GREENING SYNAGOGUES RESOURCES

Present: Alan Sposnick, Karen Kaplan, Howard Ellegant, Seth Weinberger Mike Nolan, Bruce Kaskell, Jerry Herst, Julie Dorfman, Sybil Appell, Sharon Feigon, and John Katrakis.

1. Sharon Feigon, JRC member and CNT employee began the tour by discussing CNT’s history. This 25 year old not-for- profit’s mission is to make a more livable community; one that focuses on public transportation and energy efficiency. The building at 2225 W. North Ave. had been given to CNT in 1987. Four years ago, the staff realized that they needed to evaluate what their needs were going to be. It was decided to redo the building, originally the Chicago Weaving Company. They had only occupied the second floor of the building and needed to expand. Refinancing of the building was the main source of funding for the remodel. There was a small amount of funding from the Illinois Clean Energy Fund and the City of Chicago. The process began with the staff working in groups, an early part of the design team, to evaluate what they needed for a more effective building. This evaluation consisted of working on drawings, completing a questionnaire, an architectural process known as Charette.
2. John Katrakis was then introduced. John, an engineer and independent consultant. John was the consulting engineer and the LEED Commissioning Agent on the project. He worked with the group to keep the project on track. There was constant evaluation of the process, weekly meeting with the architect, the general contractor, and John and CNT people. This was necessary to keep everyone focused and aware of the keeping the “green” concept.
3. The tour of the facility then began. Sharon and John described the neighborhood concept where there was a main aisle, street, through the center of the office area. The design included meeting areas for all the staff, the mail boxes, the kitchen, a garden and meeting rooms. All workspaces have outside views and lighting was carefully designed with reflectors, 3 switches per fixture and a black ceiling to create a more intense light. Washrooms and conference rooms have sensors to turn lights and off.
4. The materials used in the construction were described:
   • All desks were made of non-toxic wheatboard and laminate. (Conventional laminate boards use formaldehyde.)
   • Carpet was of clean recycled materials and of squares that could be removed to replace. They were also installed with non-toxic adhesives. The supplier gave them assorted, available colors and the designer made the squares into a colorful pattern.
   • Fossilized slate tiles from Michigan were used in the kitchen and some hall areas. The tile earned Leeds points because it was just in the 500 mile radius considered a local supplier.
   • Ceiling tile was 100% recycled newspaper.
   • The garden was planted with all native plants. This meant that after the first year, there was very little maintenance.
   • Downspouts were disconnected, allowing the water to flow into the garden.
   • There is bike parking in the garden and several other areas of the building. A shower was provided to encourage staff to ride to work.
   • There is a small parking lot with designated spaces for carpool and hybrid cars. With 50 staff members, this is an important impetus for responsible transportation.
   • There was a 13’x9’ hole in the garden which held balls filled with glycogen(?). These balls were frozen at night, when the electric rates were low, then used during the day to provide cooling for the air conditioning. This system was originally designed for the first floor only. They are in the process of reworking the cooling system on the second and third floors to take advantage of this method.
   • During construction, there were three dumpsters outside for the waste. One dumpster held recyclable items; one was a community dumpster which the neighborhood was welcome to scavenge; the third held materials that had no other use. Each dumpster was measured and the recyclable waste was recorded for the LEEDs process. This was a process that required close attention for it would be easy for a workman just to throw things away.
   • CNT staff has a green committee that makes sure office materials are disposed of properly, that green materials are purchased, and Staff stays on task.
5. The JRC group then met in the conference room with Sharon and John to discuss the LEEDS process and how it relates to JRC. JRC questions will be indicated by italics.
   • How helpful is the LEEDs organization with questions, ideas for points?
     Once a point is submitted, they will give you one evaluation for free, and then its $250 each time you ask them to look at it.
   • John emphasized that if you look at the whole picture when developing the project, as JRC can do, when the entire team is brought into the design process at the beginning, the cost savings can be significant. With increased insulation, window placement, etc, there can be less expense in design of heating systems, design of flooring etc.
   • Can a number be given to the actual savings if the design is green?
     John reiterated that the savings is very variable, but certainly much higher if the Leeds planning is part of the initial process.
   • John described the city of Chicago’s building codes as environmentally based. He said that if one complied with these codes, then the building would fulfill the baseline LEEDs certification. He said the state is trying to enact similar codes. Evanston currently doesn’t have very strict building codes concerning the environment.
   • The LEEDs process for Platinum is 52 points. Jack and Sharon said the LEEDs certification is currently an evolving process.
   • How did CNT make decisions, based on economics or design?
     Economics drove their whole process.
6. John suggested that points must be prioritized:
   1. Outline what points make sense.
   2. Get cost estimates of all options.
   3. Look at the effect the item will have on the whole picture. Come up with cost savings.
   4. What will excite our group? Not only the savings but the better quality, the effect on the environment, the concept of Tikkun Olam.
   5. Explore outside sources of money. There are groups which will help fund some of these items. John will check some ideas for us.
   6. Concerning the cost of doing a Leeds building, John said that there are currently only about 130 buildings certified. There may be 300 to 400 buildings working on certification. Check the USGBC website.
   7. There is no real deadline to applying. You can begin application after 5-10% of the project has been completed.
   8. LEEDs is not now performance based, but more of intent. The Energy Star? program is more performance based.

   John stressed the importance of prioritizing the points, what you want to accomplish. It is necessary to have a commissioning authority. This is a person with the power to oversee the project and to make sure everything goes right. This person will keep everything on track so what was designed will be built and operated properly.

   He urged us to go for energy efficiency points because they have the most and quickest payback. He also suggested the water conservation points because they are relatively easy to accomplish. He said to check ICE (Institution of Civil Engineers) out of Philadelphia for more information. He concluded with an offer to be of assistance to our project in any capacity.