Last week I discussed how LEED and the USGBC program has lost its way, enforcing strict guidelines at the expense of creativity and common sense in construction. I think it is time for the design and construction industry to wake up and begin to think for ourselves again. Too many design and building professionals have drunk the LEED Kool-Aid and have lost their independence. What was originally drafted as an excellent format to realign our priorities towards energy efficiency and environmental stewardship has morphed into a strict guideline that is limiting creativity and compromising common sense in construction.
Developers, architects and contractors who have been challenged by the economic climate have embraced LEED as a means of differentiation. Others have jumped onto the bandwagon just so they wouldn’t be left behind. Now we have a massive fraternity of lemmings, blindly applying their points and paying their dues so they can add four letters to their business card and promote their projects in the marketplace.
It is difficult to be critical of a program like LEED and an organization like the USGBC. This program has had a profound effect on realigning priorities in the construction industry at a time when the United States needed to take serious action in changing the energy consumption and resource utilization of the built environment. By focusing the design community on five main categories of sustainable sites, water efficiency, energy and atmosphere, materials and resources and indoor environmental quality, LEED has had a positive effect on influencing the industry to pay attention to a positive set of guidelines. But over the past couple of years, the LEED program has lost its effectiveness. The industry is tuned into the concept of stewardship and doesn’t need a Martha Stewart recipe for responsible design. And the USGBC leadership has morphed into a capitalistic juggernaut.
Architects, general contractors, manufacturers, forests, distributors and owners have spent millions of dollars a year to secure and maintain certification in this club. The minimum cost for membership is now $1,500 for a small firm and the cost for manufacturers is staggering. USGBC annual revenues have ballooned to over $107 million dollars and the organization has registered a profit of just under $15 million. Not bad for a non-profit organization. They also have an astounding 36% of revenues allocated to administrative expenses and membership development costs. I tip my hat to the founders for being able to generate such a money-making machine in the construction industry during the worst economic times since the great depression. Unfortunately, the immense wealth being amassed by the USGBC is tainting its mission in the same way money has undermined the character of professional sports. For example, the USGBC shelved a much-needed revision to the LEED code last year either because of inertia or because of paybacks from contributing groups like the Forest Stewardship Council (FSC).