Foundations of the Leadership in Energy and Environmental Design Environmental Rating System A Tool for Market Transformation LEED Committee Charters Spring 2003 LEED Steering Committee Page 1
TABLE OF CONTENTS SECTION 1 5 Purpose of this Document 5 SECTION 2 6 LEED Steering Committee Charter 6 Constitution 6 Purpose of the Steering Committee 6 Role and Responsibility of the LEED Steering Committee 6 Steering Committee Structure 8 Management Sub-Committee 9 Filling Vacant Seats on the Steering Committee. 11 Meetings 11 Steering Committee Communications 12 SECTION 4 13 Horizontal Product Committee Charter 13 Constitution 13 Purpose of the Horizontal Product Committees 13 Role and Responsibility of the Horizontal Product Committees 13 LEED Horizontal Product Committee Structure 14 Objectives of the Horizontal Product Committees 15 Horizontal Product Committee Membership 15 Meetings 16 Filling Vacant Seats on a Horizontal Product Committee. 16 Horizontal Product Committee Communications 16 SECTION 5 17 Vertical Market Product Committee Charter 17 Constitution 17 Purpose of the LEED Vertical Market Committees 17 Role and Responsibility of the LEED Vertical Market Committees 17 LEED Vertical Product Committee Structure 18 Objectives of the Vertical Product Committees 18 Vertical Product Committee Membership 19 Meetings 19 Filling Vacant Seats on a Vertical Product Committee. 19 Vertical Product Committee Communications 20 SECTION 6 21 Technical Advisory Groups Charter 21 Constitution 21 Purpose of the Technical Advisory Groups 21 Role and Responsibility of the Technical Advisory Groups 21 LEED Technical Advisory Group Structure 22 Objectives of the Technical Advisory Groups 23 Technical Advisory Group Membership 23 Meetings 24 Page 2
Technical Advisory Group Communications 24 TAG Operations 24 SECTION 7 26 LEED Technical and Scientific Advisory 26 Committee (TSAC) Charter 26 Constitution 26 Purpose of the Technical Scientific Advisory Committee 27 Role of the Technical Scientific Advisory Committee 27 SECTION 8 29 Curriculum & Accreditation Subcommittee Charter 29 Constitution 29 Purpose of the Curriculum & Accreditation Subcommittee 29 Role and Responsibility of the Curriculum & Accreditation Subcommittee 29 LEED Curriculum & Accreditation Subcommittee Structure 30 Objectives of the Curriculum & Accreditation Subcommittee 30 Curriculum & Accreditation Subcommittee Membership 30 Meetings 31 Curriculum & Accreditation Subcommittee Communications 31 Curriculum & Accreditation Subcommittee Operations 31 Page 3
Mission of LEED LEED encourages and accelerates global adoption of sustainable green building and development practices through the creation and implementation of universally understood and accepted standards, tools and performance criteria. Page 4
Purpose of this Document SECTION 1 This Foundations of LEED Environmental Rating System (LEED Foundations Document) is intended to be a blueprint for the market-transformation process to be achieved through the ongoing refinement and development of LEED and the procedures that support it. This document must also be a work in-progress, updated on a regular basis as the LEED product portfolio evolves and becomes implemented with different market sectors. The Foundations document is required reading for all LEED Steering Committee members and all Chairs and Vice Chairs of LEED Horizontal and Vertical Market Product Committees, as well as Technical Advisory Groups, Curriculum/Accreditation Committee and the Technical and Scientific Advisory Committee (TSAC). It is also recommended reading for all USGBC Board members and other Sub-Committee Chairs. This manual is the last in a series which collectively comprise the Foundations Documents for the LEED family of environmental rating systems for Buildings. This includes: LEED Policy Manual LEED Product Development and Maintenance Manual LEED Committee Charters These documents should be read together for a comprehensive understanding of the Foundations of LEED. The LEED Committee Charters describe the constitution and purpose, roles and responsibilities, committee structure and membership and operating procedures for each of the LEED Committees. In some cases, the Charters are generic groups of committees e.g. The Horizontal Market Product Committees, Vertical Market Product Committees, Technical Advisory Groups, and in others they refer to a specific committee e.g. The LEED Management Committee, The LEED Steering Committee, The Technical and Scientific Advisory Committee. Page 5
LEED Steering Committee Charter SECTION 2 Constitution The LEED Steering Committee is a standing committee of the Board of Directors, consistent with Article XI of the USGBC Bylaws. The LEED Steering Committee is constituted in accordance with the Policies And Procedures For Committees approved by USGBC Board in August 2002. The work of the Committee is governed by this Charter, as approved by the Executive Committee or the Board of USGBC. Purpose of the Steering Committee Working together with LEED Staff, the Committee is charged with overseeing development and delivery of the LEED product line consistent with the mission of LEED and the USGBC. Guiding Principles Three principles guide Steering Committee activities 1. Shared knowledge with technical rigor 2. Tailored delivery with consistent results 3. Transparent, participatory and effective governance Role and Responsibility of the LEED Steering Committee The LEED Steering Committee has the principal role and responsibility for the development and implementation of LEED in the US and internationally. The LEED Steering Committees principle roles include: 1. Direction - Setting the direction and strategy for LEED programs 2. Delegation - Delegation of responsibility for the implementation of LEED programs 3. Implementation - Provide oversight and support for the implementation of LEED programs 4. Communication - The effective management of communication with the USGBC Board, Executive Committee, Committees and Staff. Identifies key institutional policy issues and makes recommendations for the USGBC Board of Directors. Prepares regular reports and engages in regular dialogue to keep the Board current with LEED developments The LEED Steering Committee principal responsibilities include: Page 6
