california commissioning guide existing buildings (from cacx)
TRANSCRIPT
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Caliornia Commissioning Guide:
Existing Buildings
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2006 Caliornia Commissioning Collaborative
Acknowledgements
The inormation in this document is drawn rom several existing guides to commissioning andretrocommissioning:
American Society o Heating, Rerigerating and Air-Conditioning Engineers, Inc. (ASHRAE).Guideline 0-2005, The Commissioning Process (2005).
Oregon Department o Energy. Retrocommissioning Handbook or Facility Managers (2001),
prepared by Oak Ridge National Laboratory and Portland Energy Conservation, Inc. (PECI).
U.S. Department o Energy.A Practical Guide or Commissioning Existing Buildings (1999),prepared by Oak Ridge National Laboratory and Portland Energy Conservation, Inc. (PECI).
U.S. Environmental Protection Agency and U.S. Department o Energy. Operations and
Maintenance Assessments: A Best Practice or Energy-Ecient Building Operation (1999),prepared by Oak Ridge National Laboratory and Portland Energy Conservation, Inc. (PECI).
U.S. Department o Energy, Rebuild America Program. Building Commissioning: The Key toQuality Assurance (1998), prepared by Portland Energy Conservation, Inc. (PECI).
Prepared by:
Portland Energy Conservation, Inc.Tudi HaaslKristin Heinemeier
Project Manager:Martha Brook, Caliornia Energy Commission
Reviewers:
Ken Gillespie, Pacic Gas and Electric Company
Hannah Friedman, Portland Energy Conservation, Inc.
The Caliornia Commissioning Collaborative is a non-prot corporation with a mission to support
and promote the practice o commissioning in Caliornia. Its Advisory Council and Board oDirectors are made up o utilities, state and ederal government, researchers, designers, building
owners, and commissioning providers. The Board o Directors currently consists o:Jim Parks, Sacramento Municipal District, CCC Chairperson
Gregg D. Ander, FAIA, Southern Caliornia Edison, CCC Vice ChairpersonNancy Jenkins, PE, Caliornia Energy Commission, CCC SecretaryEd Becker, Sempra Utilities
Mark Bramtt, Pacic Gas and Electric CompanyRichard Conrad, Department o General Services
Chip Fox, Sempra UtilitiesArun Jhaveri, Federal Energy Management Program
Bill Pennington, Caliornia Energy Commission
Cover photo:
Capitol Area East End Complex,
State o Caliornia Department oGeneral Services, Sacramento, CA
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Caliornia Commissioning Guide:Existing Buildings
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About this Guide
The commissioning process or existing buildings, commonly reerred to as
retrocommissioning, is a systematic process or improving an existing buildings
perormance by identiying and implementing relatively low-cost operational and
maintenance improvements, helping to ensure that the buildings perormance meets
owner expectations.
This Guide:
Is written or building owners and managers, but others involved in theretrocommissioning process will also nd it useul.
Is not a how-to manual or retrocommissioning. Rather, it provides the necessaryoundation or anyone considering a retrocommissioning project.
Answers the ollowing questions:
What is retrocommissioning and why should I do it?
What are the beneits and costs o retrocommissioning?
What happens during the retrocommissioning process?
Who should be a part o the retrocommissioning team?How can I ensure that the beneits achieved rom retrocommissioning are long-lastingand that operations at my acility are eicient over the long term?
How do I get started with a retrocommissioning project?
Helpul Hints
Indicates an important topic.
Indicates that additional inormation about the topic can be oundelsewhere in the guide.
Indicates a denition. Denitions can be ound throughout the text and atthe end o the guide in the Glossary (p. 73).
