A Road Map and Principles for the Implementation

A Road Map and Principles for the Implementation of Built Environment Sustainability Presented by Dr. Jorge Vanegas School of Civil and Environmental Engineering Georgia Institute of Technology jvanegas@ce. gatech. edu Auckland, New Zealand July 2004

The Future arrives every second as today’s reality, and it does not have “Pause” nor “Reset” buttons…. . and, whether we like it, accept it, or even care about it, Sustainability is an integral part of the Future, if not it’s only hope….

So, the choices we have are simple: • Are we going to contribute to make the Future we want happen…? • Are we going to just wait and see what Future will happen…? • Or, when whatever Future arrives: – Are we going to ask what happened…? – Or, are we just going to say “huh, something happened” …?

This presentation is about the reality we want for the future that is yet to come, specifically for the future of the Built Environment. . .

… a Built Environment composed of Facilities (e. g. , residential, building, and industrial facilities), and of Civil Infrastructure Systems (e. g. , transportation, energy, water supply, waste management, communications). . .

… that nations, public and private sector organizations, communities, families, and individuals need and want to exist, develop, and survive…

So, let me start by asking two questions…

First, can you imagine a world…

…without Architects, Engineers, and Constructors, and the facilities and civil infrastructure systems we envision, plan, design, build, and maintain, in response to the problems, needs, opportunities, and desires of a broad and diverse range of stakeholders…?

Second, what if Architects, Engineers, and Constructors could no longer do what we do, how we do it, and with what?

Characteristics and Requirements of a Specific Facility or Civil Infrastructure System . . . how we do it. . . Processes for the Delivery and Use of a Specific Facility or Civil Infrastructure System ty Compa atibili Comp tibility What we do. . . Definition of the Contextual Envelope of a Specific Facility or Civil Infrastructure System . . . and with what. . . Resources for the Delivery and Use of a Specific Facility or Civil Infrastructure System Compatibility (Inspired by M. Vorster)

As a result of current unsustainable paradigms and behaviors. . . Processes for the Delivery and Use of a Specific Facility or Civil Infrastructure System ty Compa atibili Comp tibility Characteristics and Requirements of a Specific Facility or Civil Infrastructure System Definition of the Contextual Envelope of a Specific Facility or Civil Infrastructure System Resources for the Delivery and Use of a Specific Facility or Civil Infrastructure System Compatibility (Inspired by M. Vorster)

So, let’s take a quick and closer look at the Architecture, Engineering, and Construction (AEC) Industry …

It is large… • Global $ 3. 2 T • U. S. Domestic $ 1. 1 T – Construction $ 710 B – Renovation $ 282 B – Maintenance $ 148 B – Materials $ 353 B Source: Jack Snell, NIST

It is diverse… • Single-family homes • Townhouses • Apartments • Condominiums • Other Residential Heavy Engineering (17%) • Dams • Highways • Airports • Pipelines • Other (34%) Industrial (16%) • Schools • Office Buildings • Warehouses • Shopping Centers • Other Building Construction (33%) • Refineries • Power Plants • Steel Mills • Heavy Manufacturing • Other Source: Jack Snell, NIST

It has many stakeholders… • Owners • Users • Developers • Clients • Others • Planners • Designers • Contractors • Communities • Others Internal Direct Internal Indirect External Direct Indirect • Investors • Users • Consumers • Dependents • Others • Regulatory Agencies • Manufacturers • Suppliers • Financiers • Others (Jain et al. 1994; Halliday 1994; Vanegas 1987; Hendrickson & Au 1989)

It faces many challenges… • Overpopulation, disease, and social, economic, and political conflicts • Widespread infrastructure deterioration, pollution, and urban sprawl • Natural resource depletion and degradation, waste generation and accumulation, and environmental impact and degradation • Complex interrelationship between the economic development needs and the environmental problems resulting from development efforts

