SE C T I O N T I T L E SUB - SE C TI ON T I T LE
ARCHITECT OF T HE CA PIT OL
SUSTAINABILITY PLAN FY 2014-2016
A RCHITECT OF T HE CA P ITOL S US TA I NA B ILI TY PL AN F Y 2 0 1 4 -2 0 1 6
ARCHITECT OF THE CAPITOL
SUSTAINABILITY PLAN FY 2014-2016
A RCHITECT OF T HE CA P ITOL S US TA I NA B ILI TY PL AN F Y 2 0 1 4 -2 0 1 6
TAB L E O F C ON T EN T S
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MESSAGE FROM THE ARCHITECT − STEPHEN T. AYERS
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CONTEXT FOR BUILDING A LEGACY OF SUSTAINABILITY: HISTORIC PRESERVATION
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Commitment to Historic Preservation Legacy of Sustainability Resource Conservation and Energy Savings Preserving Traditional Knowledge Maintaining Historic Landscapes
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THE AOC SUSTAINABILITY PROGRAM
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The AOC Mission Statement
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Overview of the AOC’s Sustainability Program About the Architect of the Capitol About the Sustainability, Energy and Water Conservation Division Sustainability Vision Statement The AOC and the “Guiding Principles” Sustainability Drivers
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Buildings, Infrastructure and People
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The AOC’s Five Pillars of Sustainability
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Sustainability Plan Implementation
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THE AOC SUSTAINABILITY COMMITMENTS
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Summary of Overall Sustainability Commitments
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Buildings
51
Infrastructure
59
People
65
REFERENCES
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M E SSAG E F R O M T H E ARC H I T EC T
Message from the Architect Stephen T. Ayers
The Architect of the Capitol (AOC) is actively fostering a legacy of sustainability. As a leader in the design, construction, maintenance, protection and preservation of our heritage assets, the AOC uses sustainability as a key performance measure in its everyday tasks. Our sustainability commitments are further integrated into the AOC’s long-term Strategic Vision, a framework for our future priorities and objectives. This document, the AOC Sustainability Plan FY 2014-2016, outlines initiatives to meet our current and future sustainability commitments. The agency’s mission is to achieve even greater reductions in energy usage and resource consumption while enhancing customer service, preserving the nation’s historical assets and remaining fiscally prudent. To effectively carry out that mission, we identified specific goals and benchmarks, as well as the strategies to attain them. The AOC is proud to be in the federal government’s top quartile for energy conservation. One of our key strategies is to harness the potential synergies within our organization—for example, recognizing that historic preservation, one of our fundamental values, can also be one of the highest forms of sustainability. We approach sustainability and energy strategies through our three elements—buildings, infrastructure and people. For this reason, we believe that a coordinated approach is essential to the effectiveness of our program. We are integrating sustainability principles into all areas of the organization and recognizing a collaborative strategy that facilitates the adoption and acknowledgement of those principles. Early and frequent interaction between all project stakeholders increases efficiency and prompts ingenuity, producing better results while also preventing redundancy and waste. Given the clients we serve, the history we are trusted to preserve, and the fiscal responsibility we have with regard to taxpayer funding, we believe that prudence is central to all of our efforts. I am confident that this plan demonstrates the unrelenting focus of our staff and enables us to continually improve our service, accurately preserve our heritage and increase efficiency for years to come.
Stephen T. Ayers, FAIA, LEED AP Architect of the Capitol 7 5
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CONTEXT FO R B UILDING A LEGACY O F SUSTAINAB ILIT Y:
HIST ORIC P R E SER VATIO N
H I ST O RI C PRE SERVAT ION
“ Take proper care of your monuments and you will not need to restore them.” John Ruskin, 1849.
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Skilled craftsmen work on the Statue of Freedom; the statue sits as the crowning feature of the Dome of the United States Capitol.
C O MM I TM EN T T O HI S TO RI C PR E S E RVAT I O N LEGACY OF SUSTAINABILITY Commencing with the installation of the Capitol’s cornerstone in 1793, the Architect of the Capitol (AOC) began to establish a legacy of sustainability through investments in building structures that were designed and built for permanence. The AOC believes that the most sustainable buildings are those that can be maintained indefinitely and represent the potential for significant resource conservation. Harnessing these benefits requires thoughtful execution of restoration and preservation efforts, which are designed to take advantage of embedded energy conservation features and to minimize the resource inputs required for maintenance and operations.
H I ST O RI C PRE SERVAT ION
The AOC takes a holistic approach, recognizing the delicate balance between preservation and modernization, and the finite fiscal resources available to accomplish these priorities. The agency’s Preservation Policy and Standards, AOC Order 37-1, explains the specific “Heritage Assets” (structures, landscapes, art, archives, furniture, etc.) to be protected under the stewardship of the AOC, as well as the set of rules to ensure the highest quality of care. All of the AOC personnel that design, plan or carry out construction or revitalization projects that may affect a heritage asset are required to consult with the Historic Preservation Officer and/or Curator to determine how best to minimize, mitigate or monitor the impact of the project. The Historic Preservation Officer also increases awareness of vulnerable assets by forming relationships with building stakeholders and maintenance personnel, working with them to establish procedures that reduce costs as well as historic or environmental impacts. The AOC strives to improve on best practices by sharing lessons learned with other agencies, and by working to continuously grow the body of knowledge associated with historic preservation and sustainability.
RESOURCE CONSERVATION AND ENERGY SAVINGS Properly executed restoration and retrofit efforts provide an effective means to reduce both the energy used and the waste generated from the extraction of resources, construction and demolition associated with new construction. The preservation of buildings on Capitol Hill includes the reuse of the architectural components as well as historic furniture and decorations, thereby avoiding the waste of energy and materials caused by short-sighted replacement. A building’s lifetime environmental impact is dependent upon everyday operations and maintenance. The AOC and its team of experts have been successful at optimizing new equipment within the framework of its historic buildings to attain substantial energy and cost savings.
John Ruskin (8 February 1819 – 20 January 1900) was a leading English art critic of the Victorian era. His works included influential writings on preservation and conservation. 9
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HISTORIC PRESERVATION: A LEGACY OF SUSTAINABIL ITY Commencing with the installation of the Capitol’s cornerstone in 1793, the AOC established a legacy of sustainability with investments in structures designed and built for permanence. The definition of “sustain” is to “keep up, prolong;” similarly, the AOC believes that the most sustainable buildings are those that can be maintained indefinitely and represent the potential for significant resource conservation.
Energy Intensity for Sum of Major Fuels (thousand Btu/square foot)
95.7 86.0
84.1
BEFORE 1960
1960-1989
1990-2003
DESPITE THE COMMON NOTION THAT HISTORIC BUILDINGS ARE INEFFICIENT, THE AVERAGE ENERGY CONSUMPTION PER SQUARE FOOT OF EXISTING BUILDINGS BUILT BEFORE 1960 IS 13.8 PERCENT LESS THAN THOSE BUILT BETWEEN 1960 AND 1989 AND 2.3 PERCENT LESS THAN THOSE BUILT FROM 1990 TO 2003*. *The most recent year for which data is available.
H I ST O RI C PRE SERVAT ION
75%
75 PERCENT OF THE GOALS REQUIRED FOR THE U.S. GREEN BUILDING COUNCIL’S LEED® CERTIFICATION ARE AUTOMATICALLY MET WHEN HISTORIC BUILDINGS ARE REVITALIZED.
