Workshop 4: Pathways to change - the National Energy ... · Pathways to change Day 2, Informing...

Pathways to change Day 2, Informing Changes

Workshop 4: Pathways to change


Workshop 4: Pathways to change

• What does the data tell us? • Insights from the data

• Insights and themes from BPE

• What needs to change and who needs to know? • The key messages emerging and who needs to know

• The audiences - who controls what? who can deliver change?

• Exercise 1

• Making it happen • What do people need to make it happen (occupants, operators,

designers)

• Exercise 2

• Discussion


What does the data tell us?

Pathways to change Day 2, Informing Changes What does the data tell us?

Actual (metered) energy use significantly higher than benchmarks and design targets BPE early findings showed actual is 2 – 9 times higher than design targets (BER) Benchmark comparisons can be useful to gain attention, highlight the task – simple message for all.

Benchmark comparison - example

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Good practice Typical practice Beachcroft office 1 Beachcroft offcie 2

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Electricity Gas


Key Themes

Hours of operation

Operation not matched to occupancy

Controls Inappropriate controls, not being used correctly, complex, poor labelling, incorrect settings and set points

BMS Complexity, issues around functionality, commissioning, communication and training

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East Office Lighting

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HHD weekly profile for 10th to 16th July 2006

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What does the data tell us?

Key Themes

Commissioning (buildings and equipment)

Inadequate, incomplete, key staff not involved, poorly timed, handover material not useful

Sub-meters

Lack of an understood metering strategy, reconciliation not carried out , issues of functionality, sub meters not installed


Key Themes

Windows Lack of understanding of ventilation strategy, actuator control / opening issues

Lighting Excessive levels and inability to control

Plant and equipment (generally) Efficiency (technology), condition, size, age


Key Themes

Fabric performance (from thermographic and air pressure testing) Construction quality around junctions, specification detailing, integrity of air barriers

Renewables & ‘Innovative Systems’ Issues around design, installation, integration with other systems, operation and maintenance, complexity and control


What does the data tell us

There are opportunities to improve performance (to narrow the gap) In general these fall under the following areas.

Design – is energy efficiency embedded in processes for new build and retrofit?

Operations – can we improve the ongoing management and maintenance of building, plant and equipment?

Occupant behaviour – are building occupants engaged in energy efficient operations?

Procurement – are we buying energy efficient equipment?

Maintenance – is energy efficiency embedded into maintenance contracts and practices?


What needs to change

and who needs to know?


Off-site maintenance

Facilities Management

Building occupants

Services Contractors

Building Contractors

Building owners

Procurement teams

Design teams

BMS and controls suppliers

Others – Catering, cleaning, security

Procurement methods

Performance standards

Specifications – fabric, plant, controls, metering

Design standards

Design targets

Build quality, fabric performance

Commissioning

Selection of materials, plant, controls

Installation of plant and controls

Hours of use of building and services

Building changes of use

Operation of building and services

Performance efficiency of plant

Control schedules set points

Stakeholders Intervention and influence areas

Maintenance of fabric & plant

Occupant behaviours


Audiences (Roles and responsibilities): simplified

Client/owner e.g.

• Developer • Landlord • Lend Lease • Owner/

occupier

c d

Design team e.g.

• Architect • Struct. Eng • Serv. Eng • QS

b

Build team incl.

• Main Cont. • Civils • Electricians • HVAC Eng • QS

o

Occupants Incl.

• Full time • Part time • Transient • Visitors

f

Facilities e.g.

• On-site FM • Off-site FM • Caretaker • Security


Stage Input (typically) by

Acquisition

Planning

Design

Tender

Value Engineering

Construction

Commissioning

Handover

Operation and Management

Building Performance Evaluation Not routinely performed

Roles and responsibilities: simplified

Full block: Main parties; Half block: Parties with significant input

Client/owner Design team: Architect Services Eng Structural Eng

Contractor team: Civils Electricians HVAC

Occupants Facilities and/or independent evaluation


Design

Tender

Value Engineering

Construction

Commissioning

Handover

Operation and Management

Uncontrolled ventilation losses

Occupant dissatisfaction

VE Window type selection, narrowed actuator options

Occupants try to manually open the windows and

break handles

Motorised fan lights selected

Lack of understanding of use on site

Technology unproven in schools

Windows become stuck open

Actuator falling between architects and M&E

Actuators and window units incompatible

Design team unfamiliar with technology

Relatively complex system - inappropriate

No information for occupants

Actuator – unlabelled switch on the wall

Form of contract and specification not tight enough - requirement to find an actuator (as part of a package)

Actuator function problems


Exercise 1


Exercise 1 (20 minutes)

• Discuss in pairs (10 minutes), share responses (10 minutes)

1. What do you think are the top 3 key interventions needed in your building (planned or existing building) to improve energy performance?

2. What are the roots of the issue (opportunity)?

3. Who are the key people who can make this intervention a success?

Key intervention area

What are the roots of this issue or opportunity?

Who controls the success or failure?

1

2

3

Who Controls this stuff?


Making it happen


Making it happen – Highlighting actual performance

Key target audience What’s needed, to make it happen

FM team

• Need to understand the performance gap, size and shape, the opportunities (costs and benefits) to reduce it

• Senior support for action, an agreed plan • Engagement and co-operation of other stakeholders

Design team • Need to understand the actual performance of real buildings, to help reduce and refine assumptions and improve the design process

Occupants • Understand the case for action (with Senior support) • Need clarity on what their role is in improving

performance, what they need to do, how they can do it and ideally feedback on progress.

Clients • Need to see the (business) case for action , existing and new build

• Need to factor learning into future targets for new build and retrofit

• To support action to change, an agreed plan

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o

c


Making it happen – hours of operation


FM team

• A building occupancy profile (area, day of week, time of day) - regularly reviewed with occupants

• Compare and optimise plant operation schedules. • Regular communication with building users • (Room booking systems – linked to control settings?)

