Little House on the Prairie

Transcription

1 A Story

2 Little House on the Prairie

3 1955 Hospital 121,000 sq ft

4 1958 Hospital Yeaple Building

5 1972 Lab and Cafeteria

6 1989 North / South Patient Tower Pillsbury & Memorial Bldgs

7 2002 Payson Center

8 2005 East Bldg

9 Today 1.1 Million square feet

10 When does it stop???????? Growth spurts. Opportunities to improve the infrastructure of the campus. But...

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13 What Facility Engineers are facing: Fewer FTE s. Less to manage the square footage you have Aging equipment Inefficient operations and energy use System failures Increasing repair costs Reductions in funding Restricted budgets Increasing energy prices Demand for greater Energy responsibility One Potential answer is: Energy Performance Contract

14 What is Energy Performance Contracting Protects the customer by requiring a performance guarantee linked to measured savings over time. Guarantees can be structured to cover all project costs, including financing, over a specified contract term, usually years

15 In other words A way to upgrade your facility without dipping into your capital budget Use future energy savings to pay for projects

16 Why do a Performance Contract? Aging infrastructure Increased Energy Costs Lack of Funding Occupancy Comfort Issues Obsolete Control Systems Degradration of the Building Envelope Operationally, get back to design specifications.

17 Financial Benefits for Performance Contracting: Paid for Through Savings Guaranteed Cost Guaranteed Savings Operate Properly Enhance Bottom Line Financial Results Reducing Operating Costs

18 Remember: This is a financial solution, not a financial problem, to an energy or capital improvement solution

19 Why we chose Performance Contract: -Low risk -No operating expense -Bid the project Contractor worked for us -If Major company was willing to finance this why wouldn t we? -Financing options available could be Budget neutral -Was not tied to any vendor or technology -True life cycle cost analysis

20 Now what do we do? Communications To Leadership Must be: Clear use your words To the point Become educated and Know what you are talking about Globally understood

21 Ship video

22 Process Milestones Step 1 Preliminary Analysis Share information Step 2 Execute Letter of Intent for Detailed Energy Audit (DEA) Step 3 DEA Review with Customer Step 4 Execute Energy Performance Contract Agreement Step 5 Monitoring and Verification Plan Choose your partner Detailed Energy Audit (DEA) Financing structure is confirmed. Perform extensive Detailed Energy Audit (DEA) of facilities. Develop Sustainability and Energy Road Map Scope and Timing Siemens and Covenant finalize project scope and possible phasing together. Energy Performance Contract Agreeement (PCA) terms finalized and agreed upon. Construction Execute the final PCA Siemens establishes funding to execute project. Construct Facility Improvement Measures Operation Commissioning of systems Ongoing performance monitoring and verification to ensure energy savings Ongoing Energy and Sustainability Management, Planning and Support

23 Establish relationships your team This team consists of Utility Company, vendor, and hospital staff Needed to become educated about utility rebates. What they were. How do we fill these forms out. Who do we send them to and are we sure they are looked at and accepted. Who can I work with to develop applications

24 State run Rebate Opportunities: Compessed Air Lighting Chillers Motors Variable Frquency Drives HVAC Systems Building Automation Custom Rebates Chiller Plant Optimization Free Cooling Recommissioning CH received over $750,000 of incentives/rebates

25 How did we approach it? Realized we needed a team approach. Needed a local engineering firm or a large Global thinking company Vetted 4 companies Selected 1 company We were looking for

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28 My new best friends!!!!!! Getting to know your contracting Energy Engineer and working with him. Getting to know your Utility Representatives. They are the ones that will know what programs are available.

29 Performance Contracting is a Team Approach: Energy Improvement Analysis, Design, Implementation & Financing Unitil Hospital Siemens (ESCo) Develop Design Construct Maintain Finance

30 Annual Utility Cost Summary 2009 The total annual utility spend for the Hospital 2009, including electricity, natural gas, fuel oil and water, was approximately $4,814,500 Concord Hospital Annual Utility Cost Breakout (By Fuel Type) Water & Sew er $198,097 #2 Fuel Oil $616,256 Natural Gas $950,225 Electricity $3,049,921 Electricity Natural Gas Water & Sewer #2 Fuel Oil

31 Detailed Energy Audit Provide a comprehensive infrastructure and energy consumption assessment to determine potential facility upgrades that will result in reduced operational costs. Utilize Performance Contracting whereby Siemen s Building Technologies manages and installs system improvements with guaranteed operational savings over a ten year period.

