C H A R L OT T E D O U G L A S I N T E R N AT I O N A L A I R P O R T
moving towards a sustainable future
CLT
Sustainability
Program
Summary
2012
S U S TA I N A B I L I T Y P R O G R A M S U M M A RY
Table of Contents
moving towards a sustainable future
Sustainability Program Summary
Overview of the Program . . . . . . . . . . . . . . . . . . . . . . 1
Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
Sustainable Initiative Template . . . . . . . . . . . . . . . . . . 4
Profile Sheet . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
Focus Area Policies . . . . . . . . . . . . . . . . . . . . . . . . . 6
Corporate & Industry Standards . . . . . . . . . . . . . . . . . . 7
Industry Standards
LEED . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
Sustainable Airport Manual . . . . . . . . . . . . . . . . . . 9
International Energy Conservation Code (IECC) . . . . . . 9
International Green Construction Code (IgCC) . . . . . . . 9
Energy Star . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
Corporate Standards
Aviation Department Strategic Operating Plan . . . . . . 10
KBU Balanced Scorecard . . . . . . . . . . . . . . . . . . . . 11
City of Charlotte Policy for Sustainable Facilities . . . . . 12
Sustainable Decisions Grid . . . . . . . . . . . . . . . . . . 13
List of Acronyms
CLT
Charlotte Douglas
International Airport
IgCC
International Green
Construction Code
IECC
International Energy
Conservation Code
KBU
Key Business Unit
(Department)
LEED Leadership in Energy &
Environmental Design
PTS
Progress Tracking Sheet
SAGA Sustainable Aviation
Guidance Alliance
SAM
Sustainable Airport Manual
SIT
Sustainable Initiative
Template
SOP
Strategic Operating Plan
USGBC United States Green
Building Council
S U S TA I N A B I L I T Y P R O G R A M S U M M A RY
Overview
Charlotte Douglas International
Airport (CLT) is the second
busiest Airport on the Eastern
seaboard. Served by six major
airlines, AirTran/Southwest,
American, Delta, JetBlue, United,
and US Airways; and three foreign
flag carriers, Air Canada Jazz,
Insel Air, and Lufthansa German
Airlines, CLT is US Airways’
largest passenger hub. As US
Airways continues to focus more
of its network operations at the
Airport, CLT passenger traffic
continues to grow. In 1982, when
the current terminal opened, CLT
served 5.7 million passengers.
More than 39 million passengers
were served in 2011.
Currently, passenger airlines
operate an average of 670
flights per day to 138 non-stop
destinations in the United States,
Canada, Mexico, Europe, South
America and the Caribbean.
By virtue of the Airport and the
passenger airlines that serve
it, citizens of the Charlotte
Region have access to direct
service to most airports in the
United States.
CLT is also home to significant
military, cargo and corporate
aviation operations. Many
corporate aircraft are stored
and maintained at one of the
15 corporate aviation facilities
at the Airport. The remaining
corporate and private aircraft
are accommodated by CLT’s
moving towards a sustainable future
fixed based operator, Wilson Air
Center, which operates this
facility on behalf of the City. The
Charlotte Air Cargo Center is
home to more than 20 operators.
The NC Air National Guard and
NC National Guard both have
facilities on Airport premises.
Airports compete in a growing
world with diminishing natural
resources. To gain a competitive
edge, they need to adapt to do
more with less. Sustainability
is based on a simple principle:
Everything that we need for our
survival and well-being depends,
either directly or indirectly, on
our natural environment.
Sustainability creates and
maintains the conditions under
which humans and nature can
exist in productive harmony, that
permit fulfilling the social,
economic and other requirements
of present and future generations.
Sustainability interfaces with
economics through the voluntary
trade consequences of economic
activity. Moving towards sustainability is also a social, local and
individual lifestyle, and ethical
consumerism.
Ways of living more sustainably
can take many forms, from
controlling living conditions
through sustainable cities, to
reappraising work practices such
as green building or developing
new technologies that reduce
the consumption of resources.
CLT has chosen to embrace and
incorporate these approaches
into its daily operations,
moving the Airport towards a
sustainable future.
CLT realized that in order for
its program to be effective, it
would need the organizational
leadership of management
coupled with the experience of
staff. Therefore, our program
was developed internally. It is
designed to be decentralized,
highly effective and flexible. The
program encompasses a wide
array of accepted sustainable
design standards and principles
from local, regional, and international levels. CLT has created
a program incorporating these
standards. This unique approach
will help the program revolve
around the changing standards,
rather than having the standards
revolve around the program.
This is opposite of how most
airports approach and operate
their sustainability programs.
CLT’s program began years
ago but its formation took
shape in March 2011, and was
completed eight months later
in October 2011.
CLT incorporated the most
recognized approach to
sustainability; the “Triple Bottom
Line”. This approach, which is
also known as “people, planet,
profit”, captures an expanded
spectrum of values and criteria
for measuring success: economic,
ecological and social. CLT’s
sustainable initiatives show
and provide a balance between
society and the environment, and
contribute to the local economy.
