california commissioning guide existing buildings (from cacx)

7/30/2019 California Commissioning Guide Existing Buildings (From CACx)

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Caliornia Commissioning Guide:

Existing Buildings


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2006 Caliornia Commissioning Collaborative

Acknowledgements

The inormation in this document is drawn rom several existing guides to commissioning andretrocommissioning:

American Society o Heating, Rerigerating and Air-Conditioning Engineers, Inc. (ASHRAE).Guideline 0-2005, The Commissioning Process (2005).

Oregon Department o Energy. Retrocommissioning Handbook or Facility Managers (2001),

prepared by Oak Ridge National Laboratory and Portland Energy Conservation, Inc. (PECI).

U.S. Department o Energy.A Practical Guide or Commissioning Existing Buildings (1999),prepared by Oak Ridge National Laboratory and Portland Energy Conservation, Inc. (PECI).

U.S. Environmental Protection Agency and U.S. Department o Energy. Operations and

Maintenance Assessments: A Best Practice or Energy-Ecient Building Operation (1999),prepared by Oak Ridge National Laboratory and Portland Energy Conservation, Inc. (PECI).

U.S. Department o Energy, Rebuild America Program. Building Commissioning: The Key toQuality Assurance (1998), prepared by Portland Energy Conservation, Inc. (PECI).

Prepared by:

Portland Energy Conservation, Inc.Tudi HaaslKristin Heinemeier

Project Manager:Martha Brook, Caliornia Energy Commission

Reviewers:

Ken Gillespie, Pacic Gas and Electric Company

Hannah Friedman, Portland Energy Conservation, Inc.

The Caliornia Commissioning Collaborative is a non-prot corporation with a mission to support

and promote the practice o commissioning in Caliornia. Its Advisory Council and Board oDirectors are made up o utilities, state and ederal government, researchers, designers, building

owners, and commissioning providers. The Board o Directors currently consists o:Jim Parks, Sacramento Municipal District, CCC Chairperson

Gregg D. Ander, FAIA, Southern Caliornia Edison, CCC Vice ChairpersonNancy Jenkins, PE, Caliornia Energy Commission, CCC SecretaryEd Becker, Sempra Utilities

Mark Bramtt, Pacic Gas and Electric CompanyRichard Conrad, Department o General Services

Chip Fox, Sempra UtilitiesArun Jhaveri, Federal Energy Management Program

Bill Pennington, Caliornia Energy Commission

Cover photo:

Capitol Area East End Complex,

State o Caliornia Department oGeneral Services, Sacramento, CA


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Caliornia Commissioning Guide:Existing Buildings


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i / Caliornia Commissioning Guide


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About this Guide

The commissioning process or existing buildings, commonly reerred to as

retrocommissioning, is a systematic process or improving an existing buildings

perormance by identiying and implementing relatively low-cost operational and

maintenance improvements, helping to ensure that the buildings perormance meets

owner expectations.

This Guide:

Is written or building owners and managers, but others involved in theretrocommissioning process will also nd it useul.

Is not a how-to manual or retrocommissioning. Rather, it provides the necessaryoundation or anyone considering a retrocommissioning project.

Answers the ollowing questions:

What is retrocommissioning and why should I do it?

What are the beneits and costs o retrocommissioning?

What happens during the retrocommissioning process?

Who should be a part o the retrocommissioning team?How can I ensure that the beneits achieved rom retrocommissioning are long-lastingand that operations at my acility are eicient over the long term?

How do I get started with a retrocommissioning project?

Helpul Hints

Indicates an important topic.

Indicates that additional inormation about the topic can be oundelsewhere in the guide.

Indicates a denition. Denitions can be ound throughout the text and atthe end o the guide in the Glossary (p. 73).

Caliornia Commissioning Guide / ii


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IntroductionWhat is Building Commissioning?. . . . . . . . . . . . . . . . . . . . . . . . . . . . 2

Goals o the Retrocommissioning Process. . . . . . . . . . . . . . . . . . . . . 3

Why is Retrocommissioning Important?. . . . . . . . . . . . . . . . . . . . . . . 4

Retrocommissioning and LEED.. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 7

Benefts and Costs o Commissioning

Existing BuildingsRetrocommissioning Benets.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10Retrocommissioning Costs.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .14

The Retrocommissioning TeamRetrocommissioning Team Members and Their

Responsibilities. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20

Selecting a Commissioning Lead. . . . . . . . . . . . . . . . . . . . . . . . . . . . 25

Involving a Third-Party Provider..... . . . . . . . . . . . . . . . . . . . . . . . . .27

The Retrocommissioning ProcessThe Retrocommissioning Process. . . . . . . . . . . . . . . . . . . . . . . . . . . 32

Planning. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32

I n v e s t i g a t i o n . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 8

I m p l e m e n t a t i o n . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 4

Hand-O. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47

Integrating Building Retrots

with Retrocommissioning. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .50

1

2

3

4

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69

Strategies or Ensuring Persistence oBenefts

Strategies or Ensuring Persistence o Benets . . . . . . . . . . . . 56

Building Documentation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5 6

Bui lding Sta Tra ining. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6 0

Preventive Operations & Maintenance.....................62

Pe rormance Track ing. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6 4

Re commissioning Plan. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6 6

Continuous Commissioning and Monitoring-Based

Commissioning. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 68

Getting Started

AppendixA c r o n y m s . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 2

G l o s s a r y . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 3

Online Commissioning Resources.. . . . . . . . . . . . . . . . . . . . . . . . . . 77

5

6

Caliornia Commissioning Guide / iv


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Select the project

Set project objectives and obtain

support

Select a commissioning lead

Document the current operating

requirements

Perorm an initial site walk-through

Develop the Retrocommissioning Plan

Assemble the retrocommissioning team Hold a project kick-o meeting

Review acility documentation

Perorm diagnostic monitoring

Perorm unctional tests

Perorm simple repairs

Develop Master List o Findings

Prioritize and select operationalimprovements

Develop Implementation Plan

Implement selected operationalimprovements

Veriy results

Develop Final Report

Compile a Systems Manual

Develop Recommissioning Plan

Provide training

Hold close-out meeting

Implement persistence strategies

Planning Phase

Retrocommissioning Process Overview

Hand-O Phase

Investigation Phase

Implementation Phase

v / Caliornia Commissioning Guide


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1. Introduction

This chapter introduces the commissioning process as it applies to existing

buildings. It answers the questions:

What is building commissioning?

What are the goals o the retrocommissioning process?

Why is retrocommissioning important?

1

Introduction / 1


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What is Building Commissioning?

Tetermcommissioningcomesromshipbuilding.Acommissionedshipisone

deemedreadyorservice.Beorebeingawardedthistitle,however,ashipmustpassseveralmilestones.Equipmentisinstalledandtested,problemsareidentiedandcorrected,andtheprospectivecrewisextensivelytrained.Acommissionedshipisonewhosematerials,systems,andstahavesuccessullycompletedathoroughqualityassuranceprocess.

Building commissioningtakesthesameapproachtonewbuildings.Whena

buildingisinitiallycommissioneditundergoesanintensivequalityassuranceprocessthatbeginsduringdesignandcontinuesthroughconstruction,occupancy,andoperations.Commissioningensuresthatthenewbuildingoperatesinitiallyastheownerintendedandthatbuildingstaarepreparedtooperateandmaintainitssystemsandequipment.

Retrocommissioningistheapplicationothecommissioningprocesstoexistingbuildings.Retrocommissioningisaprocessthatseekstoimprovehowbuilding

equipmentandsystemsunctiontogether.Dependingontheageothebuilding,retrocommissioningcanotenresolveproblemsthatoccurredduringdesignorconstruction,oraddressproblemsthathavedevelopedthroughoutthebuildingslie.Inall,retrocommissioningimprovesabuildingsoperationsandmaintenance(O&M)procedurestoenhanceoverallbuildingperormance.

Recommissioningisanothertypeocommissioningthatoccurswhenabuildingthathasalreadybeencommissionedundergoesanothercommissioningprocess.

Tedecisiontorecommissionmaybetriggeredbyachangeinbuildinguseorownership,theonsetooperationalproblems,orsomeotherneed.Ideally,aplanorrecommissioningisestablishedaspartoanewbuildingsoriginalcommissioningprocessoranexistingbuildingsretrocommissioningprocess.

AsstatedintheCaliorniaGovernorsExecutiveOrderS-20-04,retrocommissioning,andthenrecommissioningeveryveyears,isrequiredoallStateoCaliornia

buildingsmorethan50,000squareeetinsize.Recommissioningisoneo

2 / Caliornia Commissioning Guide

1

Retrocommissioning(RCx)

Retrocommissioning isa systematic method or

investigating how and why anexisting buildings systems areoperated and maintained, and

identiying ways to improveoverall building perormance.

Commissioning (Cx)For more inormation on new

construction commissioning,consult the CaliorniaCommissioning Guide: New

Buildings, a companion to thispublication.

More onRecommissioning

A more detailed discussion o

recommissioning can be oundin Chapter 5: Strategies orEnsuring Persistence o Savings.


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Introduction / 3

1thestepsthatcanbetakentoensurethatretrocommissioning,othereciencymeasures,andtheirassociatedbenetslast.TeStateoCaliorniaalsorequiresthatalllargestatebuildingsreceiveaUnitedStatesGreenBuildingCouncil(USGBC)LEED-EBrating.RetrocommissioningandLEEDarediscussedinmoredetailonpage7.

Goals o the Retrocommissioning ProcessAllormsobuildingcommissioningsharethesamegoals:toproduceabuilding

thatmeetstheuniqueneedsoitsownerandoccupants,operatesasecientlyaspossible,providesasae,comortableworkenvironment,andisoperatedandmaintainedbyawell-trainedstaorservicecontractor.

Sinceeachbuildingprojectisunique,thepersonwhomanagestheretrocommissioningprocessthecommissioningleadwilladapttheprocesstomeettheprojectsspecicgoals.Tisguideoutlinesacomprehensiveprocessorreachingthosegoals.Tescopeotheindividualprojectsmaydier,dependingonsize,

complexity,andbudget.