EVERY MILLION DOLLARS SPENT ON HISTORIC BUILDING REVITALIZE GENERATES APPROXIMATELY 35 NEW JOBS.
20-60% THE AMOUNT OF ENERGY SAVINGS ACHIEVED THROUGH RETROFITS AT MANY EXISTING COMMERCIAL OFFICE BUILDINGS.
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PRESERVING TRADITIONAL KNOWLEDGE In addition to preserving the physical structures themselves, the AOC works to preserve the knowledge of traditional carpentry, masonry and other skilled crafts necessary to continue maintaining the Heritage Assets. The AOC employs a number of craftsmen and craftswomen with unique traditional skills, utilizing their knowledge internally while also making it available to others preserving historic facilities across the United States.
The AOC employs more than 2,000 talented professionals and craftspersons to maintain the historic integrity of Capitol Hill buildings and grounds.
H I ST O RI C PRE SERVAT ION
MAINTAINING HISTORIC LANDSCAPES A priority of the AOC is its commitment to protecting and preserving the historic Capitol Grounds as envisioned by Frederick Law Olmsted. The Capitol Grounds were conceived and implemented with deliberation for a space that formed long vistas and democratic assembly areas. The physical environment of the space provides a meaningful visitor experience because of its walkability, historic setting and vegetation in and around the parks and fountains. The maintenance of these historic landscapes helps to enhance such features, while also providing additional environmental benefits. These benefits include everything from reducing stormwater runoff to improving the surrounding air quality and increasing the stability of the grounds. The AOC’s Cultural Landscape Reports and Capitol Campus Master Plan help to guide decision-making for long-term management of these spaces. They document the history, evolution, existing conditions, significance and integrity of the cultural landscape. Landscape interpretation and treatment guidelines are developed based on these findings and inform recommendations for appropriate long-term landscape stewardship.
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ARCHITECT OF T HE CA PIT OL’S
SUS TAIN ABILITY P R OGRAM
SU STAI N ABI L I T Y P ROGRA M
OUR MISSION
To serve Congress and the Supreme Court, preserve America’s Capitol and inspire memorable experiences.
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Close up of a laylit detail located in the Russell Senate Office Building.
A RC HITECT OF THE CA P I TOL’S
O V E RV I E W O F T H E S US TA I NABI L I T Y PROGRAM ABOUT THE ARCHITECT OF THE CAPITOL The AOC is part of the Legislative Branch of the federal government and serves Congress and the U.S. Supreme Court. Its nine specialized divisions, or “jurisdictions,” are responsible for the maintenance, operation, development and preservation of the Capitol Campus and its offsite facilities. The United States Capitol Campus consists of the U.S. Capitol Building and U.S. Capitol Visitor Center; the Cannon, Ford, Longworth and Rayburn
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House Office Buildings; Russell, Dirksen and Hart Senate Office Buildings; James Madison Memorial Building, John Adams Building, Thomas Jefferson Building; U.S. Supreme Court; U.S. Botanic Garden; Thurgood Marshall Federal Judiciary Building; Capitol Power Plant; and the U.S. Capitol Police Eney, Chestnut and Gibson Memorial Buildings and K9 facilities. The AOC provides the professional expertise necessary to preserve the architectural and artistic integrity of the facilities entrusted to its care.
ABOUT THE SUSTAINABILITY, ENERGY AND WATER CONSERVATION DIVISION Fiscal Year (FY) 2011 marked the formal establishment of the Sustainability, Energy and Water Conservation Division (Division). This Division is responsible for continuing sustainability and energy performance initiatives and addressing some of the AOC’s greatest challenges, which includes preserving the historic integrity of the buildings on Capitol Hill, while making them as energy efficient as possible. The Division produces an annual Sustainability, Energy and Water Conservation report to inform Congress and the American people of the AOC’s
SUSTAINABILITY VISION STATEMENT
progress on meeting its resource efficiency goals as well as a Sustainability Plan to report on the AOC’s sustainability program
The AOC has cultivated a legacy
and initiatives.
of sustainability by promoting a
In addition, this Division works with
culture of resource conservation,
other Executive Branch agencies and represents the Legislative Branch at federal stakeholder meetings like the meetings of the Inter-Agency Sustainability Working Group, the Monumental Core Climate Adaptation Working Group, the Building Technology Research and Development Working Group, the International Facility Management Association, the Association of Energy Engineers, the Construction Management Association of America and
increasing energy and water efficiency, promoting health and wellness, sustaining the Capitol’s natural sites and practicing one of the highest forms of sustainability, historic preservation.
the Construction Industry Institute. 17
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AOC AND THE “GUIDING PRINCIPLES” Under Executive Order 13514, “Federal Leadership in Environmental, Energy and Economic Performance” (2009), executive branch agencies must comply with the Guiding Principles for Federal Leadership in High Performance and Sustainable Buildings (henceforth referred to as Guiding Principles). The Guiding Principles are a federal high performance sustainable building standard which defines focus areas and associated targets to improve the environmental performance of activities associated with a building. The Guiding Principles were developed by the Interagency Sustainability Working Group, a subcommittee for sustainability of the built environment in federal government, to assist agencies in meeting the high-performance, sustainable goals developed under previous executive orders. Although a legislative branch agency, the AOC has voluntarily committed to following the Guiding Principles for existing buildings and all new major projects. To meet standards defined in the Guiding Principles, the AOC is committed to achieving Guiding Principle compliance for 15 percent of its spaces by the end of FY 2015. Focus areas include reducing energy and water use, improving indoor air quality and reducing the environmental impact of materials through procurement practices and waste diversion. These commitments are crossreferenced within the AOC’s programs and elements.
Federal Facilities: Government-Wide Progress Toward Meeting Sustainability Guiding Principles
1.7%
FY 2011 by Building
4.4%
FY 2011 by GSF
9.0%
FY 2012
11.0%
FY 2013
13.0%
FY 2014
15.0% 0%
2%
4%
6%
8%
10%
12%
Percentage of Buildings >5,000 GSF Meeting Sustainability Guiding Principles
14%
FY 2015
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SUSTAINABILITY DRIVERS In addition to the Guiding Principles, the AOC’s sustainability program is inspired by both federal policies and its own internal directives. Sustainability drivers include goals set by Congress in the Energy Policy Act of 2005 (EPAct05) and the Energy Independence and Security Act of 2007 (EISA 2007). Further, the AOC is challenging itself to attain the goals it established in the Agency’s Strategic Vision Action Plan.
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2007
Energy Independence and Security Act
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Sus tain
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Sustainability Drivers
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2005
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Energy Policy Act
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Transportation
Energy Policy Act of 2005 EPAct05 provides incentives and policies to promote alternative and renewable fuels in the U.S. This act specifically charged the AOC with developing, updating and implementing “a cost-effective energy conservation and management plan” for all congressional buildings to meet national energy performance requirements for federal buildings. Under EPAct05, the AOC reports to Congress on an annual basis about agency-wide energy expenditures and savings estimates, as well as current and planned energy management projects.