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S U S TA I N A B I L I T Y P R O G R A M S U M M A RY
Overview
moving towards a sustainable future
People
Bearable
Planet
Equitable
Sustainable
Sustainable Sites
Materials & Resources
Water Efficiency
CLT has the following three
deliverables:
Air Quality
1. CLT Sustainability Program
Summary
Energy
Innovation
Viable
CLT uses the principles recommended in the Sustainable
Aviation Guidance Alliance (SAGA).
The Airport also studied the
structure of other airport and
city sustainability programs to
assist with the development of
CLT’s sustainability program.
The primary goal of CLT’s
sustainability program is to
have a relatively accelerated
and responsive process that is
easy to understand with clearly
demonstrated results. These
results are captured in an annual
catalog, which contains detailed
information on dozens of
implemented initiatives. This
method ensures that CLT will
remain on the leading edge of
incorporating sustainable
practices into Airport policies.
CLT uses the United States
Green Building Council’s
(USGBC) categories to classify
all sustainability projects.
Profits
2.CLT Sustainability Policies
3.CLT Sustainability Catalog
The CLT Sustainability Program
Summary contains information
on how the program works. The
CLT Sustainability Policies are
for each Focus Area and contain
what sustainable practices the
Airport has mandated into its
everyday operations. Lastly, the
CLT Sustainability Catalog is a
summary of completed initiatives
for the calendar year.
The program is divided into
five focus areas so that the
categories can work around the
focus areas. These focus areas
correlate with the five major
functions of the Airport as it
relates to sustainability, which are:
Facilities Maintenance
& Operations
Development
Environmental
Transportation
Concessions & Tenants
CLT’s Commitment to Sustainability
Identify and pursue fiscally responsible practices
and strategies that minimize environmental
impacts to achieve a sustainable enterprise for
the benefit of the region.
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S U S TA I N A B I L I T Y P R O G R A M S U M M A RY
Process
moving towards a sustainable future
The following ten steps document the process of originating and completing a sustainable initiative.
CLT Sustainable Initiative Creation, Tracking, and Processing
1. One or more practical
applicators begin work on
a Sustainable Initiative
Template (SIT) that conforms
to the guidelines established
by the Evaluator for that
particular focus area.
2.The Initiative Administrator
completes the form and uploads
it to the Sustainability Database
for tracking purposes.
3.The Evaluator reviews the
SIT and performs one of the
following actions:
a.Approval
b.Temporarily closed
c.Permanently closed
4.If option (a) is chosen, proceed
to step 5a. If option (b) is
chosen proceed to, and end
with step 5b. If option (c) is
chosen, proceed to, and end
with step 5c.
5.Evaluator’s action:
a.The sustainable initiative
undergoes implementation
and is highlighted in blue
in the database.
b.The Evaluator states a
reason for closure and sets
a re-open date.
c.The Evaluator states a
reason for permanent
closure.
6.For initiatives that have a capital
cost of $0-49K, follow the
process outlined in “Contract
Execution, Processing, and
Uploading to the Digital
Contract Archive” form.
7.The sustainable initiative
enters a Progress Tracking
Sheet (PTS) with an assigned
project/initiative manager
who tracks its progress from
start to project completion.
8.Once the project is completed,
a profile sheet will be prepared
using the information obtained
from the SIT and PTS.
9.The profile sheet is uploaded
to the database and added to
the CLT Sustainability Catalog.
10. If the initiative proves worthy
for all future projects, it is
incorporated into the following
policy by the appropriate
Evaluator:
1. Facilities Maintenance
& Operations –
Energy & Sustainable
Management Plan
2.Development –
Sustainable Design &
Contracting Requirements
Policy
3.Concessions & Tenants –
Sustainable Tenant
Modification Standards
4.Environmental –
Environmental Management
Plan
5.Transportation –
Green Transportation
Policy Handbook
Practical
Applicators
The practical applicators are
spread throughout the five
focus areas and represent
most of CLT’s hands-on staff
who are responsible for the
activities involved in operating
the Airport on a daily basis.
Once these practical applicators identify an initiative,
they chose an initiative
administrator to complete a
Sustainable Initiative Template
(SIT). Once completed, the
initiative administrator submits
the SIT to the evaluator of
that focus area.
Initiative
Administrator
The Initiative Administrator
is a member of staff who
is knowledgeable about
sustainability or the project.
He/she serves as key point
of contact for the specific
initiative.
Evaluators
The evaluators represent
management from key
departments within CLT.
Each evaluator is assigned to
one or more focus areas and
is responsible for providing
guidance to practical applicators to assist them when
developing and introducing
a new sustainable initiative.
The evaluators will review
initiatives brought forth and
decide whether the initiatives
will be recommended for
implementation and/or be
included in the policy of
their focus area.
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S U S TA I N A B I L I T Y P R O G R A M S U M M A RY
Sustainable Initiative
Template (SIT)
The practical applicators work
in this template, which is then
completed by the initiative
administrator. Once the initiative
administrator completes it, he/she
submits it to the appropriate
evaluator who may review the
initiative for implementation.
