Barbra Batshalom, Executive Director

THE GREEN ROUNDTABLE

Sustainable Performance Institute: Transforming Practice, Recognizing Leadership

Boot Camp Workshop

Understand how to connect sustainability to their business objectives

Use industry metrics to evaluate your company’s true (current) capability

Understand and identify where your company’s ‘gaps’ are

Formulate goals and strategies to achieve excellence & improve performance

Begin to lay the basis of a workplan and approach to address issues, systems, process gaps

Improve effectiveness to increase buy-in within your company

PURPOSE & GOALS FOR TODAY

1. Introductions and Purpose

2. Defining Green Practice: What does it really mean to be a sustainability practice?

3. Challenges and Barriers

4. Organizational Assessment:

5. Goal Setting

6. Implementation Planning

7. Discussion

ARE WE “THERE” YET?

With all the progress we’ve made to ‘green’ our built environment, we have a long way to go. We face crises of climate change, public health, habitat devastation and economic implosion – so the question remains: What will it take to get “there” – to be on a path towards sustainability?

“END  OF  PIPE”  SOLUTIONS  AREN’T  ENOUGH  

Building  codes  and  ra/ng  systems  are  “end  of  pipe”  solu/ons.  They  help  us  determine  a  target  and  allow  us  to  measure  what  we’ve  done.  That’s  important,  but  not  enough.    

USGBC  and  LEED  have  dragged  us  (kicking  &  screaming)  to  a  place  where  we  finally  base  our  work  on  performance,  using  metrics  and  accountability  –  but  that  has  not  been  enough  to  go  ‘up  the  pipe’  and  transform  professional  prac/ce.  

The  “root  of  the  problem”  is  that  we  are  s/ll  trying  to  use  the  same  processes,  behavior  and  mindset  to  deliver  a  new  product.    

Green  building,  LEED,  net  zero  –  whatever  the  project’s  goal  is  –  we  can’t  succeed  without  addressing  our  way  of  doing  business.  We  need  to  reset  our  percep/ons,  expecta/ons  and  increase  collabora/on  to  succeed.    

Design  and  construc/on  companies  who  have  done  this  have  realized  success  and  delivered  performance!  

WE  NEED  TO  ADDRESS  “THE  ROOT”  OF  THE  PROBLEM  

So  we  need  a  logical,  methodological  and  ra/onal  approach  to  these  issues.    The  SPI  green  firm  program  has  done  that  -­‐    and  provided  a  framework    to  translate  behavior  and  culture  to  metrics  and  performance  criteria.  

THE  CLASSIC  CHALLENGE  

As  engineers,  architects  and  builders,  we  are  generally  logical,  ra/onal  and  analy/cal.  The  “leJ  brain”  is  where  we  thrive,  solving  problems,  delivering  solu/ons.  

We  are  a  “leJ  brain”  community  struggling  to  address  “right  brain”  problems!  

We’re  less  comfortable  dealing  with  “right  brain”  func/ons  needed  to  implement  sustainability  ini/a/ves:  holis/c  synthesizing,  subjec/ve  judgments,  emo/ons  and  crea/vity.    

It  is  cri/cal  for  individual  prac//oners  to  be  skilled  and  knowledgeable.  

IF  Sustainable  capability  stops  with  the  individual,  a  company  will  never  be  able  to  deliver  consistent,  high  quality  sustainability  services!  

Gaps  will  exist  in  policy,  systems,  processes  –  that  lead  to  ins/tu/onalized  expecta/ons  and  high  performance.  

Why  Is  “LEED  AP”  Not  Enough?  Necessary,  But  Not  Sufficient  

COMPANIES (SPI)

PEOPLE (LEED AP)

Avoid  the  Paradigm  OF  RELYING  ON  A  FEW  KEY  CHAMPIONS  

THAT  IS  NOT  “INSTITUTIONALIZING”  SYSTEMS:  PROCESSES  

INDIVIDUAL EXPERTS CHAMPIONS

COMPANY CAPABILITY LEADERSHIP

Between GREEN design and BROWN design?

