certified structure and alternate additions to reach the various levels of LEED certification. Because of our previous experience on LEED projects we understood the costs associated with the LEED alternates and bid them aggressively. The other contractors without similar experience added risk costs to their bids. Our bid was not the lowest bid for the base building, but the gap was closed at each successive LEED certification level. We were ultimately the lowest bidder for the LEED platinum rated building and were awarded the project. The LEED rating system, reference guide and LEED related section of a project s specifications are far more information than most subcontractors are able to absorb during the time allowed for bidding. It is therefore necessary to package the information in a format that is easily understood. Detailed bid packages that breakdown and explain the LEED requirements for each trade are a good start. By allowing the bidders to see and understand all the requirements in one abridged format, they will have the confidence necessary to bid the project aggressively. Pre-bid meetings with each trade to further describe the requirements and answer questions are also beneficial in getting the best pricing from subcontractors. 4. CONSTRUCTION PHASE LEED ACTION PLAN The single most important aspect of the construction phase of a LEED project involves preparation and strict adherence to a site-specific LEED action plan. The plan addresses the process of ensuring compliance to LEED requirements from issuance of a subcontract through occupancy of the building. 4.1 Subcontractor Submittals The submittal review process is critical to identify and avoid problems that could result in increased costs or the loss of a targeted LEED point if the wrong materials are ordered and delivered to the site. The review of subcontractor submittals by the general contractor must be broadened to include materials reviews for conformance to the targeted LEED credits. Many credits in the Environmental Quality (EQ) section of LEED 2.0 require materials that have little or no amounts of certain chemicals, e.g. Volatile Organic Compounds (VOCs) and ureaformaldehyde. The jobsite team must be prepared to review the Material Safety Data Sheets (MSDS) of the proposed materials to ensure compliance before the materials are brought on site. A similar review is required for many of the credits in the Materials and Resources (MR) section. Confirmation should be obtained through the submittal process that a proposed material is comprised of the targeted recycled percentage (MR credits 4.1,2) or that locally manufactured and locally harvested materials have been provided (MR credits 5.1,2). 3

4 4.2 Pre-construction Meetings Before any trade begins work on-site a pre-construction meeting is held with the project managers and foremen. The specifics of the LEED action plan are presented and discussed so that everyone is clear about what is expected. Many subcontractors are organized with an estimating department that is separate from the project management department so the preconstruction meeting may be the first opportunity that the project managers and the foremen are exposed to the LEED requirements. The key is to educate early and educate often. Minutes of the meetings are taken and every individual present signs an attendance sheet. It is made clear at this meeting that there is individual and corporate accountability for adherence to the LEED action plan. 4.3 Onsite Material Staging and Approvals A successful LEED action plan directs the general contractor to review and approve all materials before they are installed into the structure. This review/approval process is a crucial last chance to eliminate non-conforming materials before they are installed in the work. The optimum solution is to provide an onsite staging area where all materials are delivered and inspected before being taken to the areas where they are installed. Inspected materials are stamped with a large green approval stamp. Superintendents and foremen are instructed to look for the approval stamp before installing any materials (figure 2). Figure 2 The Audubon Project Certified Wood back-primed fascia boards with approval stamp. At the National Audubon Society Nature Center, space was plentiful (figure 3). We were able to stage materials effectively and provide inspections / approvals fairly easily. At the NRDC Headquarters however, space was at a premium because the building was constructed up to property line on all sides (reference figure 4). Our on-site LEED engineer was required to work very closely with the superintendent and needed to be present for inspection of all on-site deliveries. 4

5 Figure 3 The Audubon Jobsite materials were staged at the right for inspection by LEED engineer before incorporation into the work. Figure 4 The NRDC Jobsite extended from property line to property line on all sides the LEED engineer monitored deliveries as they arrived. 5

