OUR JOURNEY TO S U S TA I N A B I L I T Y

July 24, 2008 Letter from the Mayor I write to share my perspective with those who read the attached Sustainability Report. In the late 1990s, as we began to emerge from the effects of base closure, the City’s southern neighborhoods lagged well behind the rest. Young singles and married couples did not choose to live in the neighborhoods where they grew up. Real Estate values were stagnant, attracting very little new investment. Tax revenue declines had to be reversed. Quality of life needed to make giant strides even with limited resources. The Noisette District includes not only the north end of the former Naval Base, but also many of the neighborhoods within the boundaries of the City’s original incorporation. The Noisette District is a city project that focuses on five specific problem areas along with possibilities for improving business corridors along many of our major roads. Today, all specified areas are being redeveloped as we continue to attract new businesses. Today, our city is one of the up and coming places to live in the Lowcountry. At the start, no one other than the Noisette Company shared and was willing to invest in our vision. Now, other developers, companies and the Charleston County School District have joined in to invest in sustainability in our city. By any measure, the changes have created a more healthy, livable and vital community. I am extremely proud that people are choosing North Charleston as a place to live. We were honored to be recognized in the July/August 2008 Cottage Living Magazine with the Noisette Area acclaimed as one of its national top ten neighborhoods for the year. It is with a great deal of satisfaction that I look back over the past ten years of progress, and look forward with confidence to many more tangible successes. Sincerely,

R. Keith Summey Mayor

!e Noisette Company is committed to creating a future where decisions are made to achieve Triple Bottom Line

outcomes. We believe that the most durable communities are those that have contributed to a common vision, and

that a truly sustainable culture starts with the health of our ecological, life support, and social systems as a highest

priority.

Our Journey to Sustainability chronicles the first seven years of !e Noisette Company’s journey in sustainable

urban community redevelopment. !e Noisette Project is the manifestation of a partnership with the City of North

Charleston—the third largest city in South Carolina. Out of that partnership, we are bringing the North Charleston

Noisette Community Master Plan to life.

!e North Charleston Noisette Community Master Plan process analyzed the condition and potential of

the Noisette community. !e Plan aimed to address a dysfunctional system characterized by low student

performance, high crime, unhealthy buildings, and degraded natural systems, among other ills. Over a two-year

period, hundreds of meetings involving thousands of residents created a Master Plan that takes responsibility

for the social, environmental and economic health of the community. It lays out a series of strategies, goals, and

specific criteria for measuring performance, and recommends a new series of institutions to focus on creating a

long-term sustainable culture.

While creating the Master Plan, it became evident that a wide range of individuals and organizations would need

to come together to be successful in advancing the New American City. !us, one role of !e Noisette Company is

as catalyst; to help grow the capacity of partners to build a sustainable culture, to communicate the vision, leading

the planning efforts, and inspire others to invest their time and resources. !e number and diversity of partners

that have joined us are key measurable outcomes of the success of our efforts.

Also important is !e Noisette Company’s role as investor in long-standing sustainable communities. We take

direct responsibility for implementing the Master Plan objectives within the Navy Yard, and share the responsibility

with our partners of realizing the vision within the larger Noisette community.

We are proud to tell this story and identify the many partners that have joined us on this journey to building a

“Sustainability City”—one that is socially just, respects and protects our ecological systems, restores our intuitive

understanding of our natural world and its benefits to our human health, and creates a sustainable economy that

allows access and opportunity to all in our community.

Sincerely,

John L. Knott, Jr. Jim Augustin

Co-Founder Co-Founder

INTRODUCTION 5

EXECUTIVE SUMMARY 7

REVITALIZATION: The 3,000 Acre Noisette Community 10

REDEVELOPMENT: The Navy Yard 18 Development 19 Asset and Property Management 24 Events and Community 27

RECONNECTING: New Institutional Framework 28 Introduction to the Framework 29 Noisette Foundation 30 HUB Academy 30 Michaux Conservancy 32 Sustainability Institute 33 Community Association and Business District Association 35

RECOGNITION AND AWARDS 36

NEXT STEPS 36

Appendix 37

Appendix A – Master Plan Summary 37

Appendix B – Timeline 38

Appendix C – Green Cleaning Program 40

Appendix D – Oak Terrace Preserve LID Stormwater Mgmt 41

Appendix E – Visit Our Office 42

We haven’t taken the time to share with you how what

we’ve been doing lives up to what we committed to do in

our journey to sustainability. This Report highlights

examples of how !e Noisette Company has been bringing

the North Charleston Noisette Community Master

Plan to life on a daily basis. The past few years have

found us wearing many hats in order to incrementally

meet milestones in the sustainable revitalization of the

Noisette community. The work we’ve undertaken is

listed below and on the following page:

Revitalization of the 3,000-acre Noisette Community

Rebreathe life into the historic city center and become a

model for sustainable city development.

Too busy in fact.

5

Creation of a new Institutional Framework to grow a sustainable culture

Creating independent non-profit organizations working

within the existing Noisette community and beyond

to support a long-term sustainable culture and invest in

its social, environmental and economic health.

For this effort, "e Noisette Company has several distinct roles:

MASTER DEVELOPER, designing and implementing the vision, vertical development and

infrastructure zoning for the 340-acre Navy Yard at Noisette

PROPERTY MANAGEMENT, leasing & maintaining existing buildings and properties

to more than 65 businesses

COMMUNITY BUILDER, sharing the Noisette vision and reconnecting the community with

the former Naval Base through tours, programs, outings and events

Noisette believes as strongly now as since its

inception that sustainability means considering

the current and long-term future impact of

each decision on social needs, environmental

health, and economic vitality, a Triple Bottom

Line Philosophy. In all that we do, Noisette

strives to make all decisions at the “sweet spot”,

the overlap of these three key areas.

In this first Sustainability Report, we point out important

achievements in the three key areas.

We also highlight the projects that we think are truly

sustainable because of their attentiveness to the overlap of

People/Planet/Prosperity. Because that’s not something we

can do by dividing this report into 3 sections, we’ve structured

the report as follows:

In the Executive Summary, we concisely describe

the impetus for the Noisette Project, the prevailing

conditions in 2001 and the turnaround that has followed.

In the three sections that follow, we highlight our

accomplishments in:

1) revitalization of the Noisette community

2) redevelopment of !e Navy Yard

3) creation of a new Institutional Framework

At the beginning of each of those sections is a closer look

at the people, ideas and efforts that exemplify sustainability

in our community.

In this report, we illustrate how we have truly integrated

sustainability into our practices – how we’ve landed in the

“sweet spot” of the intersection of all three circles.

Redevelopment of the Navy Yard.

!e Noisette Company is the master developer for !e

Navy Yard at Noisette, a 340-acre portion of the former

Charleston Naval Base.

“We abuse the land because we regard it as a commodity belonging to us.

When we see the land as a community to which we belong, we may begin to use it with love and respect.” — Aldo Leopold

Over the past seven years, the Noisette community has experienced an exceptional revitalization. In March 2001, the median

income within the 3,000-acre footprint was 50% of that of the entire state of South Carolina. !e area’s home ownership rate

was 32%, and property values were flat or declining for 20 years. Houses sold for $54 per square foot, and were on the market

for an average of 270 days. Commercial land was selling for $40-50,000 per acre, and the East Montague business district

was 70% vacant. School drop-out rates were high and the local school district was transferring assets out of the area due to

a declining school age population. 70% of the city’s reported crime took place within the Noisette community and several

adjacent neighborhoods. !e closed Naval Base was 100% under Federal ownership, producing no property taxes and struggling

to replace 6,400 direct civilian jobs, 14,200 stationed military personnel, and untold indirect losses.

8

Community Recovery

Today, five areas totaling 550 acres identified

as “top priority” are under redevelopment.

Home ownership is above 45%, and housing has

appreciated to $160 per square foot. Commercial

land sells for $230-500,000 acre, and the East

Montague business district is 90% leased, including

two spas, ten restaurants, a live community theater,

garden shop and art and antique galleries. !e

new North Charleston Elementary School is the

first LEED (Leadership in Energy and Environmental

Design)™ Certified school in South Carolina. LEED™

standards have been adopted by Charleston

County School District for all schools. !e

North Charleston Noisette Community

Master Plan, recipient of the ASLA Award of

Excellence was completed and accepted by

the North Charleston City Council. An “off-

base” community improvement tax increment

financing (TIF) district has been approved and

used to fund projects such as major corridor

streetscape improvements. Over $500 million

in private and public investment is committed

and scheduled to occur within the next three to

five years in the Noisette community and !e

Navy Yard at Noisette re-development.

North Charleston Riverfront Park

Naval Base Transformed

!e Noisette Company has created a hub of businesses

and institutions employing over 1,200 people in 80,000

s.f. of new and renovated office space, 40,000 s.f. in a

Building Arts and Design Center and over 850,000 s.f.

of flex/warehouse space. !rough a program of building

improvements and business aggregation strategies, over

65 businesses and non-profit organizations call the Navy

Yard home, most of which have a sustainable focus. !e

Noisette Company’s investments have attracted other

investors and developers like WPC Engineers (Parcel

28) and Lead Dog Properties (Parcel 2.3 - NH68). A $165

million tax increment financing plan has been approved

to issue bonds to fund new infrastructure including

the recently completed 15-acre Riverfront Park. In

addition to !e Navy Yard at Noisette, the former naval

base is now home to the Clemson University Restoration

Institute which is located immediately adjacent to the

Navy Yard on an 86-acre tract donated by the City of

North Charleston. Other areas of the base have attracted

2,500 new government sector jobs in addition to 1,800

jobs in a revitalized ship repair yard and light industrial

park including 35 mid and high-tech businesses.

Sustainable Culture

In realizing sustainability is about more than green

buildings, and the Noisette community will remain far

beyond build-out of the Navy Yard, we have cultivated

a framework of organizations and initiatives designed

to grow and support sustainable communities. !rough

Navy Yard land sale transfer fees (in perpetuity) and in-

kind donations, the company has established a sustainable

funding stream to support the development of healthy,

regenerative community pathways. A business academy

for historically underutilized businesses has graduated

51 specialty contractors in two years. !e Noisette

Foundation has catalyzed thousands of volunteer hours

in the community, and its groundbreaking prisoner re-

entry initiatives have saved South Carolina taxpayers over

$50,000 per person in direct costs and untold indirect

costs because of the program’s exceptional recidivism

rate. Restoration of the Noisette Creek Preserve is an

ongoing science project for the 14 area schools whose

students receive hands-on experience in watershed

research and repair. More than 1,000 community

residents have saved over $400,000 on utility bills and

have healthier, more valuable homes because of access

to energy conservation workshops and energy kits.

