Being a truly sustainable design or construction company is about more than just being able to deliver LEED projects. It's about aligning overall company management and operations with the demands of integrated design and collaborative relationships and measuring company performance as a result. Whether your company delivers LEED projects or not, there are proven strategies that you can use to deliver higher-performance projects and more efficient and effective processes to be a truly sustainable company. This interactive workshop builds your capacity to implement these strategies in the most cost-effective way and provides tools to enable you to implement these strategies in your company. This course offers 8 AIA SD CEU and 8 GBCI CE. Participants will being able to: -Define clear, measurable self-assessment of your company's capability. -List issues your company needs to address. -List systems, processes and resources that your company needs to address. -Draft a plan to address these issues, systems, processes and resources gaps. -Convey how to align profitability, quality control, knowledge transfer, and other elements with green project delivery to the leaders in your company. -Understand how the Certification process may apply to you company. Learn more at www.greenroundtable.org/training.

1. THE GREEN ROUNDTABLE
Sustainable Performance Institute:
Transforming Practice, Recognizing Leadership
Boot Camp Workshop
Barbra Batshalom, Executive Director

2. PURPOSE & GOALS FOR TODAY
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

3. 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

4. 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?

5. “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.

6. WE
NEED
TO
ADDRESS
“THE
ROOT”
OF
THE
PROBLEM
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!

7. THE
CLASSIC
CHALLENGE
We
are
a
“leJ
brain”
community
struggling
to
address
“right
brain”
problems!
As
engineers,
architects
We’re
less
comfortable
and
builders,
we
are
dealing
with
“right
brain”
generally
logical,
func/ons
needed
to
ra/onal
and
analy/cal.
implement
sustainability
The
“leJ
brain”
is
where
ini/a/ves:
holis/c
we
thrive,
solving
synthesizing,
subjec/ve
problems,
delivering
judgments,
emo/ons
and
solu/ons.
crea/vity.
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.

8. Why
Is
“LEED
AP”
Not
Enough?
Necessary,
But
Not
Sufficient
PEOPLE COMPANIES
(LEED AP) (SPI)
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.

9. Avoid
the
Paradigm
OF
RELYING
ON
A
FEW
KEY
CHAMPIONS
THAT
IS
NOT
“INSTITUTIONALIZING”
SYSTEMS:
PROCESSES
INDIVIDUAL EXPERTS COMPANY CAPABILITY
CHAMPIONS LEADERSHIP

10. What makes the difference. . .
Between
GREEN design and
BROWN design?
There are 4 elements. . .

11. 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”)

20. 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:
Links
to
blog
with
survey
details:
Part
1:
hcp://bit.ly/cuIrMa
Part
2:
hcp://bit.ly/dhwZvc

21. 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)

22. Commitment to
Although
public
sustainability is in
statements
are
public mission
consistently
focused
on
statement, website,
commitment
to
marketing materials?
sustainability,
leadership
does
not
consistently
communicate
that
Leaders at all
expecta/on
to
staff.
levels make clear
to staff that
Goals
are
not
usually
sustainability is
SMART
(specific,
measurable,
acainable,
part of the job?
/me-­‐bound)
and
there
is
ojen
a
lack
of
clear
accountability
structure
“SMART” goals
for
sustainability.
are consistently
set for projects &
organization?

23. Clear
performance
Project management
targets
not
yet
is rooted in an
being
set
for
every
integrative,
project
(regardless
collaborative
of
whether
its
process?
pursuing
LEED,
BREEAM,
etc.
or
Every project
not).
manager
Integra/ve
design
incorporates life
not
yet
consistently
cycle costing into
used
as
the
projects?
founda/on
for
managing
projects.
All project
Inconsistent
achieve clear
applica/on
of
life-­‐ performance
cycle
cos/ng
to
goals?
evaluate
key
systems
decisions.

24. Green design and
Green
specifica/ons
not
spec standards
always
maintained
or
are maintained &
used
consistently.
used
Lack
of
clear
roles
and
consistently?
accountability
for
implementa/on
of
HR supports
sustainability.
green practice:
performance
Cri/cal
tools
and
reviews, prof dev,
resources
not
always
etc
available
and
not
used
consistently
on
projects.
Performance
reviews
Clear roles are
don’t
evaluate
defined &
sustainable
design
accountable to
capability
for
key
roles.
support
sustainability?

25. All contracts,
Contracts
and
team
scopes & fees
structures
ojen
create conditions
create
a
barriers
for
integra/ve
project
conducive for
delivery.
success?
Teams
rarely
map
their
decision
Roles, responsibilities,
making
process
and decision making
to
achieve
key
performance
processes mapped
targets.
clearly on every
project?
Very
licle
proac/ve
team
Consistent
building
happens
among
teambuilding
partners,
between
project
commitments.
with
partners?

