Post on 26-Apr-2022
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Energy Efficiency Journey
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Learning Objectives
Review how IU Health Facilities have utilized the IPL custom incentive “Opt in” program
Identify challenges when implementing a an energy conservation program within day to day operations, repair, and replacement opportunities.
Explain what specific quantifiable measures (metrics) were established to define success of the initiatives or projects
Discuss how technical training, staff education,empowerment and engagement contributed
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Health Facilities Management Challenges
• Across the Board Staffing Cuts (RIFs)
• New Buildings are NOT More Energy Efficient
• Designs are Based on the Lowest First Cost
• Run to Fail Capital Renewal and Deferred Maintenance Strategy
• Unrelenting Regulation
• Aging Facility Management Workforce with No Succession Planning
• Fewer Skilled Trades Paired with More Complex Systems
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Maintenance & Operations Driven to 25% Benchmark for $/SF
• ASHE, IFMA, and UHC are most commonly used
• Incentives and other utilities procurement agreements are helping to hold onto staff
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Heroes of the Process
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• Equipment and Systems –Existing and Future Staff Attitude vs. Aptitude
• Created Energy Team with mixed Resourcing (Insourcing + Outsourcing)
• Leveraging Technology to Improve Productivity
• Dedicated Budget for Training
• One on One Training Sessions at the BMS Workstation
Engaged and Empowered
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• Patients are First - Continuity of Care
• Collaborative & Creative Thinking
• Honest Conversation – what has and hasn’t worked
• Persistence
• High Performing Team
• Subject Matter Experts Participate in Key Training Events
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Let’s be REAL with ourselves
IUH AHC Future of Facilities Engineering
• Keys to Success
– What’s Best for the Patients
– Customer Satisfaction at Every Level
– Prioritize Dollar Needs
– Manage Risk (FMEA)
– Continuous Research & Testing of New Innovative Methods for Improved Efficacy & Efficiency
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Culture; Prioritizing WorkPatient Care Continuity to Risk to Revenue
UPGRADEadditional controls or
sensors
FIX broken systems or components
OPTIMIZEImplement more
efficient sequences
ANALYZEData harvesting,
analysis, visualization
Guide to Infrastructure Improvement Priorities
Infection Control Patient/Staff Comfort
Fans, coils, humidifiers, dampers, sensors, pumps, and major equipment
Five-year capital planning
M&V requirements for Incentives
Individual Room ACPH, Digital temperature, pressure, filter life, and RH
Discharge air temps, humidifier set points and building pressures
Setbacks, resets, rebalancing, and re-engineering
Digital temperature, pressure, and RH monitoring
DAT reset, OSA/Exhaust Air balancing, Enthalpy based economizer
KPI’s, door pressure alarm counting, temp & RH minutes in alarm, particle counting, ACPHs
Real Time Dashboards
Data visualization
Uptime or reliable systems controllability
DAT, OSA percent, building pressure monitoring, configured faults and alarms (predictive maintenance)
Fans, coils, humidifiers, dampers, sensors, pumps, and major equipment
Fans, coils, humidifiers, dampers, sensors, pumps, and major equipment
Business Performance/Efficiency
“Current Peak Demand was Hindering Ability to Meet Energy Cost Reduction Goals”
Define Goals – Create Actionable Items
A consistent peak demand cause and effect relationship
Analyze – Advanced Data Analytics
The sources and percentage of variable energy consumption and means for metering
Improve – Solutions Customized to Facility
Successfully implement measures without compromising optimal patient care conditions, prioritize needs to invest in legacy equipment
Measure & Verify – Confirm Improvements & Set New Targets
IPL Incentives were tied to verifiable results
Utility costs reductions impact future utility budgets!
Administrative Support and Decision Making 2
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1New requirement under proposed rule
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Utility Incentives Aid Our Process
• The major electric utilities in Indiana have Rebates and Incentive programs –including the REMC groups
• Utility Programs of two basic types– Prescriptive: Replace “X” with approved “Y” &
get “Z” dollars per unit (lighting, HVAC, motors, pumps, etc.)
– Custom: equipment upgrades, control strategies, that have a proven sustainablereduction in kW and kWh can earn an incentive of $0.0x per kWh saved
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How IU Health Applies The Programs
• Much of our Facilities and Equipment are older, therefore as we retrofit, upgrade and replace equipment, we always ask:
• “If we choose a more energy efficient piece of equipment or implement a better control strategy, will the utility incentives, yield a reasonable payback on the difference between a “normal” replacement and more sustainable energy efficient solution?”
