9 Construction and Implementation

At this stage your team implements your project's eco-industrial park vision, plans, and designs in wood,
concrete, steel, and vegetation and through creating new human institutions. You will need to augment the
many standard procedures and codes or construction with perormance goals and measures that low rom
your vision and plan. You will need to educate contractors and su!-contractors and provide them with
speciications that insure your vision will not !e !uried in the mud o the construction proces s. In addition,
you will need to coordinate with tenants !uilding their own acilities to !e sure their contractors are aligned
with the project's o!jectives. A developer generally places covenants and restrictions or design guidelines in
the tenant contract to achieve this. You can also oer more active support, such as design services or small
to mid-si"e irms.
As physical construction progresses and tenants prepare to move in, you will also !e implementing the
design o institutions that will help them interact as a community o companies. You may work with local and
national resources to set up a regional !y-product e#change, training programs, or other community
initiatives that support your $I%'s unctioning. At this time tenant employees will start the process o !uilding
ties !etween companies to achieve the promise o high !usiness and environmental perormance that
!rought them together in your $I%.
9.& Construction %rocess
9.1.1 Integrative Project Management
Construction o your $I%'s inrastructure, common !uildings, and tenant plants will mo!ili"e a large num!er
o irms, some contracted with the development company, some working or prime contractors, some or the
tenants. You may ind it useul to take special measures to inorm their employees o the project's vision and
!road o!jectives. 'ith this conte#t, they will !e a!le to intelligently ollow the speciications in your project
plans and discover opportunities or superior solutions.
9.1.1.1 Enlisting Contractors to the Vision
(ite-preparation and construction or an eco-industrial park makes new demands upon the variety o prime
and su!-contractors re)uired. Your development team may use a )ualiying process or contractors using a
re)uest or )ualiications rather than a re)uest or proposals. 'ith an *+, you set standards and
speciications relating to construction practices to insure environmentally sensitive work. Your !idder
selection and contracting process then insures that your contractors are ully prepared to ulill your
speciications and to add any capa!ilities and management systems re)uired to do so.
Contractors- personnel may need training i they do not already have capa!ilities such as low-impact site-
preparation or re-use.recycling o construction site discards and surplus. You might consider a contractor
conerences at the !idding stage and just !eore construction !egins. /hese meetings will introduce the $I%
concept and ena!le the contractors to develop plans to achieve the project goals in their areas. 0utside
consultants can also !e !rought in or training workshops as needed.
9.1.1.2 Setting and Monitoring Performance Goals and Measures
Your development team can re)uire each contractor to create an environmental management system
1$2(3, with perormance goals in line with the overall project o!jectives. /his plan, which would !e created
within the project construction $2(, would include4
$nvironmental goals to !e met in ulillment o the contractor's responsi!ilities.
%rocedures or reali"ing these goals.
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(peciic work procedures, emergency plans, and management control systems, including
a orm or reporting on perormance and variances.
%rovision or auditing perormance at regular milestones in the construction process.
You may also create penalties and.or incentives to insure contractor and su!-contractor perormance.
,uality control may !e largely a matter o sel-regulation in the conte#t o open inormation lows,
augmented, o course, !y periodic audits and site inspections rom permitting agencies.
9.1.2 Minimize Impact of Construction Processes on the Site
:y minimi"ing the impact o construction on your site it will !e easier to create landscaping with natural
ecosystem eatures that relect those o the region. You will need to !rie contractors on your landscape
design o!jectives and plan. Consider incentives to encourage low-impact practices and training, as needed.
I the irms working on your development clearly understand the result you wish to achieve, they will !e
!etter a!le to create speciic perormance goals and adapt their processes to achieve them.
/he degree o sensitivity re)uired will depend upon the nature o the site. ;owever, even i you are cleaning
up and redeveloping a contaminated !rownield property, you should keep in view the o!jective o
redeveloping the site as an ecosystem. /his will condition choices in clean up and construction practices.
(ome low site-impact strategies include4
Create site-speciic guidelines on site-preparation, movement and compaction o soils,
preservation o surace and su!-surace hydrology, avoidance o ground and water pollution, and
similar issues.
<enerally preserve site contours as much as possi!le rather than doing massive leveling.
=evelop with your contractors means o monitoring and reducing emissions and eluents
rom construction machinery and materials, including control o chemicals, dust, odors, noise, and
runo.
9.1.3 Minimize Energy eman! of Construction
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9.1."
Construction itsel re)uires signiicant amounts o energy 1around AB o the energy consumed in the Cnited
(tates.3 Anticipate and minimi"e energy consumed during the construction process, as well as pollutants
that result rom energy use at the site. (ome recommendations4
;eavy machinery should !e tuned up and energy eicient.
;eavy machinery should not !e warmed up or too long.
+ueled e)uipment and heavy machinery should not run idle.
