Building retrocommissioning for energy Web viewRetrocommissioning buildings for energy efficiencyTrainer Guide. Retrocommissioning Trainer Guide V1.1291111Page 139

Retrocommisioning Buildings for Energy Efficiency

Trainer GuideProduced by the Australian Institute of Refrigeration, Air

Conditioning and Heating

Supported by the NSW Government as part of the Energy Efficiency Training Program — visit savepower.nsw.gov.au

Copyright and disclaimer The Office of Environment and Heritage and the State of NSW are pleased to allow this material to be used, reproduced and adapted, provided the meaning is unchanged and its source, publisher and authorship are acknowledged. The Office of Environment and Heritage has made all reasonable effort to ensure that the contents of this document are factual and free of error. However, the State of NSW and the Office of Environment and Heritage shall not be liable for any damage which may occur in relation to any person taking action or not on the basis of this document. Office of Environment and Heritage, Department of Premier and Cabinet59 Goulburn Street, Sydney NSW 2000PO Box A290, Sydney South NSW 1232Phone: (02) 9995 5000 (switchboard)Fax: (02) 9995 5999TTY: (02) 9211 4723Email: [email protected]: www.environment.nsw.gov.au

Retrocommissioning buildings for energy efficiency

Trainer Guide

This project has been supported by the NSW Government as part of the Energy Efficiency Training Program – visit savepower.nsw.gov.au.

This project was developed by the Australian Institute of Refrigeration, Air Conditioning and Heating, Inc (AIRAH) with funding from the NSW Government as part of the Energy Efficiency Training Program.

These training resources were developed and project managed by Vincent Aherne in conjunction with Reece Lamshed (Binary Blue) and Carolyn Hughes (AIRAH).We would like to thank all project partners for their support and assistance to make this project a reality.

Project Partners:The Australian Institute of Refrigeration Air conditioning and Heating (AIRAH)A G Coombs Group Pty Ltd (lead partner)Crest Air Conditioning Pty LtdHoneywell LimitedInvesta Property GroupNorman Disney &Young GroupOptimusPty LtdStockland Property ManagementThe GPT Group

Second Edition November 2011

This material is copyright. Apart from any use permitted under the Copyright Act 1968, no part may be reproduced by any process without prior written permission of the Australian Institute of Refrigeration, Air Conditioning and Heating (Inc).

DisclaimerThe information or advice contained in these documents is intended for use only by persons who have had adequate technical training in the field to which the documents relate. These documents have been compiled as an aid only and the information or advice should be verified before it is put to use by any person. The user should also establish the applicability of the information or advice in relation to any specific circumstances. While the information or advice is believed to be correct, the Australian Institute of Refrigeration Air Conditioning and Heating (Inc), its officers, employees and agents, disclaim responsibility for any inaccuracies contained within the documents including those due to any negligence in the preparation and publication of the said documents.

Retrocommissioning buildings for energy efficiency Trainer Guide

Contents

Contents

Contents....................................................................................................................2

Introduction...............................................................................................................2AIRAH Application Manual DA27.................................................................................................................... 2Learning outcomes................................................................................................................................................. 2Activities..................................................................................................................................................................... 2Structure of the course......................................................................................................................................... 2Case Study.................................................................................................................................................................. 2Media elements........................................................................................................................................................ 2Time allocation........................................................................................................................................................ 2Assessment................................................................................................................................................................. 2Trainer qualifications........................................................................................................................................... 2

Slide 1: Introductions and learning outcomes............................................................2

Slide 2: What is retrocommissioning?........................................................................2

Slide XXX: Case study 1 - 66 Waterloo Road..............................................................2

Slides 3 and 4: How is energy consumed and wasted?...............................................2

Slides 5 and 6: Why retrocommission?......................................................................2

Slides 7 and 8: Which buildings are suitable?............................................................2

Slide 9: Activity 1.......................................................................................................2

Slide 10: Who should be involved?............................................................................2

Slide 11: How do we start?........................................................................................2

Slide 12: What preparations should we make?..........................................................2

Slides 13 and 14: What is the retrocommissioning process?......................................2

Slides 15 and 16: What is involved in planning?.........................................................2

Slides 17 and 18: What’s involved in investigation?...................................................2

Slide 19 and 20: Why is the BMCS important to a retrocommission?.........................2

Slides XXX: Why is the BMCS necessary for Retrocommissioning...............................2

Slides 21 to 35 Tutorial: Using meters, sub meters, BMCS trend logs or data logging as a diagnostic tool....................................................................................................2

Slides XXX: Using the BMCS in Retrocommissioning..................................................2

Slide 39: Activity 3 - Project.......................................................................................2

Activity 3: Work Based Group Project........................................................................2Project Brief............................................................................................................................................................... 2

Survey Part 1............................................................................................................................................................ 2Survey Part 2............................................................................................................................................................ 2Survey Part 3............................................................................................................................................................ 2Diagnostics................................................................................................................................................................ 2

Wrap up.....................................................................................................................2

document.docx Page 2


Slide 40: Activity 4 – Report back..............................................................................2

Slides 41 and 42: What is involved in implementing?................................................2

Slide XXX: Implementation – Challenges and solutions..............................................2

Slide 43: What is involved in handover?....................................................................2

Slides 45 and 46: How is a retrocommission costed?.................................................2

Slides 47 and 48: How do we determine cost benefits?.............................................2

Slide 49: Activity 5 - Building retrocommissioning cost analysis.................................2

Slide 50: Persistence strategies.................................................................................2Post occupancy evaluation................................................................................................................................. 2Building documentation management......................................................................................................... 2Ongoing training..................................................................................................................................................... 2NABERS ratings....................................................................................................................................................... 2Automated monitoring and alarm.................................................................................................................. 2Operational strategies.......................................................................................................................................... 2Maintenance strategies........................................................................................................................................ 2Building tuning (ongoing).................................................................................................................................. 2Recommissioning.................................................................................................................................................... 2

Slide XXX: Case study 2 – Freshwater Place...............................................................2

Slide 55: Lessons learned...........................................................................................2

Wrap up.....................................................................................................................2



Introduction

This is a nine-hour course focusing on the whole of building retrocommissioning process.

The aim of the course is to promote through industry the adoption of a clearly articulated retrocommissioning process for commercial buildings and to train industry practitioners to use this process successfully.

In a recent survey conducted by AIRAH in 2010, it was found that:

90% of respondents agreed that retrocommissioning of mechanical services in existing buildings offers the potential for substantial energy saving.

80% believed real and perceived costs prevent owners from carrying it out. 70% believed that lack of skills / training or clear methodology are significant

barriers.

This course is unique in that it is aimed at thebuilding owners and their managers, as well as the technical service providers(technicians,engineers and the like). This brings together in training the two sides of industry; a practice that in the retrocommissioning process is critical to achieving an effective outcome in terms of energy and water efficiency.

Time is limited in this course, so you will need to manage it well.

You should allow as much time as possible in the sessions for students to work with each other in pairs or small groups on the practical activities and engage the class in general discussion. It is the premise of this training that learning is best accomplished by doing, and the activities and a project have been designed to maximise this action learning principle.

This Guide is built around the PowerPoint Presentation that you have been provided with – it’s a slide-by-slide guide.

AIRAH Application Manual DA27

Students have been provided with copies of extracts from the AIRAH Manual DA27 on retrocommissioning (Section 9 of the AIRAH DA27 Building Commissioning Appendices B and C)).

There are references throughout this Guide to the relevant sections of this Manual.

Learning outcomes

It is important to read and understand the learning outcomes that underpin this course. The activities and project are designed so that the students meet these learning outcomes.

On the completion of this course, the student will have the skills and knowledge to:

Describe the retrocommissioning process



Determine whether a building is suitable for retrocommissioning Interpret indicative BMCS and metering data useful for a

retrocommissioning process Undertake a preliminary building investigation for a retrocommission Estimate costings for a building retrocommission Explain persistence strategies after retrocommissioning

Activities

This course is aimed at both owners and property managers(FMs, business managers, etc.) and technicians and engineers (service, controls, maintenance, installation, commissioning). It is this mix, with representatives from both sides of the building industry, that makes this course dynamic and productive.

It is important therefore in all class activities and projects to make sure students are selected from either group to work together in pairs or small groups. This will ensure the best outcomes for the set activities and project, as the experiences of both sides come together to solve problems or complete tasks.

Structure of the course

This course is conducted over a four-week period with two face-to-face sessions.

The course begins with a face-to-face session, 5 hours in duration (e.g. 8.00 am – 1.00 pm, or 1.00 pm – 6.00 pm).

Students are set a project away from class that they work on in small groups (3 to 6 people in each, depending on the overall class size). Groups need to complete this project before the second face-to-face session.

The second face-to-face training session is held in the fourth week. It is a 4.5-hour session (eg 9.00 am to 1.30 pm, or 1.00 pm to 5.30 pm).

The content of the course and time set for each is provided in the table below.

TABLE: Course structure / time allocation

DAY ONE

Topic Duration (mins)

Introduction 10

What is retrocommissioning? 15

Case Study 1 [Media Presentation] 10

How is energy consumed and wasted? 15

Why retrocommission? [Media Presentation] 15

Which buildings are suitable/unsuitable? 20

Activity 1: Building suitability 20

The retrocommissioning team - who should be involved? 20



Starting the process - where do we start? 10

What preparations should we make? 10

What is the retrocommissioning process? 5

Phase 1: What is involved in planning? 30

Phase 2: Investigate 30

Why is BMCS necessary for retrocommissioning? [Media Presentation]

25

Activity 2: Building diagnostics(Interpret BMCS data – Tutorial)[Media Presentation]

50

Project brief 10

Wrap up 5

Total time for Session 1: (300 minutes = 5 hours) 5 hours

WEEK 1 - 4

Topic Duration

Activity 3: Project 4.5 hours

Total time for group project 4.5 hours

DAY TWO

Topic Duration

Activity 4: Report back to group 60

Phase 3: Implement[Media Presentation] 40

Phase 4: Handover 20

Costing / cost benefits of a retrocommission[Media Presentation]

45

Activity 5: Cost estimating 30

Persistence strategies 30

Case study 2[Media Presentation] 15

Lessons learned[Media Presentation] 20

Wrap up 10

Total time for Session 2: (270 minutes = 4.5 hours) 4.5 hours

The time allocated for each topic is also indicated in each of the topics in the slide guide below.



Case Study

The other component of the course material is two Case Studies. Case study 1 is based on the retrocommissioning process of a Stockland building located at 66 Waterloo Road, Sydney. Case study 2 is based on the retrocommissioning of Freshwater Place in Melbourne.

The Case Studiesare used in this course as examples of how retrocommissioning has been conducted in a real situation.

Documentation on the Case Studies is included in the Learner Guide.

Media elements

A number of media elements have been created for this training. These are audio or video. They consist of interviews with people who have been through a retrocommissioning process or similar, and include:

Audio presentation: Dr Paul Bannister, Managing Director, Exergy Australia – “Why buildings need to be retrocommissioned”

Video presentation: “Experiences of retrocommissioning at 66 Waterloo Road, Sydney”

Video presentation: Jon Clarke, Associate, Controls and Integration, Norman Disney Young (NDY) - “Using the BMCS in Retrocommissioning”

Video presentation: Craig Roussac, General Manager, Sustainability, Safety and Environment, Investa Property Group - “The cost benefits of retrocommissioning”

Video presentation: Bryon Price, Strategic Development Director, AG Coombs – “The challenges and barriers of retrocommissioning”

Audio presentation: Dr Paul Bannister, Managing Director, Exergy Australia – “How a recent Melbourne building was retrocommissioned”

Video presentation: Davina Rooney, Sustainability Manager, Stockland - “Lessons learned in conducting retrocommissioning processes”

The media elements are linked from the relevant screen of the PowerPoint presentation.

Time allocation

Because time is critical in covering all aspects of the course, the table below shows the recommended allocations of time for instruction, case study and interviews, discussion and activities.

As is presented in the table below, as much time should be spent presenting the Case Study as the instructions. Discussion should form a large part of the time, and discussion pointers have been provided in the Guide. Activities are to take the largest proportion of time.



Session 1 Session 2 Project

Instruction 60 minutes 60 minutes

Case study 30 minutes 30 minutes

Discussion 90 minutes 60 minutes

Activities 2.0 hours 2.0 hours 4.0 hours

Total 5 hours 4.5 hours 4.0 hours

Assessment

This is not an accredited course, so successful completion does not lead to a qualification. However there is an assessment component.

Certificates of Attainment will be provided to students who successfully complete the course. The table below suggests the way in which scores can be attached to measure competency. Anyone who achieves less than 50% of the total will not be provided with a certificate.

Activity Score

Class attendance 20%

Participation in discussion 10%

Contribution to class activities 30%

Contribution to Project 30%

Contribution to report-back class presentation 10%

Trainer qualifications

It is expected that the trainer conducting this course will have:

Good knowledge of building services and systems A working knowledge of relevant legislation Hands on experience with HVAC systems and controls Good understanding of BMCS and control issues Good understanding of other disciplines including building contracting Good understanding of operability, maintainability and commissionability

factors Diplomacy and an ability to resolve conflict Good facilitation skills An objective unbiased point of view at all times.



It is presumed that the trainer has read the relevant sections of the AIRAH Application Manual (Section 9 of the AIRAH DA27 Building Commissioning and Appendices B and C).



SESSION 1



Slide 1: Introductions and learning outcomes

1. Introduce yourself (briefly).

2. Cover any housekeeping issues including, fire exits and assembly points, toilet facilities, mobile phone protocol and morning/afternoon tea arrangements.

3. Provide all students with nametags and identify whether they are owner representatives or engineers/technicians.

4. Arrange students into small groups (4 to 6 in a group) ensuring that there is a mix in each group from the two sides of industry. Explain the collaborative process and benefits of the seating arrangements(collaborative process/complimentary skills).

5. Ask students to come up with a name for each team (give them a short amount of time to discuss this). This will be used to identify the activities and projects they undertake as a group.

6. Ask each group to identify their group name, and their own names and place of work.

7. Go through each of the Learning Outcomes. Ask if anyone is unclear about the course outcomes.



Explain to students the purpose of the exercise boxes in the Learner guide.These exercises have been provided so that trainees can note down answers and information from the discussions being held on particular topics and aspects of retrocommissioning.Trainees should be encouraged to make notes and comments in these exercise boxes as they go through the course so that these concepts and knowledge can be captured for future review.

10 minutes



Slide 2: What is retrocommissioning?

It’s important to clearly define what retrocommissioning means. This is that it:

Applies to existing building stock

Follows a structured and well documented process

Concentrates on the whole of building systems

Sets goals based on current building performance

Is a collaborative process.

There is often confusion between what comprises retrocommissioning and what comprises recommissioning.

Retrocommissioning applies to buildings that have never been commissioned and buildings or systems that have been significantly updated or altered. Retrocommissioning is not always applied to the whole building as particular plant or systems may be the focus depending on the project objectives. Systems are generally tested using test methods and procedures developed specifically for the project.

