I

IFMA Facility Management

Learning System
The preferred study resource for the CFM Exam

Communication
Emergency Preparedness and
Business Continuity

Environmental Stewardship and

Sustainability
Finance and Business

Human Factors
Leadership and Strategy

Operations and Maintenance

Project Management

Quality
Real Estate and Property
Management
]
3

0—-
 IFMA Facility Management Learning System
Book 2
Contents

Environmental Stewardship and Sustainability 2*1

Introduction 2-1

Chapter 1: Sustainable Facility Management 2-3

Topic 1: Sustainability and Facility Management 2-3
Topic 2: Triple Bottom Line 2-8

Chapter 2: Aligning Organization Strategy with Sustainability 2-14

Topic 1: Sustainability Policies' 2-14
Topic 2: Sustainable Plan Development 2-21
Topic 3: Sustainability Projects 2-31
Topic 4: Financial Decision-Making Tools 2-32

Chapter 3: Measuring and Reporting Sustainability 2-45

Topic 1: Metrics 2-45
Topic 2: Measuring Greenhouse Gas Emissions 2-46
Topic 3: Defining Sustainable Practices 2-48
Topic 4: Certifying Sustainability Achievements 2-51
Topic 5: Managing Performance through Measurement 2-54

Chapter 4: Focus Areas for Sustainable Facility Management (Input) 2-59

Topic 1: Energy 2-60
Topic 2: Water 2-77
Topic 3: Materials and Resources J 2-82

Chapter 5: Focus Areas for Sustainable Facility Management (Processes) 2-91

Topic 1: Workplace Management 2-92
Topic 2: Indoor Environmental Quality 2-95
Topic 3: Quality of Services 2-110

Chapter 6: Focus Areas for Sustainable Facility Management (Output) 2-123

Topic 1: Waste 2-124
Topic 2: Site Impact 2-136

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 Finance and Business 2-145

Introduction 2-145

Chapter 1: Finance and Business in the Facility Organization 2-147

Topic 1: The Importance of Being Finance- and Business-Aware . 2-147
Topic 2: Financial Terminology 2-148
Topic 3: Fundamental Accounting Concepts 2-154

Chapter 2: Financial Management of the Facility Organization 2-172

Topic 1: Budgets and Budgeting Basics 2-172
Topic 2: Financial Statements 2-191
Topic 3: Business Cases, Supporting Documentation and Financial Reports 2-210
Topic 4: Fundamental Cost Concepts 2-227
Topic 5: Analyzing and Interpreting Financial Documents 2-234
Topic 6: Cost-Containment Strategies 2-240
Topic 7: Chargebacks 2-242

Chapter 3: Procurement in the Facility Organization 2-248

Topic 1: Procurement Procedures 2-248
Topic 2: Procurement and Facility Management Outsourcing 2-254

Chapter 4: Contracts in the Facility Organization 2-261

Topic 1: Contract Development, Management and Oversight ...2-261
Topic 2: Contract Administration 2-273
Topic 3: Analyzing and Interpreting Financial Contract Elements 2-281
Topic 4: Resolving Vendor Conflicts 2-290

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 The references in this course have been selected solely on the basis of their educational value to the IFMA
Facility Management Learning System and on the content of the material. IFMA does not endorse any
services or other materials that may be offered or recommended by the authors or publishers of the books
and publications listed in this course.

Every effort has been made to ensure that all information is current and correct. However, laws and
regulations are constantly changing. Therefore, this program is distributed with the understanding that tire
publisher and authors are not offering legal or professional services.

Acknowledgments
We would like to thank the following dedicated subject matter experts (SMEs) who shared their time,
experience and insights during the development of the IFMA Facility Management Learning System.

Content Development SMEs

Stephen Brown, CFM, FMP, CPE, CBCP, REM Kirt Miller, FMP, CFM, IFMA Fellow
Dean Hitchcock, Lieutenant Colonel, USAF, CFM John Parsons, CFM
Joachim Hohmann, Ph.D., MSc, MBA, CFM Teena G. Shouse, CFM, IFMA Fellow
David L. King, AIA, CFM, SFP, LEED AP David L. Teska, MS, MPCP
Robert Kleimenhagen, Jr., CFM Kate Thibeault, CFM, ABCP
Louis Liu

Content Analysis SMEs

Dr. Doug Aldrich, CFM, IFMA Fellow Erik A. Johansson, CFM, FMA
Jeff Allcroft, CFM, SFP, LEED Green Associate Lawrence Q. Kownacki, CFM
Becky Beilharz, CFM Maja MacDougail
Sean N. Bondar, CFM Peggy A. McCarthy, CFM, IFMA Fellow
Evelyn Braie, CFM, CFMJ, ACIPM Tony Miele, CFM, FMP
William D. Broome, CFM, SFP, LEED Green Patricia A. Moonier, CFM, FMP, SFP
Associate Patrick H. Okamura, CFM, SFP, FMP, CSS, C1AQM,
CHAN Kwong Fuk Wilson LEED BD&C, IFMA Fellow
Jack Christensen, CFM, REP Anthony Pizzitola, MBA, CFM, CBCP, MBCI
William T. Conley, CFM, JFMA Fellow I any E. Rust, CFM
Gerard DiCola, CFM, FMP, LEED Green Associate Ronald V. Sachse, PMP, CFM, SFP, FMP
Joseph M. Drew, CFM, PMP, SFP Mark R. Sckula, FMP, CFM, LEED AP, IFMA Fellow
Howard "Buck" Fisher, CFM, LEED Green Erik Selvig, CFM, LEED AP ID+C, CSBA
Associate Mary L. Speed-Perri, MBA CFM
Patricia Galley, CFM Meredith Thatcher, CFM, IFMA Fellow, LEED AP
Victoria Hardy, CFM, CFMJ Ryan Thompson, CFM, CMRP, MMP, ALB
Christopher P. Hodges, P.E., CFM, LEED AP, IFMA Kit Tuveson, CFM, SFP, IFMA Fellow
Fellow, FRICS Fred Weiss, CFM, IFMA Fellow
John Huffman, CFM, FMA Dave Wilson, CFM, PGDipMgt, MBIFM

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\
 Environmental Stewardship and
Sustainability
T" Introduction
Role of facility . Fulfilling the environmental stewardship and sustainability competency
managers as requires a facility manager to:
related to • Apply sustainable facility management practices to both the built and
Environmental natural environments.
Stewardship • Develop and direct programs to support the organization's commitment to
and sustainability.
Sustainabiiity • Ensure that sustainability is included as a factor in organization decision
competency making and support those decisions with data related to impact on the
environment and the facility and its occupants.

Overview of Exhibit 2-1 highlights the content covered En each of the following chapters,
Environmental Facility managers who have a special interest in this subject are encouraged
Stewardship to consider the Sustainability Facility Professional certification offered by
and IFMA.
Sustainabiiity
Exhibit 2-1: Overview of Environmental Stewardship and
competency Sustainability Competency (continued on next page)

Chapter Content

1. Sustainable Facility • Definition of sustainabllity

Management • Eight focus areas for sustainable facility management
• Five principles of sustainability
• Benefits of sustainable facility management and the risks of
unsustainable practices
• Facility managers' role in promoting and implementing
sustainability
• The model of the Triple Bottom Line as a decision-making
tool
2. Aligning Organizational • Integrating sustainability with the organization's strategic -
Strategy with plan
Sustainability • Using stakeholder interests to build support for a
sustainable strategy
• Process for developing a sustalnabilily strategy
« Process for Implementing strategies through sustainable
policies

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Environmental Stewardship and Sustainability

Exhibit 2-1: Overview of Environmental Stewardship and Sustalnablllty

Competency (concluded)

Chapter Content

3. Measuring and • Measuring greenhouse gas emissions and the carbon

Reporting Sustainability footprint
• International standards and reporting frameworks for
sustainability
• Certification systems to recognize organizational
achievements in sustainable building and facility operations
and maintenance
• Internal measures
4. Focus Areas for Program goals and tactics for:
Sustainable Facility • Energy
Management (Input) • Water use
• Materials and resources
5. Focus Areas for Program goals and tactics for:
Sustainable Facility • Workplace management
Management (Process) • Indoor environmental quality
• Quality of services
6. Focus Areas for Program goals and tactics for:
Sustainable Facility • Waste
Management (Output) • Site Impact

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 Chapter 1: Sustainable Facility Management

After completing this chapter, students will be able to:

• Define sustainability.
• List the key drivers for sustamability.
• State the importance of sustainability to the organization.
• List how sustainability impacts the facility manager.
• List the benefits and risks of starting a sustainability initiative.
• List IFMA's eight major categories of sustainabiiity.
• Define the Triple Bottom Line and its intersections.
• State the organizational impact of the Triple Bottom Line.

+ Topic 1: Sustainability and Facility Management

Sustainabiiity In 1987 the United Nations sponsored the World Commission on
defined Environment and Development, also known as the Brundtland
Commission, to conduct a study of the world's resources. The
commission's report defined sustainability as "development that meets the
needs of the present without compromising the ability of future generations
to meet their own needs." In other words, sustainable practices seek to
accommodate human needs without diminishing the productivity or health
of natural systems.

Sustainability for organizations is more important today than it has ever

been. The current historical period has been referred to in textbooks as "the
age of accountability," Businesses used to have the luxury of deciding
whether to participate in practices such as sustainability; today it is no
ionger a choice but a requirement An organization today is judged not just
on the basis of the quality of the goods and services it produces but also on
the care it shows people (both inside and outside the organization) and the
environment. These responsibilities are both ethical and legal; organizations
must conduct their strategic activities while ensuring compliance with all
applicable laws and regulations.

Developing a long- Sustainability is marked by a concern for the effects of a decision over the
range view entire life cycle of a product or practice. The impact of an action must be
judged by all the actions that preceded it and all the actions that will follow

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Environmental Stewardship and Sustainability

it For example, from a sustainability viewpoint, the purchasing of paper

towels for a facility restroom includes the past (the source of the paper, how
renewable that resource is, the impact on the environment from the
manufacturing process, the distance and method of transportation to the
facility), the present (how it is used or conserved in the facility) and the
future (how it will be disposed of and the effects of its decomposition).
Sustainable development as a concept forces organizations to shift their
focus from the short term to the long term.

Including the built Sustainability is also about the interaction between the natural
and natural environment and the built environment,
environments

• The built environment includes all buildings and living spaces that are
created or modified by people. In addition to the buildings and spaces
themselves, it also includes infrastructure elements such as waste
management, transportation and utility transmission systems put in
place to serve the built space.

• The natural environment - resources such as forests, trees, rivers and

streams—affects the human and financial health of the organization
and its community. The natural environment helps to clean the air,
cool buildings and provide relaxation. If the natural environment is not
healthy, organizations and others in the community do not receive the
original benefits or services of the natural environment and must
instead spend time and money to clean up pollution.

Facility managers must be aware of the potential effects of these two

environments on each other and act to minimize negative effects and take
advantage of positive ones.

Why Many global drivers are pushing sustainability to the forefront of business,
sustainable government and social conversations throughout the world. These drivers
facility include:
management? • Awareness of the finite nature of resources available to support a
steadily growing world population.
• Increasing use by governments of incentives and penalties to change
corporate and individual behavior.
• Speed and breadth of information that have placed every organization
under a microscope of public opinion about what constitutes
acceptable corporate behavior.

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 Chapter 1: Sustainable Facility Management

As business leaders step up the corporate response to the sustainability

agenda, facility nlanagers will increasingly be asked to deliver suppoit
service that is broader and deeper than ever before—often with the
continuing demand for cost reduction. Facility management today is
regarded as a vital fimction, a service that is in support of both the people
who deliver the core business and the boardroom aspirations for corporate
social responsibility. Sustainable facility management is an opportunity for
organizations to fulfill these responsibilities. As sustainability takes hold
in the organization, the facility manager's contribution will be substantial.
Many organizations will look to their facility managers for leadership and
guidance in this area.

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Five principles of In leading the organization's commitment to sustainability, the facility

sustai liability manager can rely on live principles to shape the facility's sustainable
response:

Reduce consumption. Facility managers often need to encourage a

change in the behavior and expectations of occupants and owners. It may
also be necessary to change some of the operating processes and
parameters, including decreasing cycle time.

Change sources. Paying attention to details and investigating alternatives

can help.reduce waste and contribute to savings, especially related to
transportation costs.

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Environmental Stewardship and Sustainability

• Reduce pollution. An organization puts out many forms of pollution: air,

water and noise pollution and solid waste. And each of these formscan be
reduced through different techniques.

• Illustrate good corporate citizenship. Corporate citizenship refers to

organizational behaviors in relation to, for example, neighboring property
occupiers, the local neighborhood or city and so on. It involves
considering impact on the community when making decisions.

• Demonstrate ethical behavior. Many organizations have an ethics policy

that communicates the expected standards for management, employees
and suppliers. This ethics policy should incorporate expectations about
sustainable behavior in regards to the environment and society.

Benefits of There are direct and indirect benefits from sustainable facility management.
sustainable Direct benefits include:
facility • Identifying supply chain risks early.
practices • Reduced demand for resources.
• Increased innovation.
• Improved employee productivity.

A commitment to sustainable practices can benefit an organization also

indirectly by:
• Contributing to the organization's competitive edge.
• Enhancing the organization's image.
• Increasing employee satisfaction and assisting in employee recruitment,
especially among younger workers.

Risks of Failing to pursue sustainability as an organization also has risks such as:
rionsustainable • Economic and possibly criminal liability for pollution.
practices
• Ethical, legal, and social problems posed by supply chain partners whose
operations and labor relations are not sustainable.
• Poor image that can deter customers, investors or strategic partners.
• Noncompliance with emerging regulations that will result in significant
fines and nonmonetary sanctions.

Eight areas for IFMA has grouped sustainability initiatives into eight major areas: energy,
sustainability water, materials and resources, workplace management, indoor environmental
quality, quality of services, waste and site impact. These areas are discussed in
more detail in Chapter 3. Exhibit 2-2 lists concerns in each area.

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 Chapter 1: Sustainable Facility Management

Exhibit 2-2: IFMA's Eight Major Categories of Sustain ability

How energy is consumed by the How the facility can optimise its energy
facility's core building systems and performance
occupants How the facility can improve the
How energy is priced and purchased efficiency of equipment and appliances

How the facility uses Its water, including How the facility can recycle and reuse
water withdrawals. water

How the facility uses finite resources How the facility makes purchase^
How the facility manages recyclable
materials

How the space the facility has can be How to create workspaces that are
used more flexibly productive
How to encourage and
i 'support working How to decrease the facilities' impact
virtually on the environment
v i"if
How indoor air quality affects workers How the facility can improve in a
How the facility contributes to occupant 1ar9eted ar9a

comfort ' How the facility can manage hazardous

materials
• :• ^tM^^Qyalityo
How the facility designs mail services, How the facility maintains its exteriors,
manages documents and provides site features (windows, wails, roofing)
meeting services and grounds (paved and unpaved
How the facility maintains landscape areas, exterior facility amenities)
and amenities

How the facility collects and disposes of How the facility can create or better use
waste a recycling program
How the facility can reduce the amount How the facility disposes of hazardous
of waste (t generates waste

How the facility manages stormwater How the facility reduces its contribution
How the facility reduces its light to the heat Island effect
pollution How the faciijiy encourages sustainable
transportation options

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Environmental Stewardship and Suslainability

Topic 2: Triple Bottom Line

What is the Sustainability depends on finding and maintaining harmony between the built
Triple Bottom environment, the natural environment and the society. To create and preserve
Line? that harmony, organizations and individuals strive to achieve a balance
between the social, environmental and economic aspects of sustainability. An
organization's social bottom line is affected by how the facility impacts
employees, suppliers and the community at large. Its environmental bottom
line depends on its ability to avoid harming the environment and to preserve
scarce resources for future generations—from sourcing raw materials to
production processes, shipping and administration. The organization's
economic bottom line will benefit according to the value created by the
organization after deducting the cost of all inputs.

The Triple Bottom Line model in Exhibit 2-3 shows the way in which these
three aspects are connected. Actions to achieve benefits in one category cannot
be initiated without examining the impacts of the decision on the other
categories and even the same category. For example, replacing a working
incandescent lamp with a compact fluorescent will save energy, but it will also
create waste that must be disposed of, and some of that waste includes toxic
heavy metals. Making the decision to save energy by replacing the lamp has a
positive impact on the economic aspect of the Triple Bottom Line, but it also
has a negative impact on the environmental aspect.

Exhibit 2-3: The Triple Bottom Line

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 Chapter I; Sustainable Facility Management

Think about sustainability us the common ground shared by stakeholders-—the

place where "doing good" and "doing well" are synonymous. Andrew Savitz, In
his book The Triple Bottom Line, refers to this intersection as the sustainability
"sweet spot," where the pursuit of profits seamlessly blends with the pursuit of the
common good.

Facility The activities of facility management touch on all three of the aspects of the Triple
managers and Bottom Line, Many of the environmental indicators for sustainability are under the
the Triple direct control of the facility manager—e.g., energy usage, waste generation.
Bottom Line Facility managers can use the Triple Bottom Line to generate ideas for policies and
programs and to structure their reporting on the facility's sustainability strategy.

From a social perspective, die Triple Bottom Line focuses the facility manager's
attention on areas such as community involvement and occupant well-being. This
translates into goals such as:
• Monitoring all vendors for fair labor practices (i.e., child labor, exploitation)
and environmentally sound business practices,
• Practicing fair labor relations (e.g., paying fair wages, requiring normal
working hours).
• Creating a safe, comfortable and productive work environment for the people •
of the organization.
• Contributing to the community in a positive way (i.e., sponsorships, donations
of time or money) and avoiding exploiting or harming the community.

From an environmental perspective, the Triple Bottom Line focuses facility

managers on avoiding harm to the environment and preserving scarce resources
for future generations. This translates into goals such as:
• Managing the consumption of energy and resources,
• Reducing waste.
• Recycling and reusing.
• Decreasing the organization's carbon footprint.
• Decreasing or eliminating hazardous waste.
• Create building processes that abolish toxic material to support a healthy
environment.

From an economic perspective, the Triple Bottom Line focuses facility managers
on the value of sustainable actions to the organization's economic well-being. This
perspective commits facility managers to ensure that sustainable decisions:
• Lower operating cost.
• Increase asset value.
• Deliver a high return on investment (ROl).

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Environmental Stewardship and Sustainability

• Deliver increased efficiency.

• Provide long-term savings.

This may involve talcing advantage of incentives, grants and tax rebates for
sustainable strategies.

Achieving Bach of the three aspects of sustainability (social, environment, economic) are
balance about making choices. Before an organization decides to go down one path, it
should weigh the impact of that decision against the other aspects of the Triple
Bottom Line. The goal is to make a decision that is:

• Bearable. This is the balance between the environmental and social aspects
of the Triple Bottom Line. The organization asks whether an action producing
a positive effect from the environmental perspective is causing negative
effects on the productivity of occupants. The solution must have a better-than-
neutral effect on the occupants; it must be improving things in some way. For
example, if the set temperature point is too high and the occupants are not
comfortable, then the occupants are no longer productive and the negative
impact on productivity may outweigh the energy savings on heat or air
conditioning.

• Viable. This is the balance between the environmental and economic aspects
of the Triple Bottom Line. A viable action ensures the long-term survival of
both the environment and the organization. For example, if the organization
implements a recycling program for facility fluorescent lamps, the program
will be viable only if the facility can ensure that collection can be done
without sacrificing significant amounts of space or requiring significant
additional labor; that it can be done safely, without breakage that would
expose the environment and occupants to toxic metals; and that a disposal site
is available that can handle the waste in a sustainable manner.

• Equitable. This is the balance between the social and economic aspects of the
Triple Bottom Line. When determining if something is equitable, the
organization must ask if the social benefits will outweigh the cost of the
initiative. For example, adding daylighting for occupants has economic costs
for reconfiguring workstations, adding sun shades to windows and adding
skylights. Are these costs equitable when weighed against the potential
benefits to be reaped by the organization through increased user productivity,
reduced emissions and reduced operating costs?

Sustainability is not achieved by pitting one aspect of the Triple Bottom Line
against another; it looks to maximize all three.

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 Chapter I: Sustainable Facility Management

Progress Check Questions

Directions: Read each question and respond in the space provided. Answers and page references follow
the questions.

1, Sustainabiiity as a concept forces organizations to shift tbeir focus from the to

the .

2.- List the three global drivers for sustainabiiity.

3. List the direct and indirect benefits of becoming a sustainability-conscious organization.

Direct benefits: •

Indirect benefits:

4. List the five principles of sustainabiiity that a facility manager should focus on.

5. List IFMA's eight major categories of sustainabiiity.

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Environmental Stewardship and Sustainability

6. List two examples of facility manager goals for each aspect of the Triple Bottom Line.
Social:

Economic:

Environment:

7. List the three balances (intersections) of the Triple Bottom Line.

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 Chapter I: Sustainable Facility Management

Progress check answers

1. Short term, long term (p. 2-4)
2. Depleting world resources, incentives and penalties, speed and breadth of communication (p. 2-4)
3. Direct benefits include identifying supply chain risks early, reduced demand for resources, increased
innovation and improved employee productivity. Indirect benefits include a greater competitive edge,
an enhanced company image and increased employee satisfaction and success in employee
recruitment, (p. 2-6)
4. Reduce consumption, change sources, reduce pollution, illustrate good corporate citizenship,
demonstrate ethical behavior, (p, 2-5)
5. Energy, water, materials and resources, workplace management, indoor environmental quality,
quality of services, waste, site impact (p. 2-6)
6. Social: Monitoring vendors for fair labor and environmental practices; practicing fair labor relations;
creating a safe, comfortable and productive work environment; contributing to the community
Environmental: Managing energy consumption, reducing waste, increasing recycling and reuse,
decreasing carbon footprint, decreasing or eliminating hazardous waste
Economic: Increased ROI, lower operating costs, increased asset value, increased efficiency, long-
tenn savings (p. 2-9)
7. Bearable, viable, equitable (p. 2-10)

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 Chapter 2: Aligning Organization Strategy with
Sustainability

After completing this chapter, students will be able to:

• Describe the role that sustainability policies play in implementing sustainability strategies.
• Detail sustainability policy development.
• Describe the key aspects of a sustainable or "green" lease.
• State how the strategic planning model can be applied to sustainability.
• List the strategies to keep leadership engaged in and committed to a sustainability initiative.
• Define stakeholder and provide examples of stakeholders' interests in sustainable facility
management.
• List the steps in developing and implementing sustainabilily projects.
• Describe financial decision-making tools used to support sustainability projects.

4" Topic 1: Sustainability Policies

Definition A sustainability policy is a high-level working document that serves two
purposes:
• Focusing the organization on sustainable issues that most directly relate to
its vision and strategy, and
• Ensuring that decision makers throughout the organization will consider
appropriate sustainable goals in matters large and small, throughout the
organization, including facility management.

If no sustainability policies currently exist, any new sustainability program

should include policy development. Once in place, the sustainability policy can
drive and shape subsequent sustainability initiatives.

Parts of a A sustainability policy should be clear and straightforward. The main parts of a
sustainability sustainability policy include:
policy
• Sustainability vision. A sustainability vision has a global point of view:
How is the world enriched or diminished by what is done? What are the
major impacts on society? How does the overall business strategy reflect
those impacts? What does our sustainable organization look like when fully
successful? Typically it is a one- or two-sentence, well-crafted statement that
provides employees and stakeholders with a set of broadly stated principles

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 Chapter 2; Aligning Organization Strategy with Sustainability

against which the efforts can be measured. A sustainability vision should

show how to incorporate an emphasis on environmental, social and economic
prosperity into every decision made throughout the organization and to think
about how this would take hold at the operating level.

• Scope. Scope, or key issues, can be determined by completing a matrix

like the one shown in Exhibit 2-4, The matrix lists issues under the Triple
Bottom Line aspects and then indicates their relationship to and influence
on the organization's sustainable strategy.

Exhibit 2-4: Sample Topic Matrix

Sustainable Issues Sustainable Elements

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-: |
Lifestyie^i^u^, BaiiTBBEl m & f c m
Safety & Health^ ., ^i^'CjCJ.,V4-:^: ,.r

SSS
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(**nnwii inifu J\> v-v-L B> v"
!S5fSi!iSM TSF?I? MH'w* 4^fe^sfeA, irwi-• e, y .*WL'.-'i-' •,"

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©Stale Db, .
v.: 1-. MA'i. .
rSw^sil
381
Legislation, J |. . DhL,^ ]
Til a t IpanistHfefej

r,,. V..^.
Capital posta k~„x DH

Productivity . » ipv^:s
R&D*r•' Vc U -.IL..,, ;

Brand Recognition
Wm
<• • • • ">r DH%4
- -7c' ' > ' J !" T T '

• , .. it'; l
Legislation. • j- DH .. . " .• PH |.* QH ' 1 -!^vDM<v ' :. i. IL,

DH—direct relation/high influence

DL—direct relation/low influence
IH—Indirect reiation/high Influence
IL—indirect relation/low Influence

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Environmental Stewardship and Suslainability

• Performance metrics. Performance metrics determine the standards by

which to measure the success of the policy.

• Goals. The goals are what should be accomplished with the sustainability
policy.

• Procedures and strategies. Procedures and strategies are defined in.

terms of the social, economic and environmental aspects of a policy.
Responsibilities should be assigned for specific strategies.

• Time period. Time period refers to both the timeline by which to achieve
all aspects of the sustainability policy and timelines for various
milestones within the policy.

• Responsible party. The sustainability policy should have accountability

at the highest level within the organization.

10 steps to There are ten steps to creating a sustainability policy, as shown in Exhibit
creating a 2-5.
sustainability Exhibit 2-5:10 Steps to Creating a Sustainability Policy
policy

'0: Review and provide

S: Communicate success. feedback.

7: Set SMART targets.^Bk^WpPEngage staff.

^jMgjBpiB^rerProvide adequate resources.

iaawBBBs Agree on policy boundari<jfi§|,

•gffeGet a high-level sponsor.

3: Agree thi
policy m<
and expe

1: Identify stakeholders.
Recognize, prioritize and understand those individuals who are the key
stakeholders in the organization. The policy is more likely to be received
favorably if the stakeholders are adequately engaged.

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 Chapter 2: Aligning Organization Strategy with Snsiainability

2: Confirm organisational strategy.

Agree on a policy tliat is aligned with the organization's wider corporate
strategy because the sustainability objectives should enhance those of the
overall organization and support the organization's objectives.

3: Agree that sustainability policy meets strategy and expectation.

Gain consensus from the stakeholders on what the sustainability policy is
aiming to achieve. Identify the specific links between the sustainability policy
and the organization's overall strategic goals.

4: Get a high-level sponsor.

Prepare a business case for the policy and present it to a senior executive who
has a desire tor sustainability. Having the support of a high-level executive
may be beneficial wheit it is time to present the policy to top-level
management.

5: Agree on policy boundaries.

When trying to determine what the policy is, it helps to know what it is not.
Defining the scope and extent of the policy with the main stakeholders helps
define those boundaries. Having a well-defmed policy makes prioritizing
"objectives easier, allowing for more efficient use of the available resources.

6; Provide adequate resources.

Assign enough resources and make sure they are the right resources to be able
to properly execute the action plan. A sustainability policy's success is
strongly linked to a cost-effective implementation. The implementation
process should not necessarily demand a capital increase,

7: Set SMART targets.

SMART as a monitoring technique involves analyzing proposed targets and
measuring media from five different perspectives;

• S = Specific, The goal should identify a specific action or event that will
take place. This perspective answers the questions "Who?" and "What?"

• M = Measurable. Include in the specific goal statement the measurements

to be used to determine that the results or outcomes'have been achieved.
This perspective answers the question "How?"

• A = Achievable, Goals should challenge people to do their best, but they

need to also be achievable. This perspective answers the question "Is it
attainable?"

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Environmental Stewardship and Sustainability

• R = Relevant. Goals need to pertain directly to the performance challenge

being managed. This perspective answers the questions "Is it relevant?"
and "Is it realistic?"

• T = Time-bound. A goal should be grounded within a time frame—

enough time to complete the goal, but not too much time, which can affect
project performance. This perspective answers the question "When?"

8: Engage staff.
Since the facility management staff is often responsible for carrying out the
sustainability policy, it is important to engage staff in a two-way conversation
about the policy.

9: Communicate success.
Providing timely feedback regarding the sustainability policy's strengths and
weaknesses allows stakeholders to identify with what is going on with the
timeline and progression of the implementation process. This also helps
everyone involved understand external aspects of the policy and process that
affect sustainability on a more global scale.

10: Review and provide feedback.

To make sure everyone involved is allowed to voice opinions, establish a two-
way feedback channel. The provided data can be analyzed by the stakeholders
and then that information can be turned into well-defined action points.

Rules to live by Policy development is a strategic function; therefore, it often starts at a high
level. Facility managers are in a good position to steer policy development
because of their influence and the importance of facilities to the value of the
organization. Here are some rules that can help keep the goals focused:
• Seek out the buy-in of senior management. Any issues that arise will
escalate to upper management, and having at least one or two champions
keeps the cause moving in the right direction.
• Be sure to use the organization's best practices when creating a policy to
maintain consistency throughout the organization.
• Make sure to educate occupants and build momentum from their
excitement for the program.
• Don't forget to promote the results of the program to build and maintain
momentum. Sharing success information is an excellent way to promote
both the policy and the organization within the community as well as
within the organization itself.

