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Energy and Environmental Sustainability

Green Playbook

September 1, 2013

Revision: v1.1

LMFM Energy & Environmental Sustainability Green Playbook

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“Energy & Environmental Sustainability” (EES) is the team within Facilities Management responsible for providing leadership on Energy Management and Environmental Sustainability for the four Lower Mainland Health Care Organizations. Development of this portfolio is organized in two main streams of work and classified in ten main topics, or concepts as they are called throughout this document. Energy Management is aligned with the geographical organization of the Facilities Maintenance & Operations department and leverages legacy Energy Management practices and structures in place before the Lower Mainland Consolidation (LMC) of support services. This topic is lead by a tandem of an Energy Manager and an Energy Specialist or coordinator for each geographic region; Fraser Valley, Vancouver and Coastal, and PHSA sites, responsible for making energy utilization in every facility as efficient as possible. In addition, a more long-term and strategic perspective is provided by a Community Energy Manager responsible for advancing District Energy Systems opportunities and incorporating energy within campus master planning. Environmental Sustainability topics on the other hand are lead by two Sustainability managers and several sustainability coordinators who develop and advance a series of essential programs and initiatives that are implemented across the entire region in close partnership with different departments within the organizations (e.g. Business Initiatives and Support Services BISS, Integrated Protection Services IPS, Employee Engagement , Transformation, etc.).

The purpose of this “EES Green Playbook“ is to capture in a single and easy to read document the most important information that multiple stakeholders need to know in order to learn more about EES, to incorporate the “Green Agenda” into their work, to receive support from EES, and to clarify the roles and responsibilities of different parties in defined processes within the different Facilities Management teams as well as other departments in the Health Authorities.

The “EES Green Playbook“ is organized from a general strategic perspective, including Vision, Policies, and Mandate to a more detailed compilation of key topics. It can be seen as an entire document but is also structured so a reader can easily focus only on those topics relevant to him at any particular moment, which are organized by concepts in “one pagers”. The ten key topics included match the reporting structure adopted for the “Sustainability Report” that EES publishes every spring and are advanced in accordance with the priorities endorsed by the Environmental Sustainability Advisory Committee ESAC. Following these priorities, some topics are more developed than others, and therefore more “one pagers” are included.

The “EES Green Playbook“ provides sustainability principles and guidelines. It recommends consideration and adoption of best practice standards, but is NOT intended to be a complete collection of all codes and standards applicable to Facilities Management & Development. Information on this is left to the “Codes and Standards Standing Committee” to avoid duplication and to preserve the purpose of the document.

The “EES Green Playbook“ is a living document and ongoing updates are done as development of the “Green Agenda” progresses. As significant updates occur, new releases will be published and shared with key stakeholders. This first version released on May 1st 2012 is intended to provide input from EES to the Master Concept Plan Framework that Facilities Strategic Planning is developing and will be included as Chapter 8 of that document.

Mauricio A. Acosta MSF MBA Director Energy & Environmental Sustainability Lower Mainland Facilities Management Fraser Health | Providence Health Care | Provincial Health Services Authority | Vancouver Coastal Health 5th floor, 520 W. 6th Avenue Vancouver BC V5Z 4H5 Tel: (604) 875 5873 Fax: (604) 730 7614 [email protected] www.C3community.ca/greencare


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Table of Contents

Page Master Plan Business Case

Development Project Delivery O & M

1 EES Vision and Policy 1 2 EES Mandate 2 3 EES Guidelines, Standards, and Resources 3 4 EES Sustainability Planning Principles 4

5 EES Concepts – Key Metrics: Energy, Emissions, Water, Waste 5

6 EES Concepts E1 The Energy System 6 E2 Early Involvement of EES 7 E3 EES Site Orientation and Massing 8 E4 Passive Building Design 9 E5 District Energy System 10 E6 Hot Water Conversion 11 E7 Combined Heat and Power Pending 12 E8 Energy Modeling 13 E9 Measurement and Verification 14 E10 Commissioning 15 M1 Material Reduction and Waste 16 M3 Material Reduction and Waste 17 P1 People 18 T1 Transportation 19 G1 Green Built System Pending 20 L1 Land & Food 21 TC1 Toxics & Chemicals 22 F1 Finance 23 W1 Water 24 W2 Water 25 W3 Water 26 S1 Sustainability Policies & Reporting 27

Direction to Reader:

The Playbook document provides information that relates to all areas of the Lower Mainland Facilities Management Organization.

The items that pertain most to the different areas of the organization are identified in the table with green cells.

Several items are in development and (marked ‘pending’) will be included in future versions of the document.

This is a living document and we welcome your feedback. Please send any comments on the document to any member of the EES team and we will take them into consideration for future versions of the EES Green Playbook.


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EES Vision and Policy

EES GreenCare Vision

“To promote an environmentally-conscious culture that is actively aware and engaged in creating sustainable solutions for healthy lives and a healthy community.”

You are asked to…

Incorporate environmentally sound factors in decision making processes

Continue our commitment to reduce waste and provide the smallest footprint possible

Support and encourage staff in their efforts toward environmental sustainability

Sustainability Policy

“The Lower Mainland Health Organizations will act as leaders with respect to environmental stewardship while engaging the healthcare community in a collaborative approach towards sustainability”

What the Sustainability Policy does:

Defines sustainability in the context of health care

Demonstrates senior leadership commitment

Enables development and adoption of guidelines

Supports consistent LMC approach to sustainability

Integrates decision making with ecological, social and economical criteria

Encourages sustainable best practices and processes in operations

Helps us work toward achieving the legislated green house gas reduction targets

Sustainability Definition:

“Environmental Sustainability” is defined as improving the quality of human life while living within the carrying capacity of supporting ecosystems (Brundtland Report, 1987).

Within the context of the healthcare system, environmental sustainability means incorporating ecological, social, and economic criteria into decision-making processes.


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EES Mandate

1. Lower Mainland Health Authorities

Requirement to demonstrate leadership in sustainability.

The Sustainability Policy included in the previous page and hereby referenced is endorsed by the four Health Authorities as approved by their respective Senior Executive Teams. There are minor differences in wording to align it to their own communications style but no material difference in the Sustainability Policy itself or the key commitments.

All four versions are available at:

http://www.phsa.ca/AboutPHSA/Environmental-Sustainability/Resources/default.htm

2. LM Facilities Management

Mandate to be “leaders in environmental sustainability”

LMFM Guiding Principles area at:

http://fhpulse/sites/Energy_and_Environmental_Sustainability/Communications/FM%20Guiding%20Principles.pdf

3. Provincial Alignment

BC Energy Plan (2009).

http://www.energyplan.gov.bc.ca/

2016: Electrical self sufficiency (has relevance for CHP initiatives)

Bill 17 - Clean Energy Act (2010).

http://www.leg.bc.ca/39th2nd/1st_read/gov17-1.htm 2012: BC reduces GHGs by 6% from 2007 levels 2016: BC reduces GHGs by 18% from 2007 levels 2020: BC reduces GHGs by 33% from 2007 levels 2050: BC reduces GHGs by 80% from 2007 levels 2020: meet 66% of BC Hydro’s incremental resource needs through conservation

Bill 44 – Green House Gas Reduction Targets Act (2007).

http://www.leg.bc.ca/38th3rd/1st_read/gov44-1.htm

2010: Provincial government and public sector carbon neutral

Annual mandatory report to provincial government on carbon emissions and plans for emissions reductions

4. Regional Alignment

Metro Vancouver: Sustainable Region Initiative.

http://www.metrovancouver.org/about/sri/Pages/default.aspx

2015: 70% waste diversion target

2015: ban on landfill organics disposal

5. Municipal Alignment

City of Vancouver: Greenest City Mandate

http://vancouver.ca/greenestcity/ Green Economy Climate Leadership Green Buildings Green Transportation Zero Waste Access to Nature Lighter Footprint Clean Water Clean Air Local Food

City of Surrey Sustainability Charter.

http://www.surrey.ca/files/COSSC5final.pdf


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EES Guidelines, Standards and Resources

CSA Z8000 ‐ Canadian Health Care Facilities EES recommends adopting the CSA Z8000, specifically the following sections:

Section 4.6 Sustainability o Section 4.6.1.1. The HCF shall be planned and designed to promote sustainability in terms of the construction process, the finished

building, and the sustainable operation of the facility over time o Section 4.6.1.2. The planning, design, and construction of the HCF shall follow a recognized structured sustainability program.