Recommissioning is the commissioning of existing buildings and systems that have already been through the commissioning process. These systems are generally tested using the same methods and focus as was used in the original commissioning process. Recomissioning is not intended to be a repeat of the entire commissioning process; rather it is a review of the building and system performance to ensure that the original criteria are being achieved. This may



require a review or repeat of some of the original commissioning test methodology.

Students may ask how this process differs from a typical building retrofit or refurbishment, a commissioning process or an energy audit. You need to be able to clearly distinguish the differences.

There is more information about this in the AIRAH Manual DA27 Table 2.1 (included in the Learner Guide) and Section 9.2.

Table 2.1 from DA 27 - The different faces of commissioning

CommissioningCharacteristic

Commissioning Type

Commissioning Building Tuning Recommissioning

Retrocommissioning

Application

New buildings, early implementation, optimise outcomes, minimise risks

All buildings, constantly optimised energy and performance, optimum outcomes

Existing buildings previously commissioned, ongoing maintenance and management, maintain performance, minimise risks, change of use

Existing buildings never commissioned, poorly performing buildings or systems/buildings that have been significantly upgraded or changed

TimingBegins at concept or pre-design stage

Commences after building has been commissioned, recommissioned or retrocommissioned

Periodically at scheduled intervals or in response to operating problems

In response to underperforming buildings or buildings that have been modified or updated

PurposeOptimum performance of building

Continuously maintain optimum performance of building

Periodically maintain optimum performance of building

Identify and remove barriers to optimum performance of building

Method Review, testing and verification

Monitoring, trending review and tuning on a seasonal basis

Tuning, calibrating, testing and verification

Survey and diagnostics, alterations and improvements, testing and verification

FocusSpecified design or performance

Evolving design, current performance requirements

Original design and performance requirements.

New design and performance requirements.

Test basisUses new tests developed specific for

Uses ongoing testing specific to building and

Uses existing tests developed for original building

Uses new tests developed specific for project



building current use commissioning

Frequency Once at initial build

Continuous once installed Every 3 - 5 years

As needed due to age, every 10 - 15 years



The students will undertake the following exercise in this topic:

EXERCISE 1 In your own words, briefly explain the difference between an energy audit, a commissioning process and a retrofit.

Retrofit

Commissioning

Energy Audit

15 minutes



Slide3: Case study 1 - 66 Waterloo Road

The CASE STUDY providing the background on the Stockland building at 66 Waterloo Road, Sydney has been provided in text form in the back of the Learner Guide.

Make the point here that this is only one example of a building retrocommission. As buildings are very unique in terms of their size, structure and mechanical services, the objectives and outcomes of the retrocommissioning for different buildings will be different.

Note that retrocommissioning is a process; start to finish with decision points in between. The outcomes and depth will depend on client/budget/goals, etc.

VIDEO PRESENTATION: This is a short video that interviews a number of people involved in the retrocommissioning project at 66 Waterloo Road. (8:41)

The trainees are encouraged to make notes on the video presentation

Video Presentation Make notes on the video presentation on 66 Waterloo Road Project.

What were the first steps?

How was the BMCS used?

What was the role of meters and



submeters?

What is the difference between data and information?

What types of interventions were involved?

What communication lines were utilised?

What is a night audit?

Trainer should follow up the video with a brief discussion as to what trainees thought were the main points/ideas that were brought out.

10 minutes



Slides 4 and 5: How is energy consumed and wasted?

The illustration (Chart 1) (slide above) shows in a temperate zone (such as southern Australia), the way in which energy is consumed by different elements of a building. You can observe from this that by far the largest consumer is the heating and air conditioning system (HVAC).

Chart 2 (slide below) shows the different components of an air conditioning system and the energy each consumes as a proportion of the total. Again, this is for a building in a temperate zone.

Note that these slides depict examples of typical building energy consumption data, not average.

The amount of energy that HVAC consumes on a large building is, therefore, substantial – i.e. about 40 – 60 % of total. This is a large cost in terms of the money paid by owners to provide heating and cooling, but also a cost to the environment in terms of the CO2 emitted to produce the electricity or gas (fuel) to drive the system.

Therefore, anything that can be done to REDUCE the consumption is beneficial.

But, there is also WASTED energy in a building. This can be caused by many things such as the system not being maintained properly, the system being out of balance due to faulty sensors or changes over time to the temperature (and other) set points in various locations, leakage into the building (affecting heating and cooling loads and air pressure within the building), temperature set points too high (in



winter) and too low (in summer), unnecessary loads on the system (heat from uninsulated external walls, and unshaded windows or unnecessary equipment and lights), incorrect or no system integration testing, etc.

Energy is often wasted by HVAC systems and often this is masked by the system itself whilst it continues to provide adequate comfort to occupants.

Some of the areas of energy waste typically encountered in HVAC include:

Control set points and schedules (internal temperatures, 24/7 plant operation)

Absence of temperature lock outs

Simultaneous heating and cooling (Cooling and heating systems working against each other)

Excessive use of reheat (can mask control and operation problems)

Dirty or blocked heat exchange surfaces (chillers, boilers, cooling towers, coils)

Clogged or blocked filters (air and water)

Incorrect refrigerant charge (chillers and DX)

Water leaks and excessive water use (cooling tower bleed)

Bypass in valves and dampers

Excessive outdoor air ventilation flow rates

Air leakage in ducts, connections, access panels

Incorrect economy cycle operation (operating during high/low outdoor temperatures)



Poor air handling control (VAV pressure control)

Inappropriate or ineffective mechanical night purge (in high thermal mass buildings)

Inappropriate pre-heating/pre-cooling schedules (non optimum start/stop)

Thermal bridging (duct/pipe insulation, equipment insulation, building fabric)

Excessive air infiltration (building pressure, facade integrity, zoning)

Excessive throttling using dampers or valves (particularly on index circuits)

Inefficient motor use or missed VSD opportunities

Missed energy recovery opportunities

Incorrectly calibrated temperature and humidity sensors

Deferred maintenance (covering many of the above items as well as manufacturer’s instructions)

Inappropriate access to controls (unlocked thermostats)

After hours system access (systems running 24/7 instead of on demand)

Lack of knowledge of BMCS and graphical user interface (diagnostic screens, alarms, trends).

Therefore, STOPPING energy waste is also tremendously beneficial.

The objective of retrocommissioning is to address many of these issues of waste, and the common areas include:

Simultaneous heating and cooling

Oversized plant and equipment

Overridden variable speed drives

Overridden economy cycle

False or repeatedly ignored alarms

Inefficient piping and ducting layouts

Poorly located or calibrated sensors

Poor system integration

Inappropriate control sequences

Altered control set points

Inappropriate lighting and controls

Envelope air leakage and moisture management

Afterhours access to air conditioning

Appendix B of AIRAH Manual DA27 provides a checklist of things that should or could be addressed in a retrocommissioning program.

The students will undertake this exercise, which requires taking notes from the discussion.



EXERCISE 2 Make notes from the discussion on the sources of energy waste.

15 minutes



Slides 6 and 7: Why retrocommission?

Briefly discuss the research paper by Evan Mills detailing a Metaanalysis of the cost effectiveness of commissioning and retrocommissioningin the USA (Evan Mills, 2009)

The point of retrocommissioning is to make a commercial building more energy / water efficient. At the highest level, using a retrocommissioning process to improve energy efficiency will:

lower building operation costs (note that fuel and energy costs are likely toincrease even further)

reduce greenhouse gases (CO2 emissions)

contribute to the mitigation of climate change.

But the retrocommission process to improve energy efficiency also has more immediate effects on the operations of the building itself. This can include solving building problems such as:

high power and water consumption

poor or non-existent documentation

incorrect commissioning

uncontrolled tenancy modifications

poor system performance

poor building performance

non-compliance with mandatory certification.



The retrocommission process therefore contributes to:

better indoor air quality (IAQ) and indoor environment quality (IEQ)

reduced risk

reduced maintenance

longer service life

reduced water use

better documentation

better training/knowledge.

Make the point that it’s been found that retrocommissioning works! (See Building Commissioning: A Golden Opportunity for Reducing Energy Costs and Greenhouse Gas Emissions, Evan Mills, 2009)

PLAY AUDIO PRESENTATION: Dr Paul Bannister “Why buildings need to be retrocommissioned” (4:40)

The trainees are encouraged to make notes on the audio presentation

Audio Presentation Make notes on the following questions

What change has happened in the last 10 years?



What common errors or failures happen in existing buildings?

What common errors or failures happen in new buildings?

Can most buildings be retrocommissioned to achieve 4 NABERS Energy stars?

What effect will Commercial Building Disclosure legislation have?

Are the hotel and retail property sectors markedly different to the office sector in terms of quality of delivery?

Trainer should follow up the audiopresentation with a brief discussion as to what trainees thought were the main points/ideas that were brought out.

15 minutes



Slides 9 and 10: Which buildings are suitable?

One of the starting points in a retrocommissioning process is in determining whether the building is suitable, or whether some other process such as a complete refurbishment or retrofit would be better.



The point is that not all buildings are suitable for a retrocommissioning process. There are buildings that are suitable, and those that are not suitable, and there are also buildings that lend themselves better for a retrocommission.

In other words, all buildings will have pros and cons when deciding on a retrocommissioning process.

The first step is to determine whether the building is suitable for the process. Retrocommissioning can be applied very effectively to buildings that have:

constant occupant comfort complaints

high operation costs

unexplained energy peaks

regular system or unit failures

high maintenance costs

not been commissioned (no documentation or commissioning data)

incorrect HVAC operations

unused or incorrectly used DDC and BMCS

overly complex mechanical and digital controls

high occupant churn.

Next, look at the other end of the scale, to determine whether the building is unsuitable. This generally means those buildings that:

are due for refurbishment (ageing or dilapidated building services)

incorporate extensive electric or pneumatic control systems

are closely monitored by owners /managers where there are ongoing improvement strategies.

A building is not a good retrocommissioning candidate if most or all of its equipment has aged to a point where retrocommissioning cannot produce improvements that would avoid equipment replacement. If only some equipment needs to be replaced, however, this can be coordinated with retrocommissioning to maximize benefits. Incorporating retrocommissioning with the replacement process improves system performance by ensuring that new equipment is properly integrated with other building systems.Although buildings with fully pneumatic controls can have good retrocommissioning opportunities, buildings with digital building management and control systems (BMCS) are typically more cost effective for the process. Pneumatic controls easily drift and need constant attention and calibration for benefits to last. Also, because of its trending capabilities, a BMCS can be used as a diagnostic tool during the retrocommissioning process to capture the building and systems operating data.

It is the case though that some building characteristics lend themselves to a retrocommission process, and these include:

an engaged and informed operating and maintenance team



DDC or BMCS control systems

Accessible and accurate building documentation

The reason for this is that the process will be easier to implement if these are available. For a successful retrocommission, it’s a team approach and the operating and maintenance team are integral to it, particularly when implementing strategies to continue the good performance of the building achieved as a result of the retrocommission. Retrocommissioning performed in buildings with experienced, knowledgeable, interested, and available building staff is more likely to be cost-effective and have good persistence or lasting results.It is difficult to run diagnostic tests, monitor performance and conduct measurements on improvements if there is no DDC or BMCS. And finally, having accurate and reliable documentation (such as as-installed drawings, operating manuals, maintenance procedures and maintenance logbooks) on how the building should function will assist in benchmarking and diagnosing problems that may be contributing to poor operating performance...Clear, complete, up-to-date documentation expedites the planning and investigation phases of a retrocommissioning project. Buildings that lack good documentation, especially in regards to the mechanical services and control systems, can drive costs up if the team has to spend time gathering and recreating critical information in order to assess system operation.

Finance

The owner’s financial criteria such as the required simple payback period and the cost limits such as capital budget vs. the operating budget will also affect a buildings’ suitability for the retrocommissioning process. These criteria, along with budget cycle information, can also help the retrocommissioning manager and owner prioritize the work during the process and develop implementation strategies that can fit within the financial criteria.

If the building is located where there are tax incentives or rebates available these can help off-set some of the costs and help reduce payback times, allowing more expensive improvements to fit into the owner’s financial requirements.

Addressing a portfolio of buildings

Owners of multiple buildings (private building owners, investment trusts, and property management firms) can consider a portfolio approach to selecting the best candidate(s) for retrocommissioning. Evaluating energy improvement potential across a portfolio of buildings and selecting those with the greatest likelihood for success can assist owners with long-term planning and enable them to capitalize on short-term paybacks. Owners often want to retrocommission their worst performing buildings first, but these facilities are not necessarily the most cost-effective choices.

Although larger buildings are often thought to be better retrocommissioning candidates, a building of any size with complex mechanical systems and controls can be a good choice for a retrocommissioning project.While having missing or out-of-date building documentation should not eliminate a building from consideration, in the interest of cost effectiveness, owners may



wish to conduct retrocommissioning first in those buildings with better documentation. Complete, well-organized documentation can expedite the retrocommissioning process.

Expert evaluations

Because buildings are complex and energy waste is often hidden, many buildings that exhibit none of the above characteristics may still prove to be good candidates for retrocommissioning. Experienced retrocommissioning providers understand how to uncover this hidden energy waste. A provider can be brought in early in the decision-making process to assist in identifying a building that is suitable for retrocommissioning. A provider can evaluate buildings in more detail than is possible using only a benchmarking score and can estimate the opportunity for reducing costs. The information a retrocommissioning provider uses to analyse sites would include:

Building type and use

Number of occupants

Size (NLA)

Annual hours of operation

Year of construction

Year of last renovation

Mechanical, lighting and control systems (types and sizes)

Energy data (ideally, 12-24 months)

Annual electricity use (kWh/year)

Peak demand

Annual gas use (MJ/year)

Operations overview

HVAC schedules relative to operating hours

Set points

Minimum outdoor air ventilation rates

Extent of variable flow systems (air and water)

Preliminary discussions with facility staff members

Simulation of building optimal energy consumption:

Differences between optimal and real data



Refer to AIRAH Manual DA27, Section 9.4.

20 minutes



Slide 11: Activity 1

The students will need to undertake the following activity. The answers to each scenario are provided below. Allow them 15 minutes to do the activity, and 10 minutes discussing the responses.

Trainer should advise that this is a group activity and they should undertake this activity collaboratively within their existing groups.

For the three building scenarios presented below, assess whether they are suitable for retrocommissioning or not and provide reasons why you came to this conclusion.

During this activity the trainer should move between the groups to monitor progress and assist with the internal group conversation/discussion.

Scenario 1

208 Pitt Street is a 10 storey commercial office building. It was originally built in 1958 as a 6-storey building, and then renovated in 1965, when another 4 storeys were added. This meant, in effect, two separate HVAC systems – one operating from the basement servicing the lower 6 floors, and the other operating from the roof. The HVAC systems were renovated in the early 1980s, adding a new chiller and boiler into the mix. The building controls are a mix of pneumatic and electric components. There have been significant levels of deferred scheduled maintenance and occupant complaints have steadily in the past two years. Only 4 of the available 10 floors are currently leased.