Ultimately, we believe that success should be measured

by the current and long-term social, environmental

and economic health of all citizens of the community.

Demonstrated progress has been achieved working

towards these goals through 2007. Supporting details

and background information are highlighted in more

detail throughout this report.

9

Art Exhibit Hull Turning Party

Background on the Noisette Project:

!e Noisette Project and the creation of the North

Charleston Noisette Community Master Plan is

part of a journey that started in December of 1997,

when North Charleston City Council member

Kurt Taylor asked if the vision we had for a “Dewees

in the City” could be brought to North Charleston.

Dewees Island has received numerous awards and

is recognized internationally as one of the leading

sustainable communities in the U.S.

In March of 1998, Kurt Taylor invited Jim Augustin and

John Knott, Noisette co-founders, to meet with Mayor

Summey to discuss ideas for a sustainable urban

redevelopment. The Mayor and Kurt Taylor shared

the City’s vision for a re-energized and revitalized

North Charleston and the goals described in the City’s

!e 3,000-acre Noisette Community

Our vision:“Redevelop an existing portion of a City to create a tangible example,

a place that incorporates the Principles of Sustainability in

residences, commercial buildings, and public areas to improve

the economy, quality of community, and the environment.”

1996 Comprehensive Plan. As a result of this meeting,

the Mayor invited !e Noisette Company founders to

continue investigating the potential of implementing a

vision that integrated both objectives.

Over the next three years, !e Noisette Company

founders, along with a nationally recognized design

team, evolved this project at the City’s request from a

5 square block area to the present Noisette community

footprint of almost 3,000 acres. !e City, recognizing

the uniqueness of the Noisette team, announced in

March 2001 the formation of an innovative partnership

with the !e Noisette Company. Accompanying this

announcement was a City Pledge by the Mayor and

City Council describing what the City was committing

to accomplish. !e City also outlined its desire and

commitment to become a model for sustainable city

redevelopment.

Partners on the Journey

While !e Noisette Company does not have any real

estate ownership interest outside the Navy Yard, the

Company led the creation of the North Charleston

Noisette Community Master Plan for the 3,000 acre

Noisette community. In addition, the Company solely

funded the research and production of the Master

Plan. !e combined needs of revitalization of the

Noisette area and the redevelopment of the Navy

Yard required an overarching master plan that would

integrate the two pieces.

Having an accepted master plan is crucial to guide future

growth in a sustainable manner. While the Noisette

community had seen better economic times than it was

experiencing in 2001, optimism abounded due to the

strong sense of community and potential opportunities

regarding redevelopment. In other cities, experience

has shown that when depressed urban and suburban

areas turnaround, it happens very quickly. O(en times,

the turnaround occurs so quickly, it takes the city or

neighborhood by surprise. !e result is a flood of

development projects that have not been well thought

out or integrated.

It has never been the intention of !e Noisette

Company to redevelop the 3,000-acre area. Rather,

the Company desires to be a catalyst for change by

raising the standard for development projects within

the Noisette area. Obviously, !e Noisette Company

has a direct interest in the redevelopment of the Navy

Yard, but the Company goes back to the old saying that

“A rising tide floats all boats.” At the end of the day, we

welcome developers, businesses and residents who

invest in the vision of the North Charleston Noisette

Community Master Plan.

!e information on pages 11 & 12 identifies some of the

developers and businesses who have joined us in our

journey to create a sustainable future. Some of the projects,

like Oak Terrace Prese"e and !e Navy Yard, have direct

involvement by !e Noisette Company. !e remaining

projects have varying degrees of indirect involvement. One

thing is clear: No matter who is developing projects within

the Noisette community, most of these projects are achieving

success when judged against the principles set forth in the

Master Plan and the Triple Bottom Line philosophy.

!e desired outcome expressed by the City was:

REBREATH LIFE into the historic city center

SYNERGIZE all Quality of Life efforts within the

Southern portion of the City

CATALYZE economic growth

Build financial VITALITY for the southern end of the

City

Position North Charleston nationally as a

SUSTAINABLE urban center

To guide the revitalization of the Noisette community,

and the redevelopment of the Navy Yard, the Noisette

Company produced a Master Plan for the 3,000 acre

area (See Appendix A). !e Master Plan described five

strategies of the project:

FUNDAMENTALS of Socially Durable Communities

SUSTAINABLE Funding of Cities

21st CENTURY Architecture

Measurement and RESEARCH of Outcomes

INTEGRATED RESTORATION

12

East Montague Streetscape Improvements

North Charleston Elementary LEED Silver

North Charleston Riverfront Park

Half Moon Outfitters BldgLEED Platinum

Sustainability Institute

Oak Terrace Preserve

Horizon Village - NCHAMixson Project - !e I’on Group

CITY OF NORTH CHARLESTON

AND THE NOISETTE COMPANY

CITY OF NORTH CHARLESTON

THE NOISETTE COMPANY

NORTH CHARLESTON

HOUSING AUTHORITY

CHARLESTON COUNTY

SCHOOL DISTRICT

Oak Terrace Prese"e; 55 Acres; Projected $85,000,000 total investment (estimated assuming approx. 300 homes at $250,000 avg value; 70 townhomes at $150,000 avg )

East Montague Streetscape; Approx. half mile corridor; $3,000,000

!e Navy Yard at Noisette; 340 Acres; $165,000,000 infrastructure commitment; Projected 20 year investment > $1 billion.

Horizon Village; 68 Acres; $60,000,000 investment

14 schools serving the Noisette community; $120,000,000 in bonds approved and committed to schools within Noisette area

Phase 1 infrastructure complete with over 50 houses built or under construction

Cutting edge sustainable development utilizing low-impact stormwater management and mandatory Earthcra( Home Standard

Infrastructure and streetscape improvements

Installation of native plant species

Urban Heart of the New American City

LEED Neighborhood Development Pilot Project

Detailed description in Navy Yard section of this report

Leveraged $30,000,000 HOPE VI grant to redevelop North Park Village into a new 482-home neighborhood.

Affordable, market-rate, rental and for-sale housing

Worked within North Charleston Noisette Community Master Plan to integrate natural areas as part of Noisette Creek Preserve

Built first LEED Certified school (Silver), in South Carolina: $12.9 million North Charleston Elementary School

Adopted LEED as base standard for new school construction in the Noisette Area

PROJECT DESCRIPTIONPARTNER

Partners who have joined us in our journey to create a sustainable future.

Purchased 45-acre John C. Calhoun Homes site to be redeveloped as a dense, mixed use neighborhood with approximately 900 homes

Adopted Energy Star and set goal for LEED Homes Silver certification

Brownfield redevelopment, former asbestos plant

Plans call for mixed-use development creating connection to East Montague and Durant Avenues

Building 36 homes to Earthcra( and Energy Star standard

Developing R&D and technology transfer campus focused on six areas of the Restoration Economy

Restoration of Noisette Creek Further described in the Noisette Creek Master Plan, December 2005

First LEED Platinum building in South Carolina New office headquarters for regional Half Moon Outfitters retail operation

Mixson Approx. 45 Acres

GARCO siteApprox. 40 Acres

Hunley Waters 17 AcresApprox. $10,000,000

Clemson University Restoration Institute 86 Acres ($38,000,000 land value)

$10,000,000 initial start-up commitment.

$9,000,000 additional private and public commitments for biofuel research center.

Noisette Creek Preserve 135 Acres $30,000,000 inpotential funding sources identified for restoration.

Rehabilitated Storefront on East Montague Avenue

THE I’ON GROUP

THE BEACH COMPANY

HUNLEY WATERS DEVELOPMENT GROUP

CLEMSON UNIVERSITY

MICHAUX CONSERVANCY AND THE CITY OF NORTH CHARLESTON

HALF MOON OUTFITTERS

14

PROJECT DESCRIPTIONPARTNER

1) Advanced Materials

2) Community Revitalization

3) Historic Preservation and Materials Conservation

4) Renewable Energy

5) Resilient Infrastructure

6) Restoration Ecology

15

ASHLEY RIVER

CONSTRUCTIONRESIDENTIAL HOME BUILDERS

Building Homes, Neighbors and DreamsThe Charleston Group

CHARLESTON c l a s s i c h o m e s

Oak Terrace Prese"e

Oak Terrace Preserve is a 55-acre sustainable

redevelopment project located in the Noisette

community. !e project is being implemented through

a unique public-private partnership with the City of

North Charleston as owner and !e Noisette Company,

LLC providing turnkey development management.

At completion, the project will consist of approximately

300 single-family homes and 74 town homes. For many

reasons, Oak Terrace Preserve is the “darkest green” new

residential neighborhood in the Lowcountry, and with

homes starting in the low $200’s offers a value that is

hard to beat.

In addition to being at the forefront of sustainable

development, Oak Terrace Preserve is also in a designated

Tax Incremental Financing District (TIF). By being in

a TIF district, Oak Terrace Preserve gives !e City of

North Charleston the ability to generate funds to be used

for various types of public and civic projects outside

the boundaries of Oak Terrace Preserve. Oak Terrace

Preserve is positioned to benefit not only those who

choose it as home, but the entire Noisette community.

Oak Terrace Preserve’s Phase I consists of 120 single-

family and 36 town home lots. !e current absorption

and sales information is listed below.

Oak Terrace Prese"e Highlights:

Development activity commenced in mid 2006 and Phase I infrastructure was complete in mid 2007. In 2007, over 3,400 cubic yards of construction waste (95% of the total by weight) was recycled and therefore diverted from landfills.Oak Terrace Preserve homeowners spend at least 20 - 30% less on their utility bills than those who live in standard built homes. Earthcra( Certification, 3rd party verification, required for every house.Fully integrated, low-impact stormwater managament plan throughout (See Appendix D)

BioswalesRain gardensPervious pavements

When complete, approximately 125,000 s.f. of pervious pavement installation and close to 80,000 s.f. of bioswalesOver 500 significant trees protected and preserved.Dense neighborhood design with small lots averaging around 4,000 s.f.Phase I development stats through 1st Quarter 2008

Lots under contract: 93Lots sold: 45Homes under contract: 5Homes sold: 18Average sales price: $250,477Average $/sq(: $147

Average # of days on the market: 82

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!e Noisette Prese"e Plan

As part of its agreement with the City

of North Charleston, !e Noisette

Company funded and produced

the Noisette Preserve Master Plan,

which was submitted in December

2005. !e plan outlines a method

for restoring Noisette Creek and its

associated wetlands which comprise

an area of close to 135 acres. !e plan

also identified $30 million in potential

funding sources to carry out the plan.

!e Noisette Preserve restoration

activities are being carried out by the

Michaux Conservancy, acting as the

Preserve’s environmental steward on

behalf of the City. !is (See the New

Institutional Framework Section).

