VSP Vision Care Headquarters Building 1: Rancho Cordova, CA

C A S E
S T U D Y
V S P
V I S I O N
C A R E
The following article was published in High Performing Buildings, Spring 2009. ©Copyright 2009 American Society of Heating, Refrigerating and
Air-Conditioning Engineers, Inc. It is presented for educational purposes only. This article may not be copied and/or distributed electronically
or in paper form without permission of ASHRAE.
Operational Excellence
L A U R I E G I L M E R , P. E .
B U I L D I N G AT A G L A N C E
As a demonstration of its
MAUREEN ROSKOSKI
Building Name VSP Vision Care
Headquarters Building 1
CYNTHIA SMITH LEON
commitment to sustainability
Location 3333 Quality Drive,
Rancho Cordova, Calif.
Size 152,000 ft2 building, including a
9,700 ft2 data center
and to create a model for the
community, VSP Vision Care
(VSP) sought to significantly
reduce its energy and water
use as well as its waste stream
The process started in 2006 when
VSP assembled a team to see how one
company could make a difference.
The team set goals to achieve operational excellence at the VSP facility
by improving in three key areas:
Year Started 2006
Overview of Points The LEED-EB 2.0 system has 85
total credits available. To achieve
Platinum, VSP set a goal to obtain 70
points. The cut-off for Platinum certification is 64 points. We ultimately
pursued 65 points:
Year Completed 2008
Original Construction 1992
Building Use Commercial Office
Total VSP Team Hours 2,100
Total FEA Team Hours 425
Distinctions LEED-EB 2.0 Platinum
Energy 20% reduction from
current use levels
LEED–EB 2.0 POINTS
BUILDING TEAM
Water 50% reduction from baseline
at its California headquarters.
The building houses 600 of
the campus’ 1,750 employees
who provide comprehensive
eye care benefit plans to more
than 52 million members.
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P E R F O R M I N G B U I L D I N G S Spring 2009
Sustainable Sites
­7
Water Efficiency
3
Energy & Atmosphere
­20
Materials & Resources
16
Indoor Environmental Quality
14
Innovation
5
Total
65
Waste Stream 95% diversion rate
After researching several systems
and approaches, the team decided to
pursue Platinum certification under
the U.S. Green Building Council’s
(USGBC) LEED® for Existing
Buildings (LEED-EB) at the campus
headquarters main building, HQ1, in
Rancho Cordova, Calif. The building was constructed in 1992. We
used the LEED-EB version 2.0 rating system as a road map to provide
a framework and validation for our
sustainability goals.
Owner VSP Vision Care (VSP). VSP provides comprehensive eye care benefit
plans to more than 52 million members
nationwide.
LEED Consultant Facility Engineering
Associates, a national consulting firm,
focuses on extending the life of and making
improvements to existing facilities.
VSP Team Cynthia Smith Leon, Laurel
Bane, Carlos Ocampo, Curtis Matsumoto,
Stephen Blynn
Facility Engineering Associates (FEA)
Team Laurie Gilmer, Maureen Roskoski
Photos Facility Engineering Associates
Spring 2009 H I G H
PERFORMING
BUILDINGS
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T O TA L E N E R G Y U S E
LIGHTING
REDUCTION
RETROCOMMISSIONING
ENERGY STAR Score As a prerequisite, we needed an
ENERGY STAR® score of at least
60. We needed an even higher score
to give us more LEED points so we
could meet our Platinum goal. When
we initially surveyed the building,
our ENERGY STAR score was 29.
We thought our building operated
efficiently, but our ENERGY STAR
score did not reflect that.
Through submetering, we found
that our data center — our main
data center for the entire company — was a high-intensity energy
use area, accounting for approximately 70% of our total energy
use. Sub-metering allowed us to
separate the data center energy
load from the rest of the building.
After implementing energy-saving
measures, our new ENERGY STAR
score was 93, qualifying us for the
LEED prerequisite as well as eight
additional LEED points.