Recently, a new owner took over the building, and an energy audit was conducted, which estimated a 1.5 star NABERS Energy rating. The intention of the new owner is to invest in the building to bring it up to a 4.5 Star NABERS rating.

Assessment Not suitable for retrocommissioning

Reasons Dilapidated building services and HVAC (Past their economic life)No digital controls or BMCS1.5 NABERS Energy is a very low ratingNew owner with intention to invest capital expenditureLow tenancy levels (suit refurbishment project)

Conclusion:More suitable for refurbishment including new services/HVAC

Scenario 2

A building was built in Darling Harbour in 2007, using the best architectural features and HVAC system design practice of the day. It’s a 15 storey office building facing directly west, with a fully glazed façade, but surrounded by buildings on the other sides.

There have been many tenant complaints about the air conditioning – too hot in some areas, and too cold in others. The building has a BMCS and the new facilities manager has been trying to rectify the performance of the building and air conditioning by adjusting, generally on a weekly or ad-hoc basis, the temperature set points in various locations, particularly on the top three floors.An audit was conducted recently, and the result was 3.5 star NABERS Energy rating. The owner had been provided a 5 Star NABERS Energy rated building by the building / HVAC contractors in 2007. A Government tenant currently leases 8 floors of the building and this lease is due for renewal in early 2013.

Assessment Potentially suitable for Retrocommissioning

Reasons Good BMCS system (although poorly managed)BMCS setpoints changed from original programming.Relatively new building services and HVAC (within economic life)Excessive tenant complaintsReduction in NABERS Energy rating – 5 Stars in 2007 now 3.5 Stars in 2011 (lack of building/system tuning)Existing government tenant will require a 4.5 Star NABERS Energy rating for renewal of leaseNew facility manager and building operator (good opportunity to provide updated training)

Further Questions:Building documentation?Commissioning results?



Scenario 3

Dyson House is a heritage building nestling on the harbour. It was built in the 1800s, and has been renovated many times since. The last time was in 1998. This renovation redeveloped each floor and installed a completely new HVAC with sophisticated digital BMCS. Because of the size of the building (5 storeys), it was decided to install separate reverse cycle DX systems to service each individual floor. The heating is also provided by the same system. The current building classification is Class 5 office space.The monthly energy bills have been significant and are rising every month, maintenance callouts are also becoming more frequent. Due to the spiralling operational costs, the building management wish to make the system more efficient and reliable. They have not conducted a NABERS Energy rating at this stage. Essential services are in place and certified annually.

Assessment Possibly suitable for retrocommissioning – further investigation

Reasons Good control systemRising energy costs and consumption levelsRising maintenance costs and plant failuresFloor by floor system (floor by floor implementation)Essential services OKDesire by building management for a more efficient better controlled systemDesire by building management for better maintenance planning

Further questions:Check condition of existing plant/DX units (13 years old, condition depends on maintenance)Energy audit or analysis?

20 minutes



Slide 12: Who should be involved?

The project team involved in the retrocommissioning process is critical to achieving a successful outcome.

Firstly, a retrocommissioning manager needs to be selected. While not necessarily a technical expert, the retrocommissioning manager should have the following skills and knowledge:

Good knowledge of building services and systems.

Have a working knowledge of relevant legislation.

Hands on experience with HVAC systems and controls.

Good understanding of BMCS and control issues.

Good understanding of other disciplines including building contracting.

Good understanding of operability, maintainability and commissionability factors.

Methodical approach to testing and documentation.

Computer literate including project management software.

Have experience suited to the building and system types being commissioned.

Employ or partner with a technology specialist who has experience in systems in which they do not.

Have extensive experience in troubleshooting commissioned systems.

Excellent written and verbal communication.



Diplomacy and an ability to resolve conflict.

Good project management and organisation skills.

For complex projects, have similar experience in four projects or, for other simpler projects in two.

Experience should be confirmed by references.

Provide an objective unbiased point of view at all times.

The responsibilities of the retrocommissioning manager could include the following:

Organise and lead the retrocommissioning team.

Ensure the owners expectations are adequately documented and carried through to completion.

Prepare, monitor and update the retrocommissioning plan.

Organise and lead regular retrocommissioning teammeetings.

Implement the retrocommissioning plan.

Interrogate the team’s previous experience and implement any changes thought necessary.

Observe construction in relation to program and technical requirements.

Observe and witness functional testing and raise any shortfalls as necessary.

Check and verify the buildings operation and maintenance manuals are complete and representative.

Review staff training plans, attend training sessions and confirm training procedures are appropriate and acceptable.

Prepare and submit the final retrocommissioning report.

Ensure the installation has all the required testing and commissioning facilities provided to enable the testing and commissioning to be carried out.

Ensure the correct testing equipment is available for carrying out the necessary tests.

Liaise with equipment suppliers regarding specialist testing of equipment.

Monitor the program and installation to ensure the commissioning engineers are available when the work is ready to start.

Provide or verify work method statements for all testing and commissioning procedures.

Agree and setup the format for recording all tests.

Provide or verify all the required specific information for the operating and maintenance manuals.



Conduct periodic site visits during the first year of occupancy, conduct any deferred testing, assess the level of building tuning necessary, and review the maintenance records in the Operating and Maintenance Manuals.

DISCUSSDiscuss with the class the following:

Who should be the retrocommissioning manager?

Why is the selection important?

What attributes should they have?

What duties and responsibilities do they have?

The students will complete the exercise taking notes from the discussion.

EXERCISE 3 From the discussion, make notes on the following:

Why is selection of the retrocommissioning manager important?

Why an engineering background?

What attributes does the person need?

What responsibilities do they have?

The make-up and size of the retrocommissioning team required will depend on the size and scope of the retrocommissioning project.

The objective is to make it as broad as possible so that there is input from a wide cross-section of those staff and technicians who deal with the management, maintenance and performance of the building. This may include:

The retrocommissioning manager

The owner’s representative (business manager, building manager, facilities manager)

The resident controls company

The resident maintenance provider

The testing and balancing company

The fire or essential services maintenance company

Tenant representative or OHS representative

Independent testing teams or specialists.

There is more information on the role of the retrocommissioning team in the AIRAH Manual Section 9.9.3.



DISCUSSDiscuss with the class the following:

Who should be included on the team?

Why is it important to have a broadly representative team?

How large should the team be?

What roles should they play in the group?

How often and where should they meet?

Who is responsible for communication?

How should they communicate?

Who is responsible for documentation? (Stress the importance of documentation – this will be looked at in more detail later in the course).

The students will complete the exercise taking notes from the discussion.

EXERCISE 4 From the discussion, make notes on the following:

Why is a broad team necessary?

What roles do the various team members play?

How should they meet and communicate?

How should documentation be managed?

20 minutes



Slide 13: How do we start?

In a number of Case Studies conducted by AIRAH, it was revealed that a barrier to retrocommissioning is not knowingwhere to start.

Part of this is sensing the opportunities around which to raise this process as an option.

Go through each point and provide examples.

Refer to AIRAH Manual DA27, Section 9.5.

DISCUSS Ask students to address other opportunities they may know of, such as:

NSW Energy Savings Scheme Designed to increase opportunities to improve energy efficiency by placing obligations on parties to undertake or pay for energy efficiency programs, and rewarding companies that undertake eligible projects that either reduce electricity consumption or improve the efficiency of electricity use. (www.ess.nsw.gov.au/)

Low Carbon Australia Provides financial solutions and advice to Australian business, government and the wider community to encourage action on energy efficiency, cost-effective carbon reductions, and accreditation for carbon neutral products and organisations. (www.lowcarbonaustralia.com.au/)



Green Building FundAims to reduce the impact of Australia's built environment on green house gas emissions, by reducing energy consumed in the operation of existing commercial office buildings, hotels and shopping centres. (www.ausindustry.gov.au/InnovationandRandD/GreenBuildingFund/Pages/GreenBuildingFund.aspx)

Tax breaks for green buildings Scheme under development. Proposal; businesses that invest in eligible assets or capital works to improve the energy efficiency of their existing buildings – from 2 stars or lower to 4 stars or higher – will be able to apply for a one-off bonus tax deduction. (www.alp.org.au/agenda/environment/tax-breaks-for-green-buildings)

Green leases/Government leasesGreen leases are an innovative management mechanism to enable tenant and building owner to monitor and meet a building's energy target annually.

Energy performance contractsUnder the energy performance contracting model, an energy services company is hired to improve the energy efficiency of a building.

Green Star – Performance, Green Building Council of Australia (GBCA)The GBCA is developing Green Star – Performance, a new Green Star rating tool that will address the operational performance of existing buildings. (http://www.gbca.org.au/performance)

City of Melbourne 1200 buildings project Aims to encourage and support building owners, managers and facility managers to improve the energy/water efficiency and reduce waste to landfill of commercial buildings in the municipality of Melbourne. (http://www.melbourne.vic.gov.au/1200buildings/Pages/Home.aspx)

Environmental upgrade agreementsOn 29 November 2010, the New South Wales (NSW) Government introducedamendments to the Local Government Act 1993 to establish a legislative framework forEnvironmental Upgrade Agreements in the State.

An Environmental Upgrade Agreement is an agreement between a Building Owner, aFinance Provider and a Council; a financial mechanism that will help building ownersovercome key barriers to deliver environmental improvements and retrofits in existingbuildings. Similar programs are being developed by other states.


http://www.melbourne.vic.gov.au/1200buildings/Pages/Home.aspx


The students will take notes on several of the programs listed above.

EXERCISE 5 Note from the discussion / research the following programs:

NSW Energy Savings Scheme

Low Carbon Australia

Green Building Fund

Tax breaks for green buildings

Green leases

Energy performance contracts

Green Star – Performance

Melbourne 1200 buildings

Environmental upgrade agreements

DISCUSSIt’s also important to discuss with students who is in the best position to suggest to an owner that a retrocommission is worth exploring and the forums where this can be raised.

Note also that in a real world context, the opportunity (and later on, the process itself) will be impacted by a) budget cycles and b) tenant occupancy /churn.

Students will undertake the following exercise.

EXERCISE 6 a) From experiences you have had with buildings, when would you consider it an opportunity to raise the idea of retrocommissioning?

b) From your experience, what is the best timing in which it could be raised with the building management?

10 minutes



Slide 14: What preparations should we make?

With a retrocommission process, there is quite a bit that can be done before the process begins, which will make the retrocommissioning process much more efficient. This work can be done by the owner /representatives.

This couldinclude:

Searching for building documents – as installed drawings, O&M manuals, maintenance log, system schematics, operational matrix, fire matrix, BMCS functional descriptionsincluding documenting the actual control measures and the performance outcomes.

Surveying staff and contractors – questioning the current operations team to identify common comfort and operational complaints or where small improvements can be made.

Making immediate improvements – such as calibrating controls and sensors, resetting damper and valve positions and verifying control set points and time clocks.

Collecting metering and monitoring information – fundamental operational data such as how much water, fuel and energy the building and its individual systems is actually using.



Benchmarking – critical to establish a baseline data on which to measure overall building performance and improvements made as a result of the retrocommissioning process.

See AIRAH Manual Section 9.8.

Whilst all items are important, the benchmarkingprocess should be emphasised, as this is often a neglected area, and processes or upgrades are made without establishing first a clear baseline of the performance of the building.

Measurements could include:

Electrical energy

Gas

Fuel oil

Water

BMCS trends (pinpoint areas, weekly, monthly, quarterly, annual trends)

Air and water readings (Relating to initial design specification and/or commissioning data in O&M manual.

DISCUSS Ask students why benchmarking is so important to be conducted at this stage.

Students will undertake the following exercise based on discussions.

EXERCISE 7 Note from the discussion how to best capture and record baseline data

10 minutes



Slides 15 and 16: What is the retrocommissioning process?

This is an introductory slide showing the 4 stages in the retrocommissioning process:

1. Plan

2. Investigate

3. Implement

4. Handover

Give a brief explanation of the four phases of the overall process and how they fit together before going into the detail of individual phases in the next Topics.

1. Planning phase – resulting in a retrocommissioning plan.

2. Investigation phase – resulting in an implementation plan.

3. Implementation phase – resulting in a retrocommissioning report

4. Handover phase – resulting in training and final report delivery.

At the completion of each phase, there should be a verification and acceptance process, generally revolving around the phase plan or report. The focal document is the retrocommissioning plan and this should be updated at each stage

It is important to stress here that in adopting the process, which will be outlined in detail in following topics; this is NOT linear or rigid. In reality, it maybe a stop-



start, iterative process, with some stages implemented whilst others are still being planned.

Slide 14 graphically illustrates the point.

Secondly, not every step in a stage maybe necessary for every building. It will depend on the size and scope of the retrocommission – that is, what the problem is with the building, and what has to be done to solve it.

5 minutes



Slides 17 and 18: What is involved in planning?



Give a brief reminder of the four phases of the overall process and how they fit together.

There are 11 steps in the Planning stage.

The details are provided in the AIRAH Manual DA27, Section 9.9.

Work through each point one at a time.

Step 1: Set the scope and goals for the project

The goals need to be defined in a way that they are measureable, as they will be used at the end of the process to measure the success or otherwise of the project.

The goals may be only one, such as a NABERS Energy rating (e.g. 5.0 star), or they may include other targets, such as:

Reducing power / water consumption (by a defined amount)

Reducing occupant complaints

Retaining tenants

Ensuring compliance of essential safety measures and systems.

The NABERS Energy rating is considered by many in government and industry to be the industry standard benchmark for energy analysis of existing buildings. It is this energy rating system that underpins the CBD program.

The scope of works will depend on the building and what is required when investigated further, but could include such things as:

Reviewing and updating building documentationsuch as operating and maintenance manuals, as-installed drawings, system schematics, operational matrix, fire matrix, BMCS functional descriptions

Analysing energy consumption

Recommending and implementing corrective action and upgrades

Commissioning

Training.

The scope of works should also clearly identify exclusions from the retrocommissioning project. For instance the essential services are often excluded, particularly non HVAC based essential services such as detection systems, sprinklers, fire hydrantsand emergency warning and evacuation systems.It should be ensured throughout the process that retrocommissioning activities do not detrimentally impact on essential services systems.

See more AIRAH Manual DA27, Section 9.9.1.

Step 2: Select retrocommissioning manager



This has been dealt with in Topic 6.

Step 3: Assemble the team and assigning responsibilities

This has been dealt with in Topic 6. See more AIRAH Manual DA27 9.9.3.

Step 4: Develop Project Operating Requirements (POR)

The Project Operating Requirements (POR) spell out in detail the design and operational requirements of the building, such as space temperatures, humidity levels, time schedules, after hours requirements, tenancy lease agreements and fitout requirements, data room operation, billing arrangements, etc. The POR is developed by the building owner and essentially specifies how the building is intended to operate.

