Wilson Memorial General Hospital
Energy Conservation and Demand Management Plan (2014)
Wilson Memorial General Hospital (WMGH) has prepared this plan to ensure compliance with
our obligations under the Green Energy Act 2009, which requires public agencies, including
hospitals to report on their energy consumption and greenhouse gas emissions and to develop
energy conservation and demand management plans. In alignment with regulations, WMGH
reported calendar year 2011 energy consumption and greenhouse gas emissions on the
Province of Ontario Reporting Portal, in 2013. During 2014, we will report the same
information for calendar years 2012 and 2013 and will publish this Energy Conservation and
Demand Management Plan (ECDM) on our website at www.wmgh.net
Facility Description
WMGH operates a two storey, 43,971 square foot hospital facility in the Town of Marathon.
The facility services the Town of Marathon, Pic River First Nation and Pic Mobert First Nation, as
well as visitors to the area and travellers utilizing the nearby Trans Canada Highway. The facility
was originally built in 1969 and was comprehensively renovated in 2002-2005.
WMGH utilizes three energy sources to meet its demands: electricity purchased through the
provincial Hydro One grid, propane delivered via truck from a national supplier, and fuel oil
delivered by truck from a regional supplier. WMGH does not currently consume or produce
energy from local renewable sources such as solar generation, wind generation, biomass
burning or ground source heat generation.
Energy Consumption
Energy consumption in a hospital facility is quite variable based upon a number of factors
including, most notably, weather (temperature, humidity, wind speed, wind direction, cloud
cover), building occupancy and energy demand and consumption projects. Of particular note,
the hospital has no ability to control weather and limited ability to control occupancy; making it
particularly difficult to control and forecast energy demand.
WMGH utilizes electrical energy, purchased from Hydro One to run many of the basic functions
in our facility ranging from lights, pumps and fans to office and medical equipment. Our
consumption for the past three calendar years is as follows:
2011 889,753 kwh
2012 870,785 kwh
2013 804,577 kwh
WMGH utilizes minor amount of propane purchased from a national supplier, as a cooking fuel
for our dietary department, in the laundry dryers and as a heating fuel for a patient lounge
fireplace. Our consumption for the past three calendar years is as follows:
2011 19,437 litres
2012 11,670 litres
2013 15,137 litres
WMGH utilizes fuel oil purchased from a regional supplier as a heating fuel for our two low
pressure steam boilers which provide both heat and hot water for our complete hospital
facility. Fuel oil consumption is particularly variable, dependant on weather conditions. Of
note, the 2013 winter in Northern Ontario arrived unusually early in 2013, was colder than
normal and lasted longer than usual into 2014. We can anticipate elevated fuel oil
consumption into 2014, as well, as a result. Our consumption for the past three calendar years
is as follows:
2011 195,031 litres
2012 192,104 litres
2013 246,951 litres
ECDM goals
Due to the potential variability of energy consumption due to uncontrollable factors previously
mentioned, WMGH has not set specific energy targets. Instead our goals are to 1) track
consumption; 2) identify consumption trends; 3) identify energy and greenhouse gas emission
reduction projects and 4) prioritize and implement projects. Energy reduction aligns with one
of our strategic directions – sustainability, and, as such, has been given priority by our Board of
Directors.
The prioritization of projects will be based upon three criteria: payback period, funds
availability and technical risk. Paybacks for all significant projects must be less than five years
to ensure an efficient use of scarce financial resources. The availability of these financial
resources is currently limited to MOHLTC Hospital Infrastructure Renewal Funds (HIRF),
corporate incentives with energy partners such as Hydro One and any surplus operating funds.
WMGH is currently operating in a deficit position and does not have capital reserves to draw
upon to fund capital projects.
Prior Accomplishments
WMGH has taken a proactive approach to energy conservation and have actively incorporated
energy conservation projects into our long term capital program for many years. Over the past
ten years, we have successfully completed the following energy conservation projects:
 Replacement of all four central air handling units of 1970 vintage, resulting in significant
increases in electrical and heating efficiencies and improved indoor air quality
 Decommission of the high pressure boiler and replacement with a smaller, on-demand
steam generator to accommodate the MDRD department sterilization needs.
 Re-envelop of the entire building with new energy efficient windows and doors.
 Transition of interior lighting from 32 watt fluorescent to more efficient 25 watt fixtures.
 Installation of a sophisticated building management system which provides full control
and automation of heating and ventilation and exterior lighting systems.
 Conversion from direct steam heating to more efficient heat exchangers.
 Upgrade of piping insulation and hot water storage system to improve heat retention
within the system.
 Replacement of antiquated medical vacuum system, resulting in improved system
reliability and energy efficiency.
 Upgrade of three local air exchange systems to improve HVAC control and efficiency.
 Replacement of an inefficient steam condensate system, resulting in improved
recapture of waste steam and reduced heating demand.
 Refurbishment of aged steam traps.
