Pathways to change
Day 2, Informing Changes
Workshop 4: Pathways to change
Pathways to change
Day 2, Informing Changes
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
Pathways to change
Day 2, Informing Changes
What does the data tell us?
What does the data tell us?
Day 2, Informing Changes
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
120
100
80
kWh
Pathways to change
60
40
20
0
Good practice
Typical practice
Beachcroft office 1 Beachcroft offcie 2
Electricity
Gas
Pathways to change
What does the data tell us?
Day 2, Informing Changes
East Office Lighting
7
Key Themes
Electricity Consumption (kWh)
Hours of operation
Operation not matched to occupancy
6
5
Mon
4
Tue
Wed
3
Thu
Fri
HHD weekly profile for 10th to 16th July 2006
2
Sat
Sun
180
1
140
0
120
kWh
Controls
Inappropriate controls, not being used
correctly, complex, poor labelling, incorrect
settings and set points
160
100
Time
80
60
40
20
0
Mon
BMS
Complexity, issues around functionality,
commissioning, communication and training
Tues
Wed
Thurs
Fri
Sat
Sun
Pathways to change
Day 2, Informing Changes
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
Pathways to change
What does the data tell us?
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
Day 2, Informing Changes
Pathways to change
What does the data tell us?
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
Day 2, Informing Changes
Pathways to change
What does the data tell us
Day 2, Informing Changes
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?
Pathways to change
Day 2, Informing Changes
What needs to change
and who needs to know?
Pathways to change
Day 2, Informing Changes
Stakeholders
Building owners
Intervention and influence areas
Procurement methods
Design targets
Procurement teams
Design teams
Building Contractors
Services Contractors
Building occupants
Design standards
Performance standards
Specifications – fabric, plant, controls, metering
Selection of materials, plant, controls
Build quality, fabric performance
Installation of plant and controls
Commissioning
Hours of use of building and services
Building changes of use
Facilities Management
BMS and controls suppliers
Operation of building and services
Performance efficiency of plant
Maintenance of fabric & plant
Off-site maintenance
Others – Catering, cleaning, security
Control schedules set points
Occupant behaviours
Pathways to change
Day 2, Informing Changes
Audiences (Roles and responsibilities): simplified
c
d
Client/owner
e.g.
• Developer
• Landlord
• Lend Lease
• Owner/
occupier
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
Pathways to change
Day 2, Informing Changes
Roles and responsibilities: simplified
Stage
Input (typically) by
Acquisition
Planning
Design
Tender
Value Engineering
Construction
Commissioning
Handover
Operation and Management
Building Performance Evaluation
Client/owner
Design team:
Architect
Services Eng
Structural Eng
Not routinely performed
Contractor
team:
Occupants
Civils
Electricians
HVAC
Full block: Main parties; Half block: Parties with significant input
Facilities and/or
independent
evaluation
Design
Motorised fan lights selected
Pathways to change
Relatively complex system inappropriate
Tender
Value
Engineering
VE Window type selection,
narrowed actuator options
Design team unfamiliarDay
with
2, technology
Informing Changes
Technology unproven in schools
Form of contract and specification not tight
enough - requirement to find an actuator (as
part of a package)
Actuator falling between architects and M&E
Construction
Commissioning
Handover
Operation and
Management
Actuators and window units
incompatible
Actuator function problems
Occupants try to manually
open the windows and
break handles
Windows become stuck
open
Uncontrolled ventilation
losses
Occupant dissatisfaction
No information for occupants
Actuator – unlabelled switch on the wall
Lack of understanding of use on site
Pathways to change
Day 2, Informing Changes
Exercise 1
Pathways to change
Who Controls this stuff?
Day 2, Informing Changes
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
1
2
3
What are the roots of this
issue or opportunity?
Who controls the
success or failure?
Pathways to change
Day 2, Informing Changes
Making it happen
Pathways to change
Day 2, Informing Changes
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
f
d
Occupants
o
Clients
c
• Need to understand the actual performance of real
buildings, to help reduce and refine assumptions and
improve the design process
• 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.
• 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
Pathways to change
Day 2, Informing Changes
Making it happen – hours of operation
Key target audience
What’s needed, to make it happen
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?)
f
Design team
d
• Schedule of actual building occupancy and hours of
operation to feed into design models (assumptions)
o
• Need information about the hours of operation of key
plant.