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 Chapter 2: Aligning Organization Stmtegy with Sifstainability

Example: A A good example of a sustainability policy is apractlce called "green leasing."

sustainable leasing Green leasing is the process of integrating sustainability elements into lease
P°''cy negotiations. This could include efficient building design, energy and water
efficiencies, equipment, appliances, waste minimization and other sustainability
objectives.

A sustainable leasing policy provides guidance to facility managers acting as

leasers or lessees 011 ways to increase the energy-efficient operation of a building,
improve the property's indoor environmental quality, or decrease the amount of
materials used and discarded in the buildout process.
Green leases are marked by:

Lease structures that provide mutual incentives. Conventional leases may

be structured in such a way that economic benefits from tenant efficiency 1

accrue to the landlord rather than the tenant (typically found in gross leases, in
which tenants do not pay operating costs) or do not provide any incentive to
landlords to make capital improvements (typically, net leases in which tenants
pay operating costs and receive direct benefit of improved efficiency). A green
lease should be structured so that both parties receive incentives for
sustainable choices.

Transparency, Regular, complete and candid sharing of information about

building performance is necessary in a green lease, especially if tenants expect
to be rewarded for increased efficiency or if the lease terms include
stipulations about building performance.

• Alignment of interests and compromise. The tenant and the landlord will
each expect concessions, as illustrated in Exhibit 2-6. The success of the lease
will depend on the degree of collaboration the tenant and landlord can achieve.

Exhibit 2-6: Tenant-Landlord Perspectives in a Green Lease

Tenant Demands
Improvements to core shell
and systems to Improve
efficiency
Changes In O&M procedures
(e.g., cleaning)

Landlord Demands
Restrictions on buildout and type and
amount of materials/equipment
Compliance with building programs
(e.g.. recycling, energy efficiency)

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Environmental Stewardship and Sustainability

Both pallies can implement their desires in writing:

• Tenants can develop RFPs (requests for proposal) to be used by leasing
agents to identify suitable properties. These RFPs can incorporate a
checklist of sustainable characteristics that the tenant is seeking.
• Landlords can create a green lease contract that executes sustainable lease
terms. The work letter can clearly set forth requirements and restrictions
on buildout—e.g., the types of materials and lighting that must be used or
the manner of disposal for current space materials.

Benefits of a Sustainability policies offer hard and soft benefits. Hard benefits are very
sustainability popular with the decision makers, as they are quantifiable and can usually be
policy expressed in terms of monetary units. Soft benefits are harder to quantify but
can be expressed in terms of monetary values.

Examples of hard benefits include:

• Cost-efficient manufacturing processes or other processes that directly
affect cost reduction.
• Money-saving measures such as reducing the amount and/or cost of
business travel.
• Profit-making activities such as selling surplus energy to the grid.

Examples of soft benefits include:

• Improved employee morale.
• Increased occupant health, comfort and productivity.
• Reduced pollution and landfill waste.
• Increased competitive advantage.
• Increased brand strength.

The key to measuring soft benefits is to identify the right person, metric and
tool for the job. For example, when looking for an individual within the
organization to assist with estimating the impact that employee satisfaction
and personnel training have on productivity, try the HR director. His or her
knowledge and experience can help translate the increase in productivity into a
monetary benefit.

Selling the benefits How should these benefits be sold to the stakeholders within the organization?
Hard benefits are easy to sell as they are tangible and their ROI can be easily
explained. For this reason, hard benefits have traditionally been the center of
any discussion about the economic feasibility of a project.

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 Chapter 2: Aligning Organization Strategy with Sustainability

Soft benefits, despite being more difficult to measure, have a value and impact
that is being increasingly recognized by upper management. The way to sell
soft benefits to stakeholders may need to be more creative and certainly more
proactive than that needed for hard benefits.

A well-presented soft benefit business case, one that has a basis in solid
experience and examples from projects that may be similar to those being
presented, can be as solid as a business case presented with financial and
technical data. When focusing on a creative approach to selling the soft
benefits, don't try to measure those things that are impossible to measure.

Also, be clear with the stakeholders that soft benefits can be as tangible as
hard benefits. As with the example of the HR director, an improvement in the
environment of the occupants in the building can be assumed to improve staff
morale, thereby increasing performance and reducing the amount of staff
turnover. Do not be afraid of making assumptions. That being said, make sure
to define what the assumptions are and to describe how those assumptions
were reached.

Keep in mind that there may be just one chance at selling the business case to
the stakeholders. Since the concept of soft benefits may be unfamiliar, it may
be necessary to open some eyes, detail some explanations and do some hand-
holding to get the audience through the case. Communicating both the hard
and soft benefits clearly and effectively will impact the minds of the decision
makers both now and with future projects. Again, be clear on the assumptions
made within the business case and be prepared to back up those assumptions
with examples from the real world, finally, be clear and concise in the
summaries. Include the full cost, the resulting benefits and the potential risks
involved.

+ Topic 2: Sustainable Plan Development

Strategic The strategic planning process is discussed in detail in the Leadership and
planning and Strategy competency. Briefly, strategic planning turns the organization's
sustainability missions and values into policy goals, the policy goals into strategic objectives,
and the objectives into action plans. The strategy influences the business plans
of the organization's units, including facility management. These units must
examine the ways in which they are affected by the organization's strategic
objectives or contribute to achieving those goals. The units then set their own
specific objectives and plan programs and initiatives to achieve those
objectives within their resources. Unit plans are then implemented, their results

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Environmental Stewardship and Sustainability

measured and the strategy validated or corrected as needed. This process is

illustrated in Exhibit 2-7.

Exhibit 2-7: Strategic Planning Overview Model

• • • • 1 : • ' ^ . -T* •-X-,'V.- '-A-

Pi#
vy "" ' 7 y -r:»rv- -

Strategic Entire Organization Strategic Plan (Corporate Strategy)

Planning
Mission, Vision, Values, Culture, Strategic Objectives
Level

Facility Management Organization Other

Strategic Facility Plan Business
Portfolio, Facility Master Plans (Real Estate Master Plans) Units' Plans

Operations and Maintenance Budgets Design and

Construction Plans
Tactical Operations Maintenance
Planning Plans Plans
Level

Execution

Measurement
Measure Performance
Level

Validate Strategy

If the organization has committed to the principles of sustainability, that

commitment will be articulated as sustainable goals—for example,
implementing "green" policies, providing a living wage for all employees,
decreasing impact on its community. Unit managers must then develop their
own approaches to helping the organization accomplish these goals. For
example, IT will revise computer purchasing guidelines and network design
policies to relieve pressuie on finite resources such as materials and energy.
Human resources may implement a wage survey and economic analysis of the
living wage proposal. Facility management may propose facility transportation
initiatives to help ease traffic congestion.

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 Chapter 2: Aligning Organization Strategy witii Sustainability

The facility manager owns sustainable goals like "reducing the facility's
carbon footprint" or "decreasing water consumption." Organizational success
in sustainability is directly tied to sustainable planning by the facility
management function.

Aligning Tlie end goal of the facilities management strategic plan is to enable the
facility organization to accomplish its sustainability objectives.
sustainability
There are benefits in aligning FM plans to organizational strategy;
plans with the
• Hie logic behind the FM plan is transparent (obvious) in how it supports
organizational
the entire organization's requirements,
strategy
• The requirements (staff, resources, access to decision makers and so forth)
to execute the FM strategic plan are seen as appropriate.
• The facility's success measures are linked to satisfying the entire
organization's requirements.
• The methods proposed (outsourcing, upgrading technology, subleasing and
so forth) to execute the FM plan support the entire organization's goals,
and objectives are seen as appropriate.

Assessing the Before starting the facility strategic planning process, however, the facility
organization's manager must take the organization's sustainability "pulse" by considering:
position on
sustalnablllty • What the company/organization says-its vision statement, strategic
goals in annual reports, the measures it applies to assess the strategy's
success, corporate social responsibility (CSR) reports, sustainabjlify
reports, policies.
• How the organization operates—whether its decisions and actions
demonstrate the influence of sustainable principles.
• The nature of the business within the facility and whether/how it could
be made more sustainable.
• How sustainability applies to the industry-is the organization leading
or lagging its competition in this field?

If the organization, is committed to sustainability, the facility manager must be

prepared to champion the cause and lead the effort. Strategies for approaching
a sustainability initiative from the champion role are to:
• Form a cross-functional committee.
• Create smaller project teams for each project
• Hold an official program launch.
• Use internal formal communication channels to keep people informed.

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Environmental Stewardship and Snstainability

If the organization is not currently committed to sustainability, the facility

manager can try to change that position by playing the role of insurgent and/or
by influencing those with formal and informal authority.

An insurgent is a self-appointed leader who has the passion and personal

power to start up a program without formal authorization or sponsorship.
Insurgents may need more creative strategies to get tilings done. Some
strategies include:
• Reaching out to those who can contribute to the effort or are concerned
about the specific sustainability issue. Exhibit 2-8 lists internal and
external groups that could support a facility manager's efforts to promote
sustainability.
• Working on the low-cost/no-cost initiatives first to gain momentum.
• Sharing success stories informally.
• Creating informal discussion groups.
• Inviting sustainability guest speakers to team meetings.
• Networking with other facilities that are making progress in sustainability.

Exhibit 2-8: Groups Affected by Sustalnability initiatives (continued on next page)

Group How Impacted

Internal Groups

Facility management Sustainability could impact day-to-day responsibilities and how the
facility manager completes them. This group will feel the greatest
impact of a sustalnabllity initiative.
Real estate Sustainability could impact how real estate searches for, bids on and
strategizes about the purchasing or leasing of new properties.
Legal Sustainability could impact contracts with suppliers, contractors and
other vendors to include language around sustainability requirements.
Human resources Sustalnabllity could Impact how HR positions the organization to new
(HR) employees, benefits provided and services offered to existing
employees.
Finance/accounting Sustainability could impact how this group accounts for the usage of
items as well as the depreciation of assets, grants applied for, rebates
given and tax incentives.
Information Sustainability could impact the information that is going to be tracked
technology and the systems and infrastructure needed to support sustainability
initiatives such as telecommuting or videoconferencing.
Marketing/sales Sustainability could impact the image of the organization as a whole,
which in turn impacts any marketing materials and any sales
messaging.
Senior management Sustainability could impact senior management's strategic planning and
goal setting for the future.

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 Chapter 2: Aligning Organization Strategy with Sustainability

Exhibit 2-8: Groups Affected by Sustainability Initiatives (concluded)

Group How Impacted

External Groups

Landlord Sustainability could impact how the organization attracts tenants and
the requirements landlords have of those tenants.
Tenants Sustainability could impact how the organization selects a location and
what amenities the organization requires.
Service Sustainability could impact whether or not the organization gets a
providers/suppliers contract. It may also affect reporting requirements.
Governing authorities Sustainability could impact laws around greenhouse gas emissions,
carbon footprint and the monitoring and tracking of hazardous waste.
Utility providers Sustainability could impact the demand for utilities. Depending on the
type of utility, It may also affect any rebates the provider may offer.
Neighboring Sustainability could impact neighboring businesses, who may feel more
businesses motivated to pursue their own sustainability efforts.
Community Sustainability could impact people living near the facility and In the
entire community. The facility's actions may affect their experiences
and daily activities in positive and negative ways.
Workplace Sustainability could impact the very way that work gets done and even
transform it.

Supporting The facility manager must also be prepared to educate management about the
stakeholders' sustainable interests of their stakeholders. An organization's internal and
interests in externa] stakeholders could include:
sustainability
• Management and investors/shareholders, if the organization is publicly held.
• Business units within the organization, such as facility management.
• Clients and customers.
• Organization members (e.g., employees).
• Community members (e.g., neighbors, local organizations).
• Regulators (e.g., local government planning agencies, safety monitoring
agencies).

Because of the benefits and risks associated with an organization's position on

sustainability that were discussed in Chapter 1, stakeholders may urge the
organization to include sustainability in its values and strategic plan. The facility
manager must be ready to discuss with management the implications of
neglecting any of these perspectives. For example, the organization may be
sacrificing the trust of regulators if it does not collect and report required data
completely, accurately and in a timely fashion. Tenants may be concerned that
the building's operating and maintenance strategy is at odds with their own

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Environmental Stewardship and Sustainabilily

commitment to sustainability. Fidelity to shareholder interests can be questioned

if management does not act responsibly to decrease energy costs and increase
asset value.

Developing a The goal of strategic planning is to develop business-driven schemes and convert
strategy for them into plans of action. A sustainability strategic plan outlines the sustainability
sustainable direction of an organization, including the broad, long-term, significant plans,
facility methods and actions by which the organization will operate;
management
Development of the sustainabilily plan involves the following phases:
• Phase 1: Understanding (preparing a plan, identifying sustainable objectives)
• Phase 2: Analysis (evaluating initiatives/ideas)
• Phase 3: Planning (formulating and validating the plan)
• Phase 4: Acting (presenting the plan)

Once this process has been completed, the output will be an enterprise-wide
sustainability plan that will identify the various initiatives and projects that the
organization can undertake. This sustainability plan can serve the organization for
many years and allows for the continuous improvement of the organization's
Triple Bottom Line.

Each phase is described below.

Understanding The first step of developing a sustainability plan is to gather all pertinent people
and information. There are four key tasks to engage in when preparing to develop
a plan:
• Get a management sponsor. A sponsor will continuously work to emphasize
the importance of developing a sustainability plan. This person should
ultimately be the individual who will provide assistance when it is time to
present the plan to the appropriate level of management for approval and
funding.
• Form a cross-functional team. Team members can be chosen from the
groups listed in Exhibit 2-8.
• Define the criteria for Ideas. Basic guidelines must be established to help the
team determine the criteria to be used for financial justification of sustainable
initiatives—for example, return on investment or payback period.
• Generate potendal cost-saving ideas. One of the best places to discover
opportunities for cost saving is within the operating budget. The cross-
functional team and the stakeholders should look at each line item of the
operating budget and determine how the organization could reduce each cost.

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 Chapter 2: Aligning Organization Strategy with Sustainability

The inputs, processes and outputs for this phase are shown in Exhibit 2-9.

Exhibit 2-9: Strategy Life-Cycle Model (Understanding Phase)

Inputs
/Organization's Mission, Vision,
V Values, and Culture X Organization's
Strategic Business Plan J
Facilities Register
and/or Audita X Organization's
Balanced Scorocard

i'M'.UMilil'.lllliJI Analysis Planning Acting

•enrieSuBtalnabWyX
Mission and Vision _)
Define Purpose,
iccess, and Objecth

i L
Gather Data
J
I y Outputs

i C UBtalnobllKy Mission andA

Vision Statements J
( Comprehensive Data forA
Organization J
f Suslalnabllity Goals 3

Analysis Exhibit 2-10 shows the inputs, processes and outputs for the Analysis phase.

Exhibit 2-10: Strategy Life-Cycle Model (Analysis Phase)

[talnablllty Mission aina\
inputs XJVision Statements

Understanding
£
WJIFIPFTFP Planning Acting

Processes

c Brainstorming

c SustalnabUli^
Asseaamenl
f Sustainabtlty A
D
I, Checklist J

^ Statement of Requirements ^

C Assessment/Checlitet Results
3
C Recommendations and Approvals
)

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Environmental Stewardship and Sustainability

Regardless of the size of a facility or whether it is owned or leased, program

implementation begins with evaluating and measuring the cm-rent situation.
The first and most logical areas to approach include;
• Utility consumption.
• Waste production.
• Indoor environment quality.
• Site characteristics.
• Material and resource use.
• Supply chain.

The team will also assess high-level user requirements, weigh the strengths
and weaknesses of the organization, rank and prioritize objectives, and
generate one or more potential strategics. Potential strategies are usually tested
for feasibility and best use of funds.

Frequently, organizations begin their sustainability program implementation

by conducting a sustainability audit or assessment to identify opportunities.

A sustainability audit is the method for recording important facility

characteristics, including utility use and waste stream as well as other
quantitative attributes. A sustainability audit also includes an evaluation of the
policy, practices and procedures that relate and contribute to sustainable
facility management. This includes inter views with appropriate stakeholders
within the organization. An important part of the sustainability audit is to
establish which measurement and monitoring processes are in place within the
facility.

A sustainability audit looks at opportunities for improving the organization's

sustainability from different perspectives. It describes the organization's core
processes, the activities that are necessary to conducting them (inputs) and the
necessary outcomes of these processes (outputs). Exhibit 2-11 on the next page
illustrates a sample audit process for an office supplies company.

Opportunities are then analyzed according to the cost and effort required for
implementations and the potential savings or impact on sustainable goals.

The result of this analysis may include a set of strategic user requirements, a
gap analysis indicating the difference between the current versus the desired
services and organizational assets, a set of viable strategies from which
decision makers can select, and a recommended strategy. The facility manager
will build a business case to support the recommended strategy.

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 Chapter 2: Aligning Organization Strategy with Sustainability

Exhibit 2-11: Sustainability Assessment for Office Supplies Company

Industry
How are we Influencing
others In our supply chain
and/or Industry?
Enorgy
What are we doing that is Product or Service
climate neutral or Increases What are we offering that Is
our use of renewable energy? benign or has eustalnabflity value?
No Industry Influence or
cooperative fa place
Replaced 25% of
Incandescent lamps
20% of paper products
with compact
for solo have been
fluorosconfa
recycled content
6% of electricity
Water from wind power
Quality
What are wo doing that is What are we doing to reduce
water neutral or decreases our impact on the qualty of
our use of water? Our Core Processes or Activities the environment?
How have we modified our core
processes or activities?
Ubq recycled wafer
formachbo Procure raw materials Reduce emissions
cooling Produce ofUco supplies, equip., fum. Reduce waste
Reduce potable Package and transport to customers Reduce energy
water consumption Provide copying, faxes, printing consumption
by 6%

Materials Waste
What are wo using from What are we doing to get
sustainable sources? Community closer to zero waste?
How do we contribute to
solving local problems?

Purchase some paper

wfth recycled content - 6% of trash (by weight) is
other suppliers chosen recycled
by price Provide pubftcBy for
locate Reduce, Rouse,
and Recycle Day
program

Source: Adapted from "FM Sustalnability: Creating Your Action Plan" (online course).
Houston, Texas: International Facility Management Association (IFMA).

A business case provides the reasoning for initiating the project and
demonstrates how the project supports the organization's strategy and
goals as well as how it will drive results. (Business cases are discussed in
detail in the competency on Finance and Business.) Sustainability is often
treated like any other business initiative. If a sustainability initiative
doesn't have a positive impact on the bottom line, then it is not likely to be
accepted by the organization. Facility managers can use the Triple Bottom
Line to analyze and show the impact of a plan.

Planning Planning involves evaluating the business cases and developing a

preliminary sustainability plan. The plan should include sufficient details,
including budget and schedules, to support decision making. This plan is

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Environmental Stewardship and Sustainability

then circulated within the team. This plan should be the cumulative: If the
team believes that the first 10 ideas should be implemented, a summary
listing should be created showing the costs and savings up to that point
along with the net savings and the combined payback. Exhibit 2-12
illustrates the inputs, processes and outputs associated with the planning
phase.

Exhibit 2-12: Strategy Life-Cycle Model (Planning Phase)

)c
Macro or Strategic Inputs

D \
latsmant of Requirement; Recommendations and
Assessment/Checklist Approvals
Results

Understanding Analysis Acting

c Formulate Strategy
J
c Validate Strategy
D
0 Establish Change Process
D
C
Outputs
Got Buy-In
3
^ Sustalnabillty Plan ^

Acting The final phase of developing a sustainability plan is to present the plan
to management. The presenter, identified by the team, should have
updated and finalized presentation materials and any accompanying
materials that would be helpful to explain concepts and support analysis.
Resource materials can be very influential when proposing the plan.

Exhibit 2-13 on the next page shows an overview of the Acting phase.

Once a management decision has been received, the facility manager can
begin the process of implementing specific initiatives—being careful to
collect appropriate data that can evaluate the plan's effectiveness and
support possible modification.

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 Chapter 2: Aligning Organization Strategy with Sustainability

Exhibit 2-13: Strategy Life-Cycle Model (Acting Phase)

£
Inputs
Sustainability Plan
J
Understanding Analysis Planning
1
tfiWIIWW

c( Business Case
Presentation J
Tactical Plan Approval
Iand Funding
Outputs ^
5
c Tactical Plans
J
/Scheduled FM Activities^
^Projects^
(e.g., Operations and
Maintenance)

Topic 3: Sustainability Projects

Sustainability projects are the outputs of the organization's sustainability
planning process. Projects usually have designated leaders and cross-functional
teams. The facility manager usually facilitates the development of the project
and ensures the integrity of the facility is protected.

The steps to establishing a sustainability project are as follows:

1. Make a commitment
2. Assess the current performance. This may involve gathering data from
sources such as building automation systems and invoice records. This
data may be benchmarked against performance of comparable facilities.
3. Set the facility goals in one or all of the eight categories of sustainability.
An example from the site impact category might be to "reduce pollution
and land development impacts from conventional automobile use for
commuting tips."
4. Create an action plan. A SWOT analysis can provide more information
about strengths and opportunities that the facility can leverage and about
weaknesses and threats that must be addressed.

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Environmental Stewardship and Sustainability

5. Implement the action plan and define roles and responsibilities. Available
budget and resources are allocated to provide the most impact on
sustainable goals—balancing cost, feasibility, potential outcomes and
schedules. Communicating the plan and engaging occupants will be
critical to the plan's success.
6. Measure and report performance against goals.
7. Evaluate progress.
8. Recognize achievements and summarize lessons learned.

The tasks involved in developing and leading sustainability projects require

skills similar to those covered in the competencies on Project Management and
Leadership and Strategy.

+ Topic 4: Financial Decision-Making Tools

Financial tools that are commonly used as the basis for decision making with
regard to sustainability initiatives include simple payback period, ROI, net
present value (NPV), life-cycle cost analysis (LCCA), and total cost of
ownership (TCO).

Simple The simple payback period (SPP) is the period of time required for the return
payback on an investment to "repay" the sum of the original investment. It is the most
period widely used metric in capital budgeting. As the name states, the calculation
is simple; as a result, placing too much weight on the payback period can
often cause an organization to miss an opportunity. While simple payback
period may be a quick and easy calculation, it is important to note that it
does not take the impact of any cash flows that are received after the
payback period into consideration or recognize the time value of money. A
simple payback period is only as accurate as the costs and benefits that are
used to calculate it.

There are two ways to calculate the simple payback period: one with equal
annual savings and one with unequal annual savings.

Payback with equal If the annual cash flows are equal, then the payback period is calculated by
annual savings dividing the initial investment by the annual savings:

_ . . . . . . , Initial i n v e s t m e n t c o s t
Payback period (in years) =
Annual operating savings

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 Chapter 2: Aligning Organization Strategy with Stistainability

Suppose the facility manager installed a new piece of more efficient equipment
that cost US$15,000 and this piece of equipment is expected to save the
organization US$6,000 a year. The simple payback period would be 2.5 years:

US$15,000
US$6,000 ~ ' yearS

Payback with If the annual cash flow differs from year to year, the payback period is
unequal annual determined when the accrued cash savings equal the initial investment costs.
savings
Then the calculation is done by year; the simple payback period is when the
cumulative cash flow balance equals zero.

Exhibit 2-14 shows an example of the same original investment of US$15,000

and different cost savings each year.

Exhibit 2-14; Payback with Unequal Annual Savings

Annual Cash Cumulative Cash

Year
Flow Balance
0 (today) (15,000) (15,000)
1 5,000 (10,000)
2 2,000 (8,000)
3 3,000 (5,000)
4 2,000 (3,000)
5 3,000 0

Return on Return on investment is a performance measure used to evaluate the efficiency of

investment an investment or to compare the efficiency of a number of different investments.
(ROI) To calculate ROI, the benefit (annual savings) of an investment is divided by the
cost of the investment; the result is expressed as a percentage or a ratio:

Annual savings
ROI -
Cost of an investment

Let's .return -to the example that was used for simple payback period. The ROI
on that investment would be:

US $6,000
—• - 40 percent
US$15,000 P

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 Environmental Stewardship and Sustainability

Net present One way to determine if a project is worth pursuing is by calculating its net
Value present value (NPV). NPV is the difference between the present value of cash
inflows generated by the asset and the amount of the initial investment. It is one
of the financial tools used to determine if a project is a "go." The formula for
NPV is as follows:

Net present value = Present value of future cash flows - Net investment

If the NPV is greater than zero, then the project has a positive economic
benefit. If the NPV equals zero, then the project is neutral and requires further
evaluation. If the NPV is less than zero, then the project has a net cash outlay
(expense).

A negative NPV does not necessarily mean that the investment is not worth
making. NPV is often used to determine the cash value of the best alternative,
and the best alternative may be the alternative with the least negative cash
flow.

Facility managers interested in sustainability prefer to use net present value

because it is more rigorous than simple payback period and ROI. The rigor
comes from the fact that NPV considers the time value of money and
evaluates cash flows over time. The premise behind the time value of money
is that money that one has now is worth more than money one will receive in
the future. Because money can earn interest or be invested, it is worth more if
it is available immediately. Facility managers proposing sustainability projects
will be expected to justify their funding requests and show that the
recommended projects will bring more value to the organization than will
investing the money elsewhere.

When calculating NPV, the future cash flows are discounted back to their
present value. The rate used to discount future cash flows to the present value
is called the discount rate. The discount rate is the rate of return that could be
earned on an investment with similar risk.

Let's compare two projects and determine their NPV (see Exhibit 2-15).
• Project A—The cost is US$15,000, the annual savings are US$2,000 over
four years, and the discount rate is nine percent.
• Project B—The cost is US$17,000, the annual savings are US$5,500 over
four years, and the discount rate is nine percent.

In this example, the preferred project to invest in is Project B.

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 Chapter 2: Aligning Organization Strategy with Sustainability

Exhibit 2-15: Net Present Value

Cost PV* Net Cash

Project A US$15,000 US$2,000 x 3.2397* = US$6,479 (US$8,521)
Project B US$17,000 US$5,500 x 3.2397* = US$17,818 US$818

Present value of US$1 at compound interest

Period 5% 6% 7% 8% 9% 10%
1 0.9524 0.9434 0.9346 0.9259 0.9174 0.0091
2 0.9070 0.8900 0.8734 0.8573 0.8417 0.8265
3 0.8839 0.8396 0.8163 0.7938 0.7722 0.7513
4 0.8227 0.7921 0.7629 0.7350 0.7084 0.6830
5 0.7835 0.7473 0.7130 0.6806 0.6499 0.6209

* The sum of the first four entries in die 9% interest column

Life-cycle cost Life-cycle cost analysis (LCCA) is the process of determining all costs
analysis incident to the planning, design, construction, operation and maintenance,
(LCCA) and disposition of a structure over time. The terms "whole-life costing" and
"cradle-to-grave" are synonymous with life-cycle cost analysis.

LCCA is often used to compare alternatives that meet the same need but have
different initial and operating costs. LCCA is recommended to guide
decisions related to high-performance building envelope, energy-efficient
lighting, mechanical system selection, HVAC selection and stormwater
management.

It is critical to address life-cycle costs before the project budget is fixed

and to ensure at the goal-setting stage that it is clear that decision making
is based on life-cycle costing. If only first-cost economics dictate decision
making, then very different types of choices may be made.

Life-cycle costing is a complex process. The first step that is

recommended is to calculate the simple payback period. If that calculation
determines that it requires more than five years to recoup costs, then a life-
cycle cost analysis may be required in order to make a sound
recommendation.

Life-cycle cost The LCCA process can be broken down into eight simple steps. Exhibit 2-
analysis steps 16 reviews each step in the process.

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Exhibit 2-16: LCAA Steps

Step Description

1: Identify project Identify the main purpose of the analysis and determine which
purpose and alternatives are going to be considered. The alternatives must be
alternatives. comparable and must fill a common need. Ideally there should be at
least three alternatives.
For example, LCCA would not be used to compare an HVAC system
with a new lighting system. However, LCCA could be used to decide
whether to purchase standard equipment or high-efficiency equipment.
2: Determine the Select the baseline alternative. This is the alternative that the others are
baseline. going to be compared against.

3: Determine the Determine the relevant time frame for the project costs. This must be
activity time. determined for each alternative and usually equals its useful life (or the
life of the equipment).
• Activity time includes project start date and when project costs will
occur.
• Project costs include project management, design, construction,
energy use, maintenance, disposal and any finance costs.
4: Determine the study The time or study period is the period over which ownership and
period. operations expenses are to be evaluated. Study length often reflects the
intended life or use of an Item. In facility evaluations, the allowable
depreciation period is often used. The same period must be used for all
alternatives to have an equitable comparison.
5: Identify and estimate Identify the elements that are going to be Included in the calculation.
the costs. This includes documentation of the items that are to be excluded from
the calculation.
A monetary value must be calculated for each of the costs associated
with each of the alternatives in the LCCA. This includes both first (i.e.,
initial) and future costs, which are defined below.
6: Complete the life- When all of the information for steps 1 through 5 has been collected,
cycle cost calculation. then the actual LCC can be calculated for each alternative. The life-
cycle cost Is calculated using the discounted present value of all project
costs for all alternatives over the project life. The specifics of this
calculation are covered below.
7: Consider any Next we consider any nonmonetary costs and benefits associated with
nonmonetary benefits the project. These would be items to which there is no objective way of
and costs. assigning a monetary value. Examples include the lack of noise from a
newer system or the satisfaction of employees.
8: Compare and select When the prior steps have been completed for all alternatives, then the
the best alternative. comparison of alternatives can begin. On the surface, the alternative
with the lowest LCCA would be the best choice.