The information typically outlined in the POR would include: Building location, size and classification (including multiple classifications).

Occupancy numbers, population type, hours of occupancy, type of activity.

Thermal Comfort (operating temperatures and humidity limits) for each area.

Acoustic performance – both internal and external.

Lighting requirements – both natural and artificial.

Equipment loads and processes within the building.

Specialist operations i.e. Laboratories, Maintenance areas, and similar.

Maintenance policy for the building.

Sustainability schemes the design is to be assessed against.

Energy efficiency and any energy rating schemes the design is to conform to.

Control and operational efficiency requirements.

Monitoring and reporting requirements.

Performance targets.

Verification and acceptance criteria.

Record keeping requirements.

Maintenance and building tuning requirements.

Project Timeline Program.

The level of detail in the POR will vary according to the size and complexity of the project, the owners or client needs, the contractual structure for the project, and the experience of the design team. The POR is a live document and should be reviewed by operation and maintenance personnel at least annually and whenever changes are made to the building or systems.



The building operation staff must be involved in developing the POR. No retrocommissioning project should proceed without a clear POR document, which should be signed off by the building owner prior to commencing any work.

Emphasise that:

Goals are based on current operational performance

Building operation staff need to draft the POR

No retrocommissioning should take place unless the POR is signed off

Owner / Client or representative signs off POR.

Provide some examples of possible outcomes. (See AIRAH Manual DA27, Section 9.9.4).

Step 5: Survey existing systems

This is a very important step in the planning process. The point of the exercise is to gather information that will help in understanding how the building is currently performing.

As part of the pre-planning phase, building documentation was located. This step highlights the importance of gathering this material. Unfortunately, not all buildings will have consistently updated or properly stored documentation and it is an expensive exercise to restore it.

The second part of this step is to walk around the building and:

Obtain all the energy and fuel invoices (12 – 24 months)

Locate the existing meters

Define the existing plant capacities (current and new)

Track all the distribution systems - the duct systems (for air conditioning and ventilation) and the pipe systems (for chilled/hot water

Determine all control schematics and layouts

Observe the operation and interaction of plant items, including valves and dampers

Interview operation and maintenance staff and sub-contractors

Review all maintenance records

Review essential safety measures.

See AIRAH Manual DA27, Section 9.9.5.

Note: This type of data gathering can be expensive and owners or investors may be reluctant to undertake this extent of forensic data gathering. This should not be a “stopper” for the retrocommissioning project and often a lack of current systems performance data can be counterbalanced by the experience and knowledge of the



persons undertaking the survey work, of the retrocommissioning manager and other team members.

DISCUSSDiscuss with students what documentation could be useful for the survey.

DISCUSSDiscuss with students what systems should be located and observed.

DISCUSSDiscuss with students what happens if the documentation is not available.

Students will undertake exercise based on discussion.

EXERCISE 8 a) Note from the discussion what should be done if the relevant documentation is not available.

b) Why is it necessary to obtain / locate / observe/ interview or review the following?

Energy/fuel invoices

Existing meters

Plant capacities

Control systems and layouts

Plant operation and interaction

Operation and maintenance staff

Maintenance records

Essential safety measures

Step 6: Review essential safety measures

Refer to AS 1851 and State / Territory requirements.

Ensuring that the HVAC systems and associated mechanical servicesmeets the AS 1851 Standard or the mandatory regulated state or territory regimes with regard



to essential safety system maintenance is oftenconsidered to be part of the retrocommissioning process.

The system must function, be tested at the correct intervals and have test documentation in place to prove that the maintenance has been carried out correctly. If the documentation is not in a proper order, then the essential safety systems should be inspected, investigated and tested as part of the retrocommission project or more likely as a separate project.

Non HVAC based essential services such as detection systems, sprinklers, fire hydrantsand emergency warning and evacuation systems should be excluded from the retrocommissioning project and addressed separately. It should be ensured throughout the process that retrocommissioning activities do not detrimentally impact on essential services systems.

HVAC based essential services including smoke control systems, smoke hazard management systems and fire and smoke dampers may need to be included within the project scope.


DISCUSSDiscuss with students what should happen if the essential services maintenance documentation/certification is not available.

Step 7: Benchmark existing systems

The point to make is that there is no way of measuring the outcomes of a retrocommissioning process unless a baseline has been established on actual building performance prior to the process beginning.

Benchmarking is used to determine on the basis of the industry standard NABERS, how the building is currently performing. This then forms a baseline from which to measure the results (improvements) of the retrocommission process.

Using the NABERS rating is a measure that compares the building’s performance to other similar buildings.

The fundamental data, obtained from permanent utility meters or temporary data loggers, is the water, electricity and fuel (primarily gas). Other data that may be tracked is maintenance costs and occupant complaints.

The National Australian Built Environment Rating System (NABERS) is a national initiative managed by the NSW Office of Environment and Heritage. (Visit http://www.nabers.com.au/)

NABERS is a performance-based rating system for existing buildings. NABERS rates a building on the basis of its measured operational impacts on the environment, and provides a simple indication of how well you are managing these environmental impacts compared with your peers and neighbours.



To determine a NABERS Energy rating you also need to specify the area of the building, the operating hours and the location (postcode)


DISCUSSDiscuss with students what benchmarks are useful - Need to emphasise that NABERS Energy is the energy rating scheme most commonly used in the Australian industry.


EXERCISE 9 Why is NABERS an effective benchmark for measuring building performance?

Step 8: Survey occupants, operators and contractors

Occupant data is important. Surveying occupants and building staff is mining for knowledge about the performance of and problems with the building. Also what is happening in the building after hours and levels of deferred maintenance etc?

DISCUSSDiscuss with students what questions could be asked that would elicit relevant information (suggestions are made in the AIRAH Manual DA27, Section 9.9.8)

Information from maintenance contractors, security and cleaning staff is also important.

DISCUSSDiscuss with students what questions could be asked that would elicit relevant information.


EXERCISE 10 What are the kinds of questions you would ask the following groups?

Occupants

Maintenance contractors

Security

Cleaners

Step 9: Draft performance test procedures



Testing plant and systems maybe required in the retrocommissioning process to determine their performance.

DISCUSSDiscuss with students examples of functional tests (suggestions are made in the AIRAH Manual DA27, Section 9.9.9)


EXERCISE 11 Note from the discussion, what tests might be conducted to test performance?

1.

2.

3.

4.

Step 10: Draft monitoring plan

This relates to the methodology that will be used to monitor the building’s performance over a period of time, and specifying where this data will be gathered.

As part of investigating the building’s current performance, time series data of specified operating variables or parameters are captured. These parameters can include energy use (overall and individual equipment), temperatures, flow rates, pressures, weather conditions, equipment runtime and status, actuator positions and control setpoints.

The parameters specified for the monitoring plan will represent key performance indicators (KPI) for the building or for the systems covered under the scope of the project.

The monitoring plan could include:

What data is to be monitored

How the data is to be recorded

The resolution or sampling rate

Synchronisation of all time clocks

Downloading and formatting protocols (relates to the communication protocols of the various devices)

Data analysis method.

DISCUSSDiscuss with students the options (suggestions are made in AIRAH Manual DA27, Section 9.9.10)

Students will undertake the following exercise based on discussion.

EXERCISE 12 Data can be captured and analysed using the tools listed below. From the



discussion, note what each is capable of measuring.

Data loggers

BMCS

Meters

Hand held instruments

Step 11: Develop retrocommissioning plan

The retrocommissioning plan is a document that records all of the discussionsconducted by the team in the planning (and other) phase. It is a dynamic document that will be progressively updated with each of the phases of retrocommissioning project.

The format of the plan should contain the following elements:

1. A description of the building and the systems within it.

2. Project goals and objectives

3. The Project Operating Requirements (POR)

4. Project asset list (including age and expected replacement date)

5. Project team (contacts, roles and responsibilities)

6. Safety requirements (staff OH&S)

7. Formats of all works (work method statements)

8. Work schedule

9. Survey/interview results (occupants, staff, maintenance, security)

10. Baseline data (fuel, energy, water)

11. Test procedures

12. Monitoring plan

13. Performance and functional testing results

14. Recommendations (improvements)

15. Works carried out (implemented improvements)

16. Final test results (commissioning of new and modified systems)

17. Final report with recommendations

18. Training plan

19. Future performance (recommended strategies for persistence)

Explain why this is an important document to develop, and what aspects are covered in the plan. The items are listed in AIRAH Manual DA27, Section 9.9.11.

Note that the retrocommissioning plan is a “live” document that gets updated as the project progresses and at the end of each phase.



As the retrocommissioning plan is developed after the various phasesof the project it should also make reference to:

Investigation report.

Implementation plan.

Measurement and Verification plan.

Before moving on to discussing the next phase, briefly provide a quick wrap-up of this phase and ask for any questions.

The steps in the planning phase are:

STEP 1 Set the scope and goals for the project

STEP 2 Select retrocommissioning manager

STEP 3 Assemble the team and assigning responsibilities

STEP 4 Develop Project Operating Requirements (POR)

STEP 5 Survey existing systems

STEP 6 Review essential safety measures

STEP 7 Benchmark existing systems

STEP 8 Survey occupants, operators and contractors

STEP 9 Draft performance test procedures

STEP 10 Draft monitoring plan

STEP 11 Develop retrocommissioning plan

30 minutes



Slides 19 and 20: What’s involved in investigation?




Phase 2 of the retrocommissioning process is to Investigate. There are nine steps in this process.

You need to address each step separately. The details are provided in the AIRAH Manual DA27, Section 9.10.

Step 1: Review O&M documentation and practice

Outline the range of documentation that should be available to the retrocommissioning team. More information on this is in the AIRAH Manual DA27, Section 9.10.1.

All the building documentation should have been located in the planning phase. This step is to bring all the documentation before the project team, where they assess the quality of the documentation and recommend what steps to take if the documentation is incomplete or inaccurate.

This documentation shouldinclude a detailed description of the essential services equipment and an operation matrix – including every damper, AHU and fan that has been tested and updated.

Building documentation such as operating and maintenance manuals, as-installed drawings, system schematics, operational matrix, fire matrix, BMCS functional descriptions often don’t exist or are inaccurate or incomplete. Although this documentation is very useful for retrocommissioning the process can be implemented without this and the important system and building informationand knowledge can be documented as the project progresses.

DISCUSSDiscuss with students: Who is best able to do this? How do they do it? When is this information recorded?

DISCUSSDiscuss with students what to do if the O&M documentation is lacking or non-existent.


EXERCISE 13 From the discussion, note what to do in case the O&M documentation is lacking or non-existent.



Step 2: Measure and analyse building performance

The monitoring plan previously devised is now implemented. Its purpose is to take a snapshot of the actual / current performance of the building.

The type of measurements undertaken couldinclude:

Sensor calibration (targeting critical sensors)

Complete set of air and water readings

Current draw on relevant equipment

Determining system operating points

Flush rate measurements for toilets and urinals

Water flow rates of tapware

Detailed AHU, fan and pump tests

Duct, room and building pressurisation tests.

Infrared imaging for thermal bridging and leakage (ducts, rooms, facades).

Depending on the depth and scope of the retrocommissioning project the measurement and analysis of all these building/system metrics may not be practicable. The retrocommissioning team may need to look at a building and its systems and decide where best to direct the measurement and analysis resources to achieve the project goals.

More information on this is in the AIRAH Manual DA27, Section 9.10.2 and Topic 12.

Note: This type of data collection can be expensive and owners or investors may be reluctant to undertake this extent of forensic data gathering. This should not be a “stopper” for the retrocommissioning project and often a lack of current systems performance data can be counterbalanced by the experience and knowledge of the persons undertaking the diagnostic monitoring work, of the retrocommissioning manager and other team members. The building and its systems can be reviewed by the team and decisions made about where best to direct the measurement and analysis efforts.

DISCUSSDiscuss with students: Who is best able to do this? How do they do it? How are they reported to the team? Where is this information recorded? What issues / problems could they expect?


EXERCISE 14 Note from the discussion:

Who performs these tests?

How are the



results reported to the team?

How are the results documented?

What problems could be encountered?

Step 3: Perform diagnostic monitoring

Building data is analysed to try to identify areas where problems are occurring, systems are not optimised, controls are compromised etc.Diagnostic monitoring includes monitoring and analysing the performance of the mechanical plant to identify operational issues, equipment faults and plant control inadequacies.

Monitoring tools couldinclude portable data loggers, meters and the BMCS.

Areas that couldbe targeted in this include:

Power and water utility meters

Chiller run hours and number of starts

Source of minimum load call up for cooling and heating

Chiller unloading characteristics

Chilled water and bypass valve positions.

System operating set points

Water temperatures

Load stability and rate of change

Power and water consumption through BMCS monitoring.

Note: It is not uncommon in retrocommissioning projects to discover that the building BMCS is not capable of the level of trending and reporting required for diagnostic monitoring. Often an early step in a retrocommissioning process is to upgrade the BMCS to provide for adequate functionality for the required diagnostic and reporting functions and to provide for system access for tuning and adjustments. Upgrades usually include for new or additional software and controls technicians time and the diagnostic monitoring process should be carried out in conjunction with the BMCS provider in a constructive arrangement.

More information on this is in the AIRAH Manual DA27, Section 9.10.3.

DISCUSSDiscuss with students:



Who is best able to do this?

How do they do it?

How are results reported to the team?

Where is this information recorded?

What issues / problems could they expect?



Who performs diagnostic monitoring

How are the results reported to the team?



Step 4: Test systems performance and integration

The previously devised functional test plan is now implemented.More information on this is in the AIRAH Manual DA27, Section 9.10.4.

Individual tests will need to be conducted on individual plant and systems. This mayrequire functional testing, where the system is forced into particular operational modes and the system responses are observed and recorded.

Each test procedure and the associated results must be clearly documented, and if possible, supported with a snapshot from the BMCS interface screen.



How do they do it?


What issues / problems could they expect?





Who performs these tests

How are the results reported to the team?



Step 5: Identify system improvements

From the data collected and analysed in the performance analysis, diagnostic monitoring and testing, system improvements are identified.

System improvements could include such things as software changes, sensor recalibration or relocation, and equipment modification or replacement.

It may be possible, especially in some minor cost cases, to implement the improvements immediately – such as installing variable speed drives on fans and pumps, providing additional dampers, balancing valves and sensors.




How do they do it?




Who makes these decisions?

How are these decisionsreported to the team?



How are the decisionsdocumented?

Step 6: Develop Investigation Report

Information from theperformance monitoring, diagnostic monitoring and testing, system improvements and recommendations are compiled into an Investigation Report. More information on this is in the AIRAH Manual DA27, Section 9.10.6.



How do they do it?



Who writes the report?

How is the team involved?

Step 7: Prioritise system improvements

This report is passed on to the owner to consider and decide on the priorities provided in the recommendations.

Their decision will be based on such things as:

Budget/Capex (capital expenditure) limitations

Is it still economically viable to proceed with the retrocommissioning?

