Deliver The Green

IF YOU FIND THIS PUBLICATION USEFUL,
THERE IS SOMETHING YOU SHOULD KNOW
This publication was made possible by the support of people like you
through the IFMA Foundation.
Established in 1990 as a non-profit, 501(c)(3) corporation, and

separate entity from IFMA, the IFMA Foundation works for the public
good to promote priority research and educational opportunities for the
advancement of facility management. The IFMA Foundation is
supported by the generosity of the FM community including IFMA
members, chapters, councils, corporate sponsors and private
contributors who share the belief that education and research improve
the FM profession.
By increasing the body of knowledge available to facility professionals,

the IFMA Foundation advances your profession and career potential.
Contributions to the IFMA Foundation are used to:

• Underwrite research – to generate knowledge that directly
benefits the profession
• Fund educational programs – to keep facility managers up-to-
date on the latest techniques and technology
• Provide scholarships – to educate the future of the facility
management profession
Without the support of workplace professionals, the IFMA Foundation

would be unable to contribute to the future development and direction
of facility management. That’s why we need your help. If you are
concerned with improving the profession and your career potential, we
encourage you to make a donation or get involved in a fund-raising
event. After all, isn’t the future of facility management and your career
worth your support?
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IF YOU FIND THIS PUBLICATION USEFUL, THERE IS SOMETHING YOU SHOULD KNOW
This publication was made possible by the support of people like you through the IFMA Foundation. I F M A F O U N D AT I O N
Established in 1990 as a non-profit, 501(c)(3) corporation, and separate entity from IFMA, the IFMA
Foundation works for the public good to promote priority research and educational opportunities for prepared by the Leonardo Academy Inc.
the advancement of facility management. The IFMA Foundation is supported by the generosity of the
FM community including IFMA members, chapters, councils, corporate sponsors and private
contributors who share the belief that education and research improve the FM profession.
By increasing the body of knowledge available to facility professionals, the IFMA Foundation advances
your profession and career potential.

• Underwrite research – to generate knowledge that directly benefits the profession
• Fund educational programs – to keep facility managers up-to-date on the latest techniques and
technology
• Provide scholarships – to educate the future of the facility management profession
Without the support of workplace professionals, the IFMA Foundation would be unable to contribute to
the future development and direction of facility management. That’s why we need your help. If you are
concerned with improving the profession and your career potential, we encourage you to make a donation
or get involved in a fund-raising event. After all, isn’t the future of facility management and your career
worth your support?
DELIVER the GREEN
IFMA FOUNDATION CORPORATE CIRCLE OF CONTRIBUTORS
A FRESH LOOK AT LEED-EB

AND FACILITY MANAGEMENT
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This report sponsored by
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IFMA Foundation Corporate Circle of Contributors

DELIVER the GREEN
Primary Authors Major Contributors
Stephen Olson, Director of Finance and Operations, Leonardo Academy Inc. Sheila Sheridan, CFM, CFMJ, CPM
Jenny Carney, LEED-EB Program Manager, Leonardo Academy Inc. Sheridan Associates
Michael Arny, President and Executive Director, Leonardo Academy Inc. Sheila Sheridan retired from Harvard University as Director of Facilities and Services at the
John F. Kennedy (JFK) School of Government. She has over 25 years experience in the facilities
profession and provided great assistance in the development of this white paper. She helped to
This project supports Leonardo Academy’s mission of improving the environment through sustainable
identify leading facility managers in sustainability actions to include in the survey, follow-up
actions. Leonardo Academy focuses on using integrated thinking to promote environmental interviews and data collection. She also helped guide and review the white paper materials to
sustainability. We develop innovative, outcome-focused products and resources that facilitate make sure they are on target for facility managers.
sustainability by integrating economics, policy and ecology. We produce rating systems, certification
programs, educational resources and other tools that make practicing sustainability practical. Lisa Matthiessen
Leonardo Academy is a charitable 501(c)(3) nonprofit organization. Senior Associate (Sustainable Consulting), Davis Langdon Seah International
Lisa Matthiessen has extensive experience in design and construction with an emphasis in
sustainabledesign. She directs Davis Langdon’s Sustainable Design department which provides
Leonardo Academy wishes to express their great appreciation to the IFMA Foundation for their
full sustainable design and LEED services for major institutional projects. Lisa assisted with
generous funding of this white paper. developing best ways for LEED building projects to analyze financial information and decision
making during the LEED-EB Certification Process.
Leonardo Academy Inc.
T: (608) 280-0255
F: (608) 255-7202 Additional Contributors
info@leonardoacademy.org
1526 Chandler Street, Madison, Wisconsin 53711 First, we would like to thank Stu Carron, Global Facility Manager for JohnsonDiversey, and Patrick
www.leonardoacademy.org Okamura, Manager of Scottsdale Facilities Operations for General Dynamics C4 Systems, for taking
the time to share their experiences with the LEED-EB certification process and helping us to create
the Case Studies based on these experiences.
We would also like to thank the facility managers who participated in our survey of sustainable
building best practices. We are especially grateful to the facility managers who took the extra time to
share their own sustainable building best practice stories, photos and ideas in addition to completing
the survey.
These individuals include:

John Carrillo, Director of Corporate RE Property Management, AT&T - Western Region
Sharon B. Harrington, Process and Quality Manager of Workplace Solutions, Medtronic, Inc.
Norma Miller, Director of Corporate Facilities, Starbucks Coffee Company
Richard Neal, Chief Engineer, National Geographic Society
Richard Pierce, Director of Facilities, University of Wisconsin
Paul Ruskin, Physical Plant Communication Coordinator, Penn State University
Leith Sharp, Director of the Harvard Green Campus Initiative
George Skeeters III, Director of Facilities, Christian Academy School System
Steven Spencer, Facilities Specialist, State Farm Insurance
This paper was made possible by the support of the IFMA Foundation. Established in 1990 as a 501(c)(3) corporation, the foundation Mike Spishock, Manager of Facilities, Johnson and Johnson
funds research, education and scholarships. By increasing the body of knowledge to facility professionals, the Foundation advances Steven Strope, Facility Manager, Washington State Department of Ecology Headquarters Building
Additional copies of this report are available for sale from the IFMA Foundation, 1 E. Greenway Plaza, Suite 1100,
Houston, TX 77046-0194; (281)974-5600; also available on line at www.ifmafoundation.org.
Deliver the Green for Facility Managers
Table of Contents
Introduction 2
Operational and Economic Cost/Benefits of Sustainable Building Practices 3
Sustainable Building Rating Systems as a Framework for Successful Facility
Operation and Upgrades 5
Pursuing LEED-EB Certification 8
Operational and Maintenance Opportunities and Implementation Strategies 26
Appendix A: Sustainable Existing Building Case Studies

JohnsonDiversey Headquarters Sustainable Existing Building Case Study
General Dynamics Roosevelt Campus Sustainable Existing Building Case Study
Appendix B: Glossary of Relevant LEED-EB Terminology
Appendix C: Resources
Appendix D: LEED-EB Breakdown By LEED-EB Check List and Job Function
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Introduction
Facility managers frequently implement energy and water efficiency and waste reduction
measures in their buildings. Now, these same facility managers have the opportunity to
incorporate sustainability into the mix. Sustainability is defined by the World Commission on
Environment and Development as “meeting the needs of today without compromising the ability
of future generations to meet their own needs.” Whether it comes from a top-down directive
from upper management or bottom-up from facility managers looking to improve their facility,
sustainability is a word that captures the attention of upper management including CEOs and
CFOs.
A 2003 PricewaterhouseCoopers’ survey of nearly 1,000 CEOs from 43 countries showed that
79 percent of CEOs agreed that sustainability is vital to the profitability of any company, and
that the main factor driving sustainability is concern about reputation and brand. In addition, 71
percent of CEOs said they would sacrifice short-term profitability in exchange for long-term
shareholder value when implementing a sustainability program.1 Many companies have also
included corporate sustainability commitments within their annual report.2
Sustainable building achievement relies on a fully-integrated, “whole building” approach to

design, construction, and operation. Also referred to as green or high performance buildings,
these facilities have several beneficial characteristics in common. These include:
Increased building efficiencies and energy, water and other resource savings
Reduced waste going to landfills or incineration
Satisfying, productive, quality indoor spaces
Education opportunities for building occupants about efficiency and conservation
Reduced environmental impacts
Enhanced economic performance
This white paper provides an overview of the best opportunities for incorporating sustainability
principles into existing buildings, the costs and benefits of doing so, insights from facility
managers practicing green O&M in their buildings, and the process for achieving recognition for
these actions from the U.S. Green Building Council’s (USGBC’s) LEED®-EB (Leadership in
Energy and Environmental Design for Existing Buildings) program. LEED is a voluntary
program of the USGBC that establishes standards for evaluating and certifying the sustainability
of buildings through a series of green building rating systems.
We surveyed top facility managers (Surveyed FMs) from organizations that we believe operate
and maintain their buildings in a sustainable fashion. We qualitatively identified the operation
and maintenance (O&M) best practices that have been embraced at these facilities.
1
Pricewaterhouse Coopers 6th Annual Global CEO Survey, Leadership, Responsibility, and Growth in Uncertain
Times, January, 2003. 14 July 2006 <http://www.pwcglobal.com/gx/eng/ins-sol/survey-
rep/ceo6/pwc_6_ceo_survey.pdf>
2
Dow Jones Sustainability Indexes web site. 26 May 2006 <http://www.sustainability-
index.com/htmle/sustainability/corpsustainability.html>
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Surveyed FMs indicated adopting green practices not only improves buildings for their
organizations, but can also provide professional benefits to them. These benefits include:
Increased skills and responsibility as sustainability becomes a growing part of facility
management practices
Increased recognition of the economic significance of facility management practices for the
organization
Increased status and profile within the organization
Increased career mobility and opportunities through demonstrated sustainability skills
Increased communication, dialogue and educational opportunities with building occupants,
CEOs and other top level managers in the organization and with people outside the
organization
Increased external professional networking opportunities
Operational and Economic Cost/Benefits of Sustainable Building Practices
Sustainable building practices help facility managers upgrade and operate their buildings in a
sustainable way over the long term, yielding a variety of benefits. Financial, environmental and
social benefits result from:
Lower energy and water costs
Lower waste disposal costs
Lower environmental and emissions costs
Lower operations and maintenance costs
Increased productivity of building occupants
Increased health of building occupants
Higher building valuation (Rule of Thumb: Buildings increase in value eight to ten times the
operational savings3)
Positive impacts on the local and global environment from reductions in resource use,
emissions, water use, and waste disposal
Upfront Costs and Long-Term Savings
Despite myriad long term benefits, incorrect assumptions about the cost of greening buildings
remains an obstacle to widespread sustainable building adoption. This remains true even
following the emergence of numerous studies indicating that cost premiums for new sustainable
building are minimal if not nonexistent. Survey results show that total long-term costs are lower
than perceived, yet a lack of awareness and misperception that construction costs are higher for
new sustainable buildings are still primary hurdles to green building.4 For existing buildings, the
cost of implementing sustainability can be managed to fit organizational financial constraints.
3
Cooper, Glen. Valuation Rules of Thumb, Why and how they are used. BizBuySell article, 2002. 14 July 2006
<http://www.bizbuysell.com/guide/b_value_1.htm>
4
Turner Construction. “Turner Green Building Survey Reveals that More than 70 percent of Executives Believe that
Green Buildings Enhance Student Performance and Ability to Retain Teachers.” Press Release, October 26, 2005.
14 July 2006 <http://www.turnerconstruction.com/corporate/content.asp?d=4919&p=4008>.
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There are many low cost and no cost sustainable actions available and any higher cost actions
can be scheduled to coincide with equipment and facility upgrades whenever these actions occur.
An economic analysis study, The Costs and Financial Benefits of Building Green,5 concludes
that sustainable design can be incorporated into a new structure with little or no increase in
construction costs, and that the financial benefits of green buildings are over ten times the
average initial investment. The study states that industry perception of green new building costs
are considerably higher than the actual cost premiums and that in practice premiums are slightly
less than 2 percent, or $3 to $5 per square foot. The cost increase is attributed mainly to
increased architectural and engineering design time, modeling, and time needed to institute
sustainable building practices. As green design becomes more embedded in these professions,
the cost for doing these services should decrease. It was also shown in the study that higher
upfront costs for high-efficiency lighting, window, and mechanical systems are outweighed by
reduced life cycle costs. Energy savings alone often exceed the average increased cost associated
with constructing new green buildings.
In another study, Matthiessen and Moris selected 45 library, laboratory, and academic classroom
projects that were designed with a goal of meeting some level of the USGBC’s LEED-NC
certification, and compared them to 93 non-LEED buildings with similar program types.6 Their
comparison found that although the standard deviation in dollars per square foot cost for each
category (LEED-seeking and non-LEED) was quite high, since there is such a wide variation in
building costs, there was no significant difference in the construction costs for LEED-seeking
versus non-LEED buildings in any of the categories. The data also showed that a majority of the
LEED-seeking buildings had original budgets that were set without regard to sustainable design,
and yet received no supplemental funds to support sustainable goals. LEED projects that
received additional sustainable goal funding usually provided only for specific enhancements or
requirements, such as photovoltaic systems, typically in the range of 0–3 percent of initial
budget. Matthiessen and Moris concluded that many projects can achieve sustainable design
within their initial budget, or with very small supplemental funding.
Sustainable building performance in existing buildings can also be achieved at reasonable costs.
Many changes consist of improved operations with little or no capital costs. If needed, system or
building upgrades can be spread out over time and implemented when capital dollars become
available. Employing an integrated approach, a central element of green building philosophy,
allows high benefit at low cost by achieving synergies between disciplines and between
technologies. A June 2000 Study by Xenergy, Green City Buildings Applying the LEED Rating
System, for the City of Portland found a 15 percent life-cycle savings associated with bringing
three existing standard buildings up to LEED certification levels.7 Direct life-cycle cost savings
5
Kats, Greg, et al. The Costs and Financial Benefits of Building Green: A Report to California’s Sustainable
Building Task Force. Sustainable Building Task Force, 2003. 14 July 2006
<http://www.usgbc.org/Docs/News/News477.pdf>.
6
Matthiessen, L. F. and P. Moris. Costing Green: A Comprehensive Cost Database and Budgeting Methodology.
Davis Langdon Adamson Report, 2004. 14 July 2006
<http://www.davislangdon.com/pdf/USA/2004CostingGreen.pdf>.
7
Green City Buildings Applying the LEEDTM Rating System. Prepared for the City of Portland by Xenergy Inc. and
Sera Architects, June 13, 2000. 14 July 2006 <http://www.nwalliance.org/resources/reports/00-062.pdf>
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of 13 to 16 percent resulted from increased productivity of building occupants, energy and water
efficiency cost savings, and cost savings from use of salvaged material.
Increased Health and Productivity of Building Occupants
In addition to economic and environmental benefits, green buildings provide safe, healthy places
for people to work, study, and live. Numerous daylighting studies have established links between
facility features and improved student health and performance.8, 9, 10 Positive productivity
benefits have also been shown in other building types. The Center for Building Performance at
Carnegie Mellon University – Building Investment Decision Support (BIDS) program reviewed
over 1,000 studies that relate technical characteristics of buildings to tenant responses to identify
approximately 90 of the most rigorous studies on the productivity impacts from green and high
performance building designs. Increases in tenant control over ventilation, temperature and
lighting resulted in indoor environmental quality (IEQ) health and productivity cost benefits
ranging from 0.5 to 34 percent in green certified buildings.11 Certified building owners also
expect that sustainable operations influence occupant recruiting and retention:
“When Medtronic built the World Headquarters campus six years ago we focused on
energy conservation and energy assets, rather than ‘green’ or ‘LEED’ per se. We
received an award from our local utility company (Xcel Energy) for our efforts,” explains
Sharon Harrington, CFM, Process and Quality Manager, Medtronic, Inc.
“Our driver for following the LEED guidelines now, in building our next major campus,
is that it is the right thing to do. It supports one of our corporate mission statements, ‘To
maintain good citizenship as a company.’ We also believe that building in accordance
with LEED may improve recruitment and retention, recognizing the increasing
importance of the environment to the next generation of workers.”
Sustainable Building Rating Systems as a Framework for Successful Facility

Operation and Upgrades
The U.S. Green Building Council’s LEED-EB and other third-party environmental certification
programs have emerged as important roadmaps for steering environmental sustainability efforts.
By presenting clear guidelines, sustainable building rating systems aid facility managers by
8
Nicklas, Michael H. and Gary B. Bailey. Student Performance in Daylit Schools; Analysis of Performance of
Students in of Daylit Schools. Raleigh, NC. Innovative Design Report, 1996. 14 July 2006
<http://www.innovativedesign.net/pdf/studentperformance.pdf>.
9
Heschong Mahone Group. Daylighting in Schools, Additional Analysis, Detailed Report. Fair Oaks, CA: New
Buildings Institute, 2001.
10
Hathaway, Hargreaves, Thompson, and Novitsky. A Study Into the Effects of Light on Children of Elementary
School Age – A Case of Daylight Robbery. Alberta, Canada: Jan. 1992. Policy and Planning Branch, Planning and
Information Services Division, Alberta Education.
11
Carnegie Mellon University Department of Architecture. Building Investment Decision Support Tool. 2002. 14
July 2006 <http://www.arc.cmu.edu/cbpd/>.
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providing a framework for improving operations and upgrades and documenting the sustainable
performance of their buildings.
Surveyed FMs indicate that the key benefits of using green building rating systems, such as
LEED-EB, as a sustainability framework are:
Making operation/upgrade decisions based on integrated, whole building principles
Encouraging benchmarking and goal setting for building operations and performance and
process improvements
Developing short-term and long-term strategies for continually maintaining and gradually
improving building performance
Standardizing sustainable actions across multiple buildings within a portfolio
“Using these types of data and informational forums allow us to shortcut the time needed
to research sustainability and quickly implement new initiatives that improve our
programs as well as fit into a long range plan of integration,” says George Skeeters III,
Director of Facilities at the Christian Academy School System.
Additional key benefits of using green building rating systems as sustainability frameworks, as
indicated by Surveyed FMs, include:
Accessing resources and project management tools
Identifying inefficient and wasteful practices
• Energy management, water use, and other operating systems are evaluated during the
certification process
• Certification process provides an increased awareness of building operations
• Facility managers become familiar with best practices used across the industry
Validating savings objectively
• Provides the ability to measure actual performance against operating and process
improvement benchmarks
• Provides proof to stakeholders of sustainability commitment
• Helps facility managers upgrade and operate their buildings in a sustainable way over the
long term
Reducing operating costs
• Lowers energy and water costs
• Lowers waste disposal costs
• Lowers environmental and emissions costs
• Lowers operations and maintenance costs
Increasing customer loyalty through demonstrated corporate responsibility
• Using third-party review process and public commitment ensures follow through on
sustainability goals
• Good public relations arise from the positive impacts on the local and global environment
from reductions in resource use, emissions, water use, and waste disposal
• Provides positive information for inclusion in company product marketing materials
Increasing value of buildings
• Improves equity and debt borrowing capacity
• Improves organization credit rating
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• Maintains or increases asset/portfolio value