17

Navy Yard Highlights:!e Navy Yard has been designed to promote mixed-use

development which will put residents closer to jobs, shopping

and recreational activities.

Public art is planned for integration into the streetscape and

Powerhouse basin and all buildings.

Phase 1A will begin with the construction of a large lake—a

major community amenity—in front of the historic Powerhouse

building.

!e Navy Yard is registered as part of the US Green Building

Council’s Pilot Program for LEED™ Neighborhood Development

program

Utilizing an existing infill development site

Low Impact Stormwater Management. Engineered swales and

underdrains will absorb stormwater and allow native plants

to filter the runoff. Where practical, green roof design will be

implemented and pervious pavements will be utilized to promote

the natural system of rainwater percolation into the soil.

Pedestrian-Friendly Streetscape. A well-designed streetscape,

with appropriately-scaled sidewalks, ample shade, interesting

storefronts, public art, and outdoor furniture will encourage

walking between destinations. !e streetscape, when combined

with a dense urban development, will allow walking to be a

normal mode of transportation within the Navy Yard.

Traffic projections estimate a 40% reduction in daily car trips

due to an urban design plan that incorporates biking, walking,

and bus transit.

Recycled Materials. Recycled materials will be used whenever

possible in the construction of new infrastructure elements.

One example is crushed concrete, which is recycled from onsite

building demolition and will be used for road subgrades. Street

furniture and fixtures will be required to contain a certain

amount of recycled metals

Navy Yard Design and Planning: During 2007, the Navy Yard design team completed

schematic design drawings for the Navy Yard’s infrastructure and urban design layout. !e

plans build off previously-approved conceptual plans that outline a blueprint for a dense, urban,

walkable, mixed-use plan. !e existing road pattern will be modified and the street sections

will be enhanced to create the setting for a vibrant urban street life. Tree-lined boulevards with

onstreet parking and wide sidewalks will replace existing roadways. New street rights of way will

vary in width as outlined in the PDD zoning.

With sustainability as its core principle, the Navy Yard is combining the latest in sustainable

infrastructure practices. Unlike a greenfield development, !e Navy Yard has an existing,

functioning infrastructure in place that will be upgraded and expanded.

!e Navy Yard — Development

19

Noisette Creek Preserve

Southeast Biodiesel

Riverfront Park Performance Pavilion

Naval Base Memorial

Coast Brewing Company

Lost Trades Boatbuilders

10 Storehouse RowWPC HeadquartersLEED Gold Pending

7 Storehouse RowLEED CI Certified

Naval Base Memorial

North Charleston Riverfront Park

As part of its responsibilities under an agreement with the

City of North Charleston, !e Noisette Company designed,

built and forward-funded a 15-acre Riverfront Park on the

banks of the Cooper River. North Charleston Riverfront

Park opened in July 2005 and marked the first time in

nearly one hundred years that North Charleston residents

had public access to the Cooper River shoreline. Since its

opening, the park has become home to the Lowcountry’s

largest Fourth of July celebration. !e park, located

adjacent to the Charleston Navy Yard Officers’ Housing

Historic District and the mouth of Noisette Creek, offers

ten acres of walking trails and river views, as well as

fishing piers, a performance amphitheatre, interactive

fountain and an 800-( long boardwalk. In the summer of

2007, a playground and picnic area, as well as a dog park,

were added to the park.

Riverfront Park Highlights:First significant public access to the water in

over 100 years

Annual Outdoor Sculpture Competition and

Exhibition beginning 3rd year in 2008

Over 40,000 visitors since the park’s opening as

a part of year-round events.

In 2007, over 12,000 people attended the

festivities on July 4th.

Recycling of demolished pavement and

buildings – 79% of total waste by weight.

All plantings are native, except for turfgrass (see

below)

Seashore paspalum turfgrass used – salt water

tolerant and irrigated using brackish water from

Cooper River.

Failing concrete seawall replaced with naturalized

shoreline to encourage wildlife habitat

Local materials used for tabby concrete

Reduced light pollution with full cutoff fixtures

Some lights powered by solar collectors

Benches & waste receptacles – Landscape Forms,

Inc. Austin aluminum benches have a recycled

content of 48% or greater of which 26% or greater

is post consumer and 22% or greater is post

industrial. All styles are 100% recyclable.

Pervious surfaces include gravel paths, and

Flexi-Pave™ porous pavement

Greater Charleston Naval Base Memorial

!e Naval Base Memorial was completed and dedicated

on November 5, 2007. !e memorial offers an area for

commemorating all who worked and served on the

Charleston Naval Base. !e memorial is located on the

banks of the Cooper River, on the southern end of Riverfront

Park among mature oak trees. !e Noisette Company

was involved in conceptual planning and design for the

memorial. Oversight and funding for the project came from

!e Greater Charleston Naval Base Memorial Board of

Directors and the City of North Charleston.

Naval Base Memorial Highlights:Only location outside of the Navy Memorial in

Washington, DC that is home to both the Lone

Sailor and the Homecoming statues

Area for former Naval Base employees to

reminisce

Museum-quality educational displays explain

the importance of the Charleston Naval Base

and its role in WWI and WWII through the Cold

War.

20

Affordable Housing

In the North Charleston Noisette Community Master

Plan, The Noisette Company has committed to a

Housing for All policy. !e development team spent

time learning about affordable housing issues facing

the Charleston region in 2007. Noisette plans to provide

a diversity of new housing products to offer choice to

prospective buyers. Additionally, new housing—

including subsidized housing—will meet strict

environmental standards to reduce operating costs

and utility bills. Finally, Noisette will partner with

prospective developers who have a track record

building affordable housing products.

Affordable Housing Highlights:Noisette Company development team met with

experts, state officials and prospective developers

regarding the implementation of affordable

housing in the Navy Yard.

Parcel 17 placed under option for a 60-unit

affordable housing project.

700 accessory units approved under PDD

zoning in 2004.

7 Storehouse Row

In August of 2004, !e Noisette Company completed

renovations to the 2nd floor of 7 Storehouse Row, one of

the first storehouse buildings built for the burgeoning

Navy Yard in 1905. !e renovation was registered with

the LEED-CI (commercial interiors) Pilot Program

and in 2006, !e Noisette Company received LEED-CI

Certification for the improvements making it the first

of its kind in South Carolina. In addition to housing

the Noisette Company’s offices, the 2nd floor is home

to RL Bryan Company, an office of !e City of North

Charleston and the Noisette Urban Alliance.

7 Storehouse Row Highlights:First LEED-CI Certified project in South Carolina.

For detailed List of sustainable features, see

Appendix E

Noisette Urban Alliance Studio provides learning

center for sustainable products.

Noisette Urban Alliance

!e Noisette Urban Alliance (NUA) is a group of leading

manufacturers who are gearing their products and

operations toward sustainable principles. These

innovative companies produce high quality building

materials, furnishings and appliances that lead their

industry segments in efficiency, human-friendly

design and planet-pleasing performance. It’s the

first time a group of private

companies has entered into a

revitalization partnership with

an entire community. Noisette

Urban Alliance members help

make sustainable building

more understandable and

affordable for everyone in the community. In turn,

our community offers NUA members opportunities

to evaluate sustainable innovations in the real world,

and learn directly from the people they’re in business

to serve. Not only does the Urban Alliance help support

the Noisette community, they address one of the most

challenging roadblocks to sustainability – the gap

between product development and the people who

use those products. !e Alliance leapfrogs this gap to

bring exciting new ideas directly to consumers. With

representatives working in the community, they’re

helping people learn about sustainability and its

benefits – and they’re helping to give people access to

the latest advances in sustainable products.

Noisette Urban Alliance Highlights:

Noisette Urban Alliance Studio opened in August

2004 within 7 Storehouse Row. !e Studio was

created as a meeting place for local building

professionals, community organizations and

non-profits.

In 2007 alone, 1,682 people have visited the

NUA Studio for meetings with building and

development organizations such as IIDA,

USGBC, AIA, Earthcra( House, Energy Star,

Urban Land Institute and the SC Mayor’s Institute.

Noisette and its development partners worked

with the R&D departments of several NUA

members including Carrier, Hubbell and Kohler

to implement sustainable design solutions

within Navy Yard projects.

10 Storehouse Row10 Storehouse Row, a $3.5 million adaptive reuse of a

38,400 sq. (. historic naval warehouse (c. 1939) into

a Building Arts & Design Center, was substantially

completed in April of 2006, with final tenant upfits

completed in April 2007. !e building was rehabilitated

using LEED standards as a guide. 10 Storehouse Row

represents a successful historic tax credit project that

experienced a quick lease-up and is 100% occupied.

!e eastern half of 10 Storehouse Row is home to

training studios and offices for !e American College

of the Building Arts. !e western half is occupied by

the Charleston Trident Home Builders Association,

McMillan Smith & Partners Architects, two graphic

design companies, and 8 artist studios. In addition, the

arts and design center includes a breakfast and lunch

café, and a 5,000 sq. (. event and exhibition space.

10 Storehouse Row Highlights:Sustainable Building Features:

Preservation and adaptive re-use of historic building. 99% of existing shell, floor, windows and doors preserved.Waterless urinals, low-flow sensor faucets and duel flush toilets.Natural daylighting and photocell control system prevents need for lights during daylight hours. High-efficiency lighting used when needed.Only 30% of building is air-conditioned.High-efficiency, variable flow chiller used for cooling.Includes an “office of the future” pilot project (see McMillan Smith in next column)

Is now the Urban Clubhouse of the Navy Yard hosting diverse events (see Events and Community Section)

McMillan Smith & Partners Architects — Convia and Herman Miller

In 2006, !e Noisette Company signed a lease with

McMillan Smith & Partners (MS&P) for approximately

2,500 s.f. of office space within 10 Storehouse Row.

Noisette partnered with MS&P and Convia (a Herman

Miller company) to create a pilot project using

Convia, a state-of-the-art office upfit system. !e

Convia system is an architectural and electrical sub

infrastructure that reduces the amount of material

used to define office space. Walls and electrical/

lighitng systems are designed to be flexible on the

fly. In addition to Convia, the MS&P space became

one of the first installations in the U.S. for Herman

Miller’s MyStudio systems furniture.

McMillan Smith & Partners Highlights:MS&P office becomes the 4th Convia pilot

installation and the first for a developer-driven project.Convia installation elimated the need for over 56’-0” of traditional metal stud and drywall partitions.

10 Storehouse Row MyStudio, by Herman Miller, and Convia represents the R&D product access provided through the Noisette Urban AllianceMyStudio furniture system is the first system designed according to McDonough-Braungart Cradle-to-Cradle protocol. MyStudio is also Greenguard certified and is 74% recyclable and 28% recycled.

