Five Year Conservation and Demand Management Plan 2014-2018 Conservati… · P a g e 2 This CDM...
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Five Year Conservation and Demand Management Plan 2014-2018 Prepared June 2014 by:
Transcript of Five Year Conservation and Demand Management Plan 2014-2018 Conservati… · P a g e 2 This CDM...
Five Year Conservation and
Demand Management Plan
2014-2018
Prepared June 2014 by:
Table of Contents
1 EXECUTIVE SUMMARY ................................................................................................. 1
2 KEY COMPONENTS ....................................................................................................... 3
3 HISTORICAL ENERGY MANAGEMENT ........................................................................... 6
4 CURRENT STATE OF CORPORATE ENERGY ................................................................... 7
5 CURRENT ENERGY CONCERNS ..................................................................................... 9
6 SCOPE OF THE CDM PLAN .......................................................................................... 11
7 ENERGY BASELINE AND CURRENT ENERGY PERFORMANCE ..................................... 13
8 MISSION AND VISION ................................................................................................. 17
9 GOALS AND OBJECTIVES ............................................................................................ 19
10 ENERGY MANAGEMENT TEAM .................................................................................. 21
11 FINANCIAL ASSESSMENT ............................................................................................ 22
12 CORPORATE ENERGY BUDGET ................................................................................... 24
13 ENERGY MANAGEMENT ACTIONS ............................................................................. 25
APPENDIX A Energy Data ............................................................................................... 31
APPENDIX B Energy Use Breakdown ............................................................................. 37
APPENDIX C Energy Conservation Measure Schedules ................................................. 43
APPENDIX D Dollars to $ense Workshop ......................................................................... 1
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1 EXECUTIVE SUMMARY
The Ontario Provincial Government has committed to help public agencies better understand and manage
their energy consumption. As part of this commitment, Ontario Regulation 397/11 under the Green
Energy Act 2009 requires public agencies, including municipalities, municipal service boards, school
boards, universities, colleges and hospitals to report on their energy consumption and greenhouse gas
(GHG) emissions annually beginning in 2013 and to develop and implement energy Conservation and
Demand Management (CDM) Plans starting in 2014.
The purpose of the Winchester District Memorial Hospital (WDMH) energy Conservation and Demand
Management Plan is to develop a framework for Winchester District Memorial Hospital to understand the
historical impact of its operations on greenhouse gas (GHG) emissions, and to take action by setting GHG
reduction targets. The first objective of this report was the development of an energy Conservation and
Demand Management Plan that addressed the facets of energy consumption in the Hospital. This included
the development of a GHG emissions inventory, benchmarking as Winchester District Memorial Hospital's
existing energy intensity performance relative to other hospitals, identifying potential energy efficiency
projects, and establishing a GHG emissions reduction target. This strategic approach to energy
management (“energy Conservation and Demand Management Plan”) supports Winchester District
Memorial Hospital’s Quality Improvement Plan 2013/2014 and the Strategic Plan 2013-2018.
Energy efficiency and the wise use of energy are two of the lowest cost options for meeting energy
demands, while providing many other environmental, economic and social benefits, including reducing
greenhouse gas (GHG) emissions, cost avoidance and savings. Along with the aforementioned benefits,
energy efficiencies and the wise use of energy also promote local economic development opportunities,
energy system reliability, improved energy supply security, and reduced price volatility.
There are a variety of low cost/no cost initiatives available to Winchester District Memorial Hospital which
can jump-start energy consumption and dollar savings. Simple actions such as turning lights and
appliances off, shutting off heaters in the summer, establishing efficient usage times, efficient production
requirements, and many other actions can result in energy savings. Such actions, along with energy
efficient capital and operating process improvements and project implementation, are key components
which are outlined within the energy Conservation and Demand Management Plan (CDM Plan).
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This CDM Plan is the culmination of a non-linear process involving the:
Integration of establishing a baseline for performance to be measured against,
Setting of future performance goals and objectives,
Continuous improvement through identification of energy conservation potential,
Strategic alignment of measure implementation and fiscal constraints, and
Evaluation, measurement and communication of results achieved.
This CDM Plan contains three perspectives: historical, current and future. It looks at “what we have
done”,” what we are doing”, and “what are we planning to do”.
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2 KEY COMPONENTS
The Big Picture
Sustainability is a concept which meets the needs of the present without compromising the ability of
future generations to meet their own needs. This is sometimes referred to as the “triple bottom line”.
Environmental Sustainability: Managing the effects of human activity so that they do not permanently harm the natural environment.
Economic Sustainability: Managing the financial transactions associated with human activities so that they can be sustained over the long term without incurring unacceptable human hardship.
Social/Cultural Sustainability: Allowing human activity to proceed in such a way that social relationships between people and the many different cultures around the world are not adversely affected or irreversibly degraded.
An energy Conservation and Demand Management Plan is the sum of measures planned and carried out
to achieve the objective of using the minimal possible energy while maintaining the comfort levels (in
offices or dwellings) and production rates (in factories). It can be applied to any process or building where
energy use is required. To make an efficient use of the energy and, as a consequence, to save it, the actions
are focused on:
Energy Conservation,
Energy Recovery,
Energy Substitution,
Corporate Goals and Objectives, and
Corporate Fiscal Management.
Analysis and Benchmarking
It is important to recognize the value of benchmarking and comparison as a starting point. By examining
the Hospital’s current energy consumption patterns and comparing them with others, a better
understanding of the opportunities and the pitfalls of energy conservation and sustainability planning as
experienced by other public agencies is gained. This exposure, combined with the information gleaned
from the energy audits, will allow WDMH to focus on strategies that have been proven successful
elsewhere and can be tailored to the unique nature of the Hospital.
It is apparent that energy conservation is being considered and implemented in most public sectors across
Ontario and Canada. . As well, the insights gained through their experiences with energy conservation
can be used as a springboard to further the WDMH’s sustainability strategies to encompass both
operational and policy improvements. Many public agencies are taking their understanding of
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environmental issues and conservation beyond energy consumption and recycling, by addressing the
more complex issues of water management, heat island effect, and light pollution, to name a few.
Regulatory Requirements
Under Ontario Regulation 397/11 (Part of the Green Energy Act, 2009), all public sector agencies must
now comply with mandatory reporting requirements. By 2013, all energy consumption at hospital
facilities will have to be recorded and submitted to the Ministry annually. By 2014, the requirements
become more stringent as the Hospital will have to submit a CDM Plan, which encompasses measures
taken to date with results, as well as a five year plan for further energy conservation measures to be
implemented. WDMH is well positioned to meet this requirement as an audit has been completed at its
facility, resulting in a compiled list of energy reduction projects, some of which are already implemented.
The full list is reviewed throughout this Plan while the implementation program is outlined later in this
report. This Plan itself is meant to serve as WDMH’s CDM Plan and will help assist WDMH to meet all of
its mandatory reporting requirements.
Key Factors and Constraints
It is important to both WDMH’s future and to its image in the public at large to understand the value of a
comprehensive CDM Plan. Many people around the world are beginning to embrace the notion that the
earth’s environment and precious resources need to be conserved. However, the necessary changes will
not happen overnight. To be successful, a comprehensive energy management plan should embrace long-
term thinking, taking advantage of “low hanging fruit” to achieve immediate cost savings which will be
redirected to more complex projects involving higher initial costs with larger net benefits.
