Posted in Sustainable Design by Serena Wray, LEED AP+ (Brand Architecture) on October 23, 2014
Design a retail store that can achieve LEED® Platinum Certification.
That was CVS Health’s ambitious goal back in 2010.
The retail giant believes that the sustainability of the planet is linked to better health for their customers. Their commitment to the cause has both attracted customers and propelled CVS to the 36th position in Newsweek’s U.S. Greenest Companies list. To align their building efforts with their vision for sustainability, they set out to accomplish what few retailers had previously done.
Through collaboration between CVS, the design team, and the contractors, the CVS in West Haven became the eighth LEED for Retail Platinum project in the USGBC database in August of 2014.
So, how did they achieve this prestigious certification without breaking the bank?
All aspects of the building and site were evaluated for their contributions to sustainability. By constantly keeping an eye on the bottom line, it was possible to develop design efficiencies and use the savings for items which had greater impact on the overall building performance.
CVS aimed to develop a site that would contribute to the revitalization of the community. The site that was chosen was an infill brownfield site in downtown West Haven, CT, which previously served as a Ford dealership and gas station. The site required significant remediation, as it was polluted with toxic materials from several decades of neglect.
The site was thoroughly assessed to study the soil, local climate, regional resources, site hydrology, and potential human health impacts. Energy efficient LED site lights minimize light trespass from the site, and reflective (light colored) surfaces were selected for areas of the hardscape and roof to help reduce urban heat island effect.
The CVS in West Haven is based at a prime location where it can serve the community in a way that is both accessible and sustainable. The building is within walking distance of several other businesses, park areas, and residences. A bus stop is located near the front entrance, and an electric car charging station is provided for customer use. To further encourage and promote sustainable transport, there are bicycle storage racks and information about bicycle routes readily available at the store.
The building itself uses 49.61% less water than a baseline building. This was achieved through the selection of efficient plumbing fixtures, including 1.0 gallon per flush toilets, metering faucets, and pint flush urinals. Also, through responsible selection of drought-tolerant and native/adapted species, irrigation on site was eliminated from the design of the project.
Designing a building that was energy efficient was important to CVS, and it directly affects their operational costs. The store was designed to use 39.8% less energy than the ASHRAE 90.1-2007 baseline building. The 15 kW solar PV panel installation on the roof provides renewable energy for the building, while carefully selected low-mercury fluorescent and LED interior lights, high efficiency windows and doors, and high performing coolers contribute to further energy savings. HVAC and refrigeration equipment were selected to minimize the emission of compounds that contribute to ozone depletion and climate change. In addition to all of these energy saving measures, the store has a contract with the utility to provide wind power for 35.15% of the electricity used by the building.
The structure’s design and materials selection allowed CVS to reduce the cost of the building envelope while decreasing environmental impacts. As compared to a CVS/pharmacy prototype, the roof was lowered, and structure was spaced more regularly. This reduced overall materials, volume for heating and cooling, and project cost. During construction, 98% of the construction waste was diverted from landfills through recycling or reuse. Materials with high recycled content and those from local sources were carefully selected for the project.
Great consideration was given to the environmental quality inside the store. The retail area is illuminated by natural sunlight, which enters the space through skylights, solar tubes, translucent panels and windows. Employees and customers enjoy views to the exterior and have provided positive feedback on their overall experience working and shopping in the store.
Carbon dioxide concentration in the building is constantly monitored, and the minimum outdoor air intake flow is measured in each rooftop unit. These measures are in place to ensure that the ventilation systems maintain minimum design requirements, providing better breathing air to occupants. During construction, the contractor followed an indoor air quality plan to protect absorptive materials and ductwork, reducing the potential for problems down the road.
The CVS in West Haven is a remarkable example of what can be accomplished when vision and design are merged in efforts to promote sustainability. The building has received no shortage of recognition to date, as it was recently selected by the Connecticut Green Building Council as a recipient of the 2014 Commercial Award of Honor.