Initial and future costs

An LCCA includes both initial costs, also referred to as first costs, and the
future costs. Initial costs are all costs incurred prior to occupation of the
facility or prior to possessing the item. Initial costs are usually a known entity,

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 Chapter 2: Aligning Organization Strategy with Sustainability

so they involve less estimating. Future costs are all costs incurred after
occupation of the facility or after taking possession of the item. Calculating
future costs is a little more complex as there are many unknown factors and
multiple assumptions that must be documented.

Exhibit 2-17 lists examples of costs or expenses in these two categories:

Exhibit 2-17: Initial and Future Costs

Initial Costs
• Purchase • Equipment
• Land acquisition • Installation labor
• Construction • Project management (in-house and
• Design or engineering studies extemai)
• Loan down payment

Future Costs
« Energy and resources • Finance charges and taxes
The estimated expenses for energy and Finance costs include both the loan
resources are based on consumption, payment and any interest charged.
current rates and price projections. Depending on the type of loan, the
finance charges and taxes may be
• Operation, maintenance and repairs embedded within the statement. It
These are costs associated with may take some digging to find the
operating and maintaining the facility or correct amount
piece of equipment. It is important to
include the annual costs and other • Nonmonetary costs
costs that are expected to occur at The items that fall into this category,
some point during the study period. such as safety, do not have a
monetary value. Nonmonetary costs
• Replacement include items such as improved air
The same source must be used to quality and increased natural lighting.
calculate replacement costs as was Even though they do. not have a
uspd to calculate initial investment monetary value, these costs should
costs. be documented. When it comes time
to make the final decision and all
• Residual value (resale/salvage, things ens equal, it is the
disposal) nonmonetary costs that will have the
Salvage value is the value the piece of largest impact.
equipment or building is worth to
someone else. When calculating
salvage value for equipment, it is
important to consider the money and
time it would cost to get the equipment
out of the building.

Determining a discount rate

Once all of the costs have been researched and the appropriate figures
gathered, the next step before the actual life-cycle cost can be calculated is to
determine the appropriate discount rate..

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Environmental Stewardship and Sustainability

A discount rate is a rate at which future cash flows are discounted because of the
time value of money. There are two types of discount rates: real and nominal.
The difference is that the real discount rate excludes the rate of inflation while the
nominal discount rate includes it. Many organizations believe that inflation
affects most expenses in a similar manner. Therefore, most facility managers
choose to eliminate some of the complexity and use the real discount rate.

Calculating present value

To combine the initial and future expenses, the present value of the expenses
must be calculated. Present value is the method used to compare costs; all cash
flows are converted to their present value or the value of past and future
dollars corresponding to today's value.

The present value calculation uses the discount rate and the time a cost was or
will be incurred to establish the present value of the cost in the base year of
the study period. In addition to time, the discount rate also dictates the present
value of future costs. When using the real discount rate for present value
calculations, the costs must also be expressed in like terms.

In the case of initial costs, it is assumed that they already occur in the base
year. Therefore, it is unnecessary to calculate their present value. Their
amounts will be used as they stand when the life-cycle cost is calculated.

The situation is different with future costs. These occur sometime in the
future; therefore, their present value must be calculated. Future costs are
broken down into two categories: one-time and recurring. Recurring costs are
those that occur every year over the study period. One-time costs are those
that do not occur every year over the study period. Replacement costs are
often considered one-time costs.

To determine the present value of future one-time costs, the following formula
is used:

PV« A'*1

(1+d)'

Where:
• PV = Present value.
• At = Amount of one-time cost at time t.
• d = Real discount rate.
• t = Time (expressed in number of year's).

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 Chapter 2: Aligning Organization Strategy with Suslainability

To determine the present value of future recurring costs, this formula is

used:

r/_ A, x (1 + d)' -1
d x (1 + d)'

Where:
• PV = Present value.
• A0 = Amount of recurring cost.
• d = Real discount rate.
• t - Time (expressed in number of years).

Once all of the information that goes behind each of the factors has been
assembled, the following formula is used to complete the life-cycle cost
calculation:

Life-cycle cost = IC + PV of FC - PV of RV

Where:
• Life-cycle cost = Total life-cycle cost in present value terms,
• IC = Initial costs.
• PV of FC = Present value of the future costs (excluding the residual
value).
• PV of RV = Present value of the residual value less any disposal
costs.

Total COSt of When an organization decides to purchase a major asset, it has

ownership committed to a stream of costs over its lifetime. When this stream of
(TCO) costs is added up, it comprises the total cost of ownership (TCO). Gelling
Started, part of the IFMA Foundation Sustainability "How-To Guide"
Series, provides a more complete picture, stating that the total cost of
ownership "includes the cost to design, build, operate and maintain, and
dispose of a facility over its service life," TCO, similar to life-cycle
costing, shows that there can he a large difference between the price of
something and its long-term cost. The largest difference between the total
cost of ownership and life-cycle costing is the inclusion of nonmonetary
costs; life-cycle costing includes both monetary and nonmonetary costs
in the final decision.

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Environmental Stewardship and Sustainability

TCO analysis is used to support acquisition and planning decisions for a

wide range of assets that bring significant maintenance or operating costs
across a long usable life. Total cost of ownership is used to support
decisions involving computing systems, vehicles, buildings, laboratory
equipment, medical equipment, factory machines and private aircraft.
Financially, TCO analysis is used for:
• Budgeting and planning.
• Prioritizing capital acquisition proposals.
• Lease vs. buy decisions. • \
t

Good TCO analysis brings out the hidden or non-obvious ownership

• . . J
costs that might otherwise be overlooked in making purchase decisions
or planning budgets. As with any decision-making tool, TCO has some
advantages and disadvantages. Exhibit 2-18 shows thatTGO is a good
tool to guide decision making as long as its disadvantages are considered
and accounted for.
Exhibit 2-18: Advantages and Disadvantages of TCO

Advantages Disadvantages

• Brings out hidden costs of • Does not take Into consideration

ownership business benefits not related to
• Points out potential cost Issues costs
before they become a problem • Assumes benefits are the same for
• Finds additional cost savings all decision options
• Points out avoided costs • Assumes the choice is solely made
on price
• Does not factor in nonfinancial
benefits

Summary CEOs and CFOs may openly embrace and even champion sustainability
efforts, but the reality is that these individuals speak the language of
finance and the bottom line. As a result, the facility manager's
understanding of the decision-making tools covered in this section is
critical to the success of any sustainability initiative. Exhibit 2-19 on the
next page details the tools and how they are used by organizations and,
more specifically, by facility managers to make decisions on
sustainability initiatives. The "difficulty" rating of low, medium or high
refers to the amount of information, time and resources needed to
complete the calculation.

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 Chapter 2: Aligning Organization Strategy with Sustainability

Exhibit 2-19: Decision-Making Tools

Decision-Making How Tool Is Used

Difficulty Definition
Tool to Make Decisions
Simple payback Low Calculated by dividing initial cost of • Evaluate a project's
period a project by annual expected economic feasibility.
savings. • Determine how quickly
the initial costs will be
recovered.
• Decide if the facility
manager should spend
additional time and
resources to research and
implement the initiative.
• Uncover if additional
synergies can be gained
in other areas as a result
of this improvement.
Return on Low A measure of how efficiently Generate one number that is
investment management employs financial then easily compared with the
resources; annual return divided by ROI from other projects.
average annual investment.

Net present value High Difference between the present Forecast value delivered by
value of cash Inflows generated by alternate investment options
the asset and the amount of the over time.
Initial investment
Life-cycle cost High Process of determining all costs Compare two or more projects
analysis Incident to the planning, design, that are different with regard
construction, operation and to size (monetary
maintenance, and disposition of a requirements) and timing.
structure over time. Reflects the Make decisions based on an
total cost of ownership over the life "equal" discounted cost value.
of the asset, not just capital
investment and operating costs.
Analyzes all life cycle costs of a
system or a component.
Total cost of High Financial management strategy that Decide whether to service,
ownership accounts for the complete life cycle refurbish or replace certain
(cradle-to-grave) measurement and elements.
management of a physical asset's
useful life. Includes both direct
costs that are specifically related to
the item or asset and indirect costs
shared by several grouped assets.

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Environmental Stewardship and Sustainability

Progress Check Questions

Directions: Read each question and respond in the space provided. Answers and page references follow
the questions,

1. A Sustainability policy provides guidance on sustainable FM practices in so that

the present and future decisions of an organization can be made for the good of the company, the
community and the environment.
( ) a. social, environmental and economic areas
( ) b. health and safety standards
( ) c. occupant health and productivity
( ) d. reduced pollution and landfill waste

2. What are the main parts of a sustainability policy?

3. Why is it important to identify the key stakeholders in an organization?

( ) a. They can act as contributors or potential barriers.
( ) b. They provide a link to the sustainability policy.
( ) c. They can develop the business case.
( ) d. They are the link to the community.

4. List three examples of hard benefits of sustainability policies.

5. List three characteristics of green leases.

6. What are the four phases for developing a sustainability plan?

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 Chapter 2: Aligning Organization Strategy with Sustainability

7. Which of the following tasks should occur during the first phase of sustainability plan development?
( ) a. Assign members to assist with developing business cases.
( .) b. Develop cash flow.
( ) c. Review preliminary businesses eases.
( ) d. Define what criteria will be used to consider and evaluate ideas.

8. List the steps to establishing a sustainability project

9. How is simple payback period with equal annual savings calculated?

10. How is return on investment calculated?

11. Define life-cycle cost analysis.

12. How is the life-cycle cost analysis tool used to make decisions?

13. Define total cost of ownership.

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Environmental Stewardship and Sustainability

Progress check answers

1. a (p. 2-15)
2. Sustainability vision, scope, performance metrics, goals, procedures and strategies, time period,
responsible party (p. 2-14)
3. a (p. 2-16)
4. Cost-efficient manufactur ing processes or other processes that directly affect cost reduction, money-
saving measures such as reducing the amount and/or cost of business travel, profit-making activities
such as selling surplus energy to the grid (p. 2-20)
5. Characteristics of green leases include mutual incentives for sustainable behavior, transparency and
communication of performance results, and alignment of interests and compromise, (p. 2-19)
6. Understanding, analysis, planning, acting, (p. 2-26)
7. d (p. 2-26)
8. Make a commitment, assess the current performance, set the facility goals, create an action plan,
implement the action plan, measure and report performance against goals, evaluate progress,
recognize achievements and summarize lessons learned, (p. 2-31)
9. Simple payback period with equal annual savings is calculated by dividing the initial investment cost
by the annual operating savings, (p. 2-32)
10. Return on investment (ROI) is annual savings divided by the cost of the investment, (p. 2-33)
11. Life-cycle cost analysis is the process of determining all costs incident to the planning, design,
construction, operation and maintenance, and disposition of a structure over time. (p. 2-35)
12. LCCA is often used to compare alternatives that meet the same need but have different initial and
operating costs, (p. 2-35)
13. The total cost of ownership (TCO) "includes the cost to design, build, operate and maintain, and
dispose of an asset over its service life." (p. 2-39)

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 Chapter 3: Measuring and Reporting Sustainability

After completing this chapter, students will be able to:

• Define carbon footprint and measurement tools for greenhouse gas emissions.
• Characterize die purposes of ISO standards and the Global Reporting Initiative reporting
framework.
• Describe the purpose and contents of energy performance statements.
• Provide examples of sustainable building certification systems.
• Explain how the sustainability balanced scorecard and ENERGY STAR's Portfolio Manager
can be used to measure the facility's sustainability performance.

Metrics
Metrics are critical to successful facility management and even more so when
analyzing sustainability initiatives:
• Metrics can provide a starting point for developing a business case to gain
management support for a sustainability initiative. They provide part of the
story about how much money the facility spends, for example, on water,
electricity or heating.
• Only by establishing a baseline can facility managers assess the
effectiveness of a sustainability initiative and report to management on the
value of their investment in the initiative.
• If a facility manager has access to benchmark data as a point of
comparison, tire facility manager can more easily identify problem areas
that merit attention and investment.
• As metrics accumulate, they become a self-benchmark for the facility—a
way of measuring current performance against historical data. In some
cases, these comparisons can point out problems in building systems, such
as leaks or malfunctioning sensors.

Metrics may be objective, such as kilowatts of electricity used or cubic feet of

gas. They may also be checklists of sustainability requirements the facility
fulfills. Metrics and benchmarks should be carefully chosen. They must
measure the right aspects of a problem in a reliable and reproducible manner.
As much as possible, they should not be subject to other factors that may
change. If they are, then the inconsistencies must be able to be resolved
through normalization methods. For example, measuring per-occupant energy

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Environmental Stewardship and Sustainability

consumption for a building with volatile occupancy rates will not yield
meaningful results.

Obtaining meaningful and accurate measurements of sustainable impact is

technically challenging. However, international organizations have proposed
standard approaches to measuring such disparate performances as decreasing
greenhouse gas emissions and improving indoor environmental quality. The
rest of this chapter considers tools to measure greenhouse gas emissions,
sustainability performance standards, metrics for standardized sustainability
reporting, benchmarking and systems for certifying sustainable buildings.

+ Topic 2: Measuring Greenhouse Gas Emissions

As this competency illustrates, sustainable facility management depends on
developing common terminology and establishing and communicating best
practices. It also depends on developing and using globally recognized metrics
so that progress, or lack of it, can be identified, documented and, in some
cases, reported-to government agencies and/or sustainability certification
bodies, such as the Building Research Establishment Environmental
Assessment Method (BREEAM).

One of the more common ways to illustrate the effects of sustainable and non-
sustainable energy practices is by measuring greenhouse gas emissions, since
these emissions, associated with the use of carbon fuels, contribute directly to
global warming. The primary greenhouse gases are carbon dioxide, methane,
nitrous oxide and ozone. Of these gases, carbon dioxide has the highest global
warming potential.

Carbon The carbon footprint is a veiy powerful tool in understanding an organization's

footprint impact on climate change. According to www.eoearth.org, a carbon footprint
is the "measure of the amount of greenhouse gases produced by human
activities." The carbon footprint of an organization is measured annually as the
total of C02 output measured in tons.

The total carbon footprint of an organization is made up of two parts:

• The primary footprint is the measure of the direct emissions of C02. These
come from the burning of fossil fuels for energy consumption and
transportation. The organization has direct control over these.
• The secondary footprint is the measure of the indirect emissions of C02.
These come ffom the whole life cycle of a product, cradle to grave.

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 Chapter 3: Measuring and Reporting Sustainability

Generally, the organization does not have direct control over these
emissions, which are often referred to as the supply chain carbon footprint.

M©asUring The challenge in measuring the facility's greenhouse gas and carbon dioxide
GHG and C02 emissions is not only to gather data about energy consumption but to capture
emissions data for all sources of energy, both direct and indirect, and to convert that into
carbon dioxide equivalent Because of the variety of organizations involved in
reporting, a number of protocols and tools have been developed to assist
organizations in calculating their GHG emissions and carbon footprint.

One example is the Common Carbon Metric, which was developed by the
United Nations Environmental Programme-Sustainable Building and Climate
Initiative (UNEP-SBCI). It measures:
• Energy intensity. A facility's energy intensity is calculated as kWh per
square meter or occupant per year. This result is then multiplied by the
official GHG emission coefficients published for each fuel type.
• Carbon intensity. Carbon intensity is calculated as kgCChe per square
meter or occupant per year. For conversion factors, users are directed to
the Greenhouse Gas GHG Protocol, which offers standards for reporting
and calculation tools for different sectors. The GHG Protocol is published
by the World Resources Institute (WRI) and the World Business Council
for Sustainable Development (WBCSD).

Another example is the U.S. Environmental Protection Agency's ENERGY

STAR Portfolio Manager program, which includes tools to calculate a
building's total GHG footprint from direct and indirect energy use. For on-site
direct use, Portfolio Manager applies fuel-specific factors for heating value,
carbon content and carbon oxidation to the facility's consumption data.
Indirect emissions capture energy used or lost in the transmission process.
These are calculated using data submitted by generators to the U.S. EPA's
eGRID database. Facility managers enter consumption data (from bills and
meters) for each fuel type, and the tool applies the appropriate conversion
factors to yield data on C02, CH4, N20 and carbon dioxide equivalents
(C02e). For purchased electricity, the tool designates the facility's electrical
grid and the applicable conversion factor.

Portfolio Manager also allows organizations to compute and deduct Green

Power purchases (renewable energy certificates) and electricity generated on
site with renewable energy sources, such as solar. Renewable energy
certificates (RECs) are discussed in Chapter 4.

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Environmental Stewardship and Sustainability

+• Topic 3: Defining Sustainable Practices

Standards and As the sustainability movement has matured, different organizations have attempted
frameworks t0 define what constitutes sustainable practices in order to provide guidance to
organizations engaged in sustainable transformation. Two prominent groups
involved in this movement are the International Organization for Standardization
(ISO) and the Global Reporting Initiative (GRI). ISO's work is termed "standards":
methods that have been determined to be "best practices" and are clear ly defined in
the standard. The GRI refers to its work as a sustainability reporting framework—a
less rigid and defined set of "good practices" that provide the outline of a
sustainability reporting program.

ISO ISO is the world's largest developer and publisher of international standards. ISO is
a nongovernmental organization made up of a network of the national standards
institutes of 163 countries. It forms a bridge between the public and private sectors
and enables a consensus to be reached on solutions that meet both the requirements
of businesses and the broader needs of society.

ISO standards are voluntary and not enforced. However, many countries or
organizations may adopt certain standards as regulations. The following ISO
standards are related to sustainability initiatives.
• ISO 14001 establishes the requirements for an environmental management
system that can be used by an organization to measure and document the
organization's environmental impact
• ISO 15392 identifies and establishes general principles for sustainability in
building construction.
• ISO 21930 provides principles and requirements for Type III environmental
declarations of building products.
• ISO 26000 is intended to assist in contributing to sustainable development and
encourage organizations to go beyond legal compliance and promote a common
understanding of social responsibility. ISO 26000 provides guidance on:
• Concepts, terms and definitions related to social responsibility.
• The background, trends and characteristics of social responsibility.
• Principles and practices relating to social responsibility.
• The core subjects and issues of social responsibility.
• Integrating, implementing and promoting socially responsible behavior
thr oughout the organization and, through its policies and practices, within
its sphere of influence.
• Identifying and engaging with stakeholders.
• Communicating commitments, performance and other information related
to social responsibility.

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 Chapter 3: Measuring and Reporting Sustainability

Global Twenty-plus years ago, corporate sustainability reports usually consisted

Reporting of environmental statements created by chemical companies trying to
Initiative (GRI) clean up their images. Today, organizations issue these reports for many
reasons, including:
• Image management and message impact.
• Benchmarking performance on specific issues.
• Promoting transparency and accountability.
• Complying with government requirements and mandates.

Sustainability reporting is fast becoming an essential part of

management practice for successful organizations of all sizes worldwide.
Providing a comprehensive sustainability report communicating past and
current sustainability initiatives may be required by investors and is
often sought after by vested stakeholders. The audience may be different
for each organization, and portions of the content may differ for each
audience.

To increase the transparency, consistency and quality of these reports,

the Global Reporting Initiative (GRI), a network of organizations,
developed a reporting framework that defines what to report (the
organizational profile and key areas for sustainable management) and
how to measure and report it (meaningful metrics for areas as diverse as
energy or water consumption and occupant productivity).

For reporting purposes, GRI has described performance indicators in

three categories that correspond to the Triple Bottom Line:
• Economic: flow of capital among stakeholders and economic
impacts of the organization throughout society
• Environmental: materials, energy, water, biodiversity, emissions and
waste, products and services, compliance, and transport
• Social: employment practices and labor relations, occupational
health and safety, training and education, diversity and equal
treatment, human rights issues (e.g., child labor), society (e.g.,
community involvement, competitive practices), product
responsibility (e.g., labeling, customer privacy)

Exhibit 2-20 provides examples of GRI performance indicators in these

areas.

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Environmental Stewardship and Sustainability

Exhibit 2-20: GRI Performance Indicators

Performance Indicator Reported Data

EN3: Direct energy consumption Nonrenewable and renewable primary energy sources used
by primary energy source
Direct energy sources produced and sold
Note: Direct or primary energy
Total energy consumption (direct energy purchased and
sources include coal, natural gas
produced minus direct energy sold)
and products distilled from
petroleum. Direct primary Total direct energy consumption from renewable and
renewable energy sources nonrenewable energy sources
include biofueis, ethanol and
hydrogen.

EN4: Indirect energy consumption Amount of intermediate energy purchased and consumed from
by primary source nonrenewable and renewable energy sources (solar, wind,
geothermal, hydro, biomass intermediate, hydrogen
Note: Indirect, intermediate or
intermediate)
secondary energy has been
converted from primary energy to Amount of primary fuels consumed to produce intermediate
another, more usable form, such energy (This data reflects energy loss experienced in the
as electricity, heat or steam. process of conversion and distribution of intermediate energy,
such as electricity. Source energy may be several times greater
than site energy-energy that enters the facility.)
Total amount of intermediate energy consumed and primary
energy consumed in its production

EN8: Total water withdrawal by Total volume of water withdrawn from any water source, either
source directly or through Intermediaries such as water utilities
(includes abstraction of cooling water)
Note: Withdrawal equals
consumption. This metric helps Total volume of water withdrawn In cubic meters per year
indicate the scale of potential (m3/year) from surface water (Includes wetlands, rivers, lakes
impacts and risks associated with and oceans), groundwater, rainwater, wastewater from another
the facility's water use. organization, and municipal or other water utilities

EN2: Percentage of materials Total weight or volume of materials used (from EN1)
used that are recycled input Total weight or volume of recycled input materials (list any
materials estimation methods)
Percentage of recycled input materials used
LA7: Rates of injury, occupational Injury rate (IR), including fatalities
diseases, lost days, and Fatalities as absolute number
absenteeism and total number of Occupational diseases rate (ODR)
work-related fatalities by region Lost day rate (LDR)
Absentee rate (AR)
EN 29: Significant environmental Significant environmental impacts of the modes of
impacts of transporting products transportation used (e.g., energy use, emissions)
and other goods and materials
Significant environmental impacts of transportation used for
used for the organization's
logistical purposes and for transportation of members of the
operations and for transporting
organization's workforce
members of the workforce
How the environmental impacts of transportation are mitigated

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 Chapter 3: Measuring and Reporting Sustainability

+ Topic 4: Certifying Sustainability Achievements

Energy Energy performance statements focus on one aspect of a building's
performance sustainability-—energy consumption, Some governments have required that
statements buildings measure and report their energy efficiency to the public to support
decisions about purchasing, selling or leasing facility space. These statements
are often reported as benchmarks, comparing the facility's energy use against
that of comparable structures.

Two examples of energy performance statements are the Statement of Energy

Performance and the Energy Performance Certificate. Both of these statements
• of energy performance use a metric that will be described briefly first—energy
use/utilization intensity (EUI).

Energy use EUI is usually measured in the following manner:

intensity
EUI - Annual building energy use (kBtus or MJ)
Building area (square foot or meter)

EUI can also be expressed per occupant or as a ratio of energy cost to

organization revenue.

Energy use cau include site and source energy. Site energy refers to the
amount of energy entering the facility, either as direct or primary energy (e.g,,
natural gas) or as indirect or secondary energy (e.g., electricity). Facility
managers can identify site energy through utility bills. Source energy includes
energy required to store and transport primary fuels and to generate, transmit
and distribute secondary energy. Source energy is determined by applying
multipliers to the site amount. Source energy multipliers for electricity vaiy
but can be three times the site energy. Multipliers can be obtained from
providers.

FM should use and interpret EUIs cautiously. Depending on how energy use
and area are defined, the resulting ratio may not give a very accurate picture of
a facility's energy efficiency. For example, if a calculation includes only site
energy, it can make a facility seem more efficient than another facility that is
using site and source energy, If the area includes space that is not conditioned,
the EUI will be artificially low. Using maximum occupancy levels when there
are high vacancy rates can also produce deceptive EUIs.

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Environmental Stewardship and Sustainability

Statement of The Statement of Energy Performance (SEP) can be completed for any building
Energy in a facility manager's ENERGY STAR portfolio. (ENERGY STAR is a tool
Performance
created by the U.S. Environmental Protection Agency and is described later in
this chapter.) An SEP contains the following useful information:
• Actual site energy use annualized to a 12-month period.
• EUI by site and source,
• Emissions in tonnes of CC^e per year.
• Comparisons of site and source EUI with national averages.
• Confirmation that indoor environmental quality has not been sacrificed for
energy efficiency (e.g., acceptable ventilation and thermal conditions).

Energy EU Directive 2002/91/EC on the energy performance of buildings defined

Performance standards and requirements for a process that could result in better-informed
Certificate purchasers and lessees who could use a building's energy performance as a
decision factor when reviewing potential properties. The system could also
encourage property owners to focus on improving the energy efficiency of their
properties, since it would now be a critical success factor.

The directive has been transposed into national laws, which can vary
significantly. The U.K. law covers both residential and commercial properties.
An Energy Performance Certificate (EPC) is required whenever a building is
constructed, sold or leased. There are some exceptions, such as places of
worship, temporary buildings or buildings with very little energy use, such as a
car park. EPCs can be prepared for entire buildings or for areas within the
building. If a building has a shared heating/cooling system, a facility manager
can base energy performance for an area on the building's EUI or can compare
the space with a comparable one in the facility.

An EPC rates a building on a 100-point scale, with a score of 92 to 100

qualifying as an A rating. The rating derives from a comparison of the
building's actual performance with its potential performance based on
equipment and type. The certificate also includes recommendations for
improving the structure's energy performance.

Building Various building certification systems have been developed to help

certification organizations document their sustainability accomplishments and achieve
systems recognition of their efforts. The goal of a sustainable building certification
system is to ensure that the constructed building meets the owner's operational
requirements while minimizing the impact of the building on the environment
throughout its life, providing a healthy and productive environment for
occupants, and reducing building energy and water use. The system provides

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 Chapter 3: Measuring and Reporting Sustainability

an objective standard for certifying that a building is environmentally friendly

or sustainable. Applicants' success in meeting these standards is determined by
licensed, trained assessors.

It is important to note that building rating systems provide goals and metrics to
use in designing and implementing the organization's sustainability strategy.
They provide legitimacy and context to justify the organization's strategy;
many organizations use parts of these systems to develop their programs and
sell them to management and stakeholders.

A number of building rating systems are in use today around the world. These
systems are fairly similar in the subjects they address, but they can be quite
different in their main focus and how they are implemented as well as other
important ways. The differences stand out when comparing the requirements
of sustainable building evaluation systems developed for different building
types, regions, countries or points in a building's life cycle. Exhibit 2-21
summarizes information about seven major systems.

Exhibit 2-21: Sustainability Building Rating Systems (continued on next page)

Building Rating Country of

Key Points
System Origin
BREEAM United • Oldest building assessment system
Kingdom • Evaluates building management, energy use, health
and well-being, pollution, transportation, land use
and ecology, materials, water
LEED United States • Developed by the U.S. Green Building Council
• Offers rating systems for commercial interiors,
homes, core and shell, health care, new
construction, retail, schools, and existing buildings
operations and maintenance
CASBEE Japan • Key concept is building environmental efficiency
(BEE)
• Four assessment tools corresponding to life cycle:
pre-design, new construction, existing buildings,
renovation
Green Globes® Canada • Offers an effective, practical and affordable way to
advance the overall environmental performance and
sustainability of commercial buildings
• Operated by Green Building Institute in U.S.
Green Star Australia • Developed to promote common language and
standard measurements, integrated whole building
design and awareness of life-cycle impacts
• Includes categories on management and innovation

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Environmental Stewardship and Sustainability

Exhibit 2-21: Sustalnablllty Building Rating Systems (concluded)

Building Rating Country of

Key Points
System Origin
Green Mark Singapore • A benchmarking scheme that incorporates
internationally recognized best practices in
environmental performance and design
• Emphasizes impact on both the environment and
occupant
Three Star System China • Government standard focusing on land savings and
outdoor environment, efficiency {energy, water,
materials), Indoor environmental quality, and
operations and management

+ Topic 5: Managing Performance through Measurement

Even if organizations do not report the results of their sustainability programs,
it is essential that they plan to measure their efforts regularly and consistently.
This allows decision makers and facility managers to adjust strategies to
improve performance and to allocate resources to actions proven to show
results. Various tools can be used to help facility managers measure and assess
the facility's sustainability performance, including ENERGY STAR Portfolio
Manager and the sustainability balanced scorecard.

ENERGY STAR ENERGY STAR Portfolio Manager is not a whole-building rating system but
Portfolio a well-respected performance management tool that analyzes a building's
Manager water consumption, carbon footprint and investment priorities. (Portfolio
Manager's use in calculating the organization's carbon footprint and in
generating a Statement of Energy Performance was discussed earlier in this
chapter.)