Public agencies should realize that each of their circumstances is unique and they may not lend themselves
to ‘boiler plate’ solutions used in many private sector segments. Those who have met their goals have
utilized the advantages of the unique physical and non-physical attributes of their facilities, including
green power generation on large flat roofs and community gardens on their large properties. While it is
easy to be focused on the larger solutions, even seemingly small efforts can make a major long-term
impact on the overall goal. A good example of this is Energy Awareness training which encourages Staff
to take simple and effective actions such as turning off lights and computers when not in use.
Ongoing professional development is also a key factor in the success of a CDM Plan to ensure that Staff
Members understand their role in the greater goal. The CDM Plan and accompanying education should
be a required part of their daily activities.
While realities of budget restrictions are an important consideration in any planning activity, it is possible
to achieve energy savings while adhering to the financial constraints of a publicly-funded Hospital system.
It is clear that new technology and ideology changes have produced continued operational cost reductions
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while improving indoor comfort and environmental sustainability. These cost saving projects can often
fund themselves by avoiding the use of previously allocated funds. As long as the savings are reinvested,
these improvements can continue for the foreseeable future, ensuring a sustainable process. Many
industries have had environmental programs running for over a decade and continue to hit their 3%-5%
intensity reduction goals without sacrificing product quality.
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3 HISTORICAL ENERGY MANAGEMENT
Hospital operations commenced in March 2011. Historically, WDMH has addressed Energy Conservation
and Demand Management on a project-by-project basis through the activities of the Building Services
Team. Capital projects were implemented based on equipment’s expected useful life or in response to
equipment emergency breakdowns. Utility savings realized as a result of the implementation of these
individual projects have not historically been uniquely reported formally, but have been considered as a
component of general operations. Thus, they have been reported through utility expenses in the
Accounting System. Sustainability and long-term energy reduction goals, through this CDM Plan, will
become integral components of the business reporting system. Active participation in recycling programs
has addressed some of the environmental concerns faced by the Hospital.
Utility costs were viewed as a fixed overhead cost. The management of these costs relied on an exception-
based investigation approach. In other words, utility costs were only reviewed if a utility bill was much
higher, or lower, than typical.
In 2013, WDMH embarked upon a strategic energy auditing project. The purpose of this audit was to
identify and analyze potential energy conservation and demand management opportunities. These
efforts have been instrumental in assisting WDMH in aligning the CDM Plan with the Hospital’s Quality
Improvement Plan 2013/2014 and the Strategic Plan 2013-2018.
Historical Energy Reduction Projects Summary
Year Action Taken
2013
Detailed energy audit performed.
Heating and cooling set points were adjusted to lower energy consumption.
Updated controls for exterior parking lot lighting
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4 CURRENT STATE OF CORPORATE ENERGY
Energy Data Management
While WDMH has an admirable history of managing its energy consumption, the Ontario government has
required an increase in hospital energy management practices. This has resulted in the need to enhance
current practices and develop new approaches. To meet this need, WDMH will design a comprehensive
program for collecting and analyzing monthly energy billing information, and ensuring Staff is informed
about energy consumption. This effort will produce an energy costs and consumption database that will
be used for monitoring excessive variations, targeting facility follow-up evaluations, and highlighting areas
that could be candidates for improved conservation. These monitoring enhancements will improve
WDMH’s understanding of the bottom line impact of energy management.
Energy Supply Management
WDMH has currently adopted a strategy of procuring its energy through the HealthPro organization.
Electricity is secured from Hydro One Networks. The Hospital has chosen to contract its natural gas
through ECNG Energy L.P. from Union Gas. This strategy is reviewed annually during the budgeting
process.
Energy Use in Facilities
WDMH Staff Members have retained a great deal of knowledge with regard to their facility’s energy use.
This knowledge base has been enhanced by a series of comprehensive audits completed at WDMH’s
facility. Through the deployment of energy management software, WDMH Staff will be equipped with the
information necessary to make effective energy management decisions. This will make it possible to
implement an effective energy procurement process, pursue appropriate capital projects, and implement
successful conservation and demand management programs.
Equipment Efficiency
WDMH has pursued many measures to improve the energy efficiency of the Hospital’s equipment. Some
of these measures include:
Heating and cooling equipment retrofits,
Building envelope improvements,
Electrical systems upgrade, and
The pursuit of the feasibility of solar thermal and solar photovoltaic applications.
As the understanding of corporate energy consumption improves, WDMH Staff will be equipped with the
knowledge necessary to make informed decisions. This improved understanding will also reveal how
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simple actions like commissioning and maintenance procedures can improve existing equipment
efficiencies.
Organizational Integration
Day to day management of energy has been primarily the responsibility of the WDMH Building Services
Team. Current practices will be enhanced with future plans including:
The creation of an interdepartmental energy management team,
Improved energy monitoring and feedback, and
Interactive energy training and awareness.
Staff across all departments will be given the necessary tools to address corporate energy concerns such
as budgeting, procurement, conservation, and generation.
Prior to the development of the CDM Plan, VIP assessed WDMH’s energy management practices. This
assessment was completed by speaking to WDMH Staff and reviewing relevant hospital material. Upon
completion of this review, VIP determined that WDMH had provided Staff with a mandate to pursue
proper energy management, and through WDMH Staff ingenuity, WDMH was able to direct resources to
energy management. However, VIP also noted that if WDMH is to achieve the Ministry’s mandate, it will
require the development of this CDM Plan that will address WDMH’s energy information and energy
procurement needs.
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5 CURRENT ENERGY CONCERNS
Environmental, societal, and fiscal pressures accentuate the need for an energy Conservation and Demand
Management Plan (CDM Plan).
Environmental
Concerns surrounding energy consumption with regard to climate change and air pollution have been well
documented. Since 1990, Ontario’s greenhouse gas emissions have increased 14%. The Government of
Ontario estimates that 75% of Ontario’s greenhouse gas emissions are associated with the consumption
of fossil fuels for energy purposes. Increased smog and air pollution are also connected to the
consumption of energy. Ontario’s electricity generation is the Province’s second largest source of sulfur
dioxide and the third largest source of nitrogen oxides. These pollutants can cause irreparable harm to
human health.
Societal
The 2003 Blackout heightened societal concerns surrounding the stability and security of our energy
supply. Energy has been imbedded into most societal practices. If energy consumption is not managed
appropriately, the frequency of energy interruption and the subsequent societal disruption will increase.
Fiscal
The fossil fuels traditionally used for the generation of energy are no longer financially accessible or
environmentally acceptable. This has resulted in the promotion of renewable energy generation which
comes with an additional expense. Energy costs are also anticipated to increase as Ontario’s existing
energy infrastructure is taken off-line or refurbished. Coming off of the lows of the 2009 recession national
electricity and natural gas prices are 27% and 21% greater than they were at the start of the decade. It is
not anticipated that this upward trend will be altered in the short to medium future. The Province of
Ontario has recently projected an annual 3.5% to 7.9% increase in electricity costs over the next 20 years.
Natural gas is also projected to trend upward.