Design team • Schedule of actual building occupancy and hours of operation to feed into design models (assumptions)

Occupants • Need information about the hours of operation of key plant.

• System to notify FM of requirements to change • (May need additional ‘extension’ controls)

d

f

o


Making it happen – hours of operation

Site Occupancy for:

Site hours Opens Closes

Monday

Tuesday

Wednesday

Thursday

Friday

Saturday

Sunday

Staff occupancy Others

Arrive Leave Arrive Leave Arrive Leave

Monday

Tuesday

Wednesday

Thursday

Friday

Saturday

Sunday

General staff Cleaners

Include area specific occupancy details

BMS schedule

Plant ON OFF DAYS

AHU 1 - 6 24/7 Mon-Fri

08.00 00.00 Sat-Sun

Boiler plant 00.00 22.00 Mon-Wed

00.00 21.00 Thurs-Sat

OFF Sun

Chiller plant 24/7

Toilet AHU 08.00 17.00 Mon-Fri

VT radiator circuits 08.00 17.00 Mon-Fri

Basement AHU 24/7

Ground floor toilet extract 08.00 17.00 Mon-Fri

Ground floor VAV dining 24/7

Reception AHU 24/7

List main equipment and record times of operation Compare and adjust in line with occupation


Re-commissioning of store set points and operating hours to match occupancy (saved 7-11%)


Making it happen - controls


Occupants • Clear, simple, intuitive controls • Clear instructions and signage • Training and demonstration • Simple building user guide • Need automatic controls to operate unobtrusively

Design team • Feedback on whether the control strategy is working • Details of the key requirements which must be specified

moving forwards e.g. specific equipment

FM team • Carry out a controls audit to determine and map who controls which energy uses and the size of the uses.

• Review ‘usability’ of the controls for different users, develop appropriate information to improve.

o

d

f


Making it happen – BMS


Design team • Full specification of requirements in terms of technology and management of install, commissioning and handover.

Build team • Need to appoint an individual responsible for co-ordinating the different sub-contractors working on the BMS at an early stage.

FM team

• Need a full BMS demonstration and (timely) training, • identify storage capacity of BMS and establish a

procedure e.g. data storage off-site. • Need to understand the control strategy. • Consider re-commissioning of BMS, to optimise. • Check meter calibration and data quality

Occupants • Clear information about what they do / don’t control

d

f

o

b

Pathways to change Day 2, Informing Changes 201 Bishopsgate Using BMS and sub metering, contractors found issues leading to a reduction of 20% of the building electricity consumption


Making it happen – Commissioning and handover


Design team • Procedures built into contract specification • Specify the appointment of an independent

commissioning engineer

FM team

• Input to design / specification • Involvement in commissioning and handover • Regular e.g. seasonal commissioning e.g. heating,

lighting to maintain optimal performance

Build team • Commissioning integrated into the building process • Planned and timely commissioning and handover

Occupants • Builder Users Guides – based upon occupants needs, including understanding how the building and systems work

d

f

o

b


Making it happen – hours of operation John Lewis Partnership Re-commissioning of HVAC and controls (~10% savings)


Making it happen – Sub metering


Design team • Metering and monitoring strategy describing what is being metered and energy breakdown at the outset

• Metering system commissioning and handover responsibilities defined

• Need feedback on the ‘actual’ sub metered performance of plant and building areas, to refine design assumptions

FM team

• Need a process to gather and check sub metered data • Need to check meter calibration and data quality • Need to carry out a metering reconciliation

Build team • Need to understand the costs associated with setting up complex metering systems

Occupants • Need accurate, quantified feedback on performance e.g. sub metered impact of behaviour

d

f

o

b


Building Energy Metering CIBSE TM39

Making it happen – Sub metering

What’s in it?


Making it happen – Fabric performance

Key target audience What they need to make it happen

Design team • Need to provide detailed specifications particularly around joints

• Need to mark the air barrier on all drawings • Feedback on fabric performance testing results • Air tightness testing target written into main contract

Build team • Need to be clearly aware of the air barrier and processes to check the barrier at each build step

• Appoint an air tightness champion on site

FM team

• For existing buildings with fabric or space heating (underfloor) problems, consider thermography .

• For retrofit ,testing can be used before and after

Occupants • Need the opportunity to feedback comfort issues

d

f

o

b


Making it happen – Fabric performance


Making it happen – Renewables & Innovative Systems


Design team • Need to specify tried-and-tested systems, installed by individuals who have done a good job before

• Design needs to be kept simple, challenge complexity • Need to understand the full costs and practicalities, how

complex solutions will be controlled, operated and maintained.

• Strategy in place for correct set-up of controls and metering • Build in a long period of commissioning , include specialists • Clear responsibility and Building User Guides

FM team

• Needs training and guidance in the services / integration, controls, operation, metering and maintenance

• Need to check metering of renewable systems (installed / correctly, functioning)

Occupants • Need training and guidance to communicate the aspirations of the building and how to effectively interact with it.

d

f

o


Retain specialist suppliers in the commissioning and integration

Biomass - Design and operation issues • Flue height • Hopper size • Noise • Ignition system • Boiler bricks • First year 30%


Exercise 2


Exercise 2 (20 minutes)

• Discuss in pairs (10 minutes), respond (10 minutes)

• Using the top 3 interventions needed in your building to improve performance and the key people who can make them happen, what do these people need, in order to deliver the intervention and embed change?

Key intervention area Who controls the success / failure

What’s needed, to make it happen

From Exercise 1 From Exercise 1

What do they need, to make it happen?


Discussion

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