Can any additional items of the system be improved prior to retrocommissioning?

Is it best to implement the improvements gradually?

What is the likely impact on the tenants?More information on this is in the AIRAH Manual DA27, Section 9.10.7.


On what basis will the owner most likely decide on the recommendations provided?



What problems / issues could arise?

How are these best resolved?

What happens if the owner decides not to proceed?



What criteria will the owner use to decide?

What problems could arise at this stage?

How can these issues be best resolved?

What happens if the owner chooses not to proceed?

Step 8: Draft Implementation Plan

Emphasise that only if the owner has given approval to the investigation Report recommendations, do the next steps apply. If the works are approved, an implementation plan is to be drafted.

The plan should detail:

A scope of work for each improvement

A schedule of work for each improvement

Measurement and verification requirements for each improvement

Program of proposed works.




How do they do it?

What problems / issues could arise in developing this plan?





Who drafts the plan?

How is the team involved?

What problems could arise in developing this plan?

How could these best be resolved?

Step 9: Update Retrocommissioning Plan

The retrocommissioning plan is updated and includes all the findings, recommendations and accepted improvements. It needs to be presented to the building owner / manager for signoff.



How do they do it?

What problems / issues could arise?

Before moving on to discussing the next topic, briefly provide a quick wrap-up of this phase and ask for any questions.The steps in the Investigating phase are:

STEP 1 Review O&M documentation and practice

STEP 2 Measure and analyse building performance

STEP 3 Perform diagnostic monitoring

STEP 4 Test systems performance and integration

STEP 5 Identify system improvements

STEP 6 Develop Investigation Report

STEP 7 Prioritise system improvements

STEP 8 Draft Implementation Plan



STEP 9 Update Retrocommissioning Plan

30 minutes



Slide 21and 22: Why is the BMCS important to a retrocommission?

Make the following points:

Not all buildings have a BMCS – particularly older ones.

Not all buildings have the same BMCS – they vary in the way they provide a representation of the control systems, the management of these controls and the quality / quantity of the data produced.

Updating or upgrading a BMCS system is often the first step in a retrocommissioning project or a pre-project step.

You may need to provide an overview of how the BMCS works – i.e. its relationship on one hand, to the sensors in the building, the digital controls that it manages, and the range of data that is provided.

There are several points in the retrocommissioning process where the BMCS is important – this is discussed in the AIRAH Manual, Sections 9.9.7, 9.9.10 and 9.10.3.

The Building Management and Control System (BMCS) is an extremely valuable tool used in the retrocommissioning process, to perform diagnostics, indicate trends and measure performance.



Note: BMCS are also referred to as Building Management systems (BMS), Building Automation Systems (BAS) or Building Automation and Control Systems (BACS). All of these terms refer to the same thing.

A BMCS consists of a number of digital controllers that communicate via a network infrastructure and report to a computer, referred to as a head-end, supervisor or operator workstation. The operator workstation can send operational parameters to the controllers such as set points and time schedules. Conversely, the controllers can send operational information to the workstation, such as temperature, alarms and system performance information.

The controller software controlling the HVAC is known as direct digital control (DCC).

The BMCS can be web or non-web based systems.

The elements of the control system and its relationship to the BMCS are shown in the slide.

The BMCS that can be used to advantage in a retrocommission project to capture performance data at instantaneous, historic or pre-defined time intervals. This data can be collected into trend logs.

Trend log is the term used for the data files compiling the trend variables for analysis. A trend log is created by sampling and recording a system point at a predefined interval. This interval can be either time based or change of value (COV) based. A trend log can be associated with any control point on the system, either digital (on/off) or analogue (variable), real (measured) or virtual (calculated).



Trend analysis is performed by attempting to analyse the data to identify trends or patterns over a set time period or change of value (COV). Once a trend log has been defined for a system, anomalies are easier to detect.

Trend logs can create large amounts of unnecessary data if not managed correctly. For instance, a trend log set up as a COV will record the point value whenever there is a value change outside the predefined limits. A temperature sensor log may be set up with a COV limit of 0.1°C. Every time the temperature sensor reads a 0.1°C change, the value will be recorded. This small incremental change of value in temperature would not be appropriate in most cases because the change occurs too frequently and the change is not significant. This trend log would create too much data and would be impractical to use in most buildings.

Not all buildings of course have a BMCS – particularly older ones.

Not all buildings have the same BMCS – they vary in the way they provide a representation of the control systems, the management of these controls and the quality / quantity of the data produced. However, as explained above, the principles of their function are much the same across all types.

There are several points in the retrocommissioning process where the BMCS is important, and this discussed in the AIRAH Manual, Section 9.9.7. Sections 9.9.10 and 9.10.3 relate to testing in the final stages of retrocommissioning.

If a BMCS was not installed in a building, installing a digital control system with a BMCS may be the first action to take, so that the performance of the building can be determined. Some buildings have a dedicated Energy Management System (EMS). Otherwise, data loggers and data retrieved from meters and sub meters can be used as an alternative.

Accurate system performance trending is the best tool at the disposal of the retrocommissioning team. The monitoring and trending of system performance and operating characteristics are a pre-requisite of the process. Time-series data of various building operating variables such as energy use (overall and individual equipment), temperatures, flowrates, pressures, weather conditions, equipment runtime and status, actuator positions, control setpoints etc. can be collected and analysed. Analysis of the data includes a diagnostic assessment of system or building faults.

Monitoring and the generation of trend logs can be carried out in several ways:

1. Data loggers – Where BMCS sensors are not available, portable data loggers, which are stand-alone electronic data gathering devices, can be temporarily installed to collect system/equipment performance data. Data loggers are typically available for monitoring and recording current draw, temperature, pressure, humidity, and indoor air quality indicators (CO2 and mixed gas sensors).



2. BMCS – Where BMCS sensors exist, select sensor and ensure trend logs are carried out. Cross check that BMCS sensors are within acceptable deviation with regard to HVAC equipment sensors to ensure consistency.

3. Existing meters – Where meters exist, they should be calibrated before use in the monitoring plan.

4. Spot measurements – Key performance indicators can be measured using suitable calibrated hand held instruments if required.

The fact that a BMCS can manage the performance of a building does NOT mean that it can be used to randomly change system settings. It is vital that you read and understand the functional description, so that you understand how the system is intended to operate, before making any changes to any system using the BMCS.

A functional description is a plain English or narrative description outlining the logic of the mechanical design and associated control system. It is clear, provided in a non-technical language and generally written by the systems designer. It shows:

the intended logic of the operational sequences and control strategies

how all the system components interact

a list of all the physical and key virtual points.Functional descriptions must be system and building specific and not generic control strategies.

If functional descriptions of the BMCS do not exist, this may become one of the tasks of the retrocommissioning project to write this document.

Note: Writing a detailed functional description can be an expensive exercise and it is possible to retrocommission and tune systems without one. However, it is important that any new or updated functional description (of whatever detail) is kept up to date with system changes and similarly a process is put in place that controls how the BMCS is modified.


What types of systems do they have or access to?

How adept are they at using the system and reading the data?



Slides 23: Why is the BMCS necessary for Retrocommissioning

VIDEO PRESENTATION: Jon Clarke ““Why is the BMCS necessary for Retrocommissioning”.

Compliment this topic with a video presentation from Jon Clarke, Associate, Controls and Integration, Norman Disney& Young.

The video has been broken up into 3 shorts segments.

Part 1: 1:15 Need for BMCS in retrocommissioningPart 2: 0:43 Using the BMCS during retrocommissioningPart 3: 0:55 Trend logging

Trainees are asked to make notes on the video presentation from Jon Clarke

Video Presentation Make notes on the following questions.

What is the biggest issue for BMCS commissioning?

What is the major difference between commissioning and retrocommissioning?

How is the BMCS used in retrocommissioning?



How should the BMCS be set up to achieve this?

What are trend logs?

What are alarms?

What are exception reports?

How are these used in building diagnostics?

Other notes?


Trainer should then move on to the tutorial to show practical application of this

25 minutes



Slides 24to 38 Tutorial: Using meters, sub meters, BMCS trend logs or data logging as a diagnostic tool

ACTIVITY 2 Answer the following questions on reading and analysing the data provided by a BMCS.

It is recommended that you work through each of these questions as a group classroom exercise. Clarify for students that this is an activity and that everyone needs to participate and contribute.

There will be students who are familiar with interpreting data from BMCS / metering and others who will not.

Each question has a corresponding slide that you should present to the class for discussion. The students have each question in their Learner Guide, but without the responses. Trainer should advise that answers and comments should be recorded in the areas provided for responses in the learner guide..

Dedicate about 50 minutes to this tutorial.

BACKGROUND

A 2 year old building was originally designed to achieve 4.5 Star NABERS Energy rating. It has a sophisticated variable air volume system with an economiser cycle and very efficient chillers. When you asked the development manager about the construction process it was explained that the building was delivered with a lot of time pressure at the end. You are very suspicious about the controls and commissioning as you know this is critical to a building functioning well, and that commissioning is very time consuming.

You start to interrogate the building energy metering and sub-metering data and BMCS screen shots to see if you can establish whether this new building is performing as per the original design intent.



Question 1: Daily demand/load profile graph

This graph shows the total base building daily electricity demand. Identify any apparent anomalies and suggest any investigations or corrective actions that could be taken.

Activity 2 Question 1 response

A 100kW load turns on at 1am. What is it and why is it turning on at that time?Could be night purge? Could investigate if this is efficient use of energy (is it meeting design goals?)

The plant starts up at 6am. Is this consistent with building operating hours?

Part plant shuts down at 6pm, with the remainder at 10pm, is this consistent with occupant requirements?

Energy peaks at 9am and 5 pm are probably lift use from occupants arriving and leaving.

Energy peak at 1.30pm could be cooking equipment or A/C cooling load peak.



Question 2: Weekly demand/load profile graph

This graph shows the total base building daily electricity demand for an entire week.

a) Why are there differences in the demand for energy on different days of the week?

b) What variables might account for these variations?

c) What additional information would be useful to better understand the variation in demand for energy?

d) Why is there demand for energy overnight when the building is unoccupied?

e) What might account for any variation in overnight load?


a. Weekdays v weekends.After hours calls.Ambient temperature.Weather and humidity.Varying activities or occupancy levels within the building.

b. Variations in ambient temperature, hours of operations, occupancy rates, demand controlled ventilation.(all resulting in chiller cycling on/off or up/down)

c. Daily temperature, demand profiles from major energy using systems such as heating and cooling.

Which bits of energy consumption are variable with temp versus those loads that are more constant?



d. Emergency/security lighting ventilation fans condenser water systems night purge mode system pre-cooling or pre-heating

e. Change in temp affects condenser water/cooling tower. Elevated temperature of building at night might require long night purge cycle.



Question 3: Daily consumption Vs Temperature graph

This graph compares daily energy consumption with average daily temperature.

a) Why is the curve relatively flat up to 15 degrees?

b) What might account for the variation shown at 28 degrees (i.e. 28,000 kWh compared to 38,000 kWh on different days but same average temperature)?

c) How could we use a graph like this to determine whether daily consumption in a building is relatively “normal”?


a. Building is able to use ambient air to condition space up until 15 Deg C outdoor air temp (economy cycle) before chillers start up.

b. Change to plant operation (the high consumption could be an outside air damper stuck open).Change in hours.The lower number maybe with the chillers operating most efficiently.Heat rejection arrangements and the effect of ambient humidity and weather conditions on the operation of cooling towers and or hybrid (wet/dry) heat rejection.

c. Plotting daily consumption on a chart like this would provide prompt feedback on building or system performance.



Question 4: Weekly load profile.

This graph shows the total base building daily electricity demand for an entire week.

Identify any apparent anomalies and suggest any investigations or corrective actions that could be taken.


Is Saturday operation consistent with occupant requirements?Is Sunday load OK? (Higher than night time load)?Investigate cause of 6pm to midnight loads.



Question 5: Seasonal load profile

The graph shows the load profile for the base building on 3 different dates (each in a different season) in the year.

a) Review the load profile. Identify any apparent anomalies and suggest any investigations or corrective actions that could be taken.

b) Identify reasons for the difference between days and seasons.


a. Blue, summer day, plant running until 3am, and starting early at 6am. Peak at 6pm and also at 9pm possibly after hours air conditioning call.

Red, winter day, plant running very late

Pink, shoulder period, did cooling need to start at 4pm? Plant running late. Has outside air economy cycle (if available) been checked for correct operation?

b. Ambient climate/temperature, building operations and occupancy patterns.



Question 6. Daily load profile – Air conditioning (cooling) sub-meter data

This graph shows the daily energy load profile for all AC cooling in the building on a single day.



Big spike at 4.45pm, investigate why because building cooling load should be decreasing at that time. (Lift motor room cooling?)

Chiller running after 6pm? Investigate what is happening in the 6pm to 8.30 pm period.

Plant start at 6am? Is this necessary? Optimum start in BMCS?



Question 7: Reviewing energy sub-meter data

This graph shows all of the energy consumption for a month from the chiller and cooling tower sub-meter and shows all information on a single graph.

What is this graph indicating? Review after-hours energy data. What could be causing this (at least 2 answers should be supplied).]


After hours energy use, from 7pm to 2.30am seems high. Plant should probably not be operating during this period?

1. Possibly air conditioning being manually switched on by cleaners or security guards (knowingly or unknowingly).

2. BMCS could be programmed with the wrong operation schedule.



Question 8: Reviewing sub-meter data with BMCS data

The graph indicates the lift power usage in blue, and the pink dot shows when the after-hours air conditioning request signal came on the BMCS. The straight lines are at midnight.

What do you think the purpose of this analysis was? What are your interpretations of this data?


Lift usage between 10pm and 6am is minimal. This indicates that building is unoccupied and air conditioning should not be running.After an after-hours air conditioning (A/H A/C) request (pink dot on graph) the lifts are always used. This suggests that an occupant (staff member), security guard or cleaner is pressing the button and then catching a lift.This appears to be a human rather than system issue. The person may think that the A/H A/C button is an off switch for the lights?Investigate labels on A/H A/C buttons for clarity.



Question 9. Daily profile – Air conditioning fans sub-meter data

This graph shows the daily energy load profile for all air conditioning fans in the building.



Investigate midnight to 2am operation (Is this night purge? Does it work?)

Investigate after 6pm operation

After hours cooling call? Plant scheduling error?



Question 10. Daily profile – Air conditioning pumps sub-meter data

This graph shows the daily energy load profile for all of the pumps associated with the air conditioning in the building.



Saw tooth pattern indicates poor control of one of the pump systems, operation and/or control may be faulty or maybe operation would be improved with the installation of a Variable Speed Drive (VSD)

Investigate 6.15pm to 9.30pm operation, what is causing pumps/air conditioning to operate during this period?



Question 11. Daily profile - Light and power sub-meter data

This graph shows the daily energy load profile for all light and power in the building.