Increasing health and productivity of building occupants
• Improves employee satisfaction
• Reduces absenteeism and turnover
Improving community relations
• Reduces liability
• Improves risk management
“Conduct a facilities condition audit. Use this audit

for a long term capital plan,” recommends Mike
Spishock, Manager of Facilities for Johnson and
Johnson. “Look at new technologies and take the
opportunity to reengineer if applicable, increase
energy efficiency and overall effectiveness of
building systems.”
Johnson & Johnson’s hydrogen fuel cell pilot

project was a way to stay on the cutting edge of
new technologies and determine whether or not
this is a viable energy alternative for the future.
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Pursuing LEED-EB Certification:

The Registration, Certification and Application Process
Released in October of 2004 after a three year development and piloting phase, the U.S. Green
Building Council’s LEED for Existing Buildings V2.0 program provides a roadmap for
addressing sustainability issues in all existing buildings, even those not initially designed with
high efficiency systems and features. Expanding on the success of LEED for New Construction
(LEED-NC), which has certified nearly 400 buildings since its launch in 1998, the LEED-EB
program shifts attention towards the operational phase of buildings’ life cycles. With focus on
existing building commissioning, operating and maintenance procedures, upgrades, controls, and
integrated approaches, this new program promotes sustainability in buildings in a comprehensive
yet flexible manner. For facility managers, LEED-EB provides resources and a clear path for
operating buildings sustainability. And though formal third-party certification keeps projects on
track and verifies their sustainability achievements, LEED-EB is a valuable facility management
tool, even if certification is not the final outcome.
Applicability of LEED-EB Certification
In just a few years since its release, LEED-EB has been successfully applied to a variety of
building types. The flexibility built into the rating system allows project teams to pursue
sustainability actions that are viable in their unique building and consistent with larger
organizational goals and priorities. The table below gives an indication of the broad diversity of
buildings that have registered for LEED-EB and achieved certification. Registration entails
formally enrolling in the LEED-EB program and paying a registration fee. Certification means
that a project has successfully completed the LEED-EB process by submitting an application to
the USGBC demonstrating compliance with LEED-EB requirements.
LEED-EB Building Registrations and Certifications

Ownership Type Registered Certified Projects** Total
Projects*
For Profit Corporation 56 15 71
Nonprofit 19 4 23
State Government 18 4 21
Local Government 17 4 21
Federal Government 17 0 17
Individual 5 0 5
Other 6 3 9
Totals 137 30 167
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Building Type Registered Certified Projects** Total

Projects*
Commercial Office 55 15 70
Multiuse 48 9 57
Public Order & Safety 7 0 7
K-12 Education 5 0 5
Laboratory 3 1 4
Higher Education 0 3 3
Industrial 2 1 3
Assembly 1 1 2
Interpretive Center (e.g., nature 2 0 2
center)
Campus 1 0 1
Animal Care 1 0 1
Health Care 1 0 1
Military Base 1 0 1
Multiuse Residential 1 0 1
Other 9 0 9
Totals 137 30 167
* As of March, 2006
** As of June, 2006
Commercial Buildings
Commercial buildings comprise the largest category of LEED-EB certified facilities. The rating
system is very adept at serving this sector, due to the relatively standard array of functions and
features seen in these buildings.
Industrial Facilities
Industrial facilities may face special challenges in gauging the performance of their buildings,
but the USGBC’s commitment to make LEED-EB applicable to a broad range of building types
means that USGBC staff and the certification review team are available to help determine how
best to adapt LEED-EB performance metrics to these facilities. A number of industrial facilities
have received LEED-EB certification, including General Dynamic’s C4 Systems Facility in
Scottsdale, AZ (see Appendix A, General Dynamic Case Study) and Knoll’s Lubin
Manufacturing Facility in East Greenville, PA.
Nonprofit Organizations
The challenges faced by nonprofit organizations in pursuing LEED certification typically stem
not from unique building types and uses (since most function as office buildings), but in resource
and funding obstacles. However, an array of low cost and no-cost actions, such as green cleaning
practices, can help earn LEED-EB points and make certification accessible to most
organizations. The National Geographic Headquarters Complex in Washington, D.C. was among
the first LEED-EB certified buildings. The CCI Center, which houses a number of nonprofit
organizations and serves as an environmental resource center in Pittsburgh, PA, is another
example of the successful adoption of LEED-EB by nonprofits.
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Schools and Universities

Green buildings on campuses can be valuable tools in promoting the educational mission of the
institutions they serve, both due to the positive effect of green buildings on learning
environments, and also as demonstration laboratories that can be incorporated into curricula.
Increased teacher retention, lower building insurance rates, decreased liability, improved
community relations and higher safety levels for students, teachers and other building occupants
offer further incentives for adopting green practices on campuses. Campus buildings also make
ideal candidates for LEED-EB because of the enduring nature of the owner/occupant relationship
– all capital investments made to improve operational efficiency are sure to be realized by the
investing entity and not a future owner.
In applying LEED-EB to campuses, some common challenges include establishing site

boundaries for a single building and allotting shared campus resources. In some cases, campus
buildings may not have separate utility metering because of centralized heating and water
infrastructure, making it difficult to assess and manage resource consumption in a single
building. In these instances, adding separate meters to the building is a necessary starting point
for greening the building and pursuing LEED-EB certification. Some campuses choose to
implement LEED-EB on a campus-wide basis, in which case policies and practices are adopted
by the entire campus, and average performance for shared resources is used in individual LEED-
EB applications. LEED-EB certified buildings are present on the campuses of UC-Santa Barbara,
Emory University, Duke University, and the California State University System’s Moss Landing
Marine Laboratories.
Basic Steps for Achieving LEED-EB Certification
Though managing a LEED-EB project is a fluid, dynamic process, certain concrete steps help
ensure success. Though these steps may in practice resemble integrated, concurrent cycles of
assessment, goal setting, resource gathering, implementation of operations and equipment
improvements, and reassessment, it can be helpful to consider each component as a separate
phase, especially when first attempting to get a handle on the LEED-EB process.
Gain Organizational Support
Prior to investing large amounts of staff time and other resources in pursuing LEED-EB
certification, gaining organization support for the project is critical. Oftentimes, a single person
within the organization initiates consideration of LEED-EB and advocates for its adoption by
educating others about the opportunities and costs associated with certification. This can come in
the form of an upper management member championing sustainability and LEED-EB by issuing
a directive to facility management staff to acquire LEED certification for the building.
Conversely, a facility manager can work to convince key decision makers to adopt LEED-EB by
demonstrating the importance and benefits of facility management practices and the value of
using LEED-EB to guide them.
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Regardless of where the enthusiasm for LEED-EB is originating, proponents should prepare
themselves by learning about the USGBC and the LEED program, considering specific reasons
why LEED-EB will yield opportunities and value in the building, crafting a plan for gaining
support from key players, and setting preliminary goals for sustainable achievements in the
building.
The USGBC web site (www.usgbc.org) hosts resources that can be used to orient colleagues and
help make the case for LEED-EB in your building. These include:
LEED-EB Informational PowerPoint – offers a visual overview of the USGBC, green
buildings and the LEED-EB program that can be downloaded and presented to colleagues or
clients
LEED-EB Brochures – printable documents that provide a succinct summary of the program
Case Studies – examples of certified projects, including information about strategies and
successes in implementing LEED-EB
LEED-EB Project Check List – an Excel spreadsheet that lists all LEED-EB prerequisites
and credits, and helps you track opportunities for earning credits in your building
Searchable database of LEED Accredited Professionals – find local individuals with proven
knowledge of LEED
Contact information for regional USGBC Chapters – tap into regional resources, learn about
Chapter presentations and events, and make contact with other members of the LEED
community
Lists of Certified and Registered Projects – learn of other buildings in your area or similar
building types that are pursuing LEED
Frequently Asked Questions – get answers to basic questions about LEED-EB
Industry Publications – access research about the green building movement, the economics
of green building, productivity benefits in green spaces, and more.
Assemble and Manage Team
Integration of all aspects of building features, systems, and process is a central tenant of LEED.
For this reason, it is not surprising that successful project teams are typically comprised of
collaborators with diverse responsibilities and areas of expertise. When forming your team,
consider including:
Representatives of all groups affected by changes to the facility
Individuals with expertise in areas addressed by the LEED-EB prerequisites and credits you
are planning to pursue
A LEED Accredited Professional (LEED AP) – LEED APs with a specialization in LEED-
EB will become available in the fall of 2006 when new specialized LEED Accreditation
exams are made available by the USGBC
Team Constituents
Typical teams include 8-10 core members, with facility managers and LEED APs being among
the most common participants. It is common for a team to consist of several internal staff
members involved in the regular maintenance and operation of the building and a smaller
IFMA Foundation 11
number of external resources brought in to help manage the process or provide expertise in a
specific area not covered by internal staff. Team leaders should communicate with the Human
Resources Department to help identify and secure the services of internal and external parties.
The feasibility and potential cost impact of a number of LEED-EB points can be significantly
increased or decreased based on whether team members are familiar with sustainable practices,
and willing to commit to following established protocols and procedures. LEED APs
experienced with LEED-EB are a valuable resource for demystifying the LEED-EB process,
helping integrate efforts and identify synergies between sustainability actions, and facilitating
steady progress. The LEED AP for your project can be either someone on your staff or a
consultant. If you are planning to use a consultant on your project team, ask representatives from
LEED-EB certified buildings for recommendations. Also, the USGBC web site hosts a database
of LEED APs, searchable by name and location.
Teams of LEED-EB certified projects have included individuals in the following roles:
Facility Manager
LEED Accredited Professional / Environmental Advisor
Owner or Owner’s Representative
Project Manager
Engineer
Environmental Health & Safety Director
Recycling/Waste Manager
Property Manager
Commissioning Agent
Custodial Manager
Architect
Financial Manager/CFO
Environmental Affairs Director
Procurement Official
Site and Grounds Manager
HVAC Specialist
Assigning Responsibility
Once internal and external team members have been identified, the next challenge is assigning
responsibility for each LEED-EB prerequisite and credit being pursued. For each prerequisite
and credit, designate a team member to oversee the assessment, planning, implementation, and
documentation of LEED-EB actions. Assignments should reflect team members’ areas of
expertise and interest. It may be helpful to group like prerequisites and credits and assign a single
person responsibility for the group.
Grouping strategies will vary depending on the organizational structure and skill sets of
individual team members. See Appendix D for a list of all LEED-EB prerequisites and credits,
grouped by both credit category (Sustainable Sites, Water Efficiency, Energy & Atmosphere,
Materials & Resources, and Indoor Environmental Quality) and by job function. Based on the
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ideas presented in Appendix D and the particular characteristics of your organization, develop a
grouping strategy that works best for your organization.
Education, Communication and Motivation
Management of the project team is extremely important to a successful project. This includes
providing appropriate resources, communicating goals and progress, and keeping team members
motivated.
Evaluate Building and Identify Opportunities
Evaluating your building and identifying opportunities for improvement involves the following
activities:
Benchmarking current building performance and practices against LEED-EB prerequisite
and credit requirements
Pinpointing LEED-EB prerequisite requirements and credits that are currently met or can be
easily met in less than 6 months through building operations improvements or upgrades
Identifying short term (6 months to 1 year), mid term (2 to 5 years), and long term (beyond 5
years) goals and strategies for achieving unmet LEED-EB prerequisites and additional
LEED-EB credits
A critical early step in any LEED-EB project is to conduct an assessment of current building
performance and operating practices (policies, procedures, etc.). Whether the building
performance audit is performed internally or with outside help is dependent on your budget and
level of in-house expertise. The assessment should include discussions with building
management team representatives responsible for each aspect of building operations covered by
LEED-EB to identify present practices, current building improvement plans and how they can
help with additional achievements. This assessment will reveal how close the building is to
meeting LEED-EB standards, and help you identify and prioritize operating improvements and
equipment upgrades. This action will also assist you in defining the target certification level for
your project, determining which individuals within or outside of the organization might be
valuable participants on your LEED-EB team, and developing initial estimates of the budget
needed to complete your project.
In conducting an initial audit, perform a quick review of LEED-EB prerequisite and credit
requirements as defined in the LEED-EB Rating System to create a draft LEED-EB Project
Checklist. Pay particular attention to the building’s performance relative to LEED-EB
prerequisites. Because meeting prerequisites is compulsory for LEED-EB certification,
understanding the scope of changes necessary for compliance is a critical first step.
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USGBC Resources that can aid you in conducting an assessment include:

LEED-EB Project Checklist – tool for tracking LEED-EB prerequisites and credits that are
earnable in your building, giving you an indication of potential point totals and certification
levels (available free from www.usgbc.org/leed/eb)
LEED-EB Rating System – provides requirements for earning and documenting LEED-EB
prerequisites and credits (available free from www.usgbc.org/leed/eb)
LEED-EB Reference Guide – offers strategies and techniques, standards, synergies and
tradeoffs, and lists of topic-specific technical resources for implementing sustainable facility
improvements and earning LEED-EB prerequisites and credits. Purchase a LEED-EB
Reference Guide from the USGBC web site ($150 for USGBC members and $200 for non-
members as of June, 2006) early in the process to assist you with evaluating prerequisite and
credit requirements. The LEED-EB Reference Guide is a valuable sustainable facility
management tool regardless of whether the project team aspires to obtain LEED-EB
certification.
Building information needed for the assessment:

Performance Data (building automation system output, utility bills, systems testing results,
etc.) – in most cases a year of historical data will give you a good idea of your building’s
typical performance relative to LEED-EB benchmarks.
Building Operation Procedures (equipment maintenance protocols, system set points,
building operation plan, etc.)
Building Policies (smoking policies, cleaning policies, etc.)
Procurement Practices (current product providers, purchase tracking procedures, etc.)
Building and site features (daylighting and views access, parking structures, bike/shower
facilities, landscaped areas, etc.)
Following the building audit, you will be well-positioned to understand the scope of changes that
must happen within the building to meet LEED-EB prerequisites and credits. In most cases
buildings already meet a number of the requirements and can meet additional requirements with
minor adjustments to equipment and practices. Some buildings will require major capital
investments to meet other requirements or credits. Based on the desired certification level and
the sustainability goals of the organization, you may use the audit results to map out desired
changes to the building and its operation. For upgrades that require significant investments,
evaluating the returns on investment that each provides can be a useful tool for prioritizing
changes to the building.
Once your project team is in place, revisit the initial draft LEED-EB Project Checklist generated
during the audit with them. Go over the LEED-EB requirements for each identified credit and
assess their potential for success and the time frame in which success can be achieved. Attempt
to earn at least two or three points above the desired certification level. This will give the team a
cushion in case during the certification application review process it is determined by the
USGBC that some of the expected credits have not been achieved.
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Register Project
Registering your project with the USGBC gives you access to a variety of project management
and application development tools. Resources included with registration include:
Access to LEED-Online and the Letter Templates that comprise the foundation of your
LEED-EB application (see the Develop and Submit Application section below for more
information about these tools).
Access to Credit Interpretation Rulings (CIRs). These rulings are issued by the USGBC in
response to requests from registered project teams to clarify the appropriate method for
applying prerequisite or credit requirements to a specific project.
Registration is done online through the USGBC web site (www.usgbc.org). Registration fees are
$450 for USGBC members and $600 for non-members (as of June 2006). Check the web site for
the most current information about fees.
Establish a Project Budget and Manage Costs
It is essential to align the budget with the sustainability goals during the auditing and planning
phase of the project. This is done by:
Establishing team expectations and expertise
Identifying specific green goals and planned actions
Developing a schedule
Aligning the budget with the planned actions and schedule
Staying on track through the project
If there are insufficient funds to fulfill the sustainability goals, planned actions or schedule, either
the goals must be revamped, the schedule adjusted, or the budget increased. Too often projects
move forward with a mismatch, either because the project team is unaware of the mismatch, or
more often, due to wishful thinking that something will turn up to resolve the problem.
In order to align the budget with planned sustainability actions and schedule, compare the costs
of actions with the expected stream of funds available to support their implementation. Also
explore the availability of utility, public benefit funds or government tax benefits for planned
actions to see if this can help advance the implementation of desired building upgrades. If there
are insufficient funds for all scheduled actions defer some measures until the funds become
available. For example, if you have planned to replace a chiller before its end of life to increase
building energy efficiency, defer this upgrade until its end of life. Also include in the criteria for
the chiller and any other future equipment upgrades that they must meet the requirements of the
relevant LEED-EB prerequisites or credits to assure that these opportunities are not missed when
they occur.
Once the planned upgrades are adjusted to fit within the expected stream of funds available for
these purposes, the project budget provides a communication tool for the project team, allowing
a clear understanding of the budget limitations for planned actions and the schedule.
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In order to align your planned building upgrades with your schedule and budget:
Prepare a budget, list of upgrades and schedule for the greening of the building
Adjust the schedule for the planned upgrades so they fit within the expected streams of
funding available for these actions
Make all team members aware of the budget, the planned actions and the schedule
The overall cost of doing LEED-EB is dependent on many variables, such as the current state of
the building, project goals, schedule and the scope of desired changes. Understanding the
implications of certain choices or practices will help you minimize costs and get the most value
out of your sustainability dollars. The sections below provide an overview of different areas of
expenditure associated with LEED-EB projects and strategies for minimizing costs.
Certification Fees
The USGBC’s fee structure for project registration and certification is dependant on the size of
the building and membership status. The table below shows current fees. Because fees are
subject to change, visit the USGBC web site for the most up to date information. USGBC
members are offered reduced rates for both registration and certification fees, so weigh the cost
of membership to the fee savings; in most cases, becoming a member prior to registration is
economically advantageous.
Registration Fees (as of June 2006)

