BEYOND LEED: THE FUTURE OF ENERGY MANAGEMENT SUSTAINABLE DEVELOPMENT AT DUKE UNIVERSITY

摘要

Duke University maintains an aggressive Climate Action Plan to achieve carbon neutrality by 2024. Even prior to the adoption of this commitment, Duke embraced the USGBC LEED program as a way to promote sustainability in the built environment, with over twenty-five LEED-Certified projects to date and five more in development. As the LEED program has evolved, so has Duke's approach to compliance with the rating systems. While any new building or renovation project will have different program goals, several commonalities exist in the paths to LEED compliance at Duke. This paper discusses Duke's experience with LEED, the business and organizational structure through which energy is tracked, our requirements posed by a recently-updated North Carolina Energy Code, and our development of internal improvements in the LEED program - Duke's 'LEED Plus' Policy - achieving USGBC certification with the points that result in a long term benefits to building operational efficiency, energy efficiency, and sustainability. A case study of a recently-completed dormitory was performed, in which we consider the life-cycle energy and economic factors of building energy efficiency. The benefits and faults of building energy simulation models are reviewed. From this research, Duke will make the following key recommendations for new construction projects: 1. Buildings should be designed to outperform a baseline ASHRAE 90.1-2007 building by at least a 30% in terms of energy consumption 2. Projects will continue to use the USGBC LEED rating system, targeting a LEED-Silver certification. At minimum, projects should target credits EAcl, EAc3, EAc5 (Option D), IEQc6.1/6.2, WEcl, and WEc3. Specific point values are discussed. 3. Projects should specifically avoid LEED credits WEc2, EAc6 and IEQc2 at this time. 4. Consultants working for Duke will be provided a standard template with which model inputs can be reviewed by our Facilities Management Department team.