It takes (in the U. S. )… • • 65% of total electricity consumption 50% of fossil fuels consumed 40% of materials use 25% of wood harvest 17% of fresh water withdrawals 124 trillion gallons/year total water use 146, 000 gallons/year average household use: – 42% indoors, 58% outdoors • … and much more… (Roodman & Lenssen 1996; Loken et al. 1994)

It leaves (in the U. S. )… • 136 million tons of construction and demolition waste annually • 8 -20% of solid waste • 25% of CFC emissions • 36% of CO 2 emissions • 740 million tons of CO 2 from commercial buildings alone • $60 Billion in medical expenses due to Sick Building Syndrome • … and much more… (Kibert et al. 1994; Zeiher 1996 ; Tchobanoglous et al. 1994; EBN 2001)

It continues to grow… • Total land area in U. S. = 1. 94 billion acres • Developed land in U. S. (excluding Alaska): 98. 2 million acres • Increase from 1982 to 1997: 34% • Average annual increase: 2. 3% • Increase in urbanized land relative to population growth: 2. 65 times the rate of population growth • … and much more… (EBN 2001)

It continues to evolve… • 170, 000 commercial buildings constructed annually • 44, 000 commercial buildings demolished annually • 1. 6 million new homes built annually (1. 3 million single family) • 245, 000 housing units demolished annually • … and much more… (EBN 2001)

It leaves a legacy… • • • 4. 6 million commercial buildings 101. 5 million homes (63. 8 single-family) 425, 000 brownfield sites 4 million paved miles 35. 4 million square miles total paved surfaces (public roadways, paved parking areas, and driveways) • More than 50% of wetlands lost in the lower 48 states between the late 1700 s and the mid-1980 s • … and much more… (EBN 2001)

In other words, we face an unsustainable linear approach to development… Resource Depletion and Degradation Environmental Impact and Degradation Production and Use of Energy Extraction and Use of Primary Resources Renewable and Nonrenewable Natural Resources (Inspired by D. Roberts) Waste Generation and Accumulation End-of-Service. Life Decision Processing and Manufacture Transportation and Commercialization Use and Consumption of Technologies, Systems, Products, Materials, and Services, in the Delivery, Operation, and Maintenance of Facilities and Civil Infrastructure Systems (FCIS) Technologies, Systems, Products, and Materials for FCIS Impacts to Humans

So, what can we do to address and overcome these challenges?

A wide range of constituencies, not only in the AEC industry but in other industries as well, have been attempting for many years the implementation of possible mechanisms to slow, reduce, and eliminate these impacts, and even restore conditions to a better state…

In other words, they have been striving to implement sustainability… Reduction/Elimination of Resource Depletion and Degradation Sustainable Resource Management Production and Use of Energy Extraction and Use of Primary Resources Renewable and Nonrenewable Natural Resources (Inspired by D. Roberts) Reduction/Elimination of Environmental Impact and Degradation Sustainable Strategies and Technologies Social/Cultural/Political/Regulatory, Economic/Financial, Ecological/Environmental Context Reduction/Elimination of Waste Generation and Accumulation Resource Recovery Processing and Manufacture Transportation and Commercialization Technologies, Systems, Products, and Materials for FCIS GRADUAL CHANGE TOWARDS SUSTAINABILITY End-of-Service. Life Decision Use and Consumption of Technologies, Systems, Products, Materials, and Services, in the Delivery, Operation, and Maintenance of Facilities and Civil Infrastructure Systems (FCIS) Intra- and Intergenerational Satisfaction of Human Needs and Aspirations Reduction/Elimination of Impacts to Humans

However, one problem is that when you start to discuss sustainability… • Some people strive to use tactics to leave you: – Scared… (the possible outcomes) – Bad… (the statistics and blame) – Guilty… (the greater good) – Confused… ( the intellectual base) – Relieved… (the technological fix) • Although any discussion on Built Environment Sustainability (BES) needs to address all these points of view, this presentation will strive to avoid the polarization they inevitably cause…

… and instead of debating any of these points of view, focus on: what could the A/E/C Industry do to effectively implement Built Environment Sustainability (BES)?