There are 4 elements. . .

What makes the difference. . .

Transformative Elements - Order of Importance

MINDSET How we think, the assumptions we make, our perceptions of role and expectations of interaction

PROCESS Collaborative decision making, clarity and transparency in decision making and clear performance targets

TOOLS Analysis, strategies, life cycle costing, specifications

PRODUCTS AND TECHNOLOGIES Technologies, strategies, things you buy (“green bling”)

Links  to  blog  with  survey  details:  Part  1:  hcp://bit.ly/cuIrMa      Part  2:  hcp://bit.ly/dhwZvc  

Our  framework  has  evolved  from  over  10  years  of  working  in  the  industry  and  seeing  the  challenges  companies  face.    

This  industry-­‐wide  survey  we  conducted  illustrates  why  our  program  is  needed  and  what  we  need  to  change  to  succeed  .    

Following  are  some  summary  excerpts  of  the  survey.  Complete  informa/on  and  sta/s/cs  can  be  found  at  the  links  below:  

Of  the  hundreds  who  par/cipated  in  the  survey,  there  was  an  even  distribu/on  between  execu/ve  and  senior  company  leaders  and  company  or  project  managers.      

Firms  varied  in  size  from  10  employees  to  45,000  (with  the  majority  being  in  the  mid  to  large  size  companies)  

Commitment to sustainability is in public mission statement, website, marketing materials?

Leaders at all levels make clear to staff that sustainability is part of the job?

“SMART” goals are consistently set for projects & organization?

Although  public  statements  are  consistently  focused  on  commitment  to  sustainability,  leadership  does  not  consistently  communicate  that  expecta/on  to  staff.  

Goals  are  not  usually  SMART  (specific,  measurable,  acainable,  /me-­‐bound)  and  there  is  ojen  a  lack  of  clear  accountability  structure  for  sustainability.  

All project achieve clear performance goals?

Every project manager incorporates life cycle costing into projects?

Project management is rooted in an integrative, collaborative process?

Clear  performance  targets  not  yet  being  set  for  every  project  (regardless  of  whether  its  pursuing  LEED,  BREEAM,  etc.  or  not).  

Integra/ve  design  not  yet  consistently  used  as  the  founda/on  for  managing  projects.  

Inconsistent  applica/on  of  life-­‐cycle  cos/ng  to  evaluate  key  systems  decisions.  

Green design and spec standards are maintained & used consistently?

Clear roles are defined & accountable to support sustainability?

HR supports green practice: performance reviews, prof dev, etc

Green  specifica/ons  not  always  maintained  or  used  consistently.  

Lack  of  clear  roles  and  accountability  for  implementa/on  of  sustainability.  

Cri/cal  tools  and  resources  not  always  available  and  not  used  consistently  on  projects.  

Performance  reviews  don’t  evaluate  sustainable  design  capability  for  key  roles.  

Roles, responsibilities, and decision making processes mapped clearly on every project?

All contracts, scopes & fees create conditions conducive for success?

Consistent teambuilding with partners?

Contracts  and  team  structures  ojen    create  a  barriers  for  integra/ve  project  delivery.  

Teams  rarely  map    their  decision    making  process    to  achieve  key  performance                    targets.  

Very  licle                        proac/ve  team          building  happens    among  partners,  between  project  commitments.  

Company has a program & strategies to reduce its environmental impact over time

Company tracks (in any way) performance of its portfolio

Not tracking anything – either operations or portfolio!

Although  25%  of  these  companies  are  not  tracking  anything,  more  than  40%  have  put  some  sort  of  program  in  place  to  reduce  environmental  footprint.  

Over  30%  are  beginning  to  track  the  performance  of  their  pornolio  of  work!  