Note: Examples of structured programs include (a) LEED (Leadership in Energy and Environmental Design); (b) Green Guide for Health Care (GGHC); (c) the Building Owners and Managers Association of Canada’s Building Environmental Standards Program (BOMA BESt); and (d) Green Globes (UK). LEED is a green building assessment tool initially developed by the US Green Building Council and subsequently launched in Canada by the Canada Green Building Council. EIn Canada, the LEED product is streamed into three assessment tools: LEED NC — for New Construction and Major Renovations; LEED CI — for Commercial Interiors; and LEED EB — for Existing Buildings: Operations & Maintenance. In LEED building performance is designated with ratings (Certified, Silver, Gold, or Platinum) based on the total number of points earned by a project. The Green Guide for Healthcare is a green building guide specifically tailored to the unique conditions of HCFs. With regard to design and construction, its format is closely modelled after LEED with a point system, but it considers health issues as an explicit component of each credit. In addition to design and construction, the Green Guide addresses operational issues throughout the lifetime of the building.

o Section 4.6.1.3 The structured program should include the following elements: (a) integrated design and commissioning process; (b) site selection and development; (c) waste and pollutant minimization; (d) water quality and conservation; (e) energy conservation; (f) indoor environmental quality; and (g) selection of building materials.

o Section 4.6.3 The expected lifespan of the HCF shall be determined at the early stages of planning and a total life cycle cost analysis shall be performed during planning and design. Capital cost versus long term operations and maintenance costs should be examined to make informed decisions about the total cost of design.

o Section 12.4.10 Sustainability Environmentally sustainable strategies should be adopted in the design, construction, and operation of mechanical systems to attain high performance over the building lifetime. This includes (a) effective and efficient systems that conserve energy and water resources; (b) comfortable and healthy indoor environment; and (c) minimum impact on the environment by means of emitting less pollutants and greenhouse gases.

Total Life Cycle Cost Analysis Financial sustainability is a must. Planning and construction decisions must be driven by a lifecycle perspective that includes not only capital cost considerations in order to meet a project budget but also all aspects that impact future and ongoing operational cost of the facility once the project is commissioned. Additional concepts in Financial Sustainability are provided later in this document

Leadership in Energy and Environmental Design (LEED) http://www.usgbc.org , http://www.cagbc.org EES recommends LEED Gold certification under the LEED for Health Care (HC) for new acute care facilities. For non acute care facilities, EES recommends LEED HC be considered. If it is not deemed to be appropriate, EES recommends LEED Gold under the New Construction (NC) program be achieved. Although LEED HC certification is not yet available through the Canadian Green Building Council certification can be obtained through the US Green Building Council.

Green Guide for Health Care (GGHC) http://www.gghc.org/ EES recommends that the Green Guide for Health Care mentioned above in 4.6.1.2 be also adopted as LMFM guideline.

Independent Commissioning Authority EES is recommending an independent Commissioning Authority (CxA) representing the owners’ interest in every project.

The Living Building Challenge https://ilbi.org/lbc EES recommends that strategic planning, design and construction be approached with the Living Building Challenge in mind and that the performance areas described on it be revised and considered when making planning and design decisions. The Living Building Challenge is a philosophy, advocacy tool and certification program that promotes the most advanced measurement of sustainability in the built environment possible today. It can be applied to development at all scales, from buildings – both new construction and renovation, to infrastructure, landscapes and neighborhoods. Living Building Challenge comprises seven performance areas: site, water, energy, health, materials, equity and beauty. These are subdivided into a total of twenty Imperatives, each of which focuses on a specific sphere of influence

The Living Building Challenge Red List and Perkins and Will Precautionary List https://ilbi.org/lbc http://transparency.perkinswill.com/default.cshtml?url=/PrecautionaryList , EES recommends that special consideration be given to the Living Building Challenge Red List and Perkins and Will Precautionary List to avoid them within reasonable limits in material selection for all LMFM projects. These lists are intended to identify and eliminate the worst in class chemicals and materials from the built environment from a human and ecological health standpoint. The materials on the list may be found in building materials and at various stages of their products lifecycle can pose serious risks to human health and the environment.

EES Energy Design Guidelines EES recommends design teams consider the EES Energy Design Guidelines for all new construction and major renovation projects. The design guidelines provide direction to the design team on:

- Energy performance targets of expressed in kWh/m2/yr by building type - Application to energy incentives - Measurement and verification and commissioning - Selection of building systems that are inline with campus energy initiatives

EES Playbook EES recommends sustainability concepts provided in the EES Playbook be considered in the planning, design, construction, and operation of Health Care Facilities.


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EES Sustainability Planning Principles

1. Health care sites demonstrate leadership in ENERGY MANAGEMENT. Energy efficiency and conservation is to be prioritized and should enhance energy saving opportunities. The following energy usage strategies are encouraged: Mechanical (Electrical / Natural Gas) efficiencies; Alternative energy usage; Passive Building Design; District Energy System; How Water Conversion; Combined Heat and Power; Site Orientation and Massing; Behavioural conservation.

Reference: E1

2. FINANCE health is a key to institutional longevity. The following finance strategies are encouraged: Reducing operating costs; Life Cycle Analysis; Carbon Offsetting.

Reference: F1

3. Health care sites should use GREEN BUILT SYSTEMS as a process to reduce the overall impact on environmental and human health. Green Built Systems are ecologically responsible and resource‐efficient. Basic principles of Green Built Systems involves: Structure Design Efficiency, Energy Efficiency, Water Efficiency, Materials Efficiency, Indoor Environmental Quality Enhancement, Operations and Maintenance Optimization, and Waste and Toxics Reduction. The following energy usage strategies are encouraged: Building to LEED standards; Building to BOMA BESt standards; Building to the Living Building Challenge standards; Building to the Green Guide for Health Care standards;

Reference: G1

4. Health care sites should ensure sustainable and healthy use of LAND & FOOD. Land and Food is to be integrated into community care and have therapeutic benefits. The following energy usage strategies are encouraged: Urban Gardening; Urban Bee Keeping; Office Composting; Cafeteria Composting; Local Food Purchasing.

Reference: L1

5. Health care sites should be considerate of and reduce MATERIALS waste and usage. The following energy usage strategies are encouraged: Reducing / eliminating excessive packaging in purchasing; Recycling Renewal Project; Reusing materials; Redistributing materials; Reducing material consumption; Repairing materials; Using local materials; Considerations to the PerkinsWill “Precautionary List” in material selection; Paper Reduction Project.

Reference: M1

6. The PEOPLE that make up the staff, clients, and general community surrounding health care are key stakeholders of stronger health and instruments of change for a healthier environment. The following people engagement strategies are encouraged: Green+Leaders program; OneLess Tonne challenge; Clean Commuter Challenge.

Reference: P1

7. Health care administrators provide transparent SUSTAINABILITY POLICIES & REPORTING. The sustainability policies and reporting should be visible to staff, clients, and the general public. The following policies and reporting strategies are encouraged: Energy Policy; Waste Policy, Food Policy; Sustainability Policy; Carbon Neutral Action Report (CNAR); Strategic Energy Management Plan (SEMP); Sustainability Report (SR).

Reference: S1

8. Health care sites should minimize the usage of TOXICS & CHEMICALS. Safer, more environmentally friendly alternatives should be used when appropriate. All toxics & chemicals should be used safely and disposed of in the safest manner to ensure no environmental pollution. The following energy usage strategies are encouraged: Mercury Free; Usage of the PerkinsWill “Precautionary List”; Consideration of the Living Building “Red List”; Green Cleaners; Drug take back programs.

Reference: S1

9. Health care sites encourage the use of alternative TRANSPORTATION choices. Active transportation choices should be encouraged and provided appropriate infrastructure. Through walking, cycling, car pooling, and public transit, the following water usage strategies are encouraged: Employer Bus Pass Program; Inter‐hospital Shuttle Service; Idle Free Campuses; Ride Share Programs; Car Co‐ops; Providing adequate bicycle cages and shower usage; educational sessions.

Reference: T1

10. Health care sites demonstrate leadership in WATER MANAGEMENT. Water usage efficiency and conservation is to be prioritized. The following water usage strategies are encouraged: Permeable surfaces for parking lots; grey‐water re‐use; retaining natural water run‐off in ponds for irrigation; sewage reduction; behavioural conservation.

Reference: W1

11. Health care sites should seek and promote a greater COMMUNITY ENGAGEMENT* within their local environment. Sites should contribute to nurturing and engaging the general population. Engaged citizens should participate in health care design.

12. Health care sites should protect and enhance key CULTURE & HERITAGE* elements. The preservation of buildings and other key cultural / heritage land marks of significance is key to human health and sustainability.