11 Storehouse Row

!e Noisette Company completed tenant upfits to

the 2nd floor of 11 Storehouse Row in April of 2005.

Since that time, the 47,000 sq. (. building has been

100% occupied.

11 Storehouse Row Highlights:

SC DHEC Office of Coastal Resource ManagementSC DHEC Environmental Quality ControlBerkely-Charleston-Dorchester Council of Governments Wilbur Smith AssociatesAmerican College of the Building Arts.

In 2007, floors 3 and 4 were painted using low-VOC paints. Low-VOC carpet was installed on 4th Floor.All tenant upfits and scheduled maintenance use green products including the following:

Low-VOC paintLow-VOC carpet with high recycled contentCeiling tiles with high-recycled content.Recycled carpet and ceiling tiles when possible.High-efficiency lighting, ballasts and diffusers.

Land Sales

!e Noisette Company is !e Master Developer of

!e Navy Yard. !erefore, its main role is to secure

entitlements, design and install infrastructure and

amenities and then sell individual parcels to vertical

developers. 2007 kicked off the first land sales at !e

Navy Yard.

Land Sales Highlights:Parcel 28 sold to WPC Engineers in March 2007.

(see sidebar)

Parcel 2.3 and Building NH68 sold to LeadDog

Properties in October 2007. (see below)

Parcel sold to SCE&G for new substation

location.

At the time of this publication, 3 parcels are

under contract, including one parcel for

affordable housing.

Building NH68 — Lowcountry Innovation Center

Building NH68 was included in an early land sale to

LeadDog Properties, a local development company. In

addition to the environmental benefits of rehabilitation

of an existing building using green principles, LeadDog’s

main focus will be on the financial prosperity of its future

tenants. NH68 will be called the Lowcountry Innovation

Center and will act as an incubator space for small

technology-based and life science companies.

23

Building NH68 Highlights:

40,000 s.f. adaptive reuse to create an incubator

building for high-tech/life science tenants.

Spaces range from fully-serviced individual

desks to an 11,000 s.f. anchor space.

Innovation Center designed to “level the

playing field” for smaller companies with less

than 5 employees by offering group insurance

policies and common area conference rooms

and administrative services.

Target set at LEED Silver Certification

WPC ENGINEERS

WPC, Inc. was in need of a new headquarters, branch office and

testing lab for its operations, and found a location at the Navy

Yard that it couldn’t resist. !e former Naval post office was

constructed in 1942 entirely of formed concrete. !e building

material naturally attracted the CEO of one of the region’s

leading geotechnical engineering firms. WPC, Inc. purchased

the parcel of land and building from !e Noisette Company,

marking the first major land sale to a private developer in the

project’s history.

WPC and its design team worked with members of the Navy Yard

Design Resource Board on the adaptive reuse of the existing

building into modern offices and laboratories, to ensure that

the project positively contributed to the Navy Yard in its design,

function, performance and addition of a public art feature.

!e architects’ goals were to save and celebrate the existing

building, demonstrate the material science that’s the core of

WPC’s business, and create an impactful building to anchor the

southern end of the Navy Yard.

Currently, WPC is applying for LEED Gold certification from

the US Green Building Council, and with approval, will become

the fourth LEED-certified building in North Charleston.

!e WPC site features native species landscaping, recycled

concrete pervious pavement, and a public art feature of

stacked concrete core samples, which also serves to screen

a metal storage building. !e office interior features an open,

flexible workspace, abundant with daylight and showcases the

building’s geothermal HVAC system through a glass enclosure.

WPC’s new headquarters and work space will afford the

company higher productivity because of fewer employee

sickdays, and will also offer the company an opportunity to

show case its work throughout the site. “Noisette holds a special

place for us, in that we had a vision for the building,” says WPC

CEO Christopher. “We look forward to being a part of the Navy

Yard’s growth in the redevelopment of North Charleston.”

American School of Building Arts

21st Century Architecture3.

Establish character with the unique opportunity to explore and develop a 21st century response that respects and responds to our unique climate and place.Measurement/Research of Outcomes

4. Establish triple bottom line metrics partnering with

university centers to create a national, sustainable development research center. Integrated Restoration

5. Establish the Noisette community as the “Silicon Valley’

for the restoration economy and a model for integrated restoration.

Business Aggregation

!e businesses central to !e Navy Yard at Noisette

play a very important part in the creation of the

future. !is is more than just a block of buildings

where you come to work everyday – rather, this is a

very important place and the businesses that locate

here are core to that significance.

Academic Research

In 2007, signed new long-term lease with

American College of the Building Arts, a

four-year college focusing on traditional

building trades

Clemson University Restoration Institute, a

technology transfer campus focused on the

restoration economy, acquired 86 acres on the

southern border of !e Navy Yard in 2007. Land

was donated by the City of North Charleston.

Arts

Twelve artists and artisans have studios within

!e Navy Yard

A lower-than-market rate is offered to artists for

renovated studio space

Exhibit space within 10 Storehouse Row was

available throughout the year at no cost to Navy

Yard artists

2007 Navy Yard Holiday Party featured a

showcase of Navy Yard artists’ work

Businesses Aggregations

!e businesses at the Navy Yard already embody these core strategies through six aggregative areas:

Academic Research1.

Arts2.

Building/Planning/Design3.

Local Independent Retail4.

Non-profits5.

Restoration Economy6.

Above/right is a look at how !e Navy Yard has grown to

exemplify the core strategies and business aggregations:

24

Sustainable Funding of Cities2.

Failure to build and manage communities around

social durability means mounting financial crisis.

Utilizing sustainable partnering of resources allows

us to focus on elimination of silo thinking, increase

the vested interest in the community, leverage and

combine NGO, Private and Public resources, and

build broader constituencies for community assets.

Noisette Core Strategies

Socially Durable Communities1. Every member of the community understands the unique history and heritage of their social community and everyone holds a common vision for the future which they contribute to.

Building/Planning/Design

Added six companies in 2007 to this group

Local, Independent Retail

Retail will become a major component within !e Navy

Yard once more buildings are contructed that include

appropriate spaces. Preceeding these improvements,

!e Noisette Company has worked to bring in a few

groups focusing on this aggregation.

A first step was to bring Lowcountry Local First’s

headquarters to !e Navy Yard (see description

below)

Tracy’s, a locally owned restaurant opened in 10

Storehouse Row in May 2007, becoming the first

restaurant at !e Navy Yard.

Coast Brewing Company, which brews organic

“cra(” beers, only distributes to local bars and

restaurants.

Non-profit

!e Noisette Company continues to keep an emphasis

on helping non-profit groups obtain affordable space

within !e Navy Yard. Regardless of their exact focus,

all of the non-profits help support the underlying

mission of the Triple Bottom Line.

22 non-profit groups currently call !e Navy

Yard their home. Eight of the 22 groups are

designated as 501(c)(3) organizations. !ree are

academic institutions, and seven are governmental

organizations.

Over $250,000 in free or reduced rent provided in

2007 to relieve part of the burden of overhead costs,

allowing non-profits to focus solely on their missions.

Since 2005 several new non-profits moved to

!e Navy Yard including Lowcountry Local First,

Lowcountry Orphan Relief, Lowcounty Housing Trust

and SC STRONG.

Restoration Economy

The Restoration Economy – a growing sector of our

economy focusing on restoring our built and natural

environments – reinforces the Triple Bottom Line

philosophy of the Noisette Company. Currently, The

Navy Yard is home to many businesses pursuing

environmental sustainability as a core business.

Four businesses added as tenants in 2007.

Fisher Recycling (see Sustainability Case Study next page)

Coast Brewing Company

Uses organic hops and grains, local products

when possible

Local distribution within Charleston market

Boiler powered by bio-diesel, produced at

Southeast Biodiesel, another Navy Yard tenant

(see below)

Spent grains sent to local farms for feedstock

All brewing equipment and kegs were bought

used.

Verdi Group

Local homebuilder that solely uses SIPs

(Structurally Insulated Panels), which offer

a superior housing envelope (insulation, air

barrier, structural integrity) compared with

traditional framed construction.

All Verdi houses are designed with

environmentally sensitive features within a

moderate price range.Lost Trades, LLC

Constructed a 55’ catamaran boat using eco-sensitive measuresFull wood construction, no fiberglassUsed rapidly renewable materialsOutfitted with twin diesel engines, designed for bio-dieselExperimented with lower VOC epoxy, paints and adhesives.

Activity increased with existing sustainable businessesSoutheast BiodieselCompleted construction activity and began fuel production in Spring of 2007.

Estimated production around 10 million gallons per year.Plant generates fuel from waste oils, no virgin soybean oil.Supplies Coast Brewing Company

Added non-profit environmental groupLowcountry Local First

Created to support and market local businesses and products emphasizing reduced carbon footprint from reduced transportation requirements.Partnered with Coastal Conservation League to create “Field to Family,” a regional sustainable agriculture program.

25

26

and maintaining all building systems and controls,

oversight of green cleaning, pest control, mangement

contracts, and day-to-day contact and trouble-shooting

with existing tenant base.

In-house Property Management Highlights:

On-site, dedicated, facilities manager will reduce

operating costs through better systems controls

and quicker response times which translates to

higher tenant satisfaction.

Day-to-day management of green property

management program insures highest quality

janitorial, pest control services.

General oversight of Navy Yard property insures

highest operational efficiencies, managing outdoor

lighting, monitoring triple net leases for lease

compliance and proper maintenance and insuring

safety of buildings slated for renovation

FISHER RECYCLING

Chris Fisher’s Recycling Company was 13 years old when he moved its headquarters and processing plant to !e Navy Yard in 2005. Since that time, his company has expanded to include not only restaurant and office recycling, but also residential recycling for non-Charleston County residents; as well as manufacturing of countertops, tiles, gravel and landscaping sand from millions of pounds of recycled glass; biodiesel production; e-waste recycling and vermicomposting.

!e move to !e Navy Yard gave Fisher Recycling room to expand operations, adding several trucks to its fleet, and allowing space for recyclables to be stored for market. Additionally, an initial four-fold increase in services was realized with the addition of all Navy Yard offices. !e partnership was strengthened by Fisher and Noisette’s shared commitment to materials reuse and restoration, as well as the economic and social power of educating and involving the community.

In addition to Navy Yard businesses, Fisher Recycling’s client base has expanded to more than 300 customers, and recycled material numbers well beyond 30,000 tons to date. Among other business and community accolades, Fisher was the recipient of the 2007 Small Business of the Year Award, given by the Charleston Metro Chamber of Commerce, and is a key advisor to the South Carolina Governor on the future of the state’s recycling industry.