6 4.4 Continuous Monitoring / Worker Education General contractors must be prepared to identify an onsite LEED engineer to work with the foremen on a continuing basis. The engineer will make sure that the foremen understand the need to look for the LEED approval stamp on all of their materials. The purpose of this relationship is to eliminate the possibility of some materials coming out of a jobsite pickup or a workers tool chest (e.g. caulking or adhesive materials) that might seem harmless to the worker but if installed could cost the project a point (MR credit 7; EQ credits 3.1; 4.1,2,3,4). When workers run out of material on-site to complete their work, they are likely to go to the nearest supply store and return with materials (adhesive, caulking or paint for example) that are not in conformance with the LEED criteria. No procedure can guard against this more effectively than an ongoing dialog between the LEED engineer and the trades in the field. This is especially critical when jobsite constraints do not allow for a separate staging area for pre-approval of the materials. 4.5 Documentation It is critical that the general contractor is prepared to keep the material spreadsheets current. Many credits require documentation that can be compiled on a continuing basis, thus allowing the project team to make informed decisions when faced with changing conditions. For example, credits MR 2.1 and 2.2 require up to 75% of the construction waste to be recycled or salvaged. All three of the projects noted in this discussion achieved rates upwards of 95%. By having this data early in the project and understanding that the percentages were not likely to decrease, we were able to identify this as a previously unscheduled innovation credit. Similarly, the spreadsheet should be kept current for all of the Materials and Resources credits. Often times the last few finishes of a project are not chosen until the construction is well underway. The data from these spreadsheets will give design teams more flexibility in cost and products as they make their final selections. For example, if the spreadsheet shows that the recycled percentages of the materials installed exceed expectations, the design team might choose a finish with less recycled content but one that is locally manufactured. 4.6 Mid Project Audit At a point midway through the construction, the project team should schedule an audit of the submittals necessary for final submission to the USGBC. The timing of this audit is important because the team can react to any problems or misunderstandings about the requirements while the subcontractors are still actively engaged in the project. If more information is required from a particular subcontractor, it will be easier to obtain at this point rather than after the subcontractors have moved on to other projects. This is also a good opportunity to review the material spreadsheets to ensure that they are up to date. 4.7 Photos, Photos, Photos Construction industry professionals understand the importance of jobsite photos. This is especially true on LEED projects. Photographs taken on a regular basis help illustrate conformance to the LEED action plan and the LEED matrix. For instance, photos of isolated trash bins with signs identifying the types of materials that belong in each bin are useful for MR credit 2.1, 2.2 (Construction Waste Management). Photos of covered HVAC duct openings show conformance with EQ credit 3.1 (Construction Indoor Air Quality Management Plan) (figure 4). 6

7 Figure 5 IEUA Headquarters - covered HVAC ducts in conformance with EQ credit 3.1 The benefits of taking jobsite photos are numerous and far-reaching. They provide documentation for submittal to the USGBC for LEED certification. They also provide an opportunity for the general contractor to promote sustainable construction techniques both on and off the jobsite. 4.8 Promote LEED Goals and Culture Reference was made in the introduction of this paper to the comparisons between a successful LEED action plan and a successful safety plan. Both ultimately rely on proper implementation by the workers. The key is to go beyond the checklists and the specifications and look for ways to establish a culture that embraces the goals of the plan. As the culture is established, the individual workers will act as advocates for the plan. The plan will then be more likely to succeed. Some techniques that have worked well for us involve establishing interim milestones and providing recognition when the milestones are met. A barbeque lunch provided in recognition of achieving 95% construction waste recycling; T-shirts with a picture of the project and the stated LEED certification goal; signs posted and updated showing progress towards the recycling or reuse credits are all good ways to market LEED to the community of workers involved, thereby increasing the chance of the project s success in reaching its certification goals. 5. PROJECT CLOSEOUT The closeout documentation is the last opportunity to make certain that the subcontractors comply with the LEED action plan. As part of our LEED action plan, we prepare a closeout manual that is distributed to all subcontractors early in the project. The manual explains all of the 7

8 conventional close-out submittals as well as the LEED related submittals. Many of the subcontractors are off the project for some time before the submission of the application to the USGBC for certification. By preparing the closeout manual in advance we educate all subcontractors early on about the additional requirements associated with the LEED submission. We also have a good reference list to assure us that all required submittals are on file at our office. 6. CONCLUSION By detailing some of the efforts used on our successful LEED projects it is hoped that owners and design teams can gain a deeper understanding of what they should expect from a LEED capable general contractor. To the extent that prospective general contractors can demonstrate an understanding of the LEED action plan and can show a company wide commitment to the LEED system, owners and designers can be assured that they are adding a team member that will augment their own commitment to the goal. The right general contractor for the job is one that embraces the LEED philosophy company wide and can demonstrate the management tools necessary for a successful, certified project. 8