Teretrocommissioningteamistypicallyaskedtoperormtheollowingactivities:

Ensure that the building is perorming eciently and as expected.Aspartotheretrocommissioningprocess,theretrocommissioningteamreviewsthecurrentbuildingdocumentsandoperationsandmaintenancepractices,analyzesenergyuse,andobservesandtestsbuildingequipmentandsystems.

Recommend and implement measures that improve equipment perormance.Tecommissioningteamdocumentsanydecienciesandpotentialimprovementsintheoperationorconditionotheacilitysmechanicalequipment,lighting,andrelatedcontrols,thenrecommendscorrectiveaction.Someotheseopportunitiesarepursuedduringtheretrocommissioningprocess,withremediesthatrangeromlow-costoperationalchangestoextensivecapitalretrots,whileothersmaybedeerred.

Commissioning Lead/Provider/ Authority/

AgentThese titles are oten usedinterchangeably, and have

historically been used toreer to an individual hired tolead a retrocommissioning

process. However, in this guide,commissioning lead can

either be an individual rom

the owners sta designated tolead the retrocommissioningprocess, or a third-party, hired

to lead the process.

A more detailed discussion

o the retrocommissioningteam, typical roles in

the project, and projectmanagement arrangements

can be ound in Chapter 3: TheRetrocommissioning Team.


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Veriy that the building owner and sta receive adequate documentationand assistance to implement improvements, as well as training on monitoringand maintaining improvements. Keydeliverablesromtheprocess,suchastheMaster List o FindingsandFinal Report,becomenewdocumentsorthe

buildingrecordandimportantreerencesorimplementingandmaintainingthemeasures.Ideally,trainingorbuildingstaisongoingthroughouttheretro-commissioningprocessandthecommissioningteamensuresthattheoperatorsunderstandtheO&Mrequirementsneededtokeeptheimprovementsworking.

Why is Retrocommissioning Important?

Commercialbuildingsrequentlyundergooperationalandoccupancychangesthatchallengethemechanical,electricalandcontrolssystems,hinderingoptimalperormance.Additionally,intodayscomplexbuildings,systemsarehighlyinteractive.Increasedneedorsystemintegration,duetothepresenceosophisticatedcontrolsystems,resultsinatrickle-downeectonbuildingoperationssmallproblemshavebigeectsonperormance.

Retrocommissioninghelpstoensurethatbuildingequipmentandsystemsareintegratedsotheyperormtogethereectivelyandecientlyandmeetthebuildingownerscurrentoperatingrequirementsandexpectations.

Unortunately,mostbuildingshavenevergonethroughanytypeocommissioningprocess,andevenwell-constructedbuildingsexperienceperormancedegradationovertime.Nomatterhowwellbuildingoperatorsandservicecontractors maintain

equipment,iitoperatesinecientlyormoreotenthanneeded,energywasteandreliabilityproblemscanoccur.

Evenibuildingstahavebeenabletoworkoutmostotheoperationalbugsinthebuildingsystems,theyareotenorcedtosolveproblemsunderseveretimeconstraintsandwithoutthebenetoproperdocumentation.Havingtoaddressproblemstooastandwithoutadequateinormationcanresultininadequateorpartialsolutionsthatcanleadtootherbuildingproblems.


1

Building Owner

Oten the word owner can reerto a number o dierent actorsin a building. In this document,

the term owner reers towhoever makes the decisionsregarding the buildings acilities.

Retrocommissioning reed up

more staf time because it elimi-nated the need or personnel to

operate the boilers and chillers.

- Julius de LeonAssistant Building Manager

U.S. GSA


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Benets and Costs / 5

Header 2Teresultothissituation?Poorlyperormingbuildings,where:

Systemandequipmentproblemsresultinhigherthannecessaryutilitybills.

Unexpectedorexcessiveequipmentrepairsandreplacementscosttheowner

moneyandeatupstatime. Poorindoorenvironmentalqualitycausesemployeeabsenteeism,tenantcomplaintsandturnover,andinthemostseverecases,leadstolawsuitsandexpensiveretrots.

Asaprocess,ratherthanasetoprescriptivemeasures,retrocommissioningadaptstomeettheuniqueneedsoeachownersO&Mteamsandoccupants.Whenappropriatelyapplied,theprocessavoidsquick-xsolutionsandaddressesroot

causestosystematicallyimprovebuildingsystemssotheyoperateeciently,eectively,reliably,andensuresthattheimprovementspersistovertime.

Asthisguideexplains,retrocommissioningaccomplishestheollowing:

Bringstheownersneedsandprojectrequirementstotheoreronttoensurethattheresultingbuildingoperationswillmeetexpectations.

Improvesthebuildingsoverallperormancebyoptimizingenergy-ecientdesigneatures,anddirectlyaddressingissueslikeequipmentperormanceand

systemintegration. Veriesthatbuildingstamembersarewell-trainedandpossessthedocumentationtheyneedtooperateandmaintainthebuilding.

Identiespotentialindoorenvironmentalqualityissuesandeliminatesoccupantcomplaints.

Why Preventive Maintenance Isnt Enough

Preventivemaintenancetendstoocusoncomponent-by-componentcare,ratherthantakingtheholisticviewthatoperationisoequalimportancetomaintenance.Preventivemaintenancemeasures,suchascleaningcoils,changinglters,tighteningbelts,andcalibratingstrategicsensors,areessentialtotheongoingoperationsoaacility.Still,perormingthesetasksaloneisnotenough.

GoodO&Mpracticesalsoentailobservingandmonitoringbuildingsystems

Introduction / 5

1CommonRetrocommissioningFindings

Retrocommissioning involvesa systematic, in-depth investigation

o building operations, ndingdeciencies that may not be

immediately obvious or visible.Some examples o thesedeciencies include:

Variable speed drives no longer

modulate appropriately

Controls are circumvented orset up improperly

Equipment runs more thannecessary or runs ineciently

because o improper sequenceso operation

Controls were never tuned or

require retuning to provideappropriate responsetime or to avoid hunting


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1todeterminehowandwhentheyoperate.Inatypicalbuilding,staareotentaxedwithnuisanceproblemsandtroublecallsandaretoostrainedtoproactivelypursueoperationaltasks.Evenibuildingstaareperormingsomemonitoringanddatacollection,itisrarelyintheirskillsetorjobdescriptiontosystematicallyanalyzethe

inormationordecienciesthatarebeyondtheobvious.

Retrocommissioninggoesbeyondday-to-daybuildingupkeeptoprovideathoroughassessmentotheoperationomechanicalequipment,lighting,andrelatedcontrols.Teintentistoimprovehowequipmentoperatesasasystem.Why Maintenance Tune-Ups Arent Enough

Amaintenancetune-upisasystematicprocessperormedeitherbyin-housestaoranoutsidemaintenanceserviceprovider,whichincludesaconditionsassessmentandtheimplementationomaintenancemeasuresthathavenotbeencompletedduringtheregularpreventivemaintenanceschedule.Tisisotendonepriortoputtinganongoingpreventivemaintenanceprograminplaceorastheinitialstepinprovidinganongoingmaintenanceservicecontract.une-upstendtoocusonmaintenanceocomponentsandequipment,andaddresstheirphysicalcondition.

Retrocommissioningincludestune-upprocedures,butitalsomovesbeyondtune-upstolookatoperationalissues,usingasystemsapproach.Itocusesmoreonoperationthanonmaintenance,addressingwhyapieceoequipmentisoperating,notjusthowitisoperating.Retrocommissioninglooksattheoperationotheentiresystem,inadditiontotheindividualcomponents.Itlooksattherootcausesooperationalproblems,andthusitsbenetsaremuchmorelikelytopersist.Teocusontraininganddocumentationalsoimprovespersistence.

1

A more detailed discussiono enhancing preventive

maintenance can be ound inChapter 5: Strategies or Ensuring

Persistence o Savings.

Maintenance Tune-UpA systematic process thatincludes conditions assessment

and the implementation omaintenance measures thathave not been completed

during the regular maintenanceschedule.

Monitoring andRoutine Maintenance

Periodically monitoring systemsand equipment to ensureproper operation should be

as important as periodicallyperorming maintenance

tasks, such as cleaning coils,lubricating motors, or changing

lters. Yet typically, little trainingis devoted to understanding

building operation and systeminteractivity.


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2

What is the USGBCs LEED rating system?

The LEED guidelines speciy criteria that dene environmentally superior buildings in each

o six categories:

Sustainable sites

Water eciency

Energy and atmosphere

In order to be LEED certied, a project must meet all the prerequisite requirements in

each category. Projects then earn points by selecting more advanced criteria rom variouscategories. The more points a project earns, the higher its LEED rating. This point system

allows projects a great deal o fexibility in producing a LEED certied building. Upon

completion, a certication package is created that documents the measures that were

implemented, and the USGBC evaluates the certication package and grants a LEED rating

along with a plaque and recognition on the USGBC website. There are distinct rating

systems or new construction (LEED-NC), existing buildings (LEED-EB), and several other

situations.

What are the LEED-EB commissioning requirements?All buildings seeking LEED-EB certication must provide documentation that a commissioning

process that meets the LEED-EB Rating System guidelines has been completed at the

acility, or provide a ve-year plan or completing the process. The LEED-EB guidelines

also contain several related credits that may be incorporated to earn additional points,

such as credits or monitoring energy perormance and reducing overall energy use, and

supporting operations and maintenance plans and providing sta education.

Projects undertaking LEED-EB certication should consult the most recent version o the

LEED-EB Green Building Rating System or detailed inormation. More inormation about

the LEED Rating Systems can be ound on the U.S. Green Building Councils Web site at

www.usgbc.org.

Materials and resources

Indoor environmental quality

Innovation

Retrocommissioning and LEED

Introduction /

1

What is LEED?LEED stands or Leadershipin Energy and Environmental

Design, a series o greenbuilding rating systems

developed by the U.S. GreenBuilding Council (USGBC).

LEED or new construction

(LEED-NC) provides a standardor dening a green building.It is used by owners, architects,

engineers, and contractorsto take a holistic approach in

evaluating a building and itssystems over the lie o theacility.