USGBC Members $450
Non-Members $600
Certification Fees (as of June 2006)

Less than 50,000 50,000-500,000 More than 500,000
Square Feet Square Feet Square Feet
USGBC Members $1,250 $0.025/ft2 $12,500
Non-Members $1,500 $0.030/ft2 $15,000
Investments in Building and Operations Improvements
It is critical to understand the ease of achievement of each credit or prerequisite in order to

understand whether there will be cost impacts and to assess how significant those cost impacts
will be. Understanding the criteria for meeting requirements, and the range of options for
achieving those outcomes, is critically important for overall project success and for budget
management. In LEED, there is always more than one way to achieve a given point. In many
cases, cost-effective options are available, but may require the institution to consider its values at
all levels. For example, while it might be possible to reduce energy usage by installing high-
performance glazing and occupancy sensors to control light fixtures, these strategies can add
considerable cost. On the other hand, the building’s occupants can commit to turning off lights
IFMA Foundation 16
when rooms are unoccupied or facility managers can reduce space conditioning during off-hours.
These scenarios all result in lower energy consumption, but the lowest cost options can only be
achieved when the core values of the facility occupants are aligned with the goal of
sustainability.
No Cost and Low Cost Actions
Depending on the building’s existing characteristics and operating procedures, your building
likely already qualifies for number of LEED-EB prerequisites and credits. The number of
points you are close to earning, or already have earned, minimizes the need to fund changes
to building equipment or operating practices. In determining which points to pursue and how
to obtain them, it is important to look for LEED strategies that capitalize on the project’s
existing strengths. For example, an existing laboratory building may have a fairly
sophisticated building management system in place. While this system may not include all
the monitoring required to earn a LEED point, the effort and cost associated with
supplementing the current equipment with the needed additions might be reasonable.
Similarly, if an existing building’s facilities management team has already developed long-
range planning tools, achievement of credits that require such planning will be a matter of
simple adjustment.
In addition to LEED-EB prerequisites and credits that are already achieved or nearly
achieved in your building, implementation of certain credits generally require low cost or no
cost actions. For most buildings, these include the credits related to green site management,
green cleaning, and green procurement.
The first step towards effective cost control for a LEED-EB project will therefore be to
review the entire LEED Checklist against the building’s existing characteristics and practices
to determine which LEED points are within closest range.
Capital Improvements
Major building changes are generally carried out on the owner’s schedule for ongoing major
maintenance actions and capital improvements, and are not necessarily mandated or driven
by LEED-EB. LEED-EB, however, is a valuable tool for making these upgrades in a
sustainable way and prioritizing scheduled improvements. Aligning future capital
investments with LEED-EB prerequisites and credits will keep LEED-specific costs to a
minimum while ensuring gradual improvement towards greater sustainability. For example,
replacing a roof before its normal end of life just for the purpose of earning a LEED-EB
point for having a high-emissivity/ high reflectance roof makes little sense. But committing
to using sustainable roofing materials over the normal replacement schedule will contribute
to the building’s overall sustainability without requiring large additional capital investments.
Procurement of Services and Goods
The LEED-EB team should consider the appropriate procurement process for each point and
tailor the process to the particular strengths and weaknesses of the project and organization.
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For LEED-related services, it may be cost effective to develop the capacity to perform
certain LEED-related tasks in-house, especially if the building is one of many owned by a
single entity. By providing commissioning and other services internally, there is a greater
chance for communication and collaboration with the staff responsible for ongoing
maintenance and operations. This allows knowledge of the LEED process to become
institutionalized in a way that can be applied to multiple buildings within the same portfolio,
and will save money in the long run. Some buildings may elect to bring in outside help to
certify the first few projects, with the goal of training internal staff to manage the greening of
other buildings in the future. On the other hand, for a single building, it may be more cost
effective to procure these services from an outside consultant.
In procuring goods and equipment related to LEED-EB, researching options and choosing
cost-effective strategies and technologies are important. For example, in order to achieve
IEQc5.2: Indoor Chemical and Pollutant Source Control, a project team may choose to invest
in floor-to-floor separations and dedicated exhaust at printing rooms, or can decide it is more
cost-effective to send copying and printing jobs to an outside firm. In the case of purchasing
alternative materials instead of conventional products, being familiar with green product
lines and vendors that cater to the LEED market can minimize costs and make product
comparisons and LEED-EB documentation easier.
When establishing purchasing contracts, include requirements that relevant LEED-EB

standards are met and that required LEED-EB documentation is provided by the vendor.
Personnel
Expenditures on personnel are driven in part by the availability of in-house resources, current
practices, and the scope of changes need for LEED-EB certification. Personnel time is needed
both to manage and maintain changes to the building, and also to document building
performance and prepare the LEED-EB certification application. One way to reduce the burden
of developing a LEED-EB application is to ask service providers to prepare documentation for
the LEED-EB credits associated with what they do for your building. For example, a growing
number of cleaning service providers offers this documentation as part of their services. If you
use third party providers, communicate your LEED-EB documentation needs and ask them to
assume responsibility for preparing portions related to their products. When rebidding for
services, consider adding responsibility for LEED-EB documentation to the RFP.
Some organizations manage LEED-EB projects by doing all work internally with existing staff,
and therefore incur in-kind costs for staff time reallocation but not for outside consultants. In this
instance, it is important to consider how additional effort by internal staff affects their other job
tasks. Other organizations hire consultants to support the development, implementation and
documentation of LEED-EB. Either scenario can lead to good results, though it is vital for team
members to collectively hold the expertise and motivation for accomplishing project goals. If
internal resources are not available to cover all aspects of the project, hiring a consultant can
save time and money in the long run. If consultants are a part of the project team, it is beneficial
to require that their expertise is transferred to internal personnel as much as possible.
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If you hire external personnel, it is recommended that you use a competitive process to select
your consultant. Important things to consider in your selection process are:
Recommendations from representatives of LEED-EB certified buildings.
Experience with LEED-EB project development and certification application preparation
LEED Accreditation with a LEED-EB Specialization – in October 2006 a new LEED
Accreditation exam specific to LEED-EB will be available
Set a Timeline
To a large degree, the amount of time it takes to complete a LEED-EB project depends on the
scope of changes needed. Because equipment upgrades and changes to organizational policies
and operating practices are often necessary, pursuing LEED-EB certification can be a multi-year
process. Setting a realistic timeline for progress will help keep the project on track and help
manage expectations. The timeline should reflect the project goals and desired schedule while
being mindful of operational and budget limitations. Though steady progress is important for
sustaining interest and momentum, setting a timeline that is unrealistically ambitious can prove
frustrating for team members and other stakeholders. Because O&M is ongoing over the life of
the building, the primary goal in establishing a project timeline should be to make changes in a
way that will last, even if it requires a substantial amount of time to do so.
On average, it takes projects about one year from the time they register their project until they
submit a completed application to the USGBC, though some projects have done so in both half
and twice as much time. Taking a longer time is not a problem. Some buildings are using LEED-
EB as a guide on the path to sustainability and will not reach the point where they can apply for
certification for a number of years. All along the way, each additional implemented LEED-EB
action increases the sustainability of the building.
Once the USGBC receives an application, certification is typically awarded within 3-4 months,
though the process can take longer if the preliminary review reveals that further modification to
the building or operating practices is needed to meet LEED-EB prerequisite requirements or
achieve the desired level of LEED-EB certification.
Implement Changes
Because of the inherent flexibility of picking and choosing which credits to pursue, and because
LEED-EB requirements are focused on performance outcomes rather than specific avenues to
achieving those outcomes, project teams have great freedom in determining which changes best
fit their building. Once the team has decided to pursue a certain credit, an analysis of options for
achieving the credit must be undertaken. For example, a decision to reduce fixture water use
might take the form of adding aerators to lavatory faucets, replacing conventional urinals with
non-water using models, or installing a graywater collection system that is then used to flush
toilets. It is up to the project team to select changes that meet the LEED-EB performance
requirements while also meeting the needs of building users and the project budget. Changes
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made for LEED-EB might range from equipment retrofits to policy revisions or new operating
procedures.
Develop and follow an action plan that outlines, for each prerequisite and credit, the scope of
changes needed, options to investigate, timeframes for choosing and committing to strategies,
and the steps needed to make the desired changes.
Helpful resources for managing this process include:

Technical manuals, such as the LEED-EB Reference Guide.
Best practice guidelines that list options for achieving specific outcomes (see “Operation and
Maintenance Opportunities and Implementation Strategies” section).
A list of alternative credits to substitute if implementation proves infeasible for certain items
(generated during the building evaluation phase of your project).
Third party tools for developing managing and implementing LEED-EB projects (see
Appendix C).
Collect Building Performance Data over Performance Period
Each application for LEED-EB certification must include building performance data collected
over the Performance Period. For first time applicants, the Performance Period must be at least
three months long. It is up to the project team to determine the timing and duration of the
Performance Period. If possible, a longer Performance Period (one year, for example) will
provide a more robust picture of the building’s performance, as it covers seasonal variations in
resource consumption (irrigation rates, heating and cooling loads, etc.) and occupant behavior
(commuting choices).
Other important considerations regarding the Performance Period include:

All policy, operations and equipment changes being made for the purpose of meeting LEED-
EB criteria should be fully implemented BEFORE the start of the Performance Period, as the
building data collected should reflect those changes.
The end date of the Performance Period should be relatively consistent for all LEED-EB
prerequisites or credits and occur relatively near the application submittal date (contact the
USGBC for further guidance), though additional historical data extending beyond the bounds
of the Performance Period can be furnished for certain credits if it will enhance the
application review team’s understanding of how the building meets the criteria.
For some credits, annual performance data is required to meet the documentation
requirements. For initial LEED-EB applications that use a three month performance period,
data can be extrapolated to a full year, if an actual full year of data is unavailable. Guidance
for conducting these extrapolations can be found in the LEED-EB Reference Guide.
Develop and Submit Application
The USGBC recently launched its new, paperless, online tool for submitting LEED-EB
applications. LEED-Online accommodates completion of Letter Templates, upload of additional
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documentation, and an online payment system for certification fees. It also serves as a helpful
project management tool. All project team members have access to the system, and credit
responsibility and progress can be assigned and tracked in a central location.
The LEED-EB Letter Templates (now integrated into the LEED-Online tool) form the core of a
LEED-EB application. They serve as a tool for performing calculations, tracking quarterly
reporting results, and providing evidence of compliance to LEED-EB requirements. In addition
to the completed Letter Templates, common submittal requirements include copies of
organizational policies, site drawings and photographs, manufacturer’s data for products used
within the building, and building performance data such as utility meter readings. Strategies for
compiling an application include:
Understanding the submittal requirements for each prerequisite and credit prior to the start of
the Performance Period. It is far easier to collect the needed information continuously rather
than assembling it retroactively. This is especially true for Materials & Resources credits that
require tracking purchases in various categories.
Typically, team members are responsible for collecting submittal information for the
prerequisites and credits assigned to them, though it is helpful to have a single person in
charge of reviewing all documentation for completeness prior to submitting your application
to the USGBC, as missing documentation can delay the review process.
Including a narrative overview of each prerequisite and credit that tells the story of what is
happening in your building aids the review team in understanding the other submittals, and
can help avoid delays or requests for clarifying information.
Application Review Process
USGBC staff work with application review contractors to assess applications and, based on the
outcome of those assessments, award LEED-EB certification. After you submit your application,
the USGBC reviews it for completeness and requests any missing components. Following
administrative approval by the USGBC for application completeness, the review team prepares,
within 30 days, a Preliminary LEED-EB Review document detailing anticipated achieved,
pending, and denied credits and prerequisites, as well as requests for corrections/supporting
documentation for all pending items. Upon receiving the Preliminary Review, your project team
has unlimited time to prepare a supplementary submittal that includes the items requested by the
review team. Within 30 days of receiving the completed supplemental submittal, the USGBC
conducts a Final Review and alerts the project contact of the project’s certification status.
Projects then have the option of accepting the results of the final review, or appealing their rating
at the cost of $500 per appealed credit (as of June 2006).
Overcoming Hurdles
As with any project, the process of greening your existing building will likely require navigating
both expected and unexpected hurdles. Anticipating issues ahead of time and proactively
addressing them, building a network of experienced sustainable O&M practitioners to call on
IFMA Foundation 21
when you run into trouble, and remaining flexible about the strategies and technologies you
employ to meet your sustainable goals are good general practices.
Below are descriptions of some of the most common hurdles, with tips for addressing them:
Funding
Funding is one the primary concerns all projects share. Organizations with adequate resources
want to be sure that they are spending their money wisely, and those that are more financially
strapped want to be sure that certification is possible without making large expenditures beyond
planned budgets.
Even organizations without expendable capital can successfully manage LEED-EB certification.
For example, Moss Landing Marine Laboratories, part of the California State University System,
had only a $7,000 project budget. Despite this, the lab managed to certify its facility and score
LEED-EB Gold. Though unable to make immediate capital improvements, the process of getting
certified revealed the strengths and weaknesses of the building, which is aiding the lab managers
in making decisions about system upgrades once capital does become available.
To keep project costs down:

Use internal staff resources if they exist, or include training of internal staff in contracts with
consultants, so that sustainability expertise becomes institutionalized
Implement low-cost and no-cost actions first
Understand the expected return on investment for capital improvements
Investigate unique funding options such as energy savings performance contracts (ESPCs)
offered by energy savings companies (ESCOs)
Call on product and service suppliers to help provide documentation needed for your LEED-
EB application
Focus on inexpensive retrofits (e.g., adding aerators to faucets) and making changes to
policies, practices and occupant behaviors rather than expensive equipment upgrades
Look for strategies and technologies that provide more than one environmental benefit (e.g.,
using hot water efficiently saves water and energy), or synergies between multiple practices
or new and existing practices
Set your project timeline to reflect existing already budgeted for upgrade cycles
Gain a realistic understanding of the cost premiums associated with green products and
services. Misperceptions of expense often stem from an automatic assumption that “green”
will be more costly
Promote a life cycle view of costs within your organization so that financial decision makers
and organizational leaders understand the long-term savings that result from sustainability
Gathering Data and Preparing LEED-EB Documentation
Efficiently gathering and assembling documentation of your building’s performance, practices

and policies is necessary not only for earning LEED-EB certification, but more importantly, for
identifying opportunities for making and maintaining positive improvements in the sustainability
of your building. Well-presented, accurate data will help you communicate successes internally,
IFMA Foundation 22
develop plans for building improvement and speed the LEED-EB review process. In many ways,
this documentation process is no different from that of an already well-run building.
Tips for gathering and organizing information for a successful LEED-EB application include:
Start by getting a handle on how information about building performance and policies are
currently being managed. This includes the collection and storage of building system trend
data, utility bills, procurement logs and receipts, building operating procedures, building
policies, etc. If formal policies and procedures do not exist, you may need to create them for
the purposes of LEED-EB. A great place to start is to ask groups responsible for each area to
simply write down what they actually do for each relevant task. If they do exist, review them
to ensure that they reflect current practice and comply with LEED-EB requirements, and if
necessary make changes.
Keep a list of people within your organization who are responsible for managing facility
information, and make sure those parties understand how their roles as data managers are
relevant to that LEED-EB process.
Call on product and service providers to lighten your documentation burden by requiring
them to compile and submit product information needed for inclusion in your application.
In preparing your application, include brief narrative descriptions that supplement data in
order to help fully tell the story of what is happening in the building, explain anomalies, and
describe how data is collected (measurement points, equipment, etc.). This will help speed
the review process in addition to the internal benefits gained by fully documenting and
understanding building performance.
Develop or use existing software to manage quarterly reporting schedules. Integrating
quarterly reporting into work calendars will keep you on schedule, and help you plan for and
minimize the additional work burden.
Familiarize yourself and your team with the LEED-EB documentation requirements, the
LEED-EB Letter Templates and LEED-Online
Understanding Sustainability
Though increasingly mainstream, the ideas of green building and sustainability are still relatively
new. LEED-EB is also a new program, so lack of exposure to LEED or sustainability in general
may be a barrier to LEED-EB success both within and outside of your organization.
Become familiar with the general concept of sustainability and the LEED-EB program by:
Attending a LEED workshop (www.usgbc.org/workshops)
Connecting with local USGBC chapters (www.usgbc.org/chapters)
Reviewing the numerous Internet resources that provide information about sustainable
building practices (see Appendix C: Resources )
Reading Case Studies of LEED-EB certified buildings (see Appendix A: Sustainable
Existing Building Case Studies and Appendix C: Resources for links to additional available
LEED-EB Case Studies)
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Embedding LEED-EB as a Tool for Ongoing Sustainable Facility Management Efforts
Institutionalizing LEED-EB signifies a strong commitment to improving the environment

through more sustainable buildings. Organizations can embed LEED-EB for broad sustainable
improvements by applying it across entire building portfolios and re-certifying buildings over
time. There are many strategies that facility managers can incorporate into their building
practices to successfully deal with these two LEED-EB approaches.
LEED-EB across Building Portfolios
Organizations with portfolios of multiple buildings can reap the benefits of sustainability again
and again. The following strategies can guide you in applying LEED-EB across building
portfolios:
Start by employing LEED-EB in a single building. This experience will yield an
understanding of the LEED-EB requirements and process, and give you a feel for the best
strategies for broadly adopting LEED-EB. It will also help build internal expertise,
minimizing the need for outside consultants to certify additional buildings.
Implement a mechanism such as monthly meetings or conference calls for Facility Managers
and Staff to share lessons learned and success stories across the organization and multiple
facilities.
Based on what is learned in the first LEED-EB Building, standardize as many sustainable
actions across the buildings within your organization’s building portfolio. Many of the
practices and policies required by LEED-EB, such as green purchasing and green cleaning,
can be adopted in the same way in different buildings. Identify which items can be
standardized and which are better tailored to each unique building.
LEED-EB over Time: Building Life Cycles and Re-Certification
Though LEED-EB provides a venue for ALL buildings to become more sustainable, an optimal
time to start planning for green O&M is at the earliest stages of a building’s life, as it is designed
and constructed. A building designed and built to achieve a high score in both LEED-NC and
LEED-EB will be a building that is ready to deliver actual sustainable performance over the long
term. Since LEED is a life cycle program, LEED-NC certified buildings will become the LEED-
EB buildings of the future. The ongoing re-certification offered by LEED-EB promotes a long-
term view of building O&M, with the goal of maintaining and improving buildings over their
entire life.
Whenever possible, facility managers should advocate for consideration of LEED-EB in all new
construction and major renovation projects your organization undertakes. This will ensure that
sustainable building operation features are incorporated into the design and construction, such as
efficient lighting ballasts and fixtures that accommodate low mercury lamps, entryway features
that minimize tracking of dirt and other contaminants into the building, and adequate recycling
facilities. The design and construction phase is also the best time to incorporate green features
that are part of the building structure or base systems and are more costly to add at later stages of
the building’s life. These include daylighting and view features, isolated and separately
IFMA Foundation 24
ventilated copy rooms and janitorial closets, high-efficiency water fixtures, and lighting and
thermal comfort controls.
Below are strategies for keeping the practices employed for LEED-EB going over time:
Use the tools embedded within LEED-EB such as quarterly reporting templates as a roadmap
for steering continuous building improvements
Encourage benchmarking and goal setting for ongoing building operations and performance
and process improvements
Develop short-term and long-term strategies for continually maintaining and gradually
improving building performance
“What gets measured gets done. Documentation requirements make the

