LDD Workshop Strategic Energy Planning: We Help The Best Buildings in The World Get That Way

We help the best buildings in the world get that way.
LDD Workshop
Strategic Energy Planning

2008
We help the best buildings in the world get that way.
Special thanks
to our workshop sponsors
Workshop Objective
Teach a process that participants can use to manage
their energy expenditures.
Be able to describe energy expenditures and describe
how they relate to Key Performance Indicators of
your organization.
Leave with a template of an Energy Plan.

Motivating Factors - Choices
Infrastructure Financial
Performance
Partnership
Choices: Infrastructure
Low Hanging Fruit
Energy Efficiency
Partial Upgrades
Code Compliance
Comprehensive Renewal
LEED EB
Phasing
Choices: Financial
Net Savings
Quick Paybacks
Financing
Equity Contributions
Multiple Funding Streams
ROI
Priorities
Facility & Vehicle Budgeting
$-
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
2006 2008 2010 2012 2014 2016 2018 2020
Fiscal Year
A
n
n
u
a
l

E
x
p
e
n
d
i
t
u
r
e
Reactive Condition
Proactive Reduced Expense
Return To Energy Costs of Five Years Ago
How do you make it happen?
Dependence / Independence
Training
Risk Allocation
Measurement & Verification
Reporting
Choices Choices: Partnership
Choices: Performance
Utility Expenses
O&M Expenses
Energy Usage & Demand
Occupant Comfort
Complaint Reduction
Carbon Emissions

Choices
Why Create an Energy Plan?
Sort through the Motivating Factors to develop your
organizations primary objectives and focus.
Key to obtaining Buy-in and acceptance by senior
management.
Illustrate the Business Case and gain competitive
advantage.
Plan for future volatility
Understand current energy spend
Define actions for improved energy management
Track success & improved business performance

Integrate energy management into your
Administrations critical planning and management
functions.
Identify the impact that changing business needs have
on energy use and cost.
Tie energy performance indicators to key business
measures.
Make energy information available to those making
decisions.

Identify opportunities to Avoid Cost
Avoided Cost = the savings associated with not having
to purchase additional power at the current rates due
to reduced consumption or taking advantage of low-
cost periods of time to consume energy.
Increasing Energy Costs
Electric 3% escalation & 30% one-time rate hikes
Natural Gas 5% to 10% annual escalations
Heating Oil 10% to 20% escalations
Propane 10% to 20% escalations

Value to an Energy Manager
Focused job responsibilities
Ability to track usage and cost data
Identifies opportunities for significant improvements
Allocate costs to business processes, programs, and
projects
Create accountability for departmental actions
Improve the visibility of utility expenditures to the
organization
Get participation from the entire organization
To produce quick results; not sustainable over the
long-term.
Examples: selling off assets, lowering costs, cutting
employees

Turnaround

Transformation Definition
Trans`for`ma`tion n. The process of motivating
organizational members to alter their patterns of
behavior in alignment with shifting demands of the
external environment.

Strategic Energy Planning Based on the work of Michael
Beer
Transformation Formula
Tr = f(D, M, P)

Tr = Transformation
D = Dissatisfaction
M = Model of future state
P = Process


Inventory
What do I have?
How old is it?
What is its condition?
How long was it expected to last?
How is it operating?

Assess the impacts
Is it wasting energy?
Is it causing complaints?
Is it costing $$ to maintain?
Will it cause an emergency upon failure?

What is the process for moving forward???

