a · · 2018-05-04regarding the importance of maintaining a healthy, safe and environmentally...
TRANSCRIPT
THE HOSPITAL FOR SICK CHILDREN
ENERGY CONSERVATION AND DEMAND MANAGEMENT PLAN
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Contents Introduction .................................................................................................................................................. 4
Background ............................................................................................................................................... 6
Executive Summary ................................................................................................................................... 6
Awareness, Education and Engagement ............................................................................................... 7
Identification Initiation Innovation and Implementation ..................................................................... 7
Organizational Commitment ................................................................................................................. 7
Technical Systems Review..................................................................................................................... 7
Monitoring Measuring and Reporting .................................................................................................. 7
Our Vision. ................................................................................................................................................. 7
The Guiding Principles of our Strategic Energy Management .................................................................. 8
SickKids Business Case for Environmental Sustainability ......................................................................... 6
Energy Management Goals and Objectives ............................................................................................ 10
Goal: CDMP Approval, Resources to Implement ................................................................................ 10
Goal: Implement Financial Practices and Decision Making Processes ............................................... 10
Goal: Establish Purchasing Specifications for Energy Efficient Equipment and Services.................... 10
Goal: Implement Enhanced Design & Construction (D&C) Practices ................................................. 11
Goal: Improve Building Operating Performance................................................................................. 11
Goal: Implement Cost-Effective Facility Upgrades ............................................................................. 11
Goal: Actively Manage Energy Commodity ........................................................................................ 12
Goal: Monitor, Track, and Reward Progress ....................................................................................... 12
Non-Technical Goals and Objectives .......................................................................................................... 12
LEED Gold Certification ....................................................................................................................... 12
Organizational Behaviour .................................................................................................................... 12
The Engagement Process .................................................................................................................... 12
Supply Chain Management ................................................................................................................. 12
Renewable Energy............................................................................................................................... 13
Transportation Reduction (Bike storage) ............................................................................................ 13
Sustainability Strategy ........................................................................................................................ 14
Components Breakdown..................................................................................................................... 14
3
Current Energy Consumption ................................................................................................................. 14
Baseline Energy Use ............................................................................................................................ 15
The Annex ............................................................................................................................................... 15
Annex Present State ............................................................................................................................ 17
The Atrium .............................................................................................................................................. 18
Atrium Present State ........................................................................................................................... 20
The McMaster Building ........................................................................................................................... 21
McMaster Present State ..................................................................................................................... 22
Identifying the Present State of Environmental Sustainability Initiatives .............................................. 23
Summary of existing Activities and Processes ........................................................................................ 26
To date SickKids has initiated: ................................................................................................................ 26
Energy Benchmarking and Targets ......................................................................................................... 26
Annex, Atrium and McMaster Benchmarking and Targets ..................................................................... 27
Measures ................................................................................................................................................. 28
Measures Summary ............................................................................................................................ 28
Measures - Present and Preferred State ................................................................................................ 30
Table 1.1 Business Proposition on Proposed Non-Technical and Organizational/Behavioural
Measures ............................................................................................................................................. 32
CDM Plan Implementation...................................................................................................................... 35
Monitoring and Evaluation ..................................................................................................................... 38
Timeline and Responsibilities for Plan Adoption and Implementation. ............................................. 38
4
The Hospital for Sick Children Conservation and Demand Management
Plan
Introduction The Hospital for Sick Children (SickKids) is a world class leader in children’s health care. Energy conservation has become one of our core objectives in reaching our environmental sustainability objectives, addressing components material to our strategic goals and keeping a triple bottom line approach to organizational accounting. As a Broader Public Service organization, I endorse the enclosed SickKids 5 Year - Conservation and Demand Management (CDM) plan which is compliant with Ontario Regulation 397/11 under the Green Energy Act 2009 and affirm our commitment to implementing said plan. Sincerely,
Director, Supply Chain and Facilities Operations
5
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Background
The Hospital for Sick Children, also known as SickKids, is a major pediatric center for the Greater Toronto Area, serving patients up to age 18. Located on University Avenue in Downtown Toronto, SickKids is part of the city’s Discovery District. SickKids is a teaching hospital for the University of Toronto.
SickKids has built an integrated environment of patient care, research and learning. Nine centers within the hospital specialize in bone health, brain and behaviour, cancer, cystic fibrosis, heart, pain, image-guided care, genetic medicine, and transplantation.
The SickKids Research Institute is the largest child health research institute in Canada. It employs almost 2,000 people, or a quarter of the SickKids workforce. The Research Institute is known for its groundbreaking research in stem cells, childhood cancer, cystic fibrosis and other diseases, and is home to the Database of Genomic Variations, known as the Toronto Database.
This document focuses on the main hospital located at 555 University Ave, 170 Elizabeth. St
and the Peter Gilgan Centre for Research and Learning (PGCRL) located at 686 Bay St. In
addition SickKids rents approximately one million sq. ft. of leased office space located at 525
University, 180 Dundas St., and 123 Edward St.
The Hospital for Sick Children is a Toronto based hospital focusing on the care and compassion
towards children and families. The Hospital for Sick Children (SickKids) provides a wide range
of integrated health care services from acute care to community based residential, mental
health, public health and chronic care. As an integrated health care establishment we have
three owned facilities and two leased office spaces within the downtown core. Our
laboratory/research space includes the Peter Gilgan Research Centre and 525 University Ave.
We have additional research space at the McMaster Building and additional office space at 180
Dundas St. 525 University Ave. 180 Dundas St. and 123 Edward St. are leased office space
while the McMaster Building and the PGCRL are primarily research based buildings. The main
campus of the Hospital at 555 University Ave. and the latest Atrium addition includes both
patient care centers and support staff offices.
SickKids is a renowned leader in Child Patient Care with a sister foundation that supports child
health. SickKids has been recognized by medical professionals the world over for its innovative
research into childhood cancers, heart and brain disorders. Our goal is to create an environment
that offers children the best opportunity to thrive and reach their utmost potential.
Executive Summary
In this Energy Management Plan for The Hospital for Sick Children we will encompass energy
management requirements for the upcoming five year term of July 2014 to July 2019.
The guiding components of this energy management plan include but are not limited to:
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Awareness, Education and Engagement – Plans to re-establish and re-invigorate the existing
KidsGoGreen employee engagement program
Identification Initiation Innovation and Implementation – Identification of opportunities to
streamline efficiency including “Just in Time” strategies that are innovative and effective remains
a constant objective for SickKids. This includes enhancing energy performance, material
usage, output and patient care. Initiation on planning and implementation of procedures must
all be in line with SickKids current mission to provide a healthy and save environment for all
occupants.
Organizational Commitment – Proven commitment from SickKids Senior Executives and staff
regarding the importance of maintaining a healthy, safe and environmentally friendly hospital
environment.
Technical Systems Review – Summary of in need technical and mechanical change outs
required to achieve triple bottom line results and objectives.
Monitoring Measuring and Reporting – Systematic monitoring and tracking of energy
consumption/usage over the next 5 years including report sharing practices and trending
analysis for time of day usage.
Our Vision.
Members of our Sustainability team sat down to review guidelines and goals of this initiative and
after doing so found a number of opportunities that will remain high priority in our continuing
efforts to achieve sustainability success. These items are as follows:
1. Create further opportunity for KidsGoGreen to carry out engagement projects with Child
Life, Patient Care, the SickKids Foundation, and other local events programs within the
hospital.
2. Implement action programs that retain the support of senior executive.
3. Introduce shared value approaches with surrounding sister hospitals and continue
meetings with Greening Healthcare associations
4. Utilize and share best practices in order to optimize the operation of the major
mechanical and electrical systems which account for more than two thirds of the
hospital’s energy spend.
5. Continue ongoing monitoring and evaluation of existing energy management
technologies and support needs for monthly energy management meetings with Plant
Operations Green Team.
6. Incorporate retro-commissioning, LEED certification, energy audits, and strategic
sustainability planning to related facilities within our jurisdiction as they apply.
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7. Develop and implement Green Procurement strategy that increases involvement with
purchasing groups and vendors to address strategies and procedures regarding our
continued interest in achieving energy efficiency within all facets of our supply chain.
8. Continue to monitor and track our energy savings against our objectives and inform
stakeholders of targeting achievements, incentives, and obstacles.
9. Include Energy and Environment in annual report and integrate social marketing and
engagement tools for sustainability into current existing programs and practices.
10. Further develop our environmental policies and procedures to better address
stakeholder complaints regarding space temperature settings, integrated reporting
practices and conservation initiatives.
The Guiding Principles of our Strategic Energy Management
1. Enabling a strategic approach – Taking the whole system into consideration when
developing a strategy that fits with all agendas and encompasses the needs of varying
departments
2. Supporting executive goals critical to organizational success – adding upon existing
corporate strategies and incorporating energy management procedures as they align
with existing goals.
3. Long-term organizational change –pursue reporting to ensure that goals and objectives
are being relayed publically on a yearly basis with 5, 10, and 20 year targets listed.
4. Stakeholder engagement – addressing key stakeholders and creating innovative
approaches to embrace adaptation towards environmental sustainability.
5. Commitment – understanding that commitment from all levels of governance is mission
critical in the success of any project, we will encourage communication between various
departments to ensure that support on organizational strategies is understood and acted
upon across all organizational boundaries.
6. Ensuring and Presenting on positive ROI – Create a strategy that applies achievable
reduction targets to long term goals starting with low hanging fruit and moving towards
institutional change with results based approach leading with financials.