The example SIT to the right
provides all the information
needed for the evaluator to
determine if the suggested
energy efficient lighting idea
is a feasible project.
This particular SIT was
approved and is now incorporated into CLT’s new hourly
deck, resulting in a 60%
energy reduction compared
to traditional lighting.
moving towards a sustainable future
New Hourly Parking Deck Energy Efficient Lighting SIT
CLT Sustainable Initiative Template
GENERAL INFORMATION
ProjectNumberand/orInitiativeTitle
RCFEnergyEfficientLighting
GlobalInitiativeNumber
21
FocusArea&InitiativeNumber
7
Vendor/Designer&ContactInformation
StartDate
1/4/2011
CloseDate
8/25/2011
Implemented(YesorNo)
Yes
If not Implemented; reason
Possible to implement in other Focus Area(s)?
Yes
Current/TraditionalSystemvs.ProposedSystem
MetalHalidevs.InductionvsLED
InitiativeAdministrator(s)
PatrickCerri&RoyJohnson&MarkWiebke
PeopleInvolved/Associated
MichaelPridgen&StanBoyett
Attachments
Calculations
EstimatedProjectCost(withoutgrant/rebate)
$151,800
DATA
Grant/RebateEligible:Ifyes,amount/percentage
Yes,amountTBD
EstimatedYearlySavings
$298,593
EstimatedBreakeven(Years)
0.51
EstimatedServiceLife(Years)
10
ServiceLifeYearsUsedforEstimatesBelow
10
EstimatedMonetaryPayback
$2,626.470
EstimatedROI
1,867%
Department
Administration
Operations
Facilities
$236,929energy
$41,250parts
$20,413labor
EstimatedYearlySavingsbyDepartment
EstimatedYearlySavingsbyDepartment
Development
Tenants
AFFECTS & EFFECTS
Airlines
None
Passengers/Community
None
Employees
Lessburdenonemployeesduetodecreasedmaintenanceinvolved
Operations
None
Tenants
None
Environment
1,974,416KwH&1,580tonsofCO2reducedannually
SUSTAINABILITY STANDARDS & OBJECTIVES
CORPORATE
CityofCharlottePriorities
ReduceEnergyUse&CarbonFootprint
SustainableDecisionsGrid
DoesNotApply
SOP
ServetheCustomer–SafeguardtheEnvironment
SustainabilityReportCategory
EnvisionCharlotte
Energy
Other&Description
INDUSTRY
InternationalGreenConstructionCode(IGCC)
PotentialforSection608.1
InternationalEnergyConservationCode
SectionC406.3
LEED
2009NC:EACredit1
SustainableAirportManual(SAM)
DCSection4.4
Other&Description
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S U S TA I N A B I L I T Y P R O G R A M S U M M A RY
Profile Sheet
After a sustainable initiative
has been implemented, a profile
sheet summarizing the initiative
is created and added to the CLT
Sustainability Catalog. This
sheet tells the success of the
sustainable initiative to employees
and the public. The profile sheet
links back to the SIT (and vice
versa) by the Focus Area Logo
and reference number located
at the bottom right hand corner
of each sheet. The Profile Sheet
also contains the sustainability
category symbol to indicate the
category that the sustainable
initiative is under.
moving towards a sustainable future
Example Profile Sheet
SUSTAINABILITY PROJECTS
Profile Sheet
Rooftop Solar Project
Project Overview
CLT’s Rooftop Solar Project is
the highlight project of 2011.
A dashboard is installed at the
CLT Center that displays the
power output of the system
for all welcomed guests and
visitors to see.
As part of CLT’s efforts to become more energy independent and
sustainable, a rooftop Solar Photovoltaic (PV) system was installed on
the roof of the CLT Center, which houses the bulk of the Aviation
Department’s operations and employees. Photovoltaics are a solar power
technology that convert sunlight into electricity that can be used to
power a building. This particular system generates enough electricity
to power 30-40% of the CLT Center.
• Installed 10/1/2010
• Started generating power on 12/29/2010
• Designed, funded, built and commissioned by NARENCO
• The panels generate power (during daylight hours) that feeds into a grid
operated by Duke Energy.
• NARENCO owns the solar panels for 20 years, allowing CLT to save on
installation and maintenance costs.
• The panels are leased to CLT for 20 years.
• NARENCO is receiving a federal tax credit.
• In exchange, CLT is receiving renewable energy credits (REC).
• CLT is selling these REC’s to Duke Energy.
• CLT has the option to purchase the PV system at its depreciated value at
years 6, 10, 15, or 20 .
• The panels’ estimated life expectancy is a little more than 25 years.
• If the project is successful, CLT may expand to other solar projects.
• Future solar projects may include the top of concourses, parking decks
and the remainder of CLT Center’s rooftop.
• For educational purposes, digital display monitors will be placed in the
terminal with current energy production of the panels for passengers
to view.
• Denver, San Francisco, Long Beach, Oakland and Austin-Bergstrom airports
utilize solar technology.