WDMH, although a relatively new facility, has already experienced substantial patient growth and is
projected to grow into the future. As WDMH grows so will the Hospital’s environmental, societal, and
fiscal energy concerns. WDMH recognizes that proper energy management must be pursued if these
concerns are to be addressed.
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Growth in the Critical Care Centre is reflected in a decreasing patient days trend and an increasing
discharge volume.
Similar growth is being experienced in the Medical/Surgical area:
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6 SCOPE OF THE CDM PLAN
Winchester District Memorial Hospital
The WDMH facility is located at 566 Louise Street, Winchester, Ontario, and consists of a two-storey hospital with administrative
offices. The Hospital has an emergency ward, ECU, DI, rehabilitation, ambulatory area, haemodialysis, OH+S/IC ICT, continuing
care unit complex, maternity ward, surgical daycare unit, post-anaesthetic care, CSR, surgical suites, acute inpatient care unit,
cafeteria, pharmacy and administration and management offices.
The East wing of the building, which is the original hospital, was constructed circa 1947 and new wings D & Y were constructed
circa 2009. The building consists of two above grade levels. The facility has a mechanical room located at rooftop penthouse and
outside open parking.
Winchester District Memorial Hospital Facilities - General Information
Building Name Operation Type Address City
Postal
Code
Total Floor
Area
(m2)
Louise Harvey Dillabough Building Administrative Offices and related Facilities 550 Louise Street Winchester K0C 2KO 855.45
Winchester District Memorial Hospital - Admin Administrative Offices and related Facilities 566 Louise Street Winchester K0C 2KO 278.67
Winchester District Memorial Hospital - Main Facilities used for hospital purposes 566 Louise Street Winchester K0C 2KO 12,504.33
13,638.45
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Louise Harvey S. Dillabough Building
The Louise Harvey S. Dillabough facility is located at 550 Louise Street, Winchester, Ontario, and consists
of an old wing (North) and new wing (South). The old North wing of the building is a single story with a
basement used as a Staff boardroom and an administration office (diabetes education centre) on the
ground level, and a classroom, mechanical plant room and storage room in the basement. The new South
wing of the building is a single story which is used as a physician and surgeon’s clinic and medical
laboratory (known as Gamma Dynacare).
The North wing of the building, which is the original building, was constructed circa 1964 and the new
South wing was constructed circa 2009. The building has outside open parking.
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7 ENERGY BASELINE AND CURRENT ENERGY PERFORMANCE
Effectively managing energy requires implementing appropriate energy monitoring procedures. The
establishment of an accurate energy baseline is essential in this process. It will assist with energy
conservation and greenhouse gas reduction target setting, energy procurement and budgeting, bill
verification, energy awareness, and the selection and assessment of potential energy projects. WDMH,
like many hospitals, relies on its utility bills to establish its energy baseline.
Energy Audits were conducted on the two facilities in November 2013 by VIP Energy Services, Inc.
Winchester District Memorial Hospital
Louise Harvey S. Dillabough Building
The audits consist of a detailed analysis of historical consumption and demand information as well as a
walkthrough of the facility by a qualified energy auditor. Based on the auditor’s survey, a detailed
equipment list and an energy consumption breakdown have been created, as well as a comprehensive list
of potential energy conservation measures for each facility.
BASELINE PERFORMANCE (2011)
WDMH has elected to utilize the consumption data from 2011 to represent its baseline energy
consumption performance. Based on this information, and normalizing for weather conditions, the
baseline energy performance may be represented by a normalization analysis.
Winchester District Memorial Hospital Facilities - 2011 Energy
Building Name
Total Electricity
Consumption
(kWh)
Total Natural Gas
Consumption
(m3)
GHG
Emissions
(kg)
Energy
Intensity
(ekWh/m2)
Energy
Intensity
(GJ/m2)
Louise Harvey Dillabough Building 113,959 8,016 24,272 22 0.84
Winchester District Memorial Hospital - Admin 89,444 15,511 36,481 85 3.29
Winchester District Memorial Hospital - Main 4,013,514 695,999 1,636,956 85 3.29
4,216,917 719,526 1,697,709 81 3.13
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CURRENT PERFORMANCE (2012)
It is imperative to understand the energy characteristics of each facility. By understanding these values,
baselines can be established and future retrofits and improvements to the buildings can be monitored
and tracked to ensure that the intended benefits are fully realized. WDMH’s most recent energy
consumption inventory was completed in 2012. This inventory took into account the electricity and
natural gas consumption of WDMH facilities. In 2012 WDMH’s total energy use, including electricity and
natural gas, was 12,065,226 equivalent kilowatt hours (ekWh). This total consisted of 4,216,917 kWh of
electricity and 719,526 m3 of natural gas, which is equivalent to 8,013,982 ekWh. The 2012 combined total
cost of electricity and natural gas was $544,717.
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In all, WDMH has maintained its energy intensity from 2011 to 2012 indicating a stable energy utilization
from 3.13 GJ/m2 to 3.18 GJ/m2. Current consumption patterns are tracking well with the baseline
performance.
Building Name
Total Electricity
Consumption
(kWh)
Total Natural Gas
Consumption
(m3)
GHG
Emissions
(kg)
Energy
Intensity
(ekWh/ft2)
Energy
Intensity
(GJ/m2)
Louise Harvey Dillabough Building 37,870 6,378 15,088 11 0.44
Winchester District Memorial Hospital - Admin 87,491 16,299 37,815 87 3.37
Winchester District Memorial Hospital - Main 3,925,883 731,383 1,696,843 87 3.37
4,051,244 754,060 1,749,746 82 3.18
Winchester District Memorial Hospital Facilities - 2012 Energy
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BENCHMARKING
Market Sector
Energy Intensity (ekWh/ft2)
Sector Minimum Average Maximum No. of Organizations
Hospital 1.0 61 350 141
WDMH’s facilities have an average 82 ekWh/ft2 energy intensity, above the industry average based on the
Ministry of Energy’s 2011 Public Sector Energy Consumption Data. WDMH ranks 111th amongst the 141
hospitals in Ontario for energy intensity.
WDMH Facilities
The Louise Harvey Dillabough Building is primarily an office style facility and consumes significantly less
energy than the main hospital facility.
-
10
20
30
40
50
60
70
80
90
100
Louise Harvey DillaboughBuilding
Winchester DistrictMemorial Hospital - Admin
Winchester DistrictMemorial Hospital - Main
2012 Energy Intensity (ekWh/ft2)
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8 MISSION AND VISION
Our Mission
“The Winchester District Memorial Hospital provides local access to acute and complex
continuing care services requiring the expertise and technical support of an accredited hospital.”
Our Vision
“The Winchester District Memorial Hospital:
provides core hospital services to meet the current and evolving healthcare needs;
develops a range of services to meet the evolving healthcare needs of the
community through strengthening linkages with other local and regional service
providers;
plays an active role in enhancing the environment for patients, Staff and volunteers
through investments in people, technology and facilities; and
functions efficiently while adhering to established quality standards”.
WDMH addresses this vision through the application of foundational areas of focus: Commitment to
Quality, Working Together, Compassion and Respect. WDMH’s mission, vision and value set are outlined
in the Winchester District Memorial Hospital Strategic Plan 2013- 2018.