7. Using available resources and alignment strategies to ensure approaches are easily
implemented, understood, and appreciated by staff and patrons alike.
8. Creating an integrated approach to engagement while inspiring a can-do culture,
mitigating siloed departments to create cross-cultural collaborative communication
network.
SickKids Business Case for Environmental Sustainability
The Hospital for Sick Children’s recognizes that creating an environmentally sustainable
hospital for children to families is an integral part of our interest in creating a healthy and safe
environment. In creating Healthier Children and a better world SickKids is invested into
developing a better business case for sustainability. Some of the effects of a strategically
applied sustainability program include,
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Regulatory Compliance
o Successfully meeting guidelines and regulations to achieve compliance and
enhance reputation within the industry and professional alliances.
Shared Value
o Establishing partnership with existing business and not-for-profit hubs to create
new opportunities for organizational growth and profit sharing.
Cost effectiveness
o Reduction in utility cost and consumption enabling savings so that funds can be
allocated to other departments to increase growth and patient care.
Corporate Communication
o Increase in communication and efficiency within the working environment to
create a leaner organizational approach to business and increase efficiencies
within departments.
Provide improved patient care experience
o Activities and programs geared toward patient wellness and environmental health
will increase patient interest and experience.
Social Responsibility
o Socially responsible alignment with existing mission to embrace healthy living
will advance SickKids existing award winning programs and enable further
development of new projects to assist in child care and socially responsible
organizational strategy.
Recruiting advantage
o If executives are hoping to recruit and retain top talent, a green facility and
community attract more new hires that are inspired and interested in making a
difference.
Better treatment outcomes
o Facilities that take on environmentally sustainable processes stand to contribute
to faster and better recovery of patients – be it through cleaner healthier
environments, green and healthy food grown locally, or the activities that promote
healthy living.
Risk Mitigation
o Green facilities enhance stakeholder health and safety standards by influencing a
culture of cleanliness. This also has the added benefit of mitigating viral
outbreaks within the organization.
Public Relations
o Improved public relations and increased opportunity for further philanthropic
funding for the SickKids Foundation.
New Opportunities
o As part of our Leading Practices initiative SickKids will be able to offer innovative
education and training on environmental sustainability and energy management
throughout the health care sector offering opportunities for revenue growth in an
entirely new area of business.
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Energy Management Goals and Objectives
SickKids is committed to be the leader in clinical, research, education, operational and service excellence. SickKids is also committed to continuously improving the energy efficiency of our facilities and processes to reduce operating costs, environmental impact, greenhouse gas (GHG) emissions and conserve natural resources. SickKids energy management goals include, but are not limited to, the following:
CDMP Approval, Resources to Implement Implement Financial Practices and Decision Making Processes; Establish Funding
Resources Implement Strategic Energy Management Practices
Purchasing/Procurement Procedures and Specifications Enhanced Design & Construction Practices Enhanced Facility Operating Practices Cost-Effective Facility Upgrades Active Commodity Management
Monitoring, Track, & Improve Performance
Goal: CDMP Approval, Resources to Implement
Executive management commitment engagement in process approval and adjustments and appropriate resources allocation to support initiatives.
Support from key staff (financial management, purchasing/procurement, construction, facility operations, etc.).
Creation of mechanisms/processes to make resources available. Clarification and communication of staff roles and responsibilities, performance
goals, and energy management reporting. Strategic directions and objectives measured through Key Performance Indicators
(KPIs).
Goal: Implement Financial Practices and Decision Making Processes
A budget spent to achieve energy efficiency is viewed as an investment, not a cost. Financial decision makers consistently use life cycle cost analysis (LCCA) on all
new construction, major renovations, and equipment replacements. Establish Internal Rate of Return (IRR) benchmark to pre-approve and qualify projects with the hospital senior leadership, in order to fast track the approval of projects.
Train staff on Life Cycle Cost Analysis (LCCA) and financial requirements and decision making process.
Decisions about energy management investments will be part of SickKids high-level, long-range process of budgeting for capital and operations.
Goal: Establish Purchasing Specifications for Energy Efficient Equipment and Services
Establish and consistently use purchasing specifications that minimize life-cycle costs for energy efficient equipment and services.
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Establish efficiency specifications for standard equipment routinely replaced (e.g. lights, motors, and unitary HVAC equipment).
Establish efficiency guidelines that apply LCCA for custom equipment purchases.
Goal: Implement Enhanced Design & Construction (D&C) Practices
Implement improved new construction practices in all projects that specify early team collaboration and “integrated design” (ID). All new buildings meet the LEED standard. Integrated design required for funding. Establish best practices with respect to the modernization existing space for
future usage, including the collaboration with hospital stakeholders and staff. RFPs, contract terms and conditions and fee structures will support ID. Apply LCCA and financial hurdle rates described above to design decisions. Apply established purchasing procedures and specifications. Include incentives and tax credits wherever available. Educate all owner’s project managers or construction managers and contractors
on integrated design and their respective roles in master planning pre-design, design, construction, testing, commissioning, and monitoring.
Set and meet clear energy performance targets for new buildings; measure and
improve over time. Establish baseline for measuring performance goals. Set target for each building. Measure performance and improve over time.
Specify commissioning as a standard procedure.
100 per cent of fundamental building systems and elements will be designed, installed, and calibrated to operate as designed.
Design team, commissioning agent, and building operators will work closely throughout the design process and occupancy to ensure good transition.
Goal: Improve Building Operating Performance
Equipment tune-up and improved operations and maintenance (O&M) will achieve the following results while supporting patient care, and facility comfort and safety. Reduce the Annex system EUI from 49.6 ekWh/ft2 to 40.0 ekWh/ft2, Atrium
system EUI from 43.9 ekWh/ft2 to 42.0 ekWh/ft2 and McMaster EUI from 61.0 ekWh/ft2 to 55.0 ekWh/ft2 by 2019. The EUI will be adjusted for variances in patient days and IT intensity.
Improve ENERGYSTAR rating.
Goal: Implement Cost-Effective Facility Upgrades
Implement equipment and system upgrades where justified by life-cycle cost analysis.
Develop standard RFP documents, contract terms, and reporting standards.
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Goal: Actively Manage Energy Commodity
Minimize utility costs and exposure to market risks. Utility costs include steam, natural gas, electricity, water, and sewer.
Participate in the energy/utility regulatory process.
Goal: Monitor, Track, and Reward Progress
Track progress on CDMP Track energy reductions monthly and report annually. Reward staff for successes.
Non-Technical Goals and Objectives Sick Children’s sustainability initiative is set and ready to apply directly to our mission “Healthier
Children. A Better World.” This vision incorporates the ideology that all children deserve to be in
a safe and healthy environment within our hospitals walls and our surrounding community, into
our sustainability design.
LEED Gold Certification
The Peter Gilgan Centre for Research and Learning towering 21 stories at the corner of Bay St.
and Elm St., has been constructed to be the first LEED Gold medical research center in the
world. We are currently reviewing or LEED EB requirements which will include further
investigation into policy developments for waste, water, and energy. This innovative project
promotes a whole building approach to sustainability by recognizing key performance indicators
in both human and environmental health.
Organizational Behaviour
Our existing engagement program will encompass all elements of our energy management core
functions. The process will include a review of what our current systems are capable of, gaps,
opportunities for improvement, techniques to increase interest and attitudinal change, and
executive support. This will ensure that staff, patients and families are aware that these
procedures are intrinsically important to Sick Children’s interest in their health and happiness.
The Engagement Process
Our engagement process will consist of a three tier action portfolio. We have already gained
interest in a number of conservation ideologies that the hospital and its patrons are invested in.
Our plan is to follow through with this process by educating stakeholders about the effects of
their actions on our internal environment. This will be followed by an increased perception of
responsibility by implementing programs and procedures that will rely greatly on human effort.
Supply Chain Management
Review existing chain of supplies, procurement policies, vendors, and appropriation of
resources. High priority focus areas include the water levels used for cleaning – whether
changing to different mops may provide a greater cost savings on both the item and the utility
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used. UPC markers on item racks to evaluate the (JIT) requirements for replacement will deter
from hoarding of materials and reduce cost of disposal and un-necessary purchasing.
Renewable Energy
SickKids currently has installed a 182 kW solar thermal system on the rooftop of the Atrium
building. Our intention was to assist our community by providing a source of sustainable
renewable energy from our rooftop. Sustainable energy sourcing is a core objective of our five
year energy management plan and as such we intend to supplement the domestic hot water
needs with solar energy. This endeavor will not only decrease our current carbon footprint but
also enhance our sustainable sourcing program and drive home the importance of keeping our
energy impact at a minimum.
The closed loop solar thermal system at SickKids consists of 96 EnerWorks solar collectors
model SG1-SH10 and associated ancillary equipment. Each collector has a capacity of 1.89 kW
with a gross area of 2.89 m2. A system is sized to meet a solar fraction of 9 per cent. It has
been estimated that system will replace 29,239 m3 of natural gas currently used by Enwave
Corporation to produce district steam and decrease the Hospital’s Green House (GHG) gas
emissions by 54.9 metric tons per year.
The solar thermal system was installed in 2007 and was in working order from that point until
2011. SicKids intent is to re-commission this solar thermal system and continue energy
production from renewable sources. We continue to review options and partnerships with
organizations like TREC (Toronto Renewable Energy Cooperative), TAF (Toronto Atmospheric
Fund) and the TRCA (Toronto Regional Conservation Authority).