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IU Health IPL Programs to date
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• Total Incentives earned through IPL programs• These one time incentives represent approximately $1,500,000 A YEAR in ongoing annual electric savings
• IU Health is on track to earn close to the annual cap of $500,000 in 2018
Methodist Hospital Energy Star and EUI kBTU per Square Foot
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Monthly Peak Demand from 2009 to present
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Sustained Significant Demand Reduction
New IPL Substation Project Overview
• Reports can be generated to confirm predicted energy savings for internal funding paybacks or IPL custom incentives
• Actual real time energy performance can be determined and compared to the predicted goals.
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BMS Migration to Open Protocol
• Scope: – Open Protocol Language– Wireless Access– Web Browser Access– Resides on the House
Ethernet• Benefits:
– Lower First Cost (and Renovations)
– Improved Maintenance Response Time
– Reduces Maintenance Staffing Requirements
– Reduces Maintenance Costs
Peak Saving Activities by BMS Controls Technician
Messages Not Permitted
Daily Forecast via weather station email
Decision Making and Dissemination of Peaking Shaving Mode
Data and Priority Reports
Graphics and Display
Information Direct to Smartphone or Tablet
Developed Robust Workstation with Training
Trained BMS WatchmanManual initiation of peak shaving
sequences, assist with communication, set point
adjustment,manage alarm log
Robust Data Collection During Peak Shaving Periods supports Root Cause Analysis (if needed)
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1Real Time Monitoring.
Real Time Monitoring (RTM) is a tool that informs maintenance and operations personnel of immediate system conditions that affect service continuity, eminent failure, energy efficiency, loss of infection control measures, and thermal comfort.
2Central Plant Energy RTM.
RTM for the central plant systems focuses on reducing or maintaining steam and electrical demand during peak periods as a utility cost reduction measure, rather than relying on daily, weekly or monthly reporting measures.
3Air Handler RTM.
Provides cost of delivered CFM based on control set points and functions and as an early sub optimal detection system based on users or operated adjusted set points to maintain space conditions.
Real Time Monitoring Examples/Definitions
4Surgery Infection Control
RTM for the surgery department is a tool that informs maintenance and operations personnel of immediate system conditions that affect RH, temperature, or room pressures.
5Domestic Water Chemistry
RTM for the domestic hot water systems informs operators and the water treatment team on current return water temperatures and residuals levels of disinfection chemicals.
Real Time Monitoring Examples/Definitions
6Life Safety PM’s & ILSM’s.
RTM for the life safety PM’s and ILSM’s provides daily updates of life safety work order completion and status of associated interim life safety measures in place.
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Real Time meter of key unit or relationship being measured
Upper limit based on historic data and is reset based on annual review with CDD and HDDs.
Unit or relationship
measurement
Color indexed range of key relationship
Core Component - Chiller Plant kW/Ton Meter
This data is trended and integrated with alarms/notifications
Open Protocol Platform could Accommodate Building Dashboard Tools
Chilled Water Optimization Project:Real Time Chilled Water Plant Dashboard
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Real Time Need Drove Forecasting Need
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• The operators discovered by using real time monitoring dashboards that not enough time existed to make adjustments to manage peak demand. This created the need for forecasting to allow ample time to prepare or adjust to peak demands
• Anticipating not reacting
Forecasting 3 Step Process
Inputs from BMS Sub-meters
Calculations Using Linear Regression
Formulas
Facility Global Weather Station
Real Time Inputs
Real Time kW
Real Time Tons Delivered
Current Temp & Daily High
Current RH (no forecast available)
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Analysis of Multiple System ParametersEnthalpy vs. Methodist Campus Peak kW, July 2016
Linear Regression ‐ Determine Peak kW
Source: Energy Consultants Inc.
Image 1: kW vs. Peak by Service
Image 2: Linear Regression
It was established that peak kW management would begin above 85% Load
June 2018 Demand & Ton hours vs. Enthalpy
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Enthalpy vs. kW Linear Regression Analysis
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Monthly Peak Demand
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Chilled Water Ton Hours Usage Trend Report
• Not all systems sub metered
• Cost vs. benefit analysis of additional M&V for overall plant efficiency, affordability, and management
Meter inaccuracies and inconsistencies
Image 1: Ultrasonic Flow Meter
Prerequisite –Accuracy of Chilled Water Sub‐meters
Prerequisite –Established Standards for M&V Data
Tracking & Trending Network ReliabilityDeveloped Robust Data Standards that Address:
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Sensor Quality & Calibration
Network Analysis, Data Gaps, and Long Term Storage and Retrieval
Fault Detection Diagnostics (FDD) and BAS Alarms Integration
Trend Every Point, Every 15 Minutes!