LEED or existing buildings(LEED-EB) is applicable tobuilding operations, processes,

system upgrades, and minorspace changes, and can be

used by buildings new toLEED certication, or as arecertication vehicle or

buildings that have previously

achieved a LEED rating. As withother LEED systems, existingbuildings can achieve one o

our ratings; Certied, Silver,Gold, and Platinum.
http://www.usgbc.org/http://www.usgbc.org/


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/ Caliornia Commissioning Guide

1


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2. Benefts and Costs o CommissioningExisting Buildings

There are numerous benets o undertaking retrocommissioning. Theyinclude more eective and ecient building operation, energy savings, andimproved indoor environmental quality. This chapter discusses the costsand benets a building owner, manager, or operator should expect, andshares some strategies or reducing costs o retrocommissioning.

This chapter answers the questions:

What are the benets o retrocommissioning?

What cost savings can an owner expect?

How does retrocommissioning reduce a buildings energy use?

How much does retrocommissioning cost?

Benets and Costs /

2


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Retrocommissioning Benets

Retrocommissioning benets are ar-reaching. Not only do they

include cost savings, but also improvements to almost every aspecto operations and maintenance.

Everyonebenetsromretrocommissioning.Forowners,retrocommissioningreducesbuildingoperatingcoststhatcanleadtoanincreaseinnetoperatingincome.Buildingmanagersnoticeeweroccupantcomplaintsandincreasedabilitytomanagesystems.Buildingstareceivetrainingandimproveddocumentation,andbuildingoccupantsaremorecomortable.Teollowingsectiondiscussestheseandotherretrocommissioningbenets.

Improve System Operation: Beyond Preventive Maintenance

Goodpreventivemaintenancepracticesareimportant,butsometimestheyarenotenough.Wherepreventivemaintenanceocusesonreliabilityandcapacityoindividualequipmentandcomponents,retrocommissioningtakesaholisticview.Teretrocommissioningprocessnotonlyincludesaconditionsassessmentthat

looksatmaintenanceissuesandpracticesbutalsoincludesathoroughoperationsassessment.Teoperationsassessmentlooksatcontrolstrategies,sequencesooperation,andhowwellthemechanicalequipment,lighting,buildingenvelopeandrelatedcontrolsperormtogether.


2

Savings rom Retrocommissioning1

Retrocommissioning can produce signicant cost savings in existing buildings. Savings vary

depending on the building type, its location, and the scope o the retrocommissioning process. A

comprehensive study ound average cost savings in the ollowing ranges:

Description Range o Values

Value o Energy Savings $0.11 - $0.72/sqt

Value o Non-Energy Savings $0.10 - $0.45/sqt

Avoid the Quick FixFixing the symptoms o a building

or system problem withoutdetermining and addressing the

root causes may provide dramaticand immediate savings, but

these savings are not likely to

persist, and the symptoms mayreappear.

1Mills, E., H. Friedman, T. Powell, N. Bourassa, D. Claridge, T. Haasl, and M.A. Piette. 2004.The Cost-Efectiveness o Commercial-Buildings Commissioning, Lawrence Berkeley National Laboratory.

http://eetd.lbl.gov/EMills/PUBS/Cx-Costs-Benets.html
http://eetd.lbl.gov/EMills/PUBS/Cx-Costs-Benefits.htmlhttp://eetd.lbl.gov/EMills/PUBS/Cx-Costs-Benefits.html


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Benets and Costs/ 11

2

The University o Caliornia has

undertaken a massive efort toretrocommission its existing build-ings through monitoring actualoperating data, diagnosing build-

ing problems and acting to remedythem. This program will save UC

millions o badly needed operatingdollars in the decades to come.

Maric MunnAssociate Director, Energy and Utility

Services or University o Caliornia

Oce o the President

Improve Equipment Perormance

Duringretrocommissioning,theretrocommissioningteamassesseswhethereachpieceoequipmentisunctioningproperly.Whenitisnot,theyinvestigatethecauseotheproblemandrecommendasolution.Forexample,ithecommissioningteamndsmultiplechillersoperatingunnecessarilyatlowloads,theywillcollectandanalyzechilledwatersystemdataandrecommendchangesthatensurechillerscycleononlywhenneeded.Teresult?Equipmentthatlastslonger,worksmorereliably,needsewerrepairs,anduseslessenergy.Equipmentthatoperatesproperlyalsodemandslesscrisismaintenanceromonsitestaandoutsidecontractors,allowingstatoconcentrateontheirprimaryduties.

Increase O&M Sta Capabilities and ExpertiseAnessentialaspectotheretrocommissioningprocessisprovidingtrainingtobuildingsta.Involvingstaearlyallowsthemtotakeadvantageothetrainingopportunitiesthatoccurthroughouttheretrocommissioningprocess.Whenstamembersincreasetheirunderstandingobuildingequipmentandtroubleshootingskills,theyarebetterabletooperateandmaintainequipmentandrespondtooccupantrequestswithoutcircumventingenergy-savingstrategies.rainingmayincludeonsitewalk-throughswithmembersothe

commissioningteam,developingandanalyzingtrend-loggingstrategies,andclassroom-stylepresentations.

Increase Asset Value

ogether,thebenetsoretrocommissioningcantranslateintoincreasedprotabilityorbuildingownersbyreducingoperatingexpensesthatleadtoanincreasednetoperatingincomeandquickerreturnsoninvestment.Owners

mayalsobenetromhigherappraisedbuildingvaluesithepropertyisproperlyappraisedoritsoperatingperormance,sinceequipmentthatiswell-maintainedandoperatesecientlyincreasestheassetvalueotheproperty.

Energy Savings

Retrocommissioningprovidesacomprehensiveanalysisoabuildingsperormance.Tisanalysisincludesspecicrecommendationsonhowtoreducethebuildingsenergyuseanddetailedguidanceonhowtoimplementthemostcost-eective

University o Caliornia

Oce o the President

Oakland, CA

To read the case study,

visitwww.cacx.org

2
http://www.cacx.org/http://www.cacx.org/http://www.cacx.org/


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improvements.Dependingontheprojectscope,theseimprovementscanrangeromsimple,low-costxestocomplicated,highlyintegratedoperationalmeasuresthatarecoupledwithequipmentretrots.Retrocommissioningisconsideredsuccessulwhenabuildingoperatesasecientlyaspossible,meetstheowners

operatingrequirements,andincludesstrategiestoensurebenetslastovertime.

Teretrocommissioningteamemploysseveralstrategiestoimproveabuildingsperormanceandreduceenergyuse.Earlyintheproject,theyperormautilitybillanalysistobetterunderstandhowthebuildingconsumesenergy.Intheinvestigationphase,theylookortypicaloperatingissueslikesimultaneousheatingandcooling,poorlyoperatingeconomizers,andexcessiveairandwaterfows-allowhichleadtoenergywaste.Troughouttheentireproject,theteamtakesacomprehensiveviewothebuildingoperationsandlooksorwaystoimprovehowequipmentunctionstogetherasasystem.

Energysavingsromretrocommissioningcanbesignicant.Wholebuildingenergyusecanbereducedconsiderably,leadingtocostsavingsinthethousandsodollars.

Improved Indoor Environmental Quality (IEQ)

Tequalityoabuildingsindoorenvironmentaectthehealth,comortandproductivityoitsoccupants.Teconsequencesoapoorindoorenvironmentrangerommildlyinconvenienttoveryserious.emperatureandlightingcancauseanuncomortableworkenvironmentthathinderslearningandlowersanorganizationsproductivity.Inmoreseverecases,poorairqualitycausesheadaches,atigue,orsevereallergicreactions.

Poorindoorairqualitycanhavemanycauses:

Moistureandmoldinthebuildingenvelope

Inadequateoutsideair

Pooraircirculation

Inappropriatecontroloventilationair

Poorcratsmanshipintheairdistributionsystem

Conditions o Americas Schools,February 1995. U.S. General AccountingOce, Health, Education, and HumanServices Division, Document#: GAO/HEHS-95-61, Report#: B-259307.

The IAQ ProblemIndoor air quality is a big

problem in U.S. commercialbuildings, some 20-30% o

which suer rom indoor qualityproblems.

Poor IAQ is especially troublingin schools, where students

spend close to 13,000 hoursbetween kindergarten and 12thgrade. The U.S. Environmental

Protection Agency reports thathal o U.S. schools where

more than 55 million students,teachers and school sta spend

the majority o their time - haveindoor air quality problems.


2

Energy Saving Goals

Building commissioning is aneective way to meet energyeciency goals. In Caliornia,

state-owned buildings arerequired to reduce their energy

consumption by at least 20% by2015.

See State o Caliornia Green BuildingAction Plan, March 2005Detailed

Direction that accompanies GovernorsExecutive Order S-20-04. Section 1.1.2.1.

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Retrocommissioningreducestheriskoindoorenvironmentalqualityproblemsthroughitsprocessorigoroustestingandstatraining.

Incorrectbuildingpressurizationcanalsoleadtopoorindoorairquality.Tisisespecially

importantinacilitieswithlabs,morgues,indoorswimmingpools,oranyareaswherepressurizationisusedtokeepsmellsortoxinsrommigratingbetweenspaces.Properretrocommissioningensuresthatpressuredierentialsbetweenspacesarecorrect.

Improved Building DocumentationUp-to-datebuildingdocumentation,includingO&M Manuals,Sequences oOperation,andSystem Diagrams,isproducedthroughtheretrocommissioningprocessandisessentialtomaintainingandtroubleshootingequipment.TePreventive

Maintenance PlanandaRecommissioning Planshoulddescribeindetailthehumanandnancialresourcesthatarenecessarytomaintainthebenetsotheretrocommissioningprocessormanyyears.

For a complete discussion obuilding documentation, seeChapter 5: Strategies or EnsuringPersistence o Benets.

The Cost o Discomort

Comort problems aect every building owner both those who occupy their

acilities and those who lease them out.

Reduced Productivity

An uncomortable building makes everyone less productive. Occupants spend more

time complaining and oten take more sick days. Building sta spend time responding

to comort complaints and have less time to attend to their regular operations and

maintenance tasks.

Tenant Retention

A chronically unhealthy building can cause owners to lose tenants and money. When

tenants leave, rent revenues and leasing commissions are lost. In addition, wordo uncomortable building conditions is likely to spread among business peers,

increasing vacancy periods.

