PU-BENEFS. Feasibility study report. Hospital of Roanne. Country: FRANCE

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1 Feasibility study report Hospital of Roanne Country: FRANCE Contact: Jean LEROY Organisation: Rhônalpénergie-Environnement Address: 10, rue des Archers LYON Tel: + 33 (0) jean.leroy@raee.org

2 Table of contents 1 Background Aims and ambitions with the feasibility study Overview on step-by- step process The acquisition process Datamining process Results from feasibility study Gained experiences and lessons learned Contact information

3 Report on results of feasibility study Country: FRANCE Project: Roanne hospital Customer: Roanne hospital Provider of Feasibility Study: Subcontractor (if needed): 1 Background The hospital of Roanne, in the frame of the program Hôpital 2007 dedicated by the State to the refurbishment of hospitals, decided to recreate itself entirely until 2009, by refurbishing existing buildings and creating new capacities: - 70 beds for a new unit mother and child (end 2007) beds for surgery (refurbishment, end 2007) - Technical plateau (refurbishment, end 2007) - Building refurbishment (June 2009) The hospital also wants to focus its attention mainly on its medical missions, and decided to delegate the energy process to a private partner. It appeared indeed that with the opening of the energy markets, the CHP plant to run and the guaranteed tariffs to optimise, the renewal of older boilers, the delegation to a private partner could offer the possibility to benefit from its know-how and its investment capacities. It has been decided to start on a private-public partnership procedure, considering the investments to be made and the possibility recently allowed by the law to use it. The duration of the contract will be at least 18 years. The ministry of finances agreed on the procedure, that is also accompanied by the regional agency for hospitals. 2 Aims and ambitions with the feasibility study The needs of the hospital have been defined by a project manager, that is a team including consultants specialised in refurbishment, energy, financial aspects and law. These needs are described technically (water temperature, voltage, ) and include the specificities of an hospital (including the need of energy 24 hours a day, 365 days a year). Considering the specific proposals, it has been let to the ESCOs the choice of their answers during the competitive dialog phase. 3

4 3 Overview on step-by- step process Implementation of energy efficiency services for the hospital of Roanne Step 1 : Implementation decision Information of the board and technicians Existing energy department Internal analysis of needs Consultant Private-public partnership Decision to implement the energy policy Analysis of needs Global energy audit Energy efficiency diagnosis Definition of the targets Feasibility studies Definition of the works to implement Choix of consulting mode For procedures, see step 2 Call for tender Regional agency for hospitals Consultant Assistant to the public body Choice of financing tools If necessary Step 2 : Procedures Private-public partnership Explanation of the choice Authorization Writing of the specifications Consultation Negociation Signature "on performances" Writing of the specifications Consultation Negociation Signature Call for tender Choice of the procedure Classical Writing of the specifications Consultation Signature 4

5 4 The acquisition process After the decision of implementing a private-public partnership, a call for tender was launched. 4 ESCOs have been selected, and 3 finally answered. The candidates were teams, leaded by the ESCOs, including generally a bank, an architect, a lawyer. Several auditions occurred: - A first one, where the project was presented by each team to the hospital and his assistants (technical, financial and juridical). During this auditions, technical questions have been asked to the candidates. Some explanations about responsibility of the ESCO, date for starting to operate and financial guarantees(see chapter 7) have been given by the hospital. It has also been asked to the candidates how they could engage themselves on energy efficiency guarantees. - A second one, where the options chosen by the candidates were made clearer. - A third one, to get some more information on the proposals. After these auditions, each team will make its final proposal. It could be possible that after the auditions, a team would not be allowed to present a final proposal if the quality of the answers had been too weak, but it did not occur. During the acquisition process, comments on the proposal of contract have been made by the candidates, the hospital explaining if it was possible or not. The main points were about the share of responsibilities between the private and the public part, and the conditions to review the contact if the economical situation changed. 5 Datamining process Data has been determined through: - the existing data of consumption of the existing hospital, including detailed ones on the electricity (every 10 minutes) - the estimated consumptions of the new buildings to be built, estimated through identical existing ones and the project, in progress 5

6 6 Results from feasibility study The energy needs of the hospital have been estimated to the following levels: - electricity: winter MWh, summer MWh, with the hypothesis of self production during 16 hours 22 days a year (see below) - heat produced with MWh of natural gas - cold, with an estimation of the needs for the hottest summer day An existing CHP plant allows to produce with natural gas: MWh of electricity (during winter) MWh of heat (during winter) An existing power plant for emergency and peak hours produce during these hours: MWh of electricity (produced with oil) Several proposals have been made during the dialog phase by the ESCOs, such as: - After a request from the hospital, a guarantee on the level of performance of energy production has been given by all the candidates. - A proposal for implementing a wood energy boiler has been done by one ESCO, in order to guarantee the costs of energy for a long time. - Different solutions to optimise the production of cold water 7 Gained experiences and lessons learned As the public-private partnership is a new procedure, the ESCOs did not at first well understand what changes it implied. The hospital and its consultants recalled that it was not only an operating contract with maintenance and investment, but that the private partner will have the plain responsibility induced from the ownership legal rights that will be transferred to him during the duration of the contract. For example: - in a classical procedure, the running of the installations would have occurred at the end of the investments works, after their acceptance by the hospital. During this period, the hospital would have run the existing installations and an estimation of the necessary works on these could be done by the ESCO in order to be paid by the hospital. In a private-public partnership procedure, the ESCO has to run the existing installations and start the new investment works under its own responsibility from the day the contract is signed. - for the financing part, a trilateral contract between the bank, the hospital, and the ESCO, as usually signed for example in the frame of leasing contracts, will not be agreed by the hospital that will not accept to guarantee the amounts invested by the ESCO. 6

7 Some difficulties occurred due to the specificities of the installations and of the contract: - Security of supply: new regulations for hospitals oblige the responsible for electricity emergency to have someone always present in the installations, that means to have at least 6 people accredited for this emergency supply, even if they do other works during their presence. The hospital implemented this obligation, but it will be difficult for the ESCO (that do not intended to have always someone present, even if they guarantee a very quick -less than an hourintervention if needed) - Prices evolution: it is difficult to find indexes to review the energy prices for such a long time. This problem is linked to the existence of regulated tariffs that will last for an unknown time but certainly disappear before the end of the contract. These tariffs (especially those including specific conditions for electricity peak-hours) have consequences on the way the installations are run. The same problem exists with the guaranteed tariffs for CHP. About the proposals, the procedure does not allow to mix them, that could have led to a better optimised solution. 8 Contact information Contact: Organization: Address: Jean LEROY Rhônalpénergie-Environnement 10, rue des Archers LYON Tel: + 33 (0) jean.leroy@raee.org 7