Certain Points Trended at 1 Minute for Fine Tuning
Report on regular intervals
Energy Management Device PM Ticket Template
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Need to manually initiate load shed sequences
Focus on peak reduction cost savings
Peak Real Time and Forecasted Demand Meters
Treatment gap for stroke risk reduction therapies
Low Load High Load Periods
Considerations for BMS Watchman
Moderate Load
90% of Peak Demand Generates a page or
text alert
Real Time Peak and Forecasted Peak Demand
Cooling Tower Replacement Project:Existing Cooling Towers
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•Reached End of Life; Severe corrosion & leaking
•Could no longer maintain 85 deg. F supply to chillers; required continuous make up water during peak periods
•Support of plate and frame heat exchanger during winter periods was very limited
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Cooling Tower Project:New Cooling Towers & Variable Flow CW
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• Variable Flow Condenser Water
• Condenser Water Supply Reset
• Chiller Head Pressure Control
• Plate & Frame economizer restored
• Cooling Tower optimized to minimize fan energy (maximize surface area)
• Required tower fan kW feedback to test and confirm tower staging sequences
Cooling Tower Project:Converted Chillers to Variable Flow CW
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• Efficiency Targets were Established
• Goal to keep chiller energy optimum and reduce condenser pump energy to a minimum
• Required chiller & pump kW feedback to test and confirm pressures, flows, and staging of each condenser pump
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Plate & Frame Economizer Dashboard:Helped to Inform Operators while “in mode”
Air Handling Optimization Projects:Existing Conditions
• Control set points were overridden
• Sensors had not been regularly calibrated or fixed if broken
• Dampers & actuator not functional
• Poor of if any mixed air control caused simultaneous heating and cooling
• Could not economize when outside enthalpy allowed
• Found less than desired level of humidification rates
36Source: Scofield – Sterling 1985
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Peak Shaving Determination of Tiers
Surgery & ICU
Patient Care & Ancillary Support
Clinics & Public Spaces
Tier #1 Exempt
Offices & Storage (non sterile)
Degree of allowable variance
Inform occupants and end users when and how long peak shaving time periods would occur. Included campus wide notification through Pulse.
Confirm with end users any elevated temperatures would not negatively affect processes.
Peak Saving Requirements for Occupant Acceptance
* Each Peak Tier Raised DAT by 1°
Tier #2 Closer to Actual (No Margins)
Tier #3 Slight tolerance for elevated temps
Tier #4 cooling degree is more of
a luxury
Created Tiers for Peak Shaving Initiation
No Peak Shave
92% Peak 95% Peak 98% Peak
Air Handler Tier #1
Air Handler Tier #2
Air Handler Tier #3
Air Handler Tier #4
Peak Load Shed Tier Matrix
Degree of downside risk
Example of Elevated Discharge Temps:
Tier 4: No Peak ‐ 55° 92% ‐ 57 ° 95% ‐ 59° 98% ‐ 61°
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Setup of Dashboard & Trending of the Air Handling Control System
• Early detection of performance degradation or need for ‘loop’ tuning
• Prevents over cooling or heating
• Graphic displays to correlate multiple variables
Source: ASHE Commissioning Handbook
Delta P Valve curves were used to calculate flows
AHU 4 & 5;Air Handling Optimization through Real Time $ per CFM Dashboard
• Calculates Costs of– Heating & Humidification– Cooling– Supply & Return Fan Energy
• Alarms/Notifies of– Mixed Air Out of Range– Simultaneous Heating & Cooling– Fan Speed Out of Range
• Before - $5-11.00/10,000 CFM
• After - $2-6.00/10,000 CFM
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Surgery Setback, Temperature, RH and Pressure Monitoring System
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Occupancy Sensor
Temp & RH Sensor
Room Pressure Monitor
Room Temp Adj. & User Interface
Room Phoenix Air
Valve(s)
Multiple Operator Monitor DevicesHospital VPN
Network
Surgery Rooms User Interfaces, Trending/Reporting & Dashboards
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Domestic Water TreatmentControl Schematic
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Network
Thermostatic Mixing Valve
ClO2 Injection Pump
Continuous ClO2 residual monitoring
BMS Notification of DHW Temp
• Monitoring
• Measuring
• Contributed anecdotally to new CDC Guidelines
• Non typical BMS points
Cold Water Injection Data Analysis Hot water return temp Fault Detection
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• New Technologies
• Aging Equipment
• Changing Energy Rates
• Changing Regulations
• Staff Turnover
• New Buildings
• Research
• M&V; Every Day of Every Year
Our Work is Never Done
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END OF PRESENTATION
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