1. Business Plan program, operations and budget oversight. Oversees the development and implementation of annual and long-term strategic, business and operational plans for the technical, marketing, and operational aspects of all LEED products and services within the context of the overall USGBC strategic plan The Steering Committee will review and assist in the development of an annual budget for the LEED program and in the development of the financial resources needed to assure that LEED is a self-sustaining enterprise for the Council. 1 Such revenues may be developed from a wide range of sources identified by the Committee anchored by the sales of products and services but also include grants, donations and sponsorships. Sets priorities, develops new courses of action, and provides direction to other LEED Committees. Reviews and consults with LEED Staff on annual budget planning 2. Quality Control scientific and technical oversight. Has final responsibility for the content of all LEED products submitted for Board approval and/or Pilot and/or USGBC Membership ballot Reviews and acts on the accomplishments of LEED Horizontal and Vertical Market Product Committees, Technical Advisory Groups, and the Technical and Scientific Advisory Committee Hears and adjudicates appeals to LEED credit rulings in concert with Technical Advisory Groups 3. New Product Development and Implementation - Prioritization and process oversight Balances technical, economic, status of market development and acceptance and other factors when approving rating criteria or setting priorities. Authorizes and approves the development of new LEED products, identifies and nominates Chairs, Vice Chairs and appointed members for approval by the Executive Committee. Helps develop and review operating procedures for the hand-over and ongoing management and operation of new rating systems by the Council Page 7
4. Product Management ongoing refinements and delivery of existing programs 5. Marketing brand management and program promotion strategy 6. Education training and accreditation programs Jointly with the Education Committee constitutes the Curriculum/Accreditation committee and hence oversees development of the LEED professional development program, including training workshop and materials development and the professional accreditation program. 7. Certification oversight of the certification process including registration, credit interpretation rulings (CIR s), certification, and process management. 8. International - development strategy, policy, and implementation 9. Governance consistency, consensus, openness and transparency the development and oversight of the LEED foundations, committee charters, product development handbook, consensus process, and communications Constitutes sub-committees to progress the development and implementation of LEED including Horizontal and Vertical Market Committees, Technical Advisory Groups, the TSAC and Curriculum Accreditation 10. Emerging Issues oversight in addressing unexpected issues that are not anticipated in the strategic business plan such as implication of codes and standards or the role of chapters in the development and implementation of LEED Steering Committee Structure In addition to the committee leadership Chair & Vice Chair the LEED Steering Committee is structured to reconcile the different market and technical issues represented by its product or technical sub-committees. This includes representation from all of the Horizontal Market products under development or implemented together with Page 8
representation from the Curriculum/Accreditation Committee, the Technical and Scientific Advisory Committee and the Technical Advisory Groups. In recognition of the key role played by Chapters, these are also represented on the LEED Steering Committee. To coordinate LEED marketing efforts within the USGBC s overall marketing plan, the USGBC Marketing Vice President is also a non-voting member of the LEED Steering Committee. Staff are represented by the President and CEO assisted by the VP for LEED and International Programs and other senior staff. Management Sub-Committee The LEED Management Sub-Committee functions as a smaller executive and management committee for the full LEED Steering Committee. The LEED Management Sub-Committee s primary duty is administrative oversight and preparation for LEED Steering Committee meetings in alignment with the LEED Business Plan. The LEED Steering Committee may also delegate responsibilities to the LEED Management Sub-Committee that require rapid attention and do not require the full engagement of interests that the full LEED Steering Committee commands. The LEED Management Sub-Committee membership should possess all or most of the essential management skills 3 necessary for the smooth operation of LEED, as well as represent its key operational areas. As a result, the Management Sub-Committee retains the Steering Committee leadership: Chair and Vice Chair. Membership also includes representatives from the Curriculum & Accreditation Committee, Chapters Committee and Marketing staff. A single representative for all of the product committees (Horizontal and Vertical Market) will be chosen by the Product Committee chairs to represent market sector policy interests. A single representative of the TAGs and TSAC chosen by TAG chairs and TSAC Chair will represent the technically based policy interests. The USGBC President and CEO is an ex-officio, non-voting member of the Management Sub-Committee. The Management Sub-Committee is advised by the LEED Program Director and other senior LEED Staff. LEED Staff serve as secretariat to the Sub-Committee. Apart from the CEO, USGBC staff attendance does not count towards the quorum. Membership on the Management Sub-Committee is contingent the member s term on the Steering Committee and will expire upon completion of the member s term, unless the member is replaced by choice or consensus of the other members of the Management Sub-Committee and the Steering Committee. 3 The three principal management functions are Planning (establishing Objectives, Strategies, Policies, Structure, Programs, Procedures, Budgets), Supervising (activities of Organizing, Staffing, Development, Leading, Motivating, Communicating) and Controlling (developing Standards, Performance metrics, Performance evaluation) Page 9