Increased Liability

Owners are increasingly on the receiving end o lawsuits over poor indoor air quality

in their buildings. They result in high costs to the owner, inconvenience to tenants, and

wasted time on everyones part.


2

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Retrocommissioning Costs

The cost o retrocommissioning depends on the projects size,

complexity, and the scope o the retrocommissioning process.

Whencomparedtothesubstantialbenetsmadepossiblebyretrocommissioning,thecostsareotenquitereasonable.However,thecostoaretrocommissioningprocessisotendiculttoestimate.Terearemanypublishedindustryaverages(seetablebelow),andthesealmostalwaysrepresentawiderange.Whenpreparingoraretrocommissioningproject,theownershouldmakesuretoullyunderstandwhatcoststoexpect.

Onereasonorthewiderangeisthatsomeprojectshaveabroadscope,investigatingtheoperationoallbuildingsystems,whileothersareaectamuchmorelimitedsetosystems.Tesizeobuildingalsoinfuencesthecostpersquareoot:largerbuildingscostlesspersquareoot,sincethecostsoactivitiessuchasdocumentation,meetings,andmonitoringarenotsensitivetothesizeothebuilding.Tecostoretrocommissioningorbuildingswithsimple,


2

Retrocommissioning Costs2

Actual retrocommissioning costs, as reported in a study o 106 retrocommissioning projects

Description Value or Ranges

Total RCx Cost $0.13 to $0.45/sqt

Provider Fee as % o Total RCx Cost 35 - 71%

Average RCx Cost AllocationPlanning and Investigation 69%

Implementation 27%

Verifcation, Tracking and Reporting 4%

Simple Payback Time 0.2 to 2.1 years

2Mills, E., H. Friedman, T. Powell, N. Bourassa, D. Claridge, T. Haasl, and M.A. Piette. 2004.The Cost-Efectiveness o Commercial-Buildings Commissioning, Lawrence Berkeley National Laboratory.

http://eetd.lbl.gov/EMills/PUBS/Cx-Costs-Benets.html

2
http://eetd.lbl.gov/EMills/PUBS/Cx-Costs-Benefits.htmlhttp://eetd.lbl.gov/EMills/PUBS/Cx-Costs-Benefits.html


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straightorwardsystemsandequipmentareobviouslylowerthanorbuildingswithcomplexorantiquatedsystems(suchaspneumaticcontrols).And,thedegreeopreparationthattheacilitydoesbeoretheprojectisinitiatedandtheavailabilityandexpertiseoO&Mstacanhaveasignicantinfuenceoncosts.

Anotherissuetoconsiderwhenexaminingtherangeocostsisthatthereisnostandardconventionorreportingthetotalcostoretrocommissioning.Quotedprojectcostsmayormaynotincludethird-partycommissioningproviderlabor,thelaborootherteammemberswhoparticipateintheprocess,anyinstrumentationthatmustbeprocuredortheproject,andbuildingdocumentationthatmaybedeveloped.Dependingonwhatkindoimprovement

opportunitiesareuncovered,theimplementationoimprovementsmaybeanadditionalcostthatisnecessarytoachievebenets.

Buildingownersotenlooktoin-housesolutionstohelposetthecostoretrocommissioning.Teollowingsectionshighlightstaparticipationstrategiesthatcanreducetheoverallcostoaretrocommissioningproject.

Eectively Utilizing In-House Sta to Reduce Costs o

Retrocommissioning

Buildingstacantaketheleadinacommissioningproject.And,evenwhenathird-partyleadstheproject,therearestillopportunitiestouseacilitystatohelpreducecosts.Whenacilitystaisactivelyinvolvedintheretrocommissioningteam,benetscanbenumerous.Teownersavesmoney,theteamsavestime,andthebuildingstagainsvaluabletrainingandinsightintotheoperationothebuilding.

Terearemanytasksthatskilledstacanundertaketohelpstreamlinetheprocessandincreasetheeectivenessothecommissioningleadstime.Testamay:

Gatherbuildingdocumentation

Perormappropriatepreventivemaintenancetaskspriortostartingtheretrocommissioninginvestigation

Assistwithdiagnostictrendingandtesting

Installandremoveshort-termdiagnosticmonitoringequipment


2

Chapter 4: The RetrocommissioningTeam discusses the role o building

owners, managers and sta inthe retrocommissioning process

and what owners should considerin determining the appropriaterole or their sta, based on

capacity and qualications.

Utility andGovernmentResources

More and more requently,utilities are oering programs

to help reduce the costs o

retrocommissioning. Utilityrepresentatives and governmentagencies can provide moreinormation about the incentives

they oer or retrocommissioningand other energy eciency

products and services.

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Perormsimplerepairsandimprovements

rackmeasuresaterimplementation

Gather Building Documentation

Buildingstacancompileanup-to-datebuildingdocumentationpackagepriortotheretrocommissioningprocess.Ithisisnotdoneaheadotime,thecommissioningteamwillneedtogatherthisinormation,whichcanbeanexpensiveundertaking.Tedocumentationpacketshouldbeavailableon-siteandincludeasmuchotheollowinginormationaspossible:

Anypreviouscommissioningreports

Drawingsrelevanttothesystemstargetedorretrocommissioning(preerably

as-builtdrawings) O&Mmanuals

esting,adjustingandbalancing(AB)reports

Originaldesigndocumentation

Anequipmentlistwithnameplateinormation,datesoinstallation,andsubmittalsincludingpumpcurvesandancurves

Listooutsideservicecontractorsregularlyused

Copiesocurrentservicecontracts

Currentmaintenancelogsorschedules

Controlsystemdocumentation,suchasSequences o Operation,specialcontrolstrategies,controldiagrams,pointslist,controlprogramming,etc.

Energy-ecientoperatingstrategies

Energybills(electric,gas,steam,chilledwater,etc.)oratleastthepast12months(ideallyorthepast24months)alongwitharateschedule,unitprice,orsupplycontractinormationoreachenergytype

Waterandsewerusagebillsoratleastthepast12months(ideallyorthepast24months)

Perorm Appropriate Preventive Maintenance asks

Specialcareshouldbetakentomakesurethatin-housestaoranoutsidemaintenanceservicecontractorcompletesscheduledpreventivemaintenance


22

Sacramento County Coroner

and Crime Lab

Sacramento, CA

To read the case study, visit

http://www.cacx.org/

3

2
http://www.cacx.org/http://www.cacx.org/


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3workbeoreretrocommissioningbegins.Forexample,iretrocommissioningoccursduringthecoolingseason,theannualmaintenancetasksorthecoolingplantandsystemsshouldbecompletedbeorecommencingwiththeproject.Itisnotcost-eectivetoholduptheretrocommissioningprocessbecauseodirtylters,loose

belts,brokendampers,orlooseelectricalconnections.

Assist with Diagnostic rending and esting

Itisotenappropriateandcost-eectivetohavethemostmotivatedandinterestedbuildingstamembersassistwiththeshort-termdiagnosticmonitoring,trendlogging,andunctionaltestingthatoccursduringtheinvestigationphaseotheproject.Tishelpsreduceprojectcostsandprovidesthebuildingstawithalearning

experiencethattheycanreapplylater.Ibuildingstaaretrainedtoinitiatetrendlogsusingthebuildingsenergymanagementcontrolsystem(EMCS),athird-partycommissioningproviderorcontrolscontractorwillnothavetoperormthistask.

Install and Remove Short-term Diagnostic Monitoring Equipment

Buildingstamayinstallandremoveportabledataloggersusedorshort-termdiagnosticsandassistwithcarryingoutunctionaltestplans.Tisisanothermethodorreducingcostsandgivesthebuildingstaexposuretodierent

approachestotroubleshootingproblemsandveriyingequipmentperormance.

Perorm Simple Repairs and Improvements

Dependingontheskilllevelothebuildingsta,theycanperormanumberorepairsandimprovements.Usingin-housestatoperormthesetasksgreatlyreducescosts,asitprecludestheneedtohireoutsidecontractors.Tesuccessothiscost-reducingstrategyhingesonin-housestatraining,knowledge,andwillingnessto

carryoutthework.ExistingworkloadsoO&Mstashouldbeanalyzedtodeterminehowtaskswillbeshitedtoaccommodateanyadditionalworkbroughtonbyretrocommissioning.

rack Measures Ater Implementation

Immediatelyatertheretrocommissioningmeasuresareimplemented,maximumsavingsarerealized.Overtime,however,theeciencyothesystemsmaydeclineunlessexplicitpersistencestrategiesareputintoplacetomaintainandmonitor

The Commissioning Team / 1Benets and Costs/ 1

2

Chapter 5: Strategies or EnsuringPersistence o Savings discusseshow the acility sta can play a

key role in ensuring that the

savings rom the RCx measuresare long-lasting.

2


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theimprovements.Buildingstacanplayakeyroleintrackingthemeasuresatertheyareimplementedtoensuretheycontinuetoworkproperlyandthatbenetslast.


2

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33. The Retrocommissioning TeamAssembling the retrocommissioning team is usually the rst, and one othe most important, parts o kicking o a retrocommissioning project.

This chapter answers the questions:

Who should be on the retrocommissioning team and how areresponsibilities usually assigned?

What are the typical roles o the retrocommissioning team membersand dierent parties that can serve as the lead?

What is the commissioning lead selection process?

How can commissioning lead qualications be evaluated?

The Retrocommissioning Team / 1

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Retrocommissioning Team Membersand Their Responsibilities

Assembling a committed retrocommissioning team and clearlydening and documenting the responsibilities o each teammember is vital to the success o the commissioning project.

ogether,thecommissioningleadandtheownerassembletheretrocommissioningteamandassignrolesandresponsibilitiestoeachmember.Budgetsandspecialprojectcharacteristicscanaecttheteamsstructure.Teteamshouldmatchthesize

andcomplexityotheproject.

RolesandresponsibilitiesareoutlinedintheRetrocommissioning Planandreviewedataretrocommissioningkick-omeeting,alongwithallotherplanelements.Atthismeeting,theownerandcommissioningleadalsodescribetheretrocommissioningscope,process,andschedule.Allteammembersshouldberequiredtoattendthekick-omeeting.Possibleteammembersandthetypicalresponsibilitiesoeachareoutlinedbelow.