Steps in Energy Planning
How Well Can You Define Your Situation?
Better Question:
How well can you
communicate your
situation?
What is in an Energy Plan?
FIVE FOCUS AREAS

1. Management of energy DATA
2. Management of the energy SUPPLY
3. Energy USE in facilities
4. Efficiency of operating EQUIPMENT
5. ORGANIZATIONAL INTEGRATION
FIVE FOCUS AREAS

Management of Energy Data
Utility Bill Analysis

1. At least 12 months of bills (24 preferred).
2. Determine usage patterns by account.
3. Determine usage patterns by function.
4. Determine usage patterns by process.
5. Identify the critical few.
Sort data by most costly to operate
Sort data by most costly to maintain
Relate to Key Performance Indicators (KPI)

1. Relate energy use & cost to business performance.
2. Formulates the basis for contrasting to benchmark
data.
3. Develop agreed upon method of tracking ongoing
performance and outcomes.
4. State the data in the business and financial terms used
by senior management, i.e. a savings of $35,000 = 0.2
mils of taxes, etc.
Performance Measures monthly, quarterly, annually
Financial Measures
$ energy / $ Annual Budget
$ energy / $ Tax Contribution
$ energy / $ sales or $ energy / $ Earnings
Btu / $ sales or Btu / $ Earnings
Energy Utilization Index (Buildings)
Btu / sq ft
Energy Cost Index (Buildings)
$ energy / sq ft or $ energy / Btu consumed
Productivity Measures
Btu / unit of production or $ energy / unit of production
Btu / direct labor hour or $ energy / direct labor hour
Btu / Degree-day or $ energy / Degree-day
Btu / unit-degree day or Btu / unit-degree day-sq ft
$ energy / Btu consumed
KPI Key Performance Indicators
KPI Key Performance Indicators
Current Condition
Annual Use Annual Cost 2008 2009 2010 2011 2012 2013 2014
Increase Escalation Cost
Facility Fuels
Electric 0.0% 3.2% 215,000 $ 221,880 $ 228,980 $ 236,308 $ 243,869 $ 251,673 $ 259,727 $
Natural Gas 0.0% 18.7% 140,000 $ 166,180 $ 197,256 $ 234,142 $ 277,927 $ 329,899 $ 391,591 $
Coal 0.0% 0.0% - $ - $ - $ - $ - $ - $ - $
Propane 0.0% 0.0% - $ - $ - $ - $ - $ - $ - $
Fuel Oil 0.0% 0.0% - $ - $ - $ - $ - $ - $ - $
Water Sewer 0.0% 1.1% 16,000 $ 16,176 $ 16,354 $ 16,534 $ 16,716 $ 16,900 $ 17,085 $
Garbage 0.0% 8.2% 8,500 $ 9,197 $ 9,951 $ 10,767 $ 11,650 $ 12,605 $ 13,639 $
Facility Maintenance
Service Contracts 0.0% 7.5% 85,100 $ 91,483 $ 98,344 $ 105,719 $ 113,648 $ 122,172 $ 131,335 $
Material & Parts 0.0% 0.0% - $ - $ - $ - $ - $ - $ - $
Other 0.0% 0.0% - $ - $ - $ - $ - $ - $ - $
Vehicle Fuels
Deisel 0.0% 0.0% - $ - $ - $ - $ - $ - $ - $
Gasoline 0.0% 20.6% 3,800 $ 4,583 $ 5,527 $ 6,665 $ 8,038 $ 9,694 $ 11,691 $
Other 0.0% 0.0% - $ - $ - $ - $ - $ - $ - $
Vehicle Maintenance
Service Contracts 0.0% 3.0% - $ - $ - $ - $ - $ - $ - $
Material & Parts 0.0% 3.0% - $ - $ - $ - $ - $ - $ - $
Other 0.0% 0.0% - $ - $ - $ - $ - $ - $ - $
383,300 $ 418,016 $ 458,068 $ 504,416 $ 558,201 $ 620,772 $ 693,733 $
85,100 $ 91,483 $ 98,344 $ 105,719 $ 113,648 $ 122,172 $ 131,335 $
Facility & Vehicle Budget 468,400 $ 509,498 $ 556,411 $ 610,136 $ 671,849 $ 742,944 $ 825,068 $
Total Budget 5,634,962 $ 5,894,170 $ 6,165,302 $ 6,448,906 $ 6,745,556 $ 7,055,851 $ 7,380,420 $
Millage Value 2,997,310 $ 3,057,256 $ 3,118,401 $ 3,180,769 $ 3,244,385 $ 3,309,272 $ 3,375,458 $
Facility & Vehicles
% of Budget 8.3% 8.6% 9.0% 9.5% 10.0% 10.5% 11.2%
Millage Required 0.16 0.17 0.18 0.19 0.21 0.22 0.24
Energy Budget
Maintenance Budget
4.6%
2.0%
Typical Escalation
Report the Data