!e Fisher Recycling Center at !e Navy Yard is set up similar to a classroom as an “interactive education center” where residents can come and participate in recycling in ways that are an extension of the recycling loop: they are using and reusing recycled material (all collected locally) for their own homes and businesses. For example, people can develop their own designs for a glass/concrete countertop and take it home to install in their kitchen. !e kitchen could also be refloored with planed hardwood pallets while keeping track of the job on their refurbished computer!

Environmentally Sustainable Property Management

In 2007, !e Noisette Company made progress on

property management regarding green cleaning services

and integrated pest management.

Environmentally Sustainable Property Management Highlights:

New contract signed in 2007 for “green cleaning”

services (see Appendix C for Full list of Green Cleaning

Practices)

Integrated Pest Control Management contract

continues in effect using environmentally

sensitive chemicals. Pest control contractor uses

environmentally friendly products, delivered in a

strategic application to deliver the highest impact

to problem areas – for instance, for rodent control

environmentally friendly bait is placed in areas

exterior to buildings, drawing rodents away from

occupied buildings. Integrated pest management

baiting systems and water soluble powders are also

incorporated into the pest control management

program.

In-house Property ManagementIn addition to a full time Property Manager hired in

2004, !e Noisette Company hired a full-time, in-house

Lead Operations Manager in the 1st Quarter of 2008 to

oversee all Noisette-owned and managed buildings. !e

manager has experience in HVAC system maintenance.

Responsibilities of the position include the monitoring

Events and Community

Between the new Riverfront Park, 10 Storehouse Row

and the Noisette Urban Alliance Studio at 7 Storehouse

Row, the Navy Yard is abuzz with events and activity.

In addition to these designated event areas, !e

Noisette Company has hosted and supported events

in other areas of !e Navy Yard such as Chicora

Gardens and Quarters H&I. Groups like Lost Trades

and Fisher Recycling and Coast Brewing Company

have hosted events at their respective buildings.

Support of non-profits

through complimentary event space

!e Noisette Company is committed to providing event

and meeting space for community support organizations

dedicated to environmental causes, arts and culture,

education and community-building.

Environmental Efforts

US Green Building Council – South Carolina

Chapter

Sustainability Institute

Coastal Conservation League

Earthrace Biodiesel Boat

International Institute for Sustainable

Laboratories

Lowcountry Environmental Education Program

Lowcountry Local First

In 2007, !e Noisette Company provided free

and discounted permanent and temporary

space for the following groups:

Riverfront Park

27

Arts and Culture

South Carolina Film Association

Charleston Documentary Film Festival

Redux Contemporary Art Studio

American College of the Building Arts

African American Quilt Artists

Charleston County School of the Arts

Charleston Trident Homebuilders Association

International Interior Design Association

North Charleston Cultural Arts Department

Education and Community Support

Urban Land Institute

American Bar Association

City of North Charleston

Charleston Area Chamber of Commerce’s

Leadership Charleston

Academic Magnet High School

Charleston Chess Tournament

Lowcountry ABATE Toy Drive

Metanoia Community Dev. Corp.

Charleston County Friends of the Library

Be A Mentor

Lowcountry Civic Justice Corps

HUB Academy

Lowcountry Orphan Relief

Charleston Area League of Women Voters

Charleston YWCA

An introduction to the framework

In creating a guide for giving life to the New American City

— the Noisette Community — we were struck with

TWO REALITIES.

As introduced in the North Charleston Noisette Community Master Plan,

the New American City requires a set of institutions that are organized to

support a sustainable culture, which respects and services long term the

health of the economy, environment and social fabric of the community.

In order to create pathways to a sustainable culture, six areas were targeted

to be continually cultivated as part of the Noisette Institutional Framework:

1. The recent green building movement has

emphasized the health and environmental impact

of buildings, but has distracted many from

looking far into the future to building a long-

term sustainable culture. Real change occurs

in modification of behavior in our personal and

professional lives.

2. !e United States today ranks near the bottom of

every list for many health and social metrics (child

respiratory disease, teen obesity, failing schools,

imprisonment rates), yet we have the highest

wealth per capita and as a society in the world.

Noisette Institutional Framework

Education and life-long learningEconomic opportunityEnvironmental restoration

Social justice and civic responsibilityEnhancing public healthCelebrating arts and culture

!e Noisette Institutional Framework organizes a series

of non-profits dedicated to addressing the above issues

within the existing Noisette community, and also in the new

community of !e Navy Yard at Noisette.

!e Master Plan recommended the formation of five

entities addressing the six areas listed above:

!e Noisette Foundation, focusing on the long-term

economic, social and environmental health of the Noisette

community, and eventually functioning as a community

foundation for the City of North Charleston. !e Foundation

emphasizes three pathways: Healthy, Restorative and 21st

Century Career Development focused on six programmatic

areas: Human Health, Education, Economic Development,

Arts and Culture, Social Justice, and Environment.

!e Michaux Conse"ancy and Land Trust, focusing on

rebuilding our intuitive understanding of the natural

world and how it benefits human health by restoring the

Noisette Creek Preserve, a 135-acre ailing watershed;

connecting the Preserve to the 14 Noisette-area public

schools; and building a research and education center

for the schools and community.

!e Sustainablity Institute, focusing on building the

capacity of residents to create sustainable homes,

communities, and ultimately a sustainable culture

by educating residents on building, renovating and

operating homes and businesses to achieve higher

durability, increased energy efficiency, and lower

environmental and human health impacts. As the

Noisette community’s go-to resource for information

on sustainability, the Sustainability Institute’s outreach,

training and services transform homes and businesses

into sustainable examples.

!e Navy Yard Associations for Business and

Community, providing governance for the Navy Yard

community with a charge to build a socially durable

community that exhibits and teaches how to practice

sustainable living.

29

!e Noisette Omnitility, creating an integrated

sustainable utility operating all resource flows of

a city and managing all resources as limited. !e

Omnitility has yet to be formalized. More work

must be completed in 2008 to determine how to

setup this portion of the Institutional Framework.

In order to create financial sustainability for

these institutions, a series of funding sources

was designed to catalyze their creation and

provide a sustainable income stream long term.

!e Noisette Company and its partners made the

following commitments:

Provide annual cash support of $100,000 to non-

profits for core leadership to enable start up.

Provide in-kind office space, accounting and

other services valued at $100-125,000 annually.

5% of all partner profits to be contributed to the

Noisette Foundation at time of distribution.

Establish a perpetual 2% transfer fee on all

property sales at !e Navy Yard to support the

Framework: 1% is to be dedicated for community

and arts programs and the other 1% goes to

environmental initiatives.

Because of the social, economic and environmental justice

issues in place in 2001, the Foundation—since its inception—

has been primarily focused on the Restorative Pathway for

the Noisette Community. Immediate areas of concern were

low performing public schools with excessive drop out rates,

1100 ex-offenders returning to Charleston County annually

with no jobs, training, housing, etc. and the historic trend

of only 2% of contracts awarded to minority companies in

the Tri-County area. Minority Contracting is covered in the

HUB Academy section later in this chapter.

HUB Academy

To enable minority contractors and employees

to have equal access to the wealth creation of this

multi-bill ion dollar redevelopment , there was

a need for a program to “level the playing field.”

The Historically Underutilized Business ( HUB )

Academy ’s Pilot Program debuted on Tuesday,

March 14, 2006 for fourteen consecutive weeks

a t t h e L o wc o u n t r y Gra d ua te C e n te r i n No r t h

C h a r l e s t o n , u n d e r t h e g u i d a n c e o f t h e H U B

C o n s o r t i u m’s a d v i s o r y c o u n ci l . Th e No i s e t te

Company and Noisette Foundation have been

instrumental in organizing the H UB Academy

and its consortium of advisors, and continue to

manage the operations of both entities.

HUB Academy Highlights:

!ree sessions (Spring 2006, Spring & Fall

2007) with 51 specialty contractors successfully

completing the program.

Fourth session (Spring 2008) is currently

underway with 18 participants.

Metanoia Community Development Corporation

secured a grant with the S.C. Community

Economic Development Fund for the Academy

to train contractors in green building techniques.

!e $20,300 grant funded Instructors, course

materials, and meals for one class in three

consecutive HUB Business Academy sessions

(Spring and Fall 2007, and Spring 2008).

!e Lowcountry HUB Academy’s Spring 2006

graduates created an alumni organization, the

SC HUB Alumni Guild. !is group’s purpose is

to encourage joint ventures with other Guild

members in order to procure larger contracts,

to actively recruit students for future HUB

Academy classes, and to provide networking

opportunities for contractors, specialty

contractors and potential clients.

The Noisette Foundation is a community-led

non-profit whose mission is to help community

members build stronger neighborhoods by

developing healthy pathways to economic and

social opportunity for all.

Noisette Foundation

!e Noisette Foundation’s guiding principle is best

summed up in its mission statement:

!e Noisette Foundation goes beyond the typical

community outreach initiative and is organized as

a Pathway Foundation for all citizens to reach their

highest potential in all aspects of the human spirit.

HEALTHY PATHWAY: How does a culture behave and

organize itself if it is committed to the principle that

all in their community—from conception to death—

will reach there highest aspirations and potential

RESTORATIVE PATHWAY: If you are not on the

healthy pathway, how do you get there?

21ST CENTURY CAREER PATHWAY: What are the

careers for the future world economy over the next

50 years, and how should our children be prepared to

thrive in that world?

THE THREE PATHWAYS ARE:

30

!e programs for prison re-entry are:

His Way Ministry: !e Foundation assisted with building

a more structured curriculum, documentation and job

placement.

Lowcountry Civic Justice Corp: Formed two years ago, the

program consists of 12 pre-release prisoners working

for 5 months in a for-profit green construction company

established to build and rehabilitate green affordable

housing. Each member is a full time VISTA for the 5 month

period. !ey receive $2600 towards college, $2500 in

cash, work towards there GED, and are employable in

green construction.

3 Classes have graduated from the program

21 out of 24 enrolled Corps members graduated

from program (12 are currently enrolled in the

Corps)

Prisoner Re-entry

!e Foundation has initiated and partnered to create

and strengthen three prisonor re-entry programs that

serve about 70-80 individuals a year. Over the last three

years these programs have experienced less than a 20%

recidivism rate versus the norm of 75% in the state and

nationally.

8 have been released from prison with 0%

recidivism (re-incarcerated)

Over $50,000 per graduate is saved annually for

the tax payers of SC due to 0% recidivism

100% job placement for all released

2 obtained their GED, with several more ready to

take the test

7 service projects completed in the community

for a total of 588 service hours and $4700 in

donated labor

Trained in “green” construction, financial literacy,

Work Keys, computer skills, parenting skills, and

life skills

SC Strong (see Sustainability Case study sidebar below)

Job Coach for Ex-Offenders

38 clients, 16 released, 14 with full time jobs.

