Tips for sustainability on site beyond targets and trackers

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This post originally appeared in the KLH Sustainability blog.

It’s the last sprint on site before the finish line. Everyone is working around the clock to finish a project. The last thing the team wants to hear is that there are sustainability targets not met that no one was paying attention to until someone highlighted them as part of the contract close-out requirements. Unfortunately, it’s a situation we’ve seen often.

It’s not enough to set targets at the beginning of a project, forget them once planning is approved, then expect them to magically be achieved by the end of the project. What does it really mean to say “achieve an air permeability of 3m3/h.m2” or “ensure materials are responsibly and ethically sourced”?

Ensuring sustainability relies on early and meaningful engagement with everyone involved. That means translating sustainability in way that helps everyone be successful:

Regulators & planners: set clear requirements and understand constraints, conflicts and implications for design

Client: set clear briefs that incorporate sustainability and work with the team to reconcile conflicting priorities

Architects & engineers: ensure designs, details and specifications meet desired outcomes by understanding implications of design decisions

Procurement: ensure tender packages include details of sustainability, that the supply chain understands what they need to deliver and prices it accordingly, not losing things during value engineering

Contractor/subcontractor: include best practices within method statements, but also engage with workforce on site and provide tools, infrastructure and training to help them succeed

Honest engagement from all sides can help not only improve outcomes on site, but advance industry knowledge by identifying what does and doesn’t work. Addressing problems head on collaboratively leads to more actual sustainable outcomes, rather than closing one’s eyes and hoping for the best or ignoring contradictions and negative data to report publicly only the positive bits.

We’ve seen many projects do things well, but many also lose money and time by doing things poorly. Here are a few tips:

  • Enable everyone to take responsibility for sustainability. Spreading the knowledge helps if staff move onto different projects, prevents long-term items from being easily forgotten and increases accountability. Plus, not all projects have the budget to have a dedicated sustainability person, so it must become part of everyone’s job.
  • Don’t hide behind procedures and documentation. It’s very easy to issue a requirements tracker or bury lines in contracts, but we all know no one reads them. The result is either death by procedure or playing the blame game after the fact. Of course, documentation is needed for clarity and liability, but more can be done to help ensure the message is communicated and that proper investment in people and resources is made
  • Educate on best practice and make knowledge sharing a two-way process (not only training operatives to improve practices on site, but also sustainability specialists learning from site operatives to understand what does and doesn’t work)
  • Understand there’s more to sustainability than compliance. The lack of resources within regulatory agencies and local authorities can mean less oversight, but it also means less assistance in the case of doing something new or difficult. Plus, there is still a duty to do what is required, and the team can be held accountable if something goes wrong later.

It’s incredibly rewarding when we see teams ‘get it’. When architects, engineers and contractors understand issues they weren’t even aware of a few months before, when they ask the right questions and challenge their own designs, the outcome is not only a better project, but better designers. They look at their other projects in a different light and increase the capacity of their own organisations, which can be a differentiator when bidding for new work.

If project teams are thinking about compliance-led sustainability requirements, the sustainability specialist can do more. Rather than chasing a BREEAM credit, the sustainability specialist can spend more time pushing the boundaries and seeking innovative solutions for complex projects.

That’s the area where KLH like to be, seeking new ideas with our industry contacts while capacity is built within the organisation of project team to meet regulatory requirements. We are seeing more and more clients requesting this type of support which is great news for the construction industry, as well as those of us that thrive on implementing new ideas!

Translating climate solutions for everyday lives

This post originally appeared in the KLH Sustainability blog.

Big news in the climate change world recently! With the EU and India signing on last week, 74 parties to the Paris Agreement (and counting) representing an estimated 58.82% of the total global greenhouse gas emissions have ratified the agreement. This means it will now officially enter into force on the 4th of November 2016.

While the agreement isn’t perfect, its speedy ratification is great news. The momentum and united support behind it and the symbolism of global cooperation are powerful and motivating, particularly in the face of a threat as complex and massive as climate change. But for the majority of us, the memory of COP21 is likely long gone, replaced with Brexit, elections and our day-to-day concerns.

For those who live in places like the UK or the middle of the US, where climate threats are just as real, but much subtler than hurricanes, sea level rise and starving polar bears, the need to translate global goals on climate to local action may not seem as critical.

As built environment professionals, not those in front-line communities facing climate-triggered displacement, at international negotiation tables or out protesting against new mines, what can we be doing to truly “address climate change?”

KLH has done a lot of work on the Queen Elizabeth Olympic Park in East London to deliberately incorporate both climate change mitigation and adaptation measures into large-scale development. Some of this has involved pulling together efforts that were already happening in the name of sustainability, health and comfort, energy efficiency or biodiversity and ensuring that they addressed the broader pictures of carbon impact and climate risk response. Many other measures were instituted directly as responses to anticipated climate impacts over time.