These initiatives were the direct result of our focus on energy efficiency. A combination of inhouse expertise, consulting engineering expertise and independent audits by VIP Energy and
VFA Canada, have allowed WMGH to achieve impressive energy conservation results and
provided the basis for some future improvement. As noted in the VIP Energy audit (2012), “it is
evident that the Wilson Memorial General Hospital fares better on average than other
hospitals.” The energy consumption index for Ontario hospitals records average consumption
of approximately 2.5 GJ/m2. WMGH’s consumption of approximately 2.0 GJ/m2, compares very
favourably to this Provincial average.
Future Opportunities
Wilson Memorial General Hospital’s 5 year plan for energy reduction opportunities is based
upon the VIP Energy Services Inc. audit which was published on May 19, 2012. VIP is a privately
held company with extensive experience providing detailed audits. Because VIP is not a
supplier of equipment, nor affiliated with any equipment suppliers, they are able to provide
independent non-biased energy management advice.
VIP has identified 8 projects with potential for near term implementation at WMGH:
Project Name: Install Variable Frequency Drives (VFD) on Air Handling Units
Description: supplement existing CO2 sensors and building management system scheduling,
with VFDs, to actively control air flow rates.
Cost
Savings
Payback
$56,000
$29,477
1.9 yrs
Strategy: concern remains with complexity of operating system and the ability of our
maintenance staff to effectively maintain VFD controls. Existing AHUs are less than 10 years
old. Consideration will be given to replacing standard motors and controls with a VFD system,
when replacement of existing motors is required or if specific funding can be sourced to
implement this project.
Project Name: Upgrade motors to super premium efficiency motors
Description: upgrade of existing standard efficiency motors.
Cost
Savings
Payback
$11,649
$975
11.9 yrs
Strategy: VIP recommends that this opportunity is implemented over time during the normal
replacement of motors due to failure.
Project Name: HVAC balance
Description: Study and re-distribution of airflows to ensure systems are not “fighting against
each other”.
Cost
Savings
Payback
$18,000
$6,507
2.8 yrs
Strategy: Consideration to this project will be given during the 15/16 budget cycle and is
dependent on available project funding.
Project Name: Steam Trap Check & Repair
Description: Complete audit of all facility steam trap and repair, as required.
Cost
Savings
Payback
$5,000
$2,619
1.9 yrs
Strategy: Two traps have been replaced in 12/13. Additional inspection and repair to occur as
part of preventive maintenance routine.
Project Name: Lighting retrofits
Description: Replacement of existing 32w fluorescent bulbs with 25w fluorescent bulbs.
Cost
Savings
Payback
$31,539
$4,381
7.2 yrs
Strategy: WMGH has adopted the practice of replacing all 32w bulbs with 25w bulbs, as the
bulbs “burn out”. This results in no incremental implementation costs and immediate efficiency
payback.
Project Name: Insulation Upgrades
Description: installation of insulation on all unions, valves and steam traps to reduce heat loss.
Cost
Savings
Payback
$55,000
$10,802
4.9 yrs
Strategy: the majority of this project was completed during our 2012/13 HIRF project upgrades.
Remaining insulation on minor piping sections will be completed by our maintenance personnel
during the 14/15 operating year.
Project Name: Energy and Resource Awareness
Description: Development of energy awareness programs to promote a fundamental shift in
employees’ philosophies towards reducing energy usage.
Cost
Savings
Payback
$12,000
$6,375
1.9 yrs
Strategy: WMGH will promote the development of such a program at a NWLHIN wide level, to
ensure consistency of message, maximization of results and sharing of scarce human resources
who can develop and deliver this education.
Project Name: Installation of Cogged Belts
Description: Replacement of standard flat v-belts for drive motors reduces fan power
consumption by 2%.
Cost
Savings
Payback
$800
$453
1.8 yrs
Strategy: WMGH has adopted the practice of replacing all standard v-belts with cogged belts, if
available, upon failure or deemed end of life of the v-belt.
Full copies of the VIP Energy Audit are available to the public by contacting the administration
office at WMGH.
In addition to the realized successes and plans for future improvement, WMGH has also
reviewed opportunities for the installation of renewable energy generation, notably solar,
under the Ontario Power Authority Micro-Fit program. Our investigations with third party
suppliers indicated relatively high up front implementation costs of approximately $350,000,
with relatively poor payback periods of 7.2 years. Additionally, our investigations uncovered
several areas of risk which were not quantified in this payback period, including: increased
maintenance costs for snow and debris removal around the installation and chance of roof
damage to our Sono-fil roofing system. We were not comfortable with significantly debt
levering our corporation, in light of these risks, to pursue solar installations at this time.
As solar energy generation technology continues to advance, WMGH will remain aware of any
opportunities for improved project economics and adjust our plan, as necessary.
Conclusion
Wilson Memorial General Hospital has been and will remain proactive and committed to
controlling and reducing our energy consumption and greenhouse gas emissions. Our Energy
Consumption and Demand Management Plan recognizes the significant strides already made in
our facility and balances future opportunities for improvement with limitations of economic
and technical realities. This plan has been reviewed and endorsed by WMGH’s Board of
Directors and Administration.