Vacancies arising in the Management Sub-Committee are filled by the member s successor on their representing committee, subject to the approval of the USGBC Executive Committee. Vacancies in Sub-Committee leadership will be filled by appointment by USGBC Executive Committee and normally by their anticipated successor. Product Committee and technical committee representatives will need to be reselected by their representing Chairs whenever such a position falls vacant. All Meeting requirements described below apply to the Management Sub-Committee, except that a quorum is defined as 50% of the Sub-Committee membership. In addition, all communications with the Board and parties outside the USGBC will occur through the Steering Committee, subject to the restrictions described below. Steering Committee Membership The Steering Committee is headed by a Chairperson who is assisted by a Vice Chair. All members of the LEED Steering Committee are appointed by the Executive Committee of USGBC with no Corresponding Committee. Subject to USGBC Board approval, either the Chair or the Vice-chair or other designated representative will participate as an Ex- Officio USGBC Board member. Alternatively, the USGBC Board will appoint one of its members to serve as Steering Committee liaison. These measures should help to facilitate communication between the Board and the LEED Steering Committee. The USGBC President and CEO is an ex-officio member of the LEED SC. LEED Steering Committee leadership follows a succession process such that the Vicechair typically succeeds to the position of Chair upon the expiration of term, resignation, or discharge of the Chair. The LEED Steering Committee membership comprises Chair or Vice Chair or another designated representative from each of the Horizontal Market product committees to represent market sector policy interests. The Vertical Market committees are represented by USGBC staff through which issues can be brought to the Steering Committee. At the Steering Committee s discretion Vertical Market Committee members may be invited to participate in Steering Committee meetings. Vertical Market Committees have no vote on the Steering Committee. LEED SC also includes the Chairs of the TAGs to represent the technically based policy interests (but not technical detail). In addition, TSAC and the Curriculum Accreditation committees are represented by their Chairs or a designated proxy. As required by the Board, a designated Board member might also be a Steering Committee member. Chapters are represented by the Chapters Sub-Committee Chair or a designated representative as a full voting member of the LEED Steering Committee. The Marketing Vice President is also a non-voting member of the LEED Steering Committee. The USGBC President and CEO is an ex-officio voting member of the Steering Committee which is also advised by the LEED Program Director and other senior Page 10
LEED Staff. LEED Staff serve as secretariat to the Committee. Apart from the CEO, staff are non-voting members of the committee (whose attendance does not count toward quorum). LEED Horizontal Market Committee Chairs may designate their Committee Vice Chair or another designated representative as a proxy participant in Steering Committee meetings. The terms for SC members are determined by their terms on their representing committees. The Chair and Vice-chair will serve for 2 years and may serve up to 3 consecutive terms. At least two years must pass before a former Committee Chair or Vice-Chair may be reinstated..institution of term limits will commence with the approval of this revised Foundations Document by the USGBC Board. Filling Vacant Seats on the Steering Committee. Vacancies arising in the SC are filled by the member s successor on their representing committee, subject to the approval of the USGBC Executive Committee. Vacancies in Committee leadership will be filled by appointment by USGBC Executive Committee and normally by their anticipated successor. Meetings The Steering Committee will meet by conference call every week or more or less frequently as determined by the Committee Chair. In addition, the Committee will meet face-to-face up to four times a year, possibly in conjunction with USGBC Board meetings at the discretion of the Chair. Quorum. A quorum shall be 33% of the Committee membership present. If a quorum is not present, the agenda items will be rescheduled for a later call. Agenda. LEED Staff will prepare the meeting agendas, accepting proposals from Steering Committee members. Meeting agendas are made available to participants at least three days prior to the meeting. Every agenda will include approval of the previous meeting s minutes and an opportunity for Steering Committee members to submit items as new business. Voting. All Steering Committee members get one vote. LEED Staff are not eligible to vote. Any persons with a contractual (including faculty where appropriate) or other conflict of interest should declare their interest in the outcome of a vote before contributing to debate and should abstain their vote on the issue. The LEED Steering Committee will adopt a tiered approach to voting. Non-contentious issues can be voted on by a 1/3 quorum of Steering Committee members on a regularly scheduled conference call. Contentious issues must be voted on by a 2/3 majority by the entire Steering Committee membership using electronic ballot. Any Steering Committee member can request an electronic ballot upon receipt of the minutes of a meeting describing the contentious issue. The Steering Committee will not tolerate strategic filibustering of issues by repeated calls to ballot. Page 11