expectations clear” say Stu Carron, Director of Facilities at JohnsonDiversey,
“This has been a critical component to embedding the LEED-EB program post-
certification.”
IFMA Foundation 25
Operational and Maintenance Opportunities and Implementation Strategies
Sustainable building operations offer many opportunities and benefits, but implementing
sustainable measures also requires knowledge and integrated strategies. Based on input from top
facility managers (Surveyed FMs), this section offers advice on best sustainable practices to
consider and the best ways to implement them.
Survey respondents were asked to report on the best sustainable opportunities in the following
areas:
1 Using sustainable building rating systems as a framework for successful facility operation
and upgrades (See the Introduction Section of this paper)
2 Implementing energy and water conservation measures
3 Creating healthy indoor environments
4 Purchasing sustainable products
Green purchasing and/or green procurement programs and policies
Green product certification programs
Sustainable product and service vendor/provider education
5 Practicing preventive maintenance
6 Managing, documenting and reporting of sustainable building operations
7 Communicating sustainability goals, procedures and achievements
Best sustainable building practices identified by Surveyed FMs are highlighted in the discussion
that follows.
Energy Conservation
Energy efficiency actions offer one of the best opportunities to reduce facility operating
expenses. In addition to reduced operating costs, energy efficiency actions reduce pollution such
as greenhouse gas emissions and enhance the comfort of building occupants. Because of the
rising cost of energy, most energy efficiency investments have a rapid payback period due to
lower energy use over the building’s lifetime, downsized equipment, and reduced space needs
for mechanical equipment and utility rebates.12
Energy conservation strategies should begin with a facility wide energy efficiency assessment or
energy audit. Use audit results to implement an energy management program. Energy
management should include continuous review of building energy use and development/
execution of energy saving opportunities with FM staff:
Identify systems and operations that are good candidates for energy efficiency and heat waste
minimization improvements
Plan and implement specific energy and cost-saving projects
12
•Energy Efficiency, Water and Waste-Reduction Guidebook for Manufacturers, Proven Ways To Reduce Your
Costs and Improve Operations, A National Association of Manufacturers publication, Mar. 2005.
IFMA Foundation 26
If you do not have the capital dollars to implement desired capital improvements consider
using an energy service company (ESCO) to implement the improvements under an energy-
savings performance contract.
Energy efficiency retrofits, effective building and equipment maintenance, and other energy-
saving techniques are all strategies for reducing energy use on an ongoing basis. Many utilities
and state sponsored energy programs offer financing assistance or perform actual energy audits
for building owners. If your building audit uncovers significant facility upgrade opportunities, it
may be possible to implement and finance your facility improvements through an energy savings
performance contract (ESPC). ESPCs are unique contracts through which private energy service
companies (ESCOs) perform the facility upgrades and provide a guaranteed level of savings to
support paying for these improvements. These arrangements are frequently structured so that the
guaranteed level of savings is sufficient to pay off the loan to pay for the improvements.
Exploring a performance contract is low risk because the building owner is only responsible for
the cost of the building energy audit if they decide not to proceed with the project.
Best energy conservation practices highlighted by Surveyed FMs:

Building automation systems
Energy efficient HVAC equipment
High efficiency lamps and/or ballasts and daylighting where practical
Reduced HVAC output during off hours
Occupant education
Heat recovery technology
Consolidated utility-bill pay software linked to building automation system’s energy-use
monitoring
Additional energy conservation measures include:

ENERGY STAR® rated equipment
Occupancy sensors
Car sharing service or shared rides for employees
High efficiency windows and/or solar window films
Computer facility management software
High reflectance, high emissivity roofing
Streamline hours of operation
New air filtration technologies
Water treatment programs
Cogeneration combined heat and power partnerships
Ozone strategies
Thermal Imaging
“The one thing I don't see as much emphasis on as I think it deserves is energy
management” observes Richard Pierce, Director of Facilities at the University of
Wisconsin, “all the ‘Green’ initiatives are great but when it comes to really
making an impact on the environment there is no other opportunity to save more
for the long term viability of the planet, to save more natural resources and costs
like what can be achieved through effective energy management.”
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Key Energy Conservation Resources Utilized by Surveyed FMs:

In-house energy efficiency
groups that are frequently
solicited for information/advice
Participation in utility company
rebates programs, energy
conservation surveys and
programs such as Wisconsin’s
Focus on Energy – a state
program that promotes energy
efficiency and is paid for with
ratepayer dollars that are
collected by the Wisconsin
utilities
Technology (motion sensors,
efficient equipment, software Johnson & Johnson’s rooftop photovoltaic tracking system (234kW) shows
monitoring systems), staff, J&J’s commitment to environmental stewardship and hedges the rapidly
awareness and information rising cost of electricity.
campaign
Well educated and trained staff (Internal Building Maintenance Personnel, FM staff,
Mechanical/Electrical Engineering department experts)
Trade magazines, DOE & EPA websites, and other info sources for ideas/solutions/
innovations
HVAC and electrical engineering firms familiar with your facility
Trade publications and membership in professional trade associations such as NAPE, AFE
and IFMA
Energy Star resources
Alternative energy sources such as cogeneration & photovoltaics, retro-commissioning and
continuous commissioning
Develop on your own or use an existing Energy Star best practices checklist
Well-managed and well-maintained building automation system
Utility management software
Centralized/Automated Facility Control system / Building Automation System (BAS).
(Alerton / BacTalk - Bacnet open protocol based Central control system for Mechanical and
Lighting systems)
Partnerships with utilities to develop cogeneration/combined heat strategies
Collaboration with ESCOs to explore out of the box solutions
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Highlight on the Harvard Green Campus Loan Fund
The Harvard Green Campus Loan Fund (GCLF) was created in 2002 to provide interest-free capital
for high performance campus design, operations, maintenance and occupant behavior projects. The
model is simple: GCLF provides the up-front capital interest-free. Applicant departments agree to
repay the fund via savings achieved by project-related reductions in utility consumption, waste
removal or operating costs. This formula allows departments to upgrade the efficiency, comfort, and
functionality of their facilities without incurring any capital costs.
Through June 2006, the fund has loaned over $6,536,170 to 92 projects across campus. Projects
average a simple payback of 3 years and a return on investment of 33%. Environmental savings
include over 66.7 million pounds of carbon dioxide emissions reductions, 12.7 million gallons of
water savings, and elimination of 200,000 pounds of solid waste per year.
In addition to funding the green campus projects with the GCLF, the Harvard Green Campus
Initiative provides staff support to the various Harvard schools and departments for developing and
implementing green campus projects. To overcome time limitations of building managers, the
Harvard Green Campus Initiative provides a range of supplemental services such as building
assessments, project research and identification, project costing, rebate assessments, project
management and oversight.
“The Green Campus Loan Fund has made it possible for the Harvard Green Campus Initiative to
prove once and for all that addressing sustainability makes good business sense in the short-,
medium- and long-term. The moral imperative of addressing our global environmental issues can
work hand in hand with the business imperative of running our organizations optimally. I would
recommend that all organizations take a critical look at the role of their accounting and financial
structures to ensure that they effectively drive good business practice. A revolving Loan Fund is one
good way to provide the right incentive and life cycle costing is yet another,” says Leith Sharp,
Director of the Harvard Green Campus Initiative.
See http://www.greencampus.harvard.edu/gclf/ for more information about the program.
To date, two of the projects funded

by the Campus Green Loan Fund
have been computer energy
reduction programs. Program
components include enabling of
sleep software, educating
computer users to about turning
computers off when not in use, and
working with purchasers to
promote specification of energy
efficient equipment. This initiative
showcases that behavioral changes
are potential areas of focus for
promoting energy conservation, in
addition to the more common
infrastructure improvements.
IFMA Foundation 29
Water Conservation
Water is a finite resource and only 0.3 percent of the planet’s supply is available for the world’s
population to share for agricultural, residential, manufacturing, community, and personal needs.
While both world population and the demand on freshwater resources are increasing, supply
remains constant.13
Although action initiated by the Clean Water Act and the Energy Policy Act have created cleaner
water supplies and greater water use efficiencies in the United States, there are still large
opportunities for increased sustainable water harvesting, use and discharge. Efficient building
water use reduces operating costs, water use fees, wastewater treatment expenses and energy
costs for heating, chilling and pumping. Additionally, minimizing water volumes reduces
maintenance and life-cycle costs of building equipment, helps meet drought allotments and
lessen burdens on community water supplies and treatment facilities.
There are a number of water-efficiency actions that can easily be incorporated into facility
operations and maintenance. The USGBC estimates that 30 percent indoor and a 50 percent
outdoor water savings are possible and commonly achieved.14 Equipment and practices that use
less water or recycle water through capture and reuse can be introduced to existing building
processes. Electro-chem water treatment systems for cooling towers can reduce chemical use and
costs and drastically reduce water consumption through higher cycles. Other strategies for
conserving water can be implemented throughout the building, such as low-flow fixtures and
automatic controls in lavatories.15
“By far one of the largest infrastructure systems where you can conserve energy is through your cooling
towers.” states John Carrillo, Director of Corporate RE Property Management for AT&T - Western Region,
“You can reduce your recurring operational expenses associated with mechanical cooling by installing
controller technology and by investigating and taking advantage of the many rebate programs. Modification to
your system starts with the installation of a controller where you can treat and balance the water (cycles of
concentration) with the appropriate chemicals, along with water flow meters that will allow you to measure
and control water consumption onsite or online. You can typically achieve a less than one year pay back by
reducing water consumption, pursue energy rebates and evaporation credits from the utility companies."
Typical Cooling Tower

Water Treatment Control Board
13
U.S. EPA Water Efficiency Program web site. 14 July 2006 <http://www.epa.gov/owm/water-efficiency>
14
Costing Green: A Comprehensive Cost Database and Budgeting Methodology; Lisa Fay Matthiessen and Peter
Morris; Davis Langdon; July 2004.
15
Energy Efficiency, Water and Waste-Reduction Guidebook for Manufacturers, Proven Ways To Reduce Your
Costs and Improve Operations, A National Association of Manufacturers publication, March 2005.
IFMA Foundation 30
Best water conservation practices highlighted by Surveyed FMs:

Native or adaptive vegetation
Landscaping techniques
Faucet aerators
Cooling tower monitoring
High-efficiency irrigation systems
Faucet sensors
High-efficiency toilets/urinals
Occupant education
Additional water conservation measures include:

Water use inventory/audits
High-efficiency faucets
High-efficiency showerheads
Non-water using urinals
Stormwater use for landscape irrigation
Condenser water filtration systems
Effective water treatment
Eliminate all once through water type heat exchangers
Install small cooling towers if once through water condensing units are too costly to replace
Establish a efficiency standard for all building flow and flush water fixtures
Key Water Conservation Resources Utilized by Surveyed FMs include:

Water use monitoring with lagging indicators, i.e. analysis of a water bill after the fact.
Well trained and educated staff.
Efficient equipment
Trade publications and membership in professional trade associations such as NAPE, AFE
and IFMA
Vendors and contractors
Local sewer district/public works
Waste Reduction Programs and Strategies
Effective waste stream management can significantly reduce waste disposal costs, create revenue
streams and improve the environment by conserving natural resources and reducing the pollution
associated with transporting waste and disposing of it in landfills and incinerators. The best
approach to managing solid waste and reducing costs is to avoid creating it in the first place.
Source reduction and waste prevention (e.g., reuse) reduce the amount of trash discarded without
the additional energy investment required for recycling activities.16
16
IFMA Foundation 31
Best Facility Waste Reduction Strategies:

Conduct a facility waste
stream audit to establish
current building waste
baseline
Evaluate how each waste
stream type can be reduced
through source reduction,
reuse, donation or sale
Develop, implement and “Penn State invented ‘Trash to Treasure’ as a way to keep useable material
maintain a waste reduction out of the landfill. Every year at student move out, students are asked to
donate useable items to the event. The material is given to United Way,
plan for your building that which runs the sale with volunteers. All proceeds go to charity and the
includes sustainable University avoids the cost of disposal. Not only does the Trash to Treasure
procurement/management program give students a chance to donate to a good cause, it also helps the
policies and annual waste- environment by diverting reusable materials from the landfill,” says Paul
reduction goals Ruskin, Physical Plant Communication Coordinator. “Last year, students
gave 72 tons of reusable items and three tons of food, and the sale raised
Donate unwanted supplies to $15,000 for 35 local health and human service organizations supported by
local schools or nonprofit the United Way."
organizations
Encourage electronic documentation and messaging and two-sided printed and copying to
reduce paper use
Encourage practices such as ceramic coffee mug use that reduce and reuse materials before
the recycling stage to reduce the amount of recyclable volumes handled
Implement a building occupant recycling program that addresses the separation, collection
and storage of materials for recycling including paper, glass, plastics, cardboard/OCC,
metals, batteries and fluorescent lamps and diversion from landfill disposal
Place recycling containers throughout the facility and educate occupant and maintenance
personnel on recycling procedures
Green Purchasing Programs and Policies
Many organizations and facilities have established green purchasing programs, or green
procurement, for products and services. Green purchasing programs highlight products and
services that reduce the environmental and human health impacts created by product
manufacture, delivery and use. Environmental impacts of product manufacturing and distribution
stretch across a broad number of categories, including resource consumption, water quality
degradation, waste disposal, air quality, and other environmental impacts. A product might be
environmentally preferable if it contains a higher percentage of recycled content, is more energy
efficient, or contains fewer toxic chemicals than its conventional counterparts.
As interest in green procurement grows, opportunities for easily identifying and purchasing
green products are also expanding. A number of product vendors, distributors and providers now
offer green product lines, making it possible for customers to purchase an array of products from
the same vendor, and work to educate consumers about the value of using these alternative
products. The emergence of respected green product certification programs has also fueled the
advancement of green procurement, making product decisions easier by providing third-party
IFMA Foundation 32
verification of their effectiveness and sustainability. Online product listings help users compare
products and select those that meet sustainability criteria. Examples of items that might be
included in a green product purchasing program include paper, wood and plastic products,
cleaning products and services, paints and sealants, textiles, vehicles, landscape management
chemicals, and appliances.
The steps to developing an effective green procurement policy include:17

Decide which environmental attributes of a purchased product or service are important to
your organization.
Identify and include required characteristics of these environmental attributes in your
organization’s procurement or purchasing specifications. For example, specify that all
printing paper contains at least 30 percent post-consumer recycled content.
Conduct your procurement in a way that fosters competition among potential providers by
specifying key environmental attributes.
Green Product Certification Programs
The rising popularity of green building certification programs such as LEED-EB, California’s
Collaborative for High Performance Schools and the Green Guide for Health Care is driving
green purchasing. These building rating systems establish sustainability criteria for procurement
of goods within buildings, often citing green product certification programs such as GreenSeal,
Environmental Choice or the equivalent
Green product certification programs can help facility managers more easily identify products
that have a reduced environmental impact as compared to other products that serve the same
purpose. Certification programs combine specifications on a variety of the environmental
attributes, as well as third party verification that these environmental claims are credible. These
programs give manufacturers an easy way to market their products to environmentally conscious
customers, and allow environmentally conscious consumers to easily identify green products.
Value of green product certification programs as perceived by Surveyed FMs include:

Helps identify products for use
Establishes standards for inclusion in purchasing specifications
Saves individual consumers from spending time and money assessing products
Validates environmental claims and prevents “greenwash”
Although Surveyed FMs recognized the value of green product certification programs, several
respondents commented that not all of the green product certification programs are currently at a
level of development that guarantees performance and environmental friendliness and that it is
currently difficult to sort the truly valuable information from that which is being produced
because it is the “thing to do” currently. One remedy to this dilemma is to review the standards
of several established product certification program to see which ones best fit your
organization’s sustainability objectives. Use an open specification approach for your green
17
Guide to Sustainable Procurement for Paper Tissue and Towel Products. A Leonardo Academy White Paper,
May, 2006.
IFMA Foundation 33
procurement program that allows certification under any of several product certification
programs. This approach should also allow for third party verifications that a product meets your
organization’s sustainability objectives or the equivalent to one of the certification programs you
reference. This will result in more potential suppliers and a more competitive procurement
process that will help drive down green product prices.
Energy Star is the green product certification program most utilized by surveyed FMs. Other
common responses included GreenSeal, Greenguard, CRI Green Label and the Forest
Stewardship Council (FSC). The Chlorine Free Products Association, Environmental Choice and
Green-e were also noted. See Appendix C: Resources for the online listings for these and other
established green product certification programs.
Key green product resources utilized by Surveyed FMs include:

Green product certification programs and their online listings
Environmental Pollution Prevention Coordinators
LEED Accredited Professional (LEED AP) recommendations
Publications, trade magazines and Internet searches for information
Review of contractor chemical lists by Loss Prevention Specialists
Housekeeping/janitorial vendors
Best green purchasing opportunities include:

Recycled paper products
Green cleaning products
Low VOC paints/coatings
Low VOC adhesives/sealants
Carpet with recycled material content
Recycled plastic products
Additional green purchasing opportunities mentioned were:

Low-emitting carpet/carpet cushions
Sustainable wood products
Local/regional materials (harvested/extracted and processed within 500 miles of building)
Materials salvaged on site through internal organization materials & equipment reuse
program
Rapidly renewable materials (bamboo, wool, linoleum, cork, etc.)
Materials salvaged offsite
Composite panels/agrifiber products without added urea-formaldehyde resins
Pest control products
Lawn and turf products
Vendors/Distributor/Provider Green Product and Service Education
Many product vendors, distributors and providers offer green product lines and provide
education to support consideration of green alternatives or support preparation of LEED-EB
documentation. Vendors/Distributor/Provider product and service areas most engaged in
providing green education services are:
IFMA Foundation 34
Carpeting/Flooring
Cleaning/Janitorial
Lighting
Building System Maintenance
Energy Management Systems
HVAC
Furniture
Surveyed FMs also mentioned receiving green educational outreach from architectural,
landscaping, construction, office supplies, roofing and irrigation product and service providers.
Furniture vendors, architectural support firms and construction sub-contractors that lack
awareness of specific LEED-EB requirements were cited by FMs as less accommodating of
requests for LEED-EB documentation support.
Healthy Indoor Environments
Indoor environmental quality (IEQ) is one of the most significant factors in keeping building
occupants comfortable and healthy. Indoor environmental contaminants can originate within the
building or be drawn in from outdoors. Poor indoor air quality can increase occupant illnesses,
absenteeism and health care costs. A lack of natural lighting and views to the outdoors can
negatively affect productivity and health.18 Maintaining optimal IEQ reduces liability for
building owners, increases building valuation and improves the health and productivity of
building occupants. Because employee salaries and benefits represent a significant portion of
operating costs, actions that improve employee attendance and productivity are highly beneficial.
IEQ problems can be a result of ventilation system deficiencies; overcrowding; offgassing

materials; mechanical equipment or building processes; tobacco smoke; microbiological
contamination; or outside air pollutants. Indoor environment problems are preventable and
solvable. Nevertheless, maintaining a healthy and comfortable indoor environment in any
building requires integrating many components into a complex system.19
Effective air filtering and ventilation, along with pollutant source control, go a long way towards
solving IEQ issues in buildings. In addition to protecting occupant health and aiding occupant
productivity, preventing IEQ problems is less costly than resolving IEQ problems after they
develop.20
Two major sources of indoor air quality problems are heating, ventilation and air conditioning
(HVAC) systems, and contaminants. If poorly ventilated or seldom cleaned, HVAC systems can
pump contaminants through a building again and again. One of the most common building
pollutants is mold, which can significantly impact health and also contributes to building bio-
18
Heschong Mahone Group, Inc. 2003. Daylighting and Productivity – CA Energy Commission PIER Program
Reports. 14 July 2006 <http://www.h-m-g.com/projects/daylighting/projects-PIER.htm>.
19
20
U.S. Environmental Protection Agency. Indoor Air Quality Backgrounder: The Basics. 14 July 2006
<http://www.epa.gov/iaq/schools/tfs/pdf_files/backgrounder.pdf>.
IFMA Foundation 35
deterioration and premature aging of a building’s mechanical systems. Other sources of

contaminants include chemical pollutants, particulates, allergens and outdoor air contaminants
that make their way into the building.
Not surprisingly, strategies for maintaining good indoor air quality generally involve a two-
pronged approach involving both HVAC systems and pollutant source control. Designing and
constructing buildings with adequate HVAC systems that effectively ventilate all occupied airs
and minimize the collection of dirt, moisture and microbial growth is a critical first step. Once
occupied, operation and maintenance procedures of the HVAC system should be consistent with
the original design specifications. Other building features and operating procedures within the
building can help with pollutant source control, such as entryway systems designed to capture
dirt and particles on the shoes of occupants entering the building, placing air intakes well away
from areas where buses and other vehicles might be idling, or using safe cleaning chemicals and
other green products instead of conventional, harsher chemicals.21, 22
Best IEQ practices highlighted by Surveyed FMs:

Green cleaning products
Entryway systems (grills, grates, mats, etc.) to reduce contaminants entering building
Low VOC paints
Locating fresh air intakes away from possible sources of contamination
Written procedures for evaluating equipment performance
Permanent monitoring and control technology to maintain optimal thermal conditions
(temperature and humidity)
Permanent monitoring (CO2) and control technology to maintain adequate ventilation
Additional IEQ opportunities mentioned include:

Interior potted plants (although interior potted plants can lead to bacteria growth and pests if
they are not properly maintained)
Low VOC building materials
Sensors for detecting air contaminants
Industrial hygienist evaluations of recently modified spaces or maintenance
HVAC filtration systems
Construction IEQ management policy and procedures
Integrated pest management
“The Washington State Department of Ecology Headquarters Building contracted a third

party, Work Order Management & 24/7 Call Center Co., that issues and tracks all of our
preventive maintenance and reactive work orders for both our staff and all contracted
services,” states Steven Strope, Facility Manager at the Department of Ecology
Headquarters. “This system allowed us to integrate the scheduling, tracking and
documenting of our sustainable building operations into our current facility management
21
U.S. Department of Energy. Get Smart About Energy: Save Money. Create Better Places To Teach and Learn,
Office of Building Technology, State and Community Programs (BTS) Energy Smart Schools Program Folder
(Revision) - DOE/GO-102002-1524; NREL/BR-810-31606, 2001.
22
Collaborative for High Performance Schools Web Site. 2003. Collaborative for High Performance Schools.
<http://www.chps.net/>.
IFMA Foundation 36
practices. This service also provides an interactive library for our facilities staff and
customers where historical and current project documents and reference materials can be
stored, viewed and shared with others. Live document archiving is also provided within
this library, so multiple users can check out, edit/update and return the document to the
library for all to then reference and keep current. This part of the library is where we
maintain our LEED EB tracking documents needed for continued certification.”
”The Graph below represents survey results over a three year period which was gathered,
and collated by our contracted management service to provide us with customer feedback
in one of our focus areas. The annual surveys help us determine our strengths and
weaknesses as well as needed focus and budget allocation for the upcoming year.”
Graph 1: Department of Ecology Occupant Comfort
Key IEQ resources utilized by Surveyed FMs include:

Market research, U.S. DOE, publications, trade magazines and green conferences
Industrial hygienists
Ozonators to reduce trash compactor odors
New state of the art air filtration systems installed for all main air handling units
Well-trained and educated internal building maintenance personnel
LEED AP recommendations
Environmental Health & Safety group within the Facilities Management Department to
research and keep up to date on the latest developments.
Quarterly facility audits in five areas: housekeeping, IAQ (VOC, CO2, O2, and temperature
and humidity readings), architectural finishes, vibration analysis and mechanical equipment
condition.
Building automation system/CMMS informational and data outputs
IFMA Foundation 37
Preventive Maintenance
Preventive Maintenance (PM) programs are an important sustainability opportunity for facility
managers. PM benefits include cost savings, extended equipment lifetimes, increased equipment
energy efficiencies and resulting environmental benefits.
Best preventive maintenance measures highlighted by Surveyed FMs are:

Computer management systems for scheduling/tracking that documents maintenance for all
building equipment
Systems operation and maintenance education/training program for building operations and
maintenance staff
Continuous monitoring with alarms of system equipment performance and the indoor
environmental conditions (temperature, humidity and CO2) delivered in the building to
optimize performance.
Other preventive maintenance opportunities mentioned include:

Use written procedures for evaluating equipment performance
Gather data for predictive maintenance while performing preventive maintenance
Perform periodic surveys on condition assessment (useful life analysis)
Create a financial tool with information gathered to identify a equipment replacement plan
based on ROI analysis
Perform annual coil cleaning and filter housing cleaning
Conduct quarterly inspections of mechanical systems by senior staff
Reference O&M factory equipment based PM programs
Provide adequate in-house resources or contractual services to deliver post-warranty
maintenance as part of a comprehensive best practices equipment preventive maintenance
program
Perform ongoing quarterly vibration analysis and annual infra red testing of all electric
panels from the main switch gear to the 115v distribution panels
Implement an extensive filter changing program with UV lights
Install computer based preventive maintenance programs and infrared scanning on electrical
equipment as predictive maintenance
Implement a quality cleaning program as a preventive maintenance program for the
sustainability of building assets
“Preventive and predictive maintenance programs are critical in the sustainability

program” states Steven Spencer, Facilities Specialist at State Farm Insurance.
“As part of our preventive and predictive maintenance we utilize extensive walk-
off carpet tile at the entrances of our buildings. By using walk-off carpet tiles we
isolate the outside soil at the entrance of our buildings keeping our facilities
cleaner, extending the life of our finishes (carpet, tile etc.) and enhancing our
sustainability efforts.”
IFMA Foundation 38
Key PM Resources Utilized by Surveyed FMs

include:
Historical data to evaluate PM programs and
measures
Market research
Consulting engineers/LEED AP
Use of vendors for gaining information
University physical plant support
IFMA Educational opportunities
Internal building maintenance personnel
Building automation systems
Trade publications and
membership/involvement in trade associations
such as NAPE, AFE, and IFMA
Buildings operational manual used for training
as well as a documented process on building
system design, intent operation, start up and
trouble shooting techniques
Contracted 3rd party, work order management &
24/7 call center companies that track and issue State Farm Insurance’s 1929 Downtown
all PM and reactive work orders for both staff Bloomington, Illinois Historic Office Building
entryway walk-off is in a checkerboard pattern
and all contracted services.
to mimic the original flooring while isolating
outside soils for ease of maintenance.
Management, Documentation and Reporting of Sustainable Building Operations
Many facility managers have a management program in place for scheduling, tracking and
documenting their facility’s sustainable operation actions and achievements. Documenting and
reporting your sustainable building operations is important for improving the effectiveness of
your current management practices and overall facility management. For example, tracking
building performance allows facility managers to discover energy and water use spikes and make
IEQ control adjustments before they become problems. Documenting and reporting your
sustainable building operations can also encourage the establishment of goals and policies for
making continuous and ongoing sustainability improvements.
Documenting and reporting programs have increased the effectiveness of Surveyed FMs
overall building management practices by:
Increasing awareness by keeping goals in the forefront of operating processes
Helping to set goals and strategies for achieving them
Providing stronger accountability of maintenance issues
Helping to identify areas of high performance and areas where improvement is needed
IFMA Foundation 39
“Documenting processes, developing standardization and leveraging vendor

supplies and services does improve efficiencies, effectiveness and reduce cost,”
states John Carillo, Director of Corporate RE Property Management at SBC -
Western Region.
Facility managers implementing management programs for scheduling, tracking and

documenting their facility’s sustainable operation actions and achievements can increase the
success of their efforts by:
Establishing formal policy and management plans for the different operational and
maintenance areas of your facility
Engaging, educating and training facility management staff to implement best practices
Creating and requiring completion of monthly and quarterly reporting templates to help keep
score and report your resource consumption, emissions and waste production before and after
efficiency improvements
“Energy and water usage are documented at our facility, as well as all waste
streams and recyclables. Awareness and measurement are the key to reducing all
of the above,” explains Mike Spishock, Manager of Facilities at Johnson and
Johnson. “If you can’t determine how much you’re using, you can’t begin to
reduce.”
Documentation has been integrated into Surveyed FMs current practices through:
Automated work order systems
Policies and procedure that follow the ISO 9001 format. Operations cost, property portfolio
management and project scheduling is automated.
ISO 14001
EPA Performance Track program
Integrated safety management systems
Monthly FM staff team meetings to review current reporting and opportunities for
improvements
Quarterly written reports required across all LEED-EB requirement areas in operations,
procurement, construction activities with the goal of documenting ongoing operations to
support LEED-EB re-certification
Decisions on future products and programs are made based upon past performance. This
information is incorporated into standards programs.
Contracted third party, work order management & 24/7 call center companies provide an
interactive library and live document archiving services
Department of Energy Volunteer Protection Program
“Documenting and reporting National Geographic Society’s sustainable building

operations has increased the effectiveness of our overall building management
practices primarily in the areas of recycling and energy monitoring,” says
Richard Neal, Chief Engineer at National Geographic Society. “We have greatly
increased our percentage of recycled materials and have reduced energy usage by
2.5 million KWH annually.”
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Sustainable Building Communications
Communication plays a valuable role in the process of moving a building and its occupants
toward sustainability. It is important for facility managers to develop strategies for
communicating sustainability goals, procedures and achievements with staff, management,
building occupants, public, peers, and others. Building occupant buy-in and involvement are
critical components of creating successful sustainability programs. To develop successful
sustainable building communications:
Establish a program for communicating your building’s environmental achievements to
upper level management, employees, community members and customers
Educate and engage staff, management, and building occupants in participating in sustainable
programs and practices
Encourage further suggestions for improving the sustainability of your facility from staff,
management, building occupants
Adopt a comprehensive plan for making continued improvements in facility sustainability by
identifying opportunities, setting target goals and implementing practices and improvements
that achieve those targets
Investigate environmental certification and award programs, such as those listed below, that
will recognize the achievements of your facility
o U.S. Green Building Council (www.usgbc.org) LEED Green Building Rating Program
o Collaborative for High Performance Schools (www.chps.net)
o Green Guide to Healthcare (www.gghc.org)
Encourage the release of an Annual Corporate Environmental Report that includes highlights
of your facility’s environmental performance and improvements
Groups most targeted by Surveyed FMs for communicating sustainability goals,

procedures and achievements are:
Top level management
Building facility management staff
Building occupants
Facility management peers.
Other targeted groups included community and general public, customers and clients,
environmental groups, local USGBC Chapters and IFMA, BOMA and other professional
associations and their members.
Most effective vehicles for communicating sustainability goals, procedures and

achievements are through:
Employee newsletters
Signage
Surveyed FMs also cited press releases, corporate sustainability reports, Earth Day and Energy
Day events, building tours, employee handbooks and carpool message boards as effective
communication vehicles.
IFMA Foundation 41
Training programs, business and strategic plans, email or desk drop flyers, Intranet sites, service
level agreements, frequent client reviews, and client satisfaction surveys can also be used as
communication strategies.
Additional sustainable building communication insights offered by Surveyed FMs include:

Use public affairs office to direct communications to all employees regarding sustainable
programs
Install information kiosks near building entrances or other high traffic areas to promote
sustainability, conservation and goal achievements
Encourage building occupants to practice sustainable principles at home by communicating
opportunities
Use the Sustainable Energy Education & Communications (SEEC) Program to educate and
communicate sustainability goals and strategies company-wide
Sustainability in Action at the Starbucks Center

Starbucks Coffee Company has been working for years to
implement sustainability improvements across its entire
organization. The Starbucks Support Center in Seattle,
Washington showcases the wide range of actions being
implemented. Norma Miller, director of Corporate Facilities
for Starbucks says, “Pursuing sustainability involves the
discipline to thoughtfully reduce the environmental impacts
of the organization’s operations within our facilities. This
puts facility managers in a central position for delivering a
wide range of sustainability achievements on an ongoing
basis. Here at Starbucks it is both exciting and challenging
to keep expanding the scope and depth of our sustainability
efforts, while maintaining and improving the performance
of the actions already implemented by both Starbucks and
our landlord.”
Sustainability Programs and Actions include:
Recycling
Use recycled content furniture components
Use 30 percent recycled content paper and other office supplies
Highly successful and on-going office recycling program that includes: office paper, lamps/ballasts,
carpet, cardboard, batteries, wood pallets, construction debris, computers, coffee grounds, glass,
plastic and aluminum
Installed 250,000 SF of sustainable “Cool” (zero percent greenhouse gas emission) carpet tiles as our
new office standard and recycled the old carpet
IFMA Foundation 42
Starbuck’s Commute Reduction

Instituted a transportation incentive program,
with 35 percent of partners (employees)
currently participating, to use “multi-
occupancy” modes of travel including transit,
carpooling, vanpools, Flexcars®, bikes and
vehicles using alternative fuels
Starbucks also provides shuttle services
between locations and transit hubs
Building Infrastructure/Energy Resources

Replaced all building urinals with waterless
urinals saving up to approximately 40,000
gallons of water per year
Installed auto flush valves, faucets & soap
dispensers in all restrooms to conserve water
and improve hygiene
Installed auto flush valves, faucets & soap dispensers in all restrooms to conserve water and improve
hygiene
Replaced most T12 with T8 fluorescent lamps resulting in up to 40 percent energy savings and
improved natural color appearances
Down-turned exterior/parking lot light fixtures to reduce amount of light pollution in night sky
Installed a digitally-controlled system to optimize usage and more actively manage energy
consumption (zones, TOD lighting scheduling) and lighting motion detectors
HVAC: 100 percent economizer for maximum free cooling and micron filters for improved air
quality
Replaced all windows with double-paned low E windows reducing heat loss, sound vibrations and
condensation
Fully-insulated the exterior walls to help maintain ambient indoor temperatures
Ongoing efforts to eliminate all chemicals in building and use low VOCs paints to improve indoor air
quality and reduce waste
Planted drought-tolerant plants in new plaza landscaping and “bladders” in the containers to catch
rainwater for the plants
Installed motion sensors in all offices, conference rooms and workstations to control lighting
Installed light-colored ballasts on roof to reduce the "heat island" effect
Negotiated a contract to replace 30 percent of current electrical load with green power (combination
of green and hydro, certified LIHI)
IFMA Foundation 43
APPENDICES
Deliver the Green for Facility Managers Appendices
Appendix A: Sustainable Existing Building Case Studies
Sustainable Existing Building Case Study:
JohnsonDiversey Headquarters
LEED-EB Certified Gold – August 10, 2004
Appendix A: JohnsonDiversey Headquarters Sustainable Existing Building Case Study 1

Table of Contents
Introduction to JohnsonDiversey...................................................................................................3
History of Sustainability.................................................................................................................3
LEED-EB Certified Building ..........................................................................................................3
Cultivating an Organizational Commitment to LEED-EB ..............................................................4
Achieving Certification ..................................................................................................................5
Assembling Teams .......................................................................................................................5
Identifying Green Starting Points ..................................................................................................5
Implementing Changes .................................................................................................................6
Plans for Ongoing Improvements to Sustainable Operations .......................................................6
Embedding LEED as a Tool for Ongoing Sustainable Facility Management Efforts.....................7
LEED-EB Scorecard and rating ....................................................................................................8
Benefits Following LEED-EB Certification ..................................................................................10

Introduction to JohnsonDiversey
JohnsonDiversey is a privately held, family-managed company that produces commercial

cleaning and hygiene products. Founded in 1886 by Samuel Curtis Johnson, the company was
initially in the business of installing wood parquet flooring. In response to customers’ questions
about caring for their new wood floors, Samuel Johnson’s company developed Johnson’s Wax.
The company continued to expand and now produces a number of household products. It
operates in 60 countries around the world.
History of Sustainability
The Johnson family has a long history of emphasizing

sustainability in the operation of their company. Evening
during the early years of operation, sustainability was a
priority. H.F. Johnson took a historic flight in 1935 to Brazil
in order to study the sustainability of carnuaba palms. His
efforts resulted in the establishment of a carnuaba palm
plantation that provided a sustainable raw material resource
for Johnson Wax products. The Johnson family’s sensitivity
to the environment continued through the 20th century, and in
the 1970s, SC Johnson Wax voluntarily eliminated the use of
all CFCs in their aerosol products. This leadership led them to
develop new technology, setting the stage for a legislative ban
on CFCs, which as passed in the late 1970s. Their legacy of
sustainable business practices continues. JohnsonDiversey
has made a commitment to the ongoing development of
products and programs that earn environmental certification,
environmentally responsible manufacturing, engagement in
global environmental dialogue, and leadership in new
sustainable programs such as LEED-EB.
LEED-EB Certified Building
JohnsonDiversey’s global headquarters, located in Sturtevant, Wisconsin, is a three-story mixed-

use facility constructed in 1997. The building floor area is 277,440 square feet, of which 70% is
office space and 30% is research laboratories. The corporate owned building is located in a
suburban/rural setting. The building was designed based on green-building principles, including
high-energy efficiency, extensive use of natural lighting, and individual control of workspace
environments. Because it was built with sustainability in mind, applying LEED-EB to the
building was primarily a matter of fine-tuning the building’s operations practices and improving
the documentation of existing sustainable practices. The JohnsonDiversey Global Headquarters
was certified LEED-EB Gold in March, 2004.