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Energy Independence and Security Act of 2007 In addition to energy performance and benchmarking requirements, EISA 2007 includes provisions to increase energy performance in new and existing buildings, expands the flexibility of Energy Savings Performance Contracts (ESPCs), strengthens energy-efficient product procurement and reduce petroleum dependence. As part of the legislative branch of government, the Act mandates that the AOC report annually to Congress on progress made toward several of these provisions, including aggressive standards to reduce energy use 30 percent from FY 2003 levels by FY 2015. For more information, see the AOC’s most recent Annual Sustainability, Energy and Water Conservation Report available online at aoc.gov.
Strategic Vision The AOC recently finalized its Strategic Vision, which outlines agency priorities for FY 2012-2016 and identifies specific strategies to enhance a wide range of AOC services and assets. The sustainability program includes improvements in energy efficiency, continued outreach to promote a culture of resource conservation and the integration of sustainable practices into all aspects of the organization.
Capitol Campus Master Plan Working with Congress, the AOC began steps to prepare a long term Capital Campus Master Plan (CCMP) in 2003, which outlines “a clear vision of its long-range capital requirements and priorities.” The creation of this overarching plan provided Congress with a consistent vision for the planning horizon and aspirations for future generations. The CCMP assesses the present physical conditions and capacities of all buildings, grounds, monuments and facilities under the care of the AOC.
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It documents current and future congressional programmatic needs and identifies ways to seamlessly integrate those needs with modern-day code, security, technology, circulation and environmental opportunities. The CCMP serves as a “blueprint� to aid the AOC and Congress in planning, developing and prioritizing future capital projects which support the commitments outlined in this Sustainability Plan.
Sustainability Framework Plan The CCMP contains six framework plans—Historical and Cultural Assets, Landscape and Open Space, Security, Transportation, Utilities and Infrastructure and Sustainability. These plans highlight systematic level issues impacting the campus and are then addressed through project execution. The Sustainability Framework Plan includes sustainable best practice management strategies and goals that are consistent with the EPAct05 and EISA 2007. It provides a roadmap for stakeholders to identify synergies that exist between various building and site systems and integrate life-cycle costs into capitol project planning. The first step in the development of the framework plans involved researching current facility practices and identifying environmental issues specific to the campus. Results were based on meetings with representatives of the jurisdictions and the AOC planning office, analysis of pilot programs, and feedback from surveys presented to the stakeholder group. Based on those findings, recommendations for reducing the environmental footprint of the Capitol Campus were included in the CCMP. The content of the work was grouped into the following categories: Energy and Water Resource Conservation and Utility Service; Stormwater Management and Landscape Practices; Improved Indoor and Outdoor Environment; and Materials Management and Operations Procedure. These categories align with the Buildings, Infrastructure and People approach and commitments as detailed within this Sustainability Plan. 21
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Capitol Hill employee commuting into work.
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BU ILD I NG S, INFR A S TR U C T U R E A ND P E OPL E Capitol Hill comprises not only many of the nation’s most historic buildings, but also an intricate network of infrastructure and thousands of people who work at the campus or come as tourists. The AOC breaks down its constituent components into three overarching elements—Buildings, Infrastructure and People.
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Buildings, Infrastructure and People are defined by their physical attributes as well as the five pillars of sustainability— energy, water, indoor environment quality, materials and site—that are captured within their boundaries. Each requires separate strategic approaches to improve the sustainability of their overall environmental impact.
MATERIALS ENERGY
WATER
SITE
INDOOR ENVIRONMENTAL QUALITY
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BUILDINGS • The AOC maintains more than 17.4 million square feet of building space. • The buildings element includes the physical structures of Capitol Hill which serve as homes for the functions of government. This includes building systems such as the building exterior, mechanical, electrical and finishes. The buildings on Capitol Hill also contain historically significant art, furniture, statuaries and manuscripts. • The AOC’s role in this element is largely one of capital development and maintenance— preserving and rehabilitating existing spaces and building new ones when necessary.
INFRASTRUCTURE • The AOC maintains more than 550 acres of grounds. • Infrastructure includes the components essential for the use and operation of the buildings, including utilities, transportation, telecommunication and security systems within Capitol Hill. • The AOC also maintains the Capitol Grounds and many roads crossing Capitol Hill.
PEOPLE • The AOC employs more than 2,000 full-time employees, serves 30,000 tenants and welcomes more than 3 million visitors a year. • Across Capitol Hill, architects, engineers and technicians design, enhance and maintain new and historic structures, spaces and building systems. Employees in various trades such as electricians, plumbers, landscapers, masons and carpenters maintain the facilities and infrastructure. • The facilities maintained by the AOC are occupied by U.S. Senators, Representatives, Supreme Court Justices and thousands of other government employees. • The AOC works to influence the behavior of the tenants and visitors. The AOC develops educational campaigns and design elements will promote environmental responsibility in positive ways.
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A street-level view of the East Front of the U.S. Capitol Building.
A RC HITECT OF THE CAPI TO L’S
FIV E P ILL ARS O F S US TA I NAB I L I T Y The AOC’s Sustainability Program strives to promote sustainability through a focus on five pillars: energy consumption, water use, materials, indoor environmental quality and site impacts.
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ENERGY All energy used by the facilities on Capitol Hill managed by AOC, including energy purchased or generated by the Capitol Power Plant. AOC provides energy in the form of steam and chilled water to several other non-AOC buildings including Union Station and Postal Square.
WATER All water used, indoor and outdoor, by the buildings and grounds on Capitol Hill. This also includes the water utilized by the Capitol Power Plant as part of its processes.
MATERIALS All resources consumed (e.g., small electronics, office supplies) by the AOC. The materials pillar also captures the resources used for new construction, restoration and day-to-day maintenance and operations of facilities and grounds including the generation of waste.
INDOOR ENVIRONMENTAL QUALITY The indoor environment inhabited by AOC employees, tenants and visitors. Specifically, this pillar addresses the air quality inside the AOC facilities, focusing on temperature, ventilation, moisture control, volatile organic compound emissions and overall comfort level of workplaces managed by the AOC.
SITE Management of the outdoor environment of the buildings on Capitol Hill. This includes the Capitol Grounds, properties immediately surrounding the AOC facilities, the U.S. Botanic Garden, roads, parking lots and other non-building properties managed by the AOC. 27
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Architect of the Capitol Stephen T. Ayers visits the Phelps High School during the AOC partnership program.
SUSTAINABILITY PLAN IMP L E M EN TAT I O N INTEGRATED ASSESSMENT, OPERATION AND MANAGEMENT APPROACH The AOC’s approach for plan implementation is inspired by the principles of Integrated Project Delivery. Integrated Project Delivery brings together “people, systems, business structures and practices into a process that collaboratively harnesses the talents and insights of all participants to optimize project results, increase value to the owner, reduce waste and maximize efficiency through all [project] phases.” A more integrated approach to planning and operations produces significant improvements to building efficiency and quality, and therefore the sustainability of its services. Integrated Project Delivery helps to solicit input from not only the architects and project managers, but also the historic preservation experts, occupants and the
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maintenance staff who maintain the structures or systems at the planning stage of a project. The goal is to eliminate redundancy provide a “common language� for the various experts to communicate and to identify early on in the process, any potential life cycle issues (for example, historical degradation or expensive maintenance requirements) so that they can be remedied before issues occur. Further, Integrated Project Delivery provides an opportunity to assess a project using life-cycle assessment tools. A life-cycle assessment provides a comprehensive view of product or process inputs and outputs in terms of the resources consumed and waste generated over its lifetime. These assessments are useful for sustainable projects to identify opportunities for resource savings and often include an embodied energy calculation, or the total amount of non-renewable energy consumed to construct, transport and maintain a product or process. Determining the embodied energy of a building is complicated, but could be important when comparing the environmental impact of maintaining an existing building against building new.