Facility managers enter data on building resource use into Portfolio Manager.
They can then establish baselines and then track levels over time. Analysis of
these data and trends suggests areas for improvement and prioritizes
opportunities for investment, which helps align the organization's
sustainability plan with its overall strategic plan. It also helps monitor the
effect of changes and identifies possible issues with policies and systems.

Sustainability The balanced scorecard is a strategic planning and management system used
balanced extensively in business and industry, government and nonprofit organizations
scorecard to align business activities to the vision and strategy of the organization,
improve internal and external communications and monitor organization

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 Chapter 3: Measuring and Reporting Sustainability

performance against strategic goals. Its approach to strategic planning is

distinctive in that it analyzes organizational choices and performance from
different perspectives: financial, process, customer and learning and growth.
The balanced scorecard is discussed in Leadership and Strategy.

The sustainability balanced scorecard is based on the traditional balanced

scorecard but adds a focus on objectives and initiatives directed at achieving
sustainability goals and applies the perspectives of the Triple Bottom Line
(i.e., social, economic and environmental). The process of creating a
sustainability balanced scorecard helps ensure that FM's sustainability
program is:
• Aligned with the organization's strategy and values. For example, FM may
choose to focus on energy efficiency to help the organization meet its
financial goals and on water efficiency so that it can be a better corporate
citizen in its community.
• Aligned with the needs of different stakeholders. An initiative aimed at
lowering electrical load must be considered from the financial perspective
(e.g., ROl), the process perspective (e.g., impact on Operations), the
customer perspective (e.g., the effect on customers' and occupants'
abilities to satisfy their own goals) and the growth and learning perspective
(e.g., new knowledge and skills that will be developed as a result of this
action).
• Prioritized by impact Specific initiatives should be chosen because of the
potential environmental impact they promise compared to the required
investment. An inexpensive initiative that produces little environmental
impact is not desirable.
• Assessed from all three perspectives of the Triple Bottom Line. Each
initiative should be considered form the perspective of financial
stakeholders, occupants and customers, and the environment. For example,
a lighting retrofit project must consider the organization's budget,
occupants' need for adequate lighting and the waste created by changing
fixtures.

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Environmental Stewardship and Sustainability

Progress Check Questions

Directions: Read each question and respond in the space provided. Answers and page references follow
die questions.

1. How is carbon intensity described in the Common Carbon Metric?

Match each ISO standard with its description.

2. ISO 14001 a. Provides the principles and requirements for Type HI

environmental declarations of building products.
3. ISO 15392
4. ISO 21930 b. Assists in contributing to sustainable development; intended to
5. . ISO 26000 encourage a facility manager to go beyond legal compliance
and to promote a common understanding of social
responsibility.

c. Establishes the requirements for an environmental

management system that can be used by an organization to
measure and document the organization's environmental
impact.

Identifies and establishes general principles for sustainability

in building construction.

6. Which of the following statements about the Global Reporting Initiative (GRI) is correct? (Select all
that apply.)
( ) a. The GRI is a globally recognized building certification system.
( ) b. One of its purposes is to improve the quality of sustainability reporting.
( ) c. GRI assessments focus only on environmental performance.
( ) d. GRI provides guidance on how to report results of sustainable policies.

7. Which of the following statements about Energy Performance Certificates (EPCs) is correct? (Select
all that apply.)
( ) a. EPCs are mandatory in the U.K. whenever a building is constructed, sold or leased.
( ) b. The score is based on incremental improvement in the building's energy use.
( ) c. EPCs compare a building's actual energy performance with its potential performance.
( ) d. Facilities applying for EPCs receive ratings as acceptable or not acceptable.

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 Chapter 3: Measuring and Reporting Sustainability

8. What is the goal of sustainable building rating systems?

9. ENERGY STAR Portfolio Manager allows facility managers to:

( ) a. automate their core building systems to save energy,
( ) b. test different energy saving scenarios for their facilities.
( ) c. - collect and analyze data on energy use for facility structures,
( ) d. perform sustainability audits of their facilities.

10, A sustainability initiative should be prioritized according to

and

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Environmental Stewardship and Suslainability

Progress check answers

1. The Common Carbon Metric measures energy intensity, calculated as k Wh per square meter or
occupant per year, and carbon intensity, calculated as kgCC^e per square meter or occupant per year,
(p. 2-47)
2. c (p. 2-48)
3. d (p. 2-48)
4. a (p. 2-48)
5. b (p. 2-48)
6 . b and d (p. 2-49)
7. a and c (p. 2-52)
8. To ensure that the constructed building meets the owner's operational requirements while minimizing
the impact of the building on the environment throughout its life, providing a healthy and productive
environment for occupants, and reducing building energy use (p. 2-52)
9. c (p. 2-54)
10. The return on investment and the environmental benefit (p. 2-55)

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 Chapter 4: Focus Areas for Sustainable Facility
Management (Input) ^

After completing this chapter, Students will be able to;

• Describe and illustrate the goals of sustainable energy use.
• Describe measures facility managers can take to decrease the facility's energy
consumption.
• Distinguish between renewable and nonrenewable energy alternatives.
• Describe tools and strategies to help facility managers improve the sustailiability of
facility energy purchasing practices, including metering and submetering,
• Describe ways in which facility managers can optimize facility energy use through,
for example, commissioning, energy audits, and building automation systems.
• Describe the process of carbon trading and the role of carbon offsets and renewable
energy credits,
• Summarize key goals in increasing die susfainability of a facility's water
consumption.
• Trace the flow of water into, through and out of a facility, and describe the issues
related to each part of that path.
• Describe ways to increase the efficiency of facility fixtures and fittings, boilers and
cooling towers. •
• List key elements in water-conserving landscaping,
• Describe ways in which water may be reused and harvested to decrease water withdrawals.
• Describe sustainable goals for facility management of materials and resources.
• Describe a sustainable procurement process.
• Explain how a facility's sustainable performance can be affected by its supply chain
partners.
• Explain the significance of sustainable product certification labels and programs.
• List sources to verify product sustainability claims.

Sustainable facility management practices are often complex and are evolving
quickly, so this competency cannot be a complete survey of sustainable facility
operations and maintenance practices. Instead, the following chapters focus on
. .goals related to each of the eight areas of sustainable facility management and
describe briefly some initiatives aimed at those goals. These areas are shown in
Exhibit 2-22.

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Environmental Stewardship and Sustainability

Chapter 4 will focus on input categories, Chapter 5 on process categories and

Chapter 6 on output categories.

Exhibit 2-22: Major Categories of Sustainable Facility Management

Workplace Waste
Wdter management Site impact
• Materials Indoor
environmental
resources quality
Quality of
0$l«; services

Topic 1: Energy
Program goals In terms of energy use, the goals of sustainable facility management are fairly
simple.

• Use less. Reducing energy consumption by decreasing demand and

increasing efficiency satisfies two considerations for sustainability: to
reduce the use of finite resources, such as fossil fuels, and to reduce
pollution, including greenhouse gas emissions and other air and water
pollutants.

Increasing the efficient or productive use of energy is the foundation for

increasing a facility's sustainable energy use. A report prepared by the
National Association of Energy Service Companies noted that:

Many people think first of renewable energy technologies, such as

photovoltaics, when they think about green buildings, but energy
efficiency Is the technical and economic foundation of a green building
project. On the technical side, no renewable energy technology is
inexpensive or reliable enough to offset inefficient end uses, so a
building's energy use must be minimized to make optimal use of
renewable energy.

Increasing efficiency without decreasing demand, however, does not

necessarily result in using less energy. The quest for efficiency must be
carried on simultaneously with a continuous search for energy uses that
can be reduced or eliminated.

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 Chapter 4; Focus Areas for Sustainable Facility Management (Input)

• Use more energy derived from renewable sources. This addresses the
sustaiuability goal of reducing pressure on finite resources by changing the
source of energy from finite fossil fuels to renewable energy sources.
Initiatives aimed at this goal include:
• Purchasing more energy from renewable sources. In both regulated and
deregulated markets, facility managers can look for ways to increase the
amount of facility energy derived from ronewables. Nonrenewable energy
use can be offset by purchasing credits.
* Generating energy on site (e.g., with solar-powered systems) and
replacing facility equipment powered by fossil fuels with models that are
powered by alternative sources of energy.

• Use energy In a more socially and environmentally responsible manner.

Being a sustainable organization entails recognizing the potential of the
facility's actions to improve or degrade the well-being of its communities.
Decreasing carbon emissions and other pollutants contributes to the health of
the general population and protects communities from the possible climatic
effects of global warming. By managing when the facility uses electrical
power, fbr example, a sustainable facility not only saves money but removes
pressure from its immediate and widespread communities-by decreasing the
need fbr additional generating plants (whose construction will necessitate
increased energy rates) and lowering the risk of brownouts and blackouts
caused by excessive demand on the power grid.

From a design standpoint, the ultimate objective is the development of net-zero

energy buildings, also known as zero net energy buildings (ZNB), These high-
performance buildings are grid-integrated and capable of generating as much
energy as they consume, using cutting-edge technologies and on-site generation
systems such as solar power and geothermal energy. The U.S. Department of
Energy has developed a goal of market-ready commercial net-zero energy
buildings by 2025 and residential net-zero energy buildings by 2020 through the
Building Technologies Program. Meeting this type of goal will not only require
constructing new buildings with new technologies, but operating and maintaining
them with the skills and core competencies of the facility manager in mind.

Use less Using less energy generally involves:

energy • Upgrading the building envelope to decrease infiltration, heat loss and
solar gain.
• Improving the efficiency of core systems.
• Optimizing .energy use.
• Decreasing the plug-in load.

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Environmental Stewardship and Sustainability

Upgrading the Upgrading the building envelope reduces energy demand and increases system
building envelope efficiency. Temperatures can be maintained more easily, allowing systems to
operate less frequently. Building envelope improvements can also result in
reduced heating and cooling loads, which lead in turn to lower energy bills and
the possibility of eventually downsizing system components during the
replacement cycle.

Upgrades to building envelopes that affect energy performance focus on

increasing insulation and reducing infiltration and solar heat gain. Sustainable
activities include the following.

• Insulation. Walls and roof areas should be insulated to a level consistent with
the local climate. Insulation value should be a decision factor when replacing
existing doors and windows.

• Inspection. Regular inspections of the building exterior should be

implemented, particularly those areas around doors and windows, the roof
and subroof structure, any openings in the envelope made for vents or pipes,
and junction areas between the foundation and walls, the walls and roof and
conjoined exterior panels. Maintenance of the envelope to prevent infiltration
has the additional benefit of preventing moisture from entering and
accumulating inside the facility, damaging structures and potentially elevating
mold levels in facility air.

• Decreasing solar gain. Solar radiation adds directly to cooling needs.

Facility managers can use low-E windows, window films and internal and
external shading devices. Trees are also effective defenses against solar
gain through facility windows.

Improving the The term "core building systems" refers to installed equipment that is integral
efficiency of core to providing common building services:
systems • Heating, ventilation and air conditioning (HVAC) systems, including:
o Control systems (thermostats, sensors, building automation systems).
• Boilers to heat water and/or generate steam.
• Heating equipment, such as furnaces, and other heating devices, such
as radiant heating and solar heating systems.
• Cooling system equipment, such as chillers, cooling towers.
• Ventilation equipment, including ductwork, fans, fan coils, air-
handling units to condition and circulate air, exhausts, variable air
flow mixing boxes.
• Other devices, such as variable speed drives, humidity control
equipment, heat storage reservoirs, heat recovery units.

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 Chapter 4: Focus Areas for Sustainable Facility Management (Input)

• Lighting, both interior and exterior.

• Electrical systems.
• Transport systems, including lifts, escalators, moving walkways.
• Plumbing, including:
• Domestic and process water heating and cooling.
• Pumping and distribution throughout the facility.

(Other building systems—safety/fire suppression and communication/

computer systems-—are discussed under Topic 3, "Quality of Services.")

HVAC systems
There are opportunities to improve the efficiency of a building's heating,
cooling and ventilation during design, scheduled replacement/retrofits, and
operations and maintenance activities. Facility managers can upgrade entire
systems or components to increase efficiency as part of a projected
replacement schedule. In some cases, savings may justify replacing inefficient
equipment earlier than scheduled. If an organization has been implementing
numerous changes to increase the facility's energy efficiency, system
replacement provides a good opportunity to size the facility's equipment to the
new load. Capacity can also be matched more closely to actual occupancy
rates.

Efficiency can be improved in each component of the HVAC system as well.

Notable technologies include:

• Variable speed drives. These electronic devices can be added to motors,

allowing the motor to save energy by adjusting its speed to current load
requirements. For example, reducing a fan's speed by 20 percent saves 50
percent of its energy consumption.

• Demand-controlled ventilation. Demand-controlled ventilation can save

energy by reducing the volume of air delivered to a space that must be
heated or cooled. The capability can be added by integrating C02 sensors
and controls with ITVAC equipment. The amount of unconditioned outside
air drawn into a building depends on the concentration of carbon dioxide
in occupied areas of the facility.

• Heat exchange technology. Devices capture waste heat and use it to

preheat water or fresh air. The heat exchange principle is also used in
desiccant cooling/heat enthalpy wheels.

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Environmental Stewardship and Sustainability

• Economizers. Air-side economizers control dampers to mix cooler outside

air with return air, decreasing energy needs for cooling. Water-side
economizers use the same principle for cooling towers.

It is easy to overlook one of the most obvious and effective ways to increase
system efficiency: ensuring that pipes and ducts are properly insulated.

Operation and maintenance activities can also increase HVAC efficiency.

Equipment can be sequenced for greater efficiency. Temperature settings can
be adjusted, and unnecessary simultaneous heating and cooling can be
identified and avoided. Proper maintenance (planned predictive/preventive
maintenance as well as unplanned corrective or emergency maintenance) can
help the facility achieve—or at least approach—efficiency levels promised by
manufacturers. Automatic water conditioning systems can decrease formation
of scale and sediment.

Lighting
Facility lighting is a common target for efforts to improve energy efficiency,
both because of the energy directly consumed by lighting fixtures and the
increased cooling demand that lighting creates. ENERGY STAR reports that
decreasing the lighting load by one watt per square foot in a 100,000-square-
foot building would result in a chiller capacity reduction of 23 tons.

At the same time, occupant needs must be considered when modifying facility
lighting. An upgrade is not sustainable if increased energy efficiency results in
the failure to meet the organization's other needs. For example, an
organization managing a resort complex may want to decrease its electric bill,
but it also wants its housekeeping staff to be able to see what needs to be
cleaned and its guests to be able to climb stairs safely or use a parking area at
night. It wants all occupants to be able to see critical and informational
signage. It also needs to support an image that will attract guests.

Sustainable lighting strategies include:

• Incorporating daylight as much as possible.
• Using more efficient sources of artificial light, such as compact
fluorescents and LEDS.
• Using more efficient fixtures with electronic rather than mechanical
ballasts.
• Combining task lighting with ambient lighting.
• Installing more controls to allow some lights to be turned off.

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 Chapter 4: Focus Areas for Sustainable Facility Management (Input)

• Using occupancy sensors to turn lights off automatically.

• Automating lighting control in building automation system.

Energy consumed by lighting can also be decreased through improved

maintenance, practices, such as keeping lamps and reflectors free of dust and
replacing lamps on a schedule, rather than waiting for them to burn out. This
saves energy—and maintenance time-because lamps become less efficient as
they approach the end of their useful lives.

Electrical
Activities aimed at improving the sustainability of the facility electrical system
include:
• Establishing a preventive maintenance program, inspecting system
components for odors, discoloration, deformation and heat, and manually
operating all switches to prevent corrosion. Infrared thermography can be
used to detect overheating in inaccessible areas.
• Implementing a predictive maintenance program.
• Correcting low power factor by adding capacitors on problematic loads.
This is referred to as power factor correction. The capacitors store reactive
power (measured in kVARs) created by induction motors and release
energy in opposition to create a more balanced load. Facilities with power
load issues may require the advice of electrical system experts.
• Checking electrical system design and capacity when the facility expands.

Transport
Lifts .can be made more efficient by:
• Switching from hydraulic to traction or magnetic drives.
• Using controls to manage lift routes according to occupant needs,
• Using LEDs for cabin lighting.

Plumbing
Facilities may be using potable water provided through a municipal system,
well water or water reclaimed from other facility processes. The different
sources of water—with different temperatures and chemistries—may affect
how it can be used more sustainably.

Opportunities to improve the sustainability of facility water heating include:

• Installing solar thermal systems that can meet at least part of the facility's
demand for heated water.
• Installing more efficient water heaters.

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Environmental Stewardship and Sustainabilily

• Installing multiple smaller heaters rather than one large heater that will
consume more energy.
• Ensuring that circulating pumps for domestic hot water are not operating
when the buildings is unoccupied.
• Ensuring appropriate insulation of tanks and pipes.
• Reducing hot water temperatures to 140 to 160°F (or 60 to 71 °C), when
code-compliant. ENERGY STAR recommends 120°F for laundries.
• Taking advantage of newer technologies if appropriate, such as tankless
water heaters or heaters that use heat transfer technologies.
• Reducing wasteful use of heated water by installing low flow
showerheads, single temperature fittings and automatic shutoff valves
(which will reduce waste through leaks).

Optimizing energy Facility managers can approach optimizing building systems through the
use use of commissioning, energy audits, energy contracting and building
automation systems.

Commissioning
Commissioning is a planned and integrated systematic process of
verifying and documenting that all building systems perform interactively
according to the design intent and the owner's operational needs. Ideally,
the process should begin with the design phase and last at least one year
after the construction phase and into the occupancy phase, and it should
include training of operations and maintenance staff.

Commissioning is a labor intensive process, but research has shown that

its economic benefits often provide a good return on investments of time
and money. Research into the benefits of commissioning by the U.S.-
based Lawrence Berkeley National Laboratory collated and analyzed data
from 224 buildings. Analysis showed that commissioning projects
produced 15 percent median whole-building energy savings and had a
median payback period of 0.7 years. In the study period, the 224 buildings
discovered over 7,000 problems in the course of building commissioning.

Post-occupancy inspections are called recommissioning. Systems' current

performance is measured against initial benchmarks, and repairs or
changes are made to meet the original building goals. The reinspection
should be exhaustive and revisit all systems (including not only HVAC
systems but building controls, lighting controls and irrigation systems)
and the building envelope.

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Existing buildings that were never commissioned after construction may

implement commissioning as well, in a process called
retrocommissioning. Data is gathered from various sources—e.g.,
complaints, maintenance reports, utility bills, original documentation—
and analyzed to identify performance gaps. These gaps can then be
prioritized and addressed.

Continuous commissioning is an ongoing process to resolve operating

problems, improve comfort, optimize energy use and identify retrofits. Tools
can include building automation system reports and alerts, monthly energy
invoices, building information, O&M records and reports of problems.
Continuous commissioning offers the important benefit of identifying
problems more quickly, before their effects can cause significant energy loss
or wasted consumption or impair occupant comfort.

Energy site audits

In energy audits, building practices are compared to norms that are generally
accepted markers of efficient operation. Audits can be performed by utilities or
contractors, but facilities can also perform their own audits. Facility managers
may draw on inventories that are part of ratings systems, such as ENERGY
STAR, or the energy sections of.facility rating systems, such as LEED or the
Sustainabiiity Tracking, Assessment and Rating System (STARS) for higher
education facilities.

Energy audits promote sustainabiiity, of course, only when they produce actual
change. Facility managers can improve the efficacy of audits by establishing
energy use levels, ideally by building system or area, before the audit and then
measuring and documenting changes to energy efficiency after initiatives have
been implemented.

Building automation systems (BAS)

Building automation systems (BAS) have helped facilities achieve the goal
of being "smart." In a smart facility, certain processes—such as shutdowns
of power, lighting or irrigation schedules, adjustments to temperature
setpoints, or demand response energy arrangements—can be conducted
automatically, rather than manually, with improvements in efficiency. The
systems also allow:
• Real-time monitoring and control of the entire system from a central or
remote location.
• Issuance of alarms when conditions exceed predetermined limits.

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Environmental Stewardship and Sustainability

• Perfonnance of diagnostics.
• Documentation of performance and logging of errors. This enables
analysis of performance for better problem solving and earlier
identification of performance issues. It also allows facility managers to
measure gains made by initiatives to provide feedback to management or
to support applications for sustainable facility certification.

Building automation systems are discussed in the competency on

Technology.

Energy performance contracting

Energy performance contracting (EPC) refers to a risk-based contractual
agreement between a customer and an energy service company (ESCO) in
which the ESCO promises to deliver specified energy performance in
return for an agreed fee. The ESCO delivers all services and systems in a
turnkey arrangement. In general, ESCOs improve a facility's energy
consumption primarily by improving energy (and water) efficiency. A
smaller part of ESCO business is to install engine/turbine generators,
develop on-site renewable energy generation and consult on energy
management, including billing and procurement of resources. The goal for
an EPC project is to generate enough savings in facility energy costs to
pay the full fees plus any charges the customer incurs to finance the
project.

Decreasing the Advances in efficient use of energy have also been made in the various
plug-In load
electronic devices and equipment (the plug-in load) used throughout a facility.
Facility managers can improve the use of energy-efficient electronics and
appliances by:
• Purchasing energy-efficient electronics and appliances. Energy
efficiency ratings are available for electronics (e.g., computer components,
servers, televisions), appliances (e.g., food service equipment, cleaning
equipment) and lighting. ENERGY STAR is used in many countries.
EnergySaving Recommended labels are used in the U.K. to rate the
efficiency of appliances and electronics. In Europe, Ecolabel combines
efficiency with other sustainability issues. TCO Certification, also in
Europe, combines energy efficiency with ergonomics for computer and
office equipment.

• Avoiding standby power loss. Standby power waste occurs when an

appliance or electronic device is not in use but continues to consume

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 Chapter 4: Focus Areas for Sustainable Facility Management (Input)

electricity. Facility managers can decrease this wasted energy consumption

by:
• Ensuring power management settings are activated on facility
computers,
• Installing energy-reducing devices, such as occupancy sensors for
vending machines,
• Supplying occupants with smart power strips that can facilitate
powering down groups of equipment and can automatically power
down idle equipment after a set time.

Use renewable Renewable energy sources include solar (thermal or photovoltaic), wind,
Sources hydro, tidal, wave, geothermal, biomass, biogas (or digester gas, the
production of gas from the anaerobic breakdown of organic matter). Electricity
is considered a secondary source of energy, produced by converting primary
fuels into a more desirable or usable form. The goal is to use electricity
generated as much as possible by renewable sources, rather than coal or natural
gas.

When sustainable facilities are producing their own electricity on site, it is

critical that they have some way to make the best use of excess electricity.
There will be times, particularly with solar and wind, when the facility will
generate more or less than it needs. If the facility can. sell excess back into the
grid, it avoids the considerable expense of storage batteries. It can also
essentially "bank" excess electricity for those periods when the system is not
generating power (e.g., cloudy or windless days). If the practice is allowed
locally, a utility agrees to "buy back" net excess generation—electricity
generated on site that is in excess of the facility's need. The amount is
determined by net metering, which may involve a single meter that can run
backward, creating a credit. Alternatively, a utility may require a separate
meter to measure on-site generation.

Solar There are two approaches to capturing solar energy: photovoltaic (PV) and
thermal. FV systems generate electricity, while low-temperature solar thermal
collectors produce heat for space, process and water heating. (High-
temperature concentrating solar thermal electric, or concentrating solar power,
has been used by energy producers but is generally used on site only for
special process applications. These systems use mirrors to produce extremely
hot water that is used to operate electricity-producing turbines.) Both
approaches have been proven effective for facilities. The type chosen usually
depends on how energy is used by the facility. Facilities using a great deal of

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Environmental Stewardship and Sustainability

hot water (e.g., residential halls, hotels) can benefit from thermal systems;
facilities that need to power lights and electronics can benefit from
photovoltaic systems.

Facility managers should consider a variety of factors when deciding about

integrating solar power into the facility's energy use:
• Amount of sun (As systems become more efficient, requirements for
certain hours of sunlight are being lowered.)
• In photovoltaic systems, the cost of electricity produced from other
sources
• In thermal systems, characteristics of the facility's use of heated water
(The most economic uses are in facilities that have a continuous need for
heated water.)
• Government or utility rebates
• Potential to sell generated power back to the grid

Biomass On-site generation of electricity and heat from biomass is practical when a
facility has ample access to sources of biomass that do not require significant
transportation.

The fuel can be burned to produce heat directly or fermented to produce gas
that can then be used as a fuel. Excess heat can be used to run turbines and
generate electricity, which the facility may be able to sell back to the electr ical
grid.

Geothermal Geothermal systems have been installed in both residential and commercial
buildings to capitalize on the difference between air and subsurface
temperatures. In Iceland, for example, hot water is piped from below the
surface for district heating and other purposes, such as heating sidewalks.
Horizontal or vertical pipes that are filled with water (or antifreeze/water
mixture in cold climates) are installed below ground or use wells or surface
water, such as ponds. The fluid is piped into the building and uses heat transfer
principles to both heat and cool interiors. Geothermal systems require a certain
amount of space (more for horizontal systems) and the right type of soils.

Wind Wind turbines produce few emissions, and excess electricity may be sold back
into the grid in some locations. Their economic use on a large scale may be
limited by high construction and battery storage costs, availability of
transmission lines from installations and permitting processes. For a facility
with access to adequate and fairly reliable wind speeds, however, small-scale

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 Chapter 4: Focus Areas for Sustainable Facility Management (Input)

wind generation may be a viable option. For example, small wind turbines
mounted atop parking lot lighting poles can supplement purchased electricity.

Micro hydro Most people are familiar with large dams that generate enormous amounts of
power, but some industrial plants have been able to capitalize on their
locations to build small dams or "run of the river." In this type of hydro
project, water from a river is diverted into a channel or pipe where it spins
turbines that produce electricity. Like wind energy, hydro power releases few
emissions and excess electricity may be sold back into the grid. Unlike wind
energy, it is predictable. Hydro's potential is highly dependent on location, and
projects require significant capital investment as well as environmental review
and permitting.

Use energy A sustainable use of energy requires knowing how it is priced, how it is used
more within the facility, and how energy surpluses can be used to generate income
intelligently and to decrease the facility's carbon footprint.

Did Youi K n o w f
Facility managers will see two principal measurements of electrical" usage on facility

common illustration of the difference^ ;

between these terms.involves.ten .1Q0-watt|Sm1^;-If tMlamps are illuminated for one
hour during the course of a day, th . kW:of* y > ,, ir-
slsct""
ele'ctricity—10 lamps times .100 .. watts (,1,uuvj,wau: to convert from
watts'to kilowatts; If those tert lamps are all operat^at the painQ iiniP' hiey a
corisuming electricity at the rate of one kilowatt per hour, or one kWh.
t'--. VJ*0^-;-.firivsArw . • '->' • • v <•. w-,
t • j. r , " • • ' *• ' *•
I rWMiini nv-. ..wi'.:. ; -. •.. * ' *v .^r'>5T--.lsvVf 4.-.. J«. j

Understanding Electrical prices are uniquely affected by when power is used and how
electrical energy much is used in a given time period. High consumption and demand place a
pricing factors
burden on transmission lines, which can carry only so much voltage, and
cause disruptions in power supply, either complete loss or a drop in power
supplied.

The peak component of electricity pricing reflects the realities of supply and
demand. At those times when customers are more likely to use power, the
kWh will cost more. Peak times typically occur during the workweek,
during the workday and during the cooling season.

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Environmental Stewardship and Sustainability

In addition, utilities may add demand charges, which are determined by a

facility's maximum use during some period set by the electricity provider.
For example, a demand charge may be set according to a facility's highest
average kW as measured in 15-minutc intervals throughout the day. This
demand rate will be applied, and will not be lowered, for a certain time
period, even if actual demand decreases.

If a facility manager can lower facility consumption and demand of

electricity—for example, by improving the efficiency of core building systems
and lowering cooling load, or by changing operating procedures to avoid or
lower peak demand—the facility manager can decrease energy costs for the
facility and deliver benefits to the environment (lower use of fossil fuels, fewer
environmental effects from new power plants and transmission lines) and to
society (less climate change, less disruption in electricity transmission, fewer
increases in rates due to the need for expanded electricity infrastructure, fewer
property and aesthetic issues associated with new transmission lines).

Monitoring and To manage electrical consumption and demand more sustainably, a facility
managing energy manager must:
use
• Know the pattern of electrical consumption in the facility and how that pattern
relates to pricing thresholds (e.g., peak and price step thresholds, peak times).
• Be able to manage energy consumption patterns.

A "smart" meter can track facility energy use both in terms of how much energy is
being used and when it is being used. The meter can also communicate in a two-
way manner with energy providers, so that providers know when actual demand is
exceeding or falling below anticipated demand.

Submetering involves installing separate meters for defined facility areas. The
areas may be tenant spaces, pieces of equipment or areas with energy demand that
the facility manager wants to track separately.

By installing smart meters and submeters for each major area or process, the
facility manager can map facility consumption and demand in small time intervals
(e.g., 15 minutes). Software applications can then be used to analyze this data and
describe a load profile for the facility and specific areas. The facility manager can
study this data for opportunities to manage energy use more sustainably.