Fast Facts
Start Date............................................................... 10/1/2010
Completion Date.................................................12/29/2010
Updated..................................................................10/25/2011
Location................................................................ CLT Center
Environmental Benefit............... 312 tons of CO2 avoided
Industry Standards
LEED.............................................. 2009 O&M - EA Credit 4
IgCC................................................................... Section 610.2
SAM.............................................................................O&M 3.7
IECC............................................................... Section C406.4
Project Notes
Provider.................................................................. NARENCO
Total System Size.................................................... 235 KW
Total Number of Panels............... 1330, 230-Watt Panels
Mounting Type......................................................... Roof Top
Total System Square Footage.................... 38,000 Sq.Ft.
Annual Power Production.......................... 395 MWh/Year
Homes that can be powered each year......................... 60
Cars off the road equivalent.................................... 13,825
Global Initiative #: 23
Focus Area:
2
CLT’s Commitment to Sustainability: Identify and pursue fiscally responsible practices and strategies that minimize environmental impacts to achieve
a sustainable enterprise for the benefit of the region.
5501 Josh Birmingham Parkway
Charlotte, NC 28208
moving towards a sustainable future
P.O. Box 19066
Charlotte, NC 28219
P 704.359.4000
F 704.359.4030
T 1.800.FLY.CDIA
cltairport.com
5
S U S TA I N A B I L I T Y P R O G R A M S U M M A RY
Focus Area Policies
Each focus area has its own
policy. If an initiative can be
applied for a majority of cases
within that focus area, it may
be incorporated into the policy
as a current standard, and
the previous standard may be
overridden by the new sustainable
standard. Each Focus Area’s
policy is written in a context that
pertains to that specific focus
area. For example, the Facilities
Maintenance & Operations’ policy
is more descriptive to cater to
those specific area of business.
The polices are continuously
updated and are provided at the
end of this document.
moving towards a sustainable future
Facilities Maintenance & Operations
Policy: Energy & Sustainability Management Plan
Description of Policy: The policy is geared to work around
the structure of the facilities staff who perform routine
maintenance on a variety of facilities at CLT. This policy is
more descriptive rather than performance based.
Development
Policy: Sustainable Design & Green Contracting Requirements
Description of Policy: The policy is written in performance
based code format in an effort to have all designers and
contractors reference each specification/criteria to an existing
applicable code or standard such as IgCC, IECC, LEED and/or
Energy Star.
Environmental
Policy: Environmental Management Plan
Description of Policy: This policy is currently being developed
in an effort to gain ISO 14001 Certification.
Transportation
Policy: Green Transportation Handbook
Description of Policy: This policy is currently being developed.
Concessions & Tenants
Policy: Sustainability Guidelines in Tenant Modification Standards
Description of Policy: This policy is currently being developed.
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S U S TA I N A B I L I T Y P R O G R A M S U M M A RY
Corporate & Industry
Standards
moving towards a sustainable future
Corporate and Industry Standards
serve to give all focus areas
equal weighting for any size
sustainable initiative evaluation.
The industry standards were
chosen in an effort to have all
sustainable initiatives conform to
selected and existing recognized
standards. The corporate standards
serve to show how the initiatives
align with both local city policies
and Airport policies.
Sustainable Decisions Grid
Policy for Sustainable Facilities
City of Charlotte Facility Construction and Renovation Projects
Name of Project: ______________________________________________________________________________________________________
PRIORITIES
Preserve Land & Trees
Indicate your achievement plans in each category.
75 % rating required
Green Globes (Indicate # Globes or “No”)
C1. Provide
Transportation
Choices
• Pursue sites that encourage and facilitate redevelopment of
abandoned/underutilized sites and vacant sites (GDP E2-A)
Other Rating Tool(s) (specify tool and level of achievement expected):
Standardized Expectations
Corporate Objective
• Take a comprehensive approach to defining the site location
and infrastructure needs, based on the City’s land use policies
and overall growth framework of Centers, Corridors and
Wedges (GDP I1-A)
Whole Building Design Guidelines Adherence (Yes/No)
Energy Star Label (Yes/No)
KBU-Balanced Scorecard Report
July 2010
December 2010
Reporting Period: _________________________
to _________________________
GOALS
Meet the intents of City Environmental and Infrastructure
General Development Policies (GDP) and other existing City
Ordinances.
KBU Initiative
Measure
(* Indicates Focus
Area Initiative)
($ Indicates Incentive
Pay Measure)
Prior
Year
Actual
Design and
construct stateof-the-art airport
facilities to meet
the demands of all
areas of the airport
operation.
Design and build
roads to facilitate
access.
• Encourage infill and redevelopment to take advantage of
existing infrastructure (GDP I4-B)
Indicate your expected score/rating against each tool.
LEED Points Score Expected (numerical, required)
Range 0 - 110
Energy Star Rating Expected (numerical, required)
Range 1 - 100
Reduce Energy Use & Carbon Footprint
• Minimize impacts to the City’s tree canopy (GDP E3-B)
• Enable site designs that: 2) reduce ground level temperatures;
3) minimize the impact on the environment (GDP E3-A)
Conserve Clean Water Sources
• Outdoor water usage 50% below State Code requirement
Reduce Energy Use &
Carbon Footprint
Maximize Transportation Alternatives
(To be completed at mid-year
and year-end reporting)
+
30% design complete, allowing contract to
be let and construction to begin.