The CDM Plan has been developed to address the fiscal, societal, and environmental costs and risks
associated with energy consumption. Proper energy management will allow WDMH to display leadership,
improve the delivery of services, and enhance the overall quality of life with respect to the patient services
provided.
The CDM Plan outlines key actions that must be pursued to make this vision a reality. The completion of
these actions will assist WDMH to meet its energy conservation and greenhouse gas emission reduction
targets. Achieving these goals will assist WDMH in securing a strong energy management reputation and
will allow for cost savings that can benefit WDMH, its employees, and its patients.
It is acknowledged that, for this vision to come to fruition, energy management at WDMH must become
an inclusive process. Recognizing that energy affects everyone differently, this Plan was created to
address a variety of energy related concerns, while capturing innovative and relevant actions that will lead
to meaningful change.
This CDM Plan will allow energy management to be incorporated into all WDMH activities, including
organizational and human resource procedures, procurement practices, financial management and
investment decisions, and facility capital, operations, and maintenance.
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Overview
This CDM Plan is designed to meet the current energy needs and obligations of WDMH. The intent is to
guide WDMH in the development of an energy management foundation. This will be a living Plan that will
evolve as WDMH’s energy needs are revealed and better understood.
WDMH’s approach to energy management is three pronged. It begins with:
Elimination of waste,
Improving efficiencies, and
Optimizing energy supply.
Prior to pursuing these actions, WDMH must be aware of the facility and Staff behaviours that influence
energy consumption. Once encapsulated, this knowledge must be dispersed throughout the organization,
allowing for the development of a culture of sustainability.
An improved understanding of corporate energy consumption will require improvements in energy
management and awareness. Energy awareness campaigns will strive to make energy a tangible asset that
Staff Members can appreciate when it is being consumed or wasted. In addition to increasing energy
awareness, this energy Plan will integrate energy efficiency into the capital and operational decision
making of the organization.
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9 GOALS AND OBJECTIVES
It is of critical importance to improve energy efficiency and reduce our operating costs. Equally important
is displaying our commitment to the environment through the reduction of greenhouse gases, while
improving our air quality. It is also important that these actions are carried out without adversely
impacting WDMH’s operations. All WDMH Staff will have an essential role in the success of this energy
management Plan. It will be the responsibility of the Energy Management Team to ensure that energy
management measures are properly communicated and effectively implemented. An Energy Mandate for
WDMH has been developed and is an integral component of this CDM Plan.
WDMH’s CDM Plan was completed to help support the following Strategic Directions and Priorities:
Strengthen our current patient care and rural health education programs,
o Strengthen the volume, quality and efficiency of our current clinical services and enhance our academic programs,
o Continue to support the ongoing professional development needs of our Staff, physicians and volunteers,
Fill key gaps in our communities’ needs through collaboration,
o Develop and improve coordination, access and quality of palliative care services by working with key partners,
o Develop an integrated approach to meet the health needs of seniors and improve their quality of life,
o Continue to collaborate with local and regional partners to support the broader health and care needs of our communities,
Develop and implement a rural population health research program,
o Develop and implement a plan to advance WDMH’s research program and increase our research capabilities, and
o Enhance capabilities to understand and apply evidence to support quality decision making.
The primary objective of this Plan is to improve the management of WDMH’s energy consumption to
support these Strategic Directions and Priorities. Part of this objective is setting a conservation target that
will see WDMH reduce its 2011 energy consumption by 3% by the end of 2018. Recognizing that WDMH
is a growing hospital, WDMH energy conservation target will be intensity based. It is also the objective of
this Plan to improve WDMH’s understanding of energy consumption which is essential for WDMH to meet
its corporate energy management goals.
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Measurements of Success
The measurements of success will be based on a variety of indicators:
Reaching the CDM Plan’s energy conservation target,
Achieving the savings outlined in the Plan’s budget section, and
Imbedding energy management in WDMH’s capital and operations decision making process.
WDMH will follow the guidelines set out by the International Process Measurement and Verification
Protocol (IPMVP) to determine the energy conservation and demand management performance.
Reporting Standards
The CDM Plan will allow for the monitoring and reporting that is necessary for WDMH to meet the
regulatory requirements of the Green Energy Act. Regular energy monitoring and feedback to the
Ministry, WDMH Management and Staff will improve knowledge and help make energy consumption a
tangible asset, making possible appropriate behavioural changes. The intent of monitoring and reporting
on energy consumption is to make energy management transparent and the consumer accountable. The
Ministry will be provided with annual updates on the state of energy management at WDMH. Energy
consumption feedback provided to Staff will be imbedded into WDMH’s regular business.
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10 ENERGY MANAGEMENT TEAM
Historically, WDMH has addressed Energy Conservation and Demand Management on a project-by-
project basis through the activities of the Building Services Team. Strategic directives have been provided
by the Hospital’s Senior Executive Team.
This CDM Plan outlines a commitment to integrate Energy Conservation and Demand Management into
the operations of the Hospital, as indicated in the covering letter from the Senior Vice President of
Corporate Services. Within the duration of the CDM Plan, CDM planned activities will become an integral
component of the annual budgeting process. A collaborative effort will be undertaken to achieve this
integration, involving:
Internal Staff (which may include but will not be limited to Facilities Management, Finance, and Procurement),
Advisement from the Ministry of Energy and Ministry of Health, and
Consultations with Energy Management experts.
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11 FINANCIAL ASSESSMENT
The energy Conservation and Demand Management Plan’s financial assessment philosophy is to treat
fiscal resources as if they were energy assets. Therefore, financial investments follow the same three
pronged approach used for the management of energy:
Elimination of waste,
Improving efficiencies, and
Optimizing energy supply.
The initial costs and savings estimates for the proposed process improvements, program implementation,
and projects are broken down as follows:
Opportunity at WDMH Total
Savings Cost
Payback Period (years)
Building Re-Commissioning - Detail Engineering Study
$67,476 $80,000 0.6
McQuay BAS Upgrade $3,512 $14,500 3.5
Upgrade and Integrate all Split A/C with Single Variable Refrigerant Flow Unit (VRF)
$6,085 $42,000 5.7
Install Energy Recovery Ventilation(ERV)for Exhaust Fans
$2,719 $38,000 12.9
Building Envelop Insulation $4,214 $25,000 5.5
Lighting Upgrade $1,630 $28,500 16.9
Install Load Managing Device for Vending Machine $580 $3,000 4.0
OPA Feed-in Tariff $35,000 $227,500 6.5
Upgrade All Standard Efficient Motors to Super Premium Efficiency Motors
$6,901 $69,850 9.8
Replace Old Hot Water Baseboard Heater (East Wing)
$25,506 $28,000 1.1
Install Solar Thermal Panel for DHW Pre-Heating $2,152 $8,800 4.1
Install Combined Heat & Power Unit (CHP) $186,382 $600,000 1.9
Hot Water Pipes & Joints Insulation for Steam Boiler
$189 $6,200 32.9
Install Water Aerators $3,669 $1,800 0.5
Install Low Flush Toilets $1,688 $13,300 7.9
Energy and Resource Awareness $24,044 $52,034 1.3
TOTAL $371,747 1,238,484 2
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Opportunity at Louise Harvey Dillabough Building Savings Cost Payback Period (years)
HVAC-Control System - Deadband Reset $418 $200 0.5
Lighting Upgrade $759 $760 1.0
Install Demand Control for DHW Pump $174 $1,000 5.8
Install Programmable Thermostats for Baseboard Heaters $1,181 $2,400 2.0
Replace Existing Water Coolers with Energy Star Water Coolers $1,134 $1,200 1.1
Replace Domestic Hot Water Heater $157 $2,200 14.0
Install E-Film to Improve Window Insulation $215 $4,600 21.4
Install Water Aerators $124 $700 5.6
Energy and Resource Awareness $489 $6,007 12.3
TOTAL $4,653 $19,067 4.1
The listed costs and savings are for the inaugural year of a process, program, or project. If initiated and
monitored effectively, it can be anticipated that these savings can be sustained. It should also be noted
that the price of energy is anticipated to increase, whereas the costs of capital projects will likely decrease
with advancements in technology. This could potentially lead to increased savings and decreased costs in
the later years of the Plan. The potential for avoided costs adds to the relevance of a plan of this nature.