*Fostering these principles currently is beyond the scope of the Energy & Environmental Sustainability (EES) group. Though overlap may occur through work on other key principles, no direct work is being targeted on these principles through the EES group.


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EES Concepts – Key Metrics: Energy, Emissions, Water, Waste

You can’t manage what you can’t measure. Below is a breakdown of the average distribution of building energy use, corporate emissions, site water use and waste. These metrics help drive EES strategy, focus our work plans, and are the factors for selecting the concepts discussed within.

Energy – Vancouver is mild by Canadian standards, but we still live in a northern climate. Most of our energy building’s energy needs are for heating and hot water.

Plug Loads, 6%

Cooling, 5%

Pumps, 4%

Fans, 13%

Lighting, 13%

Steam Process, 6%DHW, 18%

Space heating, 36%

Water – In the BC Lower Mainland we are blessed with an abundance of clean, fresh water, however, there is still a cost – environmental and financial with water use.

Toilets, 26%

Refrigeration, 13%

Humidification , 15%

Facuets, 14%

Showers, 6%

Kitchen, 6%

Drain pipe priming, cleaning and janitorial, laundry (~3% each), 12%

Urinals, steril izers, cart washers, surgery (~1% each), 5%

Emissions – In BC we pay for carbon emissions through the carbon tax (the first jurisdiction in North America apply such a tax). We also pay to offset our emission as a requirement of Carbon Neutral BC Government. Keeping emissions down is important from an environmental and financial perspective.

Indirect (Electricty), 6%

Direct (Natural Gas), 90%

Travel, 2%

Paper, 2%

Waste – (data pending)


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EES Concepts – E1 The Energy System

Idea: Energy should always be considering through the lens of the energy system that takes into account the path from energy source to energy service.

Energy Costs

Variable Costs Commodity Charges: natural gas, biomass, electricity, water Carbon Liabilities: carbon tax, carbon offsets

Fixed Costs O&M: Labour, materials, administration Capital – Existing: depreciation on plant building, equipment, and distribution system Capital – New: capital renewal costs for future plant building, equipment, and

distribution system upgrades and replacement

Utility Return on Investment

GHG Intensity

emissions per unit energy of the energy source

Interaction:

1. Draw a circle around an energy service (notice its relative share of annual energy)

2. Draw a line to the left through its path back to the energy source according to the existing equipment and infrastructure in place

3. Ask: a. Is this the most efficient path, b. Is this the lowest cost, least carbon intensive source

Share of Total Energy

Portion that the group of energy services represent to the total energy consumed on the campus


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EES Concepts – E2 Early Involvement of EES System

Idea: Early involvement of EES in New Construction Projects is key to meeting sustainability objectives

Roles:

Capital Projects (CP) Project Manager to ensure that design team RFP includes EES Energy Guidelines.

EES Energy Manager prepares EES Energy Guidelines for new buildings and major renovations

Process:

CP Project Manager to contact EES Energy Manager regarding EES Energy Guidelines for subject building when design team RFP is in development

EES Energy Manager prepares EES Guidelines for insertion into design team RFP

Throughout design process EES Energy Manager reviews relevant project documentation provided by CP Project Manager at project milestones to ensure incentives are optimized and design is inline with campus energy initiatives

Additional Comments:

Amount of energy incentives will vary by project.

It is possible for projects to received up to $10/m2 in capital incentives

Capital incentives may be used to: Assist with project budget Go towards LMFM ‘Green Fund’ to advance further energy projects

Primary Objectives of EES Design Guidelines

Selection of building energy systems Compatibility with campus energy initiatives

Set energy performance targets BEPI based on building archetype

Set requirements for design team to: Create energy model to use through integrated design process Access energy incentive programs for new building construction Outline requirements for commissioning and post occupancy measurement and

verification (M&V)

Initiation/ Planning (Pre‐RFP)

Schematic Design

(SD)

Design Develop‐

ment (DD)

Contract & Tender

Documents

Construction& Close‐out Occupancy

EES provides Design Guidelines to Project Manager for insertion into design team RFP

EES works with design team in SD and DD to ensure incentives are optimized and systems are inline with campus energy initiatives

EES Confirmation of system performance for utility incentive programs and verification of energy targets

Tender Close RFP Close


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EES Concepts – E3 Building Orientation and Massing

Idea: Building orientation and massing can influence energy use

Consider each aspect:

East and West: Most difficult aspect to control passively. The low angle sun from the east and west typically requires operable shades at an added cost, and

additional level of design and O&M complexity all at an added cost. Area of east and west facades, and/or amount of east and west glazing, should be minimized as is practicably possible.

This helps to minimize solar heat gain, which in turn minimizes cooling demand, and in turn reduces energy required to run cooling systems.

South: Easiest aspect to control for passive heating and cooling

Summer: overhand stops sun from entering building

Winter: Allows lower angle, weaker intensity sun into building when heating is required

North: Limited direct sunlight, no need for shades

Discussion:

Typically there are site limitations that dictate the shape, size and location of a new building on an existing hospital campus

However, being aware of these concepts and applying them where possible, to the degree possible, there is the potential to realize a low cost, long lasting energy conservation measure

It is worthy to note that the strategies presented here will have a different level of influence on energy performance depending on the archetype of building. For buildings with more energy intensive activities, the benefit seen from these strategies will represent less relative to the total building energy use relative to lower energy intensive buildings.

Process:

During Master Planning and initial discussion of a new building these concepts should be considered along with building needs and physical site limitations.

Massing (or shape) has an influence on the surface area per unit volume of the building. The greater the surface area exposed to the ambient conditions (cold air, unwanted solar heat gains, wind), the more energy it takes to control the climate inside.

Image Reference: City of Vancouver Passive Design Toolkit


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EES Concepts – E4 Passive Systems

Idea: Passive Systems use less energy Example 1 - Passive heating and cooling using external shading devices

Appropriate solar shading dramatically reduces cooling loads in the summer and allows for passive heating in the winter. This reduces the amount we need to run cooling and heating systems, reducing building energy demand.

South: Fixed Overhangs

East and West: Operable blinds

Discussion:

Reduction of solar heat gains should be considered at building concept stage though minimizing window to wall ratio and using appropriate shading devices

Where possible displacement ventilation or natural ventilation should be considered

Process:

During early building concept discussions design team should be made aware of the fact that the hospital wishes to explore passive design features where appropriate.

Discussions with FMO around the increased maintenance effort to allow for the energy savings from external operable shades should be had at an early stage of the project.

Discussions with user groups around the wider climate conditions to allow for energy savings from passive ventilation should be had at an early stage of the project.

Example 2 - Passive ventilation using displacement ventilation or natural ventilation

Warm air rises on its own - in a passively designed system we don’t need to use as much fan energy to move air around.

With displacement ventilation or natural ventilation, air enters the room at low level. Bodies, equipment, and solar gains in the space heat the air. Air exhausts at high level by natural forces.

This reduces the use of fan energy to move air into and out of the space. These strategies also increase ventilation effectiveness, reducing the amount of air that needs to be conditioned (heated or cooled).

Image reference: City of Vancouver Passive Design Toolkit


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EES Concepts – E5 EES District Energy System

Idea: District Energy Systems can help hospitals lower energy cost and carbon emissions, and increase energy security

Components of the District Energy System serving South East False Creek, the site of Vancouver’s 2010 Olympic Athlete’s Village.

Energy Centre

1) Energy Centre: Energy sources is waste heat recovered from sewage using electric heat pumps. Natural gas boilers are used for peaking and backup. Carbon emissions are 60% lower than if the system was served with natural gas boilers only.

Merits of District Energy Systems: 1) Allows for economy of scale required to access to capital intensive low carbon technologies. 2) Centralized maintenance and operations that allow for savings in:

Energy use: a central plant is more energy efficient than many smaller plants

Space: in mechanical rooms, no boiler flue to roof 3) A framework for sharing the risks of new technologies 4) Among a larger number of consumers, and a flexible platform for the adoption of new fuels and technologies over time.

Distribution System

2) Distribution System: a heat only distribution system, one pipe for hot water supply and one for return. Pipes are sized for future expansion of the system. Measured losses form the system are less than 3% of the energy leaving the plant.

Swedish DES Fuel Sources (1970-2010), Source: Swedish Energy Agency

The figure above shows the change in primary energy supply mix to district energy systems in Sweden from 1970 to present. DES allows for flexibility of energy sources to suit fuel cost, energy security, and/or carbon reduction goals that would not be possible on the individual building scale.