1. One person must be responsible for developing and
maintaining standardized reports.
2. Energy data must be distributed on a regular, timely,
periodic basis.
3. Senior management must periodically review the
energy data.
Type of Data Available

1. Load Profiles
2. Interval Data
3. Sub-metered Data
4. Energy Allocation by Cost Center
5. Energy Use by Process
Use Profile - Monthly
Use Profile - Hourly
Use Profile - Hourly
Consecutive Mondays
0
100
200
300
400
500
600
700
800
900
0 300 600 900 1200 1500 1800 2100 2400
Time of Day
D
e
m
a
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d

K
W
FIVE FOCUS AREAS

Management of Energy Supply
Focus areas regarding energy supply

1. Billing errors
2. Rate structure and applicable riders
3. Rate assignment
4. Deregulated supply of energy commodity
5. Reliability and quality of energy supply

Finding Billing Errors

1. Are you being assessed taxes?
2. Are the kWh, kW & CCF metered accurately?
3. Has a meter been replaced (same constant)?
4. Has a rate change been implemented?
5. Are you getting credit for previous payments?
6. Are there inappropriate late fees?
7. Are you being billed for closed buildings?

Rate Structure, Riders, and Assignment

1. Identify abnormally high unit prices for a particular
month ($ / kWh, or $ / MCF).
2. Ask your utility to provide a best rate analysis at least
once per year.
3. Identify changes in operations that may warrant a
different rate.
4. Educate yourself, maintenance personnel and senior
management on the rate structure.

Procure Deregulated Energy Commodity

1. Are there any consortiums that are providing buying
power opportunities?
2. Contrast on-tariff commodity to market-priced
commodity?
3. Maintain historical usage and load profiles to be ready
for shopping opportunities.
4. Can you leverage technology to minimize load
variability to a supplier? Take advantage of supplier
pricing options?
5. Keep abreast of future prices of your most costly
energy commodities.

Quality and Reliability of Energy Supply

1. Do you have critical loads? Do you maintain an
emergency response shelter? Any Homeland Security
concerns?
2. Do you have a back-up energy supply due to
interruptions to the meter?
3. Do you have a back-up plan due to energy
interruptions to particular pieces of equipment.
4. Document problems, interruptions, sags, harmonics as
to date, time, and duration. Identify the impact on the
business.

FIVE FOCUS AREAS

Management of Energy Use
Identify how efficiently energy is being used

1. Facility walkthroughs
2. Benchmarking by facility type
3. Focused energy audits
4. Investment grade energy audits
5. Commissioning & retro-commissioning
6. Continuous commissioning

Load Profile - Probability of Demand
0%
20%
40%
60%
80%
100%
0 100 200 300 400 500 600 700 800 900 1000
Demand KW
A
m
o
u
n
t

o
f

T
i
m
e
800 KW has a 3.5% probability of occuring.
That is equivalent to 306 hours per year.
Facility walkthroughs

1. Find the equipment and processes that utilize the most
energy.
2. Identify the operating hours for this equipment.
3. Identify the maintenance required by this equipment.
4. Interview operators for ideas of more efficient
operation and controls.
5. Rank the equipment and processes by highest overall
cost.

Benchmark facility types

1. Rank the buildings according to your KPIs.
2. Compare the buildings to like facilities and processes.
3. Establish performance goals.
4. Develop action items for improvement.