SC Re-entry Initiative

Over 150 community members involved in

addressing issues such as housing, employment,

education, and access to services for those ex-

offenders who are re-entering society.

!e Noisette Company and Noisette Foundation

served as a sponsor and coordinator of these

meetings.

31

North Charleston Elementary

Public Schools

!e Foundation has become a National AmeriCorp

Center with 8 full time VISTAs working in the Noisette

community. Most of these VISTAs are dedicated to

assisting the improvement in student performance

and building individual schools’ financial capacity to

support additional programs.

!ere are now 500 mentors and volunteers working in the elementary schools weekly.

1,754 community volunteers

4,222 community services hours were contributed by these volunteers

$27,735 was raised in cash donations

$33,535 was raised in non-cash donations

Michaux Conse"ancy

!e Michaux Conservancy teaches people

how ecosystems work and how they benefit

human health. Michaux uses the 135-acre

Noisette Creek Preserve and the Michaux

Center for Urban Coastal Ecosystems to

achieve our goals of:

Ecosystem GoalsReconnecting people with nature

Creating an outdoor classroom & research laboratory

Motivating students and families to be stewards of the environment

Inspiring students to pursue careers in the natural sciences

Restoring marsh/upland habitats

Creating a more “walkable” North Charleston

SOUTH CAROLINA STRONG

SOUTH CAROLINA STRONG (South Carolina Sustaining,

Teaching, and Rebuilding Our New Generation) is a

replication of the Delancey Street treatment and training

program, the nation’s leading residential self-help

organization for substance abusers, ex-offenders, and

others who have hit rock bottom.

Residents of the voluntary program make a two-year

commitment to get their lives on track, including intensive

peer counseling, learning life skills, and job training. A(er

learning of Noisette’s commitment to restorative, healthy

pathways, the South Carolina program was established at

!e Navy Yard in 2006, in order to attempt to positively effect

the recidivism and substance abuse rates in the state.

!e Noisette Company provided to SC STRONG three

historic officers houses in !e Navy Yard’s serene, verdant

Chicora Gardens district for program members to reside

in, learn historic renovation and building skills, and

grow their non-profit organization. As SC STRONG

renovates each house, more residents are accepted

into the program, and begin their education and life

skills training among the oaks in the calming and

rejuvenating setting of Chicora Gardens.

Since moving to !e Navy Yard, SC STRONG, led by

Facility Director John Glemser, an ex-offender himself,

has become an integral part of the community.

Residents attend community activities, are fully

integrated in the Non-profit aggregation group,

volunteer with community support organizations, and

work on as as-needed basis on property management

and various maintenance and construction projects.

SC STRONG has provided and continues to provide

Noisette Creek Prese"e in care of the Michaux Conse"ancy

construction and maintenance support to the Noisette

Company and partnering developers. Projects included

the renovation and preparation of old Navy Yard

residential structures for non-profit uses such as

Lowcountry Local First and !e Michaux Conservancy.

SC STRONG also provides reliable on-call maintenance

services for all of !e Navy Yard.

!e Noisette-SC STRONG relationship has grown into a

mutually beneficial one with Noisette providing Project

Management training and job placement services

for the re-entry program and SC STRONG becoming

one of Noisette’s most valuable construction and

maintenance resources. In addition, SC STRONG is

currently pursuing South Carolina General Contractor

licensing.

We focus our efforts on the surrounding community

and 14- public schools in a 2-mile radius of Noisette

Creek. !e Michaux Center, housed in a historic home

in Chicora Gardens, uses a watershed-approach to

learning about the environment that focuses on three

ecosystem areas: tidal creek/river, estuary/harbor,

and ocean/continental shelf.

Michaux Conservancy partners include the City of

North Charleston, College of Charleston’s Project

Oceanica, and collaborating organizations such as

!e Heinz Center, Trustees of Natural Resources, !e

33

A major component of building any sustainable

community is the need to increase the quality of the

housing stock to ensure that homes become energy

efficient, healthy and durable. Residents living in

existing homes in the Noisette community’s 3000 acres

o(en face significant issues with their homes that must

be overcome, as many of the homes within the City are

inefficient and unhealthy because of age and condition.

Most importantly, homeowners o(en find it difficult

to bear the rising costs of home energy use.

jump starts the restoration efforts in the Noisette

Creek Preserve by surveying plants and trees on 75

acres and creating public outreach material on native

versus nonnative species.

In addition to partnering with Academic Magnet

High School on a monthly water quality-monitoring

program for the past four years, Michaux has partnered

with Lowcountry Earth Force to host Noisette Creek

Day annually since 2006, providing high school

students with the chance to simultaneously learn

about and serve the Creek.

Sustainability Institute

Founded in 1999, !e Sustainability Institute was

created as a non-profit 501(c)(3) organization to be

the teachers in the Noisette community that empower

residents to live sustainably, create change, and grow a

sustainable culture for generations to come.

!e Sustainability Institute’s mission is to build the

capacity in others to design sustainable solutions

and grow sustainable cultures.

Michaux Conse"ancy Highlights

In Fall 2007, 60 students from 4 area schools

received hands-on beach and marsh ecosystem

education during two Barrier Island Discovery

Programs aboard a pontoon vessel.

Michaux is the Local Implementation Lead on

an 18-month project entitled Creating Resilient

Communities which enhances the Regional

Transportation and Land Use Plan and local

municipal comprehensive plans by creating a

regional land use database.

Received a SC Forestry Commission grant that

Outreach is designed to reach a diverse

audience including low-income residents

and economically distressed communities.

Hands-on trainings are designed to transfer

skills to residents in the community and to

engage building professionals in learning

sustainable methods.

Services such as energy audits are designed

to meet community needs and to help

homeowners, professionals and businesses

increase the efficiency of their buildings.

!ere are three areas of focus:

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Nature Conservancy, and the Native Plant Society.

It is worth noting that 53% of homes in North

Charleston were built prior to 1980. Since buildings

naturally deteriorate and lose efficiency with age, the

existing housing stock is relatively inefficient. Many

older homes in the Noisette community also pose

significant human health impacts from outdated

materials such as lead-based paint and asbestos,

moisture issues and poor indoor air quality.

A growing number of people cannot afford to live

comfortably in their homes due to the impact of rising

energy costs on their budgets. South Carolinians have

the highest residential monthly rates in the nation

and 39% of homeowners in Charleston County are

spending 35% or more of their household income

on monthly energy costs. Workshop participants at

the Sustainability Institute currently pay an average

of $223 per month in energy costs while 76% of

participants earn less than $29,000, and 58% earn

less than $19,000 a year. For many low-to-moderate

income residents, the cost of energy is simply

unaffordable and prevents these families from

making upgrades aimed at decreasing energy use.

!e Sustainability Institute addresses these community

issues by engaging residents through outreach and

becoming their go-to resource; by teaching homeowners

and building professionals through hands-on workshops

how to build, renovate and maintain buildings in a

sustainable manner; and by offering high-quality

services that enable people to change their buildings.

Sustainability Institute Highlights!e Sustainability Institute developed strong

partnerships with each neighborhood in the Noisette

community and became the main resource for

residents needing help with improving their homes

and for communities wanting to develop sustainable

projects.

More than 65 families of the Liberty Hill

neighborhood, a historic yet economically depressed

African-American community, participated in

Sustainability Institute workshops and actively took

steps to increase the efficiency of their homes

Strong organizational capacity has been created

with 5 full-time employees, an internship program

in partnership with the College of Charleston’s

Masters of Environmental Studies (MES) program

and Undergraduate program, and a network of more

than 25 continuous volunteers.

Continuously expanded support from sustainable

developers, building product manufacturers,

homebuilders, merchants, foundations, and the

community.

Opened the GreenHouse demonstration facility,

a 1940’s home that has been renovated in a

sustainable manner; showcases sustainable

materials and techniques; houses the offices of

!e Sustainability Institute; and is open to area

residents for tours and educational workshops.

Over 2000 homeowners and building professionals

trained since 2003 and workshops continue to

benefit more than 750 people per year.

Energy conservation program trained more than

400 participants in 2007 (over 1000 participants

to date) and documented saving area residents

over $408,780 in home energy costs since the

program’s inception.

Created the South Carolina Green Building

Directory – a cutting-edge resource for both

building professionals and homeowners that

showcases green materials manufactured within

500 miles of the state and green services provided

with the state. !e directory will be searchable by

material and service type, LEED credits, and CSI

divisions.

Developed energy audit and sustainable consulting

services which represent a great new source of

income and teaching – more than 45 energy audits

performed to date on area homes and businesses

and sustainability plans written for area businesses

including small commercial enterprises, restaurants,

a hotel, and a sports arena.

Community Association meeting with Mayor Keith Summey

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Community Association and Business District Association

!e Navy Yard at Noisette Community and Business District Associations provide

governance, leadership and services to residential and commercial property

owners and other community members in order to continually advance !e

Navy Yard at Noisette as the urban, mixed-use core of the Charleston region. !e

Associations support the appearance and ongoing operations of the Navy Yard

by investing community enhancement fees to create a high level of physical

and community health. Community Building programs nurture connected and

involved citizens – residents, tenants, and visitors – and help build respect for

the past and future of the community.

Community Association and Business District Association Highlights

Monthly lunch lecture series “Knowledge at !e Navy Yard” began January

2007 and has featured topics such as Corporate Wellness, Greening Your

Home, Charleston’s Public Transit, State of the Corrections Systems, and

tours of newly renovated project at the ‘ Yard.

Business Development and Strategy programs with leaders of Navy Yard

businesses, as well as community beautification days with community

members

Organizes programs for local non-profits, schools and arts initiatives

JULY 2004: Urban Land Magazine named Noisette

one of the 10 Most Noted Green Development

Projects in the U.S.

SPRING/SUMMER 2004: Michael Sorkin named

Noisette as one of the Most Important Current

International Projects in the Harvard Design

Review.

JULY 2005: !e North Charleston Noisette Community

Master Plan received the Award of Excellence from the

American Society of Landscape Architects.

JANUARY 2007: !e New York Times featured !e

Navy Yard at Noisette in an article, a(er !e Noisette

Company turned a former Naval warehouse into a

new thriving Artists’ Colony.

JULY 2007: !e Noisette Company was chosen as one

of the Top 10 Innovators for 2007 by the Charleston

Regional Business Journal. Recipients were chosen

based on their originality; impact on the business,

industry and community; challenges; and value

created.

AUGUST 2007: !e Wall Street Journal featured an

article focusing on the vast growth in the Charleston

area and mentioned !e Navy Yard at Noisette which

as being transformed from a blighted region into a

sustainable urban revitalization project

Our Journey to Sustainability is the first step to formally

report on The Noisette Company’s sustainability metrics.