=esign construction site circulation patterns in advance, with staging o activities to
minimi"e movement.
=esignate machine-ree "ones or workers on oot and worker-ree "ones or heavy
machine traic areas.
Apply logistics engineering approaches to eectively schedule machinery usage and
preparation o materials.
9.1.# $euse%$ecyc&e Construction Materia&s
Construction wastes constitute a!out &@ percent o the Cnited (tate's landill volume. Construction and
demolition volume in the C( municipal waste stream is around 78 percent.
1
Although much more C D =
discard material is generally reused in Asian countries, the construction 1and demolition3 process still
represents a good opportunity or recycling, especially i potential wastes are separated at the source o their
generation. /houghtul design and speciication o materials will minimi"e the generation o discards in the
construction process.
9.1.'.1 Construction (iscards Rec)cling Plan
Your design team can create a construction materials recycling plan as part o overall project speciications
implemented in contracts and su!contracts. /he plan includes4
%erormance goals or ma#imi"ing recycling o materials.
(trategies and tactics or achieving these goals.
An analysis o the project, a plan o the project, record-keeping tools, cost-tracking.cost-
control tools, and a post-project evaluationE
An educational element or planners, designers, and construction workersE
9.1.'.2 Construction (iscards Program (ocumentation
=ocumentation o a discards management plan is achieved through shipment documentation and serves
two purposes !y showing compliance with the plan and also providing a long-term record or the contractor
and owner.
Construction discards program documentation should provide inormation on4 classiication o waste
1ha"ardous, inert waste, etc.3E description o the material 1lum!er, sortedE drywall, sorted3E amount o
materials recycled and disposed 1volume and weight3E signature o receiving partyE tipping ees chargedE
mileage, and la!or.e)uipment hours or disposal.
1
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9.1.'.* Reuse+Rec)cling ,ogistics
/he project's reuse.recycling plan can include elements such as4
Contracts with customers re)uiring regular pick-ups.
Cse o reusa!le, standard construction orms to avoid waste generated !y single use
wooden orms. 1/his tactic works !est when the design team takes it into account rom the
!eginning.3
2arked !ins and staging areas or dierent materials, with segregation o materials or on-
site reuse.
Rec)cling Construction and (emolition -aste. The /regon 0rena Pro1ect
A recycling program within a F7A7 million construction and demolition project in %ortland has saved >A,8@8
tons o waste, while allowing only &,&&6 tons to go to the landill 1> percent3. A new &.6 million s)uare oot
%ortland sports arena has also saved F&?&,888 in materials re!ates and reduced landill ees.
/he 0regon Arena Corporation 10AC3 and its contractors, =rake./urner, esta!lished an overall
environmental plan with goals or waste reduction and recycling during construction. 'orking with
environmental consultants, *iver City *esource <roup, 0AC also prepared a recycling program or the
lietime o the arena comple#.
All !id speciication packages put out !y =rake./urner included a detailed section on construction waste
management. /he section clearly outlined the waste management plan and on-the-jo! recycling
re)uirements or all su!contractors. /he plan also encouraged contractors to reuse as many materials as
possi!le during construction 1e.g., wooden raming3.
%ortland is an ideal location or !uilding material recycling, according to a program designer with *iver City
*esource <roup. /he %ortland area has at least @8 dierent !uilding material recyclers, with &@ alone
devoted to wood recycling. +urthermore, %ortland-s high landill tipping ees, a!out C(FG8 per ton, made
recycling especially cost eective
*iver City *esource <roup and =rake./urner analy"ed the !est possi!ilities or eicient jo!-site collection o
recycla!le material. /hey esta!lished a site plan and clearly marked !ins were placed on the jo! site.
=rake./urner provided separate containers to recover and recycle wood, metals, gypsum !oard, card!oard,
concrete and trash, with !ins placed relative to where each product was generated on the large site.

%roject
interview with =e!!ie Allen %alermini, *iver City *esource <roup, %ortland, 0*. Hanuary, &99@. and AIA
$nvironmental *esource <uide, (ection 7.?.
9.7 Implementation o :usiness and (ocial %rograms
9.2.1 'ui&!ing the Community of Companies
'e assume that $I% tenants,as well as the environment, will !eneit rom working together as a community.
(upply chain management, the Hapanese colla!orative orm known as the (eiretsu, and value adding
networks are models that irms are using to work in closer partnerships, as a way o !uilding competitive
advantage. 2anagers at Ialund!org have said that their close sense o community was essential to the
development o the !y-product e#change network there. /he developers and managers o eco-parks will !e
!uilding upon an e#isting !usiness trend to support tenants in orming their community.
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/he key method is )uite simple4 sel-organi"ation. I you create the right conte#t or employees rom your
dierent companies to get together, they will igure out how they can !eneit rom working together. %ark
management can provide events and tools to support the process. /hese could include4
Conerences or possi!le recruits and already committed uture tenants.