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IntroductionWhat is Building Commissioning?. . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
Goals o the Retrocommissioning Process. . . . . . . . . . . . . . . . . . . . . 3
Why is Retrocommissioning Important?. . . . . . . . . . . . . . . . . . . . . . . 4
Retrocommissioning and LEED.. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 7
Benefts and Costs o Commissioning
Existing BuildingsRetrocommissioning Benets.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10Retrocommissioning Costs.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .14
The Retrocommissioning TeamRetrocommissioning Team Members and Their
Responsibilities. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
Selecting a Commissioning Lead. . . . . . . . . . . . . . . . . . . . . . . . . . . . 25
Involving a Third-Party Provider..... . . . . . . . . . . . . . . . . . . . . . . . . .27
The Retrocommissioning ProcessThe Retrocommissioning Process. . . . . . . . . . . . . . . . . . . . . . . . . . . 32
Planning. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32
I n v e s t i g a t i o n . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 8
I m p l e m e n t a t i o n . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 4
Hand-O. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47
Integrating Building Retrots
with Retrocommissioning. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .50
1
2
3
4
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69
Strategies or Ensuring Persistence oBenefts
Strategies or Ensuring Persistence o Benets . . . . . . . . . . . . 56
Building Documentation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5 6
Bui lding Sta Tra ining. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6 0
Preventive Operations & Maintenance.....................62
Pe rormance Track ing. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6 4
Re commissioning Plan. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6 6
Continuous Commissioning and Monitoring-Based
Commissioning. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 68
Getting Started
AppendixA c r o n y m s . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 2
G l o s s a r y . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 3
Online Commissioning Resources.. . . . . . . . . . . . . . . . . . . . . . . . . . 77
5
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Select the project
Set project objectives and obtain
support
Select a commissioning lead
Document the current operating
requirements
Perorm an initial site walk-through
Develop the Retrocommissioning Plan
Assemble the retrocommissioning team Hold a project kick-o meeting
Review acility documentation
Perorm diagnostic monitoring
Perorm unctional tests
Perorm simple repairs
Develop Master List o Findings
Prioritize and select operationalimprovements
Develop Implementation Plan
Implement selected operationalimprovements
Veriy results
Develop Final Report
Compile a Systems Manual
Develop Recommissioning Plan
Provide training
Hold close-out meeting
Implement persistence strategies
Planning Phase
Retrocommissioning Process Overview
Hand-O Phase
Investigation Phase
Implementation Phase
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1. Introduction
This chapter introduces the commissioning process as it applies to existing
buildings. It answers the questions:
What is building commissioning?
What are the goals o the retrocommissioning process?
Why is retrocommissioning important?
1
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What is Building Commissioning?
Tetermcommissioningcomesromshipbuilding.Acommissionedshipisone
deemedreadyorservice.Beorebeingawardedthistitle,however,ashipmustpassseveralmilestones.Equipmentisinstalledandtested,problemsareidentiedandcorrected,andtheprospectivecrewisextensivelytrained.Acommissionedshipisonewhosematerials,systems,andstahavesuccessullycompletedathoroughqualityassuranceprocess.
Building commissioningtakesthesameapproachtonewbuildings.Whena
buildingisinitiallycommissioneditundergoesanintensivequalityassuranceprocessthatbeginsduringdesignandcontinuesthroughconstruction,occupancy,andoperations.Commissioningensuresthatthenewbuildingoperatesinitiallyastheownerintendedandthatbuildingstaarepreparedtooperateandmaintainitssystemsandequipment.
Retrocommissioningistheapplicationothecommissioningprocesstoexistingbuildings.Retrocommissioningisaprocessthatseekstoimprovehowbuilding
equipmentandsystemsunctiontogether.Dependingontheageothebuilding,retrocommissioningcanotenresolveproblemsthatoccurredduringdesignorconstruction,oraddressproblemsthathavedevelopedthroughoutthebuildingslie.Inall,retrocommissioningimprovesabuildingsoperationsandmaintenance(O&M)procedurestoenhanceoverallbuildingperormance.
Recommissioningisanothertypeocommissioningthatoccurswhenabuildingthathasalreadybeencommissionedundergoesanothercommissioningprocess.