Cultivating an Organizational Commitment to LEED-EB
JohnsonDiversey’s interest in LEED-EB came about as a result of ongoing discussions with their
maintenance subcontractor, Johnson Controls, about the LEED for New Construction (LEED-
NC) program. The JohnsonDiversey Headquarters was completed just before LEED-NC became
available to the public.
Johnson Controls advocated for LEED certification from the start of their relationship with
JohnsonDiversey. The building was built with sustainability principles integrated into its design
and construction, but Stu Carron, Director of Global Facilities and Real Estate, determined that
LEED-NC certification simply did not fit JohnsonDiversey’s organization goals, nor did it reflect
its operation practices adequately. The development and availability of the LEED-EB Pilot
Program opened a new door for JohnsonDiversey to participate in a LEED program.
LEED-EB represented a logical, sustainable approach to building operations that “made total
sense” for JohnsonDiversey. Realizing the linkages between JohnsonDiversey’s business and
LEED-EB certification, Carron believed that EB not only fit the Headquarters building
exceptionally well, but it also made business sense. Because many of JohnsonDiversey’s
products are environmentally friendly and can be used to meet a number of LEED-EB Rating
System standards, LEED offers JohnsonDiversey a long-term business growth opportunity.
Carron took the lead in presenting LEED-EB to senior management by developing a white paper
that analyzed LEED-EB and its potential impacts on JohnsonDiversey and the marketplace. As
he puts it, his paper was intended to demonstrate “Here’s what USGBC is, here’s the program,
here’s the growth and potential impact. We need to get involved in the pilot.”
JohnsonDiversey agreed that LEED-EB offered an important opportunity. Carron describes the
company’s motives for pursuing LEED-EB:
“JohnsonDiversey’s commitment to LEED for Existing Buildings is a product of our

clear understanding of the many benefits that LEED-EB offers our company,
employees, and stakeholders. Achieving LEED-EB certification not only publicly
illustrated our commitment to reducing environmental impacts and to ensuring the
health of our workplace, it affirms our corporate interests in pursuing sustainable
business practices for the future. LEED-EB certification has helped us identify
significant cost savings as well as opportunities to reduce the environmental impacts of
our building operations.”

Achieving Certification
Assembling Teams
Stu Carron’s ‘white paper’ describing LEED-EB solidified the support of senior management at
JohnsonDiversey. The next critical step was working with Johnson Controls to enlist a LEED
Accredited Professional (LEED AP) to assist in the certification process. The LEED AP, Jeff
Furness, reviewed facility operations and practices for a preliminary LEED-EB scoring of the
facility. Based on his review, Furness and Carron identified the most achievable and cost-
effective opportunities for change, and developed a list of recommendations for achieving
LEED-EB Prerequisites and Credits.
Using this recommendation as a strategic road map, Carron assembled his project team. Because
JohnsonDiversey out sources almost all of its facility management, maintenance, and cleaning
tasks, this team included key contractors from those elements of the operations team.
The project team responded enthusiastically to Carron’s plan to achieve LEED-EB certification.
As longtime partners with JohnsonDiversey, the subcontractors were committed to meeting
JohnsonDiversey’s needs and operational priorities. Each team member was assigned a set of
Credits to document and work towards, and asked to work closely with Stu Carron as challenges
and opportunities arose. The contractors were motivated to meet LEED-EB goals to maintain
their successful relationship with JohnsonDiversey, and also because, according to Carron,
“These are individuals who genuinely want to do the right thing.”
Identifying Green Starting Points
Green Starting Points are sustainable

practices and building features that are
already in place or could be easily adopted
to meet LEED-EB requirements. These
starting points provide the foundation onto
which additional sustainability measures
can be adopted. As Furness’s preliminary
analyses illustrated, JohnsonDiversey
benefited from already having in place
many of the building design features and
operating practices required by LEED-EB.
Few organizational changes were
required, so JohnsonDiversey did not have
to change the basics of how they did
business.

Implementing Changes
The most significant challenge for JohnsonDiversey in establishing ongoing LEED-EB

implementation has been institutionalizing the business practices and systems required by the
program. For many employees, documenting activities and reporting on the status of projects
represented a new responsibility. The challenge for Stu Carron has been integrating those new
responsibilities into the job descriptions and the daily lives of his team. Equally critical has been
keeping his staff and contractors motivated and committed to the shared goal of maintaining
LEED-EB standards.
Plans for Ongoing Improvements to Sustainable Operations
JohnsonDiversey is focused on maintaining the present level of success of their LEED-EB

project and to finding ways to seamlessly integrate LEED-EB requirements and practices into
their daily operations. Key is keeping employees and contractors motivated to seek efficiencies
and management approaches to assist in that integration. As Carron notes, “It’s tempting for
people to say ‘We’ve got the certification, let’s move on to the next thing.’ But it’s part of my
job to embed LEED-EB into systems and processes so it becomes a long-term part of our
operations. This is a way of life now at JohnsonDiversey, not something we want to put behind
us.”
Looking to the future, JohnsonDiversey’s emphasis remains to be maintaining their current

programs to ensure smooth recertification. At the same time, Carron is identifying opportunities
for the future to supplement their program and earn additional points. Long-term planning for
equipment replacements or alterations to the building is viewed as chances to pursue and achieve
additional LEED-EB credits.
Carron intends to maintain his

current project team for ongoing
implementation, making use of their
experience with LEED-EB and their
awareness of its operational
requirements and principles. The
team meets every six weeks to
discuss LEED-EB related issues and
challenges, and to plan for future
opportunities. Individual team
members retain responsibility for the
ongoing achievement and
monitoring of their respective
credits, as well as the support of the
group in addressing new or
unforeseen obstacles.

Embedding LEED as Tool for Ongoing Sustainable Facility Management Efforts
LEED has now become part of the JohnsonDiversey corporate facility management program on
several levels. First, it is their plan to re-certify the HQ facility within the next two years, and
this objective has made it clear to the entire FM team that LEED is the basis for the on-going FM
program. Second, they have extended the easy-to-implement LEED operations practices (such as
green cleaning, low-mercury lighting, and other procurement practices) to additional corporate
facilities, and will look at certifying additional facilities in the future. Third, the LEED program
is used as a basis and rationale for 3rd-party certification of the company's cleaning products,
and the company's development of the cleaning program it calls 'Healthy High-Performance
Cleaning' aligns to LEED-EB requirements. Fourth, the LEED program contributes to the
company's overall environmental message and commitment to its stakeholders, and is featured in
the company's annual sustainability report.
One of the most significant indicators of the company's on-going commitment to LEED as a
basis for its facility operations is their corporate philosophy of using LEED as a design and
operations basis for any new building construction. The company has recently planned a new
550,000 ft2 distribution center and has committed to achieve both LEED-NC and LEED-EB
certification in the facility, scheduled for construction in 2007. This simultaneous certification
plan indicates that JohnsonDiversey takes facility operations and maintenance into consideration
as part of the design process and will maximize benefit by properly maintaining the designed-in
efficiencies over the long-term.
The key motivator for Carron and his team is achieving success in the eyes of their customers –
the occupants of their buildings. JohnsonDiversey believes that LEED-EB certification is a big
part of improving workplace productivity, and intends to measure that with a series of employee
and occupant surveys. Achieving occupant satisfaction is the benchmark by which company
success is measured.

JohnsonDiversey’s LEED-EB Scorecard and Rating

JohnsonDiversey’s LEED-EB Scorecard and Rating, page 2

Benefits Following LEED-EB Certification
Narrative Summary of Benefits

By Stu Carron, Global Facility Manager, JohnsonDiversey
Participating in LEED-EB and achieving LEED-EB certification has produced a number of

benefits for our company:
• Energy savings exceed $90,000 per year, relative to a similar building designed without
integrated design approach and energy efficiency measures.
• Use of collected stormwater for turfgrass irrigation reduces potable water use by 2-4 million
gallons per year.
• For the first time, we have documented that over 50% of site generated solid waste is
recycled.
• Participation in the LEED-EB program has renewed focus on integrated pest management,
cleaning worker training, certified cleaning chemicals, systems approach to cleaning, and
cleaning equipment, and has allowed JohnsonDiversey to construct an integrated cleaning
program in alignment with LEED requirements.
• CO2 monitoring has confirmed adequate airflow design in occupied building areas, and
allows us to respond to unusual incidents or conditions.
• Individual/personal environment controls (air flow, temp, acoustics and lighting) significantly
increase occupant comfort, virtually eliminate hot/cold calls to maintenance, and allow for general
building zone temperature range to exceed normal building comfort ranges thereby resulting in
additional energy savings.
• Occupant interest and involvement in environmental aspects of building operation have
increased.
Economic Summary of Benefits
Building floor space 277,440 ft2

Initial Implementation Cost $73,800
Initial Implementation Cost per ft2 $0.27
Annual Net Savings $137,320
Annual Net Savings per ft2 $0.49
Life Cycle Net Present Value* $1,351,535
Life Cycle Net Savings per ft2 $4.87
ROI 0.5 years
Notes about Economic Data:

Life Cycle Net Impact is based on life cycle length of 15 years and a 5.0% interest rate
Financial data is specific to the case study project, and is based on actual costs or savings
and/or best estimates as determined by project representatives

Sustainable Existing Building Case Study 2:
General Dynamics C4 Systems

Scottsdale, Arizona
Facility
General Dynamics Roosevelt Campus
LEED-EB Certified April 19, 2005
Appendix A: General Dynamics Sustainable Existing Building Case Study 1

CONTENTS
INTRODUCTION TO GENERAL DYNAMICS C4 SYSTEMS…………………… 3
On the Road to Sustainability……………………………………….…………….. 3
LEED EB Certified Building .………………………………………………………. 4
Establishing the Intent ……………………………………………………………... 4
Charting the Path ….………………………….……………………………………... 4
Evolving Attitudes………. ………………………………………………………….. 5
Collaboration and Innovation……. ……………………………………………….. 5
Sustaining Change …………………………………………………….……………. 6
What’s in The Future ………………………………………………….……….……. 6
LEED-EB Scorecard and Rating …………………………………….……….……. 7
Narrative Summary of LEED-EB Process and Benefits ..……..………………. 9

Introduction to General Dynamics
General Dynamics C4 Systems, a business unit of General Dynamics, is a leading integrator of

mission critical products, systems and technology for defense departments, government and
select commercial customers. Based in Scottsdale, Arizona, the C4 in the company name stands
for command, control, communications and computers and describes the key elements to the
company’s core business, which is integrating decision-quality information and communication
systems worldwide. The business unit was formerly a Motorola operation, established in 1951 to
provide defense electronics, particularly radios, to military personnel. It also has a storied
heritage providing the critical communications link between Earth and space since the mid-
1950s. This includes robotic missions to every planet in the Solar System as well as human space
flight missions from the Mercury mission nearly 50 years ago through the Space Shuttle and
International Space Station programs of the 21st century. The business was acquired by General
Dynamics in September 2001.
C4 Systems parent company, General Dynamics is a leading supplier of sophisticated defense

systems to the United States and its allies, and sets the world standard in business jets. It is
headquartered in Falls Church, Virginia, employs approximately 72,200 people worldwide, and
has four main business segments: Aerospace, Combat Systems, Information Systems and
Technology, and Marine Systems.
On the Road to Sustainability
The General Dynamics C4 Systems facility has been involved in conservation efforts for over 15
years. The Facilities Operations department historically had monitored and tracked energy and
water use, managed equipment efficiency and had an established campus-wide recycling
program. Documenting the ongoing sustainability efforts to meet cost savings and cost avoidance
goals in key operational areas put the General Dynamics facility on a path toward LEED-EB
certification, because the documentation provided a fitting backdrop for articulating General
Dynamics’ environmental leadership. Some obtainable measures included the ability to use a
Computerized Maintenance Management System that tracks HVAC maintenance to maximize
equipment performance and efficiency. General Dynamics also realized benefits in establishing
an indoor air quality program, related metrics and integrated best practice maintenance
techniques. Other initiatives were to reduce potable water consumption and the loads on the
municipal water treatment infrastructure.
LEED-EB Certified Building
The General Dynamics C4 Systems Roosevelt Road facility in Scottsdale has about 1,800 users
and 750,000 ft2, accommodating a mixed use of company business areas. The facility supports
office, manufacturing, laboratory, warehousing and data center users. The corporate-owned
building is in a suburban area in Scottsdale. Although constructed in 1982, some green features
were incorporated into the building design/construction by the architect such as natural lighting
along the perimeter corridors, central air conditioning and high R value roofing systems. Over
the years, General Dynamics had upgraded the building controls and automation systems to
maximize equipment efficiency and energy management opportunities. In addition, the company

also initiated and maintained an aggressive predictive maintenance program which included an
extensive integrated air handler system for indoor air quality.
Establishing the Intent
General Dynamics C4 Systems Facilities Operations’ interest in obtaining LEED-EB

certification was a natural choice considering the organization’s commitment to ensuring
efficient building operation. The certification also provided a means to showcase facility
management innovations and initiatives. Patrick Okamura, a Certified Facility Manager, met
with facilities director George Adams to develop an opportunity and benefits analysis. “Our
discussion evolved from ‘how can we use this data to count toward LEED certification’ to ‘how
can we use this data to speak overall about our environmental leadership in recycling, energy
management and performance measurement,’” said Okamura. Participating in LEED-EB
represented a logical and excellent
opportunity to share and measure the
organization’s efficiency and
commitment to sustainability and the
impact facility management has on
sustainability. Since many of the LEED
prerequisites and credit initiatives and
intents were in parallel with their
organization’s performance metrics, the
decision to pursue LEED made sense.
“Most of all, LEED-EB represented an
opportunity to demonstrate General
Dynamics’ commitment to the
environment, our employees and the
surrounding community,” Okamura
concluded.
Charting the Path H105 Cooling Tower Structure
Extensive research and understanding of LEED-EB was required in order to

facilitate and educate the team. Research indicated many of the current and pilot
LEED-EB facilities were office sites or had just completed their LEED New Construction
certification. Very few were industrial sites or had building features similar to the General
Dynamics facility. The challenge to certify an industrial site was going to be significant. Since
establishing management support is a key success factor to any far-reaching initiative, the first
order of business was to have someone within the organization who held a leadership position
become a role model by investing time and demonstrating management commitment to the
project. Okamura fulfilled that role, obtained his LEED Accreditation through the U.S. Green
Building Council. It was also important to establish both internal and external processes to
ensure each team member focused on his or her goals. Internal teams of facilities management
experts in energy, materials, indoor environmental quality, water efficiency and sustainable sites
were assembled and an external consulting company was identified to give guidance to the
General Dynamics effort to ensure all resources were efficiently aligned. A “charrette,” or

workshop, was held to review and validate what existing data and records could be applied to
certain LEED credits and prerequisites. Once the team identified they had data to fulfill nearly
40% of the required credits, their enthusiasm increased. The team also discovered they had
collected significant data through performance metrics for an additional 25% in credits and
prerequisites. Overall, the team had data to support 65% of the prerequisites and/or credits need
to meet their certification goal.
Evolving Attitudes
Once the team discovered the benefits associated with obtaining LEED-EB status and how a
facilities management organization could optimize sustainability efforts, the excitement of
achieving certification drove the group’s momentum. The team’s attitude toward achieving
certification evolved from skepticism and resistance to determination and confidence. Several
key team leaders went a step beyond and invested time in educating contractors at the General
Dynamics facility, who then became supporters of LEED and advocates for its benefits. In a
short time, the contractors understood that supporting General Dynamics in achieving
certification not only would enhance the organization’s value, but could be leveraged to educate
a broader audience of clients in support of their facilities, as well.
Collaboration and Innovation
Realizing that nearly 65% of the data had already been tracked and monitored within the
organizations’ metrics and performance goals, each team focused on its individual site expertise.
One example was the Energy Team. This team was comprised of both O&M and engineering
and construction professionals. Their consolidated knowledge allowed the team to support the
LEED certification data requirements without extensive research and blaze a new trail in energy
management. The team partnered with the Leonardo Academy, a non-profit agency that uses an
interdisciplinary approach to addressing sustainability issues, to develop a new energy analysis
model for industrial sites energy consumption. The new model now serves as an option for
industrial sites to meet criteria for the Energy and Atmosphere Prerequisite 2: Minimum Energy
Performance of LEED EB. “By collaborating with our vendors and contractors to retrieve the
needed data, we developed a team dynamic that was amazing and continues to yield best
practices,” Okamura commented.
Sustaining Change
One of the most challenging effects of pursing LEED certification was the need to continually
motivate and encourage the team. Each success, such as a completed credit, was celebrated. They
kept a scoreboard of each credit/prerequisite completion and placed it on their completion goal
metric. In some instances, teams interpreted the credit information incorrectly, increasing their
frustration. This was concerning to the LEED committee, since each employee also needed to
maintain their daily work tasks as well. LEED required many of them to manage their time and
work activities concurrently, which led some of the team members to drop out of the certification
activities. However, several team members exhibited their leadership and talent to motivate their
peers, focus on the goal and complete their extracurricular assignments.