Energy Savings
At the time of certification, the
building’s annual energy use with-
Building 30%
Data Center 70%
Metric
Energy Savings
Measures
Metric
Lighting Controls
Annual Cost
­$ 457,361
Annual Cost
­—
Implementation Cost
$ 123,254
Implementation Cost
$ 4,865
Rebates
­$ 0
Rebates
­$ 4,865
Annual Savings
$ 64,030
Annual Savings
$ 5,557
Energy Savings
­14%
Energy Savings
­—
Simple Payback
2 Years
Simple Payback
0 Years
out the data center was approximately 70,400 Btu/ft2. While this
represents an efficient building,
we wanted to continue to improve.
With smart approaches to daily
operations, we found we could save
energy and money. A few of the
ways we increased energy savings
included:
Daytime Janitorial Our janitors
cleaned the building at night when it
was largely unoccupied. This meant
that our building was lit when it was
occupied by very few people. Moving
our cleaning schedule to daytime
hours enabled us to shut down the
building by 7 p.m. instead of late
night/early morning.
Optimizing Lighting and HVAC
Controls Through retrocommission-
ing, we identified areas where we
could optimize our controls to operate more efficiently and effectively.
Metering We installed submeters
VSP found through submetering
that its data center was a highintensity energy use area, accounting for approximately 70% of total
energy use.
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HIGH
to monitor electricity use of our
café, data center, lighting panels
and plug loads.
Retrocommissioning VSP implemented a retrocommis-
sioning program to identify areas
where the building systems were
not operating as intended or could
be optimized. Through this process,
we learned a lot of opportunities
existed for improvement. The following areas gave us the highest
payback:
Lighting Controls The lighting
control panel was not operating correctly. Lights were running 24/7, and
more than 50% of the relays were
bad.
Sequences of Operations The
sequences of operations for our HVAC
systems were not operating correctly.
By making relatively minor adjustments, we achieved great savings.
Thermal Comfort
VSP managed space temperatures
based on complaints received.
However, this was a reactive
approach, and VSP knew it needed
to change. Well before VSP began
the LEED process, it set space
temperature set point ranges. VSP
also established a protocol for dealing with complaints in a way that
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P E R F O R M I N G B U I L D I N G S Spring 2009
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OVERALL COST
S E Q U E N C E S O F O P E R AT I O N S R E T R O C O M M I S S I O N I N G
OF COMMISSIONING
Metric
Economizers
Heating
Morning Warm-Up
Metric
Retrocommissioning
Annual Cost
­—
­—
—
Annual Cost
­—
Implementation Cost
$ 360
$ 1,440
$ 360
Implementation Cost
$ 44,418
Rebates
­—
—
—
Rebates
­$ 13,247
Annual Savings
$ 3,980
$ 6,109
$ 2,801
Annual Savings
Est. $ 31,000
Energy Savings
­—
­—
—
Energy Savings
­—
Simple Payback
1 Month
0 Months
2 Months
Simple Payback
1 Year
addressed employee concerns while
still maintaining standards.
Every complaint is logged in the
computer and the system is checked
for performance accuracy. Then,
the temperature is measured in
the space where the complaint was
made. If the temperatures are within
the setpoints, we advise the complainant to take appropriate action
(add a sweater, etc.). If the temperature is not correct, we troubleshoot
the system to determine the problem.
HIGH
P E R F O R M I N G B U I L D I N G S Spring 2009
Metric
Water Efficiency
Annual Cost
­$ 11,376
Implementation Cost
$ 39,597
Rebates
­—
Annual Savings
$ 5,111
Energy Savings
­—
Simple Payback
7.8 Years
We conducted a thermal comfort
survey of employees as required by
ASHRAE Standard 55. An 80%
satisfaction rating was required to
obtain the LEED point for thermal
comfort. Our proactive approach
paid off; we achieved an 84% satisfaction rating.