!e document highlights the progress realized through

the year ending 2007 and is focused on the attributes

that have helped move the Noisette community closer to

a sustainable future.

In future annual sustainability reports, we will implement

the resources and tools needed to achieve more detailed

documentation and statistical measurement outcomes.

Going forward, using the first edition of Our Journey

to Sustainability as the baseline, the outcomes will be

measured against stated goals and objectives.

We welcome any feedback, comments or suggestions

that you may have. Please send any comments to:

!e Noisette Company

Attn: Sustainability Report

1360 Truxtun Avenue

Suite 200

North Charleston, SC 29405

Phone: (843) 302-2100

Fax: (843) 302-2101

receptionist@noisettesc.com

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Since the announcement of the North Charleston Noisette Community Master Plan, Noisette has received the following

REGIONAL , STATE AND NATIONAL AWARDS & RECOGNITION:

!is North Charleston Noisette Community Master

Plan begins with a vision for the New American City:

A vibrant, healthy city, embracing its heritage and

celebrating its role as community, ecosystem, and

marketplace. !e vision is based on the Triple Bottom

Line – a balance among people, planet, and prosperity

– embodying the belief that sustainable cities must

be equally responsive to social needs, environmental

responsibility, and economic vitality.

!e Master Plan responds to many of the goals set out

in the 1996 City of North Charleston Comprehensive

Plan, and to the City’s Pledge to its Citizens, a set of

principles that un-derpins a future of prosperity,

opportunity, social harmony, educational excellence,

and ecological restoration.

!is Master Plan also acknowledges the Partnership

Agreement between the City of North Charleston and

the Noisette Company, in which the City recognizes

the necessity to move to a 21st Century infrastructure

that is more economically and environmentally self-

sustaining, to reclaim its natural resources, and to

create not only growth, but a wise and sustainable

redevelopment of its community. In this agreement,

the Noisette Company pledged to develop this Master

Plan, and to be the community developer that will

transform the northern end of the former Charleston

Naval Base, and a large portion of the surrounding city,

into a sustainable City Center for the 21st Century.

To achieve this vision and these goals, this Master Plan

sets forth specific recommendations and guidelines

to create the elements of this New American City:

A Regenerative Land Use plan to create a

mixed-use pattern, promoting a Live/ Work/

Play environment, revitalizing key portions of

the City, and selectively increasing density. !e

plan in-cludes elements to enhance the sense of

neighborhood iden-tity, while linking the diverse

neighborhoods throughout the community. !is

Master Plan recommends specific tools to develop

and implement these changes, in concert with

exist-ing land use ordinances.

A plan for Restoring Natural Systems so that they

are integral to the functions and aesthetics of

this place, and linking the roles of individuals,

neighborhoods, and the community as stewards

of the natural environment. !is Master Plan is

based on fundamental environmental principles

for ecological restoration, conservation, native

landscaping, and water management. A central

element will be the Noisette Preserve, serving as

a recreation area and education center for the

citizens of the City and the greater region.

A plan for Restoring Connections of the

community through sustainable infrastructure

improvements in transportation systems, open

space and recreation, and utility systems. !e

Transportation plan is designed for diversity,

intermodal connectivity, adaptability to change,

and multiple uses of transportation elements. !e

Open Space plan provides a range of recreation

options and reconnects the City to the Cooper

River. !e Utility plan proposes integrated utility

sys-tems, designed for stewardship of natural

resources.

Implementation of this plan based on

Neighborhoods as Catalysts for Change. Each

neighborhood should have a vital center, support a

mix of uses, be pedestrian– and bicycle-oriented,

and have its own character and beauty. !is master

plan recommends specific changes on major

corridors serving the City and revitalizes Park

Circle as the historic symbol of the original garden

city. Schools should become the centers of their

communities, offering services, resources, and

amenities to all the residents of a neighborhood.

37

Master Plan Summary

Creation of a new community, the River Center at

Noisette, utilizing a major portion of the former

Charleston Naval Base. !is vibrant new urban

center will have a mix of uses, a range of density,

a link to the history of the place, and a strong

connection to the natural ecological systems. Art

will be infused throughout the community in both

traditional and impromptu forms. !e sustainable

design, construction, and operation of the built

elements will make this a manifestation of the

Triple Bottom Line, unifying social, environmental,

and economic goals.

A recommendation for Project Phasing over the next

fi(een years, and beyond. !is plan addresses the

important first steps that will be catalysts for further

development. It also considers diversity of housing

opportunity, business incuba-tion, transportation

elements, recreational enhancements, and

environmental restoration as key elements of

creating a vital, robust urban center.

Initiatives and Strategies that are essential

for sustainable change. !e plan creates an

institutional framework for sustainable community

development, lifelong learning, and restoration

of natural resources. It also proposes strategies

for arts integration and museum initiatives,

high performance schools, housing for all, and

historic preservation/restoration. Finally, it sets

out initiatives for economic revitalization and tax

increment financing.

Benchmarks for Success, presenting standards for

measuring, reporting, and learning from results.

!e Noisette Quality Home Performance Standards

have been created specifically for the climate and

geographical conditions of the South Carolina Low

Country. !e LEED Green Building Rating System

is the definitive consensus performance standard

for commercial and highrise residential buildings.

!e Noisette Rose is a flexible tool developed to

establish and measure specific sustainable goals

for projects within the community.

!is plan is the product of a five-year collaborative

discovery process. !e citizens, leadership, and

professionals of North Charleston have contributed

their wisdom and vision. !e team of national expert

planners, architects, urban designers, landscape

architects, engineers, ecologists, educators, and artists

assembled by the Noisette Company has been inspired

by the culture and history of North Charleston and

im-pressed by the level of interest and contributions

from community leaders and residents during this

remarkable five-year journey of discovery.

!e team has built this plan on the vision, rich history,

and culture represented by the community, and

utilized the history of the natural systems and the

evaluation of their current conditions. All of this and

their collective experience of restorative community

designs have informed these recommendations. It is

unique. !is plan holds enormous potential for the

future of this community and its citizens.

Taken together, these elements form the integrated

planning basis for establishing the Noisette Community

of North Charleston as the leading sustainable

redevelopment of an urban environment in the US.

!e City of North Charleston and the Noisette

Company should expand their working partnership

to include other government entities, non-profits,

business organizations, and citizens groups, to

develop the mechanisms for implementing this

Master Plan. !e core partners must recognize that

profound change is not easy, and will be resisted by

some, but that it has the power to transform this City

and the lives of its citizens.

TimelinePREFACE

February 1993: !e Base Realignment and Closure

(BRAC) Commission recommended closure of Naval

Base Charleston, second largest East Coast homeport

July 1993: Final decision to close the Base

November 1993: Tri-county area BEST (Building

Economic Solutions Together) Committee

commissions Sasaki Associates, Inc. to lead a Base

Reuse planning effort.

June 1994: Base Reuse Plan completed as basis for

Environmental Impact Statement

June 1994: Charleston Naval Complex Redevelopment

Authority (CNCRA) established by legislation with

Board members appointed by the Governor.

38

April 1, 1996: Final Base Closure

March 1998: Fluor Daniel Consulting produced a

Market Rate Base Development Plan for the CNCRA in

anticipation of selling the Naval Base

CHAPTER 1 (2001-2004)

Initiation of planning and revitalization of the 3,000

acre Noisette area. Preliminary Navy Yard agreements

and transfers.

March 22, 2001: Noisette Project Announced; MOU

with City and Redevelopment Authority.

March 2001: Master Plan and community involvement

model launched

June 2001: Off-base TIF approved by City

Nov. 2001: HUD HOPE VI grant awarded to NCHA for

Horizon Village

June 2002: Sustainability Institute Rehabs demonstration

home on E. Montague

Nov 2002: Development Agreement between Noisette

and the City signed

April 2003: !e City purchases Century Oaks, now

called Oak Terrace Preserve.

July 2003: Phase I/II Navy Yard land transfer (176 ac)

Dec. 2003: North Charleston Noisette Community

Master Plan Released

February 2004: Master Plan accepted by City Council

and acreage for Noisette Preserve established.

CHAPTER 2 (2004-2006)

Major Planning & Acquisition, and initial redevlopment

for 340 acre Navy Yard Development. Continued

revitalization of 3,000 acre Noisette area.

June 2004 On-base TIF approved

June 2004 !e Noisette Foundation begins operations.

Aug. 2004: 7 Storehouse Renovation and leasing

complete

October 29th 2004: Navy Yard PDD zoning approved

Dec. 2004: Phase III transfer of Navy Yard (31 ac)

February 14, 2005: Development Agreement between

Noisette and the City modified

April 2005: Oak Terrace Preserve PDD approved by

the City for 300 homes and 70 townhomes.

April 2005: 11 Storehouse Renovation and leasing

complete

April 2005: Reverter land purchase (40 ac)

July 4, 2005: Riverfront Park Phase I complete

August 2005: SC’s first LEED-certified school—North

Charleston Elementary—opens.

September 2005: Clemson announces plans to locate

the research campus of the new Restoration Institute

next to the Navy Yard at Noisette on 86 acres.

October 2005: North Charleston Noisette Community

Master Plan receives Award of Excellence from ASLA.

Dec. 2005: Noisette Creek Preserve Plan Released

Dec. 2005: Phase IV land transfer (34 ac)

March 2006: Horizon Village Breaks Ground

April 2006: Navy Yard Design Guide Complete

April 19th, 2006: Navy Yard community association

articles adopted.

April 2006: 10 Storehouse Renovation and lease-up

complete

May 2006: $3 million East Montague Streetscape

Complete

June 2006: School Board approves $117 million for

Noisette-area schools.

July 2006: Oak Terrace Preserve Breaks Ground

CHAPTER 3 (2006-2007):

Major redevelopment of Navy Yard begins including

infrastructure engineering and implementation.

August 2006: Noisette pays off city note for Navy Yard

land.

August 2006: Final land transfer from City to Noisette

(14 ac) brings acreage owned to 318

August 2006: Builder team breaks ground on first Oak

Terrace Preserve houses

39

September 2006: Initiation of Navy Yard at Noisette

infrastructure planning and design

January 2007: Bonding for Clemson University

Restoration Institute’s North Charleston Research

Campus approved by State Budget and Control

Board.

Feb. 2007: Mixson Development ground-breaking

March 2007: Riverfront Park Phase II completed

April 2007: Parcel 28 Closing – WPC Engineers

May 2007: Water and Wastewater master plan

complete

August 2007: Stormwater Management master plan

complete

August 2007: Traffic Impact Analysis complete

September 2007: Design and Engineering of

infrastructure begins

Oct. 3 2007: Parcel 2.3 and NH 68 closed – Sold to

Lead Dog Properties

Nov. 2007: Mixson goes vertical on first 19 units.