WE  HAVE  A  LOT  OF  “GAPS”  TO  ADDRESS:  

• LACK  OF  LEADERSHIP,  COMMITMENT  • LACK  OF  ACCOUNTABILITY  STRUCTURE  • LACK  OF  CONSISTENCY  • LACK  OF  INTEGRATIVE  PROCESS  • LACK  OF  QUALITY  CONTROL  • LACK  OF  TOOLS  &  RESOURCES  • LACK  OF  SHARED  LEARNINGS  • DEPENDENCE  ON  LEED  AS  A  CRUTCH  

HUMAN  NATURE  DOESN’T  HELP….  (DON’T  WE  JUST  LOVE  NEW  THINGS?)  

? This way to excellence in sustainable design!

So  now  the  ques/on  is…where  are  you  on  the  path  to  design  excellence?  If  you  have  organiza/onal  “gaps”  to  close…what  path  will  you  take?    

Our  roadmap  can  help  you.  

THE  ORIGINS  OF  SPI  GREEN  FIRM  CERTIFICATION  

SPI  EXCELLENCE  IN  DESIGN  PROFESSIONAL  PRACTICE  

TRIBUTARIES  LEADING  TO    CREATION  OF  SPI  CERTIFICATION  

…Building  on  12  years  of  work  with  A/E/C  and  Owners  

• TOOLS    • RESOURCES  • TRAINING  • ORGANIZATOINAL          CERTIFICATION  

SPI  CERTIFICATION  EVALUATES  AND  RECOGNIZES  ORGANIZATIONAL  CAPABILITY  TO  DELIVER  CONSISTENT,  HIGH  QUALITY  SUSTAINABLE  DESIGN  SERVICES  

…ACROSS    ALL    ASPECTS    OF    THE    COMPANY    AND    AT    ALL    LEVELS  

BEING  CERTIFIED  TELLS  PROPERTY  OWNERS  THAT  YOU  ARE  RELIABLE  AND  CAPABLE  

Program  Partners  Include:  

Client  targets:  LEED,  NZ,  LBC,  2030  =  “WHAT”  

                     SPI  =  “HOW”  

2030 Liv. Bld. Net Zero LEED

Companies  are  at  different  places  on  their  journey  to  achieving  excellence  in  sustainability  prac/ce.  No  macer  where  you  are  –  SPI  supports  you  –  or  recognizes  your  achievements!  

RECOGNITION  &  TRANSFORMATION  Observa/ons  of  best  prac/ces  from  SPI    companies  

Signs  of  Change…  Posibve  changes  that  we’re  seeing:  

  Clearer  Roles  &  Accountability:  Director  of  Sustainability,  other…    Ins/tu/onaliza/on  of  standard  prac/ces/processes  (IDP)    Partnering:  Proac/ve  rela/onship  building  using  BIM  workshops  

  Investment  in  green  on  projects  from  overhead,  even  when  clients  don’t  ask  for  it  

  Change  in  workflow  –  moving  integra/on  func/on  to  earlier  in  the  project  –  lowering  costs,  reducing  risk  

  Project  performance  improves  !  

  Baseline  projects  meet  LEED  without  extra  effort  

For  each  category  we  will  summarize:  • What  it  is      and  then:  • Issues  • Solubons  • Metrics  

Commitment  Vision  Goals  &  Purpose  Clear  accountability  at  all  levels,  in  all  departments  

Strategic  Plan  to  achieve  goals  over  bme  

Policies  that  support  goals  and  implementabon  

ISSUES  

Talk  doesn’t  match  ac/ons  

Lack  of  SMART  goals  

Staff  don’t  feel  empowered  

SOLUTIONS  

Ar/culate  clear  goals  Make  expecta/ons  and  priori/es  clear  

Shij  culture  to  align  with  goals  

Implementa/on  /  strategic  plan  

Mandate  sustainability  on  all  projects  

METRICS  

Public  materials  Internal  communica/ons  

SURVEYS  !!!  Accountability  structure  

EVIDENCE  of  CONSISTENT  applica/on  of  sustainable  design  principles  as  a  basis  of  design  excellence  –  and  ‘ins/tu/onaliza/on’  of  sustainability  approach  

Integra/ve  design  &  project  delivery  is  the  basis  for  project  management,  on  all  projects  

Clear  performance  goals,  decision  roadmaps  and  use  of  analysis  to  inform  decisions  applied  to  all  projects.  