Minutes. Written minutes will be taken at all Committee meetings and approved periodic updates will be posted to the web-site and distributed to Core and Corresponding Members. Minutes will provide a summary of the proceedings, noting the major discussion and action items of the meeting, any motions, seconds and the results of votes on the motion. Attendance. Committee members are expected to attend every meeting. Attendance below 1/3 of the meetings in a six-month period is considered non-performance and cause for removal from the Committee. Committee members in danger of nonperformance will be notified after 4 months and given an opportunity to reengage or resign. Meetings cancelled by consensus or lack of quorum will not count toward attendance, nor will face-to-face meetings held in conjunction with other events or meetings. Steering Committee Communications In addition to the regular posting of Steering Committee updates, periodically, the Steering Committee will provide strategic communications regarding the LEED TM system. Such communications can include LEED updates to the Membership; media articles about LEED ; responses to government or corporate officials with questions; letters to government or corporate officials regarding policy issues; letters to other industry professional associations on policy issues and letters to organizations that represent the Council. All public statements from the Steering Committee shall be released through the USGBC. Public Openness and Transparency. Notices about committee work of general interest will be posted to the public website of the USGBC, accessible to USGBC members and non-members. This could include: Regular Communication with USGBC Board Notices of proposals to establish or change rating criteria or certification standards. Notices about updates to LEED versions and draft versions posted for public comment and/or ballot Notice of new sub-committees forming, or public events, such as Technical Charrettes. The results of Technical Advisory Group work seeking public comment. Steering Committee meeting minutes. Non-members may submit their views and comments on committee activities via email. Committees will not be required to respond to public comments. Page 12
Horizontal Product Committee Charter SECTION 4 Each Horizontal Market Product Committee will have its own Charter. This Charter provides the template of Board and USGBC policies which should frame all Horizontal Market Product Committee Charters. Constitution Every Horizontal Product Committee is constituted in accordance with the Policies And Procedures For Committees approved by USGBC Board in August 2002. The work of each Committee is governed by this Charter, as approved by the Board of the USGBC. Purpose of the Horizontal Product Committees The purpose of Horizontal Product Committees is work with the Steering Committee and LEED Staff to oversee efforts to bring each LEED Horizontal Product through the process of development, and assist in the development of business, marketing and operations plans for the smooth and effective operation of their product lines. Role and Responsibility of the Horizontal Product Committees The Horizontal Market Products are the main LEED products and the Horizontal Market Products Committees provide the motivation, drive and impetus for their development and implementation. The Horizontal Market Product Committees have primary responsibility for the development and implementation of a specific LEED product or version. LEED Horizontal Market Product Committees: Develop, review and pilot-test rating criteria for LEED Horizontal Market products in preparation for Steering Committee approval and USGBC Membership ballot. Draft and/or approve the structure and details of the credit/prerequisite criteria to allow for maximum relevance to the target sector Maintain consistency with the LEED standard and credit structure, thereby reinforcing the integrity of the LEED brand seek feedback from the TAGs as necessary and agreed by LEED SC Uphold transparency, flexibility, feasibility and technical robustness in product development Develop and implement Business and Marketing Plans for their Horizontal Market product Coordinate with the Steering Committee and other Product Committees to develop Budgets, Business Plans, Marketing Plans and Foundations Documents to support LEED program development and implementation Page 13
Assist in development of procedures for the conduct of rating system pilots, selection of pilot projects, conduct and reporting of pilots. Oversee development and review of technical support materials, such as Reference Guides, letter templates and calculators for their Product Assist with marketing and outreach in support of the Product, including the development of marketing and press materials Work with the LEED Program Director, Finance Committee and USGBC CEO to identify product development funds and follow-up with potential sponsors Assist in developing and refining the professional development program for their Product including training workshop and materials development and the professional accreditation program Assist in developing RFQs and RFPs for contracted work in support of developing/piloting their rating system Communicate progress and accomplishments to the Steering Committee and therefore to the USGBC Board. LEED Horizontal Product Committee Structure Unless otherwise noted, Horizontal Product Committees have a Core Committee/ Corresponding Member structure. This will be implemented by means of a listserv managed by USGBC staff. The following Horizontal Product Committees are currently authorized: LEED New Construction: LEED NC is for building owners and design teams that addresses the new building design and construction or major renovations process. LEED Commercial Interiors (CI) Committee: LEED CI is for building owners, tenants and design teams that address commercial interiors design and installation process. LEED Existing Buildings (EB) Committee LEED EB is for building owners and service providers that address building operation and on-going upgrades and performance improvements LEED Core & Shell (CS) Committee: LEED CS is for developers and design teams that address the new building design and construction process for buildings where the interiors are not part of the initial design process, including issues of pre-certification of projects. LEED Homes: for single family and low-rise multifamily residential buildings and local residential green building programs LEED Neighborhood Development: for the planning and development of areas of development including a number of different buildings and types but including wider infrastructure and locational issues. Page 14