Excellent source for building comparisons:
U.S. DOE Commercial Building Energy Consumption and Characteristics
public use databases, 1995-2003

Electric { $0.06 to $0.10 per kWh }
Natural Gas { $9.00 to $12.00 per MCF}
Fuel Oil (non-highway) { $3.50 per gal }
Coal { $120 per ton }
Gasoline { $3.50 per gal }
Diesel (highway) { $4.50 per gal }
Average Fuel Economy Auto { 20 to 25 mpg }
Average Fuel Economy Sm Truck { 15 to 20 mpg }

Do your costs compare?
Per Account
Per Building
Per Vehicle class

Contrast to Benchmarks
EUI by Activity
North-
east
Mid-
west South West
Principal Building Activity
Education ........................................ 101.6 86.3 75.5 77.6
Food Sales ...................................... 248.1 219.1 187.7 Q
Food Service ................................... 272.8 218.8 283.4 243.8
Health Care ..................................... 212.2 205.6 169.8 179.6
Inpatient ........................................ 275.3 272.2 226.7 246.8
Outpatient ..................................... 84.7 124.4 60.9 115.3
Lodging ........................................... 92.3 109.0 96.9 103.7
Retail (Other Than Mall)................... 65.0 102.7 68.7 63.2
Office .............................................. 101.2 108.8 87.0 72.1
Public Assembly .............................. 89.2 101.7 93.2 91.2
Public Order and Safety .................. 132.5 105.9 113.1 Q
Religious Worship ........................... 52.1 52.8 38.3 27.6
Service ............................................ 79.8 85.0 66.3 80.0
Warehouse and Storage ................. 41.6 74.7 26.7 39.0
Energy Intensity for
Sum of Major Fuels
(thousand Btu/
square foot)
Energy Audits

1. Self-performed, Focused Audits
Focused on a given opportunity
Develop specific improvement opportunities
Attempts to identify true cost of operation
May consider life-cycle costs
Look to external resources for some help

2. Investment Grade Audit Business Case
Performed by a third party
Comprehensive review of all equipment and processes
Will focus on energy consuming items and their control
Will review 3 years of maintenance records
Will consider age of equipment, operating life expectations,
options for equipment replacement
Focused on least life-cycle cost, NOT lowest first-cost
Interviews Ask the operators, maintenance supervisors,
floor supervisors. Understand the operation and seek
inefficiencies, deferred maintenance, and ongoing
problems.
Initial Walk-through Understand the overall operation.
Gather Data Nine major systems
1. Building envelope
2. Boiler and steam distribution
3. HVAC equipment
4. Electrical supply system
5. Lights, windows and reflective surfaces
6. Hot water distribution
7. Air compressors and air distribution
8. Motors
9. Manufacturing processes

Performing an Energy Audit
Commissioning, Retro-Cx, and Continuous Cx

1. Commissioning
Performed with new equipment installations
Starts with design and ends with functional testing
2. Retro-Commissioning
Performed on existing equipment
Review current operating conditions
Identify desired operating conditions
Creates a deficiency report and suggested repairs
3. Continuous Commissioning (Needs-based Maintenance)
Metering and instrumentation to track on-going performance of
existing systems
Keep a record (control chart) of process
Investigate and repair significant changes in operations
FIVE FOCUS AREAS

Efficiency of Equipment
Efficiency of Equipment and Processes

1. Impact of Maintenance Procedures
2. Control Systems
3. Use of Upgrades
4. Alternate Fuel Sources
5. Procurement of New Equipment
6. Measurement & Verification
Maintenance Procedures

1. Corrective Maintenance
Must be timely
Must be done correctly the first time
2. Preventative Maintenance
Be proactive to avoid problems
Tends to reduce overall maintenance costs
What is the value in this? Contrast to KPI

Control Systems

1. Are controls in place and working
Are controls in Manual?
Identify problems with the control system
Can the controls be repaired? Too old, needs an
upgrade?
2. What capabilities will new controls provide
Can additional systems be monitored and controlled?
Allow for more information and trending to make better
control decisions?
Provide the ability to part-load various systems?