One of the management tactics might be load shedding or load shifting (Exhibit 2-
23). Load shedding reduces peaks in consumption levels by, for example,
optimizing the HVAC system (raising cooling set points) or turning off certain

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 Chapter 4: Focus Areas for Sustainable Facility Management (Input)

banks of lights. Load shifting involves rescheduling certain operations to lower

peak demand and shift operations that are not time-sensitive to periods of the day
(or week) when peak rates are lower. For example, a building may make ice at
night, when the rates are low, and store it to use in cooling the building later during
that time of day when temperatures—and electrical rates-are highest.

Exhibit 2-23: Load Shedding and Load Shifting

Load Shedding

Kilowatts not used

7:00 Noon 17:00

Load Shifting

Shifted

Shifted

7:00 Noon 17:00

Demand response Demand response is a contractual arrangement between facilities and power
companies in which facilities agree to reduce or shift their consumption during
peak demand periods in return for defined financial incentives. The demand
response contract specifies how much demand must be reduced and for how
long. Analysts have noted that demand response arrangements reduce not only
demand but also overall consumption—with reductions of four to eleven
percent in overall electric consumption.

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Environmental Stewardship and Sustainability

Changing Because technology may not be a complete or feasible solution in some situations,
occupant facility managers need to involve participants. Facility managers can:
behaviors
• Identify and remove obstacles to the desired occupant behavior. Obstacles
may be technological—e.g., occupants may not have access to necessary
controls to turn off lights, computers may need to be left on at night for IT
reasons. Inconvenience and discomfort may be factors as well.

• Educate occupants about the issue and their role. Providing educational
information and feedback about the impact of the facility's sustainability
efforts can motivate increased occupant involvement. Information may be
distributed via newsletters or e-mails or on a facility Web site. Some large
facilities have implemented "energy dashboards" that provide occupants real­
time access to the facility's energy performance.

• Fit solutions to the environment and provide support solutions for

occupants. A solution may be technological in some cases—e.g., a hotel room
card key that places a room in occupied/unoccupied energy mode when the key
is placed in a receptacle by the room door—and operational in others—e.g., an
after-hours sweep by security who turn off lights in locked offices. Before
choosing and implementing the solution, the facility manager should gather
occupant feedback and buy-in. For any technological solution, the facility
manager should enlist IT support and implement a help line or desk.

Exhibit 2-24 lists some ideas for influencing occupant behavior through
organization and policy, technological support and feedback.

Exhibit 2-24: Changing Occupant Energy Consumption (continued on next page)

Organizational Ideas

• Implement "summer dress" policies to support a higher summer setpoint In buildings.

• Enlist a local "champion" who can interact more directly with occupants about tactics for
lowering energy use.
• Include energy consumption as an item in regular department meetings.
• Implement a policy that all tenant, organization or occupant equipment must be certified as
energy-efficient or must be removed.

Technological Support

• Make It easier for occupants to turn off lights (e.g., subdivide large lighting banks Into
smaller areas that can be controlled separately, simplify switches and/or color-code
switches to identify lighting banks).
• Install passive systems that use occupancy or motion sensors.
• Ensure that power management options have been set on all computers.
• Insert a prompt before the computer shutdown sequence starts to remind occupants to turn
off power strips and lights—or use smart power strips.

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 Chapter 4: Focus Areas for Sustainable Facility Management (Input)

Exhibit 2-24: Changing Occupant Energy Consumption (concluded)

Feedback

• Create a Web or intranet-accessible "dashboard" to show occupants the Impact

they are having on energy use through their behavior.
• Reward lowered use or compliance with policies by providing a free group
lunch.
• Put energy message signage at the point of use and change the message
regularly so that it doesn't become invisible.
• Meter areas to provide tenants and floors specific feedback on consumption.
• Provide reports from energy audits.

Implementing a Carbon trading is a market-based system that brings carbon credit buyers and
carbon trading sellers together. Businesses emitting carbon dioxide can purchase carbon
policy credits, or offsets, to offset their emissions. A carbon offset is a measurable
reduction of GHG emissions from an activity or project in one location that is
used to compensate for emissions occurring elsewhere. They are sold as metric
tons of carbon dioxide equivalents or tC02e.

Offsets can be produced by:

• Reducing emissions through increased efficiency or destruction of
GHG. Methane gas has 21 times the global wanning potential of C02,
so removing methane lfom the atmosphere—by, for example,
capturing and using or burning off methane released from landfills,
manure and coal mines—benefits the environment.
• Sequestration of carbon biologically (in plants) or geologically
(storing of CO? in rock formations)

Facility managers can support their organizations' efforts to meet carbon

caps, avoid carbon taxes and/or participate in carbon trading (i.e.,
purchase or sell carbon offsets in a carbon trading market) by:
• Ensuring that facility consumption data is available, complete and
accurate.
• Focusing on facility projects that decrease carbon emissions—by
decreasing consumption of fossil fuels and increasing the use of
renewables.
• Ensuring documentation of projects that will be used to support
carbon offsets. Facility managers may also be involved in helping to
validate carbon offsets the organization purchases.

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Environmental Stewardship and Sustainability

• Did-You Know?
in &&*£|increases in GHG emissions and iis commercial sector's large share
or emissions (37 percent), the Tokyo' Metropolitan Government has implemented a
mandatory cap-and-trade scheme that requires covered organizations to.reduce
• carton dioxide emissions from 2010 to 2014 by an average of six percent
' compared to baseline emissionslThe required decrease will climb to 17 percent in

• Renewable-energy
. Emissions rediictior facilities outside the area
I - -.*'. I1-"-:"?. *£»j •'.'dT .*•' '• • . .?# - ***• -S i££&&&&

markets:; - l-'f ••->••(•? :" I ' •" Jyft\

••'
••'•'
• ;/i.t:: • :•*' -•• iM*
Jv »'! -y-.
•••w;*"''-i'r.-. 1.

Renewable energy credits (RECs)

RECs—or green tags or certificates, as they are termed in Europe—are
similar in intent to carbon offsets (to reduce carbon emissions) and can be
seen as complementary. Rather than representing removed or sequestered
carbon, RECs represent electrical energy generated by renewable sources of
energy. As such, they are a good way to capture reduction in Scope II
emissions (indirect emissions, such as those Com the generation of
electricity). They can be used to meet voluntary renewable energy targets as
well as compliance requirements.

These certificates can be bought and sold—by utilities, marketers or third

parties—like shares in a company. They entitle purchasers to claim that
they have produced an equivalent amount of renewable energy, although
they have not actually produced the energy. Like carbon offsets, the REC
scheme also allows producers to monetize the environmental value of
excess energy produced on site from renewable sources.

Facility managers should make certain that they are purchasing RECs from
reputable sources. In the U.S., sustainable energy products are certified by
the Center for Resource Solutions in San Francisco (Green-e). The EU
validates its own energy certificates through the Renewable Energy
Guarantees of Origin (REGO) programs, which are operated within member
states (e.g., Ofgem in the U.K.).

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 Chapter 4: Focus Areas for Sustainable Facility Management (Input)

+ Topic 2: Water
Program goals To improve the sustainability of facility use of this finite resource, facility
managers must:
• Understand how the facility uses water.
• Reduce the amount of water the facility withdraws from local sources.
• Recycle facility water where possible.
• Capture and use stormwater for certain facility purposes, subject to local
laws and regulations.

Understand Facility managers should understand how water enters the facility, is used
water use throughout the facility (including the volume of water used for different
purposes) and leaves the facility. In addition, they should be aware of general
issues surrounding water use in the facility's Community and regulations and
guidelines with which facilities must comply.

The diagram in Exhibit 2-25 illustrates how water flow into and out of the
facility and external factors that influence water use.

Exhibit 2-25: Facility Watsr Flow Diagram

INFLOW
OUTFLOW
Precipitation
Facility

• Occupants Sanitary Products

Utility provided • Site
• Processes

On-site Evaporation Stormwater

ground/surface

Waste
Utility pricing

Local water Issues and compliance requirements

A facility manager should be aware of where and how much water is used within
the facility as well as seasonal patterns of use (for example, during cooling
season) and local laws and regulations that may affect water withdrawals.

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Environmental Stewardship and Sustainability

Uses can include:

• Occupant me for drinking water, sanitation.
• Facility processes, such as manufacturing, food service, laundry, recreation.
• Core building systems, such as boilers and chillers.
• Site use for landscaping and exterior maintenance, including testing sprinkler
systems.
• Product purchasing (indirect use of water through product life cycle).

Submetcrs may be used throughout a facility to establish baselines of water use.

Sometimes, simple observation and mechanical measurement against time can be
used to establish baselines. This data can support planning for and evaluation of
water conservation initiatives and can be used to identify potential leaks—
through, for example, a spike in water consumption in a particular area.

Establish water Establishing a benchmark for facility water use--and ideally water use by
use benchmarks specific systems within the facility—is a useful first step for identifying
opportunities and setting priorities. By tracking information from submctcrs
and invoices, facility managers can establish how water use is distributed
among the facility's primary water-consuming activities. Exhibit 2-26 shows
how water is used in a typical U.S. office building, but the situation for
facilities can be unique depending on the type of processes conducted in the
facility, local regulations, geographic location and building age. For example,
facilities in arid regions or communities affected by extended droughts may
have already reduced the portion of water spent on irrigation—perhaps
voluntarily but also because of economic and compliance pressures.

Exhibit 2-26: Typical U.S. Office Building Water Use

Once-through Kltchan, 1%
cooling, 2% ^
Miscellaneous,.
9%

Source: U.S. Department of Energy, 2009.

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 Chapter 4: Focus Areas for Sustainable Facility Management (Input)

Understand water Facility managers should also be familiar with their utility pricing structure. Some
pricing jurisdictions charge for sewer only. However, those charges will be calculated
based on the facility's water use. In this case facility managers have an extra
incentive to conserve water and also to track its use. Water that is used for
irrigation and does not enter the waste water system is subtracted from the
facility's total volume.

Some utilities charge a flat rate for access, but an increasing number are adopting
pricing structures designed to encourage water conservation. An inclined-block
price structure ties rate to the amount of consumption. When consumption
exceeds a certain point, the facility's rate jumps to the next tier. An inverse
pricing system, declining-block pricing, uses the incentive of lower rates if
customers decrease water use.

Some utilities may tie rates to season, to reflect the impact of seasonal droughts,
or to particularly high one-time withdrawals of water from the system.

Local governments may also restrict the amount of water that may be withdrawn
from bodies of water and define the condition (e.g., chemical content,
temperature) in which it must be returned to its source.

Reduce use One of tlie simplest and most productive areas for water conservation inside the
facility is plumbing fixtures and appliances. The following initiatives aimed at
improving efficiency of fixtures and appliances can be implemented with a
minimum of outlay:

• Test and adjust building water pressure If needed. Excessive pressure

increases overall water consumption and can compound the number of leaks.
Increased pressure also means that more water will be lost if a leak occurs.

• Lower fixture flow. Lower fixture flow by installing aerators on faucets and
upgrading to low-flow faucets and showerheads and, where appropriate, to
infrared sensor model faucets. Replacing older toilets can yield water savings
of 77 percent. Replacements can be part of repair or renovation projects and
can earn rebates in some areas.

• Implement an aggressive maintenance program and leak reporting

system. Timely detection and fixing of leaks and routine checking and
cleaning of parts vulnerable to clogging or corrosion are standard FM
practices but also sustainable facility management practices. It may be helpful
to enlist occupants and custodial staff in these efforts by implementing a leak
reporting system. The key is to make reporting easy to do on the spot and to
follow up with carefully tracked repairs.

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Environmental Stewardship and Sustainability

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1 ^ 1- - ' •- •"TV" - i

• Use water-efficient appliances and equipment. When replacing

equipment such as washing machines or dishwashers, facility managers
should consider both energy efficiency and water efficiency. Systems for
labeling appliances according to their water use efficiency are evolving in
the same manner that energy efficiency labels have.

There are other opportunities to save water as well. Facility managers can
practice water-conserving landscaping and exterior maintenance. Waterless
cleaning of surfaces and walks should be used when possible. Landscapes
should be designed to require little irrigation—for example, by using native
plantings rather than exotic ornamentals. Irrigation systems can also be
designed to conserve water—by using drip systems, for example, and by
integrating controllers, timers or sensors to deliver only the amount of water
needed when it is needed.

Operations and maintenance on boiler systems and cooling towers can be

improved as well. Sustainable operations find an alternative to the use of
single-pass or once-through cooling systems that use water once and then
discharge it into wastewater. Sustainable maintenance practices can prevent
leaks, reduce corrosion and manage treatment of system water so that intake of
fresh water can be decreased.

Recycle Depending on local codes and regulations, graywater from facility processes
and operations can be collected, stored, filtered and redistributed for other
purposes.

In the first step, graywater is collected from the facility and directed into a
containment system. Collection methods can be simple or complex and costly,
depending on the facility and the collection site. In general, the graywater
collection system operates in parallel with black water collection. This means
additional plumbing that, in an existing facility, can be impractical. When
collection plumbing can be simply installed at a single, accessible point and
graywater can be directly removed to the collection device, the system may be

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 Chapter 4: Focus Areas for Sustainable Facility Management (Input)

more practical. This may apply to facility cooling processes (where condensate
can be recycled and reused as supply water) or laundry or food processing
centers.

Graywater collected from some sources may be directed immediately back into
the facility, without filtering or treatment—often to flush toilets. Other sources
of graywater may require more treatment before the water can be reused. For
example, water can be directed to settling tanks in which suspended solids are
allowed to fall out and sink to the bottom of the tank. The solids can be
pumped out later. Skimmers can be used to remove surface materials. Pumping
the graywater through a sand filter may capture additional pollutants.

Graywater used for irrigation is generally delivered via subsurface distribution

systems rather than through above-ground watering. This is because of the
potential for bacterial/viral contamination of surfaces.

In a rainwater harvesting system, precipitation is collected from facility

rooftops and hardscapes (such as parking areas) via gutters, downspouts,
curbing and conduits. It can be directed into storage containers for later use, or
it can be immediately redistributed for reuse in the-facility. Excess runoff can
be directed into the stormwater system.

Harvested rainwater can be used in landscape irrigation and facility water

features, such as fountains or ponds. It can also be redirected back into the
facility for use in cooling systems, flushing toilets, or cleaning exteriors and
hardscapes.

Before implementing rainwater harvesting, however, a facility manager must

consider to what degree the practice will affect water supplies needed to
replenish surface water bodies and support dependent local animal and plant
communities. Diverting rainwater to support water-intensive landscaping,
facility amenities or equipment is not sustainable. Local covenants may restrict
harvesting systems, and local jurisdictions may even consider the practice an
appropriation of water rights. This may add to the expense and complexity of
implementing rainwater harvesting.

In industrialized areas, facility managers must also consider the increased

possibility that precipitation may contain heavy metals or that runoff may
come into contact with oontaminants in the facility (e.g., manufacturing
materials stored uncovered and above ground). Harvesting and reusing this
water could result in contaminating facility soils and facilitating entry of heavy
metals into groundwater.

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Environmental Stewardship and Sustainability

^ Topic 3: Materials and Resources

Program goals In line with the general goals of sustainability, sustainable use of materials and
resources implies:
• Using less materials and resources to avoid depleting finite resources.
• Using materials made from sustainable sources and/or recycled content.
• Purchasing in a sustainable manner.
• Avoiding the use of materials that contribute to pollution or pose hazards
to occupants' health or safety.

The best way to accomplish these goals is to develop a sustainable

procurement policy and ensure that it is followed.

Sustainable Purchasing is the specific buying activity or the placing of orders under the
procurement umbrella of a procur ed goods or service contract. Procurement is the systematic
process by which an organization reaches formal agreements for the purchase of
the supply of goods and/or services. The most significant difference between
purchasing and procurement is that purchasing merely reflects the act of
acquisition while procurement encompasses more of the components of the supply
chain (logistics, transportation, packaging, etc.).

Previously, purchasing meant buying things at the lowest possible price. The
bottom line was the most important thing for any organization: staying within the
budget or getting an item as cheaply as possible, maximizing profit. Sustainable
procurement expands the definition of "price" to include costs associated with the
entire product or service life cycle as well as impact on the environment and
people.

Facility managers may share the responsibility for purchasing with other
departments such as purchasing/procurement and finance. If an organization has
committed to sustainable procurement, facility managers will need to review their
purchasing practices according to sustainable considerations and be able to justify
their choices. They may need to search out new providers and bring sustainable
options to the organization.

An analysis of a potential provider or supply chain partner will include factors such
as the ability to meet the organization's requirements for product performance, the
level of quality control, the stability of pricing, the timeliness of delivery and
miscellaneous added-value items (e.g., ability to warehouse and manage inventory
for the facility).

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 Chapter 4: Focus Areas for Sustainable Facility Management (Input)

From a sustainable point of view, facility managers should be able to:

• Determine a product's total cost of ownership and its life-cycle costs. Total
cost of ownership (TCO) is a financial management strategy that accounts for
the complete life-cycle costs of a product (both direct and indirect) from
acquisition to disposal. From a facility manager's perspective, TCO is useful
because it provides a more complete cost comparison, reflecting not only the
cost of acquisition but also the cost of operation and ancillary costs. When
costs are viewed over time, changes in cash flow may support sustainable
purchasing options.

• Ensure the validity of sustainability claims. The world is filled with

products and packages that announce their environmental features in hopes
that they will influence purchasing decisions. The facility manager must
determine the validity of sustainability claims and not be swayed by the green-
washing (false claims of sustainable activities and impacts). The most common
method for validating a product's sustainability claim is a third-party
certification. A third-party certification process involves an independent entity
conducting an audit and issuing a certificate stating that a product or process
U
complies with a specific set of criteria or standards. Acceptable certifications
are conducted by an independent, neutral party with no interest in the
manufacturer being certified.

The sustainable procurement process follows the same model introduced in the
Finance and Business competency. The major difference is the application of
sustainable criteria. Evaluating and deciding between two sustainable options, or
even deciding ifoptions are sustainable, is not always easy. Comparing the options
using a checklist often uncomplicates the process and ensures that equitable
comparisons between vendors are being made. The first part of the checklist in
Exhibit 2-27 on the next page is for the purchasing of sustainable products. The
second checklist is for assessing the parent organization as a whole. These lists are
not meant to be all-inclusive of every criterion that should be used but are to
provide an idea of some of the most commonly used criteria.

Benefits of Some of the benefits to an organization as a result of adopting a sustainable

D: sustainable
procurement
procurement policy are:
• Controlling costs by adopting a wider approach to whole life costing.

r •
•
•
Improving internal and external standards through performance assessments.
Complying with environmental and social legislation,
Managing the organization's risk and reputation.
• Building a sustainable supply chain for the future.
• Involving the local business community.

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Environmental Stewardship and Sustainability

Exhibit 2-27: Sustainable Selection Checklist

• Option • Option

Product Criteria
Reusable
Recyclable
Salvaged, refurbished or remanufactured
Durability
Made from recycled content
Nontoxic
Minimal emissions of volatile organic compounds
Biodegradable
Minimal packaging
Proximity to location
Locally purchased
Certification
Amount of materials needed lo maintain
Nontoxic cleaning/maintaining materials
Organization Criteria
Human rights
Labor conditions and practices
Health and safety
Resource-efficient manufacturing
Company mission, vision and values
Sustainable supply chain
Local community Involvement
Partnerships
Associations
Certifications
Carbon footprint

Barriers to Lack of understanding of sustainability within the organization, when matched

sustainable with poor training and a lack of accountability, are significant barriers to
procurement building supplier capacity with sustainable suppliers. Other common barriers
and some ideas on how to address or overcome them are listed below.

• Lowest price. Greater consideration must be given to more areas than just
price. This is a shift for many organizations where the lowest bidder
always wins. One must also not assume that just because the item is
sustainable it is automatically more expensive.

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 Chapter 4: Focus Areas for Sustainable Facility Management (Input)

• Leadership. Mixed messages as to the importance of sustainability often

come in the request or tender. It is important for the organization to have a
consistent message from top to bottom of the importance and value placed
on sustainable options.

• Setting priorities. Sustainability is often not listed as a "real" priority in a

bid or tender. It is important for organizations to clearly state their
intentions and where sustainability fits in the overall priority of the
requests within the bid.

• Improving the supply chain. In the past, there have been a limited
number of vendors that have products and processes that are sustainable.
Do not get caught in a situation in which, due to the strict requirements of
a request, there is no opportunity for supplier redundancy. "Putting all of
your eggs in one basket" is not a good business practice, no matter what
the initiative.

• Verifying product claims/certifications. It is often challenging and time-

consuming to verify a vendor's sustainability claims about their product.
Third parties, such as the Global Ecolabelling Network or the International
Organization for Standardization (ISO), are often used to certify vendors'
claims.

Building a According to "Supply Chain Sustainability: A Practical Guide for Continuous

SUStainabie Improvement," supply chain sustainability is the management of Triple
Supply Chain Bottom Line impacts throughout the life cycles of goods and services. It also
includes the encouragement of responsible governance practices. The purpose
or objective of supply chain sustainability is to protect and grow
environmental, social and economic value when bringing products and
services to market. Through supply chain sustainability, organizations protect
the long-term viability of their business.

Recent emphasis on sustainability has made supply chain management even

more complex. Still, sustainable supply chain management is seen as one of
the cornerstones of corporate social responsibility.

Why is a Organizations investigate and start creating a sustainable supply chain for
sustainable supply many different reasons. Top among those reasons is compliance with recent
chain important? changes in laws and regulations influencing the manufacturing, importing and
exporting of goods and services. Next are responses to pressures from various

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Environmental Stewardship and Sustainability

internal and external stakeholders to become more responsible for the social,
environmental and economic impacts of the organization. By meeting the
legal requirements and seeking to improve the environment through the
management of their supply chain, organizations meet their own needs and
those of society at large.

What are the steps Building a sustainable supply chain is about finding a process that can be used
In building a to guide decisions regarding organizations within the supply chain. The
chain?13'3'8 process will include the following steps:

• Ensuring organizational commitment to a sustainable supply chain.

This may involve selling the benefits of sustainable supply chains to
management. These include:
• Reduced risk from supplier misbehavior and noncompliance.
• Reduced carbon footprint.
• Helping to grow a competitive market of sustainable products.
• Providing a competitive edge or improving the organization's
branding.
• Meeting stakeholders' concerns.

• Establishing a good working relationship with selected suppliers.

Facility managers should ensure that suppliers understand the
organization's sustainability goals and policies and plan for continuous
communication and alignment of personnel.

• Measuring the impact on the organization's goals. Facility managers

should establish upfront what data is meaningful to measuring progress
toward individual goals. The facility manager must then ensure that this
data is collected and analyzed.

• Monitoring the relationship. Similar to other change initiatives, it is

important to check on compliance. This can be done through either a
formal or informal auditing process. Most organizations use a three-step
process for vendors that are not in compliance: 1) the vendor is given a
warning, 2) the vendor is put on formal probation and 3) the vendor is
removed from the program and all contracts are terminated.

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 Chapter 4: Focus Areas for Sustainable Facility Management (Input)

Progress Check Questions

Directions: Read each question and respond in the space provided. Answers and page references follow
the questions.

1. What are the three basic goals of sustainable facility energy use?

2. List at least one way in which a facility manager could improve the sustainability of each building
facet or system.

Domestic water heating:

Electrical:
Heating and cooling:
Ventilation:
Lighting:
Building envelope: '

3. Which of the following statements about building commissioning is correct? (Select all that apply.)
( ) a. Retrocommissioning can be performed only in buildings less than 10 years old.
( ) b. Building commissioning projects may have payback periods of less than one year.
( ) c. Continuous commissioning requires the ability to collect and analyze data in an ongoing
manner.
( ) d. All commissioning projects should include facility management and O&M staff training.

4. A facility is having problems getting occupants to turn off cubicle work lights and electronics.
Describe at least three approaches a facility manager might take to improve occupant compliance
with this energy conservation initiative.

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Environmental Stewardship and Sustainability

5. Which of the following statements about renewable energy sources is correct? (Select all that apply.)
) a. The cost and source of purchased electricity will affect the decision to install photovoltaic
systems.
) b. Biomass can be converted into energy direct (by burning) or indirectly (to produce a gas
for burning).
) c. Wind power is feasible only in large installations.
) d. Utility rebates are available only for photovoltaic systems.

Electricity demand is
) a. the volume of electricity consumed by an end user.
) b. the trend in end-user usage.
) c. the rate at which an end user consumes electricity.
) d. the time at which use occurs.

A renewable energy certificate (REC)

) a. allows a facility to request a government rebate for installing equipment to generate
renewable energy on site.
) b. entitles a facility to a tax deduction granted for buying electricity generated with
renewable energy sources.
) c. is a symbolic recognition of a facility's success in decreasing carbon emissions granted
by chartered organizations.
) d. documents that a facility has purchased the environmental value of a certain amount of
electricity generated from renewable sources.

8. What water use goals will help a facility operate more sustainably?

9. The benefits of water submetering include (Select all that apply.)

( ) a. increase the efficiency of water-using appliances.
( ) b. establish baselines of water use.
( ) c. target operational areas for water conservation projects.
( ) d. identify difficult-to-detect leaks.

10. List at least two ways in which utilities might charge for water consumption.

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 Chapter 4: Focus Areas for Sustainable Facility Management (Input)

11. List at least one way for each of the strategies listed below that would help facility managers lower
the amount of potable water withdrawn from public systems.

Reduce:
Recycle:
Capture and use:

12. List goals related to materials that will help a facility operate more sustainably.

13. List two benefits of and two barriers to sustainable procurement.

Benefits:

Barriers:

14. List the steps in building a sustainable supply chain.

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Environmental Stewardship and Sustainability

Progress check answers

1. The three basic goals of sustainable facility energy use are to reduce energy consumption, to increase
the amount of energy consumed that has been generated from renewable energy sources and to use
energy in an environmentally and socially sustainable manner, (p, 2-60)
2. Examples of core building system sustainability initiatives include the following.
Domestic water heating: Install low flow showerheads. (p. 2-65)
Electrical: Implement predictive and preventive maintenance program, (p. 2-65)
Heating and cooling: Install VSD in boiler pumps, use economizers, adjust set points seasonally, (p. 2-63)
Ventilation: Implement demand control ventilation, (p. 2-63)
Lighting: Reduce levels of light in some areas and eliminate lighting when areas are unoccupied, (p. 2-64)
Building envelope: Reduce solar gain by installing low E windows or install window films, (p. 2-62)
3. b, c and d (p. 2-66)
4. A facility manager might:
• Attend department meetings to explain the energy costs of these practices and the potential savings.
• Provide power-down strips for all occupants.
• Install occupancy sensors.
• Make sure occupants have controls to turn off their lights, (p. 2-74)
5. a and b (p. 2-69)
6. c (p. 2-71)
7. d (p. 2-76)
8. Understand pricing and water use factors; reduce use; recycle when possible; capture for use if
possible, (p. 2-77)
9. b, c and d (p. 2-78)
10. Utilities can charge for water consumption through access rates, inclined-block or declining-block
pricing structures, seasonal rates, or one-time withdrawal rates, (p. 2-79)
11. Reduce: Install water-saving appliances and fixtures, identify and repair leaks quickly, improve
efficiency of boilers and cooling towers (p. 2-79)
Recycle: Use gray water for irrigation, recycle condensate into supply water for cooling towers (p. 2-80)
Capture and use: Use rain gardens to lower irrigation use, capture and store stormwater for fountains
and irrigation {p. 2-81)
12. Use less materials; use resources from sustainable and/or recycled sources; purchase in a sustainable
manner; avoid using materials that contribute to pollution or are hazardous, (p. 2-82)
13. Benefits include controlling costs by adopting a wider approach to whole life costing, improving internal
and external standards through performance assessments, complying with environmental and social
legislation, managing the organization's risk and reputation, building a sustainable supply chain for the
future, and involving the local business community, (p. 2-83)
Barriers include lowest price, leadership, setting priorities, improving the supply chain, and
verifying product claims/certifications, (p. 2-84)
14. Ensure organizational commitment; establish good working relationships with selected
suppliers; measure impact on goals; monitor the relationship, (p. 2-86)

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 Chapter 5: Focus Areas for Sustainable Facility
Management (Processes)

After completing this chapter, students will be able to:

• Explain how workplace management improves facility sustainability from environmental,
economic and social perspectives.
• Describe ways in which workplaces have evolved in current facilities and facility
management responses to these changes.
• Define the components of indoor environmental quality (IEQ) and describe how IEQ
contributes to sustainable facility management.
• List common threats to indoor air quality (IAQ).
• Describe initiatives a sustainability facility professional might implement to improve a
facility's IEQ.
• Describe the role of occupant surveys in contributing to IEQ.
• List steps a facility manager can take to improve the sustainability of the facility's use of
hazardous materials.
• Explain how facility services can be affected by organizational commitment to sustainability.
• Describe tactics to improve the sustainability of mail services, printing and copying, content
and document management, food service, meeting services, hardscape maintenance and
landscaping and property amenities.

This chapter focuses on sustainable goals and practices in the categories listed
under processes in Exhibit 2-28. Sustainability in these categories focuses on
ongoing organizational activity that facility management is pledged to support:
an efficient and effective workplace, a healthy and safe environment for
occupants, and the various services that occupants need and want.