Commissioning Lead

Tecommissioningleadcanbeeitheranindependentthird-partycontractor(commissioningprovider),oramemberotheownerssta.Regardless,theindividualshouldbeabletolookatthebuildingwithareshsetoeyes,andwithoutavestedinterestindeendingthestatusquo.Tecommissioningleadisresponsibleorheadinguptheretrocommissioningprocessandplanning,scheduling

andcoordinatingtheretrocommissioningactivities.

Whileanymemberotheretrocommissioningteammayparticipateinanyotheactivities,thecommissioningleadisultimatelyresponsibleortheircompletion.Teyhelptheteamidentiysystemsorcomponentsinthebuildingthatarelikelycandidatesorretrocommissioning.Tecommissioningleadhelpsputtogethertheretrocommissioningteam,holdsthekick-omeetingtogettheprojectstarted,anddevelopstheRetrocommissioning Plan.Tecommissioning

PossibleRetrocommissioningTeam Members

Commissioning Lead

Building Owner or Owners

Representative

Building Manager and Sta

Design Proessionals

System SpecialistsContractors that may be part o

the Retrocommissioning Team

Installing contractors

Manuacturers representatives.

Maintenance servicecontractors

Controls contractors


3

When new equipmentis integrated into a

retrocommissioning project,the retrocommissioning

teams responsibilities mayexpand to include the newequipment installation.Integrating Building Retrots withRetrocommissioning (p. 50-52)

discusses the advantages andcautions o including retrots as

part o the retrocommissioningscope.

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leadoverseesorperormstheinvestigation,documentsdecienciesandopportunitiesinanMaster List o Findings,attendsteammeetings,andveriesthatallnecessarydocumentationandtrainingarecompleted.Teymayalsoparticipateinimplementingthesystemimprovementsiitiswithintheir

responsibilities,butinalmosteverycasethecommissioningleadveriesthattheimprovementswerecompletedandareworkingcorrectly.

Building Owner or Owners RepresentativeTeownermakescrucialcontributionstothesuccessoanyretrocommissioningprocess.Teownersprimaryresponsibilitiesaretosupporttheretrocommissioningteamandtoclearlycommunicateexpectationsabouthowthebuildingshouldoperate.Tismeansnotonlysupportingtheretrocommissioningteamsresponsibilitytoidentiyissues,butalsohavingacommitmentandaclearplanorresolvingthem.Teownerssupportenablestheretrocommissioningprocessto

The Retrocommissioning Team/ 21

3

Commissioning Leads Responsibilities

Facilitate the project kick-o meeting

Review existing building documentation, including the Owners Operating

Requirements

Perorm a detailed on-site assessment o the current O&M practices,documenting ndings and potential improvements in the Master List o Findings

Develop monitoring and testing plans

Perorm short-term diagnostic monitoring, using EMCS trend logging where appropriate

Develop, perorm, document, and oversee unctional test procedures, as needed.

Estimate energy savings and assist the owner with prioritizing the most cost-eective improvements or implementation

Assist with, or oversee implementation o the selected improvements

Perorm post-installation monitoring and testing activities, as needed

I needed, recalculate the energy savings based on the beore and ater short-term energy measurements

Submit the Final Report

Provide building operator training, as needed, on the implemented measures

AdditionalCommissioning TeamTasks

Depending on the project scope,

the team may be asked to ullladditional tasks that help ensure

the retrocommissioning benets

last, including: Review current service contracts

and make recommendations orimprovements

Update or create buildingdocumentation, such as written

sequences o operation ortreated equipment and systems

Develop a comprehensivetraining plan or O&M sta

Develop methods or the owner

and building sta to track theperormance o the improvements

Develop a RecommissioningPlan or the acility

See Chapter 5: Strategies or

Ensuring Persistence o Savings

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proceedmoresmoothly,correctmorebuildingproblems,andthusproducegreaterbenets.

Inadditiontoarmingtherolesandresponsibilitiesotheretrocommissioningteam,

theownerguidestheprocessbyclearlyarticulatingexpectationsorhowthebuildingshouldoperate.Teseexpectationsshouldbewell-documentedintheRetrocommissioningPlan.TesebecometheOwners Operating Requirements (OOR), andalongwiththeprojectobjectives,serveastheoundationortheretrocommissioningproject.

Building Manager and StaTebuildingmanagerO&Msta scommitmenttotheretrocommissioningeortisessential.RetrocommissioningismeanttoenhancetheoverallO&Mprogramandpositivelysupporttheworkothebuildingsta.Itshouldnotbepresentedasaault-ndingexercise.StasupportcanbeobtainedbyincludingO&Mpersonnelwhendeningthegoalsotheproject.

Byparticipatingintheretrocommissioningprocess,buildingstacangaina

betterunderstandingothebuildingssystemsandtheirinteractions.Observingdiagnostictrendingandtestingalsoimprovesthesta sunderstandingoequipmentandcontrolstrategies.

Dependingonavailability,buildingoperatorsshouldassistwith,oratleastobserve,asmuchotheretrocommissioningprocessaspossibleinordertoimprovetheirunderstandingotheequipmentandcontrolstrategies.TisknowledgeenablesthemtoretestorrecommissionsystemsperiodicallyaspartotheongoingO&Mprogram.


3

Building Owners Responsibilities

1. Develop and clearly articulate project objectives

2. Develop a scope o work3. Hire or assign the commissioning lead

4. Build and support the retrocommissioning team

5. Clearly articulate the operating requirements or the building

6. Provide inormation and resources needed

More inormation about the

Retrocommissioning Plan andOwners Operating Requirementscan be ound in Chapter 4: TheRetrocommissioning Process.

Chapter 2: Benets and Costso Commissioning Existing

Buildings, discusses tasks thatbuilding sta can do to reduce

overall retrocommissioningcosts.

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Contractors and Manuacturers Representatives

Installationcontractors,maintenanceservicecontractors,controlscontractors,andmanuacturersrepresentativesareimportantmembersotheretrocommissioningteamwhenequipmentisrelativelynew,stillunderwarranty,orundercontractorservice.Teirresponsibilitiesmaybelimited,however,towhatappearsintheircurrent

contract,andanyextraretrocommissioningresponsibilitiesmayneedaseparatecontract.Insomecases,onermmayhaveinstalledthesystemasamanuacturersrepresentativeandalsoholdstheservicecontractorthesystem.Tisisotentrueorcontrolsystemsandlargeplantequipmentsuchaschillersandboilers.

Installingcontractorsandmanuacturersrepresentativesmaybeneededinaretro-commissioningprojectorequipmenttestingand/orimplementationomeasuresthatpertaintotheequipmenttheyinstalled.Iequipmentisstillunderwarranty,itis

especiallyimportantthattheresponsiblecompanyorindividualbebroughtinearlyintheretrocommissioningprocess,asthewarrantymaybecomevoidisomeoneelsemanipulatestheequipment.TeABcontractorcanbebroughtbacktore-balancethesystempriortostartingtheretrocommissioninginvestigation.

Someownersdonothavebuildingoperators,andsomemayemployonlyaewbuildingoperatorswithminimalskillsorwithlimitedtimeavailable.Teseowners


3Building Manager and Stas Responsibilities

Lead the retrocommissioning process, i time and expertise permits

Gather building documentation

Perorm appropriate preventive maintenance tasks prior to starting theinvestigation

Provide inormation on known building problems

Calibrate critical sensors

Initiate trending o key points

Conduct or observe diagnostic monitoring and unctional tests

Perorm simple repairs and improvements

Track measures ater implementation

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otenuseservicecontractstocovertheO&MotheHVAC,controls,andelectricalsystems.Inthesecases,theservicecontractormaytakeonretrocommissioningtasksthatbuildingoperatorswouldusuallyperorm.Tecontractormayberequestedtoperormcertainscheduledpreventivemaintenancetaskstocoincidewiththe

needsotheretrocommissioningproject,aswellasassistindatagathering,perorminghands-ontesting,andadjustingandcalibratingequipment.

hecontrolscontractorisanessentialplayerontheretrocommissioningteamwhenheorsheisthepersonmostamiliarwiththebuildingscontrolsequencesandprogramming,andisneededtoperormtrendloggingandEMCSprogrammingtasks.Havingacontroltechniciansexpertiseonhandcanenhancethepotentialorimprovedcontrolstrategiesorthebuilding,althoughenlistingthetimeoa

controltechnicianmaybeexpensive.

Inanyothesecases,therewouldbeanaturaltendencyortheseproessionalstodeendthequalityotheirearlierwork.Signicanttactmustbeexercisedtoensurethattherearenopointedngersandthatdeensivenessdoesnotintererewithobjectiveassessmentothebuilding.

Design ProessionalsWhetherdesignproessionalsareinvolvedintheretrocommissioningprocessdependsontheageotheequipment,thesystemsinvolved,andwhethernewinstallationisoccurringduringtheretrocommissioningprocess.Whenretro-commissioningcoincideswithanewinstallation,thedesignerotheequipmentshouldbepartotheteam.

Designproessionalsarealsoinvolvedwhenthecommissioningteamneeds

additionalexpertiseregardingdesignissuesthatareuncoveredduringinvestigation.Insuchcases,adesignproessional(ideally,theengineerwhodesignedtheoriginalinstallation)maybebroughtontheteamasaconsultanttohelpresolvetheissues.

System Specialists

Whenthecommissioningleadorownersstalacksexpertiseinaparticulartechnology,aspecialistmaybehiredaspartothecommissioningteam.Tese


3

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specializedsystemscouldincludecleanrooms,umehoodsorscrubbers.Tesespecialistsmayperormsysteminspectionanddiagnostictesting.estresultsandrecommendationsshouldbesubmittedtotheretrocommissioningteamorreview.Specialistsmayalsoberequiredtoreviewdocumentation

relatingtothesystemstheytestandtotrainoperatorsontheproperuseothisequipment.

Selecting a Commissioning Lead

One o the rst and most important decisions a building owner will

make is selecting the commissioning lead.