SickKids understands the requirements to reduce provincial energy consumption and appreciate
the Ministry’s interest in reviewing opportunities to apply renewable energy and other
environmentally sustainable energy sourcing including geothermal, deep lake water cooling and
biofuels as possible expansion to our existing portfolio. We will continue to look at renewable
energy alternatives as they apply.
Transportation Reduction (Bike storage)
In addition to our interest in reducing our internal energy usage and reviewing alternatives to
current methods of energy sourcing, SickKids is also passionate about reducing our Scope 3
carbon emissions by offering employees reduced prices on monthly transit passes and offering
two bike storage units on Elm and Gerrard (either side of the hospital). These bike storage
areas are able to hold 50 bikes each comfortably. We also have a bike storage lot on the
ground level of the PGCRL for the research building staff and surrounding hospital employees.
Our goal is to increase these strategies and commit to a reduction in Scope 3 carbon emissions
through transportation programs that promote a healthy lifestyle and sustainable communities.
This includes carpooling for long distance travellers and research into how we can broaden our
transportation discount from immediate TTC users to include Metrolinx services in future.
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Sustainability Strategy
Working within change management procedures our environmental sustainability strategy
encompasses and applies all pertinent components of a full suite sustainability plan with proper
assessment, validation and verification, implementation, measuring and monitoring. Our plan
will take into account existing organization strategies linking innovative approaches for
information exchange, training, cost reduction strategies, and human health and development
into our energy management processes.
Components Breakdown
The chart below depicts a number of implementation categories within our energy management
strategy. Keeping occupants informed and involved in these criteria as they develop will be a
key driver to our strategy moving forward.
Industry Leader
SickKids is an industry leader in the medical treatment of children in Canada and intends to
become an industry leader in green healthcare initiatives going forward. Our current energy
consumption is currently 60 Million kWh per year of electricity and 165,000 GJ per year of
steam, equivalent to 16,000 carbon tons per year. Our hope is to reduce our current
consumption by 16 per cent within the first five years of implementation. These targets reflect
an existing drop in energy consumption of fourteen per cent over the past four and half years.
This conservation goal would total our reduction target at 30 per cent within a ten year period.
Current Energy Consumption
As a part of energy conservation and demand management plan in compliance with Regulation
397/11 made under the Green Energy Act, 2009, SickKids is required to prepare, publish and
make available to the public its annual energy consumption and resulting greenhouse gas
(GHG) production. The energy consumption data presented in this section of the CDMP
provides the most recent full year of utility data. The2012 year was selected as an energy
consumption baseline and will be used to track progress towards achieving SickKids’ goals and
objectives outlined in the CDMP. The summary of actual 2012 energy consumption for the three
(3) sites is summarized in a Table below.
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Table 1. Sickkids Summary of 2012 Baseline Energy Consumption
Baseline Energy Use
The SickKids buildings portfolio consists of the Annex, Atrium, McMaster Building and Peter
Gilgan Centre for Research and Learning (PGCRL). The PGCRL is the newest facility occupied
since the fall of 2013. The energy data for this building is not included in CDMP. The main
source of heating at SickKids hospital is a district steam provided by Enwave Energy
Corporation. Electricity is purchased from Toronto Hydro.
The Annex
The Annex annual fossil fuel (steam) consumption for the year 2012 was 80,961 Klbs with an
average consumption of 9,984 Klbs per month during the winter season and 2,215 Klbs per
month during the summer season. The base building steam loads include Domestic Hot Water
(DHW) heating, reheat, process load etc.
The annual electricity consumption was 22,839,546 kWh with peak demand of 5,112 kW. The
base building electricity loads include, lighting, miscellaneous loads, base cooling, motors etc.
The water and sewer bills for the same period were 134,570m3 with an average consumption of
11,214 m3 per month.
The facility 2012 Energy Intensity was 49,69 ekWh per SqFt for electric and other energy
sources.
Table 2. Annex Baseline 2012
Operation
Name
Operation Type Address City Postal
Code
Total Floor
Area
(ft2)
Electricity
(kWh)
District
Heating
(GJ)
GHG
Emissions
(teCO2)
Energy
Intensity
(ekWh/ft2)
Atrium Facilities used for
hospital purposes
555 University
Ave.
Toronto M5G 1X8 952,980 29,080,405 45,944 6,566 43.9
Annex Administrative offices
and related facilities
170 Elizabeth
St
Toronto M5G 1X8 1,035,185 22,839,546 102,497 7,501 49.6
McMaster Facilities used for
hospital purposes
175 Elizabeth
St
Toronto M5G 2G3 198,305 7,504,280 16,561 1,860 61.0
Total 2,186,470 59,424,230 165,002 15,927 48.1
Year
2012
Consumption
(kWh)
Demand
kW
Electricity
Energy
Intensity
(ekWh/ft2)
Electricity
GHG
Emissions
(teCO2)
Steam
Consumption
(Klbs)
Steam Energy
Intensity
(ekWh/ft2)
Steam GHG
Emissions
(teCO2)
Water
Consumption
(m3)
Total Energy
Intensity
(ekWh/ft2)
Total GHG
Emissions
(teCO2)
Jan 1,737,808 3,030 1.68 295 12,074 4.12 540 8,585 5.80 835
Feb 1,783,970 3,103 1.72 303 9,295 3.17 415 8,934 4.90 719
Mar 1,647,574 3,891 1.59 280 6,079 2.07 272 9,666 3.67 552
Apr 1,698,131 4,752 1.64 289 2,456 0.84 110 10,151 2.48 398
May 1,734,958 4,837 1.68 295 1,938 0.66 87 14,198 2.34 382
Jun 2,184,968 5,099 2.11 371 1,919 0.65 86 16,146 2.77 457
Jul 2,349,877 5,112 2.27 399 1,861 0.64 83 13,025 2.91 483
Aug 2,370,035 3,795 2.29 403 2,901 0.99 130 6,487 3.28 533
Sep 2,162,091 3,038 2.09 368 7,361 2.51 329 6,760 4.60 697
Oct 1,708,312 3,066 1.65 290 8,213 2.80 367 10,889 4.45 657
Nov 1,768,664 3,050 1.71 301 12,180 4.16 544 3,287 5.87 845
Dec 1,693,157 3,045 1.64 288 14,684 5.01 656 26,441 6.65 944
Total 22,839,546 45,818 22.06 3,883 80,961 27.63 3,618 134,570 49.69 7,501
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Graph 1. Baseline Electricity Use Profile Graph 2. Baseline Electricity Demand
Profile
Graph 3. Baseline Steam Use Profile
The Annex baseline peak energy consumption and operating trends for steam and electricity in
correlation with Heating Degree Days (HDD) and Cooling Degree Days (CDD) is shown on a
Graph below.
0
500,000
1,000,000
1,500,000
2,000,000
2,500,000
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
kWh
0
1,000
2,000
3,000
4,000
5,000
6,000
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
kW
-
2,000
4,000
6,000
8,000
10,000
12,000
14,000
16,000
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Klbs
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Graph 4. Baseline Energy Consumption with Weather Data
Annex Present State
Building breakdown:
*The three wings in the Annex were built in stages: the Black Wing was built in 1949; the Roy Hill Wing was built in 1964; and the Burton Wing was built in 1972.
The Annex is currently used for many different purposes but the main categories are office,
medical clinics and laboratories. The HVAC ventilation systems in all the three wings of the
Annex provide 100 per cent outside air.
The Burton Wing (Elm Wing) is heated by central steam from Enwave Energy Corporation
through coils and heat exchangers for the hydronic systems. During the cooling season, cooling
is provided by a combination of the existing three chillers within the Annex. Currently the Burton
Wing is used for laboratories and clinical areas, with fewer offices. Many of the air-handling
systems are 100 per cent outside air with glycol heat reclaim systems. The air systems feed
constant volume boxes (with some hybrid variable volume boxes) and many of the systems
have variable inlet vanes.
The Roy Hill Wing (Gerrard Wing) also uses central steam as its main source of heating and
uses the
0
100
200
300
400
500
600
700
800
900
1000
0.00
0.20
0.40
0.60
0.80
1.00
1.20
1.40
1.60
1.80
2.00
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
De
gre
e D
ays
ekW
h/m
2/D
ayAnnex
ekWh/m2/Day/Electrical ekWh/m2/Day/Steam C.D.D. H.D.D.
Electricity and Fuel Trend Chart
Building The Annex
Primary Building Type Office and Clinics
Year Constructed 1949 *
Number of Floors 15 floors above grade, 1 basement level
Total Facility Square Footage 1,035,185
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Annex chillers as its main source of cooling. Year-round cooling loads are also served by the
Atrium heat recovery chillers in the winter heating season. Many of the air handling systems that
serve the wing are
100% outside air systems with some heat recovery.
The Black Wing (University Wing) has fan coil units that serve floors four to nine. These fan coil
units provide the necessary cooling. This wing has mainly office areas. Central heating and
cooling is provided by central steam through Enwave and the Annex’s chillers respectively.
All main HVAC systems with the exception of individual fan coils and other local terminal units
are controlled by the central JCI building automation system.
The Atrium
The electric consumption for the Atrium for the 2012 baseline was 29,080,405 kWh. The peak
demand for this facility was 4,902 kW while an average monthly demand was 4,211 kW. The
electricity base load is high since this building is round the clock patient care facility.