The first thing that we can do to implement BES in the A/E/C Industry is to: Establish, as a point of departure, the dimensions, influences, and scales of BES…

So, from various perspectives. . . INDIVIDUAL PROFESSIONAL ENTERPRISE INDUSTRY SOCIETY WORLD

. . . and at various levels of complexity. . . MOLECULAR MATERIAL PRODUCTS PROCESSES SYSTEMS COMPLEX SYSTEMS (Inspired by P. Anastas)

…we need to establish that we need/want to sustain are. . .

People Body Mind Heart Soul Communities Organizations Families Individuals

The Built Environment Civil Residential Infrastructure Facilities Systems Non. Industrial Residential Facilities

Production Systems Goods Products Services

Air Water Soil Biota (Plant and Animal Species) Local Global The Natural Environment

The Resource Base People The Built Environment Production Systems Resource Base The Natural Environment

The Resource Base Built Capital Industrial Capital (Facilities and Infrastructure) (Products, Goods, Services) Natural Capital Social Capital (Renewable and Non-renewable Resources) (Professional and Non-professional Workforce) Economic Capital

Dimensions, Influences, and Scales of BES Environmental and Ecological Systems Economic and Financial Systems Spatial Scale Social, Cultural, Political, and Regulatory Systems

The Spatial Scale of BES SITE FOOTPRINT LOCAL FOOTPRINT STATE FOOTPRINT REGIONAL FOOTPRINT NATIONAL FOOTPRINT GLOBAL INTERNATIONAL FOOTPRINT

Dimensions, Influences, and Scales of BES Environmental and Ecological Systems Spatial Scale Economic and Financial Systems Temporal Scale Social, Cultural, Political, and Regulatory Systems

The Temporal Scale of BES TODAY 1 YEAR 1 – 5 YEARS 5 – 10 YEARS 10 – 25 YEARS 25 – 50 YEARS +

Dimensions, Influences, and Scales of BES Environmental and Ecological Systems Spatial Scale Economic and Financial Systems Temporal Scale Social, Cultural, Political, and Regulatory Systems

However, “There is nothing more tragic than the death of a beautiful theory at the hands of a brutal gang of irrefutable facts. ”

… and the irrefutable facts are that the AEC industry… • … operates with a “Horizontal Tunnel Vision” within “Vertical Stovepipes”… • … follows a “Cradle to Grave” path of development combined with a “Turf Mentality” at an industry level… • … is full of “Conventional Enterprises” that operate with “Institutional Amnesia”. . . • … lives in the “Jail of the Status Quo” further hampered by the “Shackles of Quality, Cost, and Time” within a “Commodity and Service Trap”…

… and the irrefutable facts are that the AEC industry… (cont. ) • … executes AEC projects as an “Obstacle Course Race” with a “Herd of Cats” who are constantly “Thumb Wrestling” and who suffer from “Spatial and Temporal Myopia”… • … needs to overcome its “Piece Meal” and “Rice Bowls” mentalities, and to avoid all the “Islands of Execution and Automation”…

In fact, compared to other industries… The Aerospace Industry The Automotive Industry The AEC Industry

So, in this brutal context, very few theories have a chance to survive …

So the second thing that we can do to implement BES in the A/E/C Industry is to: Apply a roadmap and a set of principles for the implementation of BES that will enable the AEC industry to move from its current inhibitors to a new set of enablers…

Planning Design Procurement & Construction Civil Infrastructure Systems (CIS) Facilities (F) Commissioning & Start-up Operations & Maintenance Push End-of-Service Life Feasibility Studies, Research & Development Procurement & Construction Testing, Validation, Approval & Certification Technologies, Systems, Products, Materials, & Equipment for FCIS Manufacturing Push Commercialization & Transportation Total Life Cycle Delivery and Use of Technologies, Systems, Products, Materials, & Equipment for FCIS End-of-Service Life Use End-of-Service Life Total Life Cycle of the Delivery and Use of Civil Infrastructure Systems Total Life Cycle of the Delivery and Use of Facilities From A/E/C industry fragmentation…

