Section 1.5 Building Orientation. We talked about building orientation back on December 16, 2009 when we were considering the lot purchase. In order to obtain this point, the lot selection is critical so that the east-west axis of the building can be placed on the lot such that the home is within 15 degrees of due east-west. Assuming the lot will accommodate the east-west axis, the home also needs:

- Window glass area on the north and south facing walls of the home is at least 50% greater than east and west walls.
- 450 square feet of south-facing roof area oriented appropriately for solar applications.
- 90% of the glass on the south-facing wall is completely shaded by shading, overhangs, etc at high noon on the on the summer solstice.

This point is one of those points that you can be achieved for nearly zero cost by just paying attention to the details. The impact to the energy savings and comfort is significant. Having a home that will have great southern exposure letting sunlight in all winter long will not only provide passive heating, but will just plain make you feel better.

Next week we talk about the durability management process.

Section 1.4 Design Charrette. A Design Charrette requires a full day integrated design workshop. While this might be appropriate for commercial projects or large scale multi-family projects or even million dollar homes, we have not found this to be practical for the average home. In support of this idea, I imagine that maximization of points can be accomplished in this setting and would be necessary if you were building to the Platinum level.

Typically, I have seen Design Charrettes in settings, were multiple stake-holders provide input, such as commercial settings. For example, the maintenance manager communicates what is needed for maintenance and what materials are easy to keep clean, etc. I.T. people communicate their needs for space, power, wiring, etc. Operations people communicate their needs and make recommendations.

If you want to read about what is a Charrette, you can find out more information on Wikipedia.org. http://en.wikipedia.org/wiki/Charrette

Section 1.3 Professional Credentialed with Respect for LEED for Homes. Although not required, a LEED AP (e.g. Professionally Credentialed Person) is recommended to be involved and lead the project. The thought process is fairly simple. If you are going to build something to certain third party specifications, it is probably a good idea to have someone on the team who is familiar with the process and can help guide the team. Before we started to officially offer the LEED for Homes to customers, we built six houses for practice. In the first few houses we built, we made some mistakes that might have disqualified the homes from being certified by the program. They homes far exceeded state building code, but there are 18 prerequisites you must follow and points are lost forever if work is not completed properly. Bottom-line, it makes a whole bunch of sense to have at least one person on the team who is credentialed.

As a side note, it also takes time to get sub-contractors up to speed. Sub-contractors are bit like old dogs. Yes…it is hard to teach old dogs new tricks. We found, some sub-contractors willing to change, but most will not. This means a builder will need to replace many of the sub-contractors. Although the sub-contractors I work with are not professionally credentialed per sea, they are qualified to build “green” homes because they have learned through our work together.

Section 1.2 Integrated Project Team. There are several potential points you can earn with LEED for Homes that really don’t make your home any “greener” and don’t add any “green” attributes. Integrated Project Team is one of those type points. What is the benefit you ask?

BETTER QUALITY – Since we began implementing the LEED for Homes process in 2007, the quality of our homes has increased significantly. Because we are following a process, we began looking much closer at our building practices. We found many areas had room for improvement. With regards to the Integrated Project Team, as the builder we get valuable feedback from our suppliers and sub-contractors on how to save money by changing procedures and products thereby freeing up funds to purchase better quality systems or materials for other critical areas. One example; our insulation contractor requested the framing contractor leaving certain things unfinished so that the insulation could be installed in blind areas. Many houses get built where there are gaps and no insulation is installed. This is not supposed to happen, but it does on 99% of homes built.

Also, when you have a team of people working together for a common cause, the results are always positive. It is not just one job supervisor or builder trying to make everything happen correctly. You have a team committed to the process.

VALUE – I am convinced that Amaris builds a tremendous “value” for the money. Because we approached the “green” building from the perspective that it doesn’t have to cost more, it drove us to look for ways to improve without adding more to the price tag. Implementing an Integrated Project Team is an opportunity for key team members to collaborate, review specifications and drawings and make recommendations. Our suppliers and contractors have found all kinds of ways, big and small, to improve the building process without adding cost.

QUICKER BUILDS – FEWER MISTAKES – LESS FRUSTRATION – One of our general conditions we implemented as part of our “green” building process and Integrated Project team is a pre-construction meeting which ALL sub-contractors must attend. No sub-contractor is allowed to send a worker to the job site unless they have attended the pre-construction meeting or will be working alongside someone who did. Pre-Construction meetings are common place in large construction projects but are virtually unheard of in residential construction. Amaris implemented this procedure as a result of the Integrated Project Team.

At the pre-construction meeting, sub-contractors receive the final version of the specifications and drawings. We go through general conditions and specific items to the project. General conditions include things like how we are trying to manage the recycling of garbage and how each person can contribute. We discuss things like safe building practices and job site cleanliness. We even cover things like smoking and being professional with customers. Specifications and drawings are reviewed and sub-contractors have a chance to ask questions and provide feedback.

As a result, we have seen less mistakes (and subsequent rework) in the field which means quicker builds and less frustration for all parties involved. The sub-contractors are happy because they can get in and get out knowing what is expected. The builder is happy because the customer is happy.

The innovation and design section has total potential points of eleven. There are three sections:
A. Integrated Project Planning – 4 Pts
B. Quality Management for Durability – 3 Pts
C. Innovative or Regional Design – 4 Pts

The first section we are going to look at is Integrated Project Planning. Integrated Project Planning has five subsections.

Section 1.1 The first sub-section sets the target performance level (Certified, Silver, Gold, Platinum), which we discussed in prior posts. As a reminder our target performance level for an Amaris built home is “Gold”. In order to achieve “Platinum” additional green attributes must be built into the home. These are items not commonly found in traditional construction such as solar, geothermal and grey water systems. As the square footage of the home grows, it gets much harder to reach the “Gold” and even “Silver” levels. Setting the target award level is a prerequisite and no there are no points involved.