House light and power overnight load around 800kW, check load has been optimised?

Daily load is also significant, have all systems and associated controls been optimised for efficiency?

There is a marked slow decay in curve after hours (from 6pm would expect sharper decay), can plant/system shutdown be accelerated?



Question 12: Air handling units – BMCS data

This system is designed to use air with relative humidity in the design range (40-60%) and tightly controlled temperature bands. The following BMCS screen shot was taken when it was raining outside.

Can you see a problem? What is the problem?Suggest any investigations or corrective actions that could be taken.


Outdoor air damper is 100% open.

Outdoor humidity level is approximately 100% because it is raining.

Outdoor air damper should be on minimum setting under these conditions.

Corrective actions:External humidity sensor should be investigated; may be broken, installed or located incorrectly or out of calibration.

BMCS programming should “lock out economy cycle when outdoor air is too humid, check settings.



Question 13: Temperature set points – BMCS data

The attached BMCS screen shot shows the temperature set points for each VAV box on one floor of an office block. Is there anything unusual about the information displayed?


The temperature set points are varied all around the floor.

These set points should be consistent across the floor and all other floors.

Possibly changed in response to cold/hot complaints from occupants. Correct operation and control of VAV boxes should be investigated (not set points changed).



Question 14: VAV terminal units – BMCS data

The following is a BMCS screen shot for a VAV box or terminal unit located on one floor. What is this BMCS screenshot telling us?


No minimum and maximum flows have been allocated. Cannot diagnose or tune the VAV box without this information.

Damper fully open but temperature set point is not being achieved (1.7 degrees below set point). Investigate cooling water supply (flow, temperature and bypass) or chilled water temperature set point.

Primary airflow to box may be inadequate, investigate system pressure/fan controls.

Verify damper position and investigate if filter clean/dirty



Question 15: Weekly load profile curve

This graph shows the total base building daily electricity demand for each day of an entire week.



Saturday (5.15pm to 11.30pm) and Sunday (6.15am to 7.30pm) loads consistent with building operation profile/schedule?

Evening weekday loads (after 6.30) should be investigated. (particularly 10/05)

Monday (10/05) load starts from higher baseline than all other days?(Building heat up over weekend, investigate optimum start?)

Weekday loads (between 9.30am and 11.30am) very variable.

At the end of the tutorial ask the class to discuss what they have found out.

Provide a summary to the class on using BMCS and energy metering as a building diagnostic tool.



Slides 39: Using the BMCS in Retrocommissioning

VIDEO PRESENTATION: Jon Clarke ““Using the BMCS in Retrocommissioning”.

Conclude this topic with a video presentation from Jon Clarke, Associate, Controls and Integration, Norman Disney Young.

The video has been broken up into 2 shorts segments:

Part 4: 6:46 How the BMCS controls different energy within a buildingPart 5: 2:38 Using the BMCS post retrocommission

Trainees are asked to make notes on the video presentation from Jon Clarke.

Video Presentation Make notes on the following questions.

What is the biggest issue for BMCS commissioning?

Why write functional descriptions for mechanical plant?

Where should you never test controls software?

What is control valve authority?

How can unstable controls degrade mechanical plant?

What is a building dashboard?



What are global set points?

What does the building operator need from BMCS documentation?


50 minutes



Slide 40: Activity 3 - Project

This is the project that students complete in the weeks before the next scheduled face-to-face training Session 2.

It is preferable that they remain in the same small groups to undertake this Project.

They need to agree on a building that they have access to in order to do the activities required in the project.

The Project is provided below.

Give the students a brief outline of the project.Emphasise that they will be required to work cooperatively as a team.Emphasise that the activity addresses the investigation phase of the process.

Allow students to read through the instructions and ask for any questions.

10 minutes



Activity 3: Work Based Group Project

The project is to be completed during the break between the two sessions. Traineeswill work in the project in the designated teams. Theyneed to decide as a group which building theywill conduct their project in. Theywill need access to the building itself (to survey various components, equipment and plant), the building documentation, and to the building’s BMCS.

Teamswill be expected to write a report answering all the questions that are framed in the project brief provided, and present a summary of their findings to the groupin Session 2.

Teams should decide how theywill communicate during the project and who will be responsible for writing up the draft document. Remind teams that this is a group project and their equal participation in conducting the survey and building diagnostics is important.

The group needs to nominate people to undertake the following tasks;

Leader Person to organize and provide access to the buildingDrafter Person or persons to write the reportPresenter Person or persons to present the reportTester Person or persons to operate the test equipmentRecorder Person or persons to record the tests as they are carried out and the

test results.

All group members are expected to attend the building together during the group project work.

At the beginning of the next session, teamswill be required to submit their project report addressing all of the questions outlined in the project brief and give a brief presentation (no longer than 10 minutes) to the class on theproject, including:

1. Background on the building selected. The type and size,architecture,age. Description of critical plant and equipment.

2. Some of the findings made. With regard to the questions asked in the survey and diagnostics sections of the project brief, what were some of the significant findings (provide at least 4)?

3. Preliminary recommendations regarding areas to target in a possible building retrocommission:

Is the building suitable for a retrocommission? Why or why not?

If it is, what is the likely scope of this?

What objectives would you realistically suggest?

What building / system upgrades or solutions are recommended to improve energy efficiency?



What risks are likely to be encountered in the retrocommissioning process?

How would you present an argument to the owner?

4. Issues encountered in carrying out the project. Did you encounter building access issues? Was the documentation you needed available? What challenges did you have getting BMCS data and interpreting it?

5. How did the project team work together and communicate? What did they learn about team coordination?

The report may be a PowerPoint, Word or PDF based presentation but must be in a format that can be accessed by the class at the next session.

The presentation should be made as if the team were presenting to an investor.

Each team mustselect a person to make this presentation.

This is an assessable activity. You will be assessed on:

a. The quality of the presentation of your report.

b. The detail of the responses you provide for each question.

c. The quality of the class presentation.

d. The number of specified activities completed/attempted.

The project comprises two sections:

1. Survey activities

2. Diagnostic activities.

If traineesare unable to complete any of the specified activities theyshould note why theyare unable to complete in your report and move on to the next activity.

NOTE: SURVEY ACTIVITY 1 MUST BE COMPLETED BY ALL GROUPS

Note that traineeswill need some equipment to carry out some of the specified activities including a calibrated thermometer and a means of communication with other team members.

Ask Trainees whether they have any questions on the project



Project Brief

Survey Part 1

An essential step in any retrocommissioning project is planning. One of the key steps in the planning phase includes surveying the existing building services systems and establishing what is actually there.

Survey activity 1

Obtain energy and fuel consumption data for the last 12 months. Answer the following questions:

1. What is the annual electrical energy (kWh) and fuel consumption (MJ) for the base building?

2. What are the operational hours of the building (hours/week)?

3. What is the occupied area of the building (m2)?

4. What is the total number of computers in use in the building?

5. What is the postcode for the location of the building?

6. Can this information be used to determine a NABERS energy rating?

7. What NABERS energy rating did you calculate?

All groups must source the annual electrical energy (kWh) and fuel consumption (MJ) for the base building.

Survey activity 2

Locate and assess building documentation including operating and maintenance manuals and as-installed drawings. Answer the following questions:

1. Is the building documentation available?

2. Are the documents accurate and complete?

3. Are the documents up to date with any changes since original construction?

If any of the answers to the above questions was no; find out why and comment.

Survey activity 3

Locate all existing meters and sub meters. Answer the following questions:

1. Are there sufficient meters and sub meters to monitor all major energy using systems in the building

2. What energy using systems are sub metered?

3. Is the data being read and stored automatically?



4. Does the metering/sub metering system allow analysis of peak Vs off peak energy consumption?


Survey activity 4

Define existing plant capacity.

1. Is the capacity of all major plant items defined?

2. Do plant capacities concur with as-installed building documentation (asset list, O&M manual)?

3. Do plant capacities concur with design documentation?

If any of the answers to the above questions was no, find out why and comment.

Survey activity 5

Research drivers for retrocommissioning.

1. Does the building have a current NABERS Energy rating?

2. Does the building have any Government tenants?

3. Are there any leasing commitments to tenants regarding energy use?

4. Is there any history of tenant complaints regarding building comfort or operation?

Do the answers to the above questions provide drivers for the retrocommissioning of this building? Comment.

Survey Part 2

An essential aspect of any survey process is to determine the current condition of the building services plant and the level of maintenance being applied.

Survey activity 6

For your selected building answer the following questions:

1. Does the building management team have a maintenance plan in place?

2. Are there maintenance records or logs detailing all maintenance activities?

3. Are essential services being maintained to regulated requirements?




Survey Part 3

Interviewing building management, operation and maintenance staff can be a useful source of information in any survey. For this exercise you are asked to create an evaluation form listing 10 questions that you would like to ask building operation and maintenance staff. Building operational staff can include cleaners and security staff or contractors.

Survey activity 7

Compile a list of (at least) 10 questions that you believe should be included on a “building survey form” for building operation and maintenance staff.

Diagnostics

Another essential step in the retrocommissioning project is diagnostics. Once you have collected data how do you use this data to interpret what is happening in the building? How do you ensure that the data being provided is accurate and true?

Diagnostics activity 1: Sensors

Locate all of the sensors on one floor of the building and any outdoor sensor. Answer the following questions:

1. Are all internal sensors reading the same temperature (within design tolerances)?

2. Are all sensors correctly installed and located? Refer to error check sheet below.

3. Are all sensors (indoor and outdoor) calibrated correctly? (Check calibration with thermometer.)


Error Check Sheet for Temperature Sensors

Common errors that occur with the installation of temperature sensors include:

External ambient temperature sensors should be installed remote from any building exhaust air discharge and out of the direct sunlight.

Sensors should not be located where they can be affected by spurious environmental factors, e.g. locating a room temperature sensor near the external facade in direct sunlight.

When sensors are mounted on a column, particularly an external column, cold bridging can occur resulting in false readings. In this case an insulating pad can be installed behind the sensor to avoid biasing.



Sensors should not be located where they are affected by the performance of the system being controlled, e.g. a room temperature sensor that is located too close to a supply air grille.

Interference between zones can occur where sensor placement options are limited and the sensor for one zone may be affected by supply air from another zone.

Lack of sealing behind sensor as a result of over large cable penetration can cause sensing errors. This is particularly acute in hollow partitions with access to ceiling space air, which may be either positive or negative with respect to the room.

Localised heat sources such as photocopiers can create a microclimate around a room temperature sensor and in these cases the sensor should be relocated.

Solar radiation falling on a room temperature sensor can bias the sensor.

Furniture or furnishings that cover up a room temperature sensor will insulate the sensor from the space it is trying to sense.

Diagnostics activity 2: Outdoor air / Economy cycle

Locate the outdoor air intake for the building ventilation system. Answer the following questions:

1. Are provisions included in the system to allow the outdoor air quantity coming into the system to be measured?

2. Does the air conditioning/air handling system incorporate an outdoor air economy/economiser cycle?

3. Do the controlling dampers move to the correct position during an economy cycle?

4. Is the cycle locked out for particular ambient conditions (Check BMCS)?

5. Are outdoor air intakes appropriately located (away from building exhausts or areas generating contaminants)?


Diagnostics activity 3: Plant scheduling

Answer the following questions:

1. Is the plant scheduling controlled by a BMCS/DDC system?

2. Do schedules reflect the operating profile of the building users?

3. Are schedules locked in or can they be easily changed?

4. What is the arrangement for after hour’s air conditioning access (switching and zoning)?



Diagnostics activity 4: Data verification

This activity requires you to identify and verify particular data being provided by the control system.

1. Identify the displayed room temperature displayed by the BMCS/DDC system and verify with an independent calibrated thermometer

2. Identify the supply air temperature displayed by the BMCS/DDC system and verify with an independent calibrated thermometer

3. Identify the chilled water temperature displayed by the BMCS/DDC system and verify with an independent calibrated thermometer

4. Identify the condenser water temperature displayed by the BMCS/DDC system and verify with an independent calibrated thermometer.

If any of the results of the above investigations show an inaccurate reading; investigate why and comment.

Diagnostics activity 5: BMCS Trending.


1. Does the building have BMCS/DDC controls?

2. Do the controls facilitate trending of system performance indicators?

3. What trends can be produced with the BMCS? (Provide samples.)

Diagnostics activity 6: BMCS graphics.


1. Does the building have BMCS graphic user interface?

2. Are the graphics understandable and user friendly?

3. Are the graphic images consistent with the systems layouts?

Diagnostics activity 7: BMCS security.


1. Does the building have BMCS/DDC controls?

2. Can system set points be changed without authorisation?

3. Does the system automatically log any changes made and who made them?



Wrap up

Sum up the training covered in session 1.

Ask trainees if they have any questions regarding the material covered in session 1.

Thank trainees for their participation.

Remind them of the dates and location for session 2.

Close the training session.

5 minutes



SESSION 2



Slide 41: Activity 4 – Report back

The students are expected to report to the class on their paired or small group project.

The Project was flexibly designed to allow for differences in the information they had access to, and the type of building that they reported on.

Therefore, there is no “correct” answer in terms of the recommendations that they may provide.

What you are looking in the report-back for is the following:

Evidence that they worked as a team (one person will be responsible for reporting on behalf of the team).

That they had sufficient access to building information (or they explain why this was not the case).

They provide a brief background on the building (could include photos).

They give a concise insight into the issues and challenges that confronted them in accessing and interpreting the data, and making recommendations.



Time will be an issue in this report-back session. It is assumed that there is a maximum of 6 small groups in a class. This allows 10 minutes / group for the presentation.

The presenter should conduct the presentation at the head of the room.

Ask each group how much time was spent on this project and how the team was assigned tasks. How many times did they meet as a group? How did they conduct communication? What did they learn about team coordination?

Trainer should encourage other groups to ask questions and comment on the presentations.

60 minutes



Slides 42 and 43: What is involved in implementing?

It’s




Phase 3 of the retrocommissioning process is to implement. There are 10 steps in this process.

It’s most likely that the service students will be involved (in real life) in the implementation of the retrocommissioning and the owner representatives with the management and documentation.

You need to keep this in mind when addressing the two sides of the industry in your class. Draw them out in the discussion points.


Step 1: Select contract approach

Outline the main approaches – contracted retrocommissioning manager, in-house staff or normal building work contract.

There are three main approaches:

1. Engaging the retrocommissioning manager. The company undertakes all implementation and is responsible for sub-contracting the work.

2. Engaging in-house staff with the assistance of the retrocommissioning manager. In-house staff undertake the implementation work and continue to liaise with the retrocommissioning manager.

3. Engaging outside contractor. The owner may prefer to work with contractors that they know or have previously worked with. The retrocommissioning manager should be retained to oversee the implementation and assist with verification and handover.

These approaches will depend on past practices, the experience of the in-house staff and relationship that has been developing in the first two phases of the project with the retrocommissioning manager.