Objectives of the Horizontal Product Committees Specific objectives of the Horizontal Product Committees are maintained in the LEED Business Plan and subject to annual review. In general, the principal annual objectives for the Horizontal Product Committees are as follows: Maintain and continue to implement the existing product portfolio including continuous refinement and advancement of the standards (rating systems, software and letter templates) and support documentation (reference guides etc.), training workshops. Develop, pilot, ballot, launch and implement new products to complement the existing portfolio and make LEED relevant and applicable to a wider range of building types (commercial, residential, industrial etc.) and at more stages in their life cycle (new, refurbishment and existing etc.) Horizontal Product Committee Membership Horizontal Product Committee membership should include practical hands-on expertise in the sector being addressed as well as expertise in the technical and the operational aspects of LEED. The USGBC Board may, at its discretion, appoint a liaison to serve on all Horizontal Product Committees. LEED Horizontal Product Core Committees have 7-11 members drawn from the USGBC membership, representing at least 3 membership categories. Approximately 50% of the Core Committee members (rounded up) will be appointed by the Executive Committee, following nomination by LEED Management Sub-Committee. Nominees will be identified for their knowledge of LEED and the market sector addressed, aiming to balance the committee membership and representation across member categories and give regional diversity. The remaining members will be recruited for election from the corresponding committee membership and the appointed members of the committee will prepare an election slate for approval by the LEED Steering Committee and the Executive Committee. Any member can join as a corresponding member to any Horizontal Market Product Committee. Core Committee member term is 2 years, and the Chair and Vice-chair will serve for 2 years in order to provide optimum continuity. Committee members and Officers may serve up to 2 consecutive terms if approved by the Steering Committee and Executive Committee. Page 15
Meetings Meetings will take place at a frequency and duration determined by the Committee Chair, but typically weekly or every alternate week for 1-2 hours each. Filling Vacant Seats on a Horizontal Product Committee. When an elected member seat falls vacant because of the completion of a term, resignation or discharge of a Committee member, nominations will be taken from the Corresponding Committee attached to the Horizontal Product. Management Sub- Committee Officers will prepare a slate of candidates from the corresponding committee and LEED Committee members will elect the new member using on-line voting. When an appointed member seat falls vacant for similar reasons, then LEED Management Sub-Committee will nominate a replacement for approval by the Executive Committee. Horizontal Product Committee Communications Written minutes will be taken at all Committee meetings and approved periodic updates will be posted to the web-site and distributed to Core and Corresponding Members. Horizontal Product Committee Chairs will use the LEED Steering committee as the main vehicle for reporting progress and liaison between Committees and to direct issues for TAG consideration. Page 16
Vertical Market Product Committee Charter SECTION 5 Each Vertical Market Product Committee may have its own Charter. Where a specific Vertical Market Product Committee Charter has not been developed then this Charter should be used to govern the Committee s affairs. Where a specific Vertical Market Product Committee has been approved by the LEED SC, then this takes precedence over this general Charter. Constitution The Steering Committee constitutes new Vertical Market Product Committees to create Application Guides 7 for these markets in accordance with the Policies And Procedures For Committees approved by USGBC Board in August 2002. Proponents of Vertical Market products may submit proposals consistent with the guidelines described below to the LEED Steering Committee for approval. The LEED Steering Committee will only authorize and constitute new Vertical Market Product Committees in accord with its priorities and financial, staff and volunteer resources available. Unlike Horizontal Market Committees, Vertical Market Committees are not LEED standing sub-committees of the LEED SC they are typically formed for the development of a specific product and disbanded thereafter. Purpose of the LEED Vertical Market Committees The purpose of the Vertical Market Committees is to adapt Horizontal Market rating criteria and supporting tools and products, etc. to the needs of particular Vertical Markets and develop Application Guides for use in particular sectors (e.g. Retail, Laboratories, Hospitals, Schools). Role and Responsibility of the LEED Vertical Market Committees The Vertical Market Products provide the means by which Horizontal market products can be applied within specific market sectors that make special demands on the LEED rating system in terms of the design or operation of buildings or which ease acceptance of the rating system within the sector. The Vertical Market Product Committees have primary responsibility for the development and implementation of a specific LEED Application Guide for a specific building type or market sector (e.g. Retail, Laboratories, Hospitals, Schools). Page 17
LEED Vertical Market Product Committees: Review existing Horizontal Market product rating criteria for applicability to the specific LEED Vertical Market sector/building type. Identify credits for which adaptation of rating criteria is unavoidable and devise and test alternatives. Draft the structure and details of the credit/prerequisite criteria to allow for maximum relevance to the target sector Maintain consistency with the LEED standard and credit structure, thereby reinforcing the integrity of the LEED brand Uphold transparency, flexibility, feasibility and technical accuracy in product development Coordinate with the Steering and other Product Committees to develop Application Guide drafts If required, assist in the development of procedures for the conduct of rating system pilots, selection of pilot projects, conduct and reporting of the pilots. Oversee development and review of technical support materials, such as letter templates and calculators for their Product Assist with marketing and outreach in support of the Product, including the development of marketing and press materials Work with the LEED Program Director and USGBC CEO to identify product development funds and follow-up with potential sponsors As necessary, assist in developing and refining the professional development program for their Product including training workshop and materials development and the professional accreditation