This fiscal assessment does not take into account the economic benefits of achieving all of the corporate
energy management goals. Due to the difficulty in quantifying the economic value of extended equipment
longevity, improved comfort and productivity, and climate change mitigation, it should not be discounted.
P a g e 24
12 CORPORATE ENERGY BUDGET
The following budget was derived from the planned actions within the CDM Plan. Each year’s estimated
cumulative savings have also been displayed. These projected costs and savings do not consider the
human resource expenditures.
Prior to requesting funding for energy actions, WDMH will consult with utility representatives and/or
energy consultants, allowing WDMH to schedule project launch dates in parallel with applicable incentive
funding programs. The projects may be moved forward or delayed based on changes to incentive
programs as well as changes to the CDM Plan. However, WDMH will not make significant alterations to
the Plan in a quest for incentive funding. This is not a prudent approach to planning. Actions will be
pursued only when they coincide with the WDMH’s objectives and are appropriate to be pursued at that
time.
As WDMH continues to evolve and its energy needs become greater it will be essential to reassess and
clarify as necessary the financial indicators that are applied to investment analysis and prioritization of
proposed energy projects. Energy efficiency projects must be weighted appropriately relative to other
investment needs. There will also be a need to develop procedures for the annual allocation of capital
resources for energy efficiency measures in the capital budget.
P a g e 25
13 ENERGY MANAGEMENT ACTIONS
The economic feasibility of proposed actions played a large role in the prioritization of the processes,
programs, and projects. Equally important in this prioritization exercise was the evaluation of WDMH’s
internal capacity to complete the proposed initiatives. Recognizing the need to develop WDMH’s internal
capacity, the initial years of the Plan focus heavily on processes and programs. The implementation of the
recommended processes and programs will result in an improved understanding and awareness of energy
consumption. This will allow for improved decision making and greater success with future energy projects
(See Appendix C for the CDM Plan timeline). As these actions are completed, the Energy Management
Team will meet to discuss monitoring results and how they can be used to enhance the Plan. The CDM
Plan is intended to be a living document. Anticipated improvements in knowledge and capacity will result
in enhancement of the proposed actions.
Annual Reporting
An Annual Conservation and Demand Management Plan Update Report will be provided that details
WDMH’s activities and results relating to this 2014-2018 Energy Conservation and Demand Management
(CDM) Plan. The Report will describe the CDM Plan related activities that have happened in the previous
year and will focus on linking actions to results. In addition, the Report will take a forward view of the
upcoming year to lay out the roadmap and identify any changes or adjustments that should be considered
based on what the current market conditions are. The overarching goal of the report is to make the 5 year
CDM Plan a living document that is reviewed and updated on a yearly basis.
Future Energy Projects
Energy projects at WDMH were evaluated prior to the development of the CDM Plan. WDMH Staff
Members have advocated for some ambitious energy initiatives that were investigated and determined
to be not feasible for a variety of reasons. It is anticipated that as WDMH grows and energy management
practices improve these actions will be reassessed.
P a g e 26
Future Energy Reduction Projects Summary
Year Action Planned - Hospital
2014
Energy awareness training.
BAS functional performance testing.
Primary heating and cooling equipment functional performance testing
Kitchen hood controls upgrade
2015
Conference room lighting upgrade
Installation of occupancy sensors
Water aerator installation
2016
Cogeneration study to be conducted
Replacement of motors with high efficiency models
Energy awareness training.
2017 To be established in future budgeting activity
2018 To be established in future budgeting activity
Future Energy Reduction Projects Summary
Year Action Planned - Louise Harvey Dillabough Building
2014 Energy awareness training.
E1 lighting upgrade.
2015 E4 and W1 lighting upgrade
2016 Energy awareness training.
2017 To be established in future budgeting activity
2018 To be established in future budgeting activity
Renewable Energy
Feasibility and promotion of renewable energy technologies will be examined throughout the duration of
the CDM Plan. These technologies have not yet been incorporated into the CDM Plan but will be included
when and where it made sense to do so, strategically or fiscally.
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Purchasing Practices
Traditionally, purchasing practices in the public sector were designed to favour equipment or physical
retrofits at the lowest cost in order to ensure the highest possible financial responsibility. As energy
conservation best practices emerged, it was revealed that there is a major issue in doing this. Almost all
wasteful energy consuming equipment is less expensive than their energy conserving counterparts. The
practice in itself does not encourage energy efficiency, as most energy intensive alternatives such as
standard efficiency motors are less costly than their higher efficiency counterparts. When dealing with
energy intensive hardware, the initial capital cost is only a fraction (5%-10%) of the total lifecycle cost.
The practice of ‘low bidder wins’ purchasing limits the Staff when trying to make the right environmental
decision. Making a specific amount of money available to include the conservation upgrades allows the
Hospital to take advantage of necessary investments in order to reduce their impact on the bottom line
after the cost of purchase. For example, when purchasing a motor, all suppliers will specify standard
efficiency motors. An energy smart buyer will know that 90%+ of the motor’s lifecycle cost is in its energy
use. Therefore, buying a premium efficiency motor at a small incremental cost has a payback of less than
three years. Missing this opportunity translates into a long-term financial increase. In fact, the incremental
cost between a less efficient and a more efficient alternative is often less than 5% of the capital cost. That
5% capital cost difference is often recuperated in less than three years. This allows Staff to make the right
environmental decision based on industry best financial practices.
Energy Management and Information Systems
An Energy Management and Information System (EMIS) is an important element of a comprehensive
Energy Management Program (EMP), as it helps to ensure that the full benefits of other energy
conservation efforts are achieved and sustained. In fact, a quality EMIS can reduce energy use and cost
by at least 5%. (Reference: Office of Energy Efficiency, National Resources Canada). Current industry and
international standards, such as the International Performance Measurement & Verification Protocol
(IPMVP), use an average of an 8%-10% reduction in energy consumption and costs. VIP Energy Services
has documented a conservation average of 17% over customers served to date. However, in order to be
as conservative as possible in its financial calculations, VIP generally uses NRCan's conservative numbers
(5%) to ensure objectivity in the investment matter. The savings from an EMIS result from the following
measured impacts:
Early detection of poor performance,
Support for optimal decision making,
Effective performance reporting,
Auditing of historical performance,
Identification and justification of energy projects,
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Evidence of implementation success,
Support for energy budgeting and accounting, and
Provision of energy data to other systems (such as Building Automation Systems, BAS).