Lead
Complete
construction of
West Boulevard/
NC 160 relocation
and extension by
December 2010,
subject to NCDOT
approval.
–
Approximately 85% complete. Weather
delays and expanded scope have pushed
estimated completion to February 2011.
Lead
Secure funding and
complete design
for in-line baggage
system. Begin
construction in
May 2011.
+
Funding secured. Awaiting TSA approval
of 30% design submittal.
Lead
Complete
rehabilitation of
Runway 18C by
December 2011.
+
• New facility energy consumption calculation 30% below
ASHRAE requirement
Implement
environmentally
friendly business
practices.
Project on track. Construction scheduled
to begin August 2011 with an estimated
3-month construction schedule.
Lead
Complete
construction of
first Leadership
in Energy and
Environmental
Design – LEED
Silver (Fire Station)
on Airport property
by July 2010.
+
Project completed.
Meet the intents of City Environmental and Infrastructure
General Development Policies (GDP) and other existing City
Ordinances.
Implement the
City’s Sustainable
Facility Policy
Complete rooftop
solar project
installation by
January 2011.
+
Project completed.
Document water,
gas and electricity
usage for the
passenger terminal.
In Progress
• Integrate plans for existing and future bus routes/service
improvements and expansions with adopted future land use
policies (GDP E2-E)
• Enable site designs and construction practices that:
1) facilitate the use of alternative modes of transportation
(GDP E3-A)
Cost Effectiveness Analysis (Payback Period, Discounted Cash Flow, Life Cycle Cost Analysis, Total Cost of Ownership)
_____________________________________________________________________________________________________________________
Status
• Locate buildings where transportation facilities, public utilities
and services already exist, or are planned, in order to minimize
impacts of undeveloped areas (GDP E2-C)
Actual Cost Impact
_____________________________________________________________________________________________________________________
Operate the airport
for long-term
sustainability.
The GDP guides staff and the community to:
Anticipated Cost Impact
Project Manager: _____________________________________________________________________________________________________
C2. Safeguard the
Environment
• Facilitate development of well-designed and well-connected
mixed/multi-use development (GDP E2-B)
Innovative Elements (include plans for ongoing monitoring)
_____________________________________________________________________________________________________________________
Meet current State Statute (GS 143-135.37) energy consumption
targets which at the time of policy adoption are:
Provide terminal
and airfield facilities
to meet demand.
• Major renovation energy consumption calculation 20%
below ASHRAE requirement
Protect Occupant Health, Maximize Productivity, & Incentivize Sustainable Employee Behaviors
List all members of project team and indicate which members have earned LEED or similar credential.
Meet current State Statute (GS 143-135.37) water use reduction
targets which at the time of policy adoption are:
• Indoor water usage 20% below State Code requirement
Maximize Transportation Alternatives
Lead by Example & Encourage Local Sustainable Industry
YTD
Finalize design
of new entrance
road with first
construction
contract being
issued by June
2011, subject to
funds availability.
• Consider the impacts to existing neighborhoods when
providing infrastructure (GDP I5-B)
Preserve Land & Trees
Conserve Clean Water Resources
Comments/Explanation
Performance Data
Target
Lead
• Identify environmentally sensitive areas in site development
and discuss protection and mitigations (GDP E1-B)
Charlotte Priorities
Must be completed unless project team intends to achieve LEED certification using Charlotte Preferences.
Must be completed in detail if project team intends to achieve none of the standardize achievement criteria.
Indicate your plans to address each local priority and alignment with GDP, CCW, and adopted policies.
Also document other plans related to each priority area.
Lead
or Lag
The GDP guides staff and the community to:
40 pts. Required for certification
Serve The Customer
CLT shall have 75% of sustainability initiatives passed
each year demonstrate at
least one corporate standard
and one industry recognized
green standard .
Standardized Achievement Criteria
LEED Certification using Charlotte Preferences (indicate level or “No”)
Lead By Example &
Encourage Local Sustainable Industry
Goals will be project-specific.
Protect Occupant Health,
Maximize Productivity & Encourage
Sustainable Employee Behaviors
Goals will be project-specific.
Links to Corporate Strategy
_____________________________________________________________________________________________________________________
Serve the Customer
Provide
Transportation
Choices
Safeguard
the
Environment
Promote
Economic
Opportunity
Run the Business
Enhance
Customer
Service
Develop
Collaborative
Solutions
Optimize
Business
Practices
Manage Resources
Maintain
Bond
Rating
Deliver
Competitive
Services
Expand
Revenues
Develop Employees
Positive
Employee
Climate
Skilled
& Diverse
Workforce
Promote
Learning
& Growth
The above Corporate and Industry Standards are discussed on
the following pages.
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S U S TA I N A B I L I T Y P R O G R A M S U M M A RY
Industry Standards
LEED
Leadership in Energy &
Environmental Design (LEED)
is an internationally recognized
green building certification
system, providing third-party
verification that a building or
community was designed and
built using strategies intended
to improve performance in
metrics such as energy savings,
water efficiency, CO2 emissions
reduction, improved indoor
environmental quality, and
stewardship of resources and
sensitivity to their impacts.