Now that the store is operating, it is being studied as a beta store where sustainable elements will be monitored over time. The design team is collecting data on energy and water usage and analyzing the building’s performance against projections for the store. The most successful and cost-effective design features will be used in future CVS stores in the years to come.No comments yet | Permalink |
Posted in Communities | Innovative Solutions | Municipal Services | Water/Wastewater by Josh Owens, EIT (Water/Wastewater) on August 4, 2014
Performing the horizontal directional drilling.
It has a nice ring to it, doesn’t it? It’s an innovative solution to an otherwise growing problem—in central Pennsylvania.
Nestled in Lycoming County, PA, is the Borough of Jersey Shore. Increased age, increased operational and maintenance issues, location, and proximity to the West Branch of the Susquehanna River required a drastic approach to a lingering problem—the desperate need for an upgraded wastewater treatment plant (WWTP). Not only was the existing plant aging, it was too small to meet the new nutrient treatment requirements stipulated by the Pennsylvania Department of Environmental Protection. At the same time, the community across the river from Jersey Shore, Nippenose Township, was in the process of evaluating the need and necessity to construct a WWTP, collection system, and pump stations to serve the Antes Fort area, which was experiencing numerous on-lot failures and issues. This presented an excellent opportunity for regionalization.No comments yet | Permalink |
Posted in Funding | Technology | Transportation | Transportation Revenue by Doug Smith, PE () on July 14, 2014
One of the more interesting sessions at the recent Transportation Research Board (TRB) Conference on Surface Transportation Finance in Irvine, California was titled “The Impacts of Technology on Transportation Revenue.” The session was presided by Sarah Puro of the Congressional Budget Office. To give you some background on the TRB, it was established in 1920 as the National Advisory Board on Highway Research to provide a mechanism for the exchange of information and research results about highway technology. And obviously technology in 1920 is a lot different than it is today. So we are faced with this challenge: how to predict and forecast transportation revenues as our methods prove to yield less consistent, long-term information.No comments yet | Permalink |
Posted in Employees | Landscape Architecture by Jillian Ibbs (Marketing) on April 21, 2014
Senior Project Manager
At Larson Design Group, we believe that our employees are our greatest asset. In this feature, we profile some of the staff members who contribute to our success. This month the spotlight is on Steven Beattie, RLA, Senior Project Manager in our Selinsgrove Site department.
Where did your career take you before joining LDG?
Prior to joining LDG in November 2011, I worked at two engineering firms and a design/build landscape contractor.
What was your first Job? What did you learn from it that still influences the way you work today?
My first job out of college was as a Landscape Maintenance Foreman for a large design/build landscape contractor in northern Virginia. Surprisingly, I found myself managing the landscapes of a large regional mall, an office building, and two high-end apartment complexes, managing the day-to-day contact with the clients of these accounts, and managing four laborers from Mexico and Guatemala. Years later, I realized that these responsibilities (and challenges) were invaluable in helping to set my course and career. There were unending hardships and difficulties; it truly was trial by fire nearly every day.
Posted in Client Service | Employees | Professional Development by Jillian Ibbs (Marketing) on March 25, 2014
This month, a respected member of the LDG family will retire after spending 41 years with the company. Kurt Hetrick, Senior Project Designer in our Williamsport headquarters, has been with LDG since it was known as Robert W. Ferrell Engineering and Surveying, and as Hunt Engineers. He has served as a member of the LDG board and as an ESOP Trustee, worked and had leadership responsibilities in several departments (surveying, municipal, highway, and site included), and even met his wife at LDG.
The impact Kurt has had on Larson Design Group is immeasurable. While his quiet wisdom and placid demeanor will be missed, this is a retirement well earned, and we wish him the best.
What’s the most important thing you’ve learned during your career?
To keep satisfied clients, listen more than you talk. And really understand their needs. Generally, they’re in their worlds 24/7, and you’re just a visitor. So, they know as much or more about what’s going on as we do. > Read the rest of this article
> Read the rest of this article