A Holistic Approach to Energy Management in Healthcare. PRESENTED BY: ROBERT GREENWALD, PEng, MBA September 21, 2010

Transcription

1 A Holistic Approach to Energy Management in Healthcare CHES 2010 Education Forum PRESENTED BY: ROBERT GREENWALD, PEng, MBA September 21, 2010

2 A Holistic Approach to Energy Management Continuous Improvement 2

3 Ten Components of a Holistic Program Organizational Technical Commitment Planning Organization (People) Financing Project Development Communication Training Continuous Improvement Monitoring Targeting Reporting 3

4 Energy Management Organizational 4

5 Organizational Assessments - EMA Achievement Plant & Monitoring & Equipment Reporting Existing design New Plant Design/selection Innovation & new technology Metering and monitoring Reporting & Control Documentation & records Financial Supply Operations & Management Management Maintenance Capital Expenditure Operating Budgets Purchasing Procedures Quality and Reliability Load Management Operating procedures Maintenance Leadership Demonstrated Corporate Commitment t Understanding Energy Performance and Savings Opportunities Planning Targets, KPI s Plans People Accountabilities Awareness & training Resourcing i 5 Source: Hatch Consulting: An Overview of One-2-Five Energy Diagnostic and Benchmarking Tool

6 What Have you Done? What Could You Do? 6 Source: ENERGY MANAGEMENT PATHFINDING: Understanding Manufacturers' Ability and Desire to Implement Energy Efficiency

7 Formalizing Your Program in an Energy Management Plan Organizational "Building a Management System" Technical "Taking Energy Action" Executive Buy-In Energy Champion Energy Team Commit Stakeholder Needs Management System Integration Culture Best Practices Goals & Objectives Roles & Responsibilities Resources Timelines Communication & Training Understand Plan Collect & Organize Energy Data Analyse Current Energy Use Survey Technical Situation Best Practices Detailed Energy Audit ID Technical Actions Financial Analysis Set Savings Targets Monitoring Review Raise Awareness Build Capacity Management System Review Act Evaluate New O&M Practices Energy Projects Monitor vs. Targets Revise Celebrate and Recognize Achievements! 7 Source: NRCan Dollars to $ense Workshop

8 ANSI/MSE 2000:2008 Management System for Energy 8 Source: tp://innovate.gatech.edu/default.aspx?tabid=2005

9 Coming Soon An International Standard: ISO a framework for industrial plants, commercial facilities or entire organizations to manage energy. Targeting broad applicability across national economic sectors, the standard d could influence up to 60 % of the world s energy use. 9

10 Energy Management Technical 10

11 A Technical Approach: The Seven Steps 1. From the point of Purchase Understand Present Usage 1. Understand d Costs 7. Optimize Supply 3. And, back to the point of Purchase (or supply) 2. Compare Yourself 6. Maximize Efficiency 3. Understand When 5. Eliminate Waste 2. To the point of End-Use 4. Understand Where Find the Savings Opportunities 11 Source: NRCan Dollars to $ense Workshop

12 Sector Benchmarks & Good/Best Practices 12 Source:

13 Benchmarking with Energy Star Per square foot, hospitals are the second highest energy-intensive space type in the US Energy Star benchmarks a health facility s physical characteristics with a rating system and a year s worth of utility data. Scale of 1 to 100 helps energy managers get point across to senior management in a simple number. 13 Source:

14 Benchmarking with Energy Star 5 steps to increase your score Retro-commission for 5-40% Lighting Upgrades Reduce demand energy efficient equipment, sun shades for windows Right-size fans (study suggest 60% are too large) VFDs replace constant speed, High efficiency heating/cooling system upgrades 600 hospitals in the database 14 Source:

15 Source: 15

16 Understand When You Use Energy watts (kw) 1000 kilow

17 Monthly Load Duration Curve 2,500 15% of Peak kw only 3% of the time 2,000 1,500 kw Value 1, % 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% % of Time Load Exceeds kw Value 17

18 Understand Where Your Facility Uses Energy Focus your efforts Establish a basis for savings calculations 18 Source: Benchmarks and Best Practices for Acute and Extended Health Care Facilities

19 Costs of Operating Equipment Do-It-Yourself using RETScreen v4 Download from 19

20 Energy Savings Toolbox Self Assessment Guide Energy Audit Guide A. Overview of Energy Auditing B. Energy Analysis Methods C. Technical Supplements 20 Source:

21 EMOs in Energy Consuming Systems Eliminate Waste Establish Need Increase Efficiency Optimize i Supply 21

22 Commissioning of Existing Buildings Demonstrated O&M related energy efficiency improvements of 5% to 30%. Simple paybacks of 0.5 to 2 years Driven by an investigation that seeks operational opportunities In contrast to a traditional energy audit Flavours include: Recommissioning Continuous CommissioningTM Value Recommissioning 22 Source:

23 Most Frequent Measures Adjust temperature resets and setbacks/ups Sequencing of boilers, chillers & AHUs Adjust/repair dampers Heat/cool and fan energy Optimize start/stop schedules Reduce simultaneous heating/cooling Optimize set-points Air and water balancing drift and changes in use of space Verification of controls 23 Source:

24 The Commissioning Process Step 1: Planning Objectives, Team, Resources etc. Step 2: Investigation Assessment, monitoring and analysis of deficiencies -> savings estimates. Step 3: Implementation Repairs, improvements, re-test and fine tune Step 4: Hand-Off & Integration Procedures for sustaining gains 24

25 Example Therapy Pool Dehumidifier Situation - Outdoor ventilation is provided to the pool area to maintain space relative humidity levels in the range of 55 to 60% RH The air handling unit for the pool includes a dehumidifier, but this was decommissioned many years ago due to an incorrect setup leading to operating faults. Measure - By recommissioning the dehumidifier, the pool heating load can be reduced, as well as the requirement for heating outside air needed to dehumidify the space during cold outdoor conditions. Cost Savings: $1,300/yr 25

26 Example Unoccupied humidity setback in Operating Rooms Situation: A multi-zone AHU serves zones in OR and Labour Delivery. Steam humidifiers on these zones were found to be controlling to the same level continuously, even when zones are unoccupied. Measure: Implement a weekly schedule for the three OR s to reduce the RH setpoints to 20% during unoccupied periods, and provide a pushbutton override to allow for occupied humidification levels during scheduled unoccupied periods. Cost Savings: $1,030 /yr 26

27 University of Washington s Integrated Design Lab Conceptual framework and decision-making structure at a schematic design level for hospital owners, architects and engineers. 60% energy saving benefits through: - heat recovery, - daylighting, - thermal energy storage, - reduced reheat -and architectural t in new hospital design process. Overall premium approximately 2% of the total project cost with a payback of under 5 years (8 years without incentives). 27 Source:

28 Case Study from Michigan MidMichigan Medical Center - 280,000 sf hospital 2007 expansion and renovation Built with Green Features Genesis Air System and Theris airflow control valves Designed specifically to ventilate operating rooms Control of individual room pressures based on occupancy sensors allow for superior infection and heating/cooling control. 28 Source:

29 Case Study from Michigan Series of small fans rather than fewer large fans save energy Custom-produced glazing with R-30 insulation and reflective coating reduces energy loss from heating cooling. "It would be cost-prohibitive prohibitive, difficult or impossible to retrofit these kinds of building systems after the fact, and we felt they would be even more important in the future than they are today. Source: 29

30 Energy Management Behavioural Employee Awareness Programs 30

31 Workplace Conservation Awareness (WCA) Programs People, not just technology, control, use and save energy. WCAP is an staff-driven energy awareness and behavioural change program. It is about engaging staff and harnessing their abilities to reduce energy... every day. 31

32 Community Based Social Marketing WCA programs are based on Community Based Social Marketing (CBSM) techniques. CBSM is a brand of social marketing developed by Douglas Mackenzie-Mohr Social Marketing: Like traditional marketing, aims to influence attitudes and behaviours. Recognizes that information alone does not change behaviour. Has been use for decades to promote public health. (e.g. anti-smoking and healthy eating campaigns) 32

33 Community Based Social Marketing Stresses the importance of direct contact among community members for behaviour change. Focuses on removing perceived and structural t barriers. Is a technique that has been proven to engage staff to adopt sustainable behaviours, including energy conservation behaviours. Follows a 5 step approach to changing behaviours: Select Behaviour Identify Barriers and Benefits Develop a Implement Strategy Strategy Evaluate and Improve Strategy33

34 WCA Program Flow Chart: First Year at a Glance Month 12 Celebrate Successes Senior Executive Buy-In Month 1 Form WCA Working Group Month 1 Month 11 Evaluate Program Workshop Month 2 Month 11 Conduct Post Survey Develop a Strategic Plan Month 3 Implement Program Month 4-10 Conduct Initial Survey Month 3 34

35 Energy Awareness Natural Resource Canada s 8 Step Process: Assemble The Players Identify Awareness Opportunities Establish Awareness Objectives Develop Communication Plans Implement Your Plan Evaluate Your Program Track and Report Results Follow Through 35 Source: OEE, Saving Money Through Energy Efficiency: A Guide to Implementing an Energy Efficiency Awareness Program, M144-22/2003E

36 Vancouver Coastal Health Green Care 36

37 Case Study PHSA Green + Leaders The Green+Leaders Program [is] designed specifically to champion the enthusiasm and ideas of [PHSA] staff. Part of health authority s environmental sustainability department. Recruits, trains and supports staff volunteers in CBSM techniques and provides tools (e.g. energy audits, turn it off toolkits) for each volunteer. Each volunteer takes skills and tools back to their department and through personal contact encourages peers to change their behaviours. Source: 37

38 Case Study Toronto s Toronto s University Health Network (UHN) UHN Care to Conser Conserve e program reduces energy consumption through a comprehensive energy managementt plan l and d employee l engagement program. Employee engagement pilot program over three years ( ) resulted in 2.4% energy savings. 38 Source:

39 Energy Awareness Programs On Site Compressed air Building heating Equipment shutdown Operational efficiency Energy waste reduction Awareness of projects Do you have an idea? Use your area s LEAN Information Center to track YOUR improvement ideas. Energy Savings ideas will be reviewed with your Team Leader & the team

40 Energy Management Behavioural Operator Training 40

41 Educational and Recognition Programs for Health Care Energy efficiency challenges and commitment by American Society for Healthcare Engineering. 10 to 30 % savings compared to present levels are feasible through operational best practices and the use of available technologies. Source 41

42 BOMA Energy Training Addresses technology, behaviour and organizational Online training for building operations staff on energy management Self-learning format Participants learn at their own pace and have access from remote locations Designed for commercial buildings but transferrable to Health Care Sector. 42

43 The Topics 43

44 Interviews 44

45 Animation 45

46 Building Graphics 46

47 Retrofit Opportunities 47

48 Interactive Activities 48

49 Survey Results Positive Feedback Average Question Response (Before Taking Course) Average Response (After Taking Course) Percentage Overall satisfaction with course % Percentage Increase Competency in identifying energy savings opportunities % 41% Competency in making changes to building operations % 47% Competency in obtaining stakeholder buy-in % 43% Confidence increase in supporting an energy efficiency i program % Appropriateness of online training format for course Instructional activities rating Effectiveness of module order Satisfaction with technical support (computer) % % % % Satisfaction with technical support (content) % Ease of course navigation % Ease of payment with PayPal % 49

50 Continuous Improvement 50

51 Continuous Improvement for Energy Result Measure Take Action Data Analyze Information 51

52 Daily Interval Profiles Overview Profile kw Week Around Peak kw kilowatts (kw) kilowatts (kw) :00 6:00 12:00 18:00 0:00 6:00 12:00 18:00 0:00 6:00 12:00 18:00 0:00 6:00 12:00 18:00 0:00 6:00 12:00 18:00 0:00 6:00 12:00 18:00 0:00 6:00 12:00 18: Time / Date Time / Date Integral of Overview Period Energy 1,052,289 kwh 26-Jun-07 to 26-Jul-07 Integral of Peak Week Energy 247,285 kwh 08-Jul-07 to 14-Jul-07 Day of Peak kw 3 Days - Around Peak Day kw kilowatts (kw) kilowatts (kw) :00 1:00 2:00 3:00 4:00 5:00 6:00 7:00 8:00 9:00 10:00 11:00 12:00 13:00 14:00 15:00 16:00 17:00 18:00 19:00 20:00 21:00 22:00 23:00 0:00 3:00 6:00 9:00 12:00 15:00 18: :00 0:00 3:00 6:00 9:00 12:00 15:00 18:00 21:00 0:00 3:00 6:00 9:00 12:00 15:00 18:00 21:00 Time / Date Time / Date Integral of Peak Day Energy 40,202 kwh 09-Jul-07 Integral of 3 Days Energy 113,988 kwh 08-Jul-07 to 10-Jul-07

53 MT&R Reporting Closing the Loop Summary Information Exception Reports & Budget Management Data Collection & Analysis Measure e Control Information Operators & Maintenance Action Supervisors People in the (feedback) loop Energy Consuming System 53

54 Daily Control Report for Operating Engineers 54

55 Targeting a Level of Energy Use & Measuring Savings 55

56 The Future of Energy Management in Healthcare 56

57 Hospital Design Focuses on the softer, social side of the hospital as a workplace: fresh air (and access to sun) on balconies or with operable windows. healing garden. rooms oriented to reduce heat gain. natural light into all occupied spaces. green features also allow patients and staff to pursue sustainable values e.g. dual flush toilet 57 Source:

58 Fewer Hospital Stays Hospital facilities will serve primarily patients who need acute care [= less rooms] 1980s - 16 % of all surgeries (US) did not require an overnight hospital stay % of all surgeries (US) did not require an overnight hospital stay. Trend due to remote monitoring and electronics in patient rooms. Monitoring and communications with central computer (electronic medical records). 58 Source:

59 Summary 59

60 Ten Components of a Holistic Program Organizational Technical Commitment Planning Organization (People) Financing Project Development Communication Training Continuous Improvement Monitoring Targeting Reporting 60

61 Assessing Yourself Five Levels of development Ten energy management functions An organizational profile 61

62 Our Firm Energy management consulting services to address technical, behavioural and organizational aspects We design and implement cost effective approaches to address comfort, efficiency and reliability. 650 energy audits in over 1000 buildings, which is equal to 73 million square feet of building area audited and 9,000 energy accounts analyzed. Identified $22 million dollars in annual energy savings equivalent to taking 18,000 cars off the road every year. 62

63 Thank You for Your Interest! Robert Greenwald, P.Eng., MBA, President Gilmore Way, Burnaby, BC V5G 4X