Tecommissioningleadsrolecanbelledbyseveraldierentparties,eitherin-houseoroutsidethecompany.Indecidingwhowillserveasthecommissioninglead,buildingownersandmanagersneedtocareullyconsidertherequirementsothejobandthequalicationsopotentialcandidates.

Asdiscussedearlierinthischapter,thecommissioningleadheadsupthe

retrocommissioningteamandacilitatestheentirecommissioningprocess.Tecommissioningleadmustthoroughlyunderstandtheretrocommissioningprocess.Itisnotrequiredthattheleadbeatechnicalexpert,andcanemployorpartnerwithtechnologyspecialists.Teleadshould,however,havesolid,hands-onexperiencewithHVACsystemsandcontrols.

Commissioning Lead Qualications

Temorecomplextheproject,themoreexperienceisrequiredothecommissioninglead.Onprojectswithspecialormission-criticalneedslikehospitalsorlabs,itisparticularlyimportanttoselectacommissioningleadwithdirectlyrelevantexperience.

Individualprojectsmayrequireacommissioningleadwithmore,less,ordierentqualicationsthanthosedescribedbelow.Teollowingsectionsprovideanoverviewothemostcommonqualicationsrequired.


3

3


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echnical Knowledge

Inallretrocommissioningprojects,thecommissioningleadshouldhaveexperienceandup-to-datetechnicalknowledgeintherelatedeldsodesign,construction,andbuildingoperations.Tecommissioningleadshouldalsohave

extensiveandrecenthands-oneldexperienceinallaspectsotheretrocommissioningprocess.Tecommissioningleadcanemployorpartnerwithtechnologyspecialistswhohaveexpertiseinsystemswherethecommissioningleadlacksexperience.However,theHVACandcontrolssystemsaresocentraltoretrocommissioningthatthecommissioningleadshouldhaveagoodtechnicalknowledgeotheundamental,design,andoperationotheHVACsystemandtheimplementationocontrolssystems.

Relevant Experience

Tecommissioningleadmusthaveexperiencetroubleshootingandshouldhaveservedinasimilarcapacityonatleasttwootherprojectswithsimilarneeds.Onverycomplexprojects,theyshouldhaveexperienceonatleastoursimilarprojects.

Communication and Organizational Skills

Tecommissioningleadmusthaveexcellentwrittenandverbalcommunication

skills,diplomacyandanabilitytoresolveconficts.Organizationalskillsandteamleadershipqualitiesarealsoimportant.Itheleadwillbeaskedtoobjectivelyassesssystemsorwhichtheyhavehadsomeresponsibility,theirabilitytoavoiddeensivenessshouldbeevaluated.Inallretrocommissioningprojects,thecommissioningleadshouldbeabletoprovideanobjectiveandunbiasedpointoview.

Availability

Especiallywhenutilizingin-houseresources,onemustevaluatecareullywhetherornotthecommissioningleadcandidatereallyhasthetimetoconducttheproject.Ithisisanothertaskputuponanalreadyovertaskedbuildingengineerorenergymanager,theprojectmaynotreceiveenoughattention,thusjeopardizingitssuccess.


3

In-HouseCommissioning Leads

Depending on the scope andcomplexity o the project, as

well as the capacity and abilityo in-house sta, the owner

may wish to select a third-partycommissioning consultant tobe the commissioning lead. An

alternative is to select a buildingor acility manager to manage

the project, and bring in acommissioning expert to assist

with certain tasks.

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Involving a Third-Party Provider

The roles and responsibilities o third-party commissioning

providers depend on the projects requirements o resources.

Tereareseveraladvantagestohiringathird-partytoleadorparticipateintheretrocommissioningprocess.

Teownerormanagermaynothavethetimeorstaresourcestoparticipateintheprocess,orthein-houseanalyticalskillstoperormthein-depthassessmentandanalysisthatarobustretrocommissioningprocessrequires.

ConsultantsspecializingincommissioningandO&Mserviceshavevast

experiencetodrawupon,enablingthemtoquicklytroubleshootproblems,uncoveroperationalissues,andhelppinpointrootcauses.Also,athirdpartyproviderhasnopreconceivednotionsabouthowabuildingshouldperorm,andhasnovestedinterestsinmaintainingthestatusquo.

Mostcommissioningprovidersaretooledorperormingtheworksincetheyregularlyusedataloggers,powermonitors,fowhoods,anemometers,combustionanalyzersetc.Teyalsohaveprovenassessmentandtestingprotocolsandproceduresthatcanbecustomizedtotalmostanybuilding.

Engineeringanalysisisthespecialtyoacommissioningprovider,whohastheanalyticalskillsandresourcesneededtodiagnosehiddenproblemsanddeterminethecost-eectivenessoselectedimprovements.Retrocommissioningrequiresaorensicpersonalityandacuriosityabouthowthingswork.Mostcommissioningprovidershavethesetraits.

Teollowingstepswillhelpdeterminewhethertoselectathird-partyprovidertoassistintheprocess:

1.EvaluatetheskillsanddepthoexperienceothecurrentO&Msta,andtheiravailabilityoradditionaltasks.

2.Determinethescopeotheprojectandwhatskillsareneeded.

3.Conductaselectionprocess.

4.Evaluateproviderqualications.

Iathird-partyisused,thereareourdistinctapproachesthatcanbetaken:


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urn-Key

Acommissioningproviderishiredtooverseeandimplementtheretrocommissioningprocessthroughallphases.TisapproachotenworkswellorownerswhohaveoneormorebuildingswithnoO&Msta,orminimalstawithlittletimeortraining.

Teproviderleadstheproject,managesanynecessarysubcontracts,andissolelyresponsibleorensuringthattheownersgoalsandexpectationsarebeingmetthrougheachphaseotheprocess.

Tird-Party eam Lead

Acommissioningproviderishiredtoleadtheprocess,buttheassessmentwork,totheextentpossible,issharedwithO&Msta.Tisarrangementworksparticularlywell

whenmembersotheownersstahavepreviousexperienceincommissioning,orhaveanexpertlevelknowledgeobuildingsystems.Arrangementssuchastheseshouldbeconsideredanactivepartnershipbetweentheacilitystaandthecommissioningprovider,leveragingin-houseexpertiseasmuchaspossiblethroughallphasesotheprocesstoreduceconsultingcosts.

raining

Acommissioningproviderishiredtoworkcloselywithin-housestaoninitial

projects,withtheintentionohavingthein-housestaindependentlyproceedwithutureprojects.Ownerswithmultiplebuildingsandwell-trainedandavailableO&Mstamaywanttohireacommissioningprovidertoworkwiththebuildingstaortherstoneortwobuildingsthatundergoretrocommissioning.Aterthebuildingstaistrainedintheprocess,theycanproceedwiththerestothebuildings,actingasthecommissioninglead.

Consulting

Acommissioningproviderishiredtoworkcloselywithin-housestaoninitialprojects,andtheconsultantisretainedtoperormadvancedtasksonutureprojects.Tisissimilartothethirdapproachinthatanin-housestamemberworkstotakeontheroleothecommissioninglead.However,inthisapproachthethird-partycommissioningconsultantisretainedorutureprojectstooverseecriticalpartsotheassessmentortaskssuchasunctionaltesting,dataanalysis,andsavingsestimatesandcalculations.


At the Oakland Federal Building,retrocommissioning made the

lives o the O&M staf a lot easierby allowing them to maintain

the building instead o manuallyoperating it.

Larry ListerCommissioning Provider

Facility Dynamics Engineering

Ronald V. Dellums

Federal Building

Oakland, CA

To read the case study, visit

http://www.cacx.org/

4

3
http://www.cacx.org/http://www.cacx.org/


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The Selection Process

Teprocessorselectingathird-partyretrocommissioningprovidershouldbeappropriatetothesize,complexity,andspecialneedsotheproject.Terearetwoprimarymethodsorselectingaprovider:competitivebidandselectionby

qualication.

Competitive Bid

AcompetitivebidselectionprocessisoneinwhichtheownerissuesaRequestorProposals(RFP).Tisprocesscanbetime-consumingandexpensivebecauseitrequirestheownertospeciythedesiredcommissioningprocessandrigor,andthencareullyevaluateeachsubmissiontoensurethatprovidersareoeringcomparable

scopesowork.

Selection by Qualifcation

Selectionbyqualicationcanbeusedonanyproject,andisespeciallyuseulwhentheprojectissimpleorsmall.Inthiscase,theproviderisselectedbasedonanindividualand/orrmsqualications,rateschedule,reerencesandworkproductsromsimilarprojects,suppliedasaresponsetoaRequestorQualications(RFQ).Althoughthisprocessisotensimplerthanthecompetitivebidprocess,itstillrequirestheownertocareullyevaluatetheprovidersqualicationsandinterviewpastclientsandreerences.

The Commissioning Process / 2The Retrocommissioning Team/ 2

Evaluating ProviderQualications

When evaluating commissioningprovider qualications, owners

should take the ollowing steps:

1. Evaluate the providerstechnical knowledge and

experience with similarbuilding systems and problems.

2. Evaluate the providers non-

technical skills such ascommunication and organization.

3. Establish whether commissioningis one o the individual or rms

core services.

4. Request and contact reerences.

5. Request and review sample workproducts.

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Marriott Retrocommissioning (MRCx) Program

The Marriott International MRCx Program is a program developed by in-house

acility sta that applies an approach that involves minimum use o third partiesor the maximum benet. Under this model, the acility sta is in the driver seat,

and third-party assistance is engaged strategically through the process.

The in-house acility teams tasks typically include:

Data gathering

Utility bill analysis and benchmarking

Assisting the commissioning provider lead with monitoring and testing

Perorming easy-to-x O&M work

Ongoing tracking o benets

A third-party provider is hired as needed to assist with advanced tasks such as:

Diagnostic trending and testing

Identication o the root cause o problems

Data analysis and energy calculations Development o systems drawings

Implementation o measures that are beyond the stas expertise may be done byservice or control contractors. Even when these third-party services are engaged,

the acility sta remains closely involved in the process as part o their training andtake on more o the retrocommissioning tasks over time.Haasl, Tudi, Robert Bahl, E.J. Hilts, and David Sellers.Appropriate Use o Third Parties in the Existing Building

Commissioning Process An In-house Approach to Retrocommissioning (2004). World Energy Engineering Congress


4 Th R t i i i P4


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4. The Retrocommissioning Process

A well-planned and executed retrocommissioning project typicallyoccurs in our distinct phases: Planning, Investigation, Implementation,and Hand-O.