Clear  decision-­‐making  mapped  out  to  address  key  performance  targets  

Drawings,  specifica/ons  and  models  consistently  incorporate  green  design  standards.    

ISSUES  

No  clear  goals  Only  ‘on  demand’  

Specs/dwgs  not  consistent  

Low  performance  

SOLUTIONS  

Clear  project  goals  IDP  as  a  founda/on  for  proj.  mngmt.  

Workplans  Life  cycle  cos/ng  and  other  analysis  

METRICS  

Mee/ng  notes  /  agendas  

Workplans  Analysis  Drawings  &  Specs  Bldg.  Cer/fica/ons  Performance  tracking  

CRITICAL  RELATIONSHIPS  are  highly  collabora/ve  

Crea/ng  “TEAMS”  –  project  based  and  ongoing  proac/ve  team  building  

Inten/onally  crea/ng  condi/ons  conducive  to  success:  contracts,  scope,  deliverables,  expecta/ons  

Enabling  IPD  and  use  of  key  tools,  like  BIM,  amongst  a  team  

ISSUES  

Barriers  to  IPD  Lack  of  inten/onal  TRUST  building  

No  collabora/on  plan  

SOLUTIONS  

Proac/ve  team  building  

Project  structure  and  plan  

Process  Mapping  

METRICS  

Scope/fee  charrece  

Contracts  Minutes,  agendas,  workplans  

SURVEYS  –  internal,  external  

Tools  and  Resources  (green  products,  analysis,  etc)  

 Design/spec  standards  (ins/tu/onalized)  

Professional  Development  through  many  methods        (team  learning,  project  based  coaching,  lecture,  etc)  

HR:  Handbook,  performance  reviews,  job  descrip/ons,  incen/ves  (non  financial)  

Investment  –  ongoing  –  in  projects,  R&D,  etc.  

ISSUES  

Lack  of  cri/cal  tools  

Lack  of  internal  standards  

Lack  of  effec/ve  prof.  dev.  plans  

HR  doesn’t  support  sustainability  goals  

SOLUTIONS  Clarify  perf.  expecta/ons  

Build  cri/cal  tools    Tie  prof  dev  to  ins/tu/onal  performance  goals  

Ins/tute  clarity  in  job  descrip/ons,  perf  reviews  

Inten/onal  learning  and  feedback  

METRICS  Survey  to  all  staff  Handbook,  office  manual  

New  employee  orienta/ons  

Job  Descrip/ons  Performance  reviews  Templates  for  agendas,  workplans,    

Tools  &  resources  Professional  Development  plan  

Track  metrics  and  feedback  loops  for  two    scales  of  your  business:  

•  Pornolio-­‐wide  performance  of  projects  over  /me  

•  Environmental  footprint  of  your  corpora/on  

ISSUES  

No  feedback  loops!  

No  baseline  or  plan  to  reduce  footprint  

SOLUTIONS  

Request  &  track  performance  data  

Start  baseline  and  priori/ze  strategies  to  reduce  footprint  

METRICS  

LEED  –  especially  EBOM  –  Estar,  etc  

Standard  lecer  /  communica/on  ins/tu/onalized  

Client  Surveys  Environmental  Footprint  baseline  begun,  executed  and  priori/es  iden/fied.  

1.0 Leadership, Strategy & Policy

What are the key factors of good leadership?

How do you institutionalize accountability?