Tedecisiontorecommissionmaybetriggeredbyachangeinbuildinguseorownership,theonsetooperationalproblems,orsomeotherneed.Ideally,aplanorrecommissioningisestablishedaspartoanewbuildingsoriginalcommissioningprocessoranexistingbuildingsretrocommissioningprocess.
AsstatedintheCaliorniaGovernorsExecutiveOrderS-20-04,retrocommissioning,andthenrecommissioningeveryveyears,isrequiredoallStateoCaliornia
buildingsmorethan50,000squareeetinsize.Recommissioningisoneo
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Retrocommissioning(RCx)
Retrocommissioning isa systematic method or
investigating how and why anexisting buildings systems areoperated and maintained, and
identiying ways to improveoverall building perormance.
Commissioning (Cx)For more inormation on new
construction commissioning,consult the CaliorniaCommissioning Guide: New
Buildings, a companion to thispublication.
More onRecommissioning
A more detailed discussion o
recommissioning can be oundin Chapter 5: Strategies orEnsuring Persistence o Savings.
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Introduction / 3
1thestepsthatcanbetakentoensurethatretrocommissioning,othereciencymeasures,andtheirassociatedbenetslast.TeStateoCaliorniaalsorequiresthatalllargestatebuildingsreceiveaUnitedStatesGreenBuildingCouncil(USGBC)LEED-EBrating.RetrocommissioningandLEEDarediscussedinmoredetailonpage7.
Goals o the Retrocommissioning ProcessAllormsobuildingcommissioningsharethesamegoals:toproduceabuilding
thatmeetstheuniqueneedsoitsownerandoccupants,operatesasecientlyaspossible,providesasae,comortableworkenvironment,andisoperatedandmaintainedbyawell-trainedstaorservicecontractor.
Sinceeachbuildingprojectisunique,thepersonwhomanagestheretrocommissioningprocessthecommissioningleadwilladapttheprocesstomeettheprojectsspecicgoals.Tisguideoutlinesacomprehensiveprocessorreachingthosegoals.Tescopeotheindividualprojectsmaydier,dependingonsize,
complexity,andbudget.
Teretrocommissioningteamistypicallyaskedtoperormtheollowingactivities:
Ensure that the building is perorming eciently and as expected.Aspartotheretrocommissioningprocess,theretrocommissioningteamreviewsthecurrentbuildingdocumentsandoperationsandmaintenancepractices,analyzesenergyuse,andobservesandtestsbuildingequipmentandsystems.
Recommend and implement measures that improve equipment perormance.Tecommissioningteamdocumentsanydecienciesandpotentialimprovementsintheoperationorconditionotheacilitysmechanicalequipment,lighting,andrelatedcontrols,thenrecommendscorrectiveaction.Someotheseopportunitiesarepursuedduringtheretrocommissioningprocess,withremediesthatrangeromlow-costoperationalchangestoextensivecapitalretrots,whileothersmaybedeerred.
Commissioning Lead/Provider/ Authority/
AgentThese titles are oten usedinterchangeably, and have
historically been used toreer to an individual hired tolead a retrocommissioning
process. However, in this guide,commissioning lead can
either be an individual rom
the owners sta designated tolead the retrocommissioningprocess, or a third-party, hired
to lead the process.
A more detailed discussion
o the retrocommissioningteam, typical roles in
the project, and projectmanagement arrangements
can be ound in Chapter 3: TheRetrocommissioning Team.
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Veriy that the building owner and sta receive adequate documentationand assistance to implement improvements, as well as training on monitoringand maintaining improvements. Keydeliverablesromtheprocess,suchastheMaster List o FindingsandFinal Report,becomenewdocumentsorthe
buildingrecordandimportantreerencesorimplementingandmaintainingthemeasures.Ideally,trainingorbuildingstaisongoingthroughouttheretro-commissioningprocessandthecommissioningteamensuresthattheoperatorsunderstandtheO&Mrequirementsneededtokeeptheimprovementsworking.
Why is Retrocommissioning Important?
