Setting Quantitative Goals and Following Through

In many ways, the building sector is well-positioned to meet climate action goals. The ambitious carbon reduction targets established by our industry, our cities, and in some cases, our clients, set the baseline for high-performing buildings. Oftentimes the professionals involved in projects have not only the technical expertise to deliver high-performing buildings, but also a profound sense of personal responsibility to improve the impact of their work.  

So where do things go wrong?

In 2022, we launched a survey to uncover what drives the gap between projects that meet high-performance goals and those that don’t. Our team—Lori Ferriss (Executive Director, Built Buildings Lab), Alejandra Menchaca (Principal and Owner, AIRLIT studio), Erik Olsen (Managing Parter, Transsolar KlimaEngineering), and I—developed this survey and distributed across our networks of architects, sustainability consultants, contractors, engineers, and owners. Between two rounds of surveys, we received over 100 responses. Respondents shared with us valuable insights into the goal-setting process and how our industry can become better at creating goals that are ambitious and achievable design drivers. 

The survey began by asking what are the most common barriers that prevent a project from reaching its intended goals. We wanted to understand the hurdles between the design vision and the advanced targets many of us hope to meet. Common responses included the client and their priorities, conservatism, resistance to change, budget, and the investment level of the team throughout all stages of design.   

What is the greatest barrier that prevents projects from meeting their goals?

What do these survey results tell us about how we can improve?

The survey highlighted the critical role of the client in the design process. While client commitment and buy-in were repeatedly cited as common barriers to meeting goals, a majority of respondents agreed that clients are instrumental in achieving high-performance goals on their own or as part of an integrated team. Client engagement, communication of project goals, and early-stage establishment of team-wide commitment are all considered highly effective methods for reaching performance targets, underscoring that soft skills are equally, if not more important, than technical skills. 

How effective are each of these strategies in helping teams achieve their goals?

Three steps for achieving project performance goals

The survey results indicate three critical approaches for delivering high-performing buildings:

1. Co-create performance goals with the client and the design team.
2. Set quantifiable targets for energy, carbon, water, and human health that the team can work towards.
3. Provide consistent communication around goals as the design progresses. Update and revise those goals together as needed.

Knowing the importance of the client’s role in accomplishing project goals suggests that establishing proven and creative methods for engaging them is a priority. In this way, ambitious goals can be an effective way to get clients, stakeholders, and communities excited about a project vision and its potential impact. To effectively achieve high-performance on a greater percentage of projects, we must consistently aim high and work vigorously to engage owners and achieve our goals, together.