Lighting Survey
We needed to understand what type
of lighting fixtures we were using and
quantify the amount of mercury
In 2006 VSP Vision Care began reducing its
energy use, water use and waste at its California
headquarters. It reduced energy use by 14%
including the data center and 27% without it,
decreased water use to 42% below baseline and
increased its waste stream diversion rate from
40% to 82%.
To implement sustainable choices,
VSP selected a new vendor for its
café, which serves about 600 people
a day. Now the café uses locally
grown and pesticide-free produce.
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W AT E R U S E R E D U C T I O N
Spring 2009 H I G H
PERFORMING
BUILDINGS
33
WASTE REDUCTION
T H R O U G H R E C YC L I N G
The native grass in a bioswale
requires no irrigation and no
mowing.
Metric
Recycling Costs
Annual Cost
­—
Implementation Cost
$ 42,828
Rebates
­—
Annual Savings
$ 21,888
Energy Savings
­—
Simple Payback
2 Years
ASHRAE GreenGuide
The Design, Construction, and Operation
of Sustainable Buildings
Since its first printing, the ASHRAE GreenGuide has been invaluable reference for architects, building
owners, building managers/operators and contractors–everyone in the building industry who needs
to understand the technical issues of high-performance design. Using an integrated building systems
perspective, the ASHRAE GreenGuide covers the entire building life cycle step-by-step, from the planning
stages all the way through construction, operation, maintenance and eventual demolition. It emphasizes
teamwork and close coordination between interested parties–factors that are both critical to effective
and efficient execution but typically overlooked “in the heat of things”.
With almost four hundred pages, the second edition
of the ASHRAE GreenGuide has been significantly
improved. Representing the collected experience and
knowledge of a host of field experts, it includes:
• A new chapter on LEED guidance for
mechanical engineers
• A new chapter on building systems’ effect on
the local indoor and outdoor environment
• 20 new greentips (39 in all), including a new
version of the greentip focusing on specific
building types
• Chapters reorganized to mirror an actual project’s
path, from pre-design to post-occupancy
present based on our purchased
lighting. We wanted to reduce the
amount of mercury in the building.
The building lighting primarily uses
T-8 fluorescent tubes and compact
fluorescent bulbs. We worked with a
vendor to conduct the initial survey
of existing fixtures. Another vendor
developed a replacement plan for
new fluorescent fixtures that contained a lower level of mercury.
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HIGH
Water Efficiency
Water is a precious resource in
our country, and even more so in
our northern California climate. In
addition to earning LEED points
for increased water efficiency, VSP
wanted to reach a level of significant
water savings. We started by auditing
our irrigation and domestic water use
through submetering. To improve our
ability to determine where our water
was being used in the building, we
installed submeters on our cool-
P E R F O R M I N G B U I L D I N G S Spring 2009
VSP installed aerators on the restroom lavatories, installed dual flush
valves on water closets and replaced
50 water closets with low-flow water
closets. These changes plus other
water-saving measures resulted in
annual savings of $5,111.
ing towers and café. We then began
auditing the plumbing fixtures. To
VSP’s surprise, the plumbing fixtures
were not as efficient as we thought.
We ended up replacing several toilets
and installed aerators on the restroom
lavatories to reduce water use.