The steam consumption for the same period was 36,291 Klbs with an average consumption of
3,907 Klbs per month during the winter season and 1,789 Klbs per month during the summer
season.
The water consumption for the same period was 206,084 m3 with an average consumption of
15,853 m3 per month.
The facility 2012 Energy Intensity was 4,397 ekWh per SqFt for electric and other energy
sources.
Table 3. Atrium Baseline 2012
Year
2012
Consumption
(kWh)
Demand
kW
Electricity
Energy
Intensity
(ekWh/ft2)
Electricity
GHG
Emissions
(teCO2)
Steam
Consumption
(Klbs)
Steam Energy
Intensity
(ekWh/ft2)
Steam GHG
Emissions
(teCO2)
Water
Consumption
(m3)
Total Energy
Intensity
(ekWh/ft2)
Total GHG
Emissions
(teCO2)
Jan 2,210,528 3,574 2.32 376 5,908 2.19 264 15,186 4.51 640
Feb 2,259,283 3,555 2.37 384 4,484 1.66 200 15,540 4.03 584
Mar 2,138,319 4,022 2.24 364 3,470 1.29 155 16,077 3.53 519
Apr 2,264,701 4,010 2.38 385 3,514 1.30 157 15,522 3.68 542
May 2,375,200 4,367 2.49 404 2,298 0.85 103 16,007 3.34 506
Jun 2,780,654 4,868 2.92 473 1,724 0.64 77 18,510 3.56 550
Jul 2,802,649 4,902 2.94 476 1,724 0.64 77 15,383 3.58 553
Aug 2,805,122 4,470 2.94 477 1,584 0.59 71 16,849 3.53 548
Sep 2,683,519 4,739 2.82 456 1,613 0.60 72 17,331 3.41 528
Oct 2,279,190 4,307 2.39 387 2,104 0.78 94 17,150 3.17 481
Nov 2,295,927 3,968 2.41 390 3,483 1.29 156 17,763 3.70 546
Dec 2,185,312 3,745 2.29 372 4,385 1.63 196 24,767 3.92 567
Total 29,080,405 50,528 30.52 4,944 36,291 13.45 1,622 206,084 43.97 6,566
19
Graph 5. Baseline Electricity Use Profile Graph 6. Baseline Electricity
Demand Profile
Graph 7. Baseline Steam Use Profile
The Graph 8 below provides a better understanding of the determinants of the steam and electrical usage at Atrium Building. Steam use in buildings within this climate, have a temperature sensitive component. Since this facility utilizes steam as its main heating source this is true for this facility. The steam usage/day (Equivalent kWh/m2/day) for this meter has been plotted against heating degree days in the graph below. As can be observed there is a strong correlation between steam usage and heating degree days (HDD). By examining the electrical usage (kWh/m2/day) against temperature in the graph below, there appears to be a temperature sensitive component. During summer months, electricity consumption is higher due to chiller running time. The graphs plotting electrical usage to cooling degree days/day (CDD) and heating degree days (H.D.D.) confirm this as well. Comparing the energy consumption of a facility to the weather for the same period helps understand the impact of temperature sensitive loads. The graph below compares the energy consumption per meter square to the weather profile for the same period. This profile helps define the effectiveness of the existing control system plus identifies areas and timeframes of over consumption.
20
Graph 8. Baseline Energy Consumption with Weather Data
Atrium Present State
Building breakdown:
The Atrium is the newest of the four sites of the SickKids hospital. The majority of the fan
systems in the Atrium North Building reside in the ninth floor with a few systems on the first and
third floors. The Atrium South Building fan systems are located in the ninth floor, with some
systems in the Service and Mechanical Parking P2 floors. This facility is where round the clock
patient care takes place, with approximately 370 patient beds.
This building has central steam from Enwave Energy Corporation as its main source of heat and
four chillers that provide it with centralized cooling. Two of the four chillers act as heat recovery
chillers. Some of the Air Handling Units (AHUs) have variable inlet vanes and the operating
room air handling units have variable frequency drives installed but the majority of the air
systems are constant volume. Domestic hot water is provided through steam to water heat
exchangers.
The Atrium rooftop accommodates Enerworks solar thermal system. The solar thermal system
consists of 96 panels with rated capacity of 180 kW designed to preheats the water supplied to
the heat exchanger in the ninth floor mechanical room. This system is currently not operational.
Building The Atrium
Primary Building Type Patient Area
Year Constructed 1993
Number of Floors 12 floors above grade, 1 basement level, and
4 parking levels
Total Facility Square Footage 952,980
21
The McMaster Building
The McMaster annual district steam consumption for the 2012 baseline was 13,081 Klbs with an
average consumption of 1,090 Klbs per month. The annual electricity consumption was
7,504,280 kWh. The peak demand for this facility was 1,597 kW while an average monthly
demand was 1,212 kW.
The water consumption for the same period was 61,245 m3 with an average consumption of
5,104 m3
The facility 2012 Energy Intensity was 61.15 ekWh per SqFt for electric and other energy
sources.
Since this building is a research facility operating 24/7 and containing mainly laboratories, the
higher energy consumption is on line with the average based on industry standards for this type
of building.
Table 4. McMaster Baseline 2012
Graph 9. Baseline Electricity Use Profile Graph 10. Baseline Electricity
Demand Profile
Year
2012
Consumption
(kWh)
Demand
kW
Electricity
Energy
Intensity
(ekWh/ft2)
Electricity
GHG
Emissions
(teCO2)
Steam
Consumption
(Klbs)
Steam Energy
Intensity
(ekWh/ft2)
Steam GHG
Emissions
(teCO2)
Water
Consumption
(m3)
Total Energy
Intensity
(ekWh/ft2)
Total GHG
Emissions
(teCO2)
Jan 490,611 1,088 2.47 83 1,961 3.49 88 3,953 5.97 171
Feb 543,983 1,107 2.74 92 1,533 2.73 69 4,397 5.47 161
Mar 490,401 1,296 2.47 83 1,153 2.05 52 3,688 4.53 135
Apr 529,484 1,059 2.67 90 1,018 1.81 46 5,002 4.48 136
May 582,233 1,167 2.94 99 983 1.75 44 3,983 4.69 143
Jun 764,871 1,530 3.86 130 731 1.30 33 5,316 5.16 163
Jul 879,130 1,597 4.43 149 694 1.24 31 6,372 5.67 180
Aug 847,731 1,495 4.27 144 740 1.32 33 7,548 5.59 177
Sep 762,375 1,346 3.84 130 741 1.32 33 6,235 5.16 163
Oct 562,856 1,030 2.84 96 852 1.52 38 6,276 4.36 134
Nov 536,092 1,018 2.70 91 1,102 1.96 49 4,479 4.67 140
Dec 514,514 812 2.59 87 1,573 2.80 70 3,996 5.40 158
Total 7,504,280 14,544 37.84 1,276 13,081 23.30 585 61,245 61.15 1,860
22
Graph 11. Baseline Steam Use Profile
Graph 12. Baseline Energy Consumption with Weather Data
McMaster Present State
Building breakdown:
Building The McMaster Building
Primary Building Type Research laboratories
Year Constructed 1972
Number of Floors 11 floors above grade, and 3 basement levels
Total Facility Square Footage 198,305
23
McMaster is a building with eight floors, first floor and basement floor interstitial levels, a
basement and sub-basement floor. The McMaster building is primarily a research facility
containing primarily laboratory spaces.
The main mechanical systems reside in the sub-basement, basement interstitial, 1st floor
interstitial and 8th floor mechanical rooms. Consistent with the other two facilities in this site,
there is central steam from Enwave Energy Corporation that provides its main source of heat.
Three chillers provide the cooling requirements for this building. Due to the nature of the space
use, the HVAC systems are mainly 100 per cent outside air systems. As the laboratories have
fume hoods in use, the air systems generally operate continuously.
Domestic hot water is provided through steam to hot water heat exchangers.
Consistent with the other two facilities, a JCI building automation system controls the main
HVAC equipment while the terminal units are controlled by standalone thermostats.
Identifying the Present State of Environmental Sustainability Initiatives
SickKids has been diligently moving forward on their organizational sustainability initiatives
including increasing Eco Branding, Eco Efficiency, Organizational Social Responsibility, and
encompassing Sustainability Strategy within larger year end goals. The pictures below outline
our existing Healthier Children. A Better World. platform posted throughout the hospital, which
include key components of energy efficiency and environmental sustainability.
24
25
26
Summary of Existing Activities and Processes
Our key objectives at SickKids include getting projects aligned with objectives that are in
keeping with the materiality components of our sustainability strategy. Some of the materiality
components for our organization consist of health and safety measures along with community
development and creating an environmentally sound facility. We currently have in place high
efficiency energy technologies and continue to monitor and verify for opportunities to change
existing mechanics to those that
To date SickKids has initiated:
1. A KidsGoGreen Engagement program which has resulted in increased savings and
capacity building exercises throughout the organization.
2. Implementation of solar thermal system
3. Tracked and managed energy performance visa vie external consultant Enerlife and
embedded energy management procedures.
4. Participated in government lead energy reduction programs including the OPA’s
Embedded Energy Manager program.
5. Addressed sustainability as a key business objective for 2015
6. Leveraged different departments existing programs (Food Services, Child Life, The
SickKids Foundation, Operations and Maintenance) to increase sustainability objectives.
7. Completed construction of the first anticipated LEED Gold Research Laboratory in the
world!