To reduce the contribution the development makes to climate change, we are massively reducing carbon emissions by designing very energy efficient building fabric and services, then further reducing to zero regulated carbon emissions through district heating, PVs and carbon offsetting in the local community. We are also reducing embodied carbon and energy of the building materials by 15-20% by using materials more efficiently, substituting materials and using recycled materials. The development also promotes public and active transportation and reduces potable water use which, in turn, reduces carbon emissions.

To adapt to the effects of climate change in London, we looked at the potential hazards—such as flooding, overheating, extreme wind, urban heat island effect and water scarcity—their likelihood and severity and the risk for the development. Based on that, we developed cross-cutting strategies to help mitigate and adapt to those impacts. These strategies included green infrastructure, water sensitive design principles, designing for thermal comfort, resilient construction measures and building adaptive capacity.

Even when projects attempt to address climate on site, it’s important not to overstate the impacts of those efforts. Zero Carbon doesn’t literally mean no carbon is emitted. Climate Positive doesn’t necessarily mean there are no negative impacts on climate. PVs on every roof won’t help much if the building materials used to make those roofs has a carbon intensive production process. The use of some sustainable building materials may have negative impacts for energy efficiency or overheating risk. But even if one development doesn’t solve it all, the individual measures can still add up to real benefits.

Not everything we’ve instituted on our projects was driven by a desire to address climate change. There are many strategies incorporated in good design practice, which positively contribute to climate change adaption – and that’s where the real impact will come from.

It’s hard to convince some developers, designers, builders or even occupants to care about climate change as a driver. It’s important that whether by regulation, best practice design, long-term cost saving, risk management or unique selling point, measures that reduce carbon emissions and help communities adapt to more extreme weather become the norm. Only then will all developments be climate responsive projects, contributing to the implementation of the Paris Agreement.

Go big or go home: new and challenging projects to keep busy

EWS modelHappy holidays and happy new year! I’ve really not spent as much time on this blog as I’d like to (believe me, I have so many posts waiting in the wings until I have a few minutes to catch my breath!), but largely it’s because I’ve jumped head first into several new projects.

You may have seen in KLH Sustainability’s Christmas message, but the main project I’m working on is the redevelopment of the London Olympic Park! The stars aligned and I was at the right place at the right time saying the right things about the right skills and talking to the right person to get to work on this exciting project. The project is to create out of what was part of the former park lands and prior to that, derelict industrial lands, into a massive (though…from an American urban perspective, arguably not large enough) residential/mixed-use development. The two new neighbourhoods, one in the area surrounding the former media center/new Here East building and the other south of the Copper Box Arena and west of the Olympic Stadium, will have 1500 new homes and lots of commercial/non-residential development.

There’s a ton happening with the development to make it more inclusive and sustainable:

  • housing will be mixed-tenure (social rent, affordable rent, shared ownership, private rent & for sale);
  • commercial space is hoping to attract small, independent businesses;
  • all the housing is being built to Lifetime Homes standard and a significant percentage are having additional accessibility modifications made to them;
  • multi-ethnic considerations are being taken into account, including allowing for provision of BAME-oriented bathroom fittings and kitchen layouts (more on that acronym in another post…);
  • significant thought put into public realm, placemaking, context-sensitive design and more;
  • “smart city” innovation considerations and integration with the park and beyond (more on the whole smart cities concept in another post…);
  • and of course, what I’m spending a huge chunk of my life on, more ambitious sustainability aspirations than you can shake a stick at, including but not at all limited to zero carbon homes, Code for Sustainable Homes Level 4+, BREEAM Excellent and so so so so so so much more. I’d love to go into more detail, but the perils of working in the private sector (as I am painfully learning) is that you really can’t be as open as you want to be…at least, not without approval, so more details will have to wait.

The project is still in planning and going through consultation. I’m really excited to be working on this project and wanted to share a bit of what’s been keeping me away from being as active outside of work as I’d like to be.

Read more about the project on the KLH website.

In addition to this project, I’m also working on the final stage of the Olympic Stadium Transformation (is anyone interested in massive numbers of seats from the stadium???), some smaller sustainability projects, just became a qualified Code for Sustainable Homes assessor (and the future Home Quality Mark), recently presented at the International Water Association (IWA) World Water Congress, kicking off a project with my IWA Specialist Group on digital engagement and water and been trying to get increasingly more active with Urbanistas London, several UK water groups, some local community groups in my home neighbourhood and more!

I don’t really do new year’s resolutions, but I do hope this year to be able to spend more time on here exploring new ideas and projects. Thanks for following!

Could Home Quality Mark redefine what it means to have a sustainable home?

This post originally appeared in the KLH Sustainability blog.

How can we make sustainable homes more relevant, desirable and beneficial to those who will actually live in them? This is question that has been on my mind for a while, but it was brought to the fore as I undertook the initial training for the BRE’s new Home Quality Mark (HQM) voluntary housing certification scheme. It appears that, at least in principle, the HQM rises above expectations.