When looking at performance reports, an EMIS facilitates ensuring that upgrades or changes actually meet
forecasted savings, as well as the quantification of losses or gains. However, it is important to note that
placing meters to isolate individual retrofit projects determined by their scope is generally cost ineffective
and typically does not allow incorporation of out-of-scope project factors that directly affect equipment
performance.
A one-time, comprehensive metering solution allows for a much more cost effective view, while enabling
accountability to 90% of the planned projects budgeted to date. Reporting can be the most essential part
of this plan as multiple portions of the organization rely on this data to make periodic decisions. The
Finance Team can use this information to verify billing accuracy and other potential costs, such as
construction back-charges. Energy Conservation Managers generally look at this data for building
performance, future opportunity and functional trending. Project Managers rely on this information to
ensure that vendors are supplying and meeting contractual obligations. Collecting the information in any
EMIS program is really only the first step, as the data must then be used to instigate change and push
action. This can only be done through analysis and warning systems built on baseline information. In order
for an EMIS system to function properly, communication loops must also be established between
departments for the maximum benefit to be realized. These systems can be as simple as an online Data
Storage, Retrieval and Reporting System using billing data to form the basis and baselines for future
comparison.
Building Re-Commissioning
Building re-commissioning, or retro-commissioning, refers to the optimization of the current automation,
controls and energy consuming systems. As buildings age, both the functionality of the equipment and
the functions that they serve can undergo significant changes. A re-commissioning program generally
focuses on ensuring that the equipment operations are modified to include any new or deleted duties.
The following is a list of common problems found in re-commissioning projects that result in increased
energy costs:
Inefficient scheduling of HVAC equipment,
Simultaneous heating and cooling,
Economizer sequences not optimized,
Incorrect airflow and water balance,
Malfunctioning sensors or incorrect calibration,
Fan VFD control overridden,
P a g e 29
Supply air static pressure set-points not optimized,
Boiler controls not operating efficiently,
Balancing dampers and valves not installed or installed in poor or unusable locations,
Incorrectly piped water coils,
Process or space classification changes (lab space to office, etc.),
Incomplete or incorrect control component installation,
Control sequence incorrectly implemented,
Substituted control components,
Incomplete installations (missing control valve, actuators, etc.), and
Testing, adjusting, and balancing (TAB) not completed or only partially completed.
National Resources Canada (NRCan) has published several guidelines for costing and expected returns
from re-commissioning projects. Building re-commissioning is an increasingly important practice, not only
from an energy standpoint, but also from a comfort and safety perspective as well. The more complex
building controls and ventilation become, the more risk there is that one or more components fail or
deliver incorrect measurements.
Current practices in re-commissioning indicate that the cost to complete these initiatives is between $2.90
and $4.50/m2. Expected savings from the projects are typically between $1.00 and $4.00/m2, depending
on the starting efficiency of the building, creating very attractive paybacks in this area.
Energy and Resource Awareness (ERA) Programs
Independent studies done by organizations such as Natural Resources Canada (NRCan) and the Ontario
Hospital Association (OHA) show that initiatives directed at Staff and facility users, in particular ERA
Programs, can lead to significant savings on their own. In fact, the OHA reports indicate that dedicated,
consistent Energy Awareness Programs are proven to be the most effective way to reduce energy usage
with no capital costs and minor operational expenses. A conservative estimate of savings for an effective
ERA Program can be as high as 5%-7% of annual utilities spending.
An effective ERA Program is designed to assist organizations to attain energy savings by promoting a
fundamental shift in the personal philosophies of Staff and facility users towards reducing their energy
use. The Program utilizes community-based social marketing to develop influential communication
materials and in-house displays that are carefully designed to inform and motivate employees to
effectively decrease energy consumption. In many cases, an ERA Program has proven to be the most
effective way to lower energy usage without any capital costs and minimal operational expenses. A typical
ERA Program would include features such as:
A detailed ERA Program written plan including a GANTT chart,
P a g e 30
The creation of a program email address for suggestions and concerns and access to ERA experts to answer questions,
A customized identity and marketing program,
Training and support for an Energy Steward Team,
ERA displays with various relevant conservation themes, and
Annual Marketing Effectiveness Reports and Feedback system.
A continuous and consistent ERA Program is not only an effective way to lower energy use within a facility,
but can also serve to be an effective marketing tool to spread the word that the Hospital is a community
leader in energy conservation and environmental sustainability.
To embark upon this education journey, WDMH joined forces with NRCAN to provide a two-day Dollars
to $ense Spot the Savings Workshop, in March of 2014. A copy of the invitation to attend the session is
provided in Appendix D. The workshop was geared toward identifying a learning opportunity to: identify
the seven steps to understanding energy use in the Hospital: identify energy conservation opportunities
and prioritize them; and, evaluate the advantages of energy efficiency.
P a g e 31
APPENDIX A
Energy Data
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P a g e 33
ENERGY CONSUMPTION
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P a g e 35
P a g e 36
P a g e 37
APPENDIX B
Energy Use Breakdown
P a g e 38
P a g e 39
ENERGY USE BREAKDOWN
The occupancy of the WDMH, on average, was 300 persons (including Staff and patients) and being a
hospital did not vary significantly over the course of the analysis period. Hence, the seasonal patterns of
energy consumption remain fairly constant. Monthly consumption data was obtained from Hydro One
Networks Inc. electricity bills, and from Union Gas bills.
Electricity
Based on the horsepower or kilowatt rating of the equipment and estimated hours of operation, the
energy mass balance of electricity usage indicates that the HVAC system uses the most electricity. The
HVAC accounts for the highest electricity consumption of 58.21% followed by Ward equipment at 10.44%,
Lighting at 5.61%, Cafeteria at 4.98%, Boiler Equipment at 4.83%, Appliances at 4.80%, Exhaust Fans at
3.68%, Air Compressors at 2.30%, Elevators at 1.72%, Office Equipment at 1.54%, Domestic Hot Water
Pumps at 1.28%, Work shop equipment at 0.45%, Duct/Unit Heaters at 0.12% and Process pumps/Other
at 0.04%.
Electricity is the primary source for cooling and can be partly interpreted based on seasonal consumption.
Apart from the baseload, it is evident that the electricity consumption for the year is dependent upon
seasonal demand for cooling.
* Note: Total sum value of percentages may not be 100% due to rounding. See the appendix with listed equipment values for
exact figures.
P a g e 40
Natural Gas
Natural gas is used for heating and for the provision of domestic hot water (DHW). As natural gas is used
primarily for heating, it can be interpreted based on seasonal consumption. It is evident that natural gas
consumption for the year is based on seasonal demand for heating the space.
Various factors, in addition to weather, could affect consumption levels:
Patient Occupancy,
Reduction in working/operating hours from last year,
Improvement in building envelope,
Keeping doors closed, and
Improved maintenance and operating procedures.
Based on the BTU ratings of each piece of equipment and usage, the energy mass balance of natural gas
indicates that the Boilers use the most natural gas with a consumption of 74.74%; followed by the DHW
supply at 17.39%, HVAC (for RTU & MAU) at 7.11%, and the Cafeteria/Kitchen at 0.76%.