Integrated Project Delivery System TIME SAVED
KNOWLEDGE/VALUE
VALUE ADDED
Integrated Delivery
Traditional Delivery
Pre-Delivery
Design
Construction
Operations
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IMPLEMENTATION ACROSS THE AOC A major component of the AOC’s sustainability program is to identify and target administrative and operational activities with the potential for improved sustainable integration. These activities encompass all five pillars and are pervasive throughout the organization. For instance, if procurement of both fiscally and environmentally responsible products is considered and implemented throughout the agency, this practice could have a significant impact on the AOC’s overall environmental footprint and in ensuring the safety of chemicals and preventing pollution. Therefore, the AOC is focused on a number of technically specific plans that add structure and guidance. The following management processes will assist the AOC in achieving this Sustainability Plan’s commitments. The Plans include:
Design Guidelines The AOC’s Design Guidelines set high standards for construction and renovation efforts. To keep up with state-of-the-art technologies and practices, the design standards are regularly reviewed and updated. The Design Guidelines include sustainable design and resource conservation strategies and the consideration of environmentally preferable products in order to improve overall environmental performance.
Energy Plan AOC’s Energy Plan provides action plans for jurisdictional energy managers to improve the energy performance of AOC’s facilities by providing a prioritized list of energy conservation opportunities that were previously identified by audits, surveys and retro-commissioning
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efforts. The campus, jurisdictional and building level profiles contain actual FY13 energy usage, updated energy models, performance targets and model assumptions for the major buildings. Follow-up occurs with regular jurisdictional meetings to discuss building performance issues, strategies and resulting progress.
Sustainable Operation Plans The Sustainability and Energy Division collaborated with other AOC Divisions and Jurisdictional staff to address the operations and maintenance of AOC facilities. The team developed a series of customizable Plans designed to help the jurisdictions incorporate sustainable elements into daily operations: • A Water Management Plan identifies best practices and products based upon previously conducted water conservation studies. • The Building Exteriors and Hardscape and Landscape Management Plans address maintenance activities and the historical integrity of AOC facilities. • The Indoor Air Quality Management Plan for Facility Alterations and Additions defines procedures for protecting indoor air quality during alterations consistent with the recommendations in the Sheet Metal and Air Conditioning Contractors’ National Association IAQ Guidelines for Occupied Buildings Under Construction, Second Edition. • Additional guidance includes Plans to define best practices for operations and maintenance activities which typically used pesticides and/or other chemicals. The Integrated Pest Management Plan, Sustainable Purchasing Policy and Green Cleaning Plan ensure that the AOC’s buying power is leveraged to the greatest extent possible to encourage the availability of environmentally preferable products in the general marketplace, without compromising the AOC’s dedication to fiscal responsibility.
Stormwater Pollution and Prevention Management Plan The Stormwater Pollution and Prevention Management Plan is a three-phase plan for the U.S. Capitol and its surrounding facilities. The Plan is based on detailed utility infrastructure, topographic and hydrologic information, and is consistent with the District of Columbia stormwater regulations and the Guiding Principles. The completed plan provides an understanding of legacy stormwater management issues and recommends creative stormwater management techniques that are both respectful of the historical integrity of the Capitol Campus and responsive to regulatory requirements.
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Master Meter Program The Master Meter Program provides the blueprint for the operations and maintenance of approximately 300 utility meters which measure steam, chilled water, electricity, condensate, domestic water, fire service water, natural gas and fuel oil consumed by the facilities on Capitol Hill. This advanced metering allows for AOC to more closely analyze usage profiles and validate utility charges than previously available.
Building Automation System Master Plan The BAS is a network that allows AOC buildings to be interconnected to a separate and secure digital platform. The BAS Master Plan is focused on the operability and integration of more than 130,000 control points reporting to a central platform. These points monitor and control parts of the heating, ventilation and air conditioning, lighting and vertical transportation systems, as well as utility meters and the Legislative Clock System. This plan looks at the future of the system to ensure that the network is managed to support future missions and system expansion and it continues to be a robust tool to maintain occupant comfort, improve building performance, prolong equipment life-cycle and conserve resources.
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MEASURING PROGRESS AND CONTINUAL IMPROVEMENT A widely accepted management principle is “what gets measured is managed.” The AOC supports this principle and, in an effort to simultaneously increase awareness and measure progress towards its sustainability commitments, employs the following tools to facilitate this process:
Advanced Metering As part of the Master Meter program, advanced metering monitors fifteen-minute intervals and feeds the data into the Utility Metering Enterprise System (UMES). This combination of field hardware and software interface easily provides a much more detailed and immediate profile for AOC energy managers and operations personnel to analyze trends, identify performance anomalies, and track results than the previous method of analyzing monthly utility bills. This data also supports the Bill Verification System (BVS) that analyzes and processes AOC’s utility bills.
Identifying Opportunities Over the last few years, the Sustainability and Energy Division managed several efforts to identify Energy Conservation Measures (ECMs). Comprehensive energy audits were used to document existing performance, develop prioritized ECMs and provide supporting analysis for minor construction and capital project formulation. Minor measures were taken on by
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jurisdiction operations and maintenance staff or incorporated into preventative maintenance procedures. The Retro-commissioning Program enabled the AOC to intensely review our HVAC and control systems and strategies and provide recommendations in the form of Issues Logs and equipment-specific ECMs. These not only complement the previously completed energy audits, but provide operations and maintenance personnel a detailed deficiency list for their immediate action. These various efforts also provide valuable data for the ongoing Facility Condition Assessment Program managed by the Planning Division.
Modeling and Benchmarking Performance As a result of data collected during energy audits and through our meter database, the AOC has the ability to compare building performance against theoretical energy performance. Energy models provide a best-case energy usage, assuming systems within the building operate appropriately. Often these assumptions, when compared to energy model outputs, point out operating systems that are not functioning properly. This valuable information assists the AOC in targeting and prioritizing potential building system issues, repairs and/or upgrades.
Project Prioritization Process Annually the AOC uses a prioritization process to assist in rating potential capital projects. This process results in a prioritized list of projects with recommendations to the Architect for which projects to incorporate into the annual budget. Potential projects are prioritized by: life safety and code compliance; security; impact on mission; historic preservation; economics and sustainability. This uniform approach to project prioritization ensures that AOC employees are thoughtfully weighing the variables of the greatest importance to the AOC when formalizing facility enhancements and funding.
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Scorecards The AOC tracks the implementation of sustainable strategies across Capitol Hill to benchmark the agency against the AOC’s internal environmental metrics, its own legislative mandates and the targets established by other federal agencies. Representatives of the Division in conjunction with project managers and other AOC business partners facilitate the completion of a sustainability scorecard during the design, construction and postconstruction phases of the project. The scorecard framework is used in the AOC’s Project Prioritization Process and serves as a snapshot for the AOC’s Integrated Project Delivery process which allows the AOC to measure, assess and continually improve upon its overall environmental impact. This scorecard includes categories for energy and water performance, indoor air quality, natural resource consumption and educational efforts.
