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LEED: Forging Ahead
by Rick Fedrizzi
July 1, 2009

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A Letter from Rick Fedrizzi, President, CEO & Founding Chair, U.S. Green Building Council.


With the launch of LEED v3, LEED has taken a giant step forward as a tool to inform the vast shift of our marketplace to the design, construction and operations of green buildings. The technical changes to the rating system delivers against key environmental and human health impacts, and puts in place a transparent framework for weighting credits accordingly, based on the best available science. And we’ve put in place minimum performance requirements to give clear guidance for projects seeking the validation a LEED certification signals.

But what is even more exciting to me is that we’ve also drawn a bright line that marks a fundamental shift in our thinking, moving us from buildings that do less harm to buildings that do more good. In LEED 2009, we recognize that how we measure and rate building performance is fundamental to finding solutions to climate change and energy dependence, water conservation and quality, and waste management, and that each part is inextricably intertwined with human health and our ability to sustain and restore our environment.

When we started this evolution about three years ago we knew that something had to be done about the fact that buildings are the largest source of CO2 emissions and the impact of that fact on climate change. It was clear that incremental change to how LEED functions wasn’t enough. Instead, we needed to reframe our focus from measuring outputs to driving significantly improved outcomes in total building performance. And the way to do that was to give people a tool that would help them build better buildings. And with LEED 2009, we’ve done that.


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But simply putting a better tool on the shelf was only the first step. We’ve also made it easier to use with the upgrades to LEED Online, and we’ve dramatically expanded our educational support — not just for LEED as a tool — but for green building and sustainable practice as an integral part of our thinking and behavior across industry, geography and culture.

I think we have succeeded beyond anyone’s expectations. And that success rests squarely on the shoulders of the thousands of volunteers who have given so generously of their time and expertise to continue to advance LEED’s influence. Combined with the diligence of a tireless staff of committed professionals, we’ve collectively reset the bar for green building leadership.


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And yet, we are not done. Even as the member ballot on LEED 2009 was commencing, we were cataloging and processing ideas for the next version of LEED, because it is our profound commitment to a continuous development cycle that keeps LEED relevant in the marketplace and inclusive of the rapid advances in building science, technology and policy framework.

We extend our thanks to ED+C and Sustainable Facility for continuing to be partners in helping tell that story and providing an important platform for hearing your comments on where we are and where we need to go next.

Because next starts now.


With gratitude,
S. Rick Fedrizzi
President, CEO and Founding Chairman,

USGBC


Rick Fedrizzi
rfedrizzi@usgbc.org
Rick Fedrizzi, founding chairman of the U.S. Green Building Council (USGBC), was appointed president and CEO of USGBC in April 2004. Under his leadership, the council has embarked on a number of critical endeavors, such as the development of LEED Version 3.0 and the sustainable reconstruction of the Gulf Coast region. Rick is also driving the council’s comprehensive agenda on global climate change, which includes a major partnership with the Clinton Climate Initiative to implement green building programs in the worlds’ 40 largest cities; commitments via the Clinton Global Initiative to green school and residential construction; and internal imperatives to reduce carbon emissions. Rick has spearheaded a number of critical initiatives, including a major refinement of the LEED Rating System, integration and capacity building for the council’s more than 60 local chapters, and an internal reorganization to align the council’s resources with its strategic goals.

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