Reference for Image and portions of text: City of Vancouver District Energy Primer by Compass Resource Management

Energy Transfer Station

3) Energy Transfer Station: Contains a heat exchanger and a meter. The one heat exchanger shown in the picture serves the purpose of the two boilers that were once in the mechanical room. The boilers are no longer required and can be removed from the building.

Building Hydronic HVAC

4) Building heating system: Hydronic radiant heating system using hot water radiators (shown in this picture). DES can also provide domestic hot water needs.


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EES Concepts – E6 Hot Water Conversion

Idea: Hospital campus hot wayter conversion is advantageous because it reduces losses and increases energy supply options Comparison of Hot Water and Steam Distribution Systems

Steam Hot Water Advantages:

Pumps not required (steam flows under its own pressure)

Can satisfy steam and heating loads

Easy to balance system

Disadvantages:

Pumps required (capital, maintenance and operating costs)

Another system is required to satisfy steam loads

System balance required to ensure adequate flow to all users

Disadvantages:

Poor match to end use in most cases

Steel pipes required (expensive, prone to corrosion)

High heat loss in distribution (15-40%)

Not as safe as hot water

Metering is difficult

Greater maintenance cost to HW

Difficult to operate under conditions of varying load

Susceptible to mis-sizing of equipment

Not able to harness low exergy sources

Advantages:

Good match of distribution to end use for heating and DHW which account for the majority of thermal energy needs

Plastic pipes can be used (less expensive, non-corrosive)

Smaller distribution losses (5-15%)

Safe, Easy to meter, Lower maintenance cost

Easier to operate to match varying load conditions

low temperature, heat pump sources, non-combustion) energy sources can be used.

Low exergy sources are typically low carbon and may have lower life cycle costs

Other hot water conversion projects Local: University of British Columbia

30km of pipe, 70 MW peak, 200 GWh/yr $85M, 9 phases, 5 years Anticipated annual savings $4.0/yr

International:

(Reference UBC presentation, 2011)

Energy flow diagram for steam distribution system and hot water distribution system

For the same energy service output, a hot water based energy system would require 30% less energy supply in. Consider C&W and VGH use ~$6M in fuel per year (including carbon liabilities). Savings from switching from steam to hot water for both campuses would be in the order of ~$1.8M/yr.

LMFM Sites (for context)

Peak [MW]

VGH 32 C&W 29 RGH 6 LGH 9 SMH 10 LMH 6 RCH 6


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EES Concepts – E7 EES Combined Heat and Power System

(information pending)


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EES Concepts – E8 EES Energy Modeling

Idea: Early and appropriate involvement of a qualified Energy Modeler is key to meeting sustainability objectives

WHY:

Energy Modeling (or Building Simulation) is used to:

Quantify whole-building performance

Energy, Comfort, GHG’s, Cost

Evaluate competing variables

Understand building-system-climate interactions

Integrate the design disciplines (A/M/E)

Achieve incentives for energy efficient design

WHAT:

There are different types of Building Simulation that can be used depending on the types of question that are being answered. These include:

Energy Modeling What will be the energy consumption, demand, and cost? What are the predicted savings relative to a baseline?

Daylighting What is the appropriate size, location, and type of glazing?

Thermal and Ventilation Analysis Will natural ventilation be sufficient to achieve passive cooling?

Thermal Comfort Analysis How can we optimize the design for thermal comfort?

WHO:

All Energy Modelers are not created equal. This is a growing niche skill area that is becoming recognized as a separate discipline. The value and accuracy of energy modeling exercise is highly dependent on the following factors:

Appropriately defined Energy Modeling scope & schedule

Appropriately qualified Energy Modeler

Appropriate choice of software

WHEN:

The figure above shows graphically the diminishing value of modeling as the design progresses from conceptual stage through to construction documents. The value of modeling increases again during the ongoing operational phase, when this information can inform building operations. It is important to get the right modeler engaged to complete the right scope, at the right time.

NEED HELP?

The EES team has an Energy Manager with 8 years of energy modeling experience who can help you:

Define the appropriate energy modeling scope

Choose the right consultant

Review energy modeling results for accuracy


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EES Concepts – E9 Measurement and Verification

DEFINITION: M&V is the process of using measurement to reliably determine actual savings created within an individual facility by an energy management program.

FACT: Savings cannot be directly measured, since they represent the absence of energy use. Instead, savings are determined by comparing measured use before and after implementation of a project, making appropriate adjustments for changes in conditions.

M&V activities consist of some or all of the following:

meter installation calibration and maintenance;

data gathering and screening;

development of a computation method and acceptable estimates, computations with measured data;

reporting, quality assurance, and third party verification of reports.

M&V activities overlap with other project efforts. If properly integrated into a project, they will enhance and improve facility operation and maintenance of savings. A sample process timeline, complete with M&V activities are shown below (M&V Activities are shown in Bold Italics):

PLAN

Identify ECMS

Document Baseline Energy

Plan & Coordinate M&V Activities

Design ECMS

INSTALL

Install ECMS

Commission

Verify Operations

MAINTAIN

Gather data

Verify Savings Report

Document project feedback

Assure Persistence

The approach behind M&V will differ slightly depending upon the guideline used. The International Performance Measurement and Verification Protocol (IPMVP) is one of several protocols available as a resource. The IPMVP presents one structure and four M&V options to evaluate a project’s savings in a transparent, reliable and coherent way.

Approaches Description

Option A – Retrofit Isolation:

Key Parameter Measurement

This approach requires the field measurement of the key performance parameters that define the energy use of systems affected by the energy conservation measures (ECM). The energy savings are calculated using the field measurements of key parameters and the estimation of other parameters. These estimates can be based on historical data or manufacturer’s specifications.

Option B – Retrofit Isolation:

All Parameter Measurement

Similar to option A, except that all parameters necessary for calculating EEM energy savings must be measured.

Option C – Whole Facility For this approach, the energy savings are determined by measuring energy use at the whole facility or sub-facility level. The gas and electric utility meters from energy suppliers are used for the savings calculations to determine the baseline.

Option D – Calibrated

Simulation

This approach uses a calibrated simulation using professional software and applies to the whole facility or sub-facility. The software models the building’s performance and calibrated simulations are used to determine the targeted system’s energy use.

Reference Material: IPMVP Volumes 1, 2 & 3 / FEMP M&V Guideline / ASHRAE Guideline 14


Page | 17

EES Concepts – E10 Commissioning

DEFINITION: The process of ensuring that systems are designed, installed, functionally tested and capable of being operated and maintained to perform conformity with design intent.

FACT: Technology alone does not ensure an energy efficient building. Management and operators can have a significant impact on building energy use & cost.

Ideal Commissioning Process Overview

Pre-Design Phase

Select a Commission Lead (independent agent)

Pre-Design Phase commissioning meeting

Begin Developing Owners Project Requirements

Develop initial Commissioning Plan outline

Design Phase

Design Phase commissioning meeting

Perform commissioning focused design review

Update Commission Plan

Develop commissioning requirements for specification

Begin planning for verification checklists, functional tests, system manuals & training requirements

Construction Phase

Construction Phase kick off meeting

Review submittals, monitor development of shop drawings

Review draft O&M manuals

Perform on going construction observations

Perform verification checks

Perform diagnostic monitoring

Perform function testing

Develop commissioning report & systems manual

Develop Recommissioning Plan

Verify & review training of owners staff

Occupancy and Operations Phase

Resolve outstanding commissioning issues

Perform seasonal/deferred testing

Perform near warranty end-review

Commissioning is often considered as a one time process, but buildings, systems and occupancy can change over time. Recommissioning (sometimes referred as retro-commissioning), is a process of periodically repeating commissioning activities as needed when buildings are modified. Additions are made and/or significant time has passed.

Ideal Retro-Commissioning Process Overview

Planning Phase

Select project

Set project objectives

Select commission lead

Document current operating requirements

Perform a site walk through

Develop a retro-commissioning plan

Assemble the retro-commissioning team

Hold a project kick off meeting

Investigation Phase

Review facility documentation

Perform diagnostic monitoring

Perform functional tests

Perform simple repairs

Develop a list of master findings

Prioritise and select operational improvements

Implementation Phase

Develop implementation plan

Implement selected operational improvements

Verify results

Hand-Off Phase

Develop a final report

Develop a Recommissioning Plan

Provide training

Hold close out meeting

Implement persistent strategies

Commissioning can be provided by an automated process. New technologies exist and are being developed which could increase consistency in the commissioning process, improve the reliability of building systems, and make the process of assessing performance, which is a critical part of retro-commissioning, a truly continuous process.