1.0 Leadership, Strategy & Policy

1.1 Vision and Goals Required 1.1.1 Organizational Goals Required 1.1.2 Project Goals 1.2 Strategy and Implementation Planning Required 1.2.1 Well Defined Strategies Required 1.2.2 Implementation Plan 1.3 Policy Required 1.3.1 Policies Exist Required 1.3.2 Policies Communicated Effectively 1.4 Leadership & Accountability Required 1.4.1 Visible Commitment Required 1.4.2 Accountability Structure 1.5 Feedback Loops Required 1.5.1 Indicators Defined Required 1.5.2 Feedback Tracked 1.6 Leadership Support Required 1.6.1 Internal Capacity Building Optional 1.6.2 External Support - Consultants 1.7 Innovation Optional 1.7 Innovation

2.0 Project Delivery 2.1 Pre-Project Assessment Required 2.1.1 Assessment Required 2.1.1 Pre-Construction Services 2.2 Building an Integrated Team Required 2.2.1 Team Structure & Expectations Required 2.2.2 Team Building 2.3 Goals & Planning Required 2.3.1 Project Performance Goals Required 2.3.2 Process Design 2.4 Project Phases Required 2.4.1 Conceptualization Required 2.4.2 Criteria Design Required 2.4.3 Detailed Design Required 2.4.4 Implementation Documents Required 2.4.5 Agency Review Required 2.4.6 Buyout Required 2.4.7 Construction CA Required 2.4.8 Closeout 2.5 Operations Required 2.5.1 Ongoing Performance Optional 2.5.2 Ongoing Commissioning Optional 2.5.3 3rd Party Certifications Required 2.5.4 Ongoing Performance Data Tracking 2.6 Innovation Optional 2.5.5 Innovation

3.0 Infrastructure and Support Systems 3.1 Tools & Resources Required 3.1.1 Project Management Tools & Templates Required 3.1.2 Product Evaluation Required 3.1.3 Reference & Sample Libraries Required 3.1.4 Analysis - Bldg Performance Required 3.1.5 Design Standards Required 3.1.6 Specification Standards Required 3.1.7 Templates Required 3.1.8 IT Processes Required 3.1.9 Communication 3.2 Human Resources Required 3.2.1 Performance Management Required 3.2.2 Employee Manual and Orientation Required 3.3.4 Tracking Metrics 3.3 Training, Education, Continuous Learning Required 3.3.1. Education Plan Required 3.3.2 Interpersonal Skills Required 3.3.3 Management Skills Required 3.3.4 Technical Skills 3.4 Marketing Required 3.4.1 Website Required 3.4.2 Collatoral Required 3.4.3 Proposals Required 3.4.4 Public Presence 3.5 Quality Control Processes Required 3.5.1 QC systems Required 3.5.2 QC effectiveness 3.6 R&D Optional 3.6.0 R&D Activities 3.7 Innovation Optional 3.7.0 Innovation

4.0 Partnering & Collaboration

4.1 Proactive Team Building Optional 4.1.1 Ongoing team building activities Optional 4.1.2 Repetitive Teaming

4.2 Project Solicitation Required 4.2.1 RFP Required 4.2.2 Proposals Required 4.2.3 Design Team Selection Process

4.3 Contractual Agreements Required 4.3.1 Legal Contracts Required 4.3.2 Additional Consultants

4.4 Partner Performance & Team Communications Optional 4.4.1 Formal Partnering Required 4.4.2 Partnering Methodology Required 4.4.3 Collaboration Effectiveness

4.5 R&D Partnering Optional 4.5.0 R&D Partnerships established specifically to pursue research & development of best practices, tools resources or technologies.

4.6 Innovation Optional Innovation

5.0 Outcomes and Metrics

5.1 Project Portfolio Optional 5.1.1 Third Party Certifications Required 5.1.2 Performance Tracking Request Required 5.1.3 Performance Tracking Required 5.1.4 Performance Feedback Loop

5.2 Company Sustainability Footprint Required 5.2.1 Environmental Impact Baseline Required 5.2.2 Social Impact Baseline Required 5.2.3 Goals, Priorities and Implementation plan Required 5.2.4 Tracking Systems Optional 5.2.5 Corporate Certification Required 5.2.6 Performance Feedback Loop

5.3 Innovation Optional 5.3.0 Innovation

Goal setting: charting a course

Define  Your  Pracbce  Now  • What’s  your  market?  • SWOT  (strengths,  weaknesses,  opps,  threats)  • What’s  your  baseline  –  how  green  are  you  now?  • What  are  your  biggest  challenges  as  a  business?  • What  are  the  key  systems,  processes  and  prac/ces  that          you  use  currently?  