32 Reviewed All Renewable Options-Energy Savings Very Long Paybacks For All > 15 Years Solar Bio fuels Wind Combined Heat & Power Plants Fuel Cells Waste to Gas 32

33 Energy Saving Facility Improvement Measures (FIM s) FIM-1a-b Lighting Retrofits and Lighting Controls FIM-2 Install New Steam Boilers FIM-3 Install Boiler Stack Economizer FIM-4 Energy Management System Optimization FIM-5 Chiller Plant Optimization (Demand Flow) FIM-6 Kitchen Exhaust Hood Controls (removed) FIM-7 Vending Machine Controls (removed) FIM-8 Building Envelope Improvements FIM-9 Water Conservation (removed) FIM-8a Fixture Replacements (removed) FIM-8b Sewer Abatement (removed) FIM-10 Re-comm. N/East Wing AHUs FIM-11 Install Computer Network Energy Manager (removed) FIM-12 Install Walk-In Cooler/Freezer Controls (removed)

34 Energy Savings FIM s Lighting Retrofits and Controls Parking Garages and Site Lighting Pillsbury and Memorial Building Concord Hospital bldgs before 2004 Occupancy Sensors Energy Management System Optimization Upgrade Siemen s Automation System Hidden Opportunities: Too many hands in the pot of an automation system. Varied levels of proffessional training of what a technician is looking at on the front end of building automation. Chiller Plant Optimization (Demand Flow) Re-comm. Northeast Wing AHU s Install Variable Frequency Drives Building Envelope Improvements Enhance Building Air Barrier and Window Seals 34

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36 FIM s Simple Payback Summary ECM # Energy Conservation Measure Total Savings Investment * SPB. FIM-1 Lighting Retrofits $206,312 $2,359, FIM-2 Lighting Controls $58,206 FIM-3 Chiller Plant Optimization $75,851 $1,339, FIM-4 EMS Opt. (includes Memorial & Pillsbury) $252,742 FIM-7 Variable Frequency Drives $27,684 FIM-8 Air Handler (AHU 6&7) Re-commission $30,365 FIM-5 Building Envelope Improvements $27,813 $104, FIM-6 Install New Steam Boilers N/A CH Project Engineering, Costing & Development $182,892 TOTALS $678,976 $3,986,

37 Financial Analysis Total Program Costs - $3,986,662 Principal and Interest (10 4.0%) * $484,356 Performance Contract Fees $ 40,000 Annual Gross Costs $524,356 Guaranteed Annual Energy Savings $678,976 Positive Annual Cash Flow $154,620 37

38 Reallocating Wasted Energy Dollars

39 YOU may want to look at the below Typical Potential Opportunities Solar Systems Lighting Systems HVAC Equipment Lighting Controls Water Conservation Fire Alarm & Life Safety Steam Systems Boiler Plant Upgrades Motors & VFDs Demand Flow Chiller Optimization Security Systems Chiller Plant and Cooling Towers Desktop & Server Virtualization Energy Management Systems Building Envelope Plug Load Systems Ozone Laundry Systems

40 Proven Positive Outcomes in Clinical & Non-Clinical Areas Patient Care Isolation Room Surgical Suite Remote Facilities Professional Ancillary Laboratory Pharmacy Imaging Support Operations Data Center Research Laboratory Building System Infrastructure Building Automation Energy & Environmental Fire Safety Security Low Voltage Systems Integration Services Construction Medical Office Hospital

41 Energy Use Intensity (Kbtu/ft2/yr) Energy Benchmark Analysis (CH Main Hospital only) Energy Benchmark Analysis-Main Hospital Base Year Performance Goal Utility Period (July-12 to June-13) CBECS-2007 Large Hospital-NE (Not Weather Adjusted)

42 Gary Miller UNITIL Corp George Saint-Amant UNITIL Corp Jim Armstrong SIEMENS Domenic Ciavarro VP Facilities Bruce Burns CFO

43 My Engineering Problem was a financial liability That financial challenge had savings opportunities In the savings opportunities became the financial solution by working as a team

44 Thank you Paul Cantrell CE CPE CHFM Facilities Director Concord Hospital Gary Miller Account Executive Unitil Electric & Gas Company Jim Armstrong CPE CEM LEED AP Senior Energy Engineer Siemens