8. Just in Time (JIT) management procedures dispersed throughout corporate systems
decreasing un-necessary energy purchasing and increasing time of day energy
management procedures.
9. Internal sustainability advisor in place and actively pursuing reduction targeting.
10. Installed heat recovery chillers and implemented operating room optimization.
Energy Benchmarking and Targets
SickKids energy and water consumption is monitored through the Greening Health Care online
reporting system. In assessing the energy and water savings potential at SickKids and
establishing the targets, Greening Health Care data base of over 60 hospital sites is used to
determine real and representative energy consumption for the healthcare sector. Graphs and
Tables below prepared by Enerlife Consulting represent energy savings potential of the
SickKids facilities based on 2011 energy data.
Based on the Greening Health Care database benchmarking, SickKids has set an energy
saving target range of 15-25 per cent for the Annex, 5-10 per cent for the Atrium and 10-20 per
cent for the McMaster Building. The targets will form the basis of strategic planning, resource
allocation, reporting and baseline adjustment over the 5 year period as required by Regulation
397/11.
27
Annex, Atrium and McMaster Benchmarking and Targets
Current Energy Benchmark Target Energy Benchmark
28
Current Water Benchmark Target Water Benchmark
Targeted savings for the site are as follows. Targets are based on good practice standards from
the
Greening Healthcare database, adjusted for material, site specific variables.
Measures
Measures Summary
Potential measures are identified through third party energy savings studies as well as
experience and observation by Facility Management staff. The objective of the studies is to
analyze and evaluate the performance of the facilities including HVAC systems, water efficiency
and operational and management process improvements. The results of these studies provide
SickKids with the basis for planning and implementing energy and water reduction
improvements in their facility. The results of the assessment indicate that there is a potential for
the implementation of cost effective energy and water reduction measures in the areas of
lighting, HVAC equipment, and water fixtures.
29
The following Table 5 shows identified performance improvement measures separated by
source (electricity, steam and water).
Table 5 - Schedule of Measures
Building Conser-
vation/
Demand
Manage-
ment
Previous/
Current/
Proposed
Project
Measure Cost of
Retrofit
($)
Water
Annual
Savings
(m3)
Water
Cost
Savings
($)
Electricity
Annual
Savings
(GJ)
Electricity
Cost
Savings
($)
Steam
Annual
Savings
(GJ)
Steam Cost
Savngs
($)
Total Energy
Annual
Savings
(GJ)
Total Energy
Annual Cost
Savings
($)
Atrium Conserv Previous Heat Recovery Chillers Replacement $ 1,250,000 452 14,058 22,190 277,620 22,642 $ 291,678
Atrium Conserv Previous Operating Rooms (OR) Ventilation System Retrofit $ 162,000 1,152 35,690$ 2,987 47,310$ 4,139 $ 83,000
Annex/Atrium Conserv Current HVAC System Operational Improvements $ 35,000 1,505 51,014$ 1,678 25,116$ 3,183 $ 76,130
1.0 Variable Frequency Drives (VFDs) Installation $ 1,700,000 12,300 $ 400,000 12,300 $ 400,000
Annex/Atrium Conserv Proposed 1.1 VFDs Installation on Fan Motors
Annex/Atrium Conserv Proposed 1.2 VFDs Installation on Chilled Water (CHW) and
Condenser Water (CW) pumps
Annex/Atrium Conserv Proposed 1.3 VFDs Installation on Hot Water (HW) and Glycol
Pumps
2.0 Lighting Retrofit 972,500$ 4,500 147,500 4,500 $ 147,500
Annex/Atrium/
McMaster
Conserv Proposed 2.1 Replace existing 28W T8 with 25W T8 or LED
Annex/Atrium/
McMaster
Conserv Proposed 2.2. Replace existing CFL pot lights with LED
Annex/Atrium/
McMaster
Conserv Proposed 2.3 Replace 2x2 fluorescent fixtures with LED in the
retail areas
Annex/Atrium/
McMaster
Conserv Proposed 2.4 Lighting Controls Installation
3.0 Ventilation System Improvements 6,875,000$ 15,850 530,000$ 33,000 395,000$ 48,750 $ 925,000
Annex/Atrium/
McMaster
Conserv Proposed 3.1 Reduce Operating Time of Supply and Exhaust
Fans
Annex/Atrium/
McMaster
Conserv Proposed 3.2 Right-sizing Ventilation Airflow Volumes
Atrium Conserv Proposed 3.3 Laboratories Demand Control Ventilation (Air
Genuity)
Atrium Conserv Proposed 3.4 Kitchen Hood Demand Control Ventilation (DCV)
Annex
(Elm Wing)
Conserv Proposed 3.5 Existing 100% Outside Air (OA) Air Handling
Units (AHUs) Conversion to Mixed Air System
Annex
(Elm Wing)
Atrium Offices
Conser-
vation
Proposed 3.6 Constant Air Volume (CAV) System Conversion
to Variable Air Volume (VAV) System
Annex/
Atrium/
McMaster
Conser-
vation
Proposed 3.7 Heat Recovery Systems Replacement
4.0 Steam Distribution System Improvements 450,000$ 4,054 49,575$ 4,054 $ 49,575
Annex/Atrium/
McMaster
Conserv Proposed 4.1 Steam Pipes and Separators Insulation
Annex/
(Elm Wing)
Conserv Proposed 4.2 Replacement of the Domestic Hot Water (DHW)
Tanks with Instantaneous Hot Water Heaters
5.0 Cooling System Improvements 580,500$ 2,150 69,750$ 2,000$ 24,500$ 4,150 $ 94,250
Annex/Atrium/
McMaster
Conserv Proposed 5.1 Chilled Water System Optimization
Atrium Conserv Proposed 5.2 Heat Recovery Chillers Operations Optimization
6.0 Water Efficiency Improvements 775,000$ 51,000 136,500$ $ 136,500
Annex/Atrium/
McMaster
Conserv Proposed 6.1 Replace Toilet Fixtures
Annex/Atrium/
McMaster
Conserv Proposed 6.2 Replace Faucet and Install Faucet Aerators
Annex/Atrium/
McMaster
Conserv Proposed 6.3 Replace Urinals
Annex/Atrium/
McMaster
Conserv Proposed 6.4 Domestic Cold Water (DCW) Variable Flow
Annex/Atrium/
McMaster
Conserv Proposed 7.0 Recommissioning (RCx) 646,500$ 6,425 217,750$ 5,000 60,000$ 11,425 $ 277,750
Annex/Atrium/
McMaster
Conserv Proposed 7.1 Supply Air Temperature and Static Pressure
Optimization
Annex/Atrium/
McMaster
Conserv Proposed 7.2 Optimize and Improve Controls Sequences
Atrium Conserv Proposed 7.3 Enthalpy Economizer Control
Annex/Atrium/
McMaster
Conserv Proposed 7.4 Replace Pneumatic Space Temperature T-stats
Annex/Atrium/
McMaster
Conserv Proposed 7.5 Reduce Simultaneous Heating and Cooling
(Reheat)
Annex/Atrium/
McMaster
Conserv Proposed 7.6 Hot Water (HW) and Glycol Pumps Operation
Optimization and Supply Water Temperatures Reset
Control
Annex/Atrium/
McMaster
Conserv Proposed 8.0 PC, Printers and Plug Load Controls 452,500$ 2,500 81,000$ 2,500 $ 81,000
Annex/
Atrium
Conserv Proposed 9.0 Power Factor Improvements and Power Quality
Optimization
193,000$ 1,325 42,500$ 1,325 $ 42,500
Atrium Conserv Proposed 10.0 Sofame Direct Contact Water Heating System
Recommissioning
410,000$ 13,000 162,500$ 13,000 $ 162,500
TOTAL 13,055,000 51,000 136,500$ 45,050 1,488,500$ 57,054 691,575$ 2,316,575$
30
Measures - Present and Preferred State
Table 6 below outlines preferred and present state and related measures as results of strategic
planning process and represent The Hospital for Sick Children vision of energy management for
the next five years.Table 6 below represents our intention to continue in a leadership role,
achieving substantial and measurable energy reduction, environmental sustainability and
financial improvements towards the preferred state through the development and
implementation of an energy management program.
Table 6 – Measure Present and Preferred State
Building Conser-
vation/
Demand
Manage-
ment
Previous/
Current/
Proposed
Project
Measure Expected Results
(Preferred State)
Present State
Atrium Conser-
vation
Previous Heat Recovery Chillers
Replacement
Improved energy utilization of HVAC system . Reduced
environmental impact of the building with improved humidity
control. Achieved and verified electrical savings of 125,516 kWh.
Rewarded and recognized by Greening Health Care. Incentives of
$113,542 received from Toronto Hydro.
Old and inefficient chillers. The existing chillers were using
environmentally harmful CFC refrigerants.
Atrium Conser-
vation
Previous Operating Rooms (OR) Ventilation
System Retrofit
Reduced energy consumption, improved system controllability,
enhanced performance monitoring. A project achieved energy
savings of $83,000. Rewarded and recognized by Greening Health
Care.
Approximately 15 operating rooms were rarely all in use. Air
Handling Unit (AHU) with 38,000 CFM and 100% of outside air
operated with constant air volume 24/7.
Annex/
Atrium
Conser-
vation
Current HVAC System Operational
Improvements
Reduced energy consumption and improved thermal comfort by
scheduling AHUs and resetting glycol temperature of run-around
heat recovery system.