Sustainability Information Management System The Sustainability Information Management System is used to track the achievements of the AOC’s sustainability and energy reduction practices. The Sustainability Information Management System supports the Division’s comprehensive approach for coordinating existing and future efforts, identifying sustainability benchmarks and helping to integrate sustainability and energy efficiency practices into daily operations. These methods will assist the AOC in the evaluation of its program and efforts and will ultimately lead An example screenshot of the AOC Sustainability Information Management System.
the AOC towards continual improvement.
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ARCHITECT OF T HE CA PIT OL’S
SUS TAIN ABILITY COM MITM EN TS
SU STAI N ABI L I T Y C O MM IT M EN T S
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SUMMARY OF OVERALL S US TA INA BI L I T Y CO M MITMEN T S The AOC developed commitments for each of the five pillars (energy, water, materials, indoor environmental quality and site) and cross referenced them to the AOC’s overarching elements: Buildings, Infrastructure and People. Each require a separate strategic approach to improve the sustainability of their overall environmental impact.
BUILDINGS
INFRASTRUCTURE
PEOPLE
PORTFOLIO GOALS* Achieve compliance with the Guiding Principles for Sustainable Existing Buildings at 15 percent of the AOC’s buildings (greater than 5,000 square feet) by end of FY 2015. Track and assess new construction and major renovation projects to the United States Green Building Council’s Leadership in Energy and Environmental Design (LEED ®) rating system by end of FY 2013. Track and assess 100 percent of eligible buildings by the end of FY 2016. Buildings will be metered for electricity, steam and chilled water, and benchmarked against current and ideal building performance models.
ENERGY Reduce overall energy use intensity by 30 percent by end of FY 2015. Reduce Greenhouse Gas (GHG) Emissions (Scope 1 and 2) by 25 percent compared to the FY 2008 baseline by end of 2016.
* In this Sustainability Plan, Portfolio Goals refers to goals which can impact each of the five pillars; energy, water, materials, indoor environmental quality and site.
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WATER Track and assess 100 percent of water use by the end of FY 2016. 15 percent of the AOC buildings to meet the Guiding Principles for Sustainable Existing Buildings for indoor and outdoor water requirements by end of FY 2016.
MATERIALS Reduce, reuse or recycle at least 40 percent of building occupant waste by end of FY 2016. Reduce, reuse or recycle at least 80 percent of construction and demolition waste by end of FY 2016. Develop an Environmentally Preferable Product Policy by end of FY 2015.
INDOOR ENVIRONMENTAL QUALITY Provide a comfortable and productive work environment that achieves ventilation and thermal comfort levels as defined in American Society of Heating, Refrigeration, and Air-Conditioning Engineers (ASHRAE) 55-2004 and 62.1-2007 at 15 percent of buildings by end of FY 2013. Develop a Moisture Control Policy and associated implementation strategy by end of FY 2015.
SITE Any new construction project of greater than 5,000 square feet and impacting its surrounding site area to meet and/or exceed applicable legal stormwater regulations by end of FY 2016. Design new landscaping projects to meet the Sustainable Sites Initiative™ (SITES) standard by the end of FY 2016. Where feasible, track existing landscapes within the Guidance for Federal Agencies on Sustainable Practices for Designed Landscapes by end of FY 2016. Evaluate climate change risks and the potential impacts on the agency’s mission, programs and operations by end of FY 2016.
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A close up view of the house wing and west side of the Capitol Dome.
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B U ILDIN G S In the United States, buildings alone account for 36 percent of total energy use, 30 percent of raw materials use, 30 percent of waste output and 12 percent of potable water consumption, according to the EPA. The AOC is committed to being a leader among federal agencies in energy and sustainability management by proactively reducing its environmental footprint through strategic implementation of its programs.
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BUILDING SUSTAINABILITY COMMITMENTS PORTFOLIO GOALS
Achieve compliance with the Guiding Principles for Sustainable Existing Buildings at 15 percent of the AOC’s buildings (greater than 5,000 square feet) by end of FY 2015. Track and assess new construction and major renovation projects to the United States Green Building Council’s LEED ® rating system by end of FY 2013. Track and assess 100 percent of eligible buildings by the end of FY 2016. Buildings will be metered for electricity, steam and chilled water, and benchmarked against current and ideal building performance models.
ENERGY
30% REDUCTION OF OVERALL ENERGY USE INTENSITY BY 2015
Reduce overall energy use intensity by 30 percent by end of FY 2015.
2013
2015
Reduce GreenHouse Gas (GHG) Emissions (Scope 1 and 2) by 25 percent compared to the FY 2008 baseline by end of 2015.
WATER
Track and assess 100 percent of water use by the end of FY 2016.
2013
2016
15 percent of the AOC buildings to meet the Guiding Principles for Sustainable Existing Buildings water requirement by end of FY 2015.
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MATERIALS
Reduce, reuse or recycle at least 80 percent of construction and demolition waste by end of FY 2016.
INDOOR ENVIRONMENTAL QUALITY
Provide a comfortable and productive work environment that achieves ventilation and thermal comfort levels as defined in ASHRAE 55-2004 and 62.1-2007 at 15 percent of buildings by end of FY 2013.
SITE
Evaluate climate change risks and the potential impacts on the agency’s mission, programs and operations by end of FY 2016.
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ACHIEVE COMPLIANCE WITH THE GUIDING PRINCIPLES FOR EXISTING BUILDINGS To meet the federal Guiding Principles’ standards, AOC buildings must achieve performance goals related to energy and water use, indoor air quality, environmentally preferable procurement and waste diversion. A scorecard framework is used to track the implementation of sustainable strategies across the buildings on Capitol Hill to benchmark the agency against the AOC’s internal environmental metrics and the Guiding Principles requirements. The AOC will measure, assess and continually improve upon its overall environmental footprint, cutting energy and resource use while at the same time improving levels of comfort.
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EVALUATE AOC NEW CONSTRUCTION PROJECTS TO THE USGBC’S LEED ® RATING SYSTEM In adding to its federal drivers, the AOC established a guideline of Silver Level certification for new construction from the LEED® Green Building Rating System. The LEED® rating system, created by the U.S. Green Building Council, consists of a series of building design and operational practices, prerequisites, and optional credit points for green site and building strategies. The rating system is based on a numeric point system, with certifications awarded to buildings that exhibit good-to-high environmental performance. The AOC intends to evaluate all new construction and major renovation projects against the most recent version of the U.S. Green Building Council’s LEED® rating system.
REDUCE OVERALL ENERGY AND WATER USE INTENSITY The AOC is tasked with operating and maintaining historic buildings not initially designed for modern demands. To drive energy and water reductions requires better consumption measures to make improvements based on quantifiable data; the execution of performance optimization projects to achieve substantial savings; the refinement of existing practices and policies like the AOC’s Design Guidelines to incorporate efficiency thresholds; and the creation and enhancement of Sustainable Operations Plans to ensure the consistency of previous savings achieved. In addition, the AOC continues to research the feasibility of net-zero energy buildings. The AOC’s approach is threefold: improve its building envelope; cut energy demand; and produce energy onsite from a renewable source. Thus far, net-zero life-cycle evaluations are not economically viable given the existing financial constraints. However, the AOC periodically reconsiders its options as new technologies emerge and existing technologies become more cost effective and intends to incorporate evolving future technologies into current design with major renovation projects. 45
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BENCHMARKING Anticipated energy use varies according to local climate, building services and types of buildings. A comprehensive building reduction strategy should account for these factors and include comparisons to similar facilities. Through the implementation of its programs, the AOC has the ability to compare actual building performance against theoretical energy performance for most of its buildings. Recently completed energy models are calibrated with actual metered data and provide for a guidepost for the next few years, while the energy targets represent the ideal or long-term performance goal. The intent is to have these models updated every one or two years to capture changes in building systems or missions. In addition to this primary benchmarking method, the AOC supports a secondary benchmarking tool, the EPA Energy Star Benchmarking “Portfolio Manager”, as a another resource in the assessment of its portfolio for energy and water consumption.