Determining our irrigation efficiency was more difficult. The LEED
• Added content in every chapter, with significant
updates in building automation systems, renewable
energy options, CHP and GSHP systems, and
construction issues
• New graphs, photographs, renderings, and
diagrams providing a more complete overview
of subject matter
• Green design techniques for related technical
disciplines, such as plumbing and lighting
• A discussion of the interactions and cross influences
of mechanical systems, electrical systems and
architectural design
• References, for further information
Dual Units; Hardcover; 6 x 9 in.; 392 pp; 2008;
ASHRAE/Butterworth-Heinemann/Elsevier
Price: $83.95 (ASHRAE Member: $71.00)
Product Code: 90322
ISBN: 978-1-933742-07-6
ORDER TOLL-FREE AT 1-800-527-4723 (US/CANADA) (404) 636-8400
(WORLDWIDE) OR VISIT WWW.ASHRAE.ORG/BOOKSTORE
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S U M M A R Y O F S U S TA I N A B I L I T Y H I G H L I G H T S
Metric
Energy
Savings
Measures
Annual Cost
$ 457,361
Implementation Cost
$ 123,254
Rebates
Retrocommissioning Sequences
Of Operations
Overall
Lighting
Controls Retrocommissioning Economizers
$ 44,418
$ 4,865
$ 4,865
Annual Savings
$ 64,030
Energy Savings
14%
Simple Payback
2 Years
Heating
Morning
Warm-Up
0 Years
$ 13,247
system requires improvement beyond
conventional means. To determine
what “conventional means” meant,
we gathered information from several
other businesses in our area and compared our water use. We then met with
our landscaping contractor to develop
a strategy for reducing water use
through use of drip irrigation systems,
replacement of existing plants with
more water-efficient plants, and in
some cases removal of plants.
Overall, we improved water use
and burden on the waste system by:
• Installing
$ 1,440
$ 360
$ 39,587
$ 42,828
$ 1,440
$ 3,980
1 Year
Sustainable
Purchasing
$ 11,376
$ 360
$ 5,557
Water
Efficiency
1 Month
$ 6,109
0 Months
0.5 gpm aerators on
lavatory faucets;
$ 2,801
2 Months
• Replacing
$ 5,111
7.8 Years
$ 21,888
2 Years
spray irrigation with
bubblers.
When we submitted the building
• Installing dual flush valves on
for certification in March 2008,
water closets;
our domestic water use was at 31%
• Replacing 50 water closets with
below baseline. As of December
low-flow water closets;
2008, our domestic water savings
• Replacing shrubs with decomposed was at 42% below baseline.
granite; and
VSP stepped up education and
added recycling bins after a trash
audit revealed that despite the availability of recycling bins throughout
the facility, recyclable items were
still being thrown away.
HIGH
P E R F O R M I N G B U I L D I N G S Spring 2009
Materials & Resources
Sustainable Purchasing
We worked with VSP’s purchasing
department to audit current purchase
practices on all office supplies, equipment, and furniture to determine what
qualified as a sustainable purchase.
For example, we looked for items containing at least 70% salvaged materials, 10% post-consumer content or
20% post-industrial content. Our goal
was to increase the percentage of our
sustainable purchases to at least 50%
of our total purchases. We achieved
54%. Examples of our qualifying purchases include recycled paper, office
equipment and recycling containers.
To meet the indoor air quality
requirements, our goal was to purchase low- or no-VOC products. Our
goal was to achieve 90% compliance. We achieved 100%. Examples
of our qualifying purchases included
paint, carpet and carpet adhesive.
To meet the sustainable products
and cleaning requirements, our goal
was that 90% of our cleaning products would comply. We achieved
96%. Our compliant materials
included cleaning products, paper
towels, trash can liners, toilet paper
and seat covers. Our non-compliant
items included hand soap, degreaser
and disinfectant.
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16
14
12
10
8
6
4
2
0
2003
2004
2005
many things that could be recycled.
We were initially at a 40% diversion
rate. To meet our goal, we purchased
more recycling bins, improved education, and replaced Styrofoam™
cups with washable cups and mugs.
2006
2007
2008
We currently recycle all metals,
fluorescent lights, batteries and
construction waste. Through these
efforts, we achieved a 70% diversion
rate at the time of certification and
are currently at 82% diversion.
VSP received one LEED innovation
point for installing a chemical-free
water treatment system.
Recycling Our goal was to achieve
In addition to paper, plastic, glass and
aluminum, VSP recycles all metals,
fluorescent lights, batteries and construction waste.