DISCUSSDiscuss with students: What are the pros and cons of each approach? In what contexts would they each be more suitable? How should the contract be structured – eg, performance based? DISCUSSDiscuss with students: What are the advantages and disadvantages of contracting the incumbent maintenance service provider for retrocommissioning services?




EXERCISE 21 Note from the discussion the pros and cons of each approach:

Retrocommissioning manager

In-house staff

External contractor

Maintenance provider

In what circumstances would a Performance Contract be suitable?

Step 2: Implement selected system improvements

These improvements were identified in the initial survey and implementation plan. Only the approved improvements are implemented. See AIRAH Manual DA27, Section 9.11.2.

DISCUSSDiscuss with students: What level of specification is necessary? How should the objectives be communicated to the service team?


EXERCISE 22 Note from the discussion, the following:

How is the Implementation Plan communicated to the contractor?

How is the project kept on track?

How are issues / changes communicated to the team?

Issues encountered



Step 3: Conduct pre-functional tests

As the new plant and equipment is introduced, it should be fully tested prior to testing, adjusting and balancing (TAB) and system integration tests. This also applies to dampers and valves and associated components that should be individually tested prior to conducting any system tests.


DISCUSSDiscuss with students: What are the issues in conducting these tests?


EXERCISE 23 Note from the discussion, the issues involved in pre-functional testing.

Step 4: Conduct testing, adjusting and balancing (TAB)

This addresses the main components;setting to work, controls set points, air and water flows. This is TAB of new and modified systems.

When all equipment and plant has been installed, a full or partial air and water balance can be conducted. Areas requiring particular attention would include:

VAV calibration

Instrument and control calibration

Partial or complete proportional balance of water and air distribution systems

Changing fan and pump speeds to allow systems to operate at optimum points

Addressing any area or unit which is being starved of water or air

Setting up and verifying minimum outdoor air quantities.

Assessing duct leakage.

The testing schedule must be structured so that testing builds from the simple to the complex following this hierarchy. Early functional tests focus on components and connections and can be carried out in parallel with other component functional tests.

Once functional tests are completed, system testing and balancing (TAB) can be carried out. TAB can be carried out in parallel with the TAB and functional testing of other systems. Systems integration tests are carried out after functional and TAB tests confirm the readiness of each individual system. Whole building tests and building tuning tests follow, leading to ongoing monitoring, ongoing tuning and eventual recommissioning tests.




DISCUSSDiscuss with students: What are the issues in implementing this?


EXERCISE 24 Note from the discussion, the issues involved in testing, adjusting and balancing (TAB).

Step 5: Test system performance and integration

Once improvements have been made, components tested and systems balanced, further system testing is required. This is the commissioning of new and modified systems and is a cyclic, on-going process until satisfactory performance results have been achieved.


DISCUSSDiscuss with students: What are the issues in implementing this?


EXERCISE 25 Note from the discussion, the issues involved in testing system performance and integration.

Step 6: Implement measurement and verification plan

Performance measurements of the modified building and systems are conducted and recorded so that the new performance can be compared to the initial benchmarks and baseline (conducted in the planning phase). This focuses on the energy improvements, operational improvements and improvements in safety, risk or compliance with legislation.


DISCUSSDiscuss with students: What are the issues in conducting these measurements?


EXERCISE 26 Note from the discussion, the issues involved in measurement and



verification.

Step 7: Update Retrocommissioning Plan

Stress that the retrocommissioning plan is an on-going document, and shouldbe updated throughout the process.


DISCUSSDiscuss with students: Whose role in the project team is this? How is the information collected and communicated? Where does the plan go? Where is it stored?



Who updates the plan?

How is information collected?

How is the plan communicated to the team?

Step 8: Draft training plan

Training is aimed primarily at the operations and maintenance staff and building users. The training focuses on how the system works as a result of the changes.

As a consequence of the retrocommissioning and depending on scope and scale of the project, there will most likely be new and modified systems that need to be understood, controlled and managed by the building staff.

A plan therefore needs to be devised that ensures that the staff will know (depending on the project):

How the system works

Project operating requirements (POR)

Operation and maintenance protocols

What improvements have been made and why, and the improved performance

How to use the BMCS, including creating trend logs and analysing data

How to measure, monitor and analyse energy usage



What fine tuning is required

Operating schedules and sequences of operation

O&M requirements for the modified system

Alarms – how to set them up, what they mean and how to respond

Fault detection and diagnosis

Strategies for persistence of benefits, including a recommissioning plan.The training of tenants and building occupants also needs to be considered and addressed, particularly in the operation of user controls.

This training will be delivered in the Handover stage.


DISCUSSDiscuss with students: Who writes this plan? How is the information gathered for the training plan? What resources are required?



Who devises the plan?

How is information collected?

What resources are required?

Step 9: Revise and update building documentation

Changes to the as-installed documentation are critical, as this is a record of the work implemented. The extent of document changes will depend on the works carried out. See AIRAH Manual DA27, Section 9.11.9

Updating building documentation is an important step but can be a very expensiveand time consuming task depending on the quality of the current documentation. The extent of existing documentation updates needs to be discussed and agreed with the client. It is essential, whatever extent of documentation is decided on,that this work be planned for and documentation developed as the retrocommissioning works progress. It can be very expensive to go back after the project and attempt to update. There are also a number of IT related opportunitiesthat could be applied to minimise the cost of producing records and maximising their usability



DISCUSSDiscuss with students: Whose role in the project team is this? How is the information compiled? Where is the documentation stored?



Who is responsible for doing this?

How is information collected and compiled?

Step 10: Draft final Retrocommissioning Report

This document reports on the activities and improvements that have been made as a result of the retrocommissioning process. See AIRAH Manual DA27, Section 9.11.10.

DISCUSSDiscuss with students: Why is this report necessary? Who is it aimed at? Who writes it? How is the information compiled? Where does the plan go? Where is it stored?



Why is this report necessary?

Who is responsible for writing it?

How is information collected and compiled?

Where does the report go and where is it stored?

Before moving on to discussing the next phase, briefly provide a quick wrap-up of this phase and ask for any questions.



The steps involved in the Implementation phase are:

STEP 1 Select contract approach

STEP 2 Implement selected improvements

STEP 3 Conduct pre-functional tests

STEP 4 Conduct testing, adjusting and balancing (TAB)

STEP 5 Test system performance and integration

STEP 6 Implement measurement and verification plan

STEP 7 Update Retrocommissioning Plan

STEP 8 Draft training plan

STEP 9 Revise and update building documentation

STEP 10 Draft final Retrocommissioning Report



Slide 44: Implementation – Challenges and solutions

Play Video presentation of Bryon Price, Strategic Development Director, A.G Coombs Group.

This is a two part presentation:

Part 1: 14:38 The challenges and solutions in retrocommissioning an occupied building.Part 2: 2:22 How retrocommissioning is best managed.

Trainees are asked to make notes on the video presentation from Bryon Price.

Video Presentation Make notes on the following questions

Do most buildings have good data and documentation for retrocommissioning?

What stakeholders need to be managed during the process?

Are existing BMCS generally suitable for supporting a retrocommissioning process?

Historically, what has been the biggest challenge or barrier to retrocommissioning?

Can the retrocommissioning process be



staged?

How are tenants managed?

What are the issues for occupied spaces?

How important is planning?

What role can tenants play?

How important is communication?


40 minutes



Slide 45: What is involved in handover?


Phase 4 of the retrocommissioning process is to Handover the improved and optimised building/system. There are five steps in this process.


Step 1: Deliver updated building documentation

Building documentation including updated As-installed drawings, updated O&M manuals and updated building user guides are submitted to the building owner.

Updated building documentation provides support for ongoing testing, calibrating, tuning and energy efficiency focused maintenance. Using the documentationprovided by retrocommissioning, maintenance service providers can be encouraged by building owners and managers to focus on the risk areas of energy wastage associated with the buildings mechanical systems.

DISCUSSDiscuss with students: Why is this important to do?Where is it kept / stored?





Why is this important to do?

Where should the document be kept /stored?

Step 2: Deliver training

The training plan is now implemented. The training is delivered to owners, operators and occupants.

DISCUSSDiscuss with students: Who conducts the training? How is the training conducted? How would the training differ for the different cohorts?



Who conducts the training?

How is it best conducted?

How does it differ for the different cohorts?

Step 3: Deliver recommissioning plan

This plan maps out a series of recommended future tests and the schedule when this is to be carried out. As the team that created this document maynow be disbanded, this document is critical for any new building .personnel.

DISCUSSDiscuss with students: Whose role on the team is it to do this? Where is it delivered? How is it stored?



Who writes the plan?

Where is it delivered?



Where is it stored?

Step 4: Deliver final retrocommissioning report

The final retrocommissioning report, drafted in the implementation stage, can now be finalised.

DISCUSSDiscuss with students: Whose role on the team is it to do this? Who has access to this document? Where is it kept / stored?



Who passes the document on?

Who has access to this document

Where is it stored?

Step 5: Conduct lessons learned meeting

This is the final meeting of the retrocommissioning team, to receive the final retrocommissioning report and to discuss lessons learned from the process.

DISCUSSDiscuss with students: Why is it an important meeting? What is done with the notes taken from this meeting?



Why is this an important meeting?

What is the likely agenda?

What is done with the minutes?



Before moving on to discussing the next phase, briefly provide a quick wrap-up of this phase and ask for any questions.The steps involved in the Handover phase are:

STEP 1 Deliver updated building documentation

STEP 2 Deliver training

STEP 3 Deliver recommissioning plan

STEP 4 Deliver final retrocommissioning report

STEP 5 Conduct lessons learned meeting

20 minutes



Slides 46 and 47: How is a retrocommission costed?

It is not easy to provide a clear picture on the costs, as these will vary so markedly from one building to another. On the other hand, the building owner will want to know this very early on.

We can therefore break it down into components.

The initial retrocommissioning plan – sufficient to have an outline of the recommendations made to how to improve the building’s performance. Here the costs will depend on the size of the building, and the size of the team that has been engaged or contracted in stages 1 and 2 of the retrocommissioning process. These costs include engagement of team, survey and diagnostics and development of the investigation report.

Once an Investigation Report has been developed, which includes all the recommendations, costs, estimated savings and payback periods, then all the costs (and benefits) will be known. (See AIRAH Manual 9.10.6.) These costs include the capital costs of the improvements including removal existing, installation new plant, TAB, integration and commissioning.

Additional costs that might impact on the budget are in the handover stage – depending on the sophistication of the project and the training and resource development involved. This may be absorbed by the ongoing building management, although in a small building, this could be an actual cost. These costs include:



o Training delivery

o building documentation delivery

o final retrocommissioning report and

o lessons learned analysis.

Some of the project specific factors that canaffect the cost of a retrocommissioning project include:

Scope and depth of the project

Availability of system/building documentation

Number and complexity of systems, building, zoning

Existing BMCS, meters, sub meters and system instrumentation

Involvement of retrocommissioning specialist

Extent of in-house/on-site staff involvement

Extent of reporting and measurement and verification required.

Some of the factors that canaffect the project savings:

Adoption of strategies for the persistence of benefits (see Topic 17)

Partial implementation of recommendations only

Lack of credible baseline data.

Cost has been a very significant reason why retrocommissioning hasn’tbeen carried out in the past and why building systems have been allowed to deteriorate. A significant issue for practitioners is how to improve the cost effectiveness of retrocommissioning or how to achieve the required outcomes for the least cost.

As practitioners and organisations improve their retrocommissioning skills and abilities and with additional drivers such as energy efficiency, sustainability and carbon mitigation at play it is likely that these services will be provided more cost effectively in the future.



Slides 48 and 49: How do we determine cost benefits?

The owner’s agreement to a retrocommission is often based on a cost/benefit analysis, i.e. weighing up the costs of the retrocommission against the benefits.

In discussing the benefits, the owner will want to know this, not in terms of generalities (reduction in CO2 emissions, etc) but in terms of dollars. Therefore, for each item of benefit, you will need to provide a dollar figure. Then you can more realistically determine how the costs measure up against the savings, and what the actual payback period will most likely be.

The benefits derived from the retrocommission include:

Reduced operating costs

This applies directly to the savings made in energy (electricity, gas), fuel (gas, oil) and water. A successful retrocommission might lower the energy costs of a base building by up to 40 – 50%. If the initial baseline has been conducted (as it should), the actual savings can be calculated in dollar terms, and this projected over a number of years.

Reduced operational risks

The retrocommission will have increased the reliability of the plant and equipment and system performance, with enhanced asset protection. This in effect means that the plant and equipment should have an extended life cycle (will not need to be replaced for a longer period). This is an



estimatable item and can be translated into dollar figures.

Reduced maintenance costs

One of the reasons for conducting a retrocommission may have been the periodic breakdown of plant and equipment, and the consequent high maintenance and servicing costs. Having the plant and equipment modified or upgraded and making it work at optimal performance will save on maintenance costs. This can be estimated as an actual dollar saving.

Improved sustainability

The retrocommission has modified or upgraded plant and equipment, and optimised building performance. This means improved occupant satisfaction (fewer complaints) and a reduced resource use. Complaints are a constant drain on building management resources in dealing with small, but time consuming and annoying issues. This is a direct cost saving and can be estimated in terms of saved staff time following up tenant calls, calling service contractors, monitoring and checking the fix, informing the tenant again, etc.

Increased knowledge

The retrocommissioning process ensures that operators are better trained and understand how to operate the system at its optimal level. This means that the knowledge is retained by the building owner manager, and does not rely on expensive external support contractors.

The retrocommission process also created a set of valuable building documents that are comprehensive and up-to-date. Thus, any further commissioning or fine-tuning required in the future will be supported by the relevant documentation. This too is a cost-saving, and can be estimated

Improved tenant relationship (less churn, longer leases and potentially higher rents)

The impact on tenants can be significant with an improved “sustainable or green” building. It may mean lower tenant churn (this can be calculated from past records) which is a cost when floors /space is vacated as one tenant leaves and another moves in. The upgraded building may attract larger tenants with longer leases (again, a cost saving on advertising, etc.) The improvements to the building performance may mean that higher rentals can be imposed (as the upgrade will mean cost savings for the tenants as well). These are less tangible and more potential benefits, but never-the-less, if the building had a record of high tenant turn-over, a dollar cost benefit can be estimated

Improved comfort and productivity



This is not a direct benefit for the owner (unless they are an owner occupier), but will translate into improved tenantsatisfaction. If staff productivity can be increased the financial returns can be huge. Building owners and occupiers should be informed of the potential for the retrocommissioning process to improve the building’s indoor environment quality (IEQ) leading to improved productivity for occupants leading to greater organisational profits.

Improved property value

This is often an over-looked benefit in the cost benefit equation. The retrocommission has improved the value of the property by upgrading the essential systems and operating performance of the building. It is difficult to quantify, but a check with a property vendor or valuer could estimate a dollar figure for this.

In order to provide a realistic picture of the costs of retrocommissioning, which will be mostacceptable to the building owner, it will be necessary to conduct a cost analysis.