REDUCE GREENHOUSE GAS EMISSIONS BY 25 PERCENT An Energy Footprint is the measure of emissions from a defined population, system or activity, considering all relevant sources, sinks and storage. The AOC follows the Federal GHG Guidance prepared by the Federal Energy Management Program in developing its inventories and footprint. At the building level, the AOC’s approach to GHG reduction focuses on operational electrical use and opportunities to decrease consumption. This goal relates to other AOC efforts such as energy reduction and benchmarking since energy use activity is tied to the creation of GHGs; therefore, when energy use declines, GHG emissions decline. As it moves forward with smaller projects, the AOC is intentionally including design elements that allow the structures and their infrastructure to easily accommodate future renewable energy production onsite whenever possible in order to meet its goals.
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In 2005, recycling was projected to avoid— through a combination of energy savings, forest carbon sequestration and lower methane emissions—48 million metric tons of carbon emissions (MTCE), which is a standard measure of GHG emissions. This is the equivalent of taking 36 million cars off the road for one year.
REDUCE, REUSE OR RECYCLE 80 PERCENT OF CONSTRUCTION DEMOLITION WASTE According to the Department of Energy’s Buildings Energy Data Book, construction and demolition waste alone accounts for nearly a quarter of America’s municipal solid waste stream. The AOC strives to divert at least 80 percent of construction and demolition waste from landfills through source reduction, recycling and reuse. Waste diversion generates a host of environmental, financial and social benefits, including conserving energy and natural resources, reducing disposal costs and lessening the burden on landfills and other waste disposal methods. The AOC’s annual construction and renovation budget typically exceeds $250 million. Major sources of construction waste are (1) internal AOC construction efforts and (2) major efforts typically completed by contractors. The AOC intends to meet its commitment through the implementation of an existing construction and demolition Waste Management Plan. The Waste Management Plan identifies specific opportunities for improvement, and presents recommendations that encourage the reduction of waste generation. The AOC also encourages waste diversion through the development of AOC protocols, including contract language about waste management for projects and requirements for contractor-developed waste management plans.
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As part of its overall Building Management Plan, the AOC is developing a Sustainable Purchasing Policy and the Green Cleaning Plan to reduce its environmental footprint.
PROVIDE A COMFORTABLE AND PRODUCTIVE WORK ENVIRONMENT FOR AOC BUILDING OCCUPANTS Building performance includes the level of impact on the health, comfort and productivity of its occupants. The AOC is dedicated to providing functional and healthy accommodations within its buildings. The agency is working with jurisdictions to ensure it delivers these qualities through the implementation of its building management plans, Design Guidelines, policies and audit programs. Key measures for a healthy building include ventilation, thermal comfort and moisture, as defined in ASHRAE standards, as well as adequate lighting controls to accommodate occupant needs. The AOC conducted audits for air quality to confirm it was meeting the air quality requirements of the Guiding Principles, in accordance with ASHRAE standards 55-2004 and 62.1-2007. The agency intends to benchmark indoor conditions and monitor occupant feedback through the AOC’s Executive Dashboard.
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CONSIDER POTENTIAL IMPACTS OF CLIMATE CHANGE ON AOC BUILDINGS Under Executive Order 13514, executive branch agencies must develop sustainability plans that include climate change adaptation strategies to outline initiatives to reduce the vulnerability of federal assets from climate change impacts such as sea-level rise and more frequent and severe extreme weather events. Since the order’s release, the Government Accountability Office identified climate change on its 2013 list of items presenting high risk to the federal government. The AOC recognizes the importance of this issue and therefore intends to evaluate potential impacts of climate change on AOC facilities. As the caretaker of the buildings on Capitol Hill, the agency seeks to understand intersecting risks from its surrounding infrastructure, building operations, and potential vulnerabilities of the AOC’s mission and programs. For instance, a building level analysis may include an understanding of increased severe weather events and their impact on indoor air quality and the health of its spaces. Through a collaborative and integrated effort, it is the intent of the AOC to be more aware of the climate change risks to its buildings and the appropriate adaptation measures that should be executed for future development under the stewardship of the AOC.
Nationwide, the value of improved productivity of office workers from indoor environmental improvements is estimated to be $20 to $160 billion.
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A close up view of the Neptune Fountain in front of the Library of Congress Thomas Jefferson Building.
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I N F R AS TR UCT URE AOC’s infrastructure is essential to the buildings on Capitol Hill, the operations at Union Station and other facilities where steam and chilled water is provided. Within the District of Columbia, the only campuses of comparable scale are large universities such as George Washington and Georgetown, federal entities such as the Smithsonian Institution and the General Service Administration’s Central Heating Plant which is the most comparable to the Capitol Power Plant (CPP). The AOC’s challenge is to incorporate cost-effective and environmentally responsible practices to ensure its infrastructure is secure, reliable, efficient and meeting 100 percent of campus needs. 51
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INFRASTRUCTURE SUSTAINABILITY COMMITMENTS PORTFOLIO GOALS
Track and assess 100 percent of eligible buildings by the end of FY 2016. Buildings will be metered for electricity, steam and chilled water, and benchmarked against current and ideal building performance models.
ENERGY
Reduce overall energy use intensity by 30 percent by end of FY 2015.
2013
2015
30% REDUCTION OF OVERALL ENERGY USE BY 2015
Reduce GHG Emissions (Scope 1 and 2) by 25 percent by end of 2016.
WATER
Track and assess 100 percent of water use by end of FY 2016. 15 percent of the AOC buildings to meet the Guiding Principles for Sustainable Existing Buildings for indoor and outdoor water requirements by end of FY 2016.
SITE
Any new construction project of greater than 5,000 square feet and impacting its surrounding site area to meet and/or exceed applicable legal stormwater regulations by end of FY 2016. Design new landscaping projects to meet the SITES™ standard by the end of FY 2016. Where feasible, track existing landscapes within the Guidance for Federal Agencies on Sustainable Practices for Designed Landscapes by end of FY 2016. The AOC will evaluate climate change risks and the potential impacts on the agency’s mission, programs, and operations by end of FY 2016.
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TRACK AND ASSESS 100 PERCENT OF ELIGIBLE BUILDINGS AND REDUCE OVERALL ENERGY USE INTENSITY BY 30 PERCENT At the start of its energy conservation program, the AOC focused heavily on infrastructure upgrades at the CPP and within its utility tunnel systems. The projects delivered a wide range of benefits including energy reliability and security and the ability for the AOC to take advantage of present-day efficiency strategies that ensure a consistency of savings. The Refrigeration Plant Revitalization program is an ongoing multi-phase effort to improve the efficiency and reliability of our chilled water system at the CPP. The Refrigeration Plant Revitalization project provides substantial reductions to our energy use intensity by improving the chilled water production efficiency. It is the intention of the AOC to improve chilled water production efficiency 17 percent by the end of FY 2016. This 17 percent improvement in the chilled water production efficiency translates to a 4 percent drop in overall energy use intensity.