Commercialbuildingsrequentlyundergooperationalandoccupancychangesthatchallengethemechanical,electricalandcontrolssystems,hinderingoptimalperormance.Additionally,intodayscomplexbuildings,systemsarehighlyinteractive.Increasedneedorsystemintegration,duetothepresenceosophisticatedcontrolsystems,resultsinatrickle-downeectonbuildingoperationssmallproblemshavebigeectsonperormance.
Retrocommissioninghelpstoensurethatbuildingequipmentandsystemsareintegratedsotheyperormtogethereectivelyandecientlyandmeetthebuildingownerscurrentoperatingrequirementsandexpectations.
Unortunately,mostbuildingshavenevergonethroughanytypeocommissioningprocess,andevenwell-constructedbuildingsexperienceperormancedegradationovertime.Nomatterhowwellbuildingoperatorsandservicecontractors maintain
equipment,iitoperatesinecientlyormoreotenthanneeded,energywasteandreliabilityproblemscanoccur.
Evenibuildingstahavebeenabletoworkoutmostotheoperationalbugsinthebuildingsystems,theyareotenorcedtosolveproblemsunderseveretimeconstraintsandwithoutthebenetoproperdocumentation.Havingtoaddressproblemstooastandwithoutadequateinormationcanresultininadequateorpartialsolutionsthatcanleadtootherbuildingproblems.
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Building Owner
Oten the word owner can reerto a number o dierent actorsin a building. In this document,
the term owner reers towhoever makes the decisionsregarding the buildings acilities.
Retrocommissioning reed up
more staf time because it elimi-nated the need or personnel to
operate the boilers and chillers.
- Julius de LeonAssistant Building Manager
U.S. GSA
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Benets and Costs / 5
Header 2Teresultothissituation?Poorlyperormingbuildings,where:
Systemandequipmentproblemsresultinhigherthannecessaryutilitybills.
Unexpectedorexcessiveequipmentrepairsandreplacementscosttheowner
moneyandeatupstatime. Poorindoorenvironmentalqualitycausesemployeeabsenteeism,tenantcomplaintsandturnover,andinthemostseverecases,leadstolawsuitsandexpensiveretrots.
Asaprocess,ratherthanasetoprescriptivemeasures,retrocommissioningadaptstomeettheuniqueneedsoeachownersO&Mteamsandoccupants.Whenappropriatelyapplied,theprocessavoidsquick-xsolutionsandaddressesroot
causestosystematicallyimprovebuildingsystemssotheyoperateeciently,eectively,reliably,andensuresthattheimprovementspersistovertime.
Asthisguideexplains,retrocommissioningaccomplishestheollowing:
Bringstheownersneedsandprojectrequirementstotheoreronttoensurethattheresultingbuildingoperationswillmeetexpectations.
Improvesthebuildingsoverallperormancebyoptimizingenergy-ecientdesigneatures,anddirectlyaddressingissueslikeequipmentperormanceand
systemintegration. Veriesthatbuildingstamembersarewell-trainedandpossessthedocumentationtheyneedtooperateandmaintainthebuilding.
Identiespotentialindoorenvironmentalqualityissuesandeliminatesoccupantcomplaints.
Why Preventive Maintenance Isnt Enough
Preventivemaintenancetendstoocusoncomponent-by-componentcare,ratherthantakingtheholisticviewthatoperationisoequalimportancetomaintenance.Preventivemaintenancemeasures,suchascleaningcoils,changinglters,tighteningbelts,andcalibratingstrategicsensors,areessentialtotheongoingoperationsoaacility.Still,perormingthesetasksaloneisnotenough.
GoodO&Mpracticesalsoentailobservingandmonitoringbuildingsystems
Introduction / 5
1CommonRetrocommissioningFindings
Retrocommissioning involvesa systematic, in-depth investigation
o building operations, ndingdeciencies that may not be
immediately obvious or visible.Some examples o thesedeciencies include:
Variable speed drives no longer
modulate appropriately
Controls are circumvented orset up improperly
Equipment runs more thannecessary or runs ineciently
because o improper sequenceso operation
Controls were never tuned or
require retuning to provideappropriate responsetime or to avoid hunting
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1todeterminehowandwhentheyoperate.Inatypicalbuilding,staareotentaxedwithnuisanceproblemsandtroublecallsandaretoostrainedtoproactivelypursueoperationaltasks.Evenibuildingstaareperormingsomemonitoringanddatacollection,itisrarelyintheirskillsetorjobdescriptiontosystematicallyanalyzethe
inormationordecienciesthatarebeyondtheobvious.
