GSA Project Goals - Lean Project Design & Delivery · GSA Project Goals –Energy Targets ......

GSA Project Goals – Energy Targets

Achieve 30% Energy Reduction

Design Excellence

Reflect USACE Mission

LEED Gold

Optimize Site Amenities

Solidify Site and Soil Conditions

Assure Air Quality

Create a Modern 21st Century Workplace

Re-use 1202 Materials

Optimize Value within Budget

“The Oxbow”Thomas Cole, 1836

Competition

90.1-2007

Baseline

Competition

Goal

LEAN CONSTRUCTION INSTITUTE 2014 CONGRESS

Measurement & Verification Guarantee

Design-Build Contract Language:

M&V and Warranty Period Verification. The Government will retain a pre-determined amount of dollars from the overall contract award during performance evaluation. Release of payment for this withheld amount will be contingent upon final confirmation that the energy performance standards for the facility (i.e. actual BTU/GSF saved) have been achieved as verified by the M&V and Warranty Period testing to be conducted within 365 days from final completion. The basis for the pre-determined amount shall be equal to .5% of the proposed construction price. Offer or shall calculate the amount and enter it into CLIN 0005 of the Pricing Schedule.

The Energy Independence and Security Act

Section 433, Federal Building Energy Efficiency Standards requires that all new federal buildings and major renovations meet the energy performance standards of the 2030 Challenge beginning in 2010.


http://en.wikipedia.org/wiki/File:US-GreatSeal-Obverse.svg

http://en.wikipedia.org/wiki/File:US-GreatSeal-Obverse.svg

• Strong team cooperation and collaboration

• Continual involvement of GSA and USACE throughout the delivery of the project

• Early Integration of sub-contractors and suppliers

• Mutual understanding of client goals

• Collaborative process focused on achieving milestones, budget objectives & continuous improvement to optimize each building system

• Last responsible moment decision making

Lean Process Leads to Success


General Contractor

SELLEN CONSTRUCTION COMPANY

Architect

ZGF ARCHITECTS LLP

Sustainability Lead

SELLEN SUSTAINABILITY

Design ConsultantsKPFF CONSULTING ENGINEERS, INC.

WSP FLACK + KURTZ/BUILT ECOLOGY

SITE WORKSHOP LLC

STUDIO SC

LERCH BATES

ROLF JENSEN & ASSOCIATES, INC.

HINMAN CONSULTING ENGINEERS, INC.

THE GREENBUSCH GROUP, INC.

TUAZON ENGINEERING

HART CROWSER & ASSOCIATES, INC.

LANE COBURN & ASSOCIATES, LLC

MCKINNEY ASSOCIATES

OTTO ROSENAU & ASSOCIATES, INC.

Key SubcontractorsTHE G.R. PLUME COMPANY

UNIVERSITY MECHANICAL CONTRACTORS

SEQUOYAH ELECTRIC, LLC

PATRIOT FIRE PROTECTION

MILLENNIUM TILES, LLC

NORTH SHORE SHEET METAL

WALTERS & WOLF

SESSLER

R.W. RHINE, INC.

BARCOL-AIR

LUTRON

LITECONTROLDEAMOR GLASS SKYLIGHTS

Design Build Team

Performance Guides the Design

Performance Guiding Building Shape


High Performance Green Building


Energy Use of Typical Northwest Office Building


1 : 327

Flow Cross Section Ratio

Air Duct

Water Pipe

1 : 3271 : 327

Flow Cross Section Ratio

Air Duct

Water Pipe

Passive Chilled Sails Prototype

AIR DUCTWATER PIPE


Geotechnical Design – Twofer Opportunity


Energy Piles: A Realized Opportunity


Current Energy Model Performance as Designed


Proving Performance

Define Operational Assumptions


M&V Process – Tracking Tool


M&V Diagnostic Tool


Actual M&V Results


M&V = 1 YEAR

TOTAL DESIGN/BUILD TIME = 2.5 YEARS

Project Delivery Schedule


Lessons Learned


Lessons Learned

• Establish Aggressive Performance Targets

• Integrated design process

• Just-in-time delivery

• Continuous feedback and improvement

• Optimization

• Establish the M&V process early

• Meter what matters

• Hire the mechanical contractor to operate the building for the first year.

• Ensure a process that engages all parties

• Enable action during operation

• Allocate time for the Building Engineer, Controls Contractor, Mechanical Engineer, Energy Modeler and Mechanical Contractor to review the monthly results and refine the operations during the first year.

• Specify development of specific diagnostic reports in the controls specification.

• Timing of commissioning of special systems in high performance buildings.


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Awards

National Design-Build Award, Design-Building Institute of America

2013 Excellence in Structural Engineering - National Council Structural Engineers Association

AIA COTE Top 10 Green Projects – AIA Committee on the Environment

Best in State, Silver Award, 2013 Engineering Excellence – ACEC Washington

Citation, Washington State Civic Design Awards – AIA Seattle

Global Design Honor Award – Society for Environmental Graphic Design

Honor Award, First-Place for High-Performance Buildings – National Institute of Building Sciences, Sustainable Buildings Industry Council

Best Public Buildings; $50 million - $100 million – AGC

Construction Management Project Achievement, Vertical Project - CMAA


Closing

The 12 month M&V pilot program proved to be extremely valuable.I attribute the success to the collaborative team that included the designers, construction contractors, commissioning agent, owner and the building O&M staff. We learned that no matter how good the design was and how well the systems were installed, it took a solid year of operating the building to fully realize the capabilities of the energy saving opportunities. – Rick Thomas

Rick ThomasSenior Project ManagerDesign and Construction


Garage

Integrated Building Performance

Conservation First

Reduce Loads

Passive Systems

Efficient Active Systems

Geothermal


Energy Use of Federal Center South Design


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Energy Strategy – Ground Loop


Passive Chilled Sail Design – Improved Air Quality

Lean Construction Institute 2014 Congress

Thermal Storage: Phase Change Material


Ground Source Optimization


Why Lean

Accelerated Delivery Schedule

Optimized Handoffs Between Designers and Contractors Eliminates Waste

Leverage Expertise to Optimize Each of the Building Systems

Continuous Improvement From Start to Finish

Increased Value Delivered

Guaranteed Results (M&V)


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