hvac retrofitting for

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HVAC Retrofitting for HVAC Retrofitting for HVAC Retrofitting for HVAC Retrofitting for Green Refurbishments inGreen Refurbishments inGreen Refurbishments inGreen Refurbishments inOccupied BuildingsOccupied BuildingsOccupied BuildingsOccupied Buildings

Mark Mitchell, General Manager, A.G.Coombs Pty. Ltd.

HVAC Retrofitting HVAC Retrofitting HVAC Retrofitting HVAC Retrofitting forforforforGreen Refurbishments in Green Refurbishments in Green Refurbishments in Green Refurbishments in

Occupied Occupied Occupied Occupied BuildingsBuildingsBuildingsBuildings

ISSUES ISSUES ISSUES ISSUES & SOLUTIONS& SOLUTIONS& SOLUTIONS& SOLUTIONS

OverviewOverviewOverviewOverview

• Industry Drivers

• Current Issues and Challenges

• Some Solutions

How can we improve our expertise and capability to reduce the carbon footprint of our existing, occupied building stock?




Industry DriversIndustry DriversIndustry DriversIndustry Drivers

• Reduced carbon emissions• If all office stock >20 yrs old was 4.5 NABERS base build, 1.17M tonnes greenhouse gas is saved (= 266,333 cars off the road!)*

• Tenant demand for environmental performance – NABERS, Green Star

• Mandatory disclosure of NABERS rating on sale or lease from 2010

• Impractical to vacate buildings during upgrade projects

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Current ChallengesCurrent ChallengesCurrent ChallengesCurrent Challenges

1. Limited Scope Definition

2. Competing Stakeholder Objectives

3. Technical Issues

4. Lack of Programme Detail

5. Unplanned Logistics

6. Poor Knowledge Management



ISSUES ISSUES ISSUES ISSUES & SOLUTIONS& SOLUTIONS& SOLUTIONS& SOLUTIONSIssues & Challenges Issues & Challenges Issues & Challenges Issues & Challenges

1. Scope Definition1. Scope Definition1. Scope Definition1. Scope Definition

• Project outcomes / objectives:– Simple in isolation

• e.g. “4.5 NABERS base building”, “$2M capital budget”, “Dec-2010 completion”

– But Complex in combination • E.g. Energy efficiency vs. tenant comfort SLAs

• E.g. Deadline vs. available working hours

• Often poorly communicated through project delivery team




2. Competing Stakeholder Objectives2. Competing Stakeholder Objectives2. Competing Stakeholder Objectives2. Competing Stakeholder ObjectivesSTAKEHOLDER

Owner• Green outcome

• On-time, on-budget delivery

• No tenant interruption

Tenant • Similar comfort conditions

• No disruption / inconvenience

Head Contractor

/ Builder• On-time, on-budget delivery

• Site approach (“what tenants?”)

Facility Manager• Usually controls works

• No tenant complaints

• Aging plant upgraded

HVAC Service

Provider• Existing contract commitments

• New HVAC equipment scope?

HVAC Installer • Responsible for most outcomes

• Right in the middle!

EXPECTATION POTENTIAL CONFLICT

Limited understanding

of green outcomes

“Control” issues

Existing building

scope demarcation

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3. Technical3. Technical3. Technical3. Technical

• Mechanical– Existing equipment condition – e.g. coils, corroded pipe

– New technologies – e.g. chilled beam, displacement, cogeneration systems

• Electrical– Staged power outages

– Tenant vs. house supplies

– Existing energy metering

• BAS– Staged completion, network first

– Managing old and new

• Fire– BCA / AS1668

– Stair pressurisation

• Building Works– Glazing specs

– Hazardousmaterials

– New structural penetrations




4. Lack of Programme Detail4. Lack of Programme Detail4. Lack of Programme Detail4. Lack of Programme Detail

• Underestimating durations of stages

• Lack of detailed understanding of building’s current state (e.g. NABERS)

• Overestimating available working times/hours

• Seasonality & plant upgrade timing

• Poor management of extended (long) programmes / staff motivation

• Staged Warranty / DLP



ISSUES ISSUES ISSUES ISSUES & SOLUTIONS& SOLUTIONS& SOLUTIONS& SOLUTIONSIssues & ChallengesIssues & ChallengesIssues & ChallengesIssues & Challenges

5. Logistics5. Logistics5. Logistics5. Logistics

• Which systems/areas to be maintained as “operational” through retrofit?– Floor handover vs. mech/elec riser-based

– Parallel operation of new / old – e.g. BAS, Const. Vol. AHU to VAV

• Access not planned– Plant rooms; occupied tenant spaces

• Materials handling inefficiencies– Vertical transport; temporary cranage

• Waste removal an afterthought

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ISSUES ISSUES ISSUES ISSUES & SOLUTIONS& SOLUTIONS& SOLUTIONS& SOLUTIONSIssues & ChallengesIssues & ChallengesIssues & ChallengesIssues & Challenges

6. Poor Knowledge Management6. Poor Knowledge Management6. Poor Knowledge Management6. Poor Knowledge Management

• Generally poor across industry

• HVAC plant condition impacts its energy efficiency – critical need to understand in detail.– AHUs operating below design capacity?