What’s in the Future
The average tenure of a facilities management worker at the Scottsdale site is 22 years. LEED
was a concept many never dreamed would become part of their roles and responsibilities. “The
certification process enabled the team to search for and consider opportunities otherwise thought
irrelevant in the past,” Okamura said. For those who embraced the challenge, they were inspired
to search for and initiate other related sustainable goals. One example was the organizations’
layout and programming team. Composed of an industrial engineer and plant layout specialists,
the team developed a process to minimize wall demolition. This was achieved by educating their
customers on the value of preventing wall demolition and new wall construction by initiating
innovative approaches to utilize their existing space. To date, over 5,500 linear feet of wall
demolition has been prevented. This in turn, also supported the efforts of the engineering and
construction team. By reducing the scope of existing and new wall construction activities during
the construction, significant savings in building infrastructures such as HVAC, fire protection,
electrical and lighting modifications
were achieved.
In another example, the Operations

and Maintenance team achieved an
additional 20% of site water savings
by expanding the central plant water
reclamation systems. In addition, the
efforts of their grounds crew achieved
extensive water savings with an
innovative irrigation monitoring
system.
Overall, both teams were able to

reduce site water consumption by
approximately 14 million gallons in
2005 over the prior year.
Cooling Tower Water Blow Down Reclamator

General Dynamic’s LEED-EB Scorecard and Rating

General Dynamic’s LEED-EB Scorecard and Rating, page 2

Narrative Summary of LEED-EB Process and Benefits

By Patrick Okamura CFM, CSS, CIAQM, LEEDAP
Manager, Scottsdale Facilities Operations, General Dynamics C4 Systems
How the LEED Certifications Benefited Me Personally
Being in the Facilities Management profession for over 25 years, I have to say that the
certification process provided me with both the most incredible challenge as well as one of the
most inspirational feelings of accomplishment I've ever known. The entire process served several
purposes in addition to demonstrating how significantly the Facilities profession impacts
sustainability. The process provided the nucleus for my entire staff and LEED Committee to
bond and learn the benefits of LEED together. From a personal prospective, achieving the
certification process as well as my LEED AP designation has distinguished me as a leader in
educating FMs on the concepts and benefits of LEED. LEED benefits not only the bottom line,
but the employees each FM is responsible for as well as the surrounding community.
Being active with LEED has exposed me to other organizations such as the USGBC, AIA,
ASHRAE, NREP and the AEE. I truly believe that although a Facility Manager can become
extremely proficient in the profession by obtaining specialized designations such as the CFM,
FMP, RPA and the FMA, understanding and applying LEED initiatives polishes the FMs
repertoire of skills and knowledge and places them on a higher playing field. My level of
dialogue when meeting with members of other relevant associations has enabled me not only to
distinguish myself as an experienced FM, but as an FM who's educated in applying the benefits
of LEED into his organization in support of our environment.
How I Felt About the LEED-EB Certification Process
The certification process strained and challenged my tenacity, determination and organizational
leadership skills to continually motivate the LEED-EB Team for over 12 months. The team
adjusted their schedule to support our LEED-EB certification tasks while continuing to
orchestrate and accommodate our day-to-day plant operations responsibilities such as Crisis
Management, engineering & construction, space allocations, maintenance and project
management. Although the process allowed our Facilities organization to demonstrate our
existing resource conservation efforts, construction waste reductions and improved indoor
environmental quality, the certification process also distinguished our organization as proponents
in sustainability.
LEED-EB provided a multitude of ideas, goals and initiatives which have been applied to our 5-
year strategic plan to achieve additional cost savings and sustainability initiatives in the future.
The certification process is laid out extremely well with completely defined and understandable
descriptions for achieving perquisites and certification points. Leonardo Academy and USGBC
staff were exceptionally supportive and helpful with answering all of our questions. Facilities
Management is continually being challenged to demonstrate value and benefits to a company's
stake holders. Investigating and applying the appropriate LEED concepts provide an FM the
opportunity to achieve this.
From a Facility Managers viewpoint, I've been involved with and supported other organizations
certification efforts such as ISO audits. Although the organizations pursuing these certifications

acknowledged Facilities Operations as domain experts, we took a "back seat" and "behind the
scenes" prospective. Leading and coordinating the LEED-EB Certification process established
my organization as the driving element and leader in demonstrating value, improving the quality
of the work place for our employees and showcasing how Facilities supports our surrounding
community. LEED-EB allowed Facilities to apply and demonstrate our core competencies of
guiding, recruiting and educating other internal organizations to support and understand the
benefits of LEED.
Benefits Following LEED-EB Certification
Participating in LEED-EB and achieving LEED-EB Certification has produced a number of

benefits and accommodated the achievement of other bonuses for General Dynamics C4
Systems:
• Saved over 14 million gallons of potable water annually, with the possibilities of saving
an additional 6 million per year
• Identified opportunities to increase energy savings through lighting audits and
commissioning practices
• Reduced demolition costs and construction wastes by initiating innovative construction
practices, saving over $170,000 in construction cost from January 2005 to May 2006
• Achieved a 16% reduction in annual utility costs since 1998, or $752K annually, with
nearly 20% of these saving attributable to LEED initiatives
• Validated Energy Policy Act water consumption rates for a site of comparable size at
17% below baseline
• Integrated sustainability concepts into engineering and construction processes such as
introducing CO2 and indoor air quality monitoring
• Leveraged contractor expertise to continually support LEED initiatives such as facility
cleaning practices and maximizing construction material re-use opportunities
• Partnered with the City of Scottsdale to demonstrate value of sustainable building
operating procedures and initiatives
• Demonstrated corporate responsibility to employees and community
Economic Summary of Benefits:

Building floor space 1,500,000 ft2
Initial implementation Costs $214,000
Initial implementation Costs per sq. ft2 $0.14
Annual Net Savings $322,000
Annual Net Savings per ft2 $0.21
Life Cycle Net Present Value* $3,139,500
Life Cycle Net Savings per ft2 $2.09
ROI 0.5 years
Notes about Economic Data:

• Life Cycle Net Impact is based on life cycle length of 15 years and a 5.0% interest rate
• Financial data is specific to the case study project, and is based on the actual costs or savings
and/or best estimates as determined by project representatives

Appendix B: Glossary of Relevant LEED-EB Terminology
Building Performance Data

Energy consumption, water consumption, waste diversion and other operational information that is
measured over the Performance Period and analyzed in order to benchmark a building against both
itself and other comparable buildings to meet LEED-EB prerequisites and credits.
Certification Application
Documentation, calculations and other related materials that must be submitted to the USGBC via
LEED-Online to demonstrate that the requirements of LEED prerequisites and credits have been
met.
Charrette
A meeting where all the parties affected by a planning or decision making process work together to
develop integrated solutions. The term “charrette” is frequently used in the LEED-NC rating system
to describe a meeting early in the design process used to set goals for the green design and
construction of a building project, and may be employed by members of the LEED community in
reference to project planning sessions.
Credits in LEED-EB
Optional components of the LEED-EB Rating System that reward exemplary policies, practices and
levels of performance with points towards certification. Projects must earn at least 32 points (out of
85 total) and meet all prerequisites (mandatory elements of the Rating System) in order to become
LEED-EB certified.
Credit Interpretation Requests and Rulings (CIRs)

Rulings issued by the USGBC in response to requests from registered project teams to clarify the
appropriate method for applying prerequisite or credit requirements to a specific project that are not
addressed by the LEED-EB Rating System or LEED-EB Reference Guide. LEED-EB CIRs are
available on the USGBC web site and serve as technical support for registered building projects.
Energy and Atmosphere (EA)

Category of three prerequisites and 23 credits within the LEED-EB Rating System that addresses
energy use and emissions stemming from the operation of existing buildings.
Energy Savings Company (ESCO)

Businesses that develop, install, and finance projects designed to improve the energy efficiency and
maintenance costs for facilities over a contractually agreed upon period of time.
Energy Savings Performance Contract (ESPC)

Unique contracts through which private energy service companies (ESCOs) perform facility
upgrades and provide a guaranteed level of savings to support paying for these improvements.
Appendix B: Glossary of Relevant LEED-EB Terminology 1

ENERGY STAR® Qualified Products (www.energystar.gov)

Products in more than 40 categories that are more energy efficient than industry standards.
Existing Building Commissioning

Evaluating an existing building and its systems to make sure that they are operating in appropriate
ways to meet the needs of the current uses of the building and are operating efficiently.
Greenwash
Inaccurate environmental claims disseminated by an organization so as to present an
environmentally responsible public image.
Indoor Environmental Quality (IEQ)

Category of four prerequisites and 22 credits within the LEED-EB Rating System that addresses the
quality of the indoor environment and rewards practices that result in healthy spaces for building
occupants.
Innovations in Operations, Upgrades and Maintenance (IOUM)

Category of five credits with the LEED-EB Rating System that rewards exemplary achievement that
exceeds the requirements of an existing LEED-EB credit, or sustainability actions that generate
environmental benefits not covered by existing credits within the LEED-EB Rating System
ISO 9001
Management-system standards that are primarily concerned with "quality management" developed
by the International Organization for Standardization (ISO).
ISO 14001
Management-system standards that are primarily concerned with "environmental management" and
used as a model for implementing an Environmental Management System (EMS) developed by the
International Organization for Standardization (ISO).
LEED® (Leadership in Energy and Environmental Design)

Voluntary program of the U.S. Green Building Council that establishes standards for evaluating and
certifying the sustainability of buildings through a series of Green Building Rating Systems®.
Commonly misstated as “LEEDS.”
LEED Accredited Professional (LEED AP)

Individual with knowledge of green building practices and principles and familiarity with LEED
requirements, resources, and process, as demonstrated by passing the USGBC’s LEED Professional
Accreditation exam. In October 2006, a new LEED AP exam will be released that allows
specialization in LEED-EB.

LEED-EB (LEED for Existing Buildings)

Green building certification program of the USGBC that promotes sustainability during the
operations phase of a building. LEED-EB provides initial certification for existing buildings, as well
as ongoing re-certification over the life of the building. It also provides re-certification for buildings
originally certified under LEED-NC.
LEED-EB Certification Levels

To earn LEED-EB certification, the applicant project must satisfy all of the LEED-EB prerequisites
and a minimum number of points to attain the following established LEED-EB V2.0 project ratings.
(Certified: 32 to 39 points; Silver: 40 to 47 points; Gold: 48 to 63 points; Platinum: 64 or more
points)
LEED-EB Commissioning
Process of earning EA Prerequisite 1 by developing a building operation plan that identifies current
building operating requirements and needs, conducting tests to proactively determine if the building
and fundamental systems are operating in accordance with the building operations plan, and making
necessary repairs identified from testing.
LEED-CI (LEED for Commercial Interiors)

Green building certification program of the USGBC that promotes sustainability during the design
and fit outs of commercial interior spaces.
LEED-CS (LEED for Core & Shell)

Green building certification program of the USGBC that promotes sustainability during the design
and construction of building cores and shells, typically used by developers not responsible for the fit
out of interior tenant spaces.
LEED-NC (LEED for New Construction)

The original green building certification program developed by the USGBC that promotes
sustainability during the design and construction of new buildings and major renovations of existing
buildings. Major renovation is defined by the USGBC as involving elements of major HVAC
renovation, significant envelope modifications and major interior rehabilitation.
LEED-Online
An Adobe based LEED project management and application development tool that consists of PDF
templates for each LEED prerequisite and credit that can be downloaded by project team members
and then uploaded when complete. LEED Online also manages key project details, allows customer
service contacts and accommodates communication with application reviewers throughout the
review process.
LEED Product Portfolio

The family of LEED Rating Systems that include LEED for New Construction (LEED-NC), LEED
for Existing Buildings (LEED-EB), LEED for Commercial Interiors (LEED-CI), LEED for Core &
Shell (LEED-CS), LEED for Homes (LEED-H) and LEED for Neighborhood Development
(LEED-ND)

Letter Templates
A LEED project management and application development tool that incorporates integrated
calculators and prompts for correct and complete documentation for each LEED prerequisite and
credit. Earlier Excel file versions of Letter Templates have now been integrated into LEED Online.
Materials and Resources (MR)

Category of three prerequisites and 16 credits within the LEED-EB Rating System that addresses
material use and disposal
Performance Period
A period of time over which building performance is measured in buildings applying for LEED-EB
certification. The performance period is a minimum of 3 months for first time certifications under
LEED-EB. For subsequent re-certifications under LEED-EB, the performance period is 1 to 5 years.
Prerequisites in LEED-EB
Mandatory elements of the LEED-EB Rating System that establish minimum policies, practices,
and levels of performance in areas vital to the achievement of overall sustainability. Prerequisites
represent a minimum level of performance and do not earn points towards the project score.
Project Checklist
An Excel spreadsheet that lists all LEED prerequisites and credits and helps track opportunities for
earning credits. Also referred to as the LEED Scorecard. (See sample in Appendix D).
Rating System
A set of performance standards that guide and reward sustainable upgrades and operations of
existing buildings.
Reference Guide
A resource offered by the USGBC for a fee that supplements the LEED-EB Rating System by
providing detailed information about LEED-EB requirements, strategies for achievement, and other
resources.
Sustainable Sites (SS)

Category of two prerequisites and 14 credits within the LEED-EB Rating System that addresses the
building location and the effect of site design and management the surrounding landscape.
U.S. Green Building Council

Non-profit member organization that develops and administers the LEED family of Green Building
Rating Systems.
Water Efficiency (WE)

Category of two prerequisites and five credits within the LEED-EB Rating System that addresses
water efficient actions within the building and on the surrounding site.

Appendix C: Resources
Sustainable Building Resources and Tools for Implementing LEED-EB
A continuously updated LEED-EB resource list will be kept at

(www.leonardoacademy.org/Resources/eb.htm). Companies and organizations will be encouraged
to submit information and links to their LEED-EB tools as they are developed.
U.S. Energy Star Portfolio Manager

Energy Star Portfolio Manager is a building performance assessment tool that helps benchmark,
manage, track and verify the energy performance of your buildings (one building or an entire
portfolio of buildings over time). (www.energystar.gov)
Computerized Facility Maintenance Management Software (CMMS)

CMMS systems automate most of the logistical functions performed by maintenance staff and
management. CMMS eliminates paperwork and manual tracking activities. Much of LEED-EB
is about having a good plan, effectively following through on this good plan and tracking actual
continuous building improvements. CMMS software organizes all the tasks required for good
facility management, reminds staff what needs to be done and tracks achievements. For
additional ideas on CMMS software, search the web and ask other facility mangers what CMMS
software they have found helpful. Choose a CMMS vendor that can provide a proper match of
your initial system needs and the service provider.
CMMS software providers include:

eMaint - (www.emaint.com)
EPAC - (www.epacst.com)
FaciliWorks by Cybermetrics- (www.cybermetrics.com)
Maintenance Connection - (www.maintenanceconnection.com)
ManagerPlus - (www.managerplus.com)
Northwrite Worksite Tools - (www.northwrite.com)
PMC by DPSI – (www.dpsi.com)
ProTeus by Eagle Technology – (www.eaglecmms.com)
ProVIEW by American Quality Systems - (www.aqsinc.com)
Smart Maintenance by SmartWare Group – (www.smartwaregroup.com)
Utility Bill Management Software

Utility bill management programs help you track utility bills and identify outliers that need to be
explored. It is important that this software includes weather normalization so utility bills can be
compared even though the weather varies for one year to the next. It is also important to make
sure it is easy to upload utility bill data into the software. The U.S. DOE’s Energy Efficiency
and Renewable Energy Program has an extensive list of utility bill management software on its
Building Technologies Program Web site (www.eere.energy.gov/buildings/ tools_directory).
Examples of Utility Bill Management software include:
Energy CAP Enterprise – (www.energycap.com)
Appendix C: Resources 1
Metrix – (www.abraxasenergy.com)
Stark – (www.stark.co.uk)
Utility Manager Pro – (www.savemoreresources.com)
LEED-EB Specific Tools

Since LEED-EB is relatively new there is a lack of LEED-EB specific tools currently available
in the marketplace. As LEED-EB usage ramps up, more LEED-EB specific tools will become
available. When evaluating LEED-EB specific tools from third party vendors, it is important to
review the LEED-EB online tools so you can determine what features the third party software
provides beyond what is provided by the LEED-Online tools. Secondly, investigate the
information importability from the third party tool into LEED-Online. It would be a serious
shortcoming if you needed to retype the third party software tool information into LEED-Online
when it is time to file your building application with the USGBC.
LEED-EB Specific Tools include:

Green CompassTM by Building Clarity Inc. is a LEED-EB specific suite of green
building assessment and management tools supported by Johnson Controls and Alliance
for Sustainable Built Environments (www.greenerfacilities.org),
(www.mygreencompass.com)
Osram Sylvania’s LEED-EB Mercury Content Calculator for projected purchases of
mercury containing lamps during a project’s LEED-EB performance period.
(www.sylvania.com/AboutUs/EnergyAndEnvironment/ToolsandResources/)
Philips Lighting’s Sustainable Lighting Index Calculator and Worksheets calculates the
Sustainable Lighting Index (picograms of mercury per lumen hour — pg/lu-hr) for
lighting systems in facilities considering LEED-EB certification.
(www.nam.lighting.philips.com/us/pro_lighting/sli_index.php)
SEEC (Sustainable Energy Education & Communications) Program is an employee
sustainable strategies training and communications program developed by Johnson
Controls that can be used to earn LEED-EB education and innovation credits.
(http://www.jci.com/cg-pressroom/greentie/SEEC_brochure.pdf)
LEED-EB Case Studies
Adobe Systems Incorporated and Cushman & Wakefield (www.fypower.org/bpg)
CCI Center (www.gbapgh.org/casestudies_CCI.asp)
Girvetz Hall - University of California, Santa Barbara
(sustainability.ucsb.edu/_client/pdf/Girvetz.pdf)
Joe Serna Jr. California Environmental Protection Agency (Cal/EPA) Headquarters
Building (http://www.usgbc.org/DisplayPage.aspx?CMSPageID=221)
Johnson Control’s Brengel Technology Center (www.johnsoncontrols.com/cg-
values/brengel.htm)
JohnsonDiversey Headquarters
(http://www.usgbc.org/DisplayPage.aspx?CMSPageID=221)
Karges-Faulconbridge, Inc. (www.popearch.com/about/assets/green.pdf)
National Geographic Society Headquarters Complex
(http://www.usgbc.org/DisplayPage.aspx?CMSPageID=221)
Oregon Convention Center
(www.oregoncc.org/press_room/press_releases/pr_LEED_EB.htm)
Swinerton, Inc. Headquarters (www.fypower.org/bpg)
Sustainable Product Certification Programs and Directories