program As necessary, assist in developing RFQs and RFPs for contracted work in support of developing/piloting their rating system Communicate progress and accomplishments to the Steering Committee and therefore to the USGBC Board. LEED Vertical Product Committee Structure Unless otherwise noted, Vertical Product Committees have a Core Committee/ Corresponding Member structure. This will be implemented by means of a listserv managed by USGBC staff. Objectives of the Vertical Product Committees Specific objectives of the Vertical Product Committees are maintained in the LEED Business Plan and subject to annual review. In general, the principal objectives of the Vertical Product Committees are as follows: Development, pilot (as determined by LEED Steering Committee subject to the review of the USGBC Board), ballot (as determined by LEED Steering Committee subject to the review of the USGBC Board), launch and promote new Application Guides to make the Page 18
existing Horizontal Market products relevant and accessible to a wider range of market sectors and thereby promote greater use of the existing LEED product range. Vertical Product Committee Membership Vertical Product Committee membership should include practical hands-on expertise in the sector being addressed as well as expertise in the technical and the operational aspects of LEED. LEED Vertical Product Core Committees have 7-11 members drawn from the USGBC membership, representing at least 3 membership categories. Approximately 50% of the Core Committee members (rounded up) will be appointed by the Executive Committee, subject to LEED Management Sub-Committee nomination. Nominees will be identified for their knowledge of LEED and the market sector addressed, aiming to balance the committee membership and representation across member categories and give regional diversity. The remaining members will be recruited for election from the corresponding committee membership and the appointed members of the committee will prepare an election slate for approval by the LEED Steering Committee and the Executive Committee. Any member can join as a corresponding member to any Vertical Market Product Committee. The Committee and Officer terms are for the duration of the product development, testing, pilot (as determined by LEED Steering Committee subject to the review of the USGBC Board), ballot (as determined by LEED Steering Committee subject to the review of the USGBC Board) and launch so as to maintain continuity over the period of development. Typically this will be 1-2 years. Meetings Meetings will take place at a frequency and duration determined by the Committee Chair, but typically weekly or every alternate week for 1-2 hours each. Filling Vacant Seats on a Vertical Product Committee. When an elected member seat falls vacant because of the completion of a term, resignation or discharge of a Committee member, nominations will be taken from the Corresponding Committee attached to the Vertical Product. Management Sub-Committee Officers will prepare a slate of candidates from the corresponding committee and LEED Committee members will elect the new member using online voting. When an appointed member seat falls vacant for similar reasons, then LEED Management Sub-Committee will nominate a replacement for approval by the Steering Committee and Executive Committee. Page 19
Vertical Product Committee Communications Written minutes will be taken at all Committee meetings and approved periodic updates will be posted to the web-site and distributed to Core and Corresponding Members. Vertical Product Committee Chairs will use the LEED Steering Committee as the main vehicle for reporting progress and liaison between Committees and to direct issues for TAG consideration. Page 20
Technical Advisory Groups Charter SECTION 6 Constitution Except as noted below, Technical Advisory Groups (TAGs) are constituted by the LEED Steering Committee in accordance with the Policies And Procedures For Committees approved by USGBC Board in August 2002. The unique and specifically technical nature of the mission performed by the TAGs is such that in certain instances it is appropriate to deviate from the Board committee policies The work of each Technical Advisory Group is governed by this Charter, as approved by the Board of the USGBC. Purpose of the Technical Advisory Groups The TAGs are charged with providing a consistent source of sound technical advice and input to the various LEED Products, tools and services. LEED Committee discussions and decisions should be grounded on technical and scientific considerations of the highest quality. The Technical Advisory Groups perform a crucial role in ensuring that the development of LEED products is responsive to this objective. If an issue proves to be highly contentious or very difficult to resolve technically, then on the advice of the Technical Advisory Groups, the LEED Management Sub-Committee may decide to refer it to TSAC. (See TSAC Section, below) Role and Responsibility of the Technical Advisory Groups The Technical Advisory Groups are not responsible directly for developing any particular LEED products and their role is an advisory one to the product committees, to the LEED SC and to staff in responding to credit interpretation requests and credit ruling appeals. Their role is to maintain consistency and technical rigor in the development of the LEED product portfolio and in response to specific credit rulings and interpretations (thereby ensuring consistency to precedent, between projects and products) and protecting the technical integrity of the LEED brand. LEED Technical Advisory Groups: Advise on and recommend rating criteria to most appropriately meet the intents of each credit Recommend refinements to the rating criteria such that the most environmental or resource benefit is gained from the least onerous and most practical method of documenting LEED compliance Ensure that the credits developed between different LEED versions are up-todate, technically compatible and practical to apply across the family of LEED products Assess the scope and technical content/accuracy/relevance of support materials and referenced standards Page 21