Reference Material: ASHRAE Guideline 0 – 2005 and 1,1-2007 / CSA Z320


Page | 18

EES Concepts – Material Reduction and Waste

LMHA Recycling Renewal Program Overview

The Recycling Renewal program provides health authority-wide recycling of refundable beverage containers; rigid plastic & tin; soft plastic; mixed paper, glass and batteries. Single stream, or co-mingled recycling is available in the Lower Mainland Health Authority region but we have implemented a source separated program. Not all vendors offer single stream recycling, so a source separated program allows for a possible vendor change without having to change the front end of the system.

The BC Lower Mainland Health Authorities’ program aligns with existing industry standards where possible:

Signage - standard colour coding, pictures of specific items on signage, design standards such as white text on dark background

Bin location – locate bins together in a station with a garbage can, locate bins in areas where people commonly dispose of waste, decrease availability of garbage cans and increase availability of recycling bins

Program monitoring – monitor diversion rates, waste/recycling volumes and composition, staff awareness and satisfaction in order to measure success and effectiveness of programs

Target development – diversion rate targets align with Metro Vancouver, 70% diversion by 2015.

Indicators tracked by the recycling team measure program success and effectiveness. Data for these indicators are obtained through the following:

Pre and post waste audits to determine the composition of the waste and recycling streams

Pre and post surveys to measure staff awareness and satisfaction

Post implementation visual audits to measure contamination, identify possible bin re-allocation and flag areas that may need further education

Diversion rates calculated from vendor invoices using waste and recycling volumes to identify change in volumes and rates

Once the Recycling Renewal project is implemented at all Health Authority owned sites, recycling and reduction efforts will focus on standardization and enhancement of other recycling streams such as organics, light bulbs, ink cartridges, electronics, wood pallets, scrap metal and Styrofoam. It should be noted that the majority of sites have some type of recycling system in place for most of these streams.


Page | 19

EES Concepts – Material Reduction and Waste

Materials

In 2007, Metro Vancouver established the Zero Waste Challenge as part of the region’s Solid Waste Management Plan to help increase the waste diversion rate from 52% to 70%. The core goals of the Zero Waste challenge are:

Minimize the generation of waste in the region

Maximize reuse, recycling and energy recovery from solid waste

The LMHAs have aligned with this target and mandate.

The following materials are currently banned from landfills and other waste disposal facilities in Metro Vancouver:

Corrugated cardboard

Newsprint

Office paper

Blue box recyclables (including glass, metal and plastic Type 1, 2, 4 & 5 containers)

Yard trimmings

Gypsum drywall

Electronic waste (personal computers, printers and TVs)

Refundable beverage containers (all except milk cartons)

Paint, solvents, flammable liquids, gasoline and pesticides

Oil, oil filters and empty oil containers

Lead-acid (car) batteries

Medications/pharmaceuticals

Tires

A surcharge of 50% is applied to the tipping fee for waste loads delivered to Metro Vancouver transfer stations and disposal facilities found to contain 5% or more by volume of one or more of the banned materials.

By 2015, more materials will be banned including organics, wood, and other types of construction and demolition waste and fines may increase.

Waste audits have quantified the organic content of the HAs’ general waste stream at 40%. Waste from the construction, demolition and renovation sectors constitutes about one third of the region’s waste. Wood waste alone accounts for 22% of the waste disposed from residents and businesses. More than half of the construction and demolition related wastes are readily recyclable and do not need to go to disposal.

Note: It is recommended that this Materials section is used as general guidelines and that consulting planners, architects, and engineers provide further expertise and current best practices on every project/campus.

Roles and Responsibilities

There are four key players in waste management for the LMHAs:

BISS is responsible for the delivery of waste management services through contracts with housekeeping and waste management companies. BISS provides direction on waste management best practices, targets, policies, etc. and is responsible for reporting waste metrics.

Housekeeping contractors and third party waste management companies are responsible for the actual delivery of services as per the contract scopes defined by BISS.

EES is responsible for implementing the Recycling Renewal Program involving the deployment of recycling bins, staff education and change management (front of house only). This is done in collaboration with BISS, the housekeeping contractors and FMO.

FM is responsible for all construction and demolition related waste and facilities planning which incorporates waste management best practices.

Considerations for Planning

Each master plan must include a comprehensive waste management plan which incorporates targets and actions for achieving best practices in materials reduction, recycling, on site composting, and other relevant issues.

General Recycling: all LM acute sites are scheduled to have standardized six‐stream recycling schemes implemented by 2013. Ample space for blue bins must be factored into indoor and outdoor planning for all departments and areas of the hospital campus.

Patient and retail food service areas also need to be outfitted with appropriate recycling infrastructure. Space must be allocated in designs.

The collection of organic food waste, garden waste and soiled hand towels from our facilities‐‐beginning with expansion of our existing food waste programs in patient and retail areas—will be implemented. On site composting facilities should be considered along with spaces for collection.

Construction and demolition‐related waste must be recycled during construction, demolition, and on an ongoing basis for renovations, improvements, or other building. Space and appropriate facilities to properly segregate and collect these materials must be implemented.


Page | 20

EES Concepts - People

People

Critical to the successful integration of sustainability in any organization or community is “getting the inside onside”. The “inside” at LMHA campuses is a dynamic mix of personalities, talent, and capabilities in staff, patients, researchers, and visitors.

LMHA staff alone total some 60,000 doctors, nurses, clinicians, researchers, tradespeople, union members, contractors, and administrators. With a conducive atmosphere on their campuses, each one of these people has tremendous potential to contribute to making the LMHAs leaders in sustainability in healthcare.

Our challenge is to enable the potential, to connect expertise, to inspire involvement and to ignite action. Given the size and complexity of our campuses, we have some serious obstacles to overcome. That’s why our campus master plans must factor in as many ways to engage people in creating a vibrant, healthy, fun and sustainability-minded community. Each master plan must take into account considerations of how we may improve our daily practices in order to create the campus envisioned by and for staff, patients, and visitors. Each master plan must also incorporate the inspirations and aspirations of those who work, receive treatment, or visit these sites.

Necessities in creating a healthy, vibrant, sustainable campus for its people include:

Wellness Centres/gymnasiums

spaces for community gatherings

creating a park-like setting

healing gardens and spaces for meditation/relaxation

community amenities such as daycares, gardens

incorporating elder care, child friendly, and Planetree methods into design

closed loop systems such as gardens that provide food for cafeterias and composting which goes back into the gardens

sustainability demonstration projects such as grey-water re-use, capturing rain-water, incorporating the principles of Living Buildings into design, etc.

Note: It is recommended that this People section is used as general guidelines and that consulting planners, architects,

and engineers provide further expertise and best practices on every project/campus.


Page | 21

EES Concepts - Transportation

Transportation

Most Lower Mainland municipalities are seeking comprehensive Transportation Demand Management plans from new developments such as hospital campuses. Consequently, each Master Campus Plan must feature a comprehensive TDM plan complete with targets and actions for reducing SOV use. This means providing the necessary facilities, services or infrastructure to make non‐SOV commute options more appealing and viable for staff, patients, and visitors.

Examples include:

Bike and Walk Facilities: secure workplace parking for bikes, as well as shower and locker facilities that can also be made available for those who walk to work. Bicycle and pedestrian infrastructure including bike lanes and paths, cyclist and pedestrian activated traffic signals, continuous sidewalks that are well lit at night, well-marked crosswalks at every intersection. Urban design can encourage walking with wide sidewalks, stores that face the street with awnings over the sidewalk, street furniture and public art.

Preferred Parking for carpoolers/car coops/Car2Go: Provision of preferred spaces for carpool/car coops/Car2Go, vanpool vehicles, vanpools, shuttles, and car-sharing.

Provision of free vanpool vehicles, shuttle services, or car-sharing programs for employees so they do not need to bring a private vehicle to work.

Guaranteed-Ride-Home: This employer provided benefit allows for a set amount of free taxi rides or use of car-share vehicles for unplanned trips home that cannot be accommodated by the employee’s normal commute mode (e.g., working late past last scheduled bus, carpool passenger with sick child at school).

Transit Priority: Transit priority measures such as campus location, bus only lanes, queue jumpers for buses, bus activated traffic signals, bus bulges (curb extensions on the sidewalk that allow buses to load people without pulling in and out of traffic). These measures in increase the competitiveness of buses compared with cars. Transit infrastructure such as well-marked bus stops, bus shelters and maps help make transit convenient and comfortable.