• System to notify FM of requirements to change
• (May need additional ‘extension’ controls)
Occupants
Pathways to change
Day 2, Informing Changes
Making it happen – hours of operation
Site Occupancy for:
Site hours
Monday
Tuesday
Wednesday
Thursday
Friday
Saturday
Sunday
Opens
Staff occupancy
General staff
Arrive
Leave
Closes
Include area specific occupancy details
Cleaners
Arrive
Leave
Others
Arrive
Leave
Monday
Tuesday
Wednesday
Thursday
Friday
Saturday
Sunday
List main equipment and record times
of operation
Compare and adjust in line with
occupation
BMS schedule
Plant
AHU 1 - 6
Boiler plant
Chiller plant
Toilet AHU
VT radiator circuits
Basement AHU
Ground floor toilet extract
Ground floor VAV dining
Reception AHU
ON
24/7
08.00
00.00
00.00
OFF
24/7
08.00
08.00
24/7
08.00
24/7
24/7
OFF
00.00
22.00
21.00
DAYS
Mon-Fri
Sat-Sun
Mon-Wed
Thurs-Sat
Sun
17.00
17.00
Mon-Fri
Mon-Fri
17.00
Mon-Fri
Pathways to change
Re-commissioning of store set points
and operating hours to match
occupancy (saved 7-11%)
Day 2, Informing Changes
Pathways to change
Day 2, Informing Changes
Making it happen - controls
Key target audience
What’s needed, to make it happen
Occupants
•
•
•
•
•
o
Design team
Clear, simple, intuitive controls
Clear instructions and signage
Training and demonstration
Simple building user guide
Need automatic controls to operate unobtrusively
d
• Feedback on whether the control strategy is working
• Details of the key requirements which must be specified
moving forwards e.g. specific equipment
f
• 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.
FM team
Pathways to change
Day 2, Informing Changes
Pathways to change
Day 2, Informing Changes
Making it happen – BMS
Key target audience
What’s needed, to make it happen
Design team
d
• Full specification of requirements in terms of
technology and management of install, commissioning
and handover.
b
• Need to appoint an individual responsible for coordinating the different sub-contractors working on the
BMS at an early stage.
Build team
FM team
f
Occupants
o
• 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
• Clear information about what they do / don’t control
Pathways
to change
201
Bishopsgate
BMS and
sub
DayUsing
2, Informing
Changes
metering,
contractors found issues
leading to a reduction
of 20% of the building
electricity consumption
Pathways to change
Day 2, Informing Changes
Making it happen – Commissioning and handover
Key target audience
What’s needed, to make it happen
Design team
• Procedures built into contract specification
• Specify the appointment of an independent
commissioning engineer
FM team
Build team
Occupants
d
f
b
o
• Input to design / specification
• Involvement in commissioning and handover
• Regular e.g. seasonal commissioning e.g. heating,
lighting to maintain optimal performance
• Commissioning integrated into the building process
• Planned and timely commissioning and handover
• Builder Users Guides – based upon occupants needs,
including understanding how the building and systems
work
Pathways to change
Day 2, Informing Changes
John Lewis Partnership
Making it happen – hours of operation
Re-commissioning of
HVAC and controls
(~10% savings)
Pathways to change
Day 2, Informing Changes
Making it happen – Sub metering
Key target audience
What’s needed, to make it happen
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
d
FM team
Build team
Occupants
f
• 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
b
• Need to understand the costs associated with setting
up complex metering systems
o
• Need accurate, quantified feedback on performance
e.g. sub metered impact of behaviour
Pathways to change
Making it happen – Sub metering
Day 2, Informing Changes
Building Energy Metering CIBSE TM39
What’s in it?
Pathways to change
Day 2, Informing Changes
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
d
Build team
FM team
Occupants
b
• 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
f
• For existing buildings with fabric or space heating
(underfloor) problems, consider thermography .
• For retrofit ,testing can be used before and after
o
• Need the opportunity to feedback comfort issues
Pathways to change
Day 2, Informing Changes
Making it happen – Fabric performance
Pathways to change
Day 2, Informing Changes
Making it happen – Renewables & Innovative Systems
Key target audience
What’s needed, to make it happen
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
Occupants
d
f
• Needs training and guidance in the services / integration,
controls, operation, metering and maintenance
• Need to check metering of renewable systems (installed /
correctly, functioning)
o
• Need training and guidance to communicate the aspirations
of the building and how to effectively interact with it.
Pathways to change
Day 2, Informing Changes
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%
Pathways to change
Day 2, Informing Changes
Exercise 2
Pathways to change
Day 2, Informing Changes
What do they need, to make it happen?
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
From Exercise 1
From Exercise 1
What’s needed, to
make it happen
Pathways to change
Day 2, Informing Changes
Discussion