Exhibit 2-28: Major Categories of Sustainable Facility Management

• Energy |... Workplace • Waste

• Water = managements • Site impact
• Materials
and v.isenvjrpnniental i
resources
,.vOyalltypfv

jfcflBBiiflalBltti ifi

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Environmental Stewardship and Sustainability

4" Topic 1: Workplace Management

Program goals The nature of work and the individuals and organizations that perform it have
changed. The work is more complex and time-sensitive. It requires both
technological and social skills, and it is more team-based and collaborative
rather than individual and competitive. Modern organizations now value agility
and leanness, changing frequently to meet changing customer needs and
marketplace factors. Organizations tend to be less hierarchical.

Sustainable workplace management means balancing new organizational and

occupant needs with environmental considerations to accomplish basic Triple
Bottom Line criteria:

• It helps ensure the comfort and productivity of occupants by providing

sufficient space and space of sufficient quality-space that is free of
distractions but promotes collaboration. Workplace management focuses on
fitting the workplace to the work, not the other way around.

• It treats space as an asset that must be managed to support the organization's

mission and deliver economic value.
• Available space is allocated efficiently as measured by desk-to-occupant
ratios or utilization rates.
• Workspace is also managed for effectiveness in supporting occupant
productivity and creativity. The space accommodates and leverages new
technologies that remove the traditional tethers of desks and phone sets, a
global economy that challenges traditional work hours, new work patterns
and new types of work that require flexible combinations of individuals
and teams. One applicable metric here is the proportion of meeting space
to total workspace.
• The organization avoids unnecessary capital and operating costs,
including the considerable costs associated with churn. Churn—the
relocation of employees in response to reorganizations, reductions in staff
and transfers—is expensive financially but also in tenns of productivity.

• It reduces the facility's impact mi the environment. Fewer resources are used
to construct and operate new spaces (which may be only partially occupied),
and less waste is generated in construction and demolition. Reducing new
development relieves pressure on the environment (preserving ecosystems),
on communities and on historically significant structures and areas.

Exhibit 2-29 summarizes some of the changes in organizations and the

challenges they pose for facility managers.

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 Chapter 5: Focus Areas for Sustainable Facility Management (Processes)

Exhibit 2-29: Changing Work and Workplaces

Change Workplace Adaptations Workplace Challenges

increased use of teams, More meeting space with greater variety Noise, distractions and
including cross-functional Project rooms interruptions
teams
Display space
Unassigned workspaces
Greater interior visibility
Mobile communication and computing
support
Personal lockers

Dispersed, sometimes Video conferencing Scheduling facility

global, work groups Technological support for meeting rooms services

Extended facility hours Providing technological

support

Continual reorganization Flexible infrastructure Acoustical problems

Modular and mobile furnishings (e.g., sound traveling
through ceilings)

Mobile work patterns Hoteiling/hot desks Scheduling access to

Support for mobile devices space and tracking use

Improved quality of work More equitable space distribution and Selling equitable access
life to attract talent access to daylight in hierarchical
More facility amenities organizations

Source: Judith Meerwagen, Kevin Kelly and Kevin Kampschroer. "The Chariglng Nature of Organizations,
Work, and Workplace." February 2006, www.wbdg.org/resources/chngorgwjrk.php.

This topic focuses oil three ways in which facility managers can manage
facility workspace in a more sustainable manner, by:
* Increasing flexible use of facility space to* decrease churn or minimize its
impact on workplace productivity and facility costs.
* Supporting organization initiatives aimed at "virtual" workplaces.
* Increasing the quality of facility workspace.

(Workspace management is also discussed in the Human Factors competency,

from the perspective of steps facility manager's can take to ensure a productive
and creative work environment.)

Increasing By using available space in a more flexible manner, facility managers can avoid
flexible use of unnecessary expansion of the facility and reduce the churii rate. Increasing
space flexibility requires both organizational and technological tools.

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Environmental Stewardship and Sustainability

Facility managers can question the rationale behind requests for moves within the
facility, moves to new facilities or for larger team areas. Is it necessary that all the
occupants in a particular department work in close proximity? Would it meet the
organization's goals to ensure that team members can keep in touch anywhere in
the facility and that teams can have access to meeting rooms, bullpens or pods
whenever they are needed? Can areas be assigned to projects, rather than
individuals, with occupants moving fluidly into and out of the project area as the
project evolves?

If organizations are willing to flex to this new model of workspace management,

and when it is appropriate, departments can be "virtual," with occupants using
unassigned workstations. Facility managers can support this organizational
strategy by implementing wireless phone and data services, allowing occupants to
receive calls and messages no matter where they are in the facility and access
computer networks from any workstation or through a wireless network. As
appropriate, team information/display/work areas can be created.

When churn cannot be avoided, it can be accomplished more efficiently by doing

the following.

• Designing space with churn in mind. Some facilities are designed with
fixed spine walls that serve as conduits for power and data cabling. Cabling
can also be located in raised floors or plenums or in overhead service carriers.

• Designing a flexible IT structure. Voice and data cabling can now be

combined. An occupant's voice service can be reassigned by computer,
rather than by rewiring. Wireless networks can be added when occupants
are highly mobile within the facility.

• Using modular furniture. Modular furniture systems can be easily

relocated and reconfigured to spaces with different sizes and shapes. An
additional benefit is that these furnishings are usually designed to adjust to
an individual's ergonomic needs—for example, adjusting work surface
height and angle, adjusting monitors to decrease glare, and adding
accessories for specific tasks, such as document holders used in typing.

Supporting Workplaces become virtual when occupancy is distributed among multiple

virtual facilities that may be located around a country or even the globe, when project
workplaces teams cross organizational lines and when occupants who don't need to be or
can't be at a facility work off site—telecommuting and hotelling or hot-desking
when they are on site.

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 Chapter 5: Focus Areas for Sustainable Facility Management (Processes)

Facility managers can support virtual workplaces by:

• Implementing real-time software applications that allow occupants to book
unoccupied space when they plan to be on site. These software tools
automate the process and allow occupants to plan at their convenience. By
offering real-time information, they also ensure that workstations will not
be double-booked.
• Equipping all hot desks with laptop docking stations and mobile phone
chargers.
• Supporting wireless network access.
• Supporting desktop and meeting room videoconferencing.

Creating Workspaces need to promote and support teamwork, collaboration, trust and
productive relationships. This affects the types of shared spaces facilities plan for, where
workspaces they locate these spaces and how potential distractions are managed. Facility
managers should consider the accessibility of meeting rooms and services (the
range of distance among occupants, how easy they are to find), possible
distractions they may cause to neighbors through noise and foot traffic, and how
well they contribute to group exchange of ideas and information, creativity and
problem solving.

Ideas for using facility space more creatively include:

• Aligning amount and quality of space according to productivity. Large
corporate suites may be decreased in size to allow more space for project
team areas.
• Locating teamwork space in common areas-, such as cafeterias.
• Distributing service areas equitably in terms of space and centrally to avoid
distractions.
• Locating meetings rooms to improve access and space quality and minimize
distractions (i.e., noise, traffic) to nearby occupants.
• Improving sound privacy for individual workstations. (This is discussed
further in the next topic, "Indoor Environmental Quality.")

+ Topic 2: Indoor Environmental Quality

Program goals How has the idea of the quality of an indoor environment evolved into a core
concept of sustainability? Part of the answer lies in the role of occupants in
sustainable facility management and the social factor in the Triple Bottom Line.
Another part lies in the increasing role that place plays in occupants' lives. The
Royal Institute of British Architects estimated that people spend 20 hours a day
inside buildings at work or at home. In the U.S., the Environmental Protection

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Environmental Stewardship and Sustainability

Agency has estimated that people spend 90 percent of their day indoors. The final
part of the explanation lies in a growing awareness of the poor condition of that
critical indoor environment. Studies by the U.S. EPA have shown indoor air
quality (IAQ) levels to be two to five times worse than outside air quality, and the
World Health Organization (WHO) has estimated that 30 percent of buildings have
IAQ problems. Consequently, facility managers interested in sustainability must
look at their interiors from two perspectives: that of a facility manager interested in
energy efficiency and life-cycle impact on the environment and that of a facility
occupant who seeks—and deserves—healthful and comfortable surroundings.

IEQ refers to the strategies and systems used to provide occupants with a healthful,
comfortable and safe workplace. To create a quality indoor environment, a facility
manager must:
• Ensure IAQ, including the amount of fresh air supplied through natural and
mechanical ventilation and the quality of that air, judged by the amount of
indoor pollutants it may contain.
• Contribute to thermal, visual and acoustic comfort.
• Gather feedback from occupants and document steps taken to act on this data.
• Control hazardous materials used and stored in the facility.

Ensure indoor LAQ is defined by ASHRAE as air in which there are no known contaminants
air quality at harmful concentrations as determined by cognizant authorities and with
which a substantial majority (80 percent or more) of the people exposed do not
express dissatisfaction. Sustainable IAQ is marked by sufficient levels of fresh
air and minimal levels of harmful gases and pollutants.

Achieving IAQ starts with understanding threats to IAQ that sustainable

facility management can prevent or control. Contaminants may enter the
indoor environment from both outside and inside the facility, as described in
Exhibit 2-30.

Exhibit 2-30: Threats to IAQ

Outside Threats to IAQ Inside Threats to IAQ

HVAC equipment
Ambient air pollution
Recaptured exhaust
Indoor AirU ' Facility processes and
> !. 7
materials
Moisture Quality ; People
Soil pollutants
Building components
and furnishings

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 Chapter 5: Focus Areas for Sustainable Facility Management (Processes)

Outside threats to IAQ may come from the air being drawn into the building,
moisture collecting on the roof or around the foundation of the facility, and
pollutants emanating from the soil below and around the facility.

• Ambient air pollution. Pollutants, irritants and odors can be drawn into
the facility with the fresh air supply. This might include dust, pollen and
spores, smoke, emissions from neighboring facilities, and exhaust fumes
from vehicles (e.g., idling trucks, exhausts from vehicles caught in traffic
snarls on adjacent roads).

• Recaptured facility exhaust. If the building ventilation system is not

designed correctly, the HVAC system can draw exhaust air back into the
facility instead of fresh air. This obviously increases levels of pollutants
and also the level of CO2.

• Moisture. Precipitation collecting on roofs and around the foundation

creates the potential for mold. Spores can readily enter the facility through
ventilation and be tracked into the facility on occupants' shoes.

• Soil pollutants. These pollutants can include gases such as radon and
methane and fumes from underground fuel storage. Facility managers
should be aware of previous facility uses that may have left pollutants
(e.g., lead) in facility soil. Chemicals from exterior pest management and
nonsustainable landscaping and exterior cleaning can also be tracked
inside the facility on occupants' shoes.

Inside threats to IAQ come from elements related to the following.

• Inadequate ventilation and Indoor climate control. The facility's

HVAC system can contribute to poor IAQ by:
• Providing insufficient supplies of fresh air and inadequate air filtration
of dust, spores, bacteria and viruses.
• Promoting growth of mold by operating at inappropriate levels of
humidity. Humidity above 60 percent can contribute to mold and
microbial growth,
• Promoting irritation of occupants' respiratory systems by failing to
maintain adequate levels of humidity—above 20 percent.
• Releasing mold spores and microorganisms from inadequately
maintained components, such as condenser coils, condensate trays,
humidifiers and ductwork.
• Releasing ozone from electrostatic air cleaners.

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• Processes. Facility processes (e.g., cooking, photocopying, fabricating,

manufacturing) and equipment used in those processes can also emit
pollutants that must be properly exhausted. For example, copiers and laser
printers release ozone, which is a respiratory irritant. Cleaning supplies
may include ammonia. Nonsustainable pest management practices may
introduce toxic chemicals and volatile organic compounds (VOCs).
Cleaning processes may also contribute to higher moisture levels and the
growth of mold through, for example, wet carpet cleaning. Buildouts,
remodeling and alterations can increase levels of particulates and,
potentially, more dangerous materials such as asbestos. Facility managers
should be particularly aware of the presence of any asbestos in the facility
and ensure that it remains contained.

• People. In addition to producing CO2, occupants in facilities that allow

smoking, even in restricted areas, can be introducing tobacco smoke. They
can also facilitate the release of chemicals from certain cosmetics and
fragrances.

• Building interiors. Building materials and furnishings can emit a number

of irritating and toxic gases, including VOCs (from paint, caulks,
carpeting and glue) and fonnaldehyde (from building materials and
furniture). Building furnishings can also greatly contribute to the amount
of dust and fibers in the air.

Measuring IAQ IAQ can be measured by the using CO2 sensors, sending samples of facility air
to labs, conducting visual inspections for mildew and mold, gathering indirect
signs of poor IAQ (e.g., rates of respiratory illnesses among occupants), and
by surveying occupants.

A key and objective indicator of the adequacy of ventilation is the level of

carbon dioxide in a facility. In general, indoor C02 levels that exceed 1,000
ppm or exceed outside levels by more than 700 ppm produce occupant
symptoms of discomfort, such as fatigue, headaches or respiratory reactions.

HVAC systems are designed to ensure that the necessary amount of fresh,
appropriately conditioned air is supplied throughout the facility. Deciding on
the right amount of fresh air and creating an adequate physical distribution
system can be problematic, however. In general, fresh air requirements are
calculated by multiplying the number of occupants by recommended fresh air
rates per person:

Fresh air rate (m3/s) = Fresh air rate per person x Number of occupants

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• <

The amount of fresh air needed will depend on factors such as the type of facility,
the area of the facility (e.g., kitchens, copy centers), the type of activity (e.g.,
strenuous physical labor, desk work) and variability in occupancy levels.
Determining the number of occupants to be used in calculating fresh air needs can
be tricky. Using an average occupancy rate creates the risk of underventilating the
area for a significant portion of the time. Using the maximum occupancy rate,
however, can increase the cost of heating and cooling. Many HVAC system designs
do not use maximum allowed occupancy levels to calculate ventilation needs. As a
result, the fresh air rate set during HVAC design may need to be reassessed during
operation and the ventilation rate adjusted accordingly. Assessing ventilation should
be part of a commissioning and retrocommissioning process.

Even if the required air supply is calculated accurately, other HVAC design
characteristics can affect the adequacy of ventilation. For example, some variable
air volume systems supply air to a particular area based on temperature. When that
temperature is achieved, fresh air supply may be closed off. Sharp turns in ducts can
reduce air flow velocity and the amount of fresh air an area receives. Improperly
maintained air filters can impede air flow.

. Initiatives to Facility managers can improve facility 1AQ through a variety of measures,
improve IAQ including operational changes, implementation of maintenance policies and
procedures aimed at reducing threats to IAQ, and change management
initiatives aimed at occupants.

Operational initiatives
Demand-controlled ventilation (discussed in the previous chapter under
"Energy") can help improve IAQ while also improving energy efficiency.
DCV combines C02 sensors with automated air handling systems. It can adjust
supply air levels to actual facility occupancy rather than an arbitrary maximum
occupancy selected during the facility's design.

Less capital-intensive equipment investments might include installation of

higher efficiency air filters and ultraviolet light units near air conditioning
evaporators to control mold and microbials.

A facility manager might also:

• Look at how space is used and organized in the facility. Work areas that
emit a high level of pollutants can be separated from occupied areas and
ventilation can be increased.
• Adjust an overnight purge of facility air to increase the amount of fresh air
available in the morning.

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Environmental Stewardship and Sustainability

• Implement a policy of reviewing the purchase of all facility materials and

fiimishings for their pollutant-emitting potential.
• Conduct periodic audits for IAQ threats and issue corrective work orders
and changes in procedures and maintenance as required.
• Ensure that risk management plans are developed to identify and address
possible IAQ issues during remodeling projects. The Sheet Metal and Air
Conditioning Contractors' National Association (SMACNA) publishes
IAQ Guidelines for Occupied Buildings under Construction. It includes
tables, project checklists and methods of remediation for harmful
substances such as lead and asbestos.

Maintenance initiatives
HVAC system preventive maintenance and one-time inspection and repairs
can avoid or mitigate many threats to IAQ:
• Ductwork lining that can collect dust and mold should be removed and
replaced with liners made with substances such as mylar.
• Ductwork should be tested for leaks and blockages and repaired.
• Exhausts should be inspected and cleaned to improve air flow. Intake
dampers should be checked to make sure they are operating as designed.
• Filters should be cleaned—or changed if they cannot be cleaned
effectively—according to a regular schedule or according to environmental
conditions, such as dust storms. Changing air filters should be part of
preventive maintenance work orders.
• Areas subject to leaks (e.g., pipe connections, gaskets) should be inspected
regularly, and areas subject to moisture buildup should be inspected and
cleaned regularly. Outlets for condensate and condensate trays should be
cleaned and inspected to ensure that they are draining properly.

It is also critical that facility managers ensure that performance of maintenance

activities is documented in logs and that they review these logs regularly to
identify issues. Two major examples of operations and maintenance activities
that impact IAQ are the facility's cleaning and pest control practices.
Sustainable approaches to managing these activities are discussed below.

Policy
Facility managers can urge the adoption of policies that restrict smoking inside
the facility and near entrances and fresh air intakes. They can urge adoption of
lists of "banned" products, such as those that contain VOCs. Some facilities
implement "no perfume" zones in response to occupant complaints. Facility
cleaning and pest control practices can be defined in policy to support more
sustainable approaches. (These two topics are discussed further below.)

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 Chapter 5; Focus Areas for Sustainable Facility Management (Processes)

Since people can affect the quality of the indoor climate, occupants should be
involved in IAQ initiatives. Occupants should be educated about sources of
indoor pollution and their health effects. Facility managers can enlist their help
in monitoring facility conditions and reporting issues that could contribute to
poor IAQ.

Facility cleaning Occupants must also be educated about realistic cleaning goals in the facility-
policy that real hygiene is more important than surface appearances. The message is
that frequently refinished, shiny floors do not equate with cleanliness but do
introduce chemicals into the air that the occupants—and, equally significant,
the people applying the chemicals-breathe. This can relieve pressure on
facility management to practice cleaning procedures that are not sustainable.
Facility cleaning can affect IAQ through the following.
• Emissions from cleaning equipment
• Emissions from cleaning supplies
• Increased airborne dust and particulates
• Increased potential for mold

The facility's cleaning practices should be assessed for their level of

sustainability and improvements implemented as needed. Assessing a facility's
sustainable cleaning practices entails product and equipment selection as well
as the ways in which those products are used. It also includes facility
management practices, such as:
• Developing sustainable cleaning standard operating procedures (SOPs).
• Conducting regular inspections or audits of facility cleaning.
• Ensuring proper training and supervision of custodial staff.
• Providing input, if possible, on the selection of office furnishings to ensure
that materials can be cleaned, can be cleaned without harmful chemicals,
and do not promote the accumulation of dust or growth of mold.

A good sustainable cleaning practice is to create a facility-specific SOP manual

that defines what will be cleaned, how often, to what specification, in what manner,
and with what products and materials. These SOPs integrate practices that improve
IEQ. For example, SOPs on maintaining carpeted areas may minimize the use of
carpet shampooing (which can contribute to mold) by requiring more frequent
vacuuming and spot cleaning. SOPs may define dry extraction methods (e.g.,
encapsulation) as the standard approach to carpet cleaning. Using a microfiber mop
rather than a traditional string mop to apply floor finish may decrease the amount
of VOC-emitting chemicals used. Specifications on the use and maintenance of
matting or grates at entries can help prevent pollutants from being tracked into and
through the facility.

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Environmental Stewardship and Sustainability

If custodial services are contracted, these SOPs can be communicated to the vendor
and support the request for proposal process. They can also be used to generate key
performance indicators that can be tied to vendor payment and/or incentives.

Periodic visual inspection of the facility can ensure compliance with SOPs;
identify cleaning practices that may pose risks to IEQ, such as areas of standing
water in restrooms or utility areas or accumulations of dust near air supply vents;
and identify potential problems in scheduling of especially noisy cleaning activities
that can affect occupant comfort.

Pest control Sustainable pest control involves adopting integrated pest management
practices, both inside and outside the facility. Integrated pest management
(1PM) differs from the conventional methods with which facility occupants are
probably familiar: regularly scheduled visits to apply inorganic pesticides
extensively inside the facility, with little interaction with facility management
or occupants. In contrast, IPM:
• Uses pesticides only as an alternative when nonchemical strategies (e.g.,
closing off access to food sources, improving sanitation) have failed.
• Relies on baits more extensively than sprays and aerosols.
• Uses sprays when necessary primarily in crevices rather than on surfaces.
• Focuses on excluding and trapping undesirable "intruders," such as rodents
and birds, rather than killing them.

Most significantly, IPM is practiced proactively, trying to manage the facility

environment to prevent pests, and facility management and occupants are
recruited in this effort

IPM begins by clearly identifying the problematic pests and choosing

responses specifically aimed at those pests. An IPM specialist inspects the
facility to determine how pests are entering, what is attracting them, and where
they are living. Each species is unique and calls for customized responses.

Some general IPM strategies include:

• Eliminating food sources by cleaning up all food residues and tightly
sealing foods and removing trash more frequently.
• Sealing access to the buildings, such as through uncaulked cracks in
foundations (the most common access point for ants).
• Creating barriers—basaltic sand to deter ants, stainless steel screening to
prevent termites from moving up from a foundation into a building, metal
grates over vent openings to deter birds and bats.
• Removing safe harbors, such as cardboard boxes or rolls of carpet.

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 Chapter 5; Focus Areas for Sustainable Facility Management (Processes)

• Addressing leaks and wet spots. Some pests, such as termites, cockroaches
and fruit flies, are attracted to moisture.
• Prompt action. It may be appropriate to spray a crack from which ants are
swarming but only while they are swarming.
• Nonchemical responses, such as routine vacuuming to remove spider webs
or steam, heat or cold treatments for infested areas.

IPM may also require changing occupant and staff behaviors. Occupants need to
be educated about the risks of the indiscriminant use of pesticides and their role
in controlling pests in the facility, Some change management tactics are obvious:
policies about.storing snacks in desk drawers can be communicated to occupants,
and kitchen workers can be required to follow SOPs on cleaning equipment,
work surfaces and vents on a daily basis. It may be more difficult to convey to
occupants that the risks associated with intensive, conventional pest management
are not always worth the benefits—that vacuuming webs, rather than spraying
insecticides in a room to deter spiders, may be preferable in terms of IAQ.

Ensure
occupant
comfort
Thermal comfort Thermal comfort can be improved by adopting a temperature setpoint that is a
compromise between occupant preferences and the facility's need for efficiency
and by ensuring that HVAC systems maintain temperature settings and achieve
desired air flow rates. Minimally, a facility manager can ensure that air
temperature and humidity is being monitored at frequent intervals. The LEED
O&M manual for existing buildings calls for sampling intervals that do not exceed
15 minutes and alarms to signal the need for adjustments and repairs.

Facility managers should also conduct routine walking inspections of the facility,
experiencing the indoor climate as occupants do and looking for visible signs of
possible issues. These signs could include:
• Fans and space heaters added to cubicles or areas.
• Sweaters and jackets on chairs that could indicate excessive swings in
temperature or cold or hot spots.
• Paper taped over air ducts or homemade air flow diverters that could indicate
drafts.

Visual comfort Occupant comfort and productivity can be affected by visual issues in the indoor
environment

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Environmental Stewardship and Sustainability

Facility managers can support healthful and productive workplaces by avoiding •

the following problems:

• Glare is defined as any excessively bright source of light within a visual field
that creates discomfort or loss in visibility. It can also be created by excessive
contrast between the task or targeted lighting and background lighting. Glare
can be direct (e.g., a light that shines directly into an occupant's eyes) or
indirect (e.g., reflection of natural or artificial light off of a monitor). Glare
can lead to headaches, stress and higher blood pressure. Glare on computer
screens contributes to eye strain and lowers productivity. Glare can be
controlled in a variety of sustainable ways that can suit both new or
remodeled and existing facilities. One architectural lighting designer used a
combination of dark-tinted, low-E glass, frits (reflective ceramic elements
applied to glass) and motorized, perforated shades to combat glare in a
facility. Balancing ambient and task lighting can also help avoid glare, as can
installing parabolic diffusers on overhead lighting fixtures.

• Lighting with a poor Color Rendering Index (CRI), such as sodium lights
and some fluorescent lamps, may not seem as bright to occupants and
distorted skin tones may have a negative effect on mood.

• Flicker can occur in fluorescent lighting because of older magnetic ballasts or

the use of dimmers with the wrong types of lamps.

• Lack of individual occupant control is a problem. A sustainable lighting

strategy would use zoned overhead lighting (smaller banks of lights that can
be controlled by occupants more easily) that provides adequate but not
excessive ambient lighting. Ambient lighting can be augmented with task
lighting and avoid creating the potential for glare associated with excessive
lighting.

• Lack of natural light is also a problem. Daylight is an excellent source of

illumination because it is a full-spectrum light. Studies in work and academic
settings have shown improved productivity with increased natural light. An
additional benefit of introducing more natural light into a space is that it
almost necessarily entails adding views of the outside—even if those views
may be only of clouds. These views provide momentary visual and mental
"vacations"—breaks for tired eyes and over-concentrated minds. Some
countries have regulations about the distance between sources of natural light
and workstations. Although the most obvious solutions to providing more
daylight are architectural (e.g., more windows, clerestory and skylights),

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 Chapter 5: Focus Areas for Sustainable Facility Management (Processes)

facility managers can also help draw more light into rooms by rearranging
workspaces and using devices to reflect more light farther into the building's
interior. Automated systems, called daylight harvesting systems, can reduce
artificial light sources when sensors indicate the availability of natural light.

Di.

' applications, grouped underThr?

ree ngs:
• Orientation and simple visut
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Orfeptation for short, visits: 5 fcif^ft - 1r ' -Vjlf-. ,;v •'j|
. j*' '/ '

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' ' Sustainability facility professionals can compare-thesern^m)flsndatigns with actual facility
j •"lighting levels using a handheld photometer. In some,,qases, adding fixtures—specifically task
lighting that illuminates only certain areas—can allow overhead, general lighting to be
\\ 'reduced: *
f ! * * /

Acoustical comfort Noise management is another poorly rated area in occupant surveys, even in
sustainable facilities. The Center for the Built Environment conducted a
survey of occupants in over 15 buildings and found that over 60 percent
found that poor acoustics interfered with their productivity.

Some noise problems may have been created through sustainability efforts
aimed at other issues and modern construction techniques:
• Because of IAQ issues with dust and mold associated with more
intricate moldings or fabric-covered walls and carpeted floors, surfaces
in sustainable facilities tend to be harder, which increases reverberation.
Sound-dampening materials, such as fiberglass batting, may have been
removed from air ducts.
• Mechanical ventilation aimed at ensuring adequate fresh air often results
in ductwork being located in overhead plenums, which makes it more
difficult to separate occupants from ventilation noise.

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Environmental Stewardship and Sustainability

• Thinner walls designed to reduce use of materials may provide

insufficient acoustic separation.
• The trend toward more open workspace areas and lower cubicle walls
makes ventilation simpler and allows daylight to travel further into the
room. However, it also allows conversations to be overheard more
easily, creating distractions as well as threats to privacy.
• Windows opened to increase fresh air also allow street and other noise
into the facility.

Some sustainable initiatives to correct noise issues include the following:

• Sound masking systems (sometimes referred to as white noise machines)
electronically generate a broadband, low-level sound designed to muffle
conversations and distracting noises without becoming a source of
irritation itself. Sound masking system vendors says that these systems
essentially triple the distance between occupants. Installations do need
to be carefully calibrated under actual conditions to ensure that they are
loud enough to mask but not to draw attention to themselves.
• High-performance windows can decrease sound from outside the
facility.
• HVAC systems can be specified to produce an ambient sound level
appropriate for the space use and occupancy level.
• Rigorous maintenance inspections and repair routines can ensure that
noisy ventilation ductwork is repaired quickly.
• Noisy operations can be relocated away from areas requiring quiet, or
these activities can be scheduled for times when the area is unoccupied.
• Occupants with similar types of tasks (and presumably producing
similar noise levels) can be grouped together.

Vibration
Related to acoustic comfort is the problem of vibration. Occupant
discomfort can be caused by vibration both inside and outside the facility—
by, for example, a heavily traveled roadway lying right outside an office
building or by an elevator rumbling past a hotel room. It can be a comfort or
health issue for an entire work area or for the individual operator of a
vibration-emitting piece of equipment. The term "hand-arm vibration" has
been coined to describe this occupational safety issue that can affect
custodial staff. Vibration can be problematic even if it is only intermittent or
infrequent, depending on the interval and the length and strength of the
vibration.

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 Chapter 5: Focus Areas for Sustainable Facility Management (Processes)

Facility managers can address vibration issues by:

• Assessing facility equipment for excessive vibration and fixing or retrofitting
equipment to lower vibration.
• Ensuring that equipment is properly installed or mounted and with awareness of
the potential for vibration.
• Equipping workers with protective gear and limiting exposure time.
• Enforcing routine maintenance procedures and ensuring that vibration is assessed
during inspections. For example, fan-driven cooling towers can transfer fan
vibration into the building. Routine inspection should check for excessive fan
vibration and ensure the integrity of vibration-isolating components.
• Installing vibration-dampening mountings, pads or platforms under equipment.
• Separating occupants from continuous and unavoidable sources of vibration.
• Scheduling processes that create problematic levels of vibration during low-
occupancy times.