This chapter answers the ollowing questions:

What are the phases o the retrocommissioning process?

How are buildings selected to get the maximum benet?

What are the steps in preparing or a project?

What kind o documentation is typically developed during aretrocommissioning process?

What roles do trending, data logging, and unctional testing play inretrocommissioning?

Who should implement the improvement opportunities that areuncovered?

What is the dierence between retrocommissioning and retrots?

The Retrocommissioning Process / 31

Th R t i i i P4


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The Retrocommissioning Process

There is no one-size-ts-all approach to retrocommissioning since

every building is unique.

Tischapterdescribesthetypicalretrocommissioningactivitiesateachphaseotheprocess:planning,investigation,implementationandhand-o.Itisimportanttonotethattheretrocommissioningprocessmustbeadaptedtomeettheneedsoeachindividualbuildingproject.

PlanningInitial planning activities are criticalto the success o any retrocommissioningproject as they set the objectives andlay the oundation or the projectteam to move orward.

oplanoraretrocommissioningproject,thebuildingownerorownersrepresentativemustdetermineitheirbuildingisagoodcandidateorretrocommissioning,developtheinternalgoals,andobtainsupportortheproject.(hecommissioningleadcanassistwiththis,orbeselectedatertheprojectisdenedinternally.)Withinputromtheowner,thecommissioningleaddevelopstheRetrocommissioning Planandholdsakick-omeetingwithotherteammemberswhoarescheduledtoplaysignicantrolesintheproject.

Teollowingsectionsdiscussthemajorplanningphaseactivities.

Select the Project

Whilemostbuildingscanbenetinsomeway romretrocommissioning,somebuildingsarebettercandidatesthanothers.Ownersotenwanttomaketheirworstperormingbuildingstheirrstchoiceoraretrocommissioningproject,buttheseacilitiesarenotnecessarilythemostcost-eectivecandidates.


Planning Phase Deliverables Owners Operating Requirements

Retrocommissioning Plan

How do you choose rom a

portolio o buildings? Learnmore in Chapter 5: Strategies orEnsuring Persistence o Savings.

So what makes a good candidate or retrocommissioning? A ew o the top4


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So, what makes a good candidate or retrocommissioning? Aewothetopindicatorsinclude:

Unjustiedhighenergyuse,orunexplainedincreasesinenergyconsumption

Persistentailureobuildingequipmentorsystems

Excessiveoccupantcomplaintsabouttemperature,airfow,andcomort

Tereareseveralotherindicatorsthatmaypredictaprojectssuccessandincreaseitscost-eectiveness.Techaracteristicstoconsiderinclude:age,size,buildingcontrols,in-housesta,andbuildingdocumentation.

Age

Equipmentagecanhaveasignicantimpactontheproject.Newerbuildings

thatwerenevercommissionedotenprovidethemostenergysavingsandnon-energybenetsortheleastcost.Tisisbecausetheretrocommissioningprojectcanocusonoperationalimprovementsusingthenewcontrolsystem.Retrocommissioningdonepriortosubstantialequipmentreplacementorretrotisnotalwayscost-eectiveorabuildingowner,sinceimprovementscomingoutoaprojectmaybevoided.imingisessential.Amoredetaileddiscussioncanbeoundin Integrating Building Retrofts with Retrocommissioning(page50).

Size

Buildings,largeorsmall,withcomplexmechanicalsystemsanddirectdigitalcontrolstendtobegoodcandidatesoraretrocommissioningprocess.Smallerbuildingswithsimplecontrolsandaewrootoppackageunitsareotenbettercandidatesormaintenancetune-ups.

Building Controls

Buildingswithcomputerizedenergymanagementcontrolsystems(EMCS)arebettercandidatesthanbuildingsthatareullypneumatic.Pneumaticcontrolseasilydritandthereoreneedconstantattentionandcalibrationorbenetstolast.Also,becauseoitstrendingcapabilities,theEMCScanbeusedasadiagnostictoolduringtheretrocommissioningprocesstocapturedata.Hybridsystems,thosethatemploybothcomputerizedandpneumaticcontrols,canalsobenetromretro-commissioning.However,withoutrigorouspersistencestrategies,thebenetsmaynotlastwithzonelevelpneumaticsduetocalibrationissues.


RetrocommissioningOpportunityIndicators

Presence o systems thatsimultaneously heat and cool,

such as constant and variableair volume reheat

Presence o economizers

Pumps with throttleddischarge valves

Equipment or lighting

that is on when the space isunoccupied

Improper building

pressurization (eithernegative or positive); i.e.,

doors that wont close or aredicult to open

Equipment or piping that is

hot or cold when it shouldntbe; unusual fow noises atvalves or mechanical noises

Short cycling o equipment Variable requency drives

appear to be operating at or

close to 100% most othe time

In-House Sta4


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In House StaRetrocommissioningperormedonbuildingswithexperienced,knowledgeable,interested,andavailablebuildingstaismorelikelytobecost-eectiveandhavelastingresults.Havingatleastoneoperatorwithexpertisewiththebuildings

controlsystemcanincreasethecost-eectivenessotheprojectandlikelihoodothebenetspersisting.

Building DocumentationUnlessupdatingthebuildingdocumentationisaprimaryobjectiveotheretrocommissioningproject,ownersshouldchoosebuildingswithavailableandup-to-datedocumentstoincreaseoverallcost-eectiveness.

Set Project Objectives and Obtain SupportOnceabuildingisselectedorretrocommissioning,thebuildingownerormanagershoulddenetheprojectobjectives.Teprimaryobjectiveotheprojectsuchastoobtaincostsavingsbyreducingenergyuseortosolveindoorairqualityproblemswillaecttheoverall

vision,direction,andscope.Havingtheobjectiveswell-articulatedattheonsethelpstoguidetheprojectandkeeptheteamontrackthroughcompletionotheprocess.

Inordertocompleteasuccessulretrocommissioningproject,thebuildingor

acilitymanagermustsecuretheownersanduppermanagementscommitmentaswellassupportrombuildingsta.

Nolessimportantissolicitingoccupantcooperationandsupport,andallocatingadequatetimeandundstotheproject.


How does a buildings energy

use compare to buildings o asimilar size and type? Chapter

5: Strategies or EnsuringPersistence o Savings discusses

various publicly-availablebenchmarking tools.

Project ChampionThe most successul retro-

commissioning projects have aninternal champion to help push

the project, convince others oits value, and advocate or thetime and money necessary to

complete the process. The best

champion is the person withthe most enthusiasm aboutthe project, not necessarily the

highest ranking person.

Example Set o Objectives or aRetrocommissioning Project

Obtain and veriy cost-eectiveenergy savings. Verication will

require limited perormancemonitoring o selected building

systems.

Identiy and recommend improvements

to operational strategies, ocusingon those measures that sustain

optimal energy perormance andreduce operating costs.

Identiy HVAC-related health andsaety issues.

Oversee and veriy implementation

o selected measures.

Provide recommendations or

energy-ecient retrots or utureinvestigation.

Select a Commissioning Lead4


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g

Teownercanhireorassignacommissioningleadattheonsetotheproject,oratertheyhaveselectedthebuilding,denedtheobjectives,andgarneredinternalsupportortheproject.Overall,thecommissioningleadheadsuptheprocess,

workscloselywiththebuildingsta,andensuresthattheownersexpectationsarebeingmetateachstageotheproject.

Tecommissioningleadhasmanyresponsibilitiesandmustbeskilledinosteringcommunicationandpromotingapositive,team-basedapproachtoproblemsolving.Awell-qualiedcommissioningleadalsohasadepthotroubleshootingexperience,andthediagnosticmonitoring,testingandanalysisexpertiseneededtouncoverpotentialproblemsandselectthemostcost-eectivesolutions.

Document the Current Operating Requirements

Animportantobjectiveoaretrocommissioningprojectistoensurethattheacilitysoperatingrequirementsarebeingmet,sooneotheearlyretrocommissioningtasksistodenetheserequirements.Teseincludeanyrequirementsorlimitationsortemperature,humidityandairltration.ItheOwners Operating Requirementsarenotapartothebuildingrecord,thecommissioningteamshoulddocument

thisinormationoreachareaotheacilitythathasdierentuses.

Also,asthecommissioningteamproceeds,itisimportanttobeawareotheOwners Operating Requirements,soastobesensitivetobuildingschedules,unctions,andprocessesduringthediagnosticactivitiesotheinvestigation.TeOwners Operating Requirementsarealsoimportanttoconsiderastheymayaecttheeasibilityosomeretrocommissioningmeasures.Forexample,schedulingoequipmentorlightingmaynotbeapossibleenergy-savingmeasure

inanareaotheacilitythathasextendedorunusualoperatinghours.


Chapter 3: The RetrocommissioningTeam provides guidance onqualiying and selecting acommissioning lead and team

that best meets the projectsneeds.

LEED Requirements

The retrocommissioning

prerequisite o LEED-EB Version 2requires development o a

comprehensive building operationplan that meets the requirements

o current building usage, andaddresses the heating system,

cooling system, humidity controlsystem, lighting system, saetysystems and the building

automation controls.

Owners OperatingRequirementsA document that details theacilitys operating requirementsincluding operating hours,

process and equipmentstatus during o-times, and

requirements and limitations

or temperature, humidity or airltration.

Perorm an Initial Site Walk-Through4


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g

ostarttheproject,thecommissioningleadshoulddoawalk-throughotheacilityandgetacquaintedwithbuildingstaassignedtotheproject.Tisallowsthecommissioningleadtogainamiliaritywiththebuildinganditsmainenergy-consumingsystemsand

equipmentandidentiyareasoopportunityorurtherinvestigation.Tisisespeciallyimportantwhentheprojectusesathird-partycommissioninglead.