Maintain and progressively improve the library of LEED referenced standards and sources Maintain an awareness of the precedents created by the existing library of Credit Interpretation Requests (CIRs) and assist the LEED Steering Committee to respond consistently to credit appeals Assist staff to respond to new CIRs raised by LEED registered projects. Review of individual credits and rating criteria, letter templates and calculators referred to the TAG by a Product Committee or LEED Management Sub-Committee as coordinated by USGBC staff At the discretion of the TAG Chairs, constitute sub-tags comprising 2-3 experts on a particular credit. The sub-tags will deal with the specific technical issues arising for the particular credit e.g. CIR s, advising on the particular credit and advising on credit appeals to the Steering Committee. Comment on drafts of Rating Systems, Reference Guides, Training materials, Accreditation exam materials and compliance software as referred to the TAG by a Product Committee or LEED Management Sub-Committee LEED Technical Advisory Group Structure TAGs are structured in accord with the technical subdivisions between credit categories within the LEED rating system. Other TAGs may be created or the TAG structure may be reorganized by the Steering Committee according to the needs of the system. TAGs have a Core Committee/Corresponding Committee Member structure and may establish sub-tags to handle individual credit issues. The following Technical Advisory Groups are currently authorized: Sustainable Sites (SS) Technical Advisory Group: This group deals with the site and landscaping aspects of the rating criteria. Water Efficiency (WE) Technical Advisory Group: This group deals with the water efficiency aspects of the rating criteria. Energy and Atmosphere (EA) Technical Advisory Group: This group deals with the energy and atmosphere aspects of the rating criteria. Materials and Resources (MR) Technical Advisory Group: This group deals with the materials and resources aspects of the rating criteria. Indoor Environmental Quality (IEQ) Technical Advisory Group: This group deals with indoor environment quality aspects of the rating criteria. Innovation in Design: This group deals with innovations which meet credit intents by means other than those rewarded directly by the LEED rating system Page 22
Objectives of the Technical Advisory Groups In order to ensure an orderly and prioritized workload for the TAGs, all requests for TAG assistance should be directed through USGBC staff. At the request of the LEED Management Sub-Committee as coordinated by USGBC staff, the TAGs: Review and advise on improving support materials and tools LEED products Advise on Credit Interpretation Requests (CIRs) Develop new rating criteria for new and existing products Recommend modifications to rating criteria for new and existing products Technical Advisory Group Membership The TAG Chair and Vice-Chair are nominated by the LEED Management Sub- Committee and approved by the USGBC Executive Committee. LEED TAG Chairs are identified for their acknowledged expertise in the technical field covered by the respective TAG. TAG Core Committee membership is limited to typically 7-11 Core Members drawn from the USGBC membership. Particular TAGs will vary in their membership depending on the numbers of credits covered by the TAG and the range of expertise needed to address the technical issues within their scope. All TAG members are identified from the relevant Corresponding Committee, nominated and appointed based on their technical expertise in relevant LEED credits. Also, to ensure continuity of expertise and experience from development and pilot of new products into their operational phase, it is important to ensure that the TAGs incorporate new members from across the LEED product range. The LEED Management Sub-Committee will work with the TAG Chairs and staff as necessary to recruit other members to ensure a balance of technical expertise and perspectives from across the LEED product range. There is no limit to the number of Corresponding Members and any member can join any TAG as a correspondent. Core TAG member terms are 2 years, and the Chair and Vice-chair will serve for 2 years in order to provide optimum continuity. The TAG members follow a succession process so that the Vice-chair succeeds to the position of Chair upon the expiration of term, resignation or discharge of the Chair. Recruitment of new TAG members is initiated by the TAG chair drafting a web based invitation to the Corresponding Committee membership describing the role and expertise required and requesting appropriate applications. TAG Chairs may use their discretion in the selection of members, but would normally consult with the existing Core TAG membership. The Technical Advisory groups are exempt from the need to demonstrate balance across member categories because their role is primarily technical and not market based. Notwithstanding, where a TAG can be constituted with balance and still engage the required technical expertise, this should be accomplished. TAG membership should have Page 23
expertise in each of the LEED Horizontal Markets. Vertical Market expertise can be sought on an ad hoc basis. Individual members of the TAG need not be expert across the full range of credits within the scope of the TAG s assessment. TAG Sub-Groups The TAGs may, at the discretion of the TAG Chair, constitute sub-tags to deal with individual credits. The sub-tags consist of TAG members plus invited Corresponding members with particularly relevant expertise. Each sub-tag is responsible for a single LEED credit. As the LEED Certification workload grows, so the TAG workload will also grow and the burden of credit interpretations and maintaining consistency will become more difficult. Sub-TAGs spread the workload of responding to CIR s and credit appeals to small sub-groups with particularly focused expertise on each LEED credit. Sub-TAGs comprise 2-3 focused experts and are constituted and administered by the TAG chairs. Sub-TAG members are recruited similarly to TAG members. Meetings The TAGs will meet at the discretion of the TAG Chairs and Sub-TAGs will meet at the discretion of Sub-TAG Chairs. Typically this expected to be weekly or every alternate week depending on the extent of work requested. Sub-TAGs will need to meet to respond to CIR s that arise relevant to their particular credit. Technical Advisory Group Communications Written minutes will be taken at all Committee meetings. Minutes will provide a summary of the proceedings, noting the major discussion and