Engage Questionnaires or surveys can be used both to gather general information and
occupants target specific issues. Occupant surveys allow facility managers to:
• Get a general impression of occupants' satisfaction with a facility.
• Identify specific problem areas.
• Prioritize action plans.
• Assess occupant satisfaction with improvements made in the facility. In a new
facility, surveys may be part of a general post-occupancy evaluation (POE) to
ensure that the building has achieved its sustainability goals.
• Justify expenditures on IEQ projects to management.
• Facilitate communication between occupants and management or building
owners/operators. For example, occupant reactions to facilities can influence
the decisions of corporate real estate departments to relocate, expand or alter
leased facilities.

In addition to measuring occupant satisfaction, surveys can increase occupants'

sense of control over their environments by providing an opportunity for input.
Facility managers can enhance this sense of control by following up on surveys
and providing reports on findings and planned facility responses.

Control The International Labour Organization (ILO) estimates that about 400 million
hazardous metric tons of chemicals are produced each.year, and 1,200 new chemical entities
materials are developed each year in North America atone. It would be safe to say that a fair
share of these chemicals finds its way into facilities—as part of an organization's
business operations or as part of facility operations. Of these chemicals, a portion is
probably designated by local regulatory agencies as hazardous, dangerous or toxic
materials.

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Environmental Stewardship and Sustainability

Improper use, storage or handling of hazardous materials poses a serious ethical,

environmental and economic risk to an organization. One of the responsibilities
of a facility manager is to help ensure that the organization fulfills its
responsibilities to occupants, visitors, neighbors and the environment and
complies with all local and national regulations. Facility managers should be
mindful, in particular, of custodial staff or service providers who come into
contact with hazardous chemicals as part of their facility tasks. A sustainable
indoor environment must be sustainable for all its occupants. Cleaning products
and equipment can take a particularly high toll on custodial staff. One report
projected that six percent of custodians will be injured by using a cleaning
product. Of these injuries, 20 percent will be serious chemical bums.

To manage hazardous materials sustainability, facility managers must ensure

that:
• Use of hazardous materials is minimized.
• Materials are appropriately identified and information about the materials
and their use is easily accessed by occupants and staff.
• All those usjng hazardous materials are appropriately trained and
equipped with protective gear and devices.
• Hazardous materials are safely stored to prevent unauthorized access and
accidental release into the environment.

The facility manager's responsibility to ensure proper disposal of hazardous

waste is discussed in Topic I of Chapter 6, "Waste."

Minimizing use of One can assess a facility's sustainable use of chemicals and management of
hazardous hazardous materials by referring to the basic considerations of sustainability.
materials la facility To ^^ ^ ^ faciUty.
• Avoid or minimize use of unsustainable chemicals?
• Recover and reuse materials? (The potential to recover and reuse
process chemicals will vary by facility.)
• Substitute less toxic chemicals?
• Store, use and dispose of chemicals in a sustainable manner?

Facility managers should create and maintain an inventory of chemicals

approved for use within the facility. This list serves several purposes:
• It can be attached to RFPs and service agreements to ensure that the
practices and materials used by contracted service providers are
consistent with the facility's position.
• The inventory can indicate where and how the chemicals are used and
stored and whether they are considered hazardous. This can be helpful

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 Chapter 5: Focus Areas for Sustainable Facility Management (Processes)

for emergency departments in the event of a facility fire or a natural

disaster.
The list can be revisited periodically to see if it can be reduced. Lists
can be compared with inventories and orders for materials to identify
chemicals that are rarely used and can be eliminated or at least may be
ordered in smaller quantities.

Ensuring Safety data sheets are product-specific summaries of information critical to a

identification and chemical product's safe use, storage, disposal and remediation in the event of a
Information
spill or accident. The specific title and contents of these documents may vary
by regulatory agency. They may also be referred to as material safety data
sheets (MSDS) or hazard data sheets (HDS).

Manufacturers are required to provide safety data sheets with their products,
and workplaces may be required to ensure ready access to this information by
workers and emergency personnel, either in binders or in a paperless form such
as CDs. Regardless of local regulations, facility managers should ensure that
this information is available.

Ensuring Training topics include proper dilution of concentrated products, proper

appropriate training application, use of collection bins for contaminated materials (e.g., blood-
and equipment
contaminated matter), use of protective gear, safety precautions and
accident procedures. Occupants and staff should also be made aware of the
safety and environmental hazards of improper disposal of chemical
products. Training must be documented, and the facility managers should
plan on auditing both safety equipment and training documentation
regularly. Training, of course, is not sufficient. Facility managers must
ensure, perhaps through drills, that equipment is being used and procedures
are being followed.

Occupants handling hazardous materials must be provided with required

personal protective equipment (PPE).The specialized equipment needed to
handle hazardous materials often includes items such as fume hoods,
biosafety cabinets, eyewash stations, decontamination showers and clean
rooms.

Facility managers should be familiar with the PPE requirements of the

hazardous materials used in the facility and ensure that PPE is available,
functional (e.g., of the right size) and, most important, used.

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Environmental Stewardship and Sustainability

Ensuring proper To ensure safe storage, facility managers should:

storage
• Inspect storage facilities regularly. Storage areas should be dry, well-
ventilated and the appropriate temperature. They should be capable of
sequestering leaks or spills from the drainage system and free from
possible sources of combustion. If appropriate, access to storage areas
should be restricted.

Inspect chemicals regularly for leaks and proper labeling. Hazardous

materials should be clearly indicated on their packaging. Maintaining
original labeling is critical to ensuring a product's safe and proper use and
eventual disposal. Missing labeling also may require that products be
disposed of, which adds to the challenge of managing the impact of these
chemicals on the environment.

+ Topic 3: Quality of Services

Program goals An organization's commitment to sustainability obliges a facility manager to
look for ways to align facility management with the organization's sustainable
goals, both in terms of operations and maintenance and in the quality of
services the facility provides its occupants and visitors.

This topic will focus on how a facility manager can improve quality of services
by introducing sustainable practices in:
• Facility mail, shipping and delivery services.
• Copying/printing services.
• Content or document management.
• Food service.
• Facility meeting services.
• Hardscape maintenance.
• Landscape and property amenities.

Sustainable Mailing services can include complex systems of incoming mail sorting and
mail services distribution, shipping, express delivery services and intrafacility
communication. Sustainability is not an issue for physical mail alone; e-mail
practices can also defy sustainable facility goals.

Improving the sustainability of these services requires more than technological

fixes. Often, the facility manager must stand back and identify unsustainable
issues such as junk mail, reengineer facility processes to address the issue, and
enlist occupants in supporting the processes. Facility managers should also

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 Chapter 5: Focus Areas for Sustainable Facility Management (Processes)

consider how communication between facility management and occupants can

occur more sustainably. It may be possible to create a facility management
Web page on the organization's or building's Web site. After some education
of occupants, the facility Web site can substitute for paper and electronic mail
as a way of communicating events, policies and changes.

Did-You Know?
more 100 billion |
»s into one-third o
intolandfills unop|ned:
ees were processed to p
g processes generate^? ines of GHG.emissions.

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blefaoiiities

SllStainable Sustainable copying and printing services focus on the materials and
copying and equipment used. Exhibit 2-31 lists some ideas to improve sustainability in this
printing service.
services
Exhibit 2-31: Sustainable Copying/Printing Initiatives

• Purchase paper that has a high percentage of post-consumer content and is

manufactured without chlorine bleach.

• Select packaging materials with an eye toward reuse and recycling. Encourage reuse
of padded envelopes.

• Use soy-based Inks, water-based adhesives and solvents low in VOCs for printing.

• Avoid document designs that will render the printed item unrecyclable.

• Recycle toner cartridges.

• Maintain toner cartridges according to use rate. This can decrease the amount of
waste created by poor print quality.

• Facilitate recycling of paper and other supplies (e.g., binders, intrafacillty envelopes)
by placing collection containers near the printers.

• Shape occupants' behavior by encouraging them to use electronic document

management instead of printing; to proofread and spell-check before printing; and to
use sustainable printing/copying practices, including printing on both sides and reusing
single-side documents for scratch paper and faxes.

• Save energy by replacing multiple, single-purpose equipment with multipurpose

models (i.e., combining printing, copying, scanning, faxing) and by ensuring that
equipment employs power-saving tools.

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Environmental Stewardship and Sustainability

Sustainable Electronic records management can be used to reduce the amount of printing,
document copying and mailing as well as the need to allocate expensive physical space to
management records. Documents can be scanned into management system folders and
accessed electronically by all occupants. Fewer documents are lost. These
systems also audit access and can provide a trail of who has used a document
and altered it. This can be particularly valuable for organizations that need to
demonstrate compliance with complex regulations.

With content/document management systems, organizations can avoid having

to maintain large storerooms of paper files or negotiating and managing control
over satellite storage facilities.

Sustainable a sustainable food service operation meets several criteria.

food service
• It is designed, constructed and operated in a sustainable manner.
Sustainable considerations can influence the choice of building materials
and operating supplies, the incorporation of natural light and adequate
ventilation, and the installation of energy- and water- efficient appliances
and energy-efficient HVAC and lighting systems. Food offerings and
preparation methods can support occupant health and safety. Food service
staff can be provided with fair wages and safe working conditions.
Nonhazardous cleaning materials and practices can be implemented.

• It purchases food and supplies in a sustainable manner. A food service

operation can increase its sustainability by purchasing foods that have been
produced in a sustainable manner (e.g., produce certified as organic, free
range poultry products), that are packaged sustainably (e.g., bulk rather
than single-use packaging, packaged using less material, packaged in
recyclable containers) and that are sourced locally. Buying locally means
that the supply chain includes less transportation and fewer carbon
emissions.

• It manages its waste stream responsibly. Reusable ware reduces solid

waste. Recycling bins located at logical points can encourage recycling of
containers. Supplies can be selected based on the percentage of post-
consumer content and recyclability. Cooking oil can be recycled and
possibly used on site as a biomass energy source or as a biodiesel fuel for
facility vehicles. Food waste can be composted (in compliance with local
regulations).

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 Chapter 5: Focus Areas for Sustainable Facility Management (Processes)

• It educates occupants about sustainable choices. Food service venues

offer the opportunity for frequent, regular and relatively lengthy contact
with occupants. They arc therefore an excellent vehicle for educating
occupants about sustainability issues such as healthy eating choices,
recycling and purchasing from local growers.

Sustainable Facility managers may be called upon to organize or host meetings on site and
meeti ng °ff Site. One of the first questions a facility manager should ask is whether a
Services face-to-face meeting, rather than a video or Web conference, is actually
necessary. If the meeting is necessary, the facility manager can encourage
occupants to consider the meeting location they have chosen. Can the choice of
location be optimized to reduce the overall amount of traveling required by
participants? Can more sustainable travel options be used, such as high-
occupancy vehicles or mass transportation? If air travel is required, facility
managers can suggest that meeting planners build carbon offsets into their
meeting budgets.

For meetings held on site, facility managers can introduce sustainable meeting
practices, such as using paper with recycled content and low VOC markers or
offering alternatives to bottled water. For off-site meetings, facility managers
can recommend sites located near public transportation and venues committed
to sustainable meeting practices.

Sustainable Hardscape management refers to the maintenance of building exteriors (e.g.,

hardscape windows, walls and roofing, sidewalks, roadways). These maintenance
maintenance activities include:
• Cleaning windows, building exteriors and amenities (e.g., pools).
• Painting and repairing building exteriors.
• Cleaning and repairing paths, roadways and parking areas.
• Removing snow and ice.

These activities involve products, equipment and processes that have the
potential to deplete finite resources, pollute the environment and interfere with
the productivity and well-being of occupants. A facility manager might
improve the sustainability of hardscape management by doing the following.

• Developing new policies and procedures for exterior cleaning and

maintenance. Environmentally friendly products should be specified. Staff
should be trained in appropriate cleaning methods, dilution of concentrated
products and precautions for avoiding spills. Noisy or distracting operations
should be scheduled during low-occupancy times of the day or week.

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Environmental Stewardship and Sustainability

• Reducing the amount of maintenance and exterior cleaning that is

needed. Facility managers should analyze materials for renovation or repair
projects not only for their cost, appearance and longevity but for the amount
of cleaning and maintenance they will require. Sustainable maintenance
characteristics can help avoid the need for harsh chemical cleaners, annual
stripping and refinishing, or frequent replacement, which creates waste.

• Gradually replacing nonsustainable equipment As with landscape

equipment, hardscape maintenance equipment—pressure washers, vacuums,
sweepers, plows, deicer spreaders—should be replaced over time with
equipment that is powered by biodiesel fuel, electricity or liquid propane.
Noise and emission levels should meet or exceed recommended standards.
The amount of water used by cleaning equipment should also be minimized.

• Ensuring the sustainability of snow and ice removal. Snow removal

requires the use of motorized equipment and different chemicals, most of
which affect the environment negatively in some manner. Salt, for example,
increases the salinity of surface water, which affects aquatic life, and
damages vegetation. Ineffective snow removal can also pose a hazard to
occupants and increased costs and risks for facility owners. Facility
managers might also consider closing some facility entrances to decrease the
fuel and chemicals associated with removing snow and deicing in that area.

Sustainable A facility's grounds offer various opportunities for increasing facility

landscape and sustainability. A sustainable plan for grounds and facility management can
property restore lost wildlife habitat and plant communities. It can also help restore the

amenities physical and mental health of hardworking or stressed occupants or neighbors.

Unsustainable practices, however, pose significant potential to damage the
environment, deplete finite resources and impair stakeholders' well-being.

Sustainable Sustainable landscaping activities include the following,

landscaping
• Plant selection. Landscape designs should not include any plants that have
been declared as noxious or weeds by local jurisdictions. Weeds are often
defined by gardeners as "plants growing where they're not wanted." This is
especially important when these plants might affect local agriculture and
increase the need for herbicides. As much as possible, landscape design
should specify native species—to be distinguished from exotic species,
which are introduced from other ecosystems. Native species arc well
adapted to the local climate, resistant to local pests and will require less
water.

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 Chapter 5: Focus Areas for Sustainable Facility Management (Processes)

Plants should also be purchased from nurseries or growers who use

sustainable practices and can certify that plants have not been removed
from natural landscapes. This is a common issue with desert vegetation.

• Low maintenance design that is not resource-intensive. Landscape

experts recommend that facility managers reorder the facilities' priorities in
landscape, emphasizing trees and shrubs more than turf and seasonal color,
since this landscape uses water and chemicals more sustainably. Mulching
can be used to decrease the growth of weeds and the need for weeding or
herbicide applications. (Mulches can include lawn clippings, which then
lowers creation of landscape waste.)

• Modifying use of powered landscape equipment. Facility managers

should identify opportunities to replace powered equipment with manual
equipment—for example, using hand rakes instead of leaf blowers, hand
clippers rather than electric trimmers. When power equipment is more
feasible, facility managers should look for opportunities to replace aging
equipment with models that do not use fossil fuels but instead are powered
by electricity, liquid propane and even solar energy. The acoustic and
emission levels of existing and replacement equipment should also be
reviewed and gradually improved. Maintenance practices can also be
revised to reduce their effect on occupants. Mowing, for example, can be
scheduled for low-occupancy times.

• Practices that promote plant health with minimal use of fertilizers,

herbicides and pesticides. Facility managers should ensure minimally that
all local regulations about use of landscaping chemicals are followed. But
facility managers should consider practices that may exceed legal
requirements, such as use of slow-release synthetic fertilizers with
appropriate nitrogen levels and organic alternatives such as compost tea.
Turf should be aerated to prevent compaction and improve absorption of
water and nutrients. By testing and amending soils as needed, facility
managers can avoid excessive and inappropriate use of fertilizers. The use
of herbicides can be reduced by tilling and by using weed fabric and mulch.

Preventive IPM landscaping measures include monitoring turf areas for

proper drainage, removing diseased plant matter promptly and treating
pruned limbs and landscape equipment with a mild antiseptic to prevent
contaminating healthy plants. Pests should be identified and the frequency
and timing of infestations recorded. In some cases, facility managers may
opt to remove plants that have proven vulnerable to infestation and try

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Environmental Stewardship and Sustainability

another plant species. Less environmentally toxic pesticide alternatives can

be tried. Biological controls can counter some insects with their natural
predators, parasites or pathogens.

• Greater use of trees and taller shrubs for shading and windbreaks. It
has been estimated that strategic planting of trees and shrubs—so as to
provide shade and block wind—can reduce buildings' cooling needs by 30
percent and heating requirements by 20 to 50 percent.

• Habitat restoration or protection. Carving out a place for wildlife in a

facility's landscape recognizes that animals are also stakeholders in a
sustainable facility. It is also a matter of human self-interest. The
Sustainable Sites Initiative reports that approximately 80 percent of plants
are dependent on pollination by animals.

• Design that protects surrounding environment and facility structures.

If the facility includes surface water bodies such as ponds or rivers, there
should be a vegetative buffer between the tended landscape or structures
and the shoreline to filter pollutants that can enter surface water with
runoff. A robust vegetative strip may also protect the facility property
against storm surges and flooding. In some areas, facility managers may
also need to consider the potential for wildfires and maintain a perimeter
around facility structures that obstructs the spread of grass fires and
especially the climbing of grass fires into tree tops that could then spread
fire more quickly to structures. Fire prevention includes removing dead,
dried vegetation that serves as fuel for fires.

• Sustainable landscaping features. Landscape features include benches

and objects that create visual interest—ideally using recycled materials and
salvaged materials rather than purchasing new landscape structures. Retired
agricultural equipment or salvaged metal structures from demolished
buildings can become focal points for a landscaped area and keep these
objects out of landfills.

Natural and less toxic chemical controls should be used to prevent the
growth of algae, pathogens or insects include artificial water bodies and
fountains, such as ozone, aeration and thermal treatment. Landscape
features should build on, rather than contradict, their natural settings. Large
reflecting ponds or extensive fountain designs are inappropriate in an arid
setting unless they serve some other purpose, such as water treatment.

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 Chapter 5: Focus Areas for Sustainable Facility Management (Processes)

Outsourcing landscape services

In reviewing proposals from landscaping companies, facility managers should
consider both environmental and social aspects of landscaping. For example,
many landscaping companies that describe themselves as environmentally
fr iendly make no mention of their employees and steps that are taken to ensure
their well-being.

A sustainable landscaping service should be assessed by its:

• Policies on the use of herbicides, fertilizers and pesticides.
• Approach to landscape design (e.g., selection of drought-resistant native
plants).
• Expertise in irrigation systems that conserve water.
• Strategies for waste reduction and recycling.
• Reduction in the use of powered equipment.
• Flexibility in scheduling services for occupant comfort.
• Training and equipment of employees (e.g., employees are trained in the
safe application of chemicals and provided with hearing protection when
operating noisy equipment).

Contracts should be tied to specific performance, such as avoidance of certain

listed chemicals and recycling/composting of landscape waste. Facility
managers should then monitor landscaping activities to ensure that these
contract criteria are being met.

Sustainable facility Sustainable facility amenities address the needs of all of the facility's
amenities stakeholders. This includes the facility's managers and also occupants and
neighbors. Facility managers should look for ways to add "oases" of
amenities, areas that will allow occupants to exercise (e.g., walking and bike
paths, exercise stations, volleyball or basketball courts), to relax or take a
break (e.g., engaging vistas, quiet areas by ponds or bird feeders) or to
socialize with other occupants. These amenities should be accessible to the
disabled, and facility managers might want to consider ways in which they
may also be made available to community residents. For example, a portion of
facility grounds could be converted into a community garden, which would
provide exercise and fresh food and cut down on the amount of property to be
maintained. Some organizations have directed produce from facility gardens
to local food shelves.

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Environmental Stewardship and Sustainability

Progress Check Questions

Directions: Read each question and respond in the space provided. Answers and page references follow
the questions.

1. In the left column list five key changes in modern work and workplaces. In the right column list
possible adaptations consistent with the principles of sustainability that facility managers may employ
to support these changes.

Workplace Changes Sustainable Facility Support Solutions

2. Describe two ways to minimize the cost and disruption of facility churn.

3. Which of the following would probably be perceived as a productive floor plan?

( ) a. Meeting rooms, services and amenities are located on a single floor to increase equitable
access.
( ) b. Coma* window spaces are allocated to management offices for greater visibility.
( ) c. Meeting rooms and amenities are located at the building core to improve access.
( ) d. Amenities are located in one comer of each floor to create fewer distractions.

4. List the four key components of IEQ discussed in this chapter.

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 Chapter 5: Focus Areas for Sustainable Facility Management (Processes)

5. Name at least two threats to IAQ outside and inside the facility.

Outside Threats to IAQ Inside Threats to IAQ

6. For each of the tactical means below list at least one tactic a facility manager could implement to
improve facility IAQ.

Operational:

Maintenance:

Policy:

7. Which of the following statements about facility lighting is true? (Circle all that apply.)
( ) a. Studies have shown that lighting can affect health and productivity.
( ) b. Best practice is to set ambient or room illumination levels to the needs of the occupant
with the lowest visual acuity.
( ) c. Glare can be reduced by decreasing the contrast between ambient room light and work
area light.
( ) d. Daylighting systems can enhance productivity.

8. Describe three steps a facility manager might take to improve facility use of chemical and hazardous
substances.

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Environmental Stewardship and Sustainability

9. Describe three ideas for improving the sustainability of facility copying/printing services.

10. Describe three ideas for improving the sustainability of facility food service operations.

11. A facility can contribute to surface and groundwater pollution through which of the following
activities? (Circle all that apply.)
( ) a. Applying fertilizer to landscaped areas
( ) b. Routine cleaning of window exteriors
( ) c. On-site storage of deicing materials
( ) d. Emptying residual indoor cleaning agents into facility sink

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 Chapter 5: Focus Areas for Sustainable Facility Management (Processes)

Progress check answers

1. Increased use of teams: more and more varied meeting spaces, unassigned workspaces, mobile
communication support
Dispersed teams: videoconferencing, extended facility hours
Continual reorganization: Flexible infrastructure, modular furnishings
Mobile work patterns: Hot desks, mobile support
Demand for quality of work life: Equitable distribution of space, amenities, daylight; more amenities
to meet occupant needs (p. 2-92)
2. Ways to minimize the impact of chum include combining voice and data connections, using
distributed IT connectivity, locating services in an accessible space such as a plenum and underfloor
space, and using modular furnishings, (p. 2-94) •
3. c (p. 2-95)
4. IEQ comprises indoor air quality, thermal comfort, visual comfort and acoustical comfort, (p. 2-96)
5. Outside IAQ threats: ambient air pollution, recaptured exhaust, moisture, soil pollutants
Indoor IAQ threats: HVAC equipment, facility processes and materials, people, building components
and furnishings (p. 2-96)
6. Operational: Install CO2 sensors, implement overnight purges of facility air, separate occupant areas
from processes that may emit pollutants, install UV lights in cooling systems (p. 2-99)
Maintenance: Clean equipment air filters regularly and replace at recommended intervals, ensure
intake/exhaust system is working properly, inspect and clean areas subject to mold and mildew (p. 2-
100)
Policy: Smoking bans in facility and within certain distance of entrances and fresh air intakes, list of
restricted products, sustainable cleaning policy, use of integrated pest management, occupant
education and involvement (p. 2-100)
7. a, c and d (p. 2-103)
8. Answers might include any of the following:
• Maintain an inventory of chemical products and hazardous materials used in the facility.
• Inspect storage facilities regularly.
• Inspect products for leaks and proper labeling.
• Ensure that safety data sheets for products are available.
• Ensure proper occupant and staff training.
• Monitor for safe and proper use of chemical products.
• Ensure that first aid instructions are communicated and equipment is available.
• Educate occupants and staff about what to do in the event of a spill or accidental release of a
hazardous chemical.
• Communicate with local emergency and fire departments.
• Arrange for proper disposal of chemical waste, (p. 2-107)
9. Answers might include any of the following copying/printing practices: using recycled paper and
environmentally sensitive and recyclable materials; maintaining toner cartridges; educating occupants
about ways to improve use of services; promote and facilitate recycling at printing point; promote

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Environmental Stewardship and Sustainability
L

electronic document management; purchase multifunctional equipment that will print, copy, scan and
fax. (p. 2-111)
10. Answers might include any of the following: reducing energy and water use by using daylighting,
ensuring that windows and doom are energy-efficient, purchasing energy- and water-efficient
appliances, installing efficient lighting; using food purchasing and preparation practices to promote
sustainable and local agriculture and to improve occupants' health; and making the food service's use
of materials more sustainable by purchasing supplies with high levels of post-consumer recycled
content, employing reusable plates, cups and utensils and composting (if allowed locally), (p. 2-112)
11. All the choices are correct. Exterior uses of landscape and cleaning chemicals can filter into
groundwater or enter surface water through stormwater runoff. Pollutants from on-site storage or
facility activities can enter stormwater runoff. Even indoor activities can affect water quality.
Materials emptied into facility sinks end up in the wastewater stream discharged from the facility, (p.
2-113)

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 Chapter 6: Focus Areas for Sustainable Facility
Management (Output)

After completing this chapter, students will be able to:

• Describe goals that will help facilities manage their waste output in a sustainable
manner.
• Describe the different ways in which waste is collected and disposed of.
• Describe strategies for reducing waste.
• Describe the criteria for a successful recycling program.
• List and describe the steps in developing, implementing and tracking a facility recycling
program.
• Describe how hazardous waste is managed in a sustainable facility.
• Describe sustainable site goals that will help minimize the impact of the facility site on its
surroundings.
• Describe how site impact can be reduced in the following areas:
• Stormwater management
• Light pollution
• Heat island contributions
• Transportation use

This chapter focuses on goals related to the two output categories of

sustainable facility management and describes briefly some initiatives
aimed at those achieving those goals. These areas are shown in Exhibit 2-
32.

Exhibit 2-32: Major Categories of Sustainable Facility Management

Energy Workplace
i/aste '"vVh.
Water management
• Site impact •
Materials Indoor
and environmental
resources quality
Quality of
services

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Environmental Stewardship and Sustainability

+ Topic 1: Waste
Program goals To improve the sustainability of the facility's management of waste, a facility
manager must first understand how waste is collected and disposed in the
facility's community and what options might exist for reducing the amount of
waste that must be disposed of.

Based on that understanding, facility managers can then apply different

strategies to manage waste that conform to the waste hierarchy:
• Reduce waste
• Recycle waste
• Dispose of hazardous waste in a sustainable manner

Understand Managing waste has traditionally consisted of collection, followed by disposal

waste disposal and, depending upon the type of waste and the area of the world, some sort of
options processing. This processing may be to reduce the hazard of the waste, recover
material for recycling, produce energy from the waste, or reduce it in volume
for more efficient disposal. In addition to the creation of waste, the process of
waste management is energy-intensive.

Knowing the liabilities of waste disposal—energy loss, pollution potential,

financial cost—facility managers can explore options in their communities and
develop waste management operations that are sustainable for the
organization, the environment and the community.

Waste collection Collection methods vary widely between different countries and even within a
country. Management of nonhazardous waste in metropolitan areas is usually the
responsibility of local government authorities, while management of hazardous
waste is usually the responsibility of the generator.

The two predominant collection methods are pickup and dropoff. In pickup, the
waste is taken to a central point (in a facility, this might be containers in a less
visible area) where the collection agency picks it up. The generator of the waste
has the ultimate responsibility in the dropoff method. The waste is collected,
transported and "dropped off' at the collection agency by the generator.

Waste disposal Disposal methods also vary widely around the world. In Australia, the most
methods common method of disposal of solid waste is to send it to a landfill, because it
is a large country with a low-density population. Japan is just the opposite: It
is more common for waste to be incinerated, because the country is smaller
and land is scarce. Other, more sustainable alternatives have emerged.

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 Chapter 6: Focus Areas for Sustainable Facility Management (Output)

Landfills
Disposing of waste in a landfill is the most traditional method of waste
disposal, and it remains a common practice in most countries. A Well-run
landfill can be a clean and relatively inexpensive method of disposing of waste
materials. Older or poorly managed landfills can create a number of adverse
environmental impacts, including wind-blown litter, attraction of vermin and
the leaching of soluble contaminants into the groundwater. Many countries tax
waste sent to landfills, usually based on the tonnage that is delivered.

Incineration
Incineration is the process of destroying waste material by burning it
Incineration is still used in many countries (especially developing countries)
as a waste management tool. However, it is becoming a highly controversial
practice, in these same developing countries, because the gases and the ash
residue produced are uncontrolled and could be toxic. In most developed
countries, incinerators use elaborate pollution control measures for exhaust
gases to reduce the amount of toxic products released into the environment.
Even after taking these extra measures, many environmental organizations are
questioning the toxicity of the pollutants released during incineration.

Resource recovery
A recent shift in thinking has caused waste material to be considered a resource as
opposed to a burden, a potential source of income rather than a liability. There are
many ways that latent value in waste can be recovered, some more costly than
others. New technologies for waste recovery are emerging, but many are cost-
prohibitive. Three of the more common resource recovery methods that are used
by facilities throughout the world are;

• Recycling-the process of reusing a material (beyond its intended use) or

producing a new product from recycled materials. An example of recycling is
the widespread collection and reprocessing of single-use beverage containers
(plastic, glass or cans).