Developed by the U.S. Green
Building Council (USGBC), LEED
is intended to provide building
moving towards a sustainable future
owners and operators a concise
framework for identifying and
implementing practical and
measurable green building
design, construction, operations
and maintenance solutions.
CLT uses the LEED 2009 for
New Construction and Major
Renovations Checklist as a
reference for the Development
focus area for all new construction
projects over 5,000 S.F.
CLT also uses LEED 2009
for Existing Buildings Operations
& Maintenance Checklist as a
reference, when applicable,
for the focus area of Facilities
Maintenance & Operations.
LEED 2009 for New Construction and Major Renovations
Project Name
Date
Project Checklist
Sustainable Sites
Y
Y
?
Possible Points: 26
N
Materials and Resources, Continued
Y
?
N
Prereq 1
Construction Activity Pollution Prevention
Credit 4
Recycled Content
1 to 2
Credit 1
Site Selection
Development Density and Community Connectivity
1
5
Credit 5
Credit 6
Regional Materials
Rapidly Renewable Materials
1 to 2
1
Brownfield Redevelopment
Alternative Transportation – Public Transportation Access
Alternative Transportation – Bicycle Storage and Changing Rooms
Alternative Transportation – Low-Emitting and Fuel-Efficient Vehicles
Alternative Transportation – Parking Capacity
1
6
1
3
2
Credit 7
Certified Wood
1
Site Development – Protect or Restore Habitat
Site Development – Maximize Open Space
Stormwater Design – Quantity Control
Stormwater Design – Quality Control
1
1
1
1
Heat Island Effect – Non-roof
Heat Island Effect – Roof
Light Pollution Reduction
1
1
1
Credit 2
Credit 3
Credit 4.1
Credit 4.2
Credit 4.3
Credit 4.4
Credit 5.1
Credit 5.2
Credit 6.1
Credit 6.2
Credit 7.1
Credit 7.2
Credit 8
Water Efficiency
Y
Possible Points: 10
Indoor Environmental Quality
Y
Y
Prereq 1
Prereq 2
Credit 1
Credit 2
Credit 3.1
Credit 3.2
Credit 4.1
Credit 4.2
Credit 4.3
Credit 4.4
Credit 5
Y
Prereq 1
Credit 1
Credit 2
Credit 3
Water Use Reduction – 20% Reduction
Water Efficient Landscaping
2 to 4
Credit 6.2
Innovative Wastewater Technologies
Water Use Reduction
2
2 to 4
Credit 7.1
Energy and Atmosphere
Credit 6.1
Possible Points: 35
Credit 7.2
Credit 8.1
Credit 8.2
Fundamental Commissioning of Building Energy Systems
Minimum Energy Performance
Fundamental Refrigerant Management
Optimize Energy Performance
On-Site Renewable Energy
Enhanced Commissioning
1 to 19
1 to 7
2
Credit 1.2
2
3
Credit 1.5
Credit 5
Enhanced Refrigerant Management
Measurement and Verification
Credit 6
Green Power
2
Y
Y
Prereq 1
Y
Prereq 3
Prereq 2
Credit 1
Credit 2
Credit 3
Credit 4
Materials and Resources
Credit 1.3
Credit 1.4
Credit 2
Prereq 1
Credit 1.1
Credit 1.2
Credit 2
Credit 3
Outdoor Air Delivery Monitoring
Increased Ventilation
1
1
Construction IAQ Management Plan – During Construction
Increased Construction IAQ Management Plan – Before Occupancy
1
1
Low-Emitting Materials – Adhesives and Sealants
Low-Emitting Materials – Paints and Coatings
Low-Emitting Materials – Flooring Systems
1
1
1
Low-Emitting Materials – Composite Wood and Agrifiber Products
Indoor Chemical and Pollutant Source Control
1
1
Controllability of Systems – Lighting
Controllability of Systems – Thermal Comfort
1
1
Thermal Comfort – Design
Thermal Comfort – Verification
1
1
Daylight and Views – Daylight
Daylight and Views – Views
1
1
Storage and Collection of Recyclables
Building Reuse – Maintain Existing Walls, Floors, and Roof
1 to 3
Building Reuse – Maintain 50% of Interior Non-Structural Elements
Construction Waste Management
Materials Reuse
1
1 to 2
1 to 2
Possible Points: 6
Innovation in Design: Specific Title
Innovation in Design: Specific Title
Innovation in Design: Specific Title
Innovation in Design: Specific Title
1
1
1
1
Innovation in Design: Specific Title
LEED Accredited Professional
1
1
Regional, Priority Credits
Possible Points: 14
Possible Points: 4
Credit 1.3
Regional Priority: Specific Credit
Regional Priority: Specific Credit
Regional Priority: Specific Credit
1
1
1
Credit 1.4
Regional Priority: Specific Credit
1
Credit 1.1
Y
Minimum Indoor Air Quality Performance
Environmental Tobacco Smoke (ETS) Control
Innovation and Design Process
Credit 1.1
Possible Points: 15
Credit 1.2
Total
Possible Points: 110
8
S U S TA I N A B I L I T Y P R O G R A M S U M M A RY
Industry Standards
moving towards a sustainable future
Sustainable Airport Manual
The Sustainable Airport Manual (SAM) was developed by the Chicago Department of Aviation and it has
been drawn, in large part, from the Leadership in Energy and Environmental Design (LEED) green building
rating system. The purpose of SAM is to integrate airport specific sustainable planning and practices
early in the design process through planning, construction, operations and maintenance, concessions
and tenants, and all other airport functions, with minimal impact to schedule or budget.