36
AV E R AG E A N N U A L S I C K DAY S P E R E M P L OY E E
at least a 50% diversion rate for our
waste stream to obtain the maximum
number of LEED points. However,
we set our own more aggressive goal
of 95% diversion. We were already
recycling cans, bottles and paper
throughout the campus and thought
we were doing very well. When we
performed an audit of all of our
waste, we found that, despite our
efforts, we were still throwing away
Spring 2009 H I G H
PERFORMING
BUILDINGS
37
Cynthia Smith Leon, Laurel Bane,
Carlos Ocampo, Curtis Matsumoto
and Stephen Blynn comprised the
VSP LEED certification team.
Improved Air Filtration VSP upgraded our level of air filtration to help improve the overall air
quality in the building by reducing
dust, pollen and particulate transfer.
Improved Indoor Air Quality VSP installed CO2 sensors to ensure
optimal indoor air quality for the
people in our buildings.
Healthy People Impact Profits
VSP has implemented several pro-
grams and measures targeted at
employee health and wellness.
New Café Vendor VSP’s café serves
Through these programs, we are
working to reduce employee sick
time. If we can reduce absenteeism
by one day per employee per year,
we can save an average of $105,000
each year! (Based on 1,750 employees, average cost $60/employee).
Conclusion
standard which includes specifying and
purchasing finishes and fabrics that
have either no- or low-VOC content.
We started this journey with our
minds set toward making a difference in our community and achieving LEED Platinum certification.
In our everyday operations, we
wanted to achieve operational excellence. Through our improvement in
operational practices and our LEED
Platinum certification, we are well
on our way.
Green Cleaning Products The team
Energy researched and implemented a green
cleaning program that now uses
healthier cleaning practices to clean
our buildings.
Our goal was 20% reduction.
We are at 14% including the data
center, 27% without.
Green Guardians VSP developed a
Our goal was 50% reduction.
We are at 42% and continue to
improve.
approximately 600 people each day.
A new vendor was selected that
could provide freshly prepared menu
options every day, using locally grown
and pesticide-free produce.
No/Low-VOC Finishes VSP created a
task force of management and key
division employees to champion the
achievement of our sustainability goals.
Wellness Program VSP’s wellness
program includes diet and nutrition
education, on-site exercise opportunities and gym memberships, team
sports, and health and wellness
evaluations.
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HIGH
LLEESSSSOONNSS LLEEAARRNNEEDD
Education To meet our goals, we realized
that we needed to engage our employees
in our efforts to save energy, save water,
and use our resources wisely. We set up
a campaign to educate our employees in
what they could do during their work day
to help us meet our goals. We focused
on straightforward measures such as
turning off lights, putting on a sweater
instead of using a personal space heater
and making sure computer equipment
was turned off at night. We also developed a task force of management and
key division employees to champion the
achievement of our sustainability goals.
Team Perseverance The biggest hurdle
we faced was the amount of documentation required for LEED certification. Even
the smallest things, such as purchasing
practices, must be documented. Facility
managers and building engineers must
be engaged in the process and motivated to spend time in addition to their
normal workdays. If possible, hire an
additional team member who can handle
the documentation.
Overall Improvements Submetering water
and energy-consuming systems provides
monthly data, which has allowed VSP to
identify abnormalities and fine-tune the
building. This data documents our continued progress and helps to justify the
cost of implementing energy- and watersaving strategies.
ABOUT THE AUTHORS
Water Waste Stream Our goal was 95% diversion rate.
We are at 82% and continue to
improve.
Laurie Gilmer, P.E., CFM, LEED AP,
is an associate at Facility Engineering
Associates and was project manager
of the VSP LEED-EB project.
Maureen Roskoski, REPA, LEED AP,
is a senior professional at Facility
Engineering Associates and was the
lead LEED AP of the project.
Cynthia Smith Leon, CFM, was facility
manager at VSP during the certification
process and was the project sponsor.
P E R F O R M I N G B U I L D I N G S Spring 2009
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