System Upgrades

1. Lighting
2. Over-sized Equipment
3. Motors (Fans and Pumps) & VFDs
4. Advanced controls
5. Steam trap replacements
6. Condensing boilers
7. Insulation
8. System redesign

Alternate Fuels and
Procurement of New Equipment

1. Alternate Fuels
Dual fuel capability
Back-up supply with multiple sources
Manage fuel market pricing
2. Procurement of New Equipment
Use life-cycle costs, NOT just first cost
Incorporate operating costs as selection criteria
Specify energy efficient standards in RFPs
Measurement & Verification

1. Continuously track over time
Utilize reporting capabilities of the control system
Maintain monthly, daily logs of critical equipment
Assign costs to equipment, processes, and functions
2. Provides data to verify claims of outsourced services
3. Provides data to solidify a business case to senior
management
FIVE FOCUS AREAS

Organizational Integration
Put Energy In Front of Everyone

1. Energy Manager Drive it!
2. Awareness by ALL
3. Energy is controllable Manage it!
4. Employee impact on energy Training
5. Include energy impact in outsourced services
6. Have a budget for energy management
7. Develop funding options early
8. Develop impact goals and communicate results
9. CREATE AN ENERGY MANAGEMENT MANDATE!!!
Processes Programs Projects
Accessible 0% Load Profiles 0% Sub-Metering 0%
Monthly Bills 0% Interval Data 0%
Benchmark & KPI 0%
Reporting 0%
Error Resolution 0% Supplier Choice 0% Demand - Supply Optimize 0%
Rate Optimize 0% Reliability & Quality 0% Risk Management 0%
Account Management 0%
Walk Through 0% Diagnostic Audit 0% DE Audit 0%
Benchmark & Rank Facilities 0% Operating Procedures 0% Commissioning 0%
On-going Monitoring 0%
Corrective Maint 0% Preventive Maint 0% System Upgrades 0%
Systems Control 0% Lighting Upgrades 0% Standards 0%
Alternate Fuels 0% New Technology 0%
System M&V 0%
Awareness & Participation 0% Energy Planning 0% Project Approval 0%
Defined Energy Manager Role 0% Performance & Training 0% Results Auditing 0%
Resource Mgmt 0% Financial Impact & Incentives 0%
Budget Preperation 0% Accountability 0%
Organizational
Integration
Data
Supply
Use
Equipment
Adapted from GEM Management Consultants, Inc.
Scoring Your Energy Strategy
Benchmark & KPI 0%
Reporting 0%
System M&V 0%
Organizational
Integration
Data
Supply
Use
Equipment
Benchmark & KPI 100%
Reporting 100%
System M&V 100%
Organizational
Integration
Data
Supply
Use
Equipment
The Strategic Energy Plan is a
work in progress.
It is a living document that is
reviewed, and updated on a
regular basis.
It offers direction to the Energy
Manager on daily basis.
It outlines aggressive, achievable,
measurable, time sensitive goals.
Results are reported to senior
management on a quarterly basis.
Alternate Appendices can include:
Audit results
Financial Assessments
List of past successes and WIP

Developing the Strategic Energy Plan
Selling The Plan
Be the expert you know more
about this topic than anyone
else in the room. Be confident
in your message.
Use visual aids and give
examples from the information
that you have gathered.
Emphasize the importance that
everyone in the organization
can affect the energy spend.
It is critical that senior
management endorses, and
lives the mandate.
Be the cheerleader!