HQM was developed as a replacement scheme for the Code for Sustainable Homes (CfSH), the government housing sustainability scheme withdrawn earlier this year. While many of the CfSH requirements have yet to be incorporated into building regulations, the BRE has stepped in to fill the gap with their new voluntary scheme.

HQM attempts to do more than just replace or even simply update CfSH, it attempts to redress the sustainability balance, moving away from a purely environmental focus with the ambition of making sustainability relevant to real people.

It is interesting to note that BRE chose to use the word “quality” instead of “sustainability” in part to get past that environmental focus. Some worry that taking sustainability out of the name means undervaluing the environmental impacts of development, but the scheme still considers the environmental aspects, albeit framing them in terms that the average person cares about such as health, comfort and cost.

The HQM training and consultation emphasises cross-sector coordination in an attempt to address the most common problems associated with delivering sustainable housing. There is an entire section of the scheme devoted to “Knowledge Sharing,” which focuses not only on measures to communicate with occupants, but also improving communication between industries to help address the performance gap. Even the implication on the financial sector was discussed, including what a “quality home” could mean for reducing insurance and mortgage interest rates.

One interesting opportunity is whether this new emphasis could stimulate broader investment by third parties in engagement-based services. Could more new businesses or social enterprises develop and professionalise resident services like building management, resident hotlines, post-occupancy evaluation, maintenance packages modelled after service warranties and web portals or apps? Similarly, BRE is considering pre-approval for certain aspects under HQM that may overlap existing processes. For example, prefabricated manufacturers could pre-certify their modules under the My Home section of HQM or developments participating in BREEAM Communities could pre-certify under the Our Surroundings section.

On the assessor’s end, there was welcome news about streamlining evidence collection and data entry. HQM aligns with BIM and SAP outputs and allows measurements taken for one credit to be cross-referenced in another, simplifying the amount and type of data collected. And there are now multiple levels of robustness for evidence, allowing partial credit for having at least some evidence.

Of course, it remains to be seen how easily the HQM’s well-intentioned ambitions can be implemented. How will this increased intention on consumer interaction be enforced and at what cost? Many of the additional issues being assessed are relatively new and untested, so the evidence required for compliance is flexible at this point. That’s good for early adopters of the assessment, but not so good for quality control. In addition HQM will be a voluntary scheme, carrying less weight than the government’s CfSH. Who will end up using it and would the energy required to get people to use the scheme be better spent trying to embed some of these issues into regulations?

Finally, it is still a certification scheme, which means it still has to make compromises between robustness and flexibility, cost and marketability. It will never be a replacement for the engagement, discussion and practical innovation that is central to sustainable development, but it is certainly trying to improve how the benchmark is set.

HQM should be out at the of November for beta testing and officially released at the beginning of 2016. We are looking forward to seeing the final scheme and how this broader focus could influence changes in the industry.

Integrating People, Not Just Parts, at Ecobuild 2015

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This post originally appeared in KLH Sustainability’s blog.

Earlier this month, I had the opportunity to attend a day of Ecobuild, billed as the world’s biggest event for sustainable design, construction and the built environment. I’d heard mixed reviews of it before I went, some saying that what had started as a grassroots movement had turned into a run-of-the-mill trade show. But I was pleasantly surprised to find that the running theme through the sessions I attended was a focus not on parts, but on people. So often the focus is on the technological innovations required to develop sustainably, but it’s critically important to invest in the people part of the people-profit-planet triple-bottom line, which was emphasised throughout the panels.

Many of the sessions highlighted the performance gap (the disconnect between the way sustainable buildings are designed and how they operate) and the role that early interaction and communication with occupants plays in reducing that gap. Developments are more successful from a technical, environmental and social standpoint if people are an integral part of the design process rather than having design solutions imposed on them.

Chris Twinn, chairing the The missing link: Engaging and empowering residents to optimise building performance session, indicated that we shouldn’t be thinking in terms of “educating” people, but rather, we should be “working with” them.

The road from technological innovation to user integration can be like a game of Chinese whispers (that’s “telephone” in the US), attempting to relay product instructions from inventor to supplier, to designer, to developer, to sales team, to property manager, to occupant. This results in lack of confidence about products, scepticism about policies promoting them and fundamentally poor sustainability outcomes.

To counteract this, promising, people-focused solutions suggested at Ecobuild included:

  • developing better user integration into products;
  • improving behaviour change messaging by appealing to emotion and value instead of only economics;
  • integrating intuitive feedback loops into smart systems instead of hiding efficiency behind a black box;
  • communicating to audiences through local community leaders through spheres of influence;
  • developing programs that train local representatives to be able to explain, troubleshoot and repair smart systems; and
  • end-user focused approaches that measure comfort, wellbeing, health and other factors that people looking for homes and businesses care about.
Successfully integrating people throughout the process of sustainable development takes work. Unlike pipes, valves, computers and other complicated, but engineer-able solutions, humans are complex. Remembering that humans are a key aspect of successful sustainability means adapting practices and systems to fit how people think, how we act and what we value.