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REDUCE GREENHOUSE GAS EMISSIONS BY 25 PERCENT At the infrastructure level, the potential impact of
market that helps to avoid the environmental impact
energy efficiency upgrades on GHGs is very large.
associated with traditional power generation, protects
The AOC’s early emission reductions were primarily
human health and the environment and promotes
derived from major improvements at the Capitol Power
domestic energy production. While the AOC does not
Plant. One of the more important, positive impact
attribute RECs to the reductions of its overall GHG
projects was the West Refrigeration Plant Expansion
emissions footprint, the agency is required to report
(WRPE), which installed new efficient chillers and
its REC purchases in alignment with the renewable
reduced the AOC’s overall emissions footprint.
energy requirements of EISA 2007. Currently, the AOC
Continued work modernizing the Refrigeration Plant
is exceeding the 7.5 percent requirement with the
coupled with newly implemented, high-performing
purchase of 22 percent of its electricity consumption
energy savings projects (ESPCs) focused on the
through the REC market. The AOC’s two sources of
AOC’s building sector, will benefit AOC’s overall GHG
renewable energy are: (1) the annual purchase of 50
emissions number and help meet its reduction goal.
million kilowatt hours of certified renewable energy
In response to a Long-Term Strategic Energy Plan that was released for the Capitol Power Plant in 2009, the AOC also initiated plans to construct a co-generation plant over the next several years. Cogeneration was identified as the preferred solution for achieving energy savings, reducing
certificates and (2) renewable energy components of the power purchased from an electricity provider.
The future Capitol Power Plant will be designed to generate both steam and electricity to save energy and provide significant environmental benefits such as GHG reductions equivalent to removing 15,000 vehicles from the region.
environmental impacts and maintaining a reliable source of chilled water and
The AOC also intends to continue the progress it has
steam for Congress and the Supreme Court. Executing
made in promoting alternative transportation options
projects like the Cogeneration Plant at the CPP means
for its personnel and tenants. Several jurisdictions
using resources more efficiently when compared to
provide hybrid and electric-powered utility vehicles for
grid power which equates to an overall reduction in
staff to travel around campus to conduct their work.
the AOC’s GHG footprint. When complete the plant is
The AOC also operates an E-85 ethanol fueling station
designed to generate both steam and electricity to save
on the campus to supply the needs of the AOC and
energy and provide significant environmental benefits
tenant organizations’ ethanol-powered fleets (the AOC
such as GHG reductions equivalent to removing
alone has more than 60 alternative fuel vehicles).
15,000 vehicles from the region.
Further, the AOC provides a subsidy for employees
In addition, the AOC participates in the purchase of renewable energy certificates which supports a
who commute using public transit. Showers and bike racks are available for the AOC employees to encourage biking to work.
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MEET THE GUIDING PRINCIPLES FOR INDOOR AND OUTDOOR WATER REQUIREMENTS The Guiding Principles establish goals for both indoor and outdoor water-use; therefore, the AOC approaches water use strategies from two perspectives: building and infrastructure improvements. At the infrastructure level, the AOC is responsible for managing its water use for all of the buildings on Capitol Hill, which covers 550 acres of land. This goal applies to all external water management operation and maintenance activities: water management planning, water use monitoring and education and landscaping needs. The AOC’s various jurisdictions—Grounds in particular—are working to reduce water consumption on the campus. Water management planning is the first step toward achieving and sustaining long-term savings. The AOC Design Guidelines and procurement practices have been revised to include specifications for the EPA’s WaterSense-labeled products and WaterSense-registered irrigation contractors. The agency intends to implement landscaping Building Management Plans for water use, and will work to establish a comprehensive water conservation policy.
Within the federal sector alone it is estimated that expenditures for water and sewer services reach up to $1 billion annually. Further, it is estimated that through moderate gains in water efficiency the federal government could save as much as $240 million per year.
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EXCEED STORMWATER REQUIREMENTS DURING NEW CONSTRUCTION While most of the AOC’s portfolio is existing building stock, there are small amounts of new construction that take place on and off campus. In these circumstances, it is the AOC’s goal to exceed stormwater requirements when feasible, through the implementation of a Stormwater Pollution Prevention and Management Plan for the Capitol and surrounding facilities. The Plan is based on detailed utility infrastructure, topographic and hydrologic information, and will meet District of Columbia stormwater regulations. The completed Plan will serve as guidance for creative stormwater management techniques that are both respectful of the historical integrity of the Capitol Campus and responsive to regulatory requirements. Recommendations included in the plan could help the AOC save money by reducing demands on its potable water supply and stormwater fees.
PROMOTE SUSTAINABLE LAND DEVELOPMENT AND LANDSCAPING PRACTICES AT THE AOC CAMPUS At the AOC, sustainable landscape practices extend beyond the Capitol. For example, the United States Botanic Garden (a jurisdiction of the AOC) is a partner in the Sustainable Sites Initiative (SITES™). SITES™ was created by the American Society of Landscape Architects, the Lady Bird Johnson Wildflower Center at The University of Texas at Austin and the AOC’s U.S. Botanic Garden. Similar in concept to the U.S. Green Building Council’s LEED® rating system for green buildings, the program consists of voluntary national guidelines and performance benchmarks for sustainable land design, construction and maintenance practices in areas of open space. To help achieve the policy goals set by Executive Order 13514, a working group coordinated by the U.S. Botanic Garden developed guidance to improve the sustainability of federal landscape practices. The guidance strongly adheres to the principles within
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the SITES™ rating system. The AOC recognizes the potential environmental impact of landscaping practices by federal agencies; thereby, where feasible, existing landscapes should incorporate strategies within the Guidance for Federal Agencies on Sustainable Practices for Designed Landscapes by the end of FY 2016. An updated version of SITES™ is expected for release in 2013. Once finalized, the AOC intends to evaluate the feasibility of implementing the standards for new construction projects throughout the agency.
CONSIDER POTENTIAL IMPACTS OF CLIMATE CHANGE ON AOC’S INFRASTRUCTURE Scientists have collected an abundant amount of weather and climate data that link climate change risks on the global scale to sea-level rise as well as more frequent and severe weather events. For the Washington, D.C. area, extreme events such as intense heat, high winds and flooding could impact the region. The AOC recognizes the importance of identifying aging or vulnerable infrastructure locations across the Capitol Campus, to confirm what modeled or forecasted data illustrates as a high-risk situation for the agency. From there, research can help inform short- and long-term planning for the facilities. The goal is to take those findings and turn them into actionable items. For example, a high risk consideration could include a disruption or compromise of the AOC’s energy, water, communications and transportation infrastructure, disabling operations to the buildings on Capitol Hill and Union Station. The AOC’s intent is to understand that potential and respond accordingly. Through a collaborative and integrated effort with other federal agencies, it is the commitment of the AOC to better assess and identify adaptation measures and to include those findings within frameworks for future development and stewardship at the AOC.
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A group of students visits the Capitol Buildings and Grounds.