Pull/Push Planning Design Procurement & Construction Commissioning & Start-up Design Sustainable Facilities (F) Operations & Maintenance Pull/Push End-of-Service Life Feasibility Studies, Research & Development Sustainable Civil Infrastructure Systems (CIS) Testing, Validation, Approval & Certification Collaboration Sustainable Technologies, Systems, Products, Materials, & Equipment for FCIS Manufacturing Procurement & Construction Commissioning & Start-up Operations & Maintenance Pull/Push Commercialization & Transportation Total Life Cycle Delivery and Use of Technologies, Systems, Products, Materials, & Equipment for FCIS End-of-Service Life Use End-of-Service Life Total Life Cycle of the Delivery and Use of Civil Infrastructure Systems Total Life Cycle of the Delivery and Use of Facilities …to A/E/C industry collaboration

From a limited and narrow view of A/E/C project scope… PROJECT DEFINITION AND DELIVERY OF A FCIS PROJECT Duration DRIVERS FOR A FCIS PROJECT Problem Need Opportunity Desire Start Planning Design Procurement & Construction RESOURCE BASE FOR A FCIS PROJECT ORIGINATOR FOR A FCIS PROJECT Enterprise Organizational Unit Functional Unit Individual Commissioning & Startup End

…to an expanded A/E/C project scope PROJECT DEFINITION AND DELIVERY OF A SUSTAINABLE FCIS PROJECT Duration DRIVERS FOR A SUSTAINABLE FCIS PROJECT Problem Need Opportunity Desire Start Planning Design Procurement & Construction Commissioning & Startup USE OF A SUSTAINABLE FCIS RESOURCE BASE FOR A SUSTAINABLE FCIS Operations & Maintenance PROJECT ORIGINATOR FOR A SUSTAINABLE FCIS PROJECT Enterprise Organizational Unit Functional Unit Individual End Post-occupancy Evaluation and Feedback End-of-Service Life OUTCOMES OF A SUSTAINABLE FCIS Problem Solution Need Satisfaction Opportunity Capitalization Desire Realization

From the “Jail of the Status Quo”… Characteristics and Requirements of a Specific Capital Project AEC CAPITAL PROJECT Processes for the Delivery and Use Resources for the Delivery and Use of a Specific Capital Project Contextual Envelope of a Specific Capital Project

…to continuous improvement • Research & Development • Education & Training • Best Practices • Lessons Learned • Creativity & Innovation Enhanced Characteristics and Requirements of a Specific Capital Project AEC CAPITAL PROJECT Enhanced Processes for the Delivery and Use Resources for the Delivery and Use of a Specific Capital Project Enhanced Contextual Envelope of a Specific Capital Project

…to continuous improvement • Research & Development • Education & Training • Best Practices • Lessons Learned • Creativity & Innovation Enhanced Characteristics and Requirements of a Specific Capital Project Enhanced AEC CAPITAL PROJECT Compatibility among Characteristics, Processes, and Resources Enhanced Processes for the Delivery and Use Resources for the Delivery and Use of a Specific Capital Project Enhanced Contextual Envelope of a Specific Capital Project

…to continuous improvement Requirements and Characteristics of a Capital Project (The “What”) Enhanced Resources for its Delivery and Use ced (The “With What”) n a nh E Sta tu uo Q s Enhanced Status Quo Processes for its Delivery and Use (The “How”) Contextual Envelope of a Capital Project

From a very fragmented life cycle execution of an A/E/C project… Vendors/Suppliers Team Owner Team Design Team (May Include Users/Operators) (Archs. / Engrs. ) Primary Lead Construction Team Operations Team (Cms. /Gcs. /Scs) (Users/Operators) Primary Lead Planning Phase Design Phase Construction Phase End-of- Service Life Decision Operation/ Maintenance/ Management Start–Up Construction Operations Construction Planning Bid or Negotiate, Award Contract Documents Design Development Conceptual/ Schematic Design Project Definition Package Pre-project Planning & Funding Start Characterization & Performance Goals Setting Procurement Operation Phase End