Air Handling Units (AHUs) were running 24/7. Run-around heat
recovery system operates with constant glycol temperature.
1.0 Variable Frequency Drives (VFDs) Installation
Annex /
Atrium
Conser-
vation
Proposed 1.1 VFDs Installation on Fan Motors Optimized fan speed to provide continuous, precise control under
varying conditions reducing energy consumption. Improved patient
and staff thermal comfort and IAQ.
Fans are running with constant speed providing constant air
volume to the conditioned space. Ventilation system cannot be
finally tuned and adjusted according to the building load
conditions.
Annex /
Atrium
Conser-
vation
Proposed 1.2 VFDs Installation on Chilled
Water (CHW) and Condenser Water
(CW) pumps
Variable flow will increase plant efficiency and improve
controllability. Variable Frequency Drives (VFDs) will provide
information that can be invaluable in troubleshooting system
performance.
Primary chilled water and condenser water pumps are running
with constant speed. The pumps constant speed operation causes
low delta T in the system reducing chilled water plant and
distribution system efficiency.
Annex /
Atrium
Conser-
vation
Proposed 1.3 VFDs Installation on Hot Water
(HW) and Glycol Pumps
Improved thermal comfort which can enhance patient and staff
experience. The motor speed will be allowed to modulate in
response to demand improving part load efficiency and reducing
energy consumption.
Hot water and glycol pumps are running with constant speed. The
pumps constant speed operation causes low delta T in the system
reducing distribution system efficiency.
2.0 Lighting Retrofit
Annex/
Atrium/
McMaster
Conser-
vation
Proposed 2.1 Replace 28W T8 with 25W T8 or
LED
Meet or exceed current IES light level recommendations. Energy
savings. Operational savings based on longer life of new lamps and
ballast. Future capital cost avoidance. Improved lighting quality and
lamp life. Silent, flicker-free operation.
Older technology of T8 fluorescent fixtures. Higher energy
consumption.
Annex/
Atrium/
McMaster
Conser-
vation
Proposed 2.2. Replace CFL Pot Lights with LED Meet or exceed current IES light level recommendations. Reducing
energy use. Reduces emissions and environmental impact.
Higher electricity consumption compare to LED. CFL bulbs
contained mercury and do require more careful handling and
disposal.
Annex/
Atrium/
McMaster
Conser-
vation
Proposed 2.3 Replace 2x2 fluorescent fixtures
with LED in the retail areas
Meet or exceed current IES light level recommendations. Reduces
the number of toxic chemicals released into the waste stream and
reduces light pollution.
Older technology of T8 fluorescent fixtures. Higher energy
consumption.
Annex/
Atrium/
McMaster
Conser-
vation
Proposed 2.4 Lighting Controls Installation Majority of lighting will be controlled either through lighting
management system or occupancy sensors. Reduced hours of
operation of the lighting system. Energy savings and improved lamp
life.
There are some occupancy sensors installed, typically in corridors
and locker rooms. Lighting management system in Atrium serves a
specific area in the building.
Atrium Conser-
vation
Proposed 2.5 Replace Parking Garage T8's
with LED
Meet or exceed current IES light level recommendations. Energy
savings. Operational savings based on longer life of new lamps and
ballast. Future capital cost avoidance. Improved lighting quality and
lamp life. Silent, flicker-free operation.
Older technology of T8 fluorescent fixtures. Higher energy
consumption.
31
Table 6 – Continued
3.0 Ventilation System
Improvements
Annex/
Atrium
Conser-
vation
Proposed 3.1 Reduce Operating Time of
Supply and Exhaust Fans
Scheduled and managed HVAC system to operate according to the
building occupancy and space usage.
Current and future space usage changes provides an opportunity
to change HVAC system operating time.
Annex/
Atrium/
McMaster
Conser-
vation
Proposed 3.2 Right-sizing Ventilation Airflow
Volumes
Energy savings due to reduced air flow. Air flow sized based on
current code requirements and space usage.
Ventilation air flow is based on previous space usage and code
requirements.
Atrium Conser-
vation
Proposed 3.3 Laboratories Demand Control
Ventilation (Air Genuity)
Convert laboratories ventilation system from a constant volume
design to variable volume and install an Indoor Air Quality (IAQ)
sensing infrastructure. This solution would allow the use of outdoor
air to be optimized based on safety and air cleanliness, and would
increase safety in the labs. It would also provide a great deal of
reporting capability to the health and safety team.
Currently, the laboratories at Atrium are operating in constant
volume mode. Generous amounts of outdoor air have had to be
provided into laboratory research spaces, significantly driving the
operational and energy costs.
Atrium Conser-
vation
Proposed 3.4 Kitchen Hood Demand Control
Ventilation (DCV)
Installed Demand Control Ventilation (DCV) system. Reducing the
speed of the exhaust fans during slow periods not only saves
electrical energy used to run the fans but also the thermal energy
used to heat the air that is exhausted unnecessarily.
Kitchen exhaust hood fans run at a constant speed throughout the
day. The speed of the fans can be varied based on the amount of
heat and smoke generated.
Annex
(Elm Wing)
Conser-
vation
Proposed 3.5 100% Outside Air (OA) Air
Handling Units (AHUs) Conversion
to Mixed Air System
Energy savings due to reduced amount of fresh air. Fume hoods will
be shut down or relocated to the labs with dedicated exhaust to
allow for recirculation of general exhaust air.
Several fume hoods in Elm Wing are connected to the general
exhaust fans preventing any re-circulation of air.
Annex
(Elm Wing)
Atrium
Offices
Conser-
vation
Proposed 3.6 Constant Air Volume (CAV)
System Conversion to Variable Air
Volume (VAV) System
A dynamic control of the HVAC system through the VAV system that
will generate energy savings, improve comfort and efficiency.
Integration of lighting control and occupancy override will also be
accomplished as part of this strategy.
Current HVAC system is 100% outside air with constant air volume
distribution to the space. Many of the spaces are offices and
common use spaces that do not require full ventilation and large
amount of the fresh air all of the time.
Annex/
Atrium/
McMaster
Conser-
vation
Proposed 3.7 Heat Recovery Systems
Replacement
Reduced energy consumption as a result of installation of high
efficiency, low pressure drop run-around heat recovery systems for
the AHUs with 100% OA
Installed run-around heat recovery systems are old with large
static pressure drop and are not very effective at transferring the
heat.
4.0 Steam Distribution System
Improvements
Annex/
Atrium/
McMaster
Conser-
vation
Proposed 4.1 Steam Pipes and Separators
Insulation
Lower energy consumption due to reduced system distribution
losses.
Several sections of uninsulated steam pipes have been identified.
Annex/
(Elm Wing)
Conser-
vation
Proposed 4.2 Replacement of the Domestic
Hot Water (DHW) Tanks with
Instantaneous Hot Water Heaters
A new system will provide energy savings by reducing standby
losses delivering DHW on demand. Requires no water storage
reducing the risk of legionella and other contaminants
Domestic Hot Water (DHW) is provided through Steam to DHW
converters connected to the storage tanks. Significant standby
losses occurs wit this system configuration.
5.0 Cooling System Improvements
Annex/
Atrium/
McMaster
Conser-
vation
Proposed 5.1 Chilled Water System
Optimization
Chilled water system will be upgraded to primary only variable flow
system configuration. VFDs will be installed on all chilled water
pumps. Advanced controls sequences and flow stations will be
added to maximize plant and distribution system efficiency.
Increased plant reliability, controllability and reduced energy
consumption.
The chilled water system operates in primary/secondary
configuration with constant flow primary chilled water loop and
variable flow secondary loop.
Atrium Conser-
vation
Proposed 5.2 Heat Recovery Chillers
Operations Optimization
Optimized chiller efficiency and operation under various loads.
Maximized chiller utilization to offset thermal loads served by the
district steam. Heat recovery chillers operations real time
performance monitoring.
Currently, heat recovery chillers don’t fully utilize the
available heat from the year round cooling loads.
6.0 Water Efficiency Improvements
Annex/
Atrium/
McMaster
Conser-
vation
Proposed 6.1 Replace Toilet Fixtures Installed new toilets with 4.8L per flush. Future capital cost
avoidance and water consumption reduction.
Current toilet fixtures use 20L of water per flush.
Annex/
Atrium/
McMaster
Conser-
vation
Proposed 6.2 Replace Faucet and Install
Faucet Aerators
Installed new 4.5L per minute faucets. Future capital cost avoidance
and water consumption reduction.
Current fixtures use 7.5L of water per minute.
Annex/
Atrium/
McMaster
Conser-
vation
Proposed 6.3 Replace Urinals Installed new urinals with 1.5L per flush. Future capital cost
avoidance and water consumption reduction.
Current urinals use 4.3L of water per flush.
Annex/
Atrium/
McMaster
Conser-
vation
Proposed 6.4 Domestic Cold Water (DCW)
Variable Flow
VFD on Domestic Cold Water Pump will allow for varying flow and
water pressures to accommodate only the momentary demand,
dictated by the building reducing energy consumption.
Domestic Cold Water Booster Pumps operate with constant flow.
Oversized pumps and energy inefficient system.
32
Table 6 – Continued
Table 1.1 Business Proposition on Proposed Non-Technical and
Organizational/Behavioural Measures
Plan, Actions, Outcomes, and Timelines for Implementation
Plan Preferred Outcome Actions Timeline/Implementation
Policies and Procedures
Conservation policies (including energy management meeting requirements) are readily available online for organizations review.