Set  Your  Goals  &  Indicators  • What  are  your  BHAGs  (big  hairy  audacious  goals)  • SMART  goals?  SMART  =      (specific,  measurable,  achievable,  realis/c  &  /me-­‐bound)  • What  indicators  &  metrics  will  be  tracked  as  feedback?  

Define  Strategies  to  Achieve  Goals  • Both  long  and  short  term  strategies  • Create  early  successes  that  you  can  measure  • Make  sure  indicators  are  tracked  to  adjust  as  needed  

Define  Your  Pracbce  Now  • What’s  your  market?  • SWOT  (strengths,  weaknesses,  opps,  threats)  • What’s  your  baseline  –  how  green  are  you  now?  • What  are  your  biggest  challenges  as  a  business?  • What  are  the  key  systems,  processes  and  prac/ces  that          you  use  currently?  

HINT:  if  you  base  your  internal  discussions  of  goal  seung  in  the  context  of  basic  business  issues,  you  will  have  more  ‘buy-­‐in’.  Start  by  addressing  these  fundamental  ques/ons  and  then  /e  sustainability  back  to  them  to  understand  your  baseline:  

Profitability  and  Financial  Management  Growth  (expansion  into  different  markets)  Staff  Afracbon  and  Retenbon  (quality)  Quality  Control  -­‐  Consistency  in  design  and  delivery  Exposure/Liability  Management  -­‐  staff  and  budget,  company  and  project  Transfer  of  Knowledge  and  Knowledge  Mngmt  Mentoring  Relabonships  

 client  (repeat  and  acrac/on)    consultants  

HINT:  if  you  base  your  internal  discussions  of  goal  seung  in  the  context  of  basic  business  issues,  you  will  have  more  ‘buy-­‐in’.  Start  by  addressing  these  fundamental  ques/ons  and  then  /e  sustainability  back  to  them  to  understand  your  baseline:  (see  the  “Sustainability  Sample  Plan”  on  our  website)  

What’s  your  vision  for  the  future?  What  are  your  goals?  

Set  achievable  SMART*  goals...  

…understanding  your  current  capabilibes,  future  vision,  and  how  you  might  get  there.  

*SMART  =  specific,  measurable,  achievable,  realis/c,  Time-­‐bound  

Create a Strategic Plan to Achieve Goals & Implement

…don’t forget:

• Identify and prioritize steps in the plan

• Assign people to be responsible for implementation

• Indicators & Metrics need to be tracked

• Reporting should occur regularly

• Put a timeline on achieving your goals

• Test and adjust the tactics

Examples  –  Sekng  Indicators,  Tracking  Metrics  1. Profitability: Collaborative process will improve baseline profitability in project management by X% over _ years. (reduced volume of change orders consistent across studios) New scope within existing type of contracts will grow by _ in _ projects per year New scope for existing clients – proactive proposed work New clients

2. Capacity: every studio has its own green evaluator office has one coordinator (or committee takes on expanded function) every XXX employee has LEED AP and has worked on X projects every XXX employee in design has proficiency and comfort level with building sciences X staff become Process facilitation leaders for charrette processes Internal mechanisms for ongoing training/mentoring are in place Infrastructure to share (green) information – existing or new is in place

3. Quality: performance and post occupancy metrics quantified and used in marketing change orders (quality of design) and other indicators of management controlled

4. Enhanced Relationships: Consultants Existing – higher level of input and quality in deliverables. Satisfaction in working relationships New – some new consultants will replace others that did not comply Clients, repeat and new, see profitability. Overall XXX’s reputation with existing and new clients transforms and considered “go to” firm for green design in their sectors. Internal – specific indicators around communication, consistency of project management and finance