Developing the Strategic Energy Plan
What data are needed
How to organize the data
How to communicate the information
How to obtain funding for changes
Implementing the Strategic Energy Plan
Overview
What does it take to Implement Change and Improvements?
Time
Money
Expertise
Process Flowchart
What Data Are To Be Kept
What is Critical To Success for
the chosen opportunity?
Identify the data that
communicates your CTS
What Goals have been
established?
Identify the data that
communicates and quantifies your
goals
80% / 20% Rule! Prioritize!
Identify the opportunities with most
impact
Dont bite off more than you
can chew!
This is a process!
Eat the elephant one bite at a
time
A series of continuous
improvements
STAY FOCUSED!
Communicate the Data!
Effect
Cause
1
Cause
3
Cause
5
Cause
4
Cause
2
Team must see the data
Team must own the data
Administrators must understand
the data
Illustrate the data in a way to
support the goals
Communicating Energy Profiles
Cost by Energy Commodity
Communicating Energy Profiles
Cost by Function
Commercial Building - Energy End-Use Consumption
Total Electric Other Fuels
Space Heating 28.2% 2.8% 25.4%
Lighting 19.8% 18.4% 1.4%
Water Heating 12.1% 2.1% 10.0%
Space Cooling 8.6% 7.9% 0.7%
Office Equipment 4.6% 4.3% 0.3%
Cooking 4.3% 0.4% 3.9%
Ventilation 4.0% 3.7% 0.3%
Refrigeration 3.1% 2.9% 0.2%
Computers 2.4% 2.2% 0.2%
Other 12.8% 4.3% 8.5%
Total 100.0% 49.0% 51.0%
Looking For Opportunity Buildings
Rank Buildings by:
Total $ Spent
Total kBTU
$ per Sq Ft
Energy Use Index kBTU / Sq Ft
Prioritize Opportunity based on Team Goal
Reduce cost focus on highest cost building
Make buildings more efficient focus on EUI
Identify the first building to improvements

Rank Vehicle Classes by:
Total $ Spent
Total Departmental $ Spent
Total Consumption (Gallons or Miles)
$ per Mile or $ per Hour
Efficiency of Use MPG or Hours/gal
Total Maintenance $
Reduce cost focus on highest cost vehicles
Energy costs
Maintenance costs
Make vehicles more efficient focus on MPG
Identify the first vehicle class to obtain improvements
Looking For Opportunity Vehicles
Looking For Opportunity Vehicles
Looking For Opportunity Lighting
Rank Outdoor Lighting by:
Total Energy $ Spent
Total Energy $ per Fixture
Total Energy $ per Sq Mile or $ per Linear Mile
Number of Maintenance Calls per Fixture
Average life of lamps & ballasts
Reduce cost focus on highest cost fixture types
Energy costs
Maintenance costs
Reduce maintenance requirements increase lamp and
ballast life
Identify the first outdoor lighting system to obtain
improvements

Looking For Opportunity Lighting
What are the implications to the organization?
Define the improvement opportunity
Result in energy savings?
Result in maintenance savings?
Result in improved quality of service?
Result in improved comfort levels?
Develop a plan for implementation
What will be done & Who will do it? (Implement)
Determine the data needed to quantify change. (Control)
Determine the frequency of data collection. (Control)
Looking For Opportunity
Funding Improvements
Fund out of Operating Budget
Piecemeal approach
Cross over two fiscal periods to double the impact
Bond Issue
Unallocated bond issue dollars available
Need voter approval, and appears as debt
Tax Exempt, Lease-Purchase Funding
Legislation allows for up to 15 year lease-purchase
Appears as an expense item, no voter approval needed
Guaranteed* savings will cover the lease payment

* A clear understanding of what is guaranteed is
recommended. Ask about calculations, stipulations and
assumptions for energy, operational savings and avoided
capital.
The Continuing Question is
Do you have the Time, Money and Expertise to:
Conduct a thorough energy analysis?
Determine necessary improvements from energy and facilities
analysis?
Make the improvements?
Construction Options
Design-Bid-Build
First Cost Driven