Flexible scheduling/meeting methods: This strategy allows employees to reduce their number of weekly commute trips and shift work trips to nonpeak hour times of day. Examples include: Telecommuting – Allowing employees to work from home or a non-office location one or more days a week. Compressed Workweek – Enabling employees to compress regularly scheduled hours into fewer work days per week. Flexible Schedule – Allowing employees to offset work hours from the typical 9-5 standard and shift commute travel to off peak hours. Prioritize video conferencing infrastructure so that employees do not have to travel between sites for meetings.

Note: It is recommended that this Transporation section is used as general guidelines and that consulting planners, architects,

and engineers provide further expertise and best practices on every project/campus.


Page | 22

EES Concepts – Green Built Systems

Green Rating Systems: Questions to Ask

• Do they measurably meet policy objectives (GHG, energy, etc)?

• Are they enforceable?

• Is the expense justifiable?

• If a rating system is NOT pursued, how will a project’s green targets

be measured?

• What does the rating system offer that energy standards do not?

• Who benefits most from certification?

The British Columbia public sector is mandated to achieve LEED Gold certification on all NEW building projects. This does not include renovations. Concerning renovations to existing buildings, building owners are given their own discretion in what they want to achieve (certification / rating) or not.


Page | 23

EES Concepts – Land and Food

Sustainability in Land Use

Integrating sustainability into land use is essential for creating a long term healthy environment. Why is there a need for sustainability in land use?

Growing Demands (water use, population density, energy usage, waste generation, etc…)

Losing a Sense of Community (public open or green spaces provide a sense of place and provide a space for community gatherings.

Decrease in Land Value (poor land governance decreases property value)

The following goals should be in place to ensure sustainability in land use:

1. Work continuously to adopt approaches and efficient processes to land use planning, landscape design and construction, and grounds maintenance which are,

Consistent with the goals of the organizations Sustainability Policy;

Reduce water usage through efficient process and redistribution of captured water

Reduce waste through material selection and diversion;

Reduce use of toxic pest management substances;

Reduce the energy intensity of grounds maintenance activities;

When possible, reuse items / materials and products necessary to landscape maintenance.

2. Adopt the use of cleaning agents, paints, polishes, pest management techniques, and any other products required for maintenance of buildings, facilities and grounds that represent the least toxic, most environmentally sensitive choices available.

3. Develop designs that employ xeriscaping, permaculture, or other organic and sustainable approaches to landscape maintenance.

4. Plan and develop transportation infrastructure, guidelines, and resources that encourages and supports pedestrian, human powered, and / or zero emissions vehicle approaches to meeting transportation / commuting needs.

5. Develop and implement land use planning and property management policies and procedures which comply with or exceed the ISO14001-2004e standard.

6. Establish and maintain a measurement and verification system with indicators to monitor the success of the processes of embedding sustainability in land use.

7. Report land use planning and property management performance to key stakeholders. __________________________________

1) Adapted from “Land Use Planning and Property Management Polic” , The University of Winnipeg, http://www.uwinnipeg.ca/index/cms‐filesystem‐action/pdfs/sustainability/land‐use‐planning‐policy.pdf

Sustainability in Food

Food is an essential part of life and health. But unsustainable production, processing, and consumption of unhealthy food is causing damage to the life and health of the human / environmental population.

What is "sustainable food"?

Food that is considered "Sustainable" promotes various health, environmental and social concerns in the entire food chain. Sustainable food uses less finite resources like oil (produces greenhouse gas), uses less non-natural chemicals, does not deplete the soil of valuable nutrients, and it humanly processed in a way which does not diminish the foods nutritious value.

Unused sustainable food waste is returned to the environmental cycle for breakdown and regeneration.

The topic and practice of Sustainable food is evolving with greater understanding. Thus, the topic should encouarge debates and dilemmas such as embodied energy, food miles, local, organic, genetically modified, ethical, fair trade, land & labor, climate change, carbon monitoring, biodiversity, monocultures, etc...

How does “food security” and sustainable food relate?

Food Security can be defined as: "when everybody has access to sufficient, safe and nutritious food to meet their dietary needs and food preferences". With a growing global population and raising food prices the topic of food security is increasingly becoming a polical agenda items. Generally, sustainable food refers to the product while food security discusses access to the product.

Sustainable foods…

are real foods that our bodies easily digest.

are healthy for us, the soil, and the animals.

do not harm the environment.

are humane for both the workers and the animals.

provide a fair wage to the farmer without the use of government subsidies.

__________________________________

1) Adapted from “Sustainable Food”, http://www.sustainablefood.com/ 3) Adapted from Food & Housing Goal, UC Berkely http://sustainability.berkeley.edu/pages/food/overview.shtml


Page | 24

EES Concepts – Land and Food

Open Space / Green Space

The term “Open space” is an open piece of land that has not been developed (does not include buildings or any significant built structures) and is public accessible. Typically open space refers to:

Green space, which is land that is partly or completely covered with grass, trees, shrubs, or other vegetation. Green space includes parks and community gardens.

Schoolyards / Playgrounds

Public seating areas / Public plazas

Green Space typically provides a relaxing, recreational area for local residents. Green Space provides a link to the natural environment, restores natural vegetations and helps to enhance the beauty and environmental quality of the area.

The way Open Space is managed can have good or bad environmental impacts, from pesticide runoff, siltation from overuse, and destruction of habitat. __________________________________

1) Adapted from “What is Open Space/Green Space?”, EPA, http://www.epa.gov/region1/eco/uep/openspace.html

Urban Agriculture

Urban agriculture, in short, can be defined as the growing / raising of plants and animals within and around urban settings. Urban agriculture is most distinct in that it integrates urban economics and ecological systems. This connection typically includes residents as laborers, completes the life cycle of food waste (organic compost), links urban consumers in community building, creates a green space within urban zones. __________________________________

1) Adapted from “What Is Urban Agriculture”, http://www.ruaf.org/node/512

Organic Food

The term “organic food” refers to foods that are produced through methods which do not involve modern synthetic inputs. These inputs include synthetic pesticides, chemical fertilizers, genetically modified organisms, and are not processed using industrial solvents, chemical additives, and irradiation.

Currently the weight of scientific evidence does not indicate that organic food is healthier or safer then conventionally grown food. But the general consensus is that growing organic food is healthier for the soil and environment, due to the lack of synthetic chemical use. As well, organic food is considered less energy intensive per unit. __________________________________ 1) Adapted from Wikipedia, http://en.wikipedia.org/wiki/Organic_food


Page | 25

EES Concepts – Toxics & Chemicals

Sustainability in Usage of Toxics & Chemicals

Health care institutions, like institutions outside the health care sector, regularly use a surprising number of highly toxic materials and chemicals. These elements can negatively affect patients, hospital staff, hospital visitors, and the environment. Many of the toxics are defined and regulated by national, provincial, and local laws. Other toxics are used routinely but not regulated, though they can be just as harmful. These toxics include carcinogens, materials that damage the skin and organs, and materials that corrode, irritate, or release other toxics in the course of normal use, storage, transportation or disposal. Toxics with an especially heavy and negative impact in the health care sector may be found in:

Cleaners and disinfectants

Dioxin-containing byproducts

Electronic equipment

Flame retardants

Fragrance chemicals

Pesticides

Phthalates and DEHP

PVC __________________________________

1) Adapted from “Safer Chemicals: Global Overview”, http://www.noharm.org/all_regions/issues/chemicals/

The “Red List”

Developed by the Living Building Challenge, the materials Red List is intended to identify and eliminate the worst in class chemicals and materials from the built environment from a human and ecological health standpoint. All of the materials on the red list are commonly found in building materials and at various stages of their products lifecycle can pose serious risks to human health. Alternative (and safer) products are available as substitutes for all of these materials.

Red List materials or chemicals include the following list:

Cadmium

Chlorinated Polyethylene and Chlorosulfonated PolyethyleneCholoroflourocarbons (CFCs)

Chloroprene (Neoprene) – WITH THE EXCEPTION OF MEP EQUIPMENT

Formaldehyde (Added)

Halogenated Flame Retardants

Hydrocholorfluorocarbons (HCFCs)

Lead; Mercury; Petrochemical Fertilizers and Pesticides

Phthalates

Polyvinyl Chloride (PVC) – WITH THE EXCEPTION OF ROOFING AND PIPING; Wood treatments containing Creosote

Arsenic or Pentachlorophenol

Endangered Wood Species

Other Common Hazardous Materials Occurring In Healthcare Facilities

The following list includes categories often applied to hazardous materials / waste and may be found operationally in conjunction with health care facilities (clinical and / or non-clinical). It is important to note that many of these categories overlap and that many hazardous wastes can fall into multiple categories:

Mercury-containing wastes (thermometers, switches, fluorescent lighting, etc.)