Tecommissioningleadcangainunderstandingaboutabuildingjustbyobservingtheoverallconditionotheequipment,theequipmentinaction,andthepositionsovalvesanddampers.Tecommissioningleadshouldinterviewthebuildingoperatorsaboutoperatingconditions,currentpreventivemaintenanceactions,andanyknownperormanceproblems.Aewhourswitha

knowledgeablebuildingoperatorcanuncovernumerousareasoenergywaste,astheybestknowtheday-to-dayoperationsandthebuildingsweakspots.

Tecommissioningleadshouldalsoobtainutilitydataromtheprevious12to24monthsaswellasreviewpreventivemaintenancerecordsandcurrentservicecontracts.TisinormationwillallowthecommissioningleadtoconductautilitybillanalysisandurtherunderstandthecurrentO&Mpracticesattheacility.

Develop the Retrocommissioning Plan

Atergainingaclearunderstandingotheprojectgoals,theOwners OperatingRequirements,andcurrentoperatingconditionsattheacility,theownerandcommissioningleaddeveloptheRetrocommissioning Plan.

TeRetrocommissioning Planreiteratesthescopeotheretrocommissioningproject.Tisdeliverableultimatelyservesasaguidelineorteammembers

toollow.Itprovidesanoutlineotheprocessesandproceduresthatwillbeundertaken,ascheduleoactivities,rolesandresponsibilitiesoteammembers,themetering/monitoringplans,andormsandtemplatesthatwillbeusedtodocumenttheretrocommissioningactivities.Teplanshouldbeviewedasafexibledocumentthatisrevisitedatcertainmilestonesintheproject.


LEED Requirements

The retrocommissioning

prerequisite o LEED-EB Version2 requires a Retrocommissioning

Plan.

4Retrocommissioning Plan


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Assemble the Retrocommissioning Team

Troughouttheseinitialstages,theownerandcommissioningleadbegintoassembletheretrocommissioningteam.Tisinvolvesgettingtoknowalltheplayersinthebuildingenvironment,therolestheyplay,andtheexperiencetheybring.Eachparticipantshouldexplicitlybeinvitedtojointheteam.Tishelpsbuildcommittmenttotheentireprocess.

Hold a Project Kick-o Meeting

Teprojectkick-omeetingbringstheretrocommissioningteamtogethertoreviewtheRetrocommissioning Plan.Tecommissioningleadorganizesandleadsthemeeting.Participantsmayincludetheownerorownersrepresentative,buildingoperators,andanycontractorsorotherproessionalsthatmaybeimportanttotheprocess,suchascontrolscontractors,maintenanceservice


Retrocommissioning Plan

A document that denes the projects objectives, scope, schedule, documentation

requirements, and the roles and responsibilities o team members. The plan should include:

General building inormation and contact inormation Goals and scope o the project

Brie building and system descriptions, including a list o systems that will be

investigated

Owners Operating Requirements

List o team members, their roles, responsibilities, and expected deliverables

Description o the communication, reporting, and management protocols

Schedule (or primary tasks)

Documentation request

Investigation scope and methods

Implementation phase requirements

Project hand-o activities

Retrocommissioning Plan templates and samples are available on the CCC website:

www.cacx.org.

contractors,orconsultingengineersthatareamiliarwiththebuilding.Ath h d l d d h b

4
http://resources.cacx.org/library/http://resources.cacx.org/library/


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thismeetingtheownerandcommissioningleadidentiyeachteammembersresponsibilitiesandcommunicatetheownersexpectationsortheproject.

Investigation

During investigation, the commissioningteam conducts a systematic analysis othe buildings perormance throughobservation, review o buildingdocuments and O&M practices, andtrending and testing o buildingsystems.

Dependingonthescopeotheproject,theinvestigationcantakeanywhereromseveraldaystoseveralmonthstocomplete.TeresultsothisanalysisaresummarizedortheownerinaMaster List o Findings.

Review Facility DocumentationAthoroughreviewothebuildingdocumentationallowsthecommissioningteamtobetterunderstandthebuildingsmajorenergyusesandintegrationissues.Ideally,abuildingoperatorassignedtotheprojecthelpsgathertheappropriatedocumentationandanswerquestionsortheteam.

otheextentpossible,thecommissioningteamshouldobtainandreviewtheollowingdocuments:

Originaldesigndocumentation

Equipmentlists,withnameplateinormation

Drawingsorthebuildingsmainenergyconsumingsystemsandequipment,includingcontrols,mechanical,andelectrical

Controlsystemdocumentation,includingsequencesooperation,pointlists,andcontroldiagrams


Diagnostic MonitoringPlan

A plan developed by thecommissioning team or controlsystem trend logging and

portable data logging.

Having building documentationavailable and up-to-date will helpto increase the cost- eectiveness

o the retrocommissioningprocess, as it spares extra hours

the team would otherwise have toexpend searching or inormation

or creating new documentation.

Investigation PhaseDeliverables Diagnostic Monitoring Plan

Master List o Findings

List o improvements selectedor immediate implementation

Master List of FindingsA summary list o ndingsgenerated during the investi-

gation process. For each nding,the list contains the ollowing

elds: nding description, typeo equipment, recommendedimprovement, estimated energy

savings and costs, simple payback,recommendations and status

o implementation. This is also

known as the FindingsLog.

Operationandmaintenancemanuals4


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esting,adjustingandbalancing(AB)reports

Perorm Diagnostic Monitoring

Oncethecommissioningteamcompletestheacilitysitevisits,thebuildingstainterviews,andcareullyreviewsacilitydocumentation.Tenextstepistogatherexactdataonwhenandhowthesystemsoperatethroughdiagnosticmonitoring.Tishelpstoidentiy,characterizeandconrmimprovementopportunitiesaswellasbegintodetecttherootcausesoperormancedeciencies.

Variousmethodsodatagatheringusingmeters,portabledataloggers,andthebuildingsEnergyManagementControlSystems(EMCS)allowsorobservationothebuildingsperormanceundervariousmodesandoperatingconditionsovertime.ime-seriesdataarecollectedandanalyzed,allowingsamplingandstoringovariousparametersatintervalsrangingrom30secondstoonehour.Someothevariablestypicallytrendedincludewhole-buildingenergyconsumption

(suchaselectricalenergyordemand,gas,steam,orchilledwater),end-useenergyconsumption,operatingparameters(suchastemperatures,fowrates,andpressures),weatherdata,equipmentstatusandruntimes,actuatorpositions,andsetpoints.

Fromthiscollecteddata,thecommissioningteamcancalculatekeymetricsandperormstatisticalanalysisaswellascreatedataplotsthatshowhourly,daily,weekly,ormonthlytrends,orhowoneparametervarieswithchangesinanother.Byanalyzingthisinormation,thecommissioningteamcharacterizestheperormanceandverieswhetherornotthesystemsareoperatingcorrectly.


A Diagnostic Monitoring Plan

includes an outline o the

process or monitoring, usingEMCS trending and/ordataloggers: A Diagnostic

Monitoring Plan typicallyincludes:

Points to be trended Value type to be trended

Sampling rate Trend group each point will

be analyzed with

Visual method o analysis tobe used

Diagnostic Monitoring

Facility sta can reduce time spent on the

diagnostic monitoring by assisting the

commissioning team with tasks such as:

Completing calibration Assisting with installation and removal

o data loggers

Assisting with trend logging, ordeveloping, downloading or ormatting

computer les or analysis by thecommissioning team

Data LoggerA stand-alone electronic data-gathering device that utilizessensors to collect equipment

inormation over time. Datacollected could include

temperatures, pressure, current,humidity, or other operational

inormation.

Terearetwomethodsocollectingtrenddata:EMCStrendloggingandt bl d t l i

4

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portabledatalogging.

rendlogging(trending)capabilitiesvaryconsiderablyamongEMCSsystems.

TeextentothesecapabilitiesdeterminetheextenttowhichtheEMCScanbeusedordiagnostics.WhenusinganEMCSwithproprietaryprogrammingasadiagnostictool,involvingthecontrolscontractororvendoraspartotheretrocommissioningteamtoassistwithdiagnosticsisnotunusual.Teycanassistinsettinguptrendsanddownloadingorormattingcomputerlesoranalysis.oexpeditetrendingandtroubleshootingprocesses,itisbestithecontrolstechnicianwhooriginallysetupthesystemishiredaspartotheteam.

Portabledataloggerscanbeanextremelyuseuldiagnostictool,especiallyitheEMCShasanylimitationsinitsabilitytocollect,store,orpresentdata.Portabledataloggersarebattery-powered,small,light,andeasilyinstalledandremovedwithoutdisruptingbuildingoccupants.Manycomewithsophisticatedsotwarepackageallowingdatatobedownloaded,easilygraphed,andanalyzedonacomputerinavarietyoways.Becausetheyareportable,thesedataloggerscanbeappliedwheretheyareneeded(ashortcomingomonitoringusinganEMCS,

whosesensorsarealreadyinplace).PortabledataloggerscanbeanexcellentwaytosupplementEMCSmonitoring.

Perorm Functional Tests

Inmostcases,thetrenddataonlyindicatesaproblem,butnotthe root cause.Inthesecases,orincaseswhereitisimpossibletonaturallyobserveeverypossibleoperatingregime,thecommissioningteamconductsunctionalperormancetestsandtakesthesystemthroughitspaces,observing,measuringand

recordingitsperormanceinallthekeyoperatingmodes.Teteamdevelopsawell-denedtestprotocolthatdescribeshowthetestwillbecarriedout.Tecommissioningteamandownerschedulethetestingandmakeanynecessarypreparations,suchascheckingandcalibratingcontrolpointsortemperaturesensors.Teunctionalteststypicallyinvolveorcingthesystemintoaseriesooperatingmodes,andobservingthesystemsresponse.Teteamwillmeticulouslyrecordalltheiractivitiesandobservationsonapre-deneddata


ResourceA library o unctional test

orms and guidance documentsis available in the Functional

Testing Guide, available romPECI at www.peci.org/tguide/

PECI and LBNL, Functional Testing Guide- From the Fundamentals to the Field.Prepared or the US Dept. o Energy andthe Caliornia Energy Commissions PublicInterest Energy Research program.

Measurement andVerication (M&V) orUtility Programs

california commissioning guide existing buildings (from cacx)

Documents