Performance Contracting
Lifecycle Cost Driven

Budget
Appropriate
Design
Review
Costs
Bid
Reduce Scope
Build
Identify
Need
Classic
Procurement
Cycle
Value = Cheap delivery system
Traditional Design-Bid-Build
Budget
Appropriate
Identify
Need
Classic
Procurement
Cycle
Reduction in scope from funding shortfalls
Budget
Appropriate
Design
Identify
Need
Classic
Procurement
Cycle
Designed to first cost budget; little or no
consideration of long-term performance
Budget
Appropriate
Design
Review
Costs
Bid
Identify
Need
Classic
Procurement
Cycle
How often do bids come back as expected?
Budget
Appropriate
Design
Review
Costs
Bid
Reduce Scope
Identify
Need
Classic
Procurement
Cycle
Contractor not bound to design or operational intent

Budget
Appropriate
Design
Review
Costs
Bid
Reduce Scope
Build
Identify
Need
Classic
Procurement
Cycle
Change orders & claims:
Contractor not vested in operations

Budget
Appropriate
Design
Review
Costs
Bid
Reduce Scope
Build
Identify
Need
Classic
Procurement
Cycle
More symptoms, exchange old problems
for new set of problems

Budget
Appropriate
Campus Audit
Commissioning
Identify
Need
Design /
Build
Performance Metrics
The
PC
Cycle
Change
Course
Value = Outstanding performance per $$ spent
Budget
Appropriate
Identify
Need
The
PC
Cycle
Change
Course
Campus Audit
Energy and facility audit to determine needs and
opportunities consistent with Energy Strategy!
Budget
Appropriate
Campus Audit
Identify
Need
Design /

The
PC
Cycle
Change
Course
Designed for operational and lifecycle performance
Budget
Appropriate
Campus Audit
Identify
Need
The
PC
Cycle
Change
Course
Design /
Build
ESCO is responsible for entire project
single source accountability

Budget
Appropriate
Campus Audit
Commissioning
Identify
Need
Design /
Build
The
PC
Cycle
Change
Course
Commissioning and verification
of project performance after construction

Budget
Appropriate
Campus Audit
Commissioning
Identify
Need
Design /
Build
Performance Metrics
The
PC
Cycle
Change
Course
The ESCO is your partner for the long term:
15 year performance guarantee

Contrasting The End Result
Design Bid Build
Increased Project Scope due to Design Criteria
Over-sized Equipment, ductwork & Piping Systems
Little Re-use of Existing Systems
Wasted Construction Dollars
Inefficient Systems Selection
Based on First Cost not Lifecycle = Higher Lifecycle Cost
High Cost to Operate and Maintain
Multiple Parties of Responsibility
Finger Pointing, no Resolution
Project Cost Control
Driven by Budget, last minute Slash & Burn

Contrasting The End Result
Performance Contract
Minimum Project Scope to Accomplish Results, no
Waste
Maximize use of Construction Dollars = Lower Total
Project Cost
Guaranteed Operational Performance
Low Cost to Install, Operate and Maintain
Single Source of Responsibility, no Finger Pointing,
Issues Resolved
Project Cost Control
Driven by Best Value, Savings must Justify Cost

Organize a team of devoted believers
Realize the teams limitations and develop the
necessary skills
Identify a purpose that can be supported by the
decision makers
Measure the existing conditions audit and interview
Analyze and contrast to benchmarks

Working the Strategy!
There are risks and costs to a program of action,
but they are far less than the long-range risks
and costs of comfortable inaction.
- John F. Kennedy
Working the Strategy!
Identify opportunities
Collect data to quantify the impact of change
Improve conditions through implemented changes
Control the environment and evaluate the outcome
Identify the effectiveness of the change
Correct false assumptions
Make adjustments in behaviors and equipment
Make corrections for organizational environment
Standardize procedures
Communicate the results and leverage to others

GO TO TOP! IDENTIFY THE NEXT OPPORTUNITY!

Result of a Successful Strategy
Reduce the amount of dollars given to utilities, fuel
suppliers, and maintenance contractors
Inefficient operation
Ineffective operation
Improved environmental and operating conditions
Improved air quality
Improved sound quality
Healthier work environment
Behavior modification of most stakeholders
Determination to maintain long-term improvements

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