– Undersized bypass valve?

• Limited update of existing docs to include building refurbishments

• What new maintenance is required to maintain green rating?




SolutionsSolutionsSolutionsSolutions

1. End-to-End Project Delivery

2. Project Plan

3. Communications Plan

4. Integrated Programme

5. Logistics Plan

6. Technical Expertise

7. Integrated Commissioning

8. WOL Knowledge Management



ISSUES ISSUES ISSUES ISSUES & SOLUTIONS& SOLUTIONS& SOLUTIONS& SOLUTIONSSolutions Solutions Solutions Solutions

1. End1. End1. End1. End----totototo----End Project DeliveryEnd Project DeliveryEnd Project DeliveryEnd Project Delivery

Procure

• Trade demarcation

• Performance brief, outcome driven

• Interface with existing equipment

• Lead times incl. in buying criteria

• Whole of Life costconsideration

Elements to consider for refurbishments in occupied buildings

Install

• Multi-services

• Experienced team

• Serviceability / Access

• Tenant communication

• Integrated Commissioning

• Verification of “Green” outcome

Design

• Modelled “Green” targets

• Existing HVAC system condition and performance

• “Buildability”

• “Commissionability”

• Programme risks

• Code compliance

• Staging plan

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ISSUES ISSUES ISSUES ISSUES & SOLUTIONS& SOLUTIONS& SOLUTIONS& SOLUTIONSSolutionsSolutionsSolutionsSolutions

2. Project Plan2. Project Plan2. Project Plan2. Project Plan

• Objectives: clear project goals, communicated to all stakeholders

• Scope Demarcation: transparent, known contractual responsibilities throughout delivery team

• Tenant SLA parameters: monitor

• OH&S Plan

• Risk Management Plan




3. Communications Plan3. Communications Plan3. Communications Plan3. Communications Plan

• Project org chart and contact points

• Formal Change Management– Access; permits; work hours

• Tenant Management:– Opportunity (!) for proactive engagement

– Meetings with extended project team

– Before, during & after “touch points”

– Helps solve the “Amenity” Paradigm

– Maximises benefit – i.e. communication can leverage the Green outcome




4. Integrated Programme4. Integrated Programme4. Integrated Programme4. Integrated Programme

• Include all services, D&C.

• Identify critical path & impact:– Early works package; planned shutdowns

• Integrate technical constraints into staging strategies – Plant cutovers; risers; BMS

• Realistic working calendar– After hours access; noise time restrictions

• Visual progress indicator – display!

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5. Logistics Plan5. Logistics Plan5. Logistics Plan5. Logistics Plan

• Materials handling plan all services– Loading docks, cranes, goods lifts

• Identify “Economies of Scope”– e.g. multiple trades using roof crane

• Integration with:– Programme staging

– Tenant Management strategy

– OH&S Plan – e.g. manual handling

– Project Environmental Management Plan –e.g. waste removal, recycling




6. Technical Expertise6. Technical Expertise6. Technical Expertise6. Technical Expertise

• Experience with similar projects essential

• Technical expertise within design, installation and maintenance team

• Multi-services expertise aids integration

• “Green” accredited professionals part of team – process, outcome-focus.




7. Integrated Commissioning (1)7. Integrated Commissioning (1)7. Integrated Commissioning (1)7. Integrated Commissioning (1)

• Start early: Design for Commissioning

• Commissioning Management as a dedicated function/role

• Commissioning Plan and across Integrated System Testing across services packages

• BMS functionality testing

• Commissioning as first part of:– Transition to Operation

– Building Tuning

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7. Integrated Commissioning (2)7. Integrated Commissioning (2)7. Integrated Commissioning (2)7. Integrated Commissioning (2)

• Specific examples:– Central air/water balancing through stages - e.g. floors / riser upgrades

– Multi-services – e.g. fire mode operation

– Tuning building through changes in:• Occupancy rates

• Seasons

• Other related projects




8. Knowledge Management8. Knowledge Management8. Knowledge Management8. Knowledge ManagementDesign Phase Construction Commissioning Handover Building Tuning

(Defects Liability Period)

Operations(Maintenance, Modification)

Baseline Building Operation

As Built Records

Design Principles & Criteria

Knowledge Management

System

Tuning

Maintenance & Operational Set Up

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ISSUES ISSUES ISSUES ISSUES & SOLUTIONS& SOLUTIONS& SOLUTIONS& SOLUTIONSSummarySummarySummarySummary

• HVAC Retrofits for Green Refurbishments in Occupied Buildings a large part of industry

• Issues:– Limited Scope Definition

– Competing Stakeholder Objectives

– Technical Issues

– Lack of Programme Detail

– Unplanned Logistics

– Poor Knowledge Management

• Solutions:– End-to-End Delivery

– Project Plan

– Communications Plan

– Integrated Programme

– Logistics Plan

– Technical Expertise

– Integrated Commissioning

– Integrated Knowledge Management

hvac retrofitting for

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