Pharmaceuticals

Radiologicals

Sterilants and disinfectants

Laboratory chemicals

Paints and solvents

Automotive wastes (used motor oil, antifreeze, etc.)

Pesticides (insecticides, herbicides, fungicides, etc.)

Electronics (computers, televisions, cell phones)

Aerosols / Propane cylinders

Refrigerant-containing appliances

Some specialty Batteries (e.g. lithium, nickel cadmium, or button cell batteries)

Ammunition

Radioactive waste

Wastes that do not appear on the list may nevertheless be classified as hazardous if they have one of four properties:

Ignitability

Corrosivity

Reactivity

Toxicity

In addition, materials can acquire hazardous waste status if they are mixed with, or contaminated with, or are derived from, other wastes that are themselves hazardous. __________________________________

1) Adapted from “Hazardous Waste”, http://www.noharm.org/all_regions/issues/chemicals/

Hazardous Materials & Hazardous Waste

Though strongly regulated, it is important to understand the difference between "hazardous materials" and the specific term "hazardous wastes".

"Hazardous materials" generally applies to certain raw materials or products, purchased from outside suppliers that are stored and used at your facility. In general terms, materials are designated as "hazardous materials" when they pose a significant risk to people or property. The specific definitions depend on the agencies that write the rules.

"Hazardous wastes" is a term with a specific legal meaning that applies to certain materials that have been generated as wastes from processes carried out at your facility.

Hazardous materials and waste are particular health concerns for patients and staff within health care facilities. Beyond, the proper usage and disposal of hazardous materials and waste is critical to the overall health of the population and environment. The federal Occupational Safety and Health Agency (OSHA), and its counterpart agencies at the state level, are responsible for developing and enforcing the rules for hazardous materials that relate to worker health and safety issues.

If a material is determined to be hazardous, the manufacturer or importer must provide a Material Safety Data Sheet (MSDS) to its customers. Any company that uses these chemicals in the workplace must communicate information on the hazards and provide appropriate training to any worker who might be affected by the material. __________________________________

1) Adapted from “Hazardous Materials Overview” http://www.hercenter.org/hazmat/hazoverview.cfm


Page | 26

EES Concepts - Finance

Financial Sustainability – Definition and Background

Achieving institutional financial sustainability is a goal that all non-for-profit organizations strive for. Theoretically, this financial sustainability will enable us to cover our operational costs and to prioritize our activities so as to accomplish our missions.1 Nonetheless, the percentage of organizations that achieve financial sustainability is low. This is due not to a lack of creativity or commitment, but rather to the fact that many organizations depend on Government funding and face competing priorities within restricted financial sources. In many cases organizations rely on external funding opportunities for non-core activities and even for some operational efficiency related improvements. While it is important to consider this capacity for access to capital or preferential terms as a competitive advantage enjoyed by a non-profit organization, attaining financial sustainability through a single source or mechanism is a precarious approach. Attaining a profit margin that exceeds market conditions is by definition contrary to the organization’s non-profit status, but the concept of having a self sustained operation is not.

The corporate sector offers the most successful model to date, not to be copied, but to be adapted to our reality. The main difference between the two sectors is that the surplus generated in the corporate sector is used to create individual wealth. In the nonprofit sector, this surplus is reinvested to accomplish a mission. If the corporate sector is efficient, in theory, non-profit organizations must be even more efficient to reach our objectives.

Financial sustainability means ensuring the longevity of the organization. This financial sustainability must be defined in real terms; we therefore should adjust our accounting equation to reflect the desired result: Total income - Total costs = Surplus available for reinvestment within the organization.

We must understand that achieving financial sustainability is an ongoing process that has to become part of our organization’s day-to-day management in strategic planning, in administration and finances, in funding policies, and in the planning and implementation of strategies that enable us to reach our mission within our own resources.

In order to be successful over the long term, decisions concerning sustainability must be economically sound and seamlessly integrated with established management and financial systems. The initial implementation plan for EES Sustainability Principles is based on the closely related tracks included below:2 __________________________________

1) Adapted from “Four Pillars of Financial Sustainability” by Patricia Leon, The Nature Conservancy, Arlington, Virginia, USA. http://www.parksinperil.org/files/four_pillars_eng.pdf

2) Adapted from Harvard's Sustainability Principles

Financial Sustainability – Organizational Framework

Broad-based Continued Review – Recognizing that the concepts of sustainability will evolve over time through experience, research, economic analysis, and technological advances, the Health Authorities will continue the work that led to the development of the Energy & Environmental Sustainability EES group by supporting the standing Environmental Sustainability Advisory Committee ESAC consisting of members of management, operations, administration, health care, supporting services, etc. This group will be charged with advising in the development of sustainability initiatives, indicators, monitoring progress, and providing recommendations for improving the Sustainability Principles and Implementation Framework.

Financial Sustainability – Capital & Operational Financial Planning

Capital Planning and Construction - The capital planning and approvals process for new construction and major renovation of existing campus facilities should be expanded to incorporate the Sustainability Principles in its review. Each capital project should be required to include specific objectives consistent with the Principles as part of the formal approval process for capital projects, as is done currently for numerous other priority financial, technical, and operational issues.

Annual Financial and Budget Planning - The Health Authorities’ annual budget planning process should include explicit recognition of the Sustainability Policy and Principles in the commitment of operating funds. As part of its internal annual financial plan, each department should be requested to set specific goals and to report on how expenditures for facilities, support services, procurement, and other activities are consistent with the Health Authorities’ commitment to continuous improvement towards environmental sustainability.

Financial Sustainability – Recommended Practices

Adopt and support the Sustainability Policy and the Sustainability Principles and Guidelines to involve Sustainability in the decision making process.

Adopt a full life cycle approach when evaluating financial feasibility, pre-construction operating estimates and building occupancy cost for both capital and operational projects.

Include NPV in every financial analysis as it indicates financial feasibility better than the simple payback.

Leverage external funding opportunities by developing strong collaborative partnerships with Utility, Municipalities, Government organizations and other potential partners.

Collaboration between different LMFM departments and stakeholders early in the process in order to take advantage of said external incentive and funding opportunities without incremental cost, allowing for reinvestment of such incentives in Sustainability as opposed to covering base project cost.

Separate Utility budget from regular Maintenance and Operation activities and track performance & budget with respect to a baseline allowing for efficiencies and improvement savings to be captured and retained within LMFM in order to build a Sustainability Green Fund.

Financial Sustainability – Triple Bottom Line

Sustainability is not just a ‘nice-to-have’…

…but a ‘must-have’

Environmental

Natural Resources UseEnvironmental Management

Pollution PreventionViable Natural Environment

SocialHealthy workforcesReduced absencesStaff satisfactionStandard of Living

Environmental‐EconomicEnergy Efficiency

Incentives for use of Natural Resources

Social‐EnvironmentalNatural Resources

StewardshipEnvironmental Justice

EconomicLower Operating CostEconomy sufficiency

Cost Savings

Sustainability

Social‐EconomicBusiness Ethics &

Social‐economical responsibilityWorker’s Rights

Financial Sustainability

EnvironmentalNatural Resources Use

Environmental ManagementPollution Prevention

Viable Natural Environment

EnvironmentalNatural Resources Use

Environmental ManagementPollution Prevention

Viable Natural Environment



Environmental‐EconomicEnergy Efficiency

Incentives for use of Natural Resources

Social‐EnvironmentalNatural Resources

StewardshipEnvironmental Justice


Cost Savings


Cost Savings

Sustainability

Social‐EconomicBusiness Ethics &

Social‐economical responsibilityWorker’s Rights

Financial Sustainability


Page | 27

EES Concepts – Water Management

Sustainable Water Management: A definition

Sustainable Water Management is simply the ability to manage water resources while ensuring the needs of present and future users. However future users is defined as including the ecological cycle outside of human development. Thus, Sustainable Water Management attempts to deal with water in a holistic manner, considering the various sectors affecting water usage, including political, economic, social, technological and environmental considerations.

The International Hydrological Programme, a UNESCO initiative, noted:"It is recognised that water problems cannot be solved by quick technical solutions, solutions to water problems require the consideration of cultural, educational, communication and scientific aspects. Given the increasing political recognition of the importance of water, it is in the area of sustainable freshwater management that a major contribution to avoid/solve water-related problems, including future conflicts, can be found."