A closed we! site and e-mail list through which uture tenants can start getting ac)uainted
and e#plore !eneicial ways o working together. 1/his communication then links into the $I%
inormation system once they have moved in.3
A welcoming party 1and inormal idea session3 as each new tenant moves in.
Creation o a tenants association as a community system o governance 1including conlict
resolution capa!ilities3.
$ducation in the le#i!le network 1value adding network3 concept or !usiness
colla!oration )See Chapter "*.
I you have succeeded in !uilding a signiicant !y-product e#change network among your tenants, their
process o negotiating contracts and implementing the e#changes will contri!ute to the sense o community.
1%ark management may play a role in supporting the ongoing via!ility o the network and identiying new
opportunities.3 (hared support services the park oers tenants 1education.training, dining acilities, day-care,
etc.3 will also help !uild relationships.
9.2.2 Imp&ementing $egu&atory +greements
It is likely that you and your tenants will have negotiated regulatory innovations with environmental agencies
to ena!le perormance !eyond strict compliance. )See Chapter ,- Po&icy* As your companies start to move
in, you will need to work closely with them and the agencies to put these agreements into operation. /his
coordinating service may !ecome a key park management unction 1and $I% proit-center3, especially or
serving small to medium tenants.
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9.2.3 Creating the $egiona& 'y.pro!uct E/change
/he e#change you may have !een a!le to develop within your $I% will !e more resilient i local or state
agencies or private sector players have helped orm a !roader e#change network. (ee the :%J Chapter or
discussion o how they can do this. In the 2anagement Chapter, we consider the option o this !eing a
unction o $I% management itsel.
9.2." 0ther Support to EIP 1enants
9ocal or national economic development agencies may have supported $I% recruitment through incentives
such as employee training grants or industrial development !onds to underwrite e)uipment purchases.
$nvironmental agencies may have committed to training in pollution prevention or other su!jects. Your
development team may need to assist companies in insuring eective implementation o these incentives.
9.> *edesign or $rror-correction
In the planning and design phase, your $I% team pro!a!ly included some options to test and accept or reject
at various points in the implementation phase. /hese may relate to issues in physical design4 site
preparation, park inrastructure, or guidelines or !uilding design. /hey may !e !usiness issues in areas like
recruitment. 0r they may concern the local community-s involvement in creating a hospita!le conte#t or an
$I%.
An e#ample4 you might ind it diicult to ind enough potential tenants responding to a recruitment strategy
!ased on orming a close-knit we! o $I% companies trading !y-products. I your development team has
oreseen this possi!ility, an $I% ocus on :%J will !e only one o many potential !eneits eatured in your
marketing plan. Including plans or creating or strengthening a regional e#change would provide a !roader
network or unused !y-products. You might also increase the emphasis on a !usiness incu!ator generating
new companies to !e processors o, or markets or, !y-products in the $I%. ;owever, i the !y-product
e#change option does not attract companies, you will have to shit your strategy, emphasi"ing other
attractors or potential recruits.
9.? *esources
/he major source or this chapter was4
Ii!ert, Charles H., $d. &99?. Sustaina2&e Construction3 1he Procee!ings of the 4irst Internationa&
Conference on Sustaina2&e Construction. 1held in /ampa, +lorida A-9 Kovem!er &99?3 /his volume contains
98 papers written !y authors rom ?8 countries. /he various topics covered include4 deining sustaina!ility,
green initiatives, analytical and assessment tools, economics o sustaina!ility, alternative materials,
construction waste studies and methods in design and construction. It includes many detailed articles on
deconstruction and construction materials recycling. /o order, contact Cniversity o +lorida, 2.$. *inker, (r.
Center or Construction and the $nvironment, (chool o :uilding Construction. http4..www.!cn.ul.edu /his
we! site includes many other valua!le resources on construction.
$nvironmental :uilding Kews we! site contains an e#tensive set o links on construction.
http4..www.e!uild.com
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9 Construction and $m&lementation444444444444444444444444444444444444444441
9.1 Construction Process...........................................................................................1
9.&.& Integrative %roject 2anagement...................................................................&
9.&.7 2inimi"e Impact o Construction %rocesses on the (ite...............................7
9.&.> 2inimi"e $nergy =emand o Construction....................................................7
9.&.@ *euse.*ecycle Construction 2aterials.........................................................>
9.2 $m&lementation of Business and Social Programs...........................................2
9.7.& :uilding the Community o Companies.........................................................?
9.7.7 Implementing *egulatory Agreements..........................................................@
9.7.> Creating the *egional :y-product $#change ...............................................A
9.7.? 0ther (upport to $I% /enants.......................................................................A
9.* Redesign for Error#correction ............................................................................3
9.2 Resources .............................................................................................................3
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