* Note: Total sum value of percentages may not be 100% due to rounding. See the appendix with listed equipment values for
exact figures.
P a g e 41
Water
The energy mass balance of water usage indicates that 32.63% of water is used by Wards for different
activities followed by Sinks at 25.02%, the Cafeteria/Kitchen (including cooking) at 16.31%, HVAC
(including humidifiers) at 10.88%, Water Closets at 10.45%, Showers at 2.54% and Boilers (makeup water)
at 2.18%.
* Note: Total sum value of percentages may not be 100% due to rounding. See the appendix with listed equipment values for
exact figures.
P a g e 42
P a g e 43
APPENDIX C
Energy Conservation Measure Schedules
P a g e 44
Page | 1
Winchester District Memorial Hospital Energy Management Strategies
Annual Energy Savings Annual Cost Savings Estimated Installation Costs
EMS # Opportunity Electricity (kWh/yr)
Electricity Demand (kW/yr)
Natural Gas
(m3/yr)
Water (m3/yr)
Electricity ($.0848 /kWh)
Demand ($13.06
/kW)
Natural Gas ($.1318
/m3)
Water ($2.11 /m3)
Total Savings
Cost Incentives Cost with Incentives
Payback Period with
Incentives (years)
Total Energy Savings (GJ/yr)
tCO2e Savings
E01 Building Re-Commissioning - Detail Engineering Study
533,426 0 168,715 0 45,233 0 22,243 0 $67,476 $80,000 $40,000 $40,000 0.6 1,915 578.71
E02 McQuay BAS Upgrade 23,174 0 11,733.0 0 1,965 0 1,547 0 $3,512 $14,500 $2,317 $12,183 3.5 86 37.14
E03 Upgrade and Integrate all Split A/C with Single Variable Refrigerant Flow Unit (VRF)
71,765 0 0 0 6,085 0 0 0 $6,085 $42,000 $7,176 $34,824 5.7 244.9 16.00
E04 Install Energy Recovery Ventilation(ERV)for Exhaust Fans
29,883 0 1,404 0 2,534 0 185 0 $2,719 $38,000 $2,988 $35,012 12.9 103 10.49
E05 Building Envelop Insulation 19,162 0 19,638 0 1,625 0 2,589 0 $4,214 $25,000 $1,916 $23,084 5.5 76 57.79
E06 Lighting Upgrade 19,227 0 0 0 1,630 0 0 0 $1,630 $28,500 $961 $27,539 16.9 66 4.29
E07 Install Load Managing Device for Vending Machine 6,843 0 0 0 580 0 0 0 $580 $3,000 $684 $2,316 4.0 23 1.53
E08 OPA Feed-in Tariff 0 0 0 0 0 0 0 0 $35,000 $227,500 $0 $227,500 6.5 0 0.00
E09 Upgrade All Standard Efficient Motors to Super Premium Efficiency Motors
78,800 17 0 0 6,682 219 0 0 $6,901 $69,850 $2,075 $67,775 9.8 269 17.57
F01 Replace Old Hot Water Baseboard Heater (East Wing)
0 0 193,464 0 0 0 25,506 0 $25,506 $28,000 $0 $28,000 1.1 109 527.19
F02 Install Solar Thermal Panel for DHW Pre-Heating 0 0 16,320 0 0 0 2,152 0 $2,152 $8,800 $0 $8,800 4.1 9.2 44.47
F03 Install Combined Heat & Power Unit (CHP) 0 0 0 0 183,163 3,219 0 0 $186,382 $600,000 $240,000 $360,000 1.9 0 0.00
F04 Hot Water Pipes & Joints Insulation for Steam Boiler
0 0 1,430 0 0 0 189 0 $189 $6,200 $0 $6,200 32.9 0.8 3.90
W01 Install Water Aerators 0 0 0 1,739 0 0 0 3,669 $3,669 $1,800 $0 $1,800 0.5 0 0.00
W02 Install Low Flush Toilets 0 0 0 800 0 0 0 1,688 $1,688 $13,300 $0 $13,300 7.9 0 0.00
B01 Energy and Resource Awareness 198,968 0 35,043 1,210 16,872 0 4,620 2,552 $24,044 $52,034 $20,815 $10,407 1.3 699 139.86
TOTAL 981,247 17 447,747 3,749 $266,371 $3,439 $59,031 $7,909 $371,747 1,238,484 $318,932 $919,552 2 3,600 1,439
Page | 2
Louise Harvey Dillabough Building Energy Management Strategies
Annual Energy Savings Annual Cost Savings Estimated Installation Costs
EMS # Opportunity Electricity (kWh/yr)
Electricity Demand (kW/yr)
Natural Gas
(m3/yr) Water (m3/yr)
Electricity ($.1287/kWh)
Demand ($0/kW)
Natural Gas ($.2314/m3)
Water ($2.11/m3)
Total Savings Cost Incentives
Cost with Incentives
Payback Period with
Incentives (years)
Total Energy Savings (GJ/yr)
tCO2e Savings
E01 HVAC-Control System - Deadband Reset 3,000 0 140 0 $386 $0 $32 $0 $418 $200 $0 $200 0.5 1.05 1.05
E02 Lighting Upgrade 5,898 0 0 0 $759 $0 $0 $0 $759 $760 $0 $760 1.0 1.32 1.32
E03 Install Demand Control for DHW Pump 617 0 407 0 $79 $0 $94 $0 $174 $1,000 $0 $1,000 5.8 1.25 1.25
E04 Install Programmable Thermostats for Baseboard Heaters 9,180 0 0 0 $1,181 $0 $0 $0 $1,181 $2,400 $0 $2,400 2.0 2.05 2.05
E05 Replace Existing Water Coolers with Energy Star Water Coolers 8,813 0 0 0 $1,134 $0 $0 $0 $1,134 $1,200 $0 $1,200 1.1 1.97 1.97
F01 Replace Domestic Hot Water Heater 0 0 678 0 $0 $0 $157 $0 $157 $2,200 $0 $2,200 14.0 1.85 1.85
F02 Install E-Film to Improve Window Insulation 1,458 0 119 0 $188 $0 $28 $0 $215 $4,600 $0 $4,600 21.4 .65 0.34
W01 Install Water Aerators 0 0 0 59 $0 $0 $0 $124 $124 $700 $0 $700 5.6 0.00 0.00
B01 Energy and Resource Awareness 2,868 0 330 21 $369 $0 $76 $44 $489 $6,007 $0 $6,007 12.3 1.54 1.54
TOTAL 31,835 0 1,674 80 $4,097 $0 $387 $168 $4,653 $19,067 $0 $19,067 4.1 12 11.3
Page | 3
Winchester District Memorial Hospital Projected Energy Conservation Savings and investment
EMS # Savings 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 Total
E01 Building Re-Commissioning - Detail Engineering Study 67,476 66,127 64,804 63,508 62,238 60,993 59,773 58,578 57,406 56,258 617,161
E02 McQuay BAS Upgrade 3,512 3,442 3,373 3,305 3,239 3,175 3,111 3,049 2,988 2,928 32,121
E03 Upgrade and Integrate all Split A/C with Single Variable Refrigerant Flow Unit (VRF) 6,085 5,964 5,844 5,728 5,613 5,501 5,391 5,283 5,177 5,074 55,660
E04 Install Energy Recovery Ventilation(ERV)for Exhaust Fans 2,719 2,665 2,611 2,559 2,508 2,458 2,409 2,361 2,313 2,267 24,870
E05 Building Envelop Insulation 4,214 4,130 4,047 3,966 3,887 3,809 3,733 3,658 3,585 3,513 38,542
E06 Lighting Upgrade 1,630 1,598 1,566 1,535 1,504 1,474 1,444 1,415 1,387 1,359 14,912