• Composting a process that decomposes the organic matter and kills any
pathogens. The output is then recycled as mulch or compost for agricultural or
landscaping purposes.

• Thermal treatment, including pyrolysis and gasification—a process in which

where materials are incinerated at extremely high temperatures with limited
oxygen. Converting material to energy this way is more efficient than direct
incineration, with more energy able to be recovered and used. Gasification is
used in biomass power stations to produce renewable energy and heat.

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Environmental Stewardship and Snstainability

Reduce waste If waste cannot be prevented, the next best strategy is to reduce the amount of
waste that a facility produces. Reducing waste requires deconstructing and
analyzing each waste stream in the facility. Alternative products and
procedures must be identified that are appropriate for each area. This section
illustrates this approach by looking at waste in two common facility services:
food service and construction (facility buildout or alteration).

Waste reduction in Food service includes cafeteria, vending machines and catered meals. One of the
food service markers of efficient food service is lack of waste, and efficient food service
saves a facility money and generally is better at satisfying and retaining
customers (occupants).

Exhibit 2-33 lists some activities that an organization can undertake in order to
better control its waste stream and eventually reduce the amount of waste produced.

Exhibit 2-33: Food Service Waste Stream Management Activities (continued on next page)

Strategy Area Tactic

Reuse • Use rubber mats around bus and dish-washing stations to reduce china and
glass breakage.
• Use refillable condiment bottles instead of single-use packets.
• Use dishes instead of Styrofoam.
• Use reusable coasters.
• Use reusable table linens.
• Use reusable hats for kitchen employees Instead of disposable paper ones.

Reduction • Reduce packaging for takeout.

• Eliminate the use of trays.
• Offer straws and condiments only upon request.
• Use rolled paper towels instead of precut.
• Offer a discount to customers who bring reusable coffee cups.

Recycling • Establish glass, plastic and cardboard recycling.

• Flatten cans before putting them in the recycling bin to save space.

Composting • Develop a composting program.

• Use separate collection bins specifically for food waste.

Purchasing • Purchase products in bulk.

• Purchase products made from recycled materials.
• Ask suppliers to take back shipping boxes for reuse.
• Purchase products locally.

Electricity • Develop a cleaning and maintenance program for all equipment.

conservation • Use energy-conserving fluorescent lights instead of incandescent bulbs.
• Use low-wattage bulbs In exit signs.
• Clean refrigerator colls.
• Use energy-efficient and water-conserving appliances.
• Install motion or timer lights in restrooms, pantries and freezer units.
• Set thermostats at reasonable levels.

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 Chapter 6: Focus Areas for Sustainable Facility Management (Output)

Exhibit 2-33: Food Service Waste Stream Management Activities (concluded)

Strategy Area Tactic

Water • Clean spills.with squeegee, broom or vacuum.

conservation • Install low-flow faucet adapters and automatic tumoff faucets.
• Never hose materials down the drain.
• Using hand scraping for food scraps.
• Provide drinking water to customers upon request.
• Replace rubber faucet gaskets with brass gaskets and automatic shut off
nozzles.
• Create a periodic leak inspection program.

Food and grease • Clean fryers and filter the oil daily,
management • Set up a rendering service for waste grease, fat and cooking oil.

Cleaning • Choose environmentally friendly cleaning products.

• Use cloth towels for cleaning rather than paper equivalents.
• Purchase cleaning supplies In concentrate form.
• Purchase multiuse products..

Waste reduction In Construction projects, by their nature, generate a large amount of waste.
construction Construction and demolition waste is a significant portion of the waste
currently going into landfills. Research shows that between 15 and 20 percent
of municipal solid waste comes from construction and demolition projects.

The waste stream in a construction project is continuous. Therefore, it is

important to plan Ibr and educate contractors on the expectations regarding how
the stream will be managed. Exhibit 2-34 lists some activities that can help
facilities control their waste stream and. eventually reduce the amount of
construction waste produced.

Exhibit 2-34: Construction Waste Stream Management Activities

Stream Activity

Salvage • Remove salvageable items as early in the project as possible. Allow time for this
(reuse) on the front end of the project schedule,
• Allow workers to reuse scraps.
• Save large scraps for use in other projects.

Recycle • Return durable packaging to the suppliers.

• Separate smaller scraps and nondurable packaging when used.
• Post a (1st of items to be recycled and where to place them for workers.
• Place properly marked recycle bins or carts around the site for easy use.
• Schedule the collection of recyclabjes so the bins and carts do not overflow. Once
a bin is full, people are more likely to place the Item in the trash.
• Move bins and carts to where toe work is being completed. The proximity of
recycling increases participation rates.
• Reward participation in the recycling program.

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Environmental Stewardship and Sustainability

Construction waste management plan

A construction waste management plan is a short, simple document that
manages construction waste throughout a project. It includes
instructions for both the construction crew and subcontractors on which
materials will be reused, recycled or sent to the landfill; where they will
be taken; and how each material will be handled. It is important to have
the plan posted in a prominent spot at the job site so anyone can refer to
it at any time.

There are many different ways to go about creating a construction

waste management plan. IFMA recommends a simple nine-step process
that creates a comprehensive plan that is easy to follow. (See Exhibit 2-
35.)

Exhibit 2-35: Steps to Create a Construction

Waste Management Plan (continued on next page)

Step Details

Step 1: Identify the responsible • Identify who is responsible for creating the plan
party. and ensuring that it is followed.
• Every plan should include details of the person
who drafted it, the person in charge of the project
and (if one has been appointed) the contractor's
identity.
• If there is more than one contractor, details of the
principal contractor must be included.
• The plan should be kept either at the site office or,
If there is no site office, on site.

Step 2: Identify types and • Identify the different types and quantities of waste
quantity of waste. that will be produced by the project at all stages.

Step 3: List waste management • Identify waste management options and identify
options. changes In design and materials specifications
that can minimize this waste.
• Consider how to reuse, recycle or recover the
different wastes produced by the project.

Step 4: Identify sites and • Identify waste management sites and contractors
contractors. for all wastes.
• Require the companies to demonstrate that they
are complying with local regulations.

Step 5: Conduct training. • Conduct any necessary training of Internal and

external staff to ensure that everyone understands
the requirements of the plan.
• Post waste requirements throughout the site.

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 Chapter 6: Focus Areas for Sustainable Facility Management (Outptit)

Exhibit 2-35: Steps to Create a Construction Waste Management Plan (concluded)

Step Details

Step 6: Document any site • Plan early for efficient materials and waste handling,
constraints. bearing in mind any constraints imposed by the site and its
location.
• The plan should describe the construction site and its
location and the work proposed, including the estimated
value of the site, and record decisions on the nature of the
project, Its design and construction method or materials
employed.

Step 7: Document the • Measure and compare the quantity and type of waste
actual waste produced. produced against the plan to ensure that waste is properly
managed and lessons are learned for the next project.
• All figures should be recorded on a data sheet.
• Every time waste Is removed from tin© site, the plan should
be updated with furtherjnformatlon, including:
• Type of waste removed.
• Destination site.
• Waste management contractor removing the waste.

Step 8: Monitor. • Monitor the implementation of the plan to ensure that It is

being followed, and be prepared to update the plan if the
project parameters change.

Step 9: Conduct post- • Review the success of the plan at the end of the project,
project review. Identifying learning points for future reference.

Recycle waste A successful recycling program should fulfill the following criteria:
• The program must be viable. It should not involve a significant
impact on existing work processes.
• The program should be desirable. People need to want to
participate.
• The program should be adaptable. It needs to be a phased solution
that can expand and decrease with the changes in demand from the
organization.
• The program should he feasible. There should be local organizations
that accept recyclable materials.

There are many models available for developing a successful recycling

program. Exhibit 2-36 shows six simple steps to develop a facility
recycling program. If the organization already has a recycling program,
these steps can be used to analyze the current program and determine if
any improvements or adjustments are needed.

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Environmental Stewardship and Sustainability

Exhibit 2-36: Developing a Facility Recycling Program

; .r;Galn ^
management
support ... .

/• >
m'7lh V y,f {.JfAjiy;?.-
%'-i.Continue#^ : r

Conduct a
" invo^
d
rne-f waste
communication ''assessment

Developing a
Recycling
Program 1
V -N;'.
ana Design the
. • track the
program
program
V

i ~ i . v w v . i ' j *
Implement the
pnograrrt

Step 1: Gain management support

Management's role in a successful program is to:
• Implement a companywide recycling policy.
• Allocate resources (personnel and money).
• Lead by example—reducing waste, recycling and buying recycled.
• Stay committed and involved.
• Offer incentives to reward staff participation.

Step 2: Conduct a waste assessment to determine targeted materials.

To conduct a waste assessment, a facility manager first determines what kind
of waste the organization is currently generating and where in the facility it is
being generated. Highest volume materials are called targeted materials. A
recycling program should be built around these materials and targeted at areas
with high waste volume.

Step 3: Design the program.

A good recycling program includes five aspects:

• Removal, either by a recycling service provider or by self-hauling. The facility

manager must be prepared to select a service provider who can meet the

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 Chapter 6: Focus Areas for Sustainable Facility Management (Output)

facility's needs in terms of volume, types of materials collected, frequency of

pick up and compliance.

• Collection. Single stream recycling is easier for occupants than dual stream
recycling, which requires recycled materials to be separated by type. A
successful facility recycling programs makes the process as easy as possible—
ensuring that there are ample recycling bins in the most appropriate places and
providing explanatory signage. Facility managers must also plan for temporaiy
storage of recyclables between scheduled pickups.

• Education. Before the program is implemented, facility managers should

consider who they need to communicate with, what information needs to be
communicated, and how best to communicate that information.
Communication programs are discussed in more detail below, under
implementation of the recycling program.

• Policy. The organization should have policies and procedures that

communicate the company's commitment to both waste reduction ajid
recycling. Having this clear vision will help with goal setting and ensure
management support. The policy should be communicated companywide.

• Purchasing. Sustainable purchasing decisions can greatly support recycling

program. One way of showing support is to make it a company practice to
purchase products with recycled content whenever possible. Some
organizations have even gone as far as saying that all products purchased in
certain categories must use a minimum percentage of recycled content (i.e., 100
percent recycled paper).

Step 4: Implement the program.

Items that must be completed prior to the kickoff of the program are:
• Approving the company policy.
• Contracting with the service provider.
• Putting out the collection bins.
• Communicating the program to occupants.

The topic of how to effectively implement recycling programs is essentially the

same regardless of business size. At its most basic, there are three components to
implementing a successful recycling program: make it easy, promote the program
and motivate participants, and educate staff, occupants and visitors about what's
involved.

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Environmental Stewardship and Sustainability

Below are some ideas for types of messages to share with employees about
recycling:
• Show environmental results (using one of the environmental benefits calculators
found online).
• Explain how the facility's recycling program supports specific local legislation.
• Show recycling trends in the facility over time.
• Highlight a department or individual who recycles.
• Participate in special days aimed at recycling (e.g.. Earth Day).
• Offer seasonal tips (e.g., different items are recycled more at different times of
the year).
• Celebrate the recycling program's anniversary.
• Celebrate milestones toward collection goals.

Step 5: Monitor and track the program.

Specific measurements of the amounts of materials being generated are very
useful when evaluating the success of a program. It is important to track both
revenues from recycling and savings such as lower waste removal bills.

In addition to financial numbers, it is also important to gather anecdotal

feedback from employees about what is and is not working. This can be done
using a comment card box, conducting a companywide survey or interviewing
employees on their recycling experience.

Reporting results. Reporting of recycling program metrics is an important

and often overlooked aspect of a successful program.

Reporting on the recycling program benefits the organization's efforts to be

sustainable by:
• Increasing occupant and organization awareness (line of sight) of the
actual amount of tonnage being recycled by the organization.
• Providing data to support requests for additional funding and/or
sustainability certification.
• Giving positive feedback to the organization and occupants, celebrating
the success of the program.
• Motivating other occupants to participate.

Reporting and feedback should be provided to both management and

occupants, reflecting their particular interests in the program. Depending on
local requirements, facility managers may also be expected to submit a report
to the local authorities.

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 Chapter 6: Focus Areas for Sustainable Facility Management (Output)

Step 6: Continue involvement and communication.

Like any initiative, once the excitement of the kickoffhas passed, it is still
important to keep all parties informed. Recycling program updates should be
issued on a regular basis. The key is to show people that their participation
matters and produces results. Some suggestions to keep both management and
employees informed about the success of the recycling program are to:
• Write an article for the organization or facility newsletter.
• Send e-mail updates on volume, participation rates, money saved, etc.
• Post flyers as a reminder of company goals.
• Post progress charts of current recycling numbers against company goals.
• Give awards to employees or departments who have demonstrated
innovative recycling strategies.

Recycling in Unless recycling or reuse is specified as a requirement in a demolition/

construction/ construction contract, most construction waste goes into the local landfill.
renovation
Ensuring that construction waste is recycled will take deliberate action by the
facility manager.

Construction waste recycling is the process of separating and recycling

recoverable waste materials created during construction. The two most
important steps for the recycling of construction waste are on-site preparation
and a solid program. Exhibit 2-37 reviews the steps involved in preparing and
creating a successful construction/renovation recycling program.

Exhibit 2-37: Setting Up a Construction Recycling Program (continued on next page)

Steps Details

Step 1: Commit to • Put recycling into all bid specifications and contracts.
reuse and recycle.
• Determine ways in which waste can be reduced and materials
reused during construction and put these methods into the contract.
• Issue a statement explaining why construction waste recycling is
Important to the project.
• Establish who will control the waste stream.

Step 2: Include waste • Order materials just in time and send extra inventory back.
reduction, reuse and • Ask suppliers to reduce packaging.
recycling from the
start. • Discuss and encourage reduction, reuse and recycling at
preconstruction meetings.

Step 3: Identify target Identify the targeted materials that should be recycled. Some examples
materials. of construction-created target materials, such as wiring and ductwork,
wood flooring and carpeting, and structural elements (e.g., doors and
windows).

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Environmental Stewardship and Sustainability

Exhibit 2-37: Setting Up a Construction Recycling Program (concluded)

Steps Details

Step 4: Select a • Develop a local vendor list.

collector. • Write an RFP.
• Select the recycling vendor.

Step 5: Review the site • Review the steps to create a construction waste management plan
waste management for additional areas where recycling can be done.
plan for additional • Set a goal for the percentage of waste to reuse and recycle.
recycling
• Analyze the projected types of waste to be generated, including
opportunities.
types and quantities.
• List the targeted materials for recycling.
•• List the responsible parties.
• Note the trash and recycling service providers).
• Determine site logistics (e.g., placement of collection containers,
bins and signs).
• Document the education and motivation plan.
• State waste auditing procedures.
• Create documentation for any special procedures.

When recycling is If traditional recycling is not an option, there are still options for handling and
not an option disposing of the waste the facility generates in normal day-to-day operations or
during a construction project.

• Reduce consumption. The first choice goes back to the previous discussion
of materials: reduce the amount of consumption. Methods for reducing
consumption that should be considered include (but are not limited to):
• Double-sided printing of all materials.
• Printing draft documents on one-sided reused paper.
• Using reusable cups and dishes for meetings.
» Offering a discount in the facility cafeteria for those who bring their own
cup.
a Using electronic communication tools instead of print materials.

• Implement sustainable procurement. The organization can commit to

create and follow a sustainable purchasing policy. Purchasing recycled
products decreases the demand for "new" products in the marketplace,
thereby reducing the strain on the environmental resources used to create
those products. Sustainable purchasing policies should include specific
details on the expectations for purchasing items made with recycling content.

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 Chapter 6: Focus Areas for Sustainable Facility Management (Output)

• Donate. What cannot be reused by an organization should be donated.

Donation can be an important part of an organization's corporate social
responsibility program and can have a global or local focus.

Disposal of The disposal of most hazardous materials is strictly regulated. Do not

hazardous dispose of any hazardous material in the sewer, on the ground or in the
materials trash. The environmental health and safety department (or FM) is usually
responsible for collecting hazardous waste and treating it or preparing it for
shipment to an approved hazardous waste disposal facility. Waste products
must be clearly labeled with the complete names of the contents, and they
must be stored in nonleaking, safe containers.

In many cases, disposal is difficult, and the preferred solution is to:

• Use an alternative material.
• Recycle where possible.
• Use the material completely and then solidify the residual and dispose
of the container as prescribed by the provider.

If an organization has a recycling program, it is important to occasionally

audit the program to ensure that hazardous waste materials are being
disposed of properly.

Inspection of Just as recycling programs should be audited, facility managers should

hazardous also audit or inspect the collection and storage area for hazardous waste
materials storage materials. It is recommended that this inspection be conducted on a
and handling
weekly basis.

An inspection should ensure that:

• Accumulation start dates are clearly marked on containers.
• Containers are closed and in good condition, with no evidence of
leaking.
• Wastes are compatible with the container material.
• Incompatible wastes are properly separated.
• Waste has not exceeded the accumulation limits.

Most facilities have an inspection log and checklist to ensure

consistency. It is a good idea to use the checklist each time an inspection
is conducted by logging each inspection on the form and keeping the
form at the site.

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Environmental Stewardship and Sustainability

+ Topic 2: Site Impact

Program goals Managing a site in a sustainable manner obliges a facility manager to:
• Avoid degrading a site's ecosystem through the facility's presence. The
facility manager should also undertake initiatives to upgrade the site's
ecosystem if the site has been damaged by previous development.
• Use the principles of biomimicry—emulating models, systems or processes in
nature to solve human problems sustainably—whenever possible. This
minimizes reliance on solutions that are resource-intensive and generate
waste.
• Think in terms of systems—analyzing facility projects to ensure that the
possible effects of initiatives on complex ecosystem relationships have been
fully understood and addressed. The ecosystem includes the site's resources,
plants and wildlife but also occupants, employees and other stakeholders.
• Consider the future as well as the present-the generations to come who will
be affected by today's actions.

This topic will examine ways in which facility managers can reduce site impact
by:
• Improving stormwater management practices to decrease the volume and
increase the quality of stormwater discharges from facility property.
• Reducing light pollution from facility exterior lighting.
• Reducing the contribution of facility hardscapes to urban heat islands.
• Improving the sustainability of facility and occupant transportation.

Manage Stormwater from facilities contributes to pollution by washing soil, debris and
stormwater pollutants from the facility into municipal stormwater systems, surface water
(e.g., rivers and lakes) and groundwater (i.e., aquifers). It also places a burden on
municipal systems. The greater the volume of stormwater a facility generates, the
greater burden it places on municipal systems. Poor facility stormwater
management also creates the potential that, during extremely heavy rains,
stormwatcr may exceed the municipal system's capacity and back up, untreated,
into the environment.

A facility manager can improve the sustainability of the facility's management of

stormwater by:
• Maintaining the integrity of stormwater control mechanisms, such as drains
and catch basins.
• Capturing and reusing stormwater for facility purposes (e.g., holding for
irrigation) if stormwater capture and reuse is permitted by local regulations.

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 Chapter 6: Focus Areas for Sustainable Facility Management (Output)

• Identifying and correcting grading issues that impair proper drainage or

contribute to erosion.
• Increasing permeable surfaces that allow absorption of stormwater, including
bioretention areas (e.g., rain gardens, filtration vegetative strips).
• Using fertilizers and pesticides sparingly and appropriately.
• Adding landscaping features to filter and clean stormwater and using native
vegetation to remove nitrogen, phosphorus and other pollutants.
• Developing policies about use, disposal and storage of possible pollutants.
• Educating occupants and employees about the importance of water quality
and the potential impact of facility practices on water quality.

Reduce light Light pollution is defined as excess sky light created by human activities that
pollution interferes with astronomical observations and affects the environment. Light
from facilities can:
• Affect wildlife—disrupting feeding, hunting, procreating and migration
activities.
• Diminish the aesthetic appeal—and, in some areas near observatories, the
scientific value-of the night sky.
• Interfere with the vision of passing motorists.
• Diminish the well-being and property enjoyment of facility neighbors.

Light trespass
Light trespass occurs when a facility sheds more light onto a neighboring
property than the neighbor sheds onto the facility. Avoiding light trespass is an
ethical obligation consistent with the general considerations of sustainable
facility management However, it may also be a legal issue. Local codes may
restrict facility lighting from negatively affecting neighbors. Complaints can
result in costly lawsuits.

Facility managers should be aware of and comply with local regulations and
codes regarding exterior lighting, but they can also help reduce a facility's
contribution to light pollution by shielding exterior lights and preventing light
trespass onto neighboring properties. Shielded fixtures minimize the upward
escape of light from the fixture, either directly or by reflection off the fixture
or lamp casing. Light trespass can be avoided or minimized by manipulating
the angle, height, amount and timing of the problematic illumination. Facility
managers should consider whether the lighting is even necessary and be ready
to see the issue from neighbors' perspectives and to work with them to create
effective and practical solutions.

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Environmental Stewardship and Sustainability

Decrease heat The urban heat island effect refers to the absorption of solar radiation by
island effects the surfaces of hardscape features such as pavement and roofs and the
radiation of that heat into the surrounding air. There are various
ingredients to the heat island effect:

• Higher ratio of impervious surface to vegetative cover that reduces

the amount of surface moisture available for evapotranspiration and
the amount of heat transpired by about 25 percent.

• Solar reflectivity of surface materials, or albedo. Reflectivity usually,

but not always, corresponds with color: a dark color has a low albedo
and absorbs rather than reflects solar energy, while a lighter color has
a high albedo and reflects more solar energy, while absorbing less
heat (Newer materials are being engineered that are both dark-
colored and have high albedo.) A surface with a low albedo, such as a
green asphalt shingle, reflects less solar energy and has a solar
reflectivity index (SRI) of less than 20 percent. On a summer day
with full sun, the temperature on a low albedo surface can be much
warmer than the surrounding air—90°F compared to 50°F (or 50°C
compared to 27°C).

• Heat storage capacity and thermal emissivity rate of materials—the

ability of a material to absorb and store solar energy and the ability of
a material to release absorbed heat. Some materials, such as stone or
unpainted steel, are able to retain large amounts of heat and release
that stored heat slowly. This feature makes them attractive for
creating passive solar heating features in buildings but less desirable
from a heat island perspective.

• Building height and proximity. Taller buildings that are close together
reflect light onto neighboring walls that then store the energy. Taller
buildings can also block wind and reduce emission of stored heat at
night.

• Human activity, such as cooling processes and waste heat released

from buildings, houses, cars, appliances and other equipment.

The difference in nighttime temperature between an urban heat island

dominated by impervious surfaces with low albedo and high heat
capacity, and surrounding rural areas can be significant.

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It is a sustainable practice to reduce heat island effect because:

• Heat islands increase the use of air conditioning and therefore increase
energy use, greenhouse gas emissions and air pollution.
• Elevated temperatures diminish comfort and affect health.
• Stormwater runoff is warmer and can affect water quality and aquatic life.

22"C (or 0.5" above 72aF), sm

• . . v . . w . .

Sustainable facility management practices aimed at curbing the heat island

effect include the following:

• Increasing the SRI and the permeability of paved areas. To raise the
surface reflectivity, lighter-colored asphalt can be used, and concrete can
be used for walkways and as an overlay on asphalt. Permeability can be
increased by using alternatives to pavement whenever possible—such as
mulched or graveled paths—and by increasing planted areas, especially
plantings with trees.

• Using cool roof technology or vegetative roofs. Cool roof upgrades can be
done as an add-on to an existing roof in good repair or as part of a
scheduled roof replacement. In some instances, light-colored roof coatings
can be applied over an existing roof. A vegetative roof (also called a
"green" roof or an eco-roof) is completely or partially covered by a layer
of living vegetation. Vegetative roofs should be installed by experts and
monitored and maintained carefully.

Facility managers must consider the effects of transportation associated with

supply chain transportation and with the movement of occupants to and from
the facility. Transportation impact can also include occupants' air travel for
organizational purposes. Air travel is an issue for a sustainable facility
because, while air transportation may use less fuel than an individual
commuter when per traveler calculations are made, greenhouse gases emitted
at higher altitudes are more damaging to the environment.

Exhibit 2-38 lists examples of strategic objectives facility managers could

pursue in this focus area and possible tactics for each program.

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Environmental Stewardship and Sustainability

Exhibit 2-38: Sustainable Transportation Initiatives

Strategic Objectives Tactics

Decreasing number of occupants • Encourage use of public transportation.

commuting to work by car or • Support organization's off-site work policies.
annual facility vehicle miles • Promote bike or walk-to-work alternatives.
traveled (VMTs) • Sponsor on-site car-share program. Ensure
availability of personal services for occupants.

Promoting use of vehicles • As fleet vehicles are replaced, choose plug-in,

powered by alternative fuels hybrid, fuel cell or other alternative fuel
vehicles.
• Provide preferential parking spaces or services
for alternative fuel vehicles.

Optimizing parking area • Implement a shared parking scheme.

• Support condensed workweek schedule.

Increasing vehicle occupancy • Promote carpooling and ride-sharing programs.

Increasing availability of public • Become involved In local government

transportation transportation planning.

Decreasing impact of occupant air • Install videoconferencing facilities or promote

travel Web conferencing.
• Purchase carbon offsets for air travel.

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 Chapter 6: Focus Areas for Sustainable Facility Management (Output)

Progress Check Questions

Directions: Read each question and respond in the space provided. Answers and page references follow
the questions.

L Which of the following is NOT a resource recovery technique?

( ) a. Recycling
( ) b. Composting
( ) c. Pyrolysis
( ) d. Incineration

2. Provide one example for each of the following sustainable waste management strategy areas
in food service.

Strategy Area Tactic

Reuse

Reduction

Recycling

Composting

Purchasing

Electricity
conservation

Water
conservation •

Food and grease

management

Cleaning

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Environmental Stewardship and Sustainabiliiy

3. The purpose of a construction waste management plan is to

4, What are the four criteria for a successful recycling program?

5. List the six steps in developing a recycling program.

6. If a facility manager is trying to be sustainable and recycling is not available, what are two options?

7. List at least three ways in which facility management can manage the impact of the facility on the
environment and its community.

8. List three ways in which facility managers can improve site storniwater management.

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 Chapter 6: Focus Areas for Sustainable Facility Management (Output)

9. Which of the following statements about light pollution is correct? (Select all that apply.)
( ) a. Light trespass occurs when a facility emits more light onto a neighbor than it receives
from that neighbor.
( ) b. Light pollution is primarily a concern for humans, not animals.
( ) c. There is no legal obligation to correct light trespass issues; it is only an ethical issue.
( ) d. Light trespass issues often involve relatively simple solutions.

10. Define the term "heat island effect."

11. Describe how contributing to the urban heat island effect violates a sustainable facility's obligation to
the following. (Provide at least one example for each category.)

People: .

Planet:

12. Which of the following facility projects could be useful in curbing the facility's heat island effect?
(Circle all that apply.)
( ) a. Incorporating more trees into the facility's landscape
( ) b. Increasing building insulation
( ) c. Applying light-colored roof covering where possible
( ) d. Using more sustainable refrigerant in facility's cooling systems

13. List at least two ways in which facility managers could increase occupancy in vehicles used for
commuting to the facility.

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Environmental Stewardship and Susiainabilily

Progress check answers

1. d (p. 2-124)
2. See Exhibit 2-33 for examples, (p. 2-126)
3. It instructs both the construction crew and subcontractors on which materials will be reused, recycled
or sent to the landfill, where they will be taken, and the handling procedure for each material, (p. 2-
128)
4. The program must be viable, desirable, adaptable and feasible, (p. 2-129)
5. Gain management support, conduct a waste assessment, design die program, implement the program,
monitor and track the program, continue involvement and communication, (p. 2-130)
6. Reduce consumption, implement sustainable procurement, donate, (p. 2-134)
7. Improve stormwater discharge, reduce light pollution, reduce contribution to heat island effect and
increase the sustainability of facility transportation use (p. 2-136)
8. Maintain integrity of stormwater control mechanisms, capture and reuse stormwatcr if compliant,
avoid erosion, increase permeable surfaces, minimize or eliminate use of potentially polluting
materials, use landscaping to filter stormwater, educate occupants and staff about impact of facility
practices on water quality (p. 2-136)
9. a and d (p. 2-137)
10. The heat island effect occurs when solar radiation is absorbed by an area's hardscapes, which then
radiate heat into the surrounding atmosphere, (p. 2-138)
11. People: The heat island effect threatens people's health and comfort and contributes to social
inequity, since it affects most the poor and those on fixed incomes (often the elderly).
Planet: The heat island effect increases the amount of energy consumed for cooling, contributing to global
warming. It worsens air pollution and can warm surface water bodies, harming aquatic life. (p. 2-139)
12. a and c (p. 2-1.39)
13. To promote carpooling and ride sharing, facility managers might promote programs and facilitate
occupant enrollment. They might also provide financial incentives to individuals who opt to carpool
or to drivers. High-occupancy vehicles could be grunted preferential parking, (p. 2-140)

Next Steps
You have completed this competency of the IFMA Facility Management Learning
System. Next, check your understanding by completing the online competency-
specific chapter quizzes and case study to help you Identify any concepts that
need additional study. Check your understanding another way by selecting the
competency-specific eFlashcards, or visit the Resource Center to download
printable flashcards.

Once you have completed the chapter quizzes, reviewed the eFlashcards,
completed the case study and feel confident that you have mastered the
information, you can advance to the next competency.

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