Retrocommissioninggoesbeyondday-to-daybuildingupkeeptoprovideathoroughassessmentotheoperationomechanicalequipment,lighting,andrelatedcontrols.Teintentistoimprovehowequipmentoperatesasasystem.Why Maintenance Tune-Ups Arent Enough
Amaintenancetune-upisasystematicprocessperormedeitherbyin-housestaoranoutsidemaintenanceserviceprovider,whichincludesaconditionsassessmentandtheimplementationomaintenancemeasuresthathavenotbeencompletedduringtheregularpreventivemaintenanceschedule.Tisisotendonepriortoputtinganongoingpreventivemaintenanceprograminplaceorastheinitialstepinprovidinganongoingmaintenanceservicecontract.une-upstendtoocusonmaintenanceocomponentsandequipment,andaddresstheirphysicalcondition.
Retrocommissioningincludestune-upprocedures,butitalsomovesbeyondtune-upstolookatoperationalissues,usingasystemsapproach.Itocusesmoreonoperationthanonmaintenance,addressingwhyapieceoequipmentisoperating,notjusthowitisoperating.Retrocommissioninglooksattheoperationotheentiresystem,inadditiontotheindividualcomponents.Itlooksattherootcausesooperationalproblems,andthusitsbenetsaremuchmorelikelytopersist.Teocusontraininganddocumentationalsoimprovespersistence.
1
A more detailed discussiono enhancing preventive
maintenance can be ound inChapter 5: Strategies or Ensuring
Persistence o Savings.
Maintenance Tune-UpA systematic process thatincludes conditions assessment
and the implementation omaintenance measures thathave not been completed
during the regular maintenanceschedule.
Monitoring andRoutine Maintenance
Periodically monitoring systemsand equipment to ensureproper operation should be
as important as periodicallyperorming maintenance
tasks, such as cleaning coils,lubricating motors, or changing
lters. Yet typically, little trainingis devoted to understanding
building operation and systeminteractivity.
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2
What is the USGBCs LEED rating system?
The LEED guidelines speciy criteria that dene environmentally superior buildings in each
o six categories:
Sustainable sites
Water eciency
Energy and atmosphere
In order to be LEED certied, a project must meet all the prerequisite requirements in
each category. Projects then earn points by selecting more advanced criteria rom variouscategories. The more points a project earns, the higher its LEED rating. This point system
allows projects a great deal o fexibility in producing a LEED certied building. Upon
completion, a certication package is created that documents the measures that were
implemented, and the USGBC evaluates the certication package and grants a LEED rating
along with a plaque and recognition on the USGBC website. There are distinct rating
systems or new construction (LEED-NC), existing buildings (LEED-EB), and several other
situations.
What are the LEED-EB commissioning requirements?All buildings seeking LEED-EB certication must provide documentation that a commissioning
process that meets the LEED-EB Rating System guidelines has been completed at the
acility, or provide a ve-year plan or completing the process. The LEED-EB guidelines
also contain several related credits that may be incorporated to earn additional points,
such as credits or monitoring energy perormance and reducing overall energy use, and
supporting operations and maintenance plans and providing sta education.
Projects undertaking LEED-EB certication should consult the most recent version o the
LEED-EB Green Building Rating System or detailed inormation. More inormation about
the LEED Rating Systems can be ound on the U.S. Green Building Councils Web site at
www.usgbc.org.
Materials and resources
Indoor environmental quality
Innovation
Retrocommissioning and LEED
Introduction /
1
What is LEED?LEED stands or Leadershipin Energy and