26. Although
25%
of
Company has a
these
companies
program &
are
not
tracking
strategies to reduce
anything,
more
its environmental
than
40%
have
impact over time
put
some
sort
of
program
in
place
to
reduce
Company
environmental
tracks (in any
footprint.
way)
performance of
its portfolio
Over
30%
are
beginning
to
track
the
performance
Not tracking
of
their
pornolio
anything –
of
work!
either
operations or
portfolio!

27. 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?)

29. 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.

30. 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

31. • 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:

32. 2030
Liv. Bld.
Net Zero
LEED
Client
targets:
LEED,
NZ,
LBC,
2030
=
“WHAT”
SPI
=
“HOW”

33. 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!

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

36. 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

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

38. 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

39. ISSUES
SOLUTIONS
METRICS
Talk
doesn’t
Ar/culate
clear
goals
Public
materials
match
ac/ons
Make
expecta/ons
and
Internal
Lack
of
SMART
priori/es
clear
communica/ons
goals
Shij
culture
to
align
SURVEYS
!!!
Staff
don’t
feel
with
goals
Accountability
empowered
Implementa/on
/
structure
strategic
plan
Mandate
sustainability
on
all
projects

40. 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.

41. ISSUES
SOLUTIONS
METRICS
No
clear
goals
Clear
project
goals
Mee/ng
notes
/
Only
‘on
IDP
as
a
founda/on
agendas
demand’
for
proj.
mngmt.
Workplans
Specs/dwgs
not
Workplans
Analysis
consistent
Life
cycle
cos/ng
and
Drawings
&
Specs
Low
other
analysis
Bldg.
Cer/fica/ons
performance
Performance
tracking

42. 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

43. ISSUES
SOLUTIONS
METRICS
Barriers
to
IPD
Proac/ve
team
Scope/fee
building
charrece
Lack
of
inten/onal
Project
structure
and
Contracts
TRUST
plan
Minutes,
agendas,
building
Process
Mapping
workplans
No
SURVEYS
–
collabora/on
internal,
external
plan

44. 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.

45. ISSUES
SOLUTIONS
METRICS
Lack
of
cri/cal
Clarify
perf.
Survey
to
all
staff
tools
expecta/ons
Handbook,
office
Build
cri/cal
tools
manual
Lack
of
internal
Tie
prof
dev
to
New
employee
standards
orienta/ons
ins/tu/onal
Lack
of
effec/ve
performance
goals
Job
Descrip/ons
prof.
dev.
plans
Ins/tute
clarity
in
job
Performance
reviews
HR
doesn’t
descrip/ons,
perf
Templates
for
agendas,
support
reviews
workplans,
sustainability
Inten/onal
learning
Tools
&
resources
goals
and
feedback
Professional
Development
plan

46. Track
metrics
and
feedback
loops
for
two
scales
of
your
business:
•
Pornolio-­‐wide
performance
of
projects
over
/me
•
Environmental
footprint
of
your
corpora/on

47. ISSUES
SOLUTIONS
METRICS
No
feedback
Request
&
track
LEED
–
especially
loops!
performance
data
EBOM
–
Estar,
etc
No
baseline
or
Start
baseline
and
Standard
lecer
/
plan
to
priori/ze
strategies
communica/on
reduce
to
reduce
footprint
ins/tu/onalized
footprint
Client
Surveys
Environmental
Footprint
baseline
begun,
executed
and
priori/es
iden/fied.

49. 1.0 Leadership, Strategy & Policy
What are the key factors of good leadership?
How do you institutionalize accountability?

50. 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

51. 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

52. 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

53. 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

54. 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

55. Goal setting: charting a course

56. 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

57. 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?

58. 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:

59. 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)
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

60. 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

61. 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

63. 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

64. Sample workplan - strategy and action
Parallel activities

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

66. SPI
Cerbficabon
Process
Registration
A Boot Camp
Assessment
B Audit
Audit
CERTIFICATION
Continuous improvement

67. Owner and Company Endorsements
“Knowing
a
firm
is
cerbfied
tells
me
they
have
the
leadership
&
systems
in
place
to
Lawrence
Healey,
back
them
up.
It
sets
them
apart,
makes
Dir.
Real
Estate
them
a
leader”
Blue
Cross/Blue
Shield

68. Lawrence Healey
SPI Director of Real Estate, Design and Planning,
Certification is Blue Cross/Blue Shield
a great tool for
owners! 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

69. 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.

70. 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.

71. 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.

72. Its in our hands

73. 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

74. THANK YOU
617-374-3740
www.greenroundtable.org
info@greenroundtable.org