5. Internal Process Efficiency: Project management – process maps show changes over time and result in improved profitability Company management: transfer of knowledge, mentoring around green issues becomes embedded in existing mechanisms

Sample workplan - strategy and action Parallel activities

1.  Registra/on  and  company  profile  

2.  Assessment,  which  creates  a  baseline  and  shared  understanding  of  your  current  situa/on.  Then  one  of  two  things  happen  next:  

 3a.  AUDIT  !  (If  sustainability  is  truly  ins/tu/onalized)  

 3b.  GAP  iden/fica/on,  strategy  and  support      (if  you  have  “gaps”  to  close)    We  can  provide  support  to  address  gaps  in  policy,  strategy  consul/ng,    educa/on  &  training,  coaching  

3.  Cer/fica/on!  

4.  Annual,  brief,  Check-­‐In  

5.  Every  3  years,  re-­‐cer/fica/on  

SPI  –  Formal  Process  to  Support  You  -­‐  Cer/fica/on  

SPI  Cerbficabon  Process  Registration

Assessment Boot Camp

CERTIFICATION

Audit

Audit

Continuous improvement

A

B

Owner and Company Endorsements

“Knowing  a  firm  is  cerbfied  tells  me  they  have  the  leadership  &  systems  in  place  to  back  them  up.  It  sets  them  apart,  makes  

them  a  leader”  

Lawrence  Healey,  Dir.  Real  Estate  Blue  Cross/Blue  Shield  

Lawrence Healey Director of Real Estate, Design and Planning, Blue Cross/Blue Shield

Douglas W. Noonan, PE Head of Group Corporate Real Estate Adidas Group CORENET Global, New England Chapter

John Ziegler, AIA Director - Off-Campus Development Princeton University

SPI Certification is a great tool for

owners!

Lawrence Healey Director of Real Estate, Design and Planning, Blue Cross/Blue Shield

We will use this as a factor in selecting service provider firms. It makes more of a statement than just knowing that a firm has completed some LEED projects or had LEED trained staff…

Knowing the firm is certified tells me they has leadership and systems in place to back them up.

If a firm is willing to go through the audit, it tells me something useful about them, that they really take sustainable seriously. It’s something that sets them apart, it makes them a leader.

Douglas W. Noonan, PE Head of Group Corporate Real Estate Adidas Group & CORENET Global, NE Chapter

SPI certification will absolutely be a factor in my selecting an architect, engineer and contractor.

You’re covering something that needs to be covered, moving beyond individual LEED and project LEED.

Every service provider that comes to us tells us they’re experts in sustainable design and construction. In truth, there’s no way for them to back that claim up (until now).

If the firm has been certified, then I can be comfortable that sustainability is something organic to the way they operate, not something they’ve just added on.

John Ziegler, AIA Director - Off-Campus Development, Princeton University

The certification puts some real teeth in sustainable design. Showing that sustainable design is really integrated into a firm’s culture over time means much more to me than knowing that the firm has built some LEED buildings or has some LEED accredited staff.

It’s also significant to me that your certification process tracks firms over time. Firms getting their buildings LEED certified doesn’t tell me much, it’s just a comment on a point in time. Your certification process is helpful to us because it tracks firms over time.

Its in our hands

Truth  about  green  firms,  “prequel”:  hcp://bit.ly/greentruth    

Links  to  blog  with  survey  details  Part  1:  hcp://bit.ly/cuIrMa    

Part  2:  hcp://bit.ly/dhwZvc  

“The  Integra/ve  Design  Guide  to  Green  Building:  Redefining  the  Prac/ce  of  Sustainability”  by  7group,  Bill  Reed  

“Integrated  Project  Delivery:  A  Guide”,  AIA  Nat’l,  AIA  CA  

“Roadmap  for  the  Integrated  Design  Process”,  Stantec  

ANSI  standard  for  IPD  –  Whole  Systems  Integra/ve  Process  

THANK YOU

617-374-3740

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