…to an integrated project life cycle External Parties Vendors/Suppliers Team Owner Team Design Team Construction Team Operations Team (May Include Users/Operators) (Archs. / Engrs. ) (Cms. /Gcs. /Scs) (Users/Operators) Primary Lead Active Participation End-of- Service Life Decision Operation/ Maintenance/ Management Start–Up Construction Operations Construction Planning Bid or Negotiate, Award Contract Documents Design Development Conceptual/ Schematic Design Project Definition Package Start Characterization & Performance Goals Setting Pre-project Planning & Funding Sustainable Procurement Phase Commissioning Phase Sustainable Planning Phase Sustainable Design Phase Sustainable Construction Phase Sustainable Operation Phase Sustainability Sensitive Delivery and Management Systems and Contract Types End

From a conventional performance paradigm… Quality Safety Capital Project Performance Cost Time

…to an enhanced performance paradigm Sh Lo ortn T Pe C g-T erm rfo os erm an d rm t an ce 4. Sho rt-Ter Long- m and Te Qualit y and rm R Perfor eliability mance CAPITAL PROJECT PERFORMANCE 5. d an m er rm t-T e or g-T y e Sh on fet anc ility, 8. L Sa rm curab , rfo 9. Pro uctability ty Pe li tr Cons issionabi omm e and C erformanc P Delivery Performance Parameters Product Performance Parameters m and rt-Ter 3. Sho Term Long- ysical l/Ph Forma mance Perfor 10. Op e Maint rability, ainabi lity and S ecurit , y Perfor mance Pe 11. rfo He rm alt an h ce y abilit n i a t s u 12. S ormance e P rf d an m er rm t-T e l or g-T na ce Sh on tio an 2. L nc m Fu rfor Pe Life Cycle Performance Parameters 1. Nonp Physical an hysic d Comp al Contex tual atibil Respo ity and nse 7. Sho rt-Te Long rm and -Term Risk Perfo rmanc e and Term t r o 6. Sh g-Term Lon Time ce rman Perfo Conventional Performance Parameters

From “Islands of Project Definition”… (1) PROGRAM DEFINITION PACKAGE (PDP) (2) PHYSICAL AND NON-PHYSICAL CONTEXTS (5) INTEGRATED DESIGN PACKAGE (IDP) Product Definition (8) PROJECT COMMISSIONING PLAN (PCP) (4) PROJECT TEAM (PT) (7) WORK BREAKDOWN STRUCTURE (WBS) Integrated Product/Process Definition (10) (11) 3 -D FINANCIAL/COST MODEL (3) PROJECT EXECUTION PLAN (PEP) (6) PRODUCTION PROCESS PLAN (PPP) Process Definition (13) (12) PRODUCTION TIME PROCESS MODEL (9) PROJECT PROCUREMENT PLAN (PProc. P)

…to integrated project definition (1) PROJECT DEFINITION PACKAGE (PDP) Project Site External Parties Design Team (5) INTEGRATED DESIGN PACKAGE (IDP) Product Definition (8) PROJECT COMMISSIONING PLAN (PCP) (10) 3 -D MODEL (3) PROJECT EXECUTION PLAN (PEP) (4) PROJECT TEAM DEFINITION (PT) (7) WORK BREAKDOWN STRUCTURE (WBS) Integrated Product/Process Definition (11) FINANCIAL/COST MODEL (12) TIME MODEL (6) PRODUCTION PROCESS PLAN (PPP) Process Definition (13) PRODUCTION PROCESS MODEL Construction Team (CM’s, GC’s, Subs) Vendors/Suppliers Team (Supply Chain) (9) PROJECT PROCUREMENT PLAN (PProc. P) (14) INTEGRATED PROJECT DEFINITION MODEL (IPDM) To Project Procurement, Construction, and Commissioning/Start-up Feedback (Arch’s/Engr’s) (2) PHYSICAL AND NON-PHYSICAL CONTEXT Owner & User/Operations Team

… and many, many more…

The challenge, though, is that all these enablers require various degrees of change…

So the third thing that we can do to implement BES in the A/E/C Industry is to: Acknowledge, address, and manage change, and then just do it!