The current global practices in Sustainable Water Management are based primarily upon the principles devised in Dublin (Ireland) during the International Conference on Water and the Environment (ICWE) in 1992. These are:

Freshwater is a finite and valuable resource that is essential to sustain life, the environment and development.

The development and management of our water resources should be based on a participatory approach, involving users, planners and policy makers at all levels.

Women play a central role in the provision, management and safeguarding of water resources.

Water has an economic value and should therefore be seen as an economic good.

These principles reflect the priority water needs to take in our lives and communities. Proper Sustainable Water Management planning needs adequate communication, equity, and economic / policy incentives to manage water resource in a holistic and efficient manner. __________________________________

1) Adapted from “Sustainable Water Management,” http://www.dainet.org/water/whatisswm.htm

Water Management

Water usage and disposal needs to be managed due to various users competing for the available supply of fresh water to satisfy basic needs, to enable economic development, to sustain the natural environment and to support recreational activities. It is important to reconcile these needs and promote the use of clean and fresh water in a way that recognizes water’s social, economic, and environmental benefits.

Provinces and municipalities across Canada are moving to integrate ecosystem and watershed management approaches, which draw on sustainable development principles. These principles are designed to ensure that individual and community decision making reflects the interests of many stakeholders and balances a range of goals, including sustainable water and aquatic resource management; protection from water quality-linked health threats; protection of aquatic ecosystems and species; and reduction of the health, economic and safety impacts.

Rather than thinking in terms of augmenting supply by increasing rate of withdrawal, a society, communities, and / or individuals -- must understand current usage and need levels. Then, as individuals and communities, organizations need to decide how to efficiently and feasibly manage their water demands. A few simple metrics for water use sustainability: (Considerations: availability and accuracy of data.)

1. Relative water demand, or the ratio of water withdrawal or consumption to total water availability;

2. Percentage of income spent on water and sanitation services;

3. Water quality and any incidence of waterborne sickness / disease; and

4. Robustness of supply system (e.g., a reservoir) in providing a specified amount of water. (includes population demand trends)

Water Usage Audit

A water usage audit is primarily an inventory of all of the water uses within a facility and a quantifying of these water uses. Individuals conducting a study / audit have gone through the entire facility and measured all the domestic water uses such as the flows on the faucets and the flushes on the toilets; they have also documented the water-using processes and have spoken to staff on site

A water audit will look at the following:

Toilets

Urinals

Faucets

Showers

Pools

Medical Air & Medical Vaccuum

Surgery

Kitchen

Cooling Towers

Laundry

Refrigeration

Cleaning and Janitorial

Drain Pipe Priming

Estimated Leaks

High Pressured Washers

Sterilizers

Irrigation Systems

Storm Water and Rain Water Capture

Grey Water Reuse ________________________________

1) Adapted from “Eagle Ridge Hospital – Facilities Water Audit – Final Report”


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“Rainwater harvesting does not remove water

available to local environments, it simply is gathered from a different part of the water cycle.”

... Rainwater Harvesting

on the Gulf Islands, Islands Trust Fund, 2006

“Less than three per cent of municipally-treated water is actually used for drinking. The rest goes down the drain, down the toilet, or on our gardens.” ... Environment Canada

EES Concepts – Rain Water Harvesting

Rainwater harvesting is the accumulation and gathering of rainwater for redistribution and reuse before it reaches municipal drainage.

Common uses include landscaping irrigation, garden irrigation, and possible various uses within facilities. In most situations the water collected is just redirected to a large container with percolation. If properly filtered, the harvested water can be used as drinking water as well as for storage and other purpose like irrigation.

Advantages

• Rainwater harvesting can provide an independent water source from municipally supplied water.

• Provides a source of water during water resource restrictions.

• Makes use of a natural resource and reduces flooding, storm water runoff, erosion, and contamination of surface water with pesticides, sediment,

metals, and fertilizers.

• Excellent source of water for landscape irrigation, with no chemicals such as fluoride and chlorine, and no dissolved salts and minerals from the

soil.

• Home systems can be relatively simple to install and operate and it may reduce your water bill.

• Promotes both water and energy conservation.

• No filtration system required for landscape irrigation.


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EES Concepts – Sustainability Policies & Reporting

Sustainability Policies & Reporting

Companies are facing growing pressure—internally and externally—to set sustainability policies and tell the world about their sustainability actions. Sustainability Reports, also known as Corporate Social Responsibility (CSR) reports, are becoming a standard practice within business.

In recent years the number of companies establishing sustainability policies and releasing sustainability reports has continued to increase on a global level. An expectation has arisen that organizations wanting to obtain a leadership position need to effectively manage their environmental and social performance, which leads to disclosing challenges and achievements in a sustainability report.

Common Elements of a Sustainability Policies Beyond an “environmental policy”, a sustainability policy is a document on the organizations approach to sustainable development. The sustainability policy often starts with a high level general policy about sustainability as safeguarding the well-being of future generations, but then continues with a description of more specific environmental policies. Detailed policies are spelt out on materials, energy, air, water, solid waste, transportation, land, food, construction, etc.

Common Elements of a Sustainability Report Sustainability reports, often called corporate social responsibility (CSR) reports or even integrated reports, now contain more detailed performance metrics and reflect the priority companies have given to measuring and managing the impact of their operations.

Whereas financial reporting looks at historical business performance, Sustainability Reports are increasingly being used as indicators for the direction and positioning of the organization in its future development.

Organizations seeking to establish sustainability reporting have a wide range of options. These options generally are

1. Report using an established template / guideline like the GRI reporting index. 2. Report using a self determined / customized outline.

In either case, a typical reporting guideline includes two parts. The first part is the general guidance and the second part is the indicator system. General guidance explains how the report has been prepared, including materiality and scope, while the second part discusses targets, performance, and assurance.

Sustainability reports will include relevant indicators on the “triple bottom line”:

Economic topics / issues: direct economic impact; indirect economic impact;

Environmental topics / issues: energy, water, waste, emissions, food, legal compliance, etc…;

Social topics / issues: patient care, recruitment, workers’ rights, health and safety, training and education, non-discrimination, community investment, etc….

Key Drivers of Sustainability Reporting

Regulations. Governments at most levels have stepped up the pressure on corporations / organizations to measure the impact of their operations on the environment.

Customers. Public opinion and consumer preferences are a more abstract but powerful factor that exerts considerable influence on companies / organizations. This factor has led organizations to provide more information on their social, financial, and environmental impact.

NGOS and the media. Public reaction comes not just from customers but from advocates and the media, who shape public opinion. Advocacy organizations, if ignored or slighted, can damage brand value.

Employees. Those who work for a company bring particular pressure to bear on how employers behave; they, too, are concerned citizens beyond their specific work roles.

Peer pressure from other companies. Each company is part of an industry, with the peer pressures and alliances that go along with it. Matching industry standards for sustainability reporting can be a factor; particularly for those who operate in the same supply chain and have environmental or social standards they expect of their partners.

Companies themselves. Corporations, as public citizens, feel their own pressure to create a credible sustainability policy, with performance measures to back it up—but with an eye on the bottom line as well. Increasingly, internal stakeholders are demanding explicit sustainability-reporting strategies and a proof of the results. So, too, are CEOs, who consider sound social and environmental policies a critical element of corporate success.

Investors / Donors. Increasingly, investors want to know that companies they have targeted have responsible, sustainable, long-term business approaches. Institutional investors and individual donors, for example, have moved to request increased sustainability reporting.

__________________________________

1) Adapted from “Global Trends in Sustainability Performance Management,” Economist Intelligence Unit, Sponsored by SAP. 2010.

Carbon Neutral Action Report (CNAR)

Mandated by the British Columbian Provincial Government, all public sector organizations need to be carbon neutral. All public sector organizations must report their carbon footprint and any associated carbon reduction efforts through a document called the “Carbon Neutral Action Report” (CNAR). Annually, starting in 2009.

What is Sustainability Assurance / Verification?

Sustainability assurance, also known as verification, is the service designed specifically to fill the need to combat unsubstantiated claims around sustainability and environmental performance. These unsubstantiated claims are often called “Green Washing”.

Sustainability assurance is a third party analysis of claims made by Sustainability Reports. The reports are independently auditing and verified prior to their public release. Through sustainability assurance, boards can encourage middle management to engage in sustainability projects which deliver genuine and measurable results.

Currently, there are only two recognised professional standards for carrying out sustainability reporting assurance. These are: AA 1000 – assurance standard developed by the Institute for Social and Ethical Accountability; and ISAE 3000 provided by the International Audit and Assurance Standard Board which is a part of the International Federation of Accountants.