action items of the meeting, any motions, seconds and the results of votes on the motion. TAG minutes are expected to also collate and record the outcome of sub-tag deliberations, but formal minutes of sub-tag meetings are not required. The TAG members should identify opportunities to liaise with Product Committees and LEED Steering Committee members and maintain general awareness of the issues facing the Council that may be referred to the TAGs for advice. To assist this, TAG Chairs are also appointed members of the LEED Steering Committee and can use the LEED Steering committee as the main vehicle for reporting progress and liaison between Committees. Procedures for maintaining, public openness and transparency, the keeping of meeting minutes, and making public statements and avoidance of conflicts of interest for TAGs are identical to those for other LEED Committees. TAG Operations Subject to the guidelines above, the TAGs may organize and conduct their work in the manner best suited to the needs of the Committee. It is hoped that the TAGs can respond in a timely fashion to the LEED Management Sub-Committee and or other Product Page 24
Committees. The LEED Management Sub-Committee will ensure an orderly referral of subjects to the TAGs to ensure that their workload is managed sensibly. Page 25
LEED Technical and Scientific Advisory Committee (TSAC) Charter SECTION 7 Constitution The Technical and Scientific Advisory Committee (TSAC) is a standing LEED committee comprised of 6-8 respected persons representing a diversity of building community perspectives (e.g., academia, industry, environmental organizations), and technical areas of competency (e.g., engineering, physics, architecture, construction, air quality, etc.). The TSAC shall be appointed by, and report to, the LEED Steering Committee with approval by the USGBC Executive Committee. The TSAC Chair shall be a member of the LEED Steering Committee. Technical Scientific Advisory Committee Structure Technical Advisory Committee Standing Committee Ad Hoc Sub-Committee Topic X Ad Hoc Sub-Committee Topic Y Ad Hoc Sub-Committee Topic Z Standing Committee Make-Up TSAC members are there for their wisdom and impartiality and are expected not to take an advocacy role or position on any issue under consideration. To help ensure impartiality, members of the standing committee shall not have a direct economic interest in the outcome of any TSAC decision. Where the interests of TSAC member may conflict with their role on a specific issue, the TSAC member shall recuse themselves. Further, it is desirable that at least two TSAC members not be members of the USGBC. Ad Hoc Issue Subcommittees In addition to the permanent members of the standing committee, ad hoc sub-committees may be convened to deal with specific issues on an as-needed basis. The scope of these subcommittees shall be limited to a particular technical issue and the term shall be limited to the final disposition of the issue by the LEED Steering Committee, the USGBC Executive Committee, or the Board of Directors. The TSAC shall be represented on all ad hoc subcommittees. In addition, the subcommittees will include recognized experts in the particular subject being discussed. Representatives of affected stakeholders may also provide technical input and participate in subcommittee discussions. USGBC membership is not a prerequisite for contributing to the subcommittee, though only subcommittee members without a financial stake in the outcome of the discussion may vote on the issues. Staff Support will be provided by the USGBC office, to the extent authorized by the LEED Director and CEO. Page 26
Purpose of the Technical Scientific Advisory Committee The TSAC will provide support for each of the LEED products and advice on topics assigned to it by the LEED Management Sub-Committee, the USGBC Board of Directors and on other topics deemed important by the TSAC. The TSAC will provide an independent and impartial forum for vetting the technical aspects of LEED; assuring that all LEED credits are technically supportable, while addressing specific controversial issues as they arise. The TSAC will strive to establish a consistent basis and process for evaluation of issues in a technically rigorous manner (subject to available data and information) and to provide cross-pollination and consistency on technical policy issues between LEED product committees. The TSAC will also provide technical input for developing a system for setting LEED credits that are uniform and rational, based upon technical criteria and input which is supportable and documented and provide technical guidance on testing and compliance questions. Role of the Technical Scientific Advisory Committee The role of this Committee is to ensure the technical soundness of LEED supporting documents, such as the Reference Guide, LEED training and accreditation programs and software support tools. This Committee also serves as a scientific advisory committee to the Council when technical issues are potentially difficult to resolve, involve significant controversy, or involve issues that may become inconsistent across LEED products. This Committee works closely with the LEED Product Technical Advisory Groups. The chairperson of this Committee is also a member of the LEED Steering Committee. Types of Issues Addressed by TSAC The TSAC will address any technical topic on which there is a divergent body of opinion as to how LEED should treat it and on which it is necessary for LEED to take a position, as well as other technical issues that arise in connection with LEED products that cannot be handled by the Product Technical Advisory Committees. The determination of such issues shall be done in collaboration with the LEED Management Sub-Committee. Methods of Analysis The TSAC shall utilize accepted methods of analysis appropriate to the issues presented, while striving to be holistic in its approach. Where analytic tools or data are not available, or where there is not general agreement on the validity of those tools or data, the TSAC shall utilize its best judgment in forming a recommended position on a topic. The scope of the TSAC analysis shall include, to the extent possible, all of the environmental and health impacts of a topic during its life cycle, including the following: Mining and raw materials inputs Transporting raw products to point of manufacture Page 27