Develop Environmental Sustainability Policy
1 year Implementation of measures would be conducted by Environmental Sustainability lead with support from staffing faculties.
Employee Engagement
An established conservation initiative with buy-in leading to cost reduction and continued innovation
Integration of sustainability into metrics used to evaluate employee efficiency.
2 years Implementation would be started within the first year by KidsGoGreen lead.
Organizational Commitment
Commitment and involvement from Senior Executive
Imbed energy management into facilities and strategic
1 year Environmental Sustainability team will
Annex/
Atrium/
McMaster
Conser-
vation
Proposed 7.0 Recommissioning (RCx) Optimized energy performance and minimized operational and
maintenance cost. The operation of all of the components of the
HVAC ventilation systems will be re-inspact on regular bases. Each
system will be tested to ensure that the individual components are
meeting the specified operational requirements, either in function
or measurements as appropriate.
Lower facility energy efficiency because the various components of
the building systems drift out of calibration, wear out or stop
working, or simply were not properly commissioned in the first
place.
Annex/
Atrium/
McMaster
Conser-
vation
Proposed 7.1 Supply Air Temperature and
Static Pressure Optimization
Optimized Supply Air Temperature according to the required load
and lowered static pressure where appropriate.
Limited supply air temperature reset control and high static
pressure on AHUs.
Annex/
Atrium/
McMaster
Conser-
vation
Proposed 7.2 Optimize and Improve Controls
Sequences
Improved scheduling enhances energy efficiency, reduces costs, and
extends the life of equipment by operating equipment only when
needed.
Controls sequences and energy savings strategies are not fully
implemented.
Atrium Conser-
vation
Proposed 7.3 Enthalpy Economizer Control Improve energy efficiency and reduce the risk of compromised
indoor air quality. Enhances energy efficiency, reduces costs, and
extends the life of equipment by maintaining the equipment
Temperature controlled economizers.
Annex/
Atrium/
McMaster
Conser-
vation
Proposed 7.4 Replace Pneumatic Space
Temperature T-stats
Improved system controllability and thermal comfort. DDC T-stats
will benefits both energy efficiency and thermal comfort goals by
modulating the baseline thermostat settings to align with seasonal
and daily fluctuations in outdoor air temperature.
Current Building Automation System (BAS) is hybrid type of BAS.
Space temperature is controlled by pneumatic thermostats.
Annex/
Atrium/
McMaster
Conser-
vation
Proposed 7.5 Reduce Simultaneous Heating
and Cooling (Reheat)
Optimized summer and shoulder season operation. Implemented
supply hot water temperature reset strategies to minimize reheat.
Temperature and humidity control is achieved through the reheat
system. This system is very energy intensive since it uses
simultaneous heating and cooling.
Annex/
Atrium/
McMaster
Conser-
vation
Proposed 7.6 Hot Water (HW) and Glycol
Pumps Operation Optimization and
Supply Water Temperatures Reset
Control
Increased delta T through coils. Variable flow distribution system.
VFDs will be installed on HW and Glycol pumps. Fully implemented
reset controls strategies.
HW and glycol constant flow distribution system. Limited supply
hot water and glycol temperature reset opportunities. Low delta T
through heating and glycol coils.
Annex/
Atrium/
McMaster
Conser-
vation
Proposed 8.0 PC, Printers and Plug Load
Controls
Installed Computer Management System. Included computers,
printers and displays to minimize energy while the equipment is not
in use.
Many computers and other equipment runs continuously
unnecessarily after staff leave for the day and throughout the
night.
Annex/
Atrium
Conser-
vation
Proposed 9.0 Power Factor Improvements
and Power Quality Optimization
Installed capacitors banks to correct and increase the power factor. Current Power Factor (PF) is 0.90. Atrium Power Factor (PF) is in
the range of 0.87-0.91.
Atrium Conser-
vation
Proposed 10.0 Sofame Direct Contact Water
Heating System Recommissioning
Recommissioned and fully operational Sofame system. Variable
flow hot water distribution system will provide a dynamic control
according to the load requirements. It is expected that system will
offset significant amount of district steam currently used for
heating.
Existing Sofame direct contact water heating system is not
currently operational.
33
team. services wheelhouse of objectives.
ensure organizational commitment from all partisan stakeholders
Energy Management Media Campaign
Routine updating of social media and marketing of sustainability initiatives
Create monthly updating of conservation programs and activities for green clubs to get involved in. Broadcast energy strategies on live feed televised network
3 months Designation of Sustainability Media rep.
Operational Opportunity Identification
Savings achieved through retro-commissioning and energy monitoring
Create a strategy that increases set points and operating parameter updates. Incorporate strategy into monthly Energy Team Meetings.
1 year Energy Manager and Operations team will evaluate
Training and Education
Operator Training is completed on a routine basis. Continued site visits to other hospitals to observe efficiency and integration of outside training programs with partner hospitals.
Develop operator training program that includes daily load profiles and monthly energy usage.
1 year Environmental Sustainability and Energy Management team would each offer training services in their specific CDM area of focus.
Meeting requirements of our Embedded Energy Manager contract with the OPA
Energy Conservation program to achieve 300 kWh reduction target.
Increase conservation initiatives to appease 30% of the targeted reduction.
March 2015 Both technical and non-technical targets will need to be delivered by sustainability and energy management team in congruence OPA requests, on or before the March 2015 deadline.
Continuous Improvement Strategies
Review existing CDM results and plan for changes to systems and social networking programs
Continuously report on changes in utility usage through online monitoring data. Hold monthly meetings to discuss measured changes and priorities.
Ongoing Responsibilities fall under all environmental sustainability support staff
34
Include Conservation Demand Management practices in Capital planning requirements
Conservation and reduction targets meet a part of Capital Planning documents approved by executive team.
Creating a sustainability policy that includes sustainability reporting in yearly review
1 year Operations and Management to discuss proper implementation of data
GHG reduction Minimize the carbon footprint of SickKids
Calculate the carbon footprint of SickKids and investigate ways to reduce impact.
1 year Sustainability Coordinator to implement into KidsGoGreen
Develop shared value partnerships
Shared value projects with supporters and partners to increase youth involvement and community betterment whilst addressing the needs of the triple bottom line.
Reach out to CSV representatives and investigate partnerships that will inspire innovative programs that are mutually beneficial.
2 years Sustainability Coordinator to embed into strategic programs.
Building and occupational structure.
Adapted occupancy program to leave for greater efficiency in office usage
Implementation of workspace adaptation programs. Shared office space and work from home programs
4 years Operations and HR
Achievements SickKids is recognized as an industry leader in energy conservation
Benchmark reduction campaigns with neighboring healthcare providers submitting data to third party verifiers for review
3 years from the start of conservation programs being deployed.
Creating an Education Exchange
SickKids increases global education on greening healthcare
Creating opportunities for international partners to exchange ideas on innovative approaches to environmental sustainability.
3 years. Environmental Sustainability team and Strategic Management group to create opportunity for education exchange with sister hospitals
35
Implement Sustainability Budget
Sustainability Program receives yearly investment from management.
25% of total cost reduction of conservation programs put back into environmental sustainability program to increase output and ensure continued growth.
Starting after year 2 and continuing on year after.
Re-commissioning of Solar Thermal
Efficiently Running Solar thermal system
Replace and upkeep fixtures causing issue on the solar thermal system and review opportunities with Green Energy providers.
1 year Operations and Maintenance
Carbon Management Lowered transportation usage
Show how lowered transportation usage can save x amount of trees
1 year This would be a part of the KidsGoGreen program to influence change.
Sustainability Software
Data kept in centralized system for verification and motivation purposes.
Assess and design data management software that would assist in tracking and disseminating energy and waste reductions onto a formal system.
2 years Environmental Sustainability, systems and strategic management staff
Shut the Sash Engagement Program
Rooftop sashes will remain closed after cleaning retaining heat and air ventilation for the buildings
Implement engagement techniques for shutting sash doors on rooftop
Within a year Sustainability lead
Review Water recovery opportunities.
Reduced overall water consumption.
Optimize usage of grey water system. Collection of rain water from rooftop (PGCRL)
2 year program Environmental Sustainability Team.
CDM Plan Implementation
SickKids established Energy, Environmental and Sustainability Team dedicated to developing
achievable energy targets, prioritizing energy efficiency initiatives, engaging employees and
tracking the success of the program. In order to move forward with the program management
36
and implementation, the measures identified in CDM Plan are prioritized in a Table 7 using the
following criteria:
In addition to measure prioritization, Table 7 also indicates estimated time of measure
implementation. The highest scores measures are prioritized according to the hospital current
plans and programs. The measure prioritization, timelines etc. will be further reviewed and
updated according to the future hospital capital renewal plans, changes in space use, detail
costs and savings estimates, the return on investment of the measure or the internal rate of
return.