Nov. 2007: Resolution approved outlining process for

issuing TIF bonds to pay for $165 million in public

infrastructure over three phases.

Nov. 5, 2007: Dedication of $3.1 million Charleston

Naval Base Memorial

Dec. 19, 2007: SCE&G substation parcel closing.

Green Cleaning Program

!e Noisette Company chooses to engage in green

cleaning practices, defined as cleaning to protect health

without harming the environment. In other words, to

reduce exposure of hazardous or irritating chemicals

and processes that negatively impact air quality, human

health, building finishes, building systems and the

environment.

Increasingly poor indoor and outdoor environmental

quality has a major impact on businesses, education

and our daily lives. A true green cleaning program

makes a significant improvement on indoor air quality

and dramatically reduces product use, water use,

energy consumption, fuel and transportation costs and

emissions through these reductions, and the amounts

and types of waste discharged into our water systems

and landfills.

A truly effective green cleaning program incorporates

many elements:

Our cleaning chemicals and hand soaps meet or

exceed Green Seal GS-37 standards. !ese and

other comparable standards analyze the safety

of the cleaning chemical on human health and

the environment. Manufacturing processes and

packaging must also meet strict criteria for the

best possible environmental safety, from the

manufacturing plant to our door.

!e number of cleaning chemicals in the building

has been reduced, and the chemicals are

concentrated to reduce manufacturing energy,

packaging and fuel costs for transport.

We purchase paper products and can liners that

meet EPA procurement guidelines for recycled

content. Bathroom tissue and towels are also Green

Seal certified for recycled content of the packaging,

that the products, cores and packaging are processed

chlorine free, that non-toxic inks are used, and that

high capacity rolls are encouraged. Our paper towel

dispensers employ controlled portioning to reduce

waste, and we are phasing in bathroom tissue

dispensers with reduced core material.

Cleaning equipment used in our buildings meet the

Carpet and Rug Institute Green Label standards for

sound, dust control, emissions and performance.

For example, we use ProTeam (partnered with the

American Lung Association) backpack vacuums to

capture soil and safely contain harmful particles, as

well as prevent them from being reintroduced back

into the environment. !ese vacuums also reduce

or eliminate the need for brooms and dust mops,

major contributors to poor indoor air quality.

Sustainable cleaning tools and equipment are also

a very important consideration in regards to water

use, chemical and water waste, and paper waste.

We use microfiber cleaning tools that are much

more efficient at soil removal than towels, allow us

to reduce the amount of cleaning solution prepared

40

and almost completely eliminate dirty cleaning

solution down the drains. By eliminating paper

towel use for cleaning, we have reduced paper waste

and stopped releasing paper dust into the air.

Also very important are Training and

Communication. Our staff is trained in best

practices for cleaning, safety trained, our equipment

is properly maintained and documented, and

communication is encouraged and documented to

ensure safety, compliance and understanding.

With the cleaning industry using 8 billion pounds of

chemicals, 4.5 billion pounds of paper, 6 billion pounds

of can liners (petroleum!) and discarding 1 billion pounds

of cleaning equipment annually, !e Noisette Company

is proud to do what we can to lessen the environmental

impact of our cleaning program without sacrificing

building appearance or the comfort of our tenants.

In fact, green cleaning makes an immediate impact

on indoor quality, which is proven to be responsible

for reduced absenteeism, fewer medical claims and

increased employee productivity. Indoor air quality

readings are provided by our janitorial contractor on a

quarterly basis for monitoring.

!e Noisette Company doesn’t consider green cleaning

an option, we consider it a responsibility.

Oak Terrace Prese"e Low Impact DevelopmentStormwater Management

41

Seven Storehouse Row represents our vision of

an office for the 21st Century — one that is healthy,

inspiring, productive, flexible and sustainable. !e

second floor is home to !e Noisette Company (the

building owner) and three other organizations: !e

City of North Charleston, !e R.L. Bryan Company

and !e Noisette Urban Alliance.

As you walk around our office, you will see markers

identifying environmentally-sensitive building

materials and furnishings, as well as the companies

who produce them. Many of the markers highlight

sustainable features that aren’t apparent — which

is the whole idea. You’ll also see that pursuing

sustainable features does not require compromising

comfort or performance. In fact, the whole idea of

sustainability is to enhance comfort, health, efficiency

and durability.

Sustainable 1. Building with products that are durable,

healthy, efficient and comfortable. 2. Creating the

good life in ways that don’t compromise the ability of

future generations to do the same.

Currently, we are working with the US Green-building

Council to achieve LEED1 certification under a pilot

program for commercial interiors.

Historic building

Reusing existing buildings is one of the ultimate

forms of recycling. As part of the original Charleston

Naval Base, Building 7 was designed in 1904 and built

in 1908 as a storehouse. Reuse not only preserves our

visual ties to the area’s heritage, it eliminates the need

for complete demolition which sends large quantities

of material to landfill and consumes building

materials for new construction. An open floor plan

was designed to take advantage of large windows to

maximize natural light throughout the workspace.

!e floor plan is supplemented by the use of a flexible

arrangement of systems furniture by Herman Miller, Inc.

Kitchen appliances and hardware

!e dishwasher, refrigerator, and ice-maker were

provide by Whirlpool Corporation and have an Energy

Star rating. !e water-saving sink faucet was designed

by Kohler Company.

Artwork and interior plants

Jim Schultz, a North Charleston resident who lives

within the Noisette footprint, created the three-

dimensional artwork seen in the second floor

entryway. !e untitled piece is constructed entirely

from discarded car parts like a bottom pan, push rods

and catalytic converter. You’ll also see artwork on

loan from the City of North Charleston that features

the work of local residents. Interior plans are placed

throughout the office to improve air quality and

provide a calming.

Lighting

High-efficiency lighting fixtures were provided by

Hubbell Lighting Systems and were fitted with low-

energy UltraMAX™ electronic ballasts. !e fixtures

direct 40 percent of the light towards the white ceiling

to maximize indirect light. !e entire system reduces

energy costs and heat emission, and provides a high-

quality light without the flickering seen in standard

systems.

1 !e LEED (Leadership in Energy and Environmental Design) Green Building Rating System ® is a voluntary, concensus-based national standard for developing high-performance, sustainable buildings. !e LEED for Commercial Interiors Rating System extends the LEED sustainable design and construction objectives to tenant improvement projects. In preparation for public release in 2004, the USGBC has initiated a pilot test of the dra( LEED-CI Rating System. (Source: www.usgbc.org/LEED/leed_interiors.asp

2 !e Greenguard Environmental Institute (GEI) has established performance-based standards to define goods with low chemical and particle emissions for use indoors. (Source: www.greenguard.org)

Visit Our Office

42

Furniture

!e systems furniture was designed and produced

by Herman Miller, Inc. using recycled and recyclable

materials. !e chairs and furniture are GREENGUARD2

certified and contain various levels of recycled

content: Resolve System (27%), Ethospace Systems

(35%), Avive Tables (81%), Aeron Chairs (66%), Mirra

Chairs (40%), Caper Chairs (near 100%).

Cabinetry

Cabinetry was constructed using WOODSTALK™

fiberboard, a highly sustainable building materials

from Dow Bioproducts, Ltd. Also called “wheatboard,”

it is made from wheat stalks (a waste product of

harvesting) and a formaldehyd-free polyurethane

resin to reduce emissions associated with various

wood-based products containing urea formaldehyde.

Rest rooms

Optical faucets from Kohler Company reduce water

usage by being highly responsive and using water-

saving diffusers. Two waterless urinals (Waterless

Co.) were installed, and each saves on gallon of water

per use compared to conventional urinals. !ese

touchless products also improve cleanliness and

human health.

Surface coverings — paints

!e harmony Series low-VOC (Volatile Organic

Compounds) paints from Sherwin Williams were

used on all painted surfaces.

Floor covering

!e carpet, by Interface, Inc., is made with a high

recycle content and is very recyclable. !e forest

floor design is based on biomimicry — studying

and imitating how nature works. !e pattern allows

for the individual tiles to achieve similarity without

sameness. As a result, there is flexibility to replace

damaged tiles in the future without mismatch.

Interface also provided a no-VOC carpet glue.

Although recently installed, there is no ‘new office’

smell. !is is due to the absence of unhealthy off-

gassing fumes and particulates associated with

traditional installations.

Marmoleum was used in the kitchen and provides a

healthy alternative to vinyl flooring. Derived primarily

from natural raw materials, Marmoleum is made

from linseed oil flax, wood flour, pine rosins and

backed with a natural jute backing. Tiles made with

recycled, crushed marble were used in the Foyer area.

Johnsonite, 100% synthetic rubber flooring, was used

on the stair treads and landing areas.

Ceiling/acoustical tiles

USG manufactured the Mars™ ClimaPlus™ acoustical

ceiling tiles and the visually stunning metal ceiling

grid. !e acoustical ceiling tiles have a very high noise

reduction value and are made with 72% recycled

content.

Heating, ventilation and air conditioning (HVAC)

!e HVAC system operates above ASHRAE standards

on air freshness, humidity and indoor air quality. A

Siemens monitoring device was installed that tracks

carbon dioxide, humidity and temperature and

controls fresh air intake. !e system can be controlled

locally through our computer network.

Exterior Landscape

We are in the process of transitioning the existing

traditional landscape into one that celebrates plants

that are native to the Southeast. !e bed that is

closest to the building is composed of aster, inkberry,

was myrtle, southern magnolias, sweetbay magnolias,

foster’s holly, black-eyed susans and verbena. Itea

virginica was planted underneath the existing crape

myrtle canopy. !ese plants replaced ligustrum (an

invasive plant), Indian hawthorn and Algerian ivy. A

strip of St. Augustine grass, which requires intense

maintenance and irrigation, was replaced by the band

of switchgrass. Our goal is to continue introducing

native plants to the property and reduce our irrigation

needs to a minimum.

Other sustainable features

Walls were constructed using a gypsum board,

manufactured by USG, that has a high recycled

content.

!e fireplace was provided by FireSide Hearth &

Home. !is electric system, provided the heat,

light and ambience of a traditional fireplace while

avoiding the negative indoor air-quality effects

associated with non-vented gas-burning systems.

Owens Corning provided the Cultured Stone™

around the fireplace. !is composite material,

composed primarily of pumice and glass oxide,

resembles stone but does not involve the excavation

and transport of stone.

Ownes Corning is also responsible for the acoustic

batt (sound insulation) embedded in several

walls throughout the floor. !e acoustic batt has

a high-recycled content in addition to earning a

GREENGUARD certification.

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