This cannot be generalised, but conducted for each building project, because the costs associated with building retrocommissioning will vary from project to project depending on the scope and goals of the project and the opportunities presented by the building and its systems.

In general terms, however, the costs incurred are largely related to the energy efficiency gains required.

For example, the so-called “low hanging fruit” of a building might be addressed relatively cheaply to achieve the first 10-15% energy savings (e.g. scheduling, control strategies and settings, sensor calibration).

For greater savings beyond this, further investment may be required including a deeper analysis of the building systems and more capital intensive improvements (e.g. BMCS upgrades, terminal unit replacement, variable speed drives).

For maximum savings to be achieved, the higher end capital improvements may be required (e.g. building facade work, central chiller/boiler plant replacement).

The AIRAH retrocommissioning model is not proposed as a capital works intensive process. The process instead looks to optimise the performance of existing systems and plant rather than embark on wholesale replacement and upgrades. Ultimately, however, it is the building owner or client who will make the capital investment decisions.

To assist this process the AIRAH manual requires that each proposed system improvement is detailed in the investigation report and includes the estimated savings, the costs to proceed and the simple payback period, return on investment or other agreed financial criteria for each recommendation.



The AIRAH Application Manual notes that, as a general guide, the payback period for any retrocommissioning works should be no more than 2 years to become an attractive business option. Retrocommissioning programs with payback periods in excess of 5 years are unlikely to be undertaken.

There are several financial analysis methods that can be used to conduct a costs analysis, and a brief explanation of these are provided below.

The trainer should explain the “Simple Payback Period” method for trainees, how to undertake it and its limitations. The information on the other methods is provided for information, background and comparison only.

Simple Payback Period

Calculating a simple payback period is the most basic of economic analysis tools and the simplest to apply. It is most applicable in situations where a reduction in operating costs relative to business as usual (or some other alternative) will be achieved. Simple payback roughly calculates the number of years before capital is recovered but does not include savings beyond that time, and therefore does not calculate return on investment (ROI).

Simple payback period can be calculated using the following equation:

Payback Period (Years) = Total Investment ($) / Savings per year ($)

Or if non-energy impacts and benefits are to be included, payback period =

Retrocommissioning cost +/- Non-energy impactsAnnual energy savings +/- non-energy benefits

The advantages of this simple payback analysis is that it is intuitive and easily understood, does not rely on discounting and does not require a stipulated measure life span.

Net Present Value

Net Present Value (NPV) analysis calculates the net value (all benefits minus all costs) of an action in today’s dollars terms so that direct comparisons can be made. It is the recommended tool for identifying the optimal outcome among a number of options

The major benefit of NPV is that it acknowledges the time value of money; that is $1 today is worth more than $1 in X years. The time value of money is represented in the calculations by a ‘Discount Rate’ which reduces the value of money in future years by a certain rate per year (usually in the range of 5-10% depending on the application).

The ability to include discount and inflation rates (as well as other factors as required) results in the generation of a good indication of the economic outcome of an action, however as these rates are assumptions of future trends they can also include a degree of inaccuracy.

Internal Rate of Return

Internal Rate of Return (IRR) analysis is similar to NPV however rather than attempting to calculate a monetary value as the output it identifies the discount rate at which the NPV is zero. This eliminates one of the assumptions required for NPV calculations. IRR has benefits over NPV. However it requires some understanding of the underlying economics for the output to be meaningful and is therefore not always applicable when persuading others.



Life Cycle Costing

Life cycle costing is a systematic methodology for assessing all the significant costs of ownerships over a selected period expressed in equivalent monetary terms. It recognises that the various operational elements within a building system are inter-related over time. That is, a decision made today regarding building services characteristics will not only affect present functioning but will have an impact over the useful life of the facility.

Apart from capital costs, the ongoing life cycle costs are formally titled "Cost-in-use" and comprise:

operating costs maintenance costs cleaning costs alterations and replacement costs

These costs often far exceed the initial capital cost when taken over the useful life of a facility and may have other long term impacts on productivity cost (noise, air quality, thermal comfort) than may be immediately apparent. There is an obvious incentive towards the concept of life cycle costing for an owner-occupier whose interests are best served by ensuring economics for the life of the plant as compared with a developer with motivation towards selling or leasing. AS/NZS 4536 provides an application guide to life cycle costing.

Life Cycle Analysis

Life Cycle Analysis (LCA) is a detailed analysis technique that aims to quantify all environmental costs, past, present and future, attributable to an action or product whether they are direct or indirect. LCA goes beyond simply maximising the economic return to the building owner, it also aims to minimise environmental costs rather than costs borne by the owner.

When presented with a LCA the scope and goals should always be scrutinised as they are critical factors and the outcomes are largely meaningless unless presented in context. The benefits of a positive LCA should be understood and products or services that have had a LCA conducted for them and have achieved a positive result should be given preference in the procurement process.



VIDEO PRESENTATION: Craig Roussac, General Manager, Sustainability, Safety and Environment, Investa Property Group - “The cost benefits of retrocommissioning”.

The presentation is divided into two parts;Part 1: 2:28 What are costs and benefits in retrocommissioning?Part 2: 3:47 Cost benefits after a retrocommission

Make notes on the video presentation from Craig Roussac.

Video Presentation Make notes on the video presentation on the following questions

How are commercial office buildings valued?

How important is return on investment (ROI) to retrocommissioning?

What uncertainty factors can impact on ROI?

Are intangible benefits important or valued?

Is retrocommissioning reactive or proactive?

How can retrocommissioning affect tenant retention and investment return?


45 minutes



Slide 51: Activity 5 - Building retrocommissioning cost analysis

Trainer should advise that this is a group activity and they should undertake this activity collaboratively within their existing groups.

An important aspect of the building retrocommissioning for energy efficiency process is estimating the likely energy savings that could be achieved by the process. One point to remember is that the greater the depth of the process (e.g. extent of project scope and goals, depth of investigation, extent of capital intensive improvements etc.) the greater the extent of energy savings.

All buildings are different and individual retrocommissioning projects will have different goals and outcomes so generating actual energy saving data for this activity is not possible.

This activity will require you to source the actual energy data from the subject building and, by applying the “typical” savings criteria outlined in the LBNL report, applying the lower 25 percentile, median and upper 25 percentile values for whole-building energy-savings (see Table A5) to the subject building, provide a dollar estimate of the potential energy savings and the corresponding retrocommissioning cost.



The following scenarios are to be considered:

Table A5

Energy savings Payback period Percentile

10% 0.5 Lower 25%

15% 1.0 Median value

30% 2.5 Upper 25%

Using the energy saving and payback periods above and the energy data sourced for your building calculate the potential energy savings and the associated (typical) retrocommissioning project costsfor your building.

For example:Annual energy use = ‘W’kWh/yearPotential annual energy savings = 10% of annual energy use (‘W’) = ‘X’kWhr/year

Value of energy saved = ‘X’kWhr/year x $/kWhr = $’Y’/yearCost of project = $’Y’/year x Payback period (0.5 in this case) = $’Z’

This dollar figure $’Z’ represents the typical cost to achieve 10% energy savings for your building.

Complete this exercise for all 3 scenarios listed below.

Scenario 1 10% energy savings/0.5 years payback



As an additional metric ask trainees to calculate the energy intensity of the property, i.e. kWh of energy used per unit area =kWh/m2



Discuss each teams/buildings results and compare and contrast the calculated values.

Energy intensity

Calculate the energy use per square metre for your buildingkWh/m2

30 minutes



Slide 52: Persistence strategies

It is most important to see that retrocommissioning is an ongoing process, beyond the stage of handover. Most important is the need to continuously measure and verify the results of the retrocommissioning process.

The building and its systems performance are likely to deteriorate over time as tolerances slip and component wear and tear takes its toll on the system.

There are strategies however, which can be implemented by owners and facility managers to ensure that the benefits derived from retrocommissioning persist into the extended life of the building.

Strategies for persistence include:

Post occupancy evaluation

Building documentation management

Ongoing training

NABERS ratings

Automated monitoring and alarm

Ongoing operational strategies

Ongoing maintenance strategies

Ongoing building tuning program

System recommissioning program



Post occupancy evaluation

Post occupancy evaluation generally centres on two critical areas: the energy performance of the building, and the occupant satisfaction level.

Evaluation activities include checking occupant comfort and satisfaction and checking set points and schedules. Building operators, tenants, occupants, and maintenance providers should be interviewed. Periodic evaluation sheets can be issued to the tenants to determine if there are perceived or real issues within the building.

During the post occupancy period, it is important to maintain a log of tenant complaints to determine where problems exist. This can be monitored and addressed by the building tuning team

Building documentation management

Unauthorised and unrecorded changes to building operations are a primary cause of building performance degradation. Building documentation provides building operators and system maintenance contractors with the information they need to operate and maintain the building. If this information is inadequate or inaccurate, then building operations are likely to be sub optimal.

Procedures should be put in place to automatically and promptly update building documentation, including any changes to control strategies or set points that effect system performance. Operation and Maintenance (O&M) manuals need to be upgraded with all system changes as they are implemented.

Changes might include tenancy fit-outs and the inclusion of supplementary ventilation, heating or cooling units. As-installed drawings should be updated and additional information included in the O&M manuals as necessary.

If everybody is responsible, no one is. Therefore, one person/position should be made responsible for the upkeep of the O & M Manuals and associated documentation and a formal system of change management and document control adopted

Ongoing training

Ongoing training of building management staff, building tenants and occupants helps to ensure that systems are understood and are operated correctly. This is particularly true of new staff and the original training materials should be made available to new staff when they join the team.

Building operators and system maintenance staff should be encouraged to increase their skills and knowledge through available and relevant industry courses and training. Well-informed and trained staff are more likely to maintain a high level of building performance into the future.



NABERS ratings

Where buildings need to maintain a NABERS rating, there will always be a sharp focus on building tuning and persistence strategies. This highlights the fact that all buildings must be carefully monitored to maintain performance and identify potential improvements. Verification of meter readings is an essential part of the NABERS process, so the calibration and accuracy of meters and temperature sensors (and reflective BMCS readings) should be closely monitored.

Automated monitoring and alarm

Most BMCS systems have functions which allow alarms to be sent out for various levels of faults. In the case of building tuning, key items should be highlighted that will initiate an alarm signal if the specified operating range or limits are exceeded.Thus, if power consumption or run times are excessive, there will be a BMCS trend log and an alarm function which will highlight these issues. Refer to AIRAH DA28 Building Management and Control Systems (BMCS) for further details on automated monitoring and alarm strategies.

Operational strategies

Operational strategies that can be adopted to help the benefits of retrocommissioning persist into the long term building operational period include:

Systems monitoring and ongoing building tuning.

System security and management.

Formal system of change notification (to building manager).

Maintaining building documentation up to date including O&M manuals and as-installed drawings.

Maintaining availability of commissioning records.

Setting targets for building performance.

Staff training/Occupant training/Awareness campaigns.

Monitoring and managing after hours usage

Enforcing building user guides and tenancy fitout guides.

Displaying building daily/weekly monthly energy and water performance to building occupants (engage occupants in the energy efficiency of the building).

Maintenance strategies

Enhancing current maintenance strategies to ensure that systems are maintained at their optimum performance, including the adoption of advanced maintenance strategies, refer AIRAH DA 19. Maintenance strategies that could be adopted include:

Development and document a formal Maintenance Policy or Plan.

Adopt performance based maintenance contracts incorporating preventative maintenance and condition based monitoring.



Incentivise maintenance and service providers, linking incentives to system/building performance improvements.

Including the retuning of systems as part of the ongoing maintenance contract.

Building tuning (ongoing)

Building tuning is an ongoing activity where efforts to maintain optimum performance are commencing directly after the commissioning, recommissioning or retrocommissioning programs have been completed.

Ongoing monitoring is used to establish the appropriate baseline of operation, either using the BMCS, or a dedicated monitoring system.

Operations are continuously monitored so that when deviations from the established baseline do occur, equipment repair or operational improvements can be rapidly instigated. Building tuning activities often concentrates on the operation of the system controls and the integration of systems operations.

Recommissioning

A recommissioning process should have already been planned and documented in the final commissioning report or at completion of the retrocommissioning phase. Recommissioning shouldbe carried out periodically after replacement, upgrading or changes to building equipment, services or use.

Periodic recommissioning will help to maintain system performance after retrocommissioning. Best practice is for the recommissioning plan to be developed with the original retrocommission project which is included in the building documentation at handover.

The AIRAH Application Manual recommends recommissioning of services every 3 – 5 years.

DISCUSSDiscuss with students: Students will undertake exercise based on discussion.

EXERCISE 35 Note from the discussion what factors could impact on the performance results after the retrocommissioning process has completed.



30 minutes



Slide53: Case study2 – Freshwater Place

AUDIO PRESENTATION: Dr Paul Bannister, Managing Director, Exergy Australia – “How a recent Melbourne building was retrocommissioned” (9:30)

A technical paper providing the background on the Freshwater Place retrocommissioning project has been provided in text form in the back of the Learner Guide.

Trainees are asked to make notes on the audio presentation from Dr Paul Bannister

Audio Presentation 1 Make notes on the following questions.

Why was this building suitable for retrocommissioning?

What was the first step?

What were the main interventions?

What is the difference between compliance control solutions?

What did widening the temperature deadband achieve?



What does service deprivation mean in retrocommissioning?

Other notes

Trainer should follow up the audio presentation with a brief discussion as to what trainees thought were the main points/ideas that were brought out.

15 minutes



Slide 54: Lessons learned

VIDEO PRESENTATION: Davina Rooney, Sustainability Manager, Stockland - “Lessons learned in conducting retrocommissioning processes”. (8:08)

Trainees are asked to make notes on the video presentation from Davina Rooney on “Lessons learned in conducting retrocommissioning processes”.

Video Presentation Make notes onthe following questions:

How has retrocommissioning developed as a process over the last few years?

Are capital expenditure investments always required in retrocommissioning?

How are buildings selected from a portfolio, how do you identify the best candidates for retrocommissioning?

How are retrocommissioning proposals approached from an owner’s perspective?

Have expectations exceeded outcomes, or vice versa, in your retrocommissioning experiences?

How do you assess the benefits and costs?



What are the red flags for retrocommissioning?

Overall, is retrocommissioning a beneficial practice for the building?

Does retrocommissioning ever end?

20 minutes




Wrap up

Sum up the training.

Draw trainee attention to the list of references and additional resources listed in the learner guide.

Thank trainees for their participation.

Ask for any questions

End the session.

10 minutes

Mention further resources (see learner guide)

Mention focus group (for review of pilot course)



Additional material

PCA documentation for 66 Waterloo Road Project Exergy documentation for Freshwater Place project Extract from DA27 – Section 9 and Appendices B and C


Documents

Building retrocommissioning for energy Web viewRetrocommissioning buildings for energy efficiencyTrainer Guide. Retrocommissioning Trainer Guide V1.1291111Page 139