CLT uses the Chicago Department of Aviation’s Sustainable Airport Manual as a reference for applicable
initiatives. As the sustainability program continues to grow at CLT, more of this manual’s standards and
procedures will be incorporated into the program.
2012 International Energy Conservation Code (IECC)
CLT uses the 2012 International Energy Conservation Code (IECC) as a reference for applicable projects.
This code was designed to achieve a 30 percent increase in energy savings compared to its 2006
predecessor—capturing a goal pursued for the last several years by the U.S. Department of Energy (DOE)
and many collaborating organizations in the energy codes community.
2012 International Green Construction Code (IgCC)
In March 2012, the International Code Council, America’s foremost building code writing body, released
the International Green Construction CodeTM (IgCC). The IgCC provides state and local governments,
for the first time, with a “model code” to require new and existing commercial buildings to reduce their
energy usage and carbon footprints and to minimize the adverse impacts that building construction and
operations have on the environment. CLT uses this code as a reference for all applicable projects.
Energy Star
CLT makes an effort to purchase products that are ENERGY STAR certified and is currently working
on incorporating Energy Star into its facilities.
9
S U S TA I N A B I L I T Y P R O G R A M S U M M A RY
Corporate Standards
Strategic Operating
Plan FY12
This is part of the Aviation’s
SOP FY12.
The Strategic Operating Plan
(SOP) outlines and links the
organization’s city strategy to
the associated operating budget
resources needed to achieve
the City’s strategy.
A snapshot of the Links to
Corporate Strategy, which most
of the initiatives can fall under,
is seen below.
moving towards a sustainable future
Links to Corporate Strategy
Serve the Customer
Provide
Transportation
Choices
Safeguard
the
Environment
Promote
Economic
Opportunity
Run the Business
Enhance
Customer
Service
Develop
Collaborative
Solutions
Optimize
Business
Practices
Manage Resources
Maintain
Bond
Rating
Deliver
Competitive
Services
Expand
Revenues
Develop Employees
Positive
Employee
Climate
Skilled
& Diverse
Workforce
Promote
Learning
& Growth
10
S U S TA I N A B I L I T Y P R O G R A M S U M M A RY
Corporate Standards
moving towards a sustainable future
KBU Balanced
Scorecard
KBU-Balanced Scorecard Report
July 2010
December 2010
Reporting Period: _________________________
to _________________________
Corporate Objective
Serve The Customer
C1. Provide
Transportation
Choices
KBU Initiative
Measure
(* Indicates Focus
Area Initiative)
($ Indicates Incentive
Pay Measure)
Design and
construct stateof-the-art airport
facilities to meet
the demands of all
areas of the airport
operation.
Design and build
roads to facilitate
access.
Provide terminal
and airfield facilities
to meet demand.
C2. Safeguard the
Environment
Operate the airport
for long-term
sustainability.
Implement
environmentally
friendly business
practices.
Implement the
City’s Sustainable
Facility Policy
Prior
Year
Actual
Lead
or Lag
Comments/Explanation
Performance Data
Target
YTD
Status
(To be completed at mid-year
and year-end reporting)
Lead
Finalize design
of new entrance
road with first
construction
contract being
issued by June
2011, subject to
funds availability.
+
30% design complete, allowing contract to
be let and construction to begin.
Lead
Complete
construction of
West Boulevard/
NC 160 relocation
and extension by
December 2010,
subject to NCDOT
approval.
–
Approximately 85% complete. Weather
delays and expanded scope have pushed
estimated completion to February 2011.
Lead
Secure funding and
complete design
for in-line baggage
system. Begin
construction in
May 2011.
+
Funding secured. Awaiting TSA approval
of 30% design submittal.
Lead
Complete
rehabilitation of
Runway 18C by
December 2011.
+
Project on track. Construction scheduled
to begin August 2011 with an estimated
3-month construction schedule.
Lead
Complete
construction of
first Leadership
in Energy and
Environmental
Design – LEED
Silver (Fire Station)
on Airport property
by July 2010.
+
Project completed.
Complete rooftop
solar project
installation by
January 2011.
+
Project completed.
Document water,
gas and electricity
usage for the
passenger terminal.