What will be the trigger of change…? ATTITUDE TOWARD CHANGE SOURCE OF CHANGE External Internal Proactive FLASH Triggers are changes in: • Values • Mission • Perceptions SPLASH Triggers are changes caused by: • Market • Benchmarks • Competition Reactive CRASH Triggers are changes of: • Functional Requirements • Physical Integrity /Function CLASH Triggers are changes in: • Codes • Regulations • Standards (Inspired by A. Pearce) Regardless of the trigger, changes toward sustainability are inevitable, and how organizations respond to these changes will make them: end with a Pile of CASH… or end as a Pile of ASH…

. . . stated in another way. . . “. . . You reallyoughta-wanna. . . ” “. . . You reallyshoulda. . . ” “. . . You reallygonna-wanna. . . ” “. . . You reallygonna-hafta. . . ” (Inspired by P. Melhus)

So in closing, let me leave you with the following thought: What if the A/E/C Industry had…?

A Solid Conceptual Framework and Implementation Roadmap for BES Reliable Data and Analyses of the Economic Impact of Achieving and Not Achieving BES A Coordinated Public and Private Sectors National Agenda for BES Reliable Data and Analyses of the Benefits of BES Industry and Multistakeholder Alignment and Partnering toward BES Public and Private Investment in BES (Inspired by R. Jackson)

. . . and in addition, we were able to overthrow the Tyranny of the OR… and embrace the Genius of the AND…

It would not have to be GREEN OR GREEN ($). . . (Inspired by R. Jackson)

It would not have to be GREEN OR GREEN ($). . . (Inspired by R. Jackson)

It would not have to be GREEN OR GREEN ($). . . (Inspired by R. Jackson)

It would not have to be GREEN OR GREEN ($). . . (Inspired by R. Jackson)

It would not have to be GREEN OR GREEN ($). . . (Inspired by R. Jackson)

It would not have to be GREEN OR GREEN ($). . . (Inspired by R. Jackson)

It would not have to be GREEN OR GREEN ($). . . (Inspired by R. Jackson)

It would not have to be GREEN OR GREEN ($). . . (Inspired by R. Jackson)

It would not have to be GREEN OR GREEN ($). . . (Inspired by R. Jackson)

It would not have to be GREEN OR GREEN ($). . . (Inspired by R. Jackson)

It would not have to be GREEN OR GREEN ($). . . (Inspired by R. Jackson)

It would not have to be GREEN OR GREEN ($). . . (Inspired by R. Jackson)

It could be GREEN AND GREEN ($). . . (Inspired by R. Jackson)

…and by eliminating the high levels of waste in the industry, we could pay for all of this and more… The Industry Uses… The Industry Wastes…

Is all this hard to imagine…? Impossible to achieve…? Not really, but it will require some level of change in: In our Paradigms… In our Decisions… In our Choices… In our Actions…

Remember, Sustainability can be implemented: . . . one decision, one choice, or one action at a time. . . one paradigm at a time. . . one product or one process at a time. . . phase by phase in a product’s or a project’s life cycle. . . one project or one program at a time. . . one enterprise at a time. . . one industry at a time. . . in a gradual shift to a sustainable future……

So are we there yet, and if not, how far along are we? It depends on who you ask. . .

A Pessimist sees a glass filled to the middle with beer as half empty. . . An Optimist sees the glass as half full. . . An Engineer sees the glass as twice the size it needs to be. . . A Visionary sees the glass as half way until the next one. . .

But, in my case I want to believe that there is not only a next one… But, but many more… …

So let me finish by asking you, what if we do not strive to achieve BES?

THANK YOU! Email Address: jvanegas@ce. gatech. edu Just send me an email or give me your business card, if you would like a copy of, or additional information on, this presentation.