IMPORTANCE EASE OF
IMPLEMENTATION
4 Most Important 4 Easiest
3 3
2 2
1 Least Important 1 Most Difficult
37
Table 7 – Estimated Time of Measure Implementation
Impor-
tance
Ease of
Implemen-
tation
Score
2014
2015
2016
2017
2018
2019
Annex 1.0 Variable Frequency Drives (VFDs) Installation 4 4 8
Annex/Atrium Conserv Proposed 1.1 VFDs Installation on Fan Motors x x x 4 4 8
Annex/Atrium Conserv Proposed 1.2 VFDs Installation on Chilled Water (CHW) and
Condenser Water (CW) pumps
x x x 4 4 8
Annex/Atrium Conserv Proposed 1.3 VFDs Installation on Hot Water (HW) and Glycol
Pumps
x x x 4 4 8
2.0 Lighting Retrofit
Annex/Atrium/
McMaster
Conserv Proposed 2.1 Replace existing 28W T8 with 25W T8 or LED x x x 4 3 7
Annex/Atrium/
McMaster
Conserv Proposed 2.2. Replace existing CFL pot lights with LED x x x 4 3 7
Annex/Atrium/
McMaster
Conserv Proposed 2.3 Replace 2x2 fluorescent fixtures with LED in the
retail areas
x x x 4 3 7
Annex/Atrium/
McMaster
Conserv Proposed 2.4 Lighting Controls Installation x x x 3 3 6
3.0 Ventilation System Improvements
Annex/Atrium/
McMaster
Conserv Proposed 3.1 Reduce Operating Time of Supply and Exhaust
Fans
x x x x x x 4 4 8
Annex/Atrium/
McMaster
Conserv Proposed 3.2 Right-sizing Ventilation Airflow Volumes x x x x x x 4 4 8
Atrium Conserv Proposed 3.3 Laboratories Demand Control Ventilation (Air
Genuity)
x x 4 2 6
Atrium Conserv Proposed 3.4 Kitchen Hood Demand Control Ventilation (DCV) x x 3 4 7
Annex
(Elm Wing)
Conserv Proposed 3.5 Existing 100% Outside Air (OA) Air Handling Units
(AHUs) Conversion to Mixed Air System
x x 4 2 6
Annex
(Elm Wing)
Atrium Offices
Conser-
vation
Proposed 3.6 Constant Air Volume (CAV) System Conversion to
Variable Air Volume (VAV) System
x x 4 2 6
Annex/
Atrium/
McMaster
Conser-
vation
Proposed 3.7 Heat Recovery Systems Replacement x x 4 3 7
4.0 Steam Distribution System Improvements
Annex/Atrium/
McMaster
Conserv Proposed 4.1 Steam Pipes and Separators Insulation x x x 4 4 8
Annex/
(Elm Wing)
Conserv Proposed 4.2 Replacement of the Domestic Hot Water (DHW)
Tanks with Instantaneous Hot Water Heaters
x x 4 4 8
5.0 Cooling System Improvements
Annex/Atrium/
McMaster
Conserv Proposed 5.1 Chilled Water System Optimization x x x x x x 4 4 8
Atrium Conserv Proposed 5.2 Heat Recovery Chillers Operations Optimization x x x x x x 4 3 7
6.0 Water Efficiency Improvements x
Annex/Atrium/
McMaster
Conserv Proposed 6.1 Replace Toilet Fixtures x x 4 3 7
Annex/Atrium/
McMaster
Conserv Proposed 6.2 Replace Faucet and Install Faucet Aerators x x 4 3 7
Annex/Atrium/
McMaster
Conserv Proposed 6.3 Replace Urinals x x 4 3 7
Annex/Atrium/
McMaster
Conserv Proposed 6.4 Domestic Cold Water (DCW) Variable Flow x x 4 3 7
Annex/Atrium/
McMaster
Conserv Proposed 7.0 Recommissioning (RCx)
Annex/Atrium/
McMaster
Conserv Proposed 7.1 Supply Air Temperature and Static Pressure
Optimization
x x x x x x 4 4 8
Annex/Atrium/
McMaster
Conserv Proposed 7.2 Optimize and Improve Controls Sequences x x x x x x 4 4 8
Atrium Conserv Proposed 7.3 Enthalpy Economizer Control x 4 3 7
Annex/Atrium/
McMaster
Conserv Proposed 7.4 Replace Pneumatic Space Temperature T-stats x x x 3 4 7
Annex/Atrium/
McMaster
Conserv Proposed 7.5 Reduce Simultaneous Heating and Cooling
(Reheat)
x x x x x x 4 4 8
Annex/Atrium/
McMaster
Conserv Proposed 7.6 Hot Water (HW) and Glycol Pumps Operation
Optimization and Supply Water Temperatures Reset
Control
x x x 4 4 8
Annex/Atrium/
McMaster
Conserv Proposed 8.0 PC, Printers and Plug Load Controls x x 3 2 5
Annex/
Atrium
Conserv Proposed 9.0 Power Factor Improvements and Power Quality
Optimization
x x 4 4 8
Atrium Conserv Proposed 10.0 Sofame Direct Contact Water Heating System
Recommissioning
x x 4 4 8
Estimated Time of
Measure
Implementation
Conser-
vation/
Demand
Manage-
ment
Previous/
Current/
Proposed
Project
MeasureBuilding
38
Monitoring and Evaluation
Ontario regulation 397/11 requires that public agencies report on the results at the end of the 5-
year planning period. Currently, SickKids energy and water consumption, savings and GHG
reductions is monitored through the Greening Health Care online reporting system. The results
of measures implementation will be also verified applying the measurement and verification
methodologies applicable to the Energy Conservation Measures as detailed in the guidelines
and standards of the International Measurement and Verification Protocol (IPMVP). The
measurement and verification technologies are as follows: FEMP or IPMVP
Option A Partially Measured Retrofit Isolation
Project Benefits are determined by partial field measurement of the energy use of the system(s) to which an improvement measure was applied; separate from the energy use of the rest of the facility. Measurements will be short-term with only one-time measurements in the pre and post-retrofit installation period.
FEMP or IPMVP Option B
Retrofit Isolation
Project Benefits are determined by field measurement of the energy use of the systems to which the improvement measure was applied; separate from the energy use of the rest of the facility. Short-term, long-term or continuous measurements are taken throughout the pre and post-retrofit period of the contract.
FEMP or IPMVP Option C
Option C involves use of utility meters or whole building sub-meters to assess the energy performance of a total building. Option C assesses the impact of any type of improvement measure, but not individually if more than one is applied to an energy meter. This option determines the collective Project Benefits of all improvement measures applied to the part of the facility monitored by the energy meter. Also, since whole building meters are used, Project Benefits reported under Option C include the impact of any other change made in facility energy use (positive or negative).
Timeline and Responsibilities for Plan Adoption and Implementation.
We have concluded that in order to fully comply with standards we first need to continue our
existing review of needs and capabilities. Our goals listed will remain the same and our
implementation timelines will reflect the timelines previously requested of five years from the
current date.
39
Our intended goal is to target an overall reduction in energy use of 15-25 per cent for the Annex,
5-10 per cent for the Atrium and 10-20 per cent for the McMaster Building . Five per cent of this
will be through behavioural adaptations and the other 10 per cent will be achieved through
building automation and retrofits. Approximately one third will be through behavioural
adaptation and two thirds will be through energy/capital retrofits.
Adoption of this plan will be effective immediately. We have already initiated infrastructure
changes and adapted our corporate policies to reflect on the upcoming sustainability standards.
Our existing goal of heightening the environmental stewardship of SickKids is further being
harnessed by the reinstatement of our previously successful KidsGoGreen program.
In order to achieve optimal plan adoption SickKids has retained both a Certified Energy
Manager and an Environmental Sustainability Coordinator to assist in delivery and
implementation of the afore mentioned goals and standards. Our objective is to move forward
with reduction targets that can feed back into existing patient care strategies, environmental
sustainability programs, facilities upkeep, and hospital management.
Responsibilities for our plan are as follows;
Executive Leadership is responsible for:
Leading organizational commitment to conservation.
Incorporating environmentally sound decision-making processes, while supporting sustainability through appropriate budget and needs-based planning.
Adopting conservation goals into year-end objectives, targeting and reporting approval.
Sustainability Team is responsible for:
Engaging with occupants to support efficient behaviours across the organization.
Partnering with strategic affairs, creative services and child life to promote energy management initiatives through media and marketing campaigns.
Developing and promoting an environmental sustainability and reporting strategy to include measurable targets and action plans.
Facilitating organizational changes and approaches to the strategic programs and operations and maintenance to enhance energy conservation
Offering expertise and evidence-based advice on best practices in environmental sustainability
Aligning energy conservation targets with existing corporate strategy.
Addressing key stakeholders with information on conservation strategies, goals and objectives going forward
Employees are responsible for:
Adopting behaviours that assist in creating a culture of conservation within SickKids.
Identifying, sharing and promoting ways of implementing energy efficient workplace activities, programs and practices.
40
Incorporating best fit energy management processes into their work environment and decision making processes.
Reporting these processes and practices in monthly/quarterly department meetings.
These goals and objectives are set in place to create reachable targets within the organization
and distinguish SickKids as a healthcare community that puts the health needs of children and
their environment at the top of its organizational practices. SickKids is already a part of the
Greening Healthcare Program which emphasizes the need to find champions within the
organization and implement both a top down and bottom up approach to energy management.
We believe we have those champions within our existing organizational body and are eager to
show our aptitude to create positive and sustainable change within our energy management
services. The following link shows a presentation which includes tours of SickKids with more
information on the guiding principles we will be applying in the coming years.
https://www.youtube.com/watch?v=bxHYqAFr8h8&feature=youtube.
Through these efforts we are certain that The Hospital for Sick Children will continue to be a
leader in creating innovative approaches to healthy living for children.
Thank you for your time and please feel free to reach out to our Energy and Environment team
with any further questions or inquiries at [email protected].