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P E O PL E The AOC considers the actions of their staff, occupants and visitors as an opportunity to meet sustainability commitments. Although the number of AOC staff is relatively small in size compared to the number of occupants served, its mission allows the AOC to influence the culture of sustainability throughout the campus. The AOC’s occupant initiatives aim to promote historic preservation and remain fiscally responsible throughout regular operations while improving buildings work environments for all. The definition of a sustainable culture at the AOC includes the delicate balancing of priorities, including those of health and safety, security, historic preservation and fiscal responsibility. 59
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PEOPLE SUSTAINABILITY COMMITMENTS ENERGY
Reduce overall energy use intensity by 30 percent by end of FY 2015.
30% REDUCTION OF OVERALL ENERGY USE BY 2015 2013
2015
WATER
15 percent of the AOC buildings to meet the Guiding Principles for Sustainable Existing Buildings for indoor and outdoor water requirements by end of FY 2016.
MATERIALS
Reduce, reuse or recycle at least 40 percent of building occupant waste by the end of FY 2016.
2013
2016
REDUCE, REUSE OR RECYCLE AT LEAST 40% OF BUILDING OCCUPANT WASTE BY 2016
Develop an Environmentally Preferable Product Policy by end of FY 2015.
INDOOR ENVIRONMENTAL QUALITY
Develop a Moisture Control Policy and associated implementation strategy by end of FY 2015.
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REDUCE ENERGY AND WATER USE INTENSITY The third element within the AOC’s energy program is people. Energy reductions must be driven at the personal level through engagement, education and training for teams, in order to drive commitments from the top-down and the bottom-up. The Sustainability and Energy Division is formalizing a communications plan as part of the agency’s effort to improve communications of sustainability-driven initiatives to occupants. The AOC also intends to continue to improve outreach and training on resource conservation, sustainability topics and ongoing projects. A part of this effort includes enhanced use of the existing inter-jurisdictional working group. The jurisdictions each have made significant contributions towards increasing environmental responsibility in their respective areas, and the inter-jurisdictional working group will provide the forum to share cost-effective and resource-conscious “best practices” across the AOC. The AOC will also build on its “My Green Office” program, which is designed to serve tenants and address their questions about energy and water efficiency, preservation, waste management, indoor air quality, transportation and other important sustainability issues. The program includes posting reminders about simple but effective ways to save energy and water, such as turning off lights and computers when not in use.
REDUCE, REUSE OR RECYCLE 40 PERCENT OF BUILDING OCCUPANT WASTE Resource conservation is a critical component of the AOC’s Strategic Vision and aligns with the AOC’s mission of historic preservation. In addition to preserving the historic structures instead of demolishing and building new, the AOC also retains historic furniture and decorative features in use, and maintains these elements using traditional skilled-craft tools as much as possible. Expanding upon those practices, the AOC promotes waste source reduction strategies of material reduction or reuse, including double-sided printing, electronic dissemination of information and refurbishing broken equipment. When materials must be disposed of, the AOC encourages recycling by making bins easily accessible for paper, plastic and other recyclable consumables,
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and engages in recycling programs for ink cartridges, computer equipment and certain industrial materials. In conjunction with these conservation efforts, the agency is developing an Environmentally Preferable Procurement Plan to guide purchasing decisions throughout the AOC to ensure that new materials acquired are the more sustainable options. As the epicenter for Legislative and Judicial activity at the national level, the buildings on Capitol Hill are frequently utilized for government events. The AOC is committed to developing Guidelines for Sustainable Event Management, to reduce the environmental footprint of these events. Guidelines should cover all major steps throughout the process of event management, including planning and execution. Sustainable Event Management Guidelines will outline the expectations for AOC events held at the buildings on Capitol Hill and should result in increased awareness and cost savings from consuming fewer resources, conserving energy and producing less waste. Inter-jurisdictional protocols could include the development of a program for the exchange or donation of surplus equipment including furniture and electronic waste. It is intended to develop and/or enhance recycling programs through regular outreach and easily locatable, centralized collection points.
REDUCE THE ENVIRONMENTAL IMPACT OF PURCHASED MATERIALS The AOC is working to reduce the environmental impact of its materials. From large construction to daily consumables, the AOC is creating guidance and specifications to address the environmental footprint of products purchased. As part of its overall Building Management Plan, the AOC is developing a Sustainable Purchasing Policy and the Green Cleaning Plan to reduce its environmental footprint. The actions described within these documents harness AOC’s bulk buying power to the greatest extent possible to encourage the growth of environmentally preferable products as effective alternatives within the market. Environmentally preferable products include: products that are processed from recycled materials; use fewer resources to operate; are bio-based, lowemitting or eliminate the need for ozone depleting substances or materials with hazardous or toxic content; and have a significant positive impact on the AOC’s environmental footprint. As a result of EPAct05, the AOC established procedures for preferred procurement of bio-based products (composed of biological or renewable agricultural/forestry materials) in conjunction with outreach programs to showcase the use of these products at the buildings on Capitol Hill.
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PROVIDE A COMFORTABLE AND PRODUCTIVE WORK ENVIRONMENT FOR AOC BUILDING OCCUPANTS The AOC is dedicated to improving occupant comfort in all AOC-managed buildings. Studies have linked a healthy work environment with greater worker productivity. For example, a 2010 Michigan State University study demonstrated that workers in a “healthy” work environment had fewer allergic reactions, reduced stress, greater productivity, fewer sick days and higher employee satisfaction. The AOC is planning to conduct audits to determine if its buildings meet ASHRAE standards for ventilation and thermal comfort to identify which areas should be improved. The AOC also periodically surveys its occupants on a variety of topics, including general satisfaction with their workplace and environment. The AOC continues to implement a tenant satisfaction survey in order to gather occupants’ feedback regarding work space quality and comfort. The AOC intends to use the feedback received through these surveys when prioritizing AOC improvements.
Results from a Paired-t Test for Well-being and Productivity Benefits Among Employees Who Moved from Conventional to Green Office Buildings OUTCOME
TOTAL BENEFIT PER YEAR
Absenteeism Attributable to Asthma and Respiratory Allergies
Additional 0.4 work hours/occupant
Work Hours Affected by Asthma and Respiratory Allergies
Additional 1.3 work hours/occupant reporting asthma or allergies
Work Hours Affected by Depression and Stress
Additional 2.0 work hours/occupant reporting depression or stress
Direct Effect of IEQ* On Productivity Hours
Additional 39.0 work hours/occupant *Indoor Environmental Quality
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In conclusion, the AOC is presenting this Sustainability Plan and commitments for adoption and implementation by the AOC jurisdictions, AOC staff, building occupants and visitors to reduce energy and water consumption and to conserve resources.
C O N C L U SI O N & RE FEREN C ES
Ulysses S. Grant Memorial at Union Square; close-up of the Cavalry and Artillery statues.
REFERENCES National Historic Preservation Trust, Preservation Green Laboratory; The Greenest Building: Quantifying the Environmental Value of Building Reuse; 2011. Communicating the benefits of recycling. (2013). Retrieved January 18, 2013 from the Environmental Protection Agency website http://www.epa.gov/osw/conserve/tools/localgov/ benefits/ W.J. Fisk, “Health and Productivity Gains from Better Indoor Environments and Their Relationship to Building Energy Efficiency,” Annual Review of Energy and the Environment, 25: 537-566, 2000. Donovan D. Rypkema, M.S. Historic Preservation from Columbia University, “Sustainability, Smart Growth and Historic Preservation”, Historic Districts Council Annual Conference, New York City, March 10, 2007. 65
Architect of the Capitol United States Capitol Washington, DC 20515