GreenBlue (www.greenblue.org)
Chlorine Free Products Association (www.chlorinefreeproducts.org)
CRI Green Label (www.carpet-rug.com)
ENERGY STAR® Qualified Products (www.energystar.gov/products)
Environmental Choice (www.environmentalchoice.com)
Forest Stewardship Council (FSC) (www.fscus.org)
Green-e Renewable Electricity (www.green-e.org)
Greenguard (www.greenguard.org)
Green Seal (www.greenseal.org)
GreenSpec Product Directory (www.buildinggreen.com)
International Organization for Standardization (ISO) (www.iso.org)
o ISO 14020 – Environmental labels and declarations
o ISO 14040 – Environmental management – life cycle assessment
1to3 Inc. Sustainable Directory (www.1to3.org)
Recycled Content Product Directory (www.ciwmb.ca.gov/rcp)
Terra Choice (www.terrachoice.ca)
Super-Compliant VOC Coating Manufacturers (www.aqmd.gov/prdas/brochures/super-
compliant_aim.pdf)
U.S. EPA’s Comprehensive Procurement Guidelines
(http://yosemite1.epa.gov/oppt/eppstand2.nsf)
U.S. EPA’s WasteWise Buy Recycled Links (www.epa.gov/wastewise/wrr/br-links.htm)
Sustainable Building Management Newsletters

ManagingGreen, (www.managinggreen.com)
FMLink (www.FMLink.com)
USGBC Tools
The USGBC (www.usgbc.org) has generated a variety of tools and resources to help promote
sustainability through their LEED-EB program. USGBC Resources that can aid you include:
LEED-EB Project Checklist – tool for tracking LEED-EB prerequisites and credits that are
earnable in your building, giving you an indication of potential point totals and certification
levels (available free from www.usgbc.org/leed/eb)
LEED-EB Rating System – provides requirements for earning and documenting LEED-EB
prerequisites and credits (available free from www.usgbc.org/leed/eb)
LEED-EB Reference Guide – offers strategies and techniques, standards, synergies and
tradeoffs, and lists of topic-specific technical resources for implementing sustainable facility
improvements and earning LEED-EB prerequisites and credits. Purchase a LEED- EB
Reference Guide from the USGBC web site ($150 for USGBC members and $200 for non-
members as of May 26, 2006) early in the process to assist you with evaluating prerequisite
and credit requirements.
Appendix D: Team Strategies for Organizing and Assigning LEED-EB

Prerequisites and Credits
Organizing and Assigning Responsibility
Once internal and external team members have been identified, the next challenge is assigning
responsibility for each LEED-EB prerequisite and credit being pursued. For each prerequisite and
credit, a team member is designated to oversee the assessment, planning, implementation, and
documentation of LEED-EB actions. Assignments should reflect team members’ areas of expertise
and interest. It may be helpful to group like credits and assign a single person with responsibility for
the group.
Grouping strategies will vary depending on the organizational structure and skill sets of individual
team members. Traditionally, LEED-EB prerequisite and credit responsibility assignments have
been accomplished by sitting down with the team and the LEED-EB checklist and penciling in the
responsible team member next to each prerequisite and credit that is being pursued. The LEED-EB
Project Manager then uses the LEED-EB checklist assignments to complete the Team Admin
section of LEED Online.
The LEED-EB checklists are in MS Excel format and can therefore always be modified to better
meet your project needs. You can add a column for inserting the team member assignments or insert
additional check box columns to the left side of the checklist for planning purposes. Instead of just
yes, no and maybe columns, teams can add short, medium and long term credit goals to the column
mix.
LEED-EB prerequisites and credits can also be reorganized to match the job functions of
individuals responsible for building operation. An example of how credits can be organized by work
area is presented after the LEED-EB Checklist below.
Appendix D: Team Strategies for Organizing and Assigning LEED-EB Prerequisites and Credits 1
LEED-EB Checklist
LEED-EB Checklist, page 2
Template for Organizing LEED-EB Prerequisites and Credits by Job Functions
How to Use this Template
Many organizations have found that reorganizing LEED-EB prerequisites and credits to match the
job functions of individuals responsible for building operation makes managing a LEED-EB project
easier. If this seems helpful for your organization, use the following groupings as a starting point for
aligning LEED-EB prerequisites and credits with the job functions of your project team. Because
each organization has different internal structure, it may be necessary to rearrange these groups to
fit your organization’s needs. Also, please note that some prerequisites and credits might commonly
fall under the jurisdiction of more than one type of job function. For this reason, some prerequisites
and credits are listed under more than one job function (these are noted with an *). Project teams
will still need to select one person as the Responsible Party for LEED-EB Online documentation for
each of these credits.
Job Function Groups
Cleaning
MRc4.1-4.3* Sustainable Cleaning Products and Materials
IEQc10.1 Green Cleaning: Entryway Systems
IEQc10.2 Green Cleaning: Isolation of Janitorial Closets
IEQc10.3 Green Cleaning: Low Environmental Impact Cleaning Policy
IEQc10.4-10.5 Green Cleaning: Low Environmental Impact Pest Management Policy
IEQc10.6 Green Cleaning: Low Environmental Impact Cleaning Equipment Policy
Site Management
SSp1 Erosion and Sedimentation Control
SSp2 Discharge Water Compliance
SSc1.1-1.2* Plan for Green Site and Building Exterior Management
SSc4.1-4.2 Reduce Site Disturbance: Protect or Restore Open Space
SSc5.1-5.2 Stormwater Management: Rate and Quantity Reduction
SSc6.1 Heat Island Reduction: Non-Roof
SSc7 Light Pollution Reduction
WEc1.1-1.2 Water Efficient Landscaping: Reduce Irrigation Water Use
Building Shell Management

SSc1.1-1.2* Plan for Green Site and Building Exterior Management
SSc6.2 Heat Island Reduction: Roof
Building Water Management

WEp1 Minimum Water Efficiency (Fixtures)
WEc2 Innovative Wastewater Technologies
WEc3.1-3.2 Water Use Reduction (Fixtures)
Building and Site Energy Use

EAp1* Existing Building Commissioning
EAp2 Minimum Energy Performance
EAc1.1-1.10 Optimize Energy Performance
EAc2.1-2.4 On-Site and Off-Site Renewable Energy
EAc5.4 Performance Measurement: Emission Reduction Reporting
Buildings Systems Management

EAp1* Existing Building Commissioning
EAp3 Ozone Protection
EAc3.2 Building Operations and Maintenance: Building Systems Maintenance
EAc3.3 Building Operations and Maintenance: Building Systems Monitoring
EAc4 Additional Ozone Protection
EAc5.1-5.3 Performance Measurement: Enhanced Metering
IEQp1 Outside Air Introduction and Exhaust Systems
IEQc1 Outside Air Delivery Monitoring
IEQc2 Increased Ventilation
IEQc3 Construction IAQ Management Plan
IEQc5.1 Indoor Chemical and Pollutant Source Control: Reduce Particulates in Air
Distribution
IEQc6.1* Controllability of Systems: Lighting
IEQc6.2 Controllability of Systems: Temperature & Ventilation
IEQc7.1 Thermal Comfort: Compliance
IEQc7.2 Thermal Comfort: Permanent Monitoring System
IEQc9 Contemporary IAQ Practices
Lighting, Daylighting and Views

SSc7* Light Pollution Reduction
MRp2* Toxic Material Source Reduction: Reduce Mercury in Light Bulbs
MRc6* Additional Toxic Material Source Reduction: Reduced Mercury in Light Bulbs
IEQc6.1 Controllability of Systems: Lighting
IEQc8.1-8.2 Daylighting and Views: Daylighting
IEQc8.3-8.4 Daylighting and Views: Views
Waste Management
MRp1.1 Source Reduction & Waste Management: Waste Management Policy and Waste
Stream Audit
MRp1.2 Source Reduction & Waste Management: Storage & Collection of Recyclables
MRc1.1-1.2 Construction, Demolition and Renovation Waste Management
MRc5.1-5.3 Occupant Recycling
Purchasing
MRc2.1-2.5 Optimize Use of Alternative Materials
MRc3.1-3.2 Optimize Use of IAQ Compliant Products

MRc4* Sustainable Cleaning Products and Materials
Transportation Management
SSc3.1 Alternative Transportation: Public Transportation Access
SSc3.2 Alternative Transportation: Bicycle Storage & Changing Rooms
SSc3.3 Alternative Transportation: Alternative Fuel Vehicles
SSc3.4 Alternative Transportation: Car Pooling & Telecommuting
Human Resources
EAc3.1 Building Operations and Maintenance: Staff Education
IEQc4.1 Documenting Productivity Impacts: Absenteeism and Healthcare Cost Impacts
IEQc4.2 Documenting Productivity Impacts: Other Impacts
Other
SSp2 Age of Building
SSc2 High Development Density Building and Area
IEQp2 Environmental Tobacco Smoke (ETS) Control
IEQp3 Asbestos Removal or Encapsulation
IEQp4 PCB Removal
IEQc5.2 Indoor Chemical and Pollutant Source Control: Non-Cleaning – High Volume
Copying/Print Rooms/Fax Stations
IUc1.1-1.4 Innovation in Operations & Upgrades
IUc2 LEED Accredited Professional
DELIVER the GREEN
Primary Authors Major Contributors
Stephen Olson, Director of Finance and Operations, Leonardo Academy Inc. Sheila Sheridan, CFM, CFMJ, CPM
Jenny Carney, LEED-EB Program Manager, Leonardo Academy Inc. Sheridan Associates
Michael Arny, President and Executive Director, Leonardo Academy Inc. Sheila Sheridan retired from Harvard University as Director of Facilities and Services at the
John F. Kennedy (JFK) School of Government. She has over 25 years experience in the facilities
profession and provided great assistance in the development of this white paper. She helped to
This project supports Leonardo Academy’s mission of improving the environment through sustainable
identify leading facility managers in sustainability actions to include in the survey, follow-up
actions. Leonardo Academy focuses on using integrated thinking to promote environmental interviews and data collection. She also helped guide and review the white paper materials to
sustainability. We develop innovative, outcome-focused products and resources that facilitate make sure they are on target for facility managers.
sustainability by integrating economics, policy and ecology. We produce rating systems, certification
programs, educational resources and other tools that make practicing sustainability practical. Lisa Matthiessen
Leonardo Academy is a charitable 501(c)(3) nonprofit organization. Senior Associate (Sustainable Consulting), Davis Langdon Seah International
Lisa Matthiessen has extensive experience in design and construction with an emphasis in
sustainabledesign. She directs Davis Langdon’s Sustainable Design department which provides
Leonardo Academy wishes to express their great appreciation to the IFMA Foundation for their
full sustainable design and LEED services for major institutional projects. Lisa assisted with
generous funding of this white paper. developing best ways for LEED building projects to analyze financial information and decision
making during the LEED-EB Certification Process.
Leonardo Academy Inc.
T: (608) 280-0255
F: (608) 255-7202 Additional Contributors
info@leonardoacademy.org
1526 Chandler Street, Madison, Wisconsin 53711 First, we would like to thank Stu Carron, Global Facility Manager for JohnsonDiversey, and Patrick
www.leonardoacademy.org Okamura, Manager of Scottsdale Facilities Operations for General Dynamics C4 Systems, for taking
the time to share their experiences with the LEED-EB certification process and helping us to create
the Case Studies based on these experiences.
We would also like to thank the facility managers who participated in our survey of sustainable
building best practices. We are especially grateful to the facility managers who took the extra time to
share their own sustainable building best practice stories, photos and ideas in addition to completing
the survey.
These individuals include:

John Carrillo, Director of Corporate RE Property Management, AT&T - Western Region
Sharon B. Harrington, Process and Quality Manager of Workplace Solutions, Medtronic, Inc.
Norma Miller, Director of Corporate Facilities, Starbucks Coffee Company
Richard Neal, Chief Engineer, National Geographic Society
Richard Pierce, Director of Facilities, University of Wisconsin
Paul Ruskin, Physical Plant Communication Coordinator, Penn State University
Leith Sharp, Director of the Harvard Green Campus Initiative
George Skeeters III, Director of Facilities, Christian Academy School System
Steven Spencer, Facilities Specialist, State Farm Insurance
This paper was made possible by the support of the IFMA Foundation. Established in 1990 as a 501(c)(3) corporation, the foundation Mike Spishock, Manager of Facilities, Johnson and Johnson
funds research, education and scholarships. By increasing the body of knowledge to facility professionals, the Foundation advances Steven Strope, Facility Manager, Washington State Department of Ecology Headquarters Building
Additional copies of this report are available for sale from the IFMA Foundation, 1 E. Greenway Plaza, Suite 1100,
Houston, TX 77046-0194; (281)974-5600; also available on line at www.ifmafoundation.org.
IF YOU FIND THIS PUBLICATION USEFUL, THERE IS SOMETHING YOU SHOULD KNOW
This publication was made possible by the support of people like you through the IFMA Foundation. I F M A F O U N D AT I O N
Established in 1990 as a non-profit, 501(c)(3) corporation, and separate entity from IFMA, the IFMA
Foundation works for the public good to promote priority research and educational opportunities for prepared by the Leonardo Academy Inc.
the advancement of facility management. The IFMA Foundation is supported by the generosity of the
FM community including IFMA members, chapters, councils, corporate sponsors and private
contributors who share the belief that education and research improve the FM profession.
By increasing the body of knowledge available to facility professionals, the IFMA Foundation advances

• Underwrite research – to generate knowledge that directly benefits the profession
• Fund educational programs – to keep facility managers up-to-date on the latest techniques and
technology
• Provide scholarships – to educate the future of the facility management profession
Without the support of workplace professionals, the IFMA Foundation would be unable to contribute to
the future development and direction of facility management. That’s why we need your help. If you are
concerned with improving the profession and your career potential, we encourage you to make a donation
or get involved in a fund-raising event. After all, isn’t the future of facility management and your career
worth your support?
DELIVER the GREEN
IFMA FOUNDATION CORPORATE CIRCLE OF CONTRIBUTORS
A FRESH LOOK AT LEED-EB

AND FACILITY MANAGEMENT
To learn more about the good works of the IFMA Foundation, visit www.ifmafoundation.org.
This report sponsored by
IFMA Foundation
1 E. Greenway Plz, Suite 1100
281.974.5600
foundation@ifmafoundation.org
© 2006 IFMA Foundation All rights reserved. ISBN 1-883176-65-4: Because this report is copyrighted, one must obtain permission to copy from the Copyright
Clearance Center (CCC), 222 Rosewood Drive, Danvers, Mass. 01923. CCC’s phone number is (978) 750-8400; fax number is (978) 750-4470. There is a nominal
charge payable to CCC to photocopy any page herein for personal or internal reference use. Unauthorized duplication or use of the information and/or contents herein
without express written authorization of IFMA Foundation is strictly prohibited.
IFMA Foundation Corporate Circle of Contributors

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IF YOU FIND THIS PUBLICATION USEFUL,

THERE IS SOMETHING YOU SHOULD KNOW

Established in 1990 as a non-profit, 501(c)(3) corporation, and

By increasing the body of knowledge available to facility professionals,

Contributions to the IFMA Foundation are used to:

Without the support of workplace professionals, the IFMA Foundation

To make a donation, please go to:

Or make a check out to: IFMA Foundation

Contributions to the IFMA Foundation are used to:

A FRESH LOOK AT LEED-EB

IFMA Foundation Corporate Circle of Contributors

Primary Authors Major Contributors

These individuals include:

Appendix A: Sustainable Existing Building Case Studies

Sustainable building achievement relies on a fully-integrated, “whole building” approach to

Operational and Economic Cost/Benefits of Sustainable Building Practices

Upfront Costs and Long-Term Savings

Increased Health and Productivity of Building Occupants

Sustainable Building Rating Systems as a Framework for Successful Facility

• Maintains or increases asset/portfolio value

“Conduct a facilities condition audit. Use this audit

Johnson & Johnson’s hydrogen fuel cell pilot

Pursuing LEED-EB Certification:

Applicability of LEED-EB Certification

LEED-EB Building Registrations and Certifications

Building Type Registered Certified Projects** Total

Schools and Universities

In applying LEED-EB to campuses, some common challenges include establishing site

Basic Steps for Achieving LEED-EB Certification

Gain Organizational Support

Assemble and Manage Team

Education, Communication and Motivation

Evaluate Building and Identify Opportunities

USGBC Resources that can aid you in conducting an assessment include:

Building information needed for the assessment:

Establish a Project Budget and Manage Costs

Registration Fees (as of June 2006)

Certification Fees (as of June 2006)

Investments in Building and Operations Improvements

It is critical to understand the ease of achievement of each credit or prerequisite in order to

No Cost and Low Cost Actions

Procurement of Services and Goods

When establishing purchasing contracts, include requirements that relevant LEED-EB

Helpful resources for managing this process include:

Collect Building Performance Data over Performance Period

Other important considerations regarding the Performance Period include:

Develop and Submit Application

Application Review Process

To keep project costs down:

Gathering Data and Preparing LEED-EB Documentation

Efficiently gathering and assembling documentation of your building’s performance, practices

Embedding LEED-EB as a Tool for Ongoing Sustainable Facility Management Efforts

Institutionalizing LEED-EB signifies a strong commitment to improving the environment

LEED-EB across Building Portfolios

LEED-EB over Time: Building Life Cycles and Re-Certification

“What gets measured gets done. Documentation requirements make the

Operational and Maintenance Opportunities and Implementation Strategies

Best energy conservation practices highlighted by Surveyed FMs:

Additional energy conservation measures include:

Key Energy Conservation Resources Utilized by Surveyed FMs:

Highlight on the Harvard Green Campus Loan Fund

See http://www.greencampus.harvard.edu/gclf/ for more information about the program.