E07 Install Load Managing Device for Vending Machine 580 569 557 546 535 525 514 504 494 484 5,307
E08 OPA Feed-in Tariff 35,000 34,300 33,614 32,942 32,283 31,637 31,004 30,384 29,777 29,181 320,123
E09 Upgrade All Standard Efficient Motors to Super Premium Efficiency Motors 6,901 6,763 6,628 6,495 6,366 6,238 6,113 5,991 5,871 5,754 63,121
F01 Replace Old Hot Water Baseboard Heater (East Wing) 25,506 24,995 24,496 24,006 23,525 23,055 22,594 22,142 21,699 21,265 233,283
F02 Install Solar Thermal Panel for DHW Pre-Heating 2,152 2,109 2,066 2,025 1,985 1,945 1,906 1,868 1,830 1,794 19,679
F03 Install Combined Heat & Power Unit (CHP) 186,382 182,655 179,002 175,422 171,913 168,475 165,105 161,803 158,567 155,396 1,704,720
F04 Hot Water Pipes & Joints Insulation for Steam Boiler 189 185 181 177 174 170 167 164 160 157 1,724
W01 Install Water Aerators 3,669 3,595 3,524 3,453 3,384 3,316 3,250 3,185 3,121 3,059 33,557
W02 Install Low Flush Toilets 1,688 1,654 1,621 1,589 1,557 1,526 1,495 1,465 1,436 1,407 15,439
B01 Energy and Resource Awareness 24,044 23,564 23,092 22,630 22,178 21,734 21,300 20,874 20,456 20,047 219,919
Total Savings $371,748 $364,313 $357,026 $349,886 $342,888 $336,030 $329,310 $322,724 $316,269 $309,944 $3,400,138
EMS # Cost (Investment) 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 Total
E01 Building Re-Commissioning - Detail Engineering Study $80,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $80,000
E02 McQuay BAS Upgrade $14,500 $0 $0 $0 $0 $0 $0 $0 $0 $0 $14,500
E03 Upgrade and Integrate all Split A/C with Single Variable Refrigerant Flow Unit (VRF) $42,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $42,000
E04 Install Energy Recovery Ventilation(ERV)for Exhaust Fans $38,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $38,000
E05 Building Envelop Insulation $25,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $25,000
E06 Lighting Upgrade $28,500 $0 $0 $0 $0 $0 $0 $0 $0 $0 $28,500
E07 Install Load Managing Device for Vending Machine $3,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $3,000
E08 OPA Feed-in Tariff $227,500 $0 $0 $0 $0 $0 $0 $0 $0 $0 $227,500
E09 Upgrade All Standard Efficient Motors to Super Premium Efficiency Motors $69,850 $0 $0 $0 $0 $0 $0 $0 $0 $0 $69,850
F01 Replace Old Hot Water Baseboard Heater (East Wing) $28,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $28,000
F02 Install Solar Thermal Panel for DHW Pre-Heating $8,800 $0 $0 $0 $0 $0 $0 $0 $0 $0 $8,800
F03 Install Combined Heat & Power Unit (CHP) $600,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $600,000
F04 Hot Water Pipes & Joints Insulation for Steam Boiler $6,200 $0 $0 $0 $0 $0 $0 $0 $0 $0 $6,200
W01 Install Water Aerators $1,800 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,800
W02 Install Low Flush Toilets $13,300 $0 $0 $0 $0 $0 $0 $0 $0 $0 $13,300
B01 Energy and Resource Awareness $52,034 $0 $0 $0 $0 $0 $0 $0 $0 $0 $52,034
Total Cost (Investment) $1,238,484 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,238,484
Annual Surplus/Deficit -$866,737 $364,313 $357,026 $349,886 $342,888 $336,030 $329,310 $322,724 $316,269 $309,944 $2,161,653
Net Present Value (vs. 2% inflation) $1,850,076
Page | 4
Louise Harvey Dillabough Building Projected Energy Conservation Savings and Investment
EMS # Savings 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 Total
E01 HVAC-Control System - Deadband Reset 418 410 402 394 386 378 371 363 356 349 3,828
E02 Lighting Upgrade 759 744 729 715 700 686 673 659 646 633 6,944
E03 Install Demand Control for DHW Pump 174 170 167 163 160 157 154 151 148 145 1,588
E04 Install Programmable Thermostats for Baseboard Heaters 1,182 1,158 1,135 1,112 1,090 1,068 1,047 1,026 1,005 985 10,807
E05 Replace Existing Water Coolers with Energy Star Water Coolers 1,134 1,112 1,089 1,068 1,046 1,025 1,005 985 965 946 10,375
F01 Domestic Hot Water Heater 157 154 151 148 145 142 139 136 134 131 1,436
F02 Install E-Film to Improve Window Insulation 215 211 207 203 198 195 191 187 183 179 1,968
W01 Install Water Aerators 124 122 120 117 115 113 110 108 106 104 1,139
B01 Energy and Resource Awareness 489 480 470 461 451 442 434 425 416 408 4,476
Total Savings $4,653 $4,560 $4,469 $4,380 $4,292 $4,206 $4,122 $4,040 $3,959 $3,880 $42,560
EMS # Cost (Investment) 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 Total
E01 HVAC-Control System - Deadband Reset $200 $0 $0 $0 $0 $0 $0 $0 $0 $0 $200
E02 Lighting Upgrade $760 $0 $0 $0 $0 $0 $0 $0 $0 $0 $760
E03 Install Demand Control for DHW Pump $1,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,000
E04 Install Programmable Thermostats for Baseboard Heaters $2,400 $0 $0 $0 $0 $0 $0 $0 $0 $0 $2,400
E05 Replace Existing Water Coolers with Energy Star Water Coolers $1,200 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,200
F01 Domestic Hot Water Heater $2,200 $0 $0 $0 $0 $0 $0 $0 $0 $0 $2,200
F02 Install E-Film to Improve Window Insulation $4,600 $0 $0 $0 $0 $0 $0 $0 $0 $0 $4,600
W01 Install Water Aerators $700 $0 $0 $0 $0 $0 $0 $0 $0 $0 $700
B01 Energy and Resource Awareness $6,007 $0 $0 $0 $0 $0 $0 $0 $0 $0 $6,007
Total Cost (Investment) $19,067 $0 $0 $0 $0 $0 $0 $0 $0 $0 $19,067
Annual Surplus/Deficit -$14,414 $4,560 $4,469 $4,380 $4,292 $4,206 $4,122 $4,040 $3,959 $3,880 $23,493
Net Present Value (vs. 2% inflation) $19,662
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APPENDIX D
Dollars to $ense Workshop
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