In Progress
11
S U S TA I N A B I L I T Y P R O G R A M S U M M A RY
Corporate Standards
Policy for Sustainable
Facilities
This policy was adopted by
Charlotte City Council on
September 28, 2009. The policy
is intended to direct City staff to
design, construct, and operate
Sustainable City Facilities which
meet the functionality and
service delivery needs of the
citizens of Charlotte, while
minimizing environmental
impacts and conserving and
protecting all resources.
moving towards a sustainable future
Policy for Sustainable Facilities
PRIORITIES
Preserve Land & Trees
GOALS
Meet the intents of City Environmental and Infrastructure
General Development Policies (GDP) and other existing City
Ordinances.
The GDP guides staff and the community to:
• Take a comprehensive approach to defining the site location
and infrastructure needs, based on the City’s land use policies
and overall growth framework of Centers, Corridors and
Wedges (GDP I1-A)
• Pursue sites that encourage and facilitate redevelopment of
abandoned/underutilized sites and vacant sites (GDP E2-A)
• Encourage infill and redevelopment to take advantage of
existing infrastructure (GDP I4-B)
• Identify environmentally sensitive areas in site development
and discuss protection and mitigations (GDP E1-B)
• Consider the impacts to existing neighborhoods when
providing infrastructure (GDP I5-B)
• Minimize impacts to the City’s tree canopy (GDP E3-B)
All of CLT’s related initiatives
show how they are meeting the
cities priorities & goals.
• Enable site designs that: 2) reduce ground level temperatures;
3) minimize the impact on the environment (GDP E3-A)
Conserve Clean Water Sources
Meet current State Statute (GS 143-135.37) water use reduction
targets which at the time of policy adoption are:
• Indoor water usage 20% below State Code requirement
• Outdoor water usage 50% below State Code requirement
Reduce Energy Use &
Carbon Footprint
Meet current State Statute (GS 143-135.37) energy consumption
targets which at the time of policy adoption are:
• New facility energy consumption calculation 30% below
ASHRAE requirement
• Major renovation energy consumption calculation 20%
below ASHRAE requirement
Maximize Transportation Alternatives
Meet the intents of City Environmental and Infrastructure
General Development Policies (GDP) and other existing City
Ordinances.
The GDP guides staff and the community to:
• Facilitate development of well-designed and well-connected
mixed/multi-use development (GDP E2-B)
• Locate buildings where transportation facilities, public utilities
and services already exist, or are planned, in order to minimize
impacts of undeveloped areas (GDP E2-C)
• Integrate plans for existing and future bus routes/service
improvements and expansions with adopted future land use
policies (GDP E2-E)
• Enable site designs and construction practices that:
1) facilitate the use of alternative modes of transportation
(GDP E3-A)
Lead By Example &
Encourage Local Sustainable Industry
Goals will be project-specific.
Protect Occupant Health,
Maximize Productivity & Encourage
Sustainable Employee Behaviors
Goals will be project-specific.
12
S U S TA I N A B I L I T Y P R O G R A M S U M M A RY
Corporate Standards
Sustainable
Decisions Grid
The City of Charlotte developed
the Sustainable Decisions Grid
for the different departments to
complete for projects that are over
5,000 S.F. as a subcomponent
to the policy for Sustainable City
Facilities. CLT completes this
sheet for applicable projects.
moving towards a sustainable future
Sustainable Decisions Grid
City of Charlotte Facility Construction and Renovation Projects
Name of Project: ______________________________________________________________________________________________________
Standardized Achievement Criteria
Indicate your achievement plans in each category.
LEED Certification using Charlotte Preferences (indicate level or “No”)
40 pts. Required for certification
Whole Building Design Guidelines Adherence (Yes/No)
75 % rating required
Energy Star Label (Yes/No)
Green Globes (Indicate # Globes or “No”)
Other Rating Tool(s) (specify tool and level of achievement expected):
Standardized Expectations
Indicate your expected score/rating against each tool.
LEED Points Score Expected (numerical, required)
Range 0 - 110
Energy Star Rating Expected (numerical, required)
Range 1 - 100
Charlotte Priorities
Must be completed unless project team intends to achieve LEED certification using Charlotte Preferences.
Must be completed in detail if project team intends to achieve none of the standardize achievement criteria.
Indicate your plans to address each local priority and alignment with GDP, CCW, and adopted policies.
Also document other plans related to each priority area.
Preserve Land & Trees
Conserve Clean Water Resources
Reduce Energy Use & Carbon Footprint
Maximize Transportation Alternatives
Lead by Example & Encourage Local Sustainable Industry
Protect Occupant Health, Maximize Productivity, & Incentivize Sustainable Employee Behaviors
Innovative Elements (include plans for ongoing monitoring)
Anticipated Cost Impact
Actual Cost Impact
Cost Effectiveness Analysis (Payback Period, Discounted Cash Flow, Life Cycle Cost Analysis, Total Cost of Ownership)
List all members of project team and indicate which members have earned LEED or similar credential.
Project Manager: _____________________________________________________________________________________________________
_____________________________________________________________________________________________________________________
_____________________________________________________________________________________________________________________
_____________________________________________________________________________________________________________________
_____________________________________________________________________________________________________________________
13
moving towards a sustainable future
P.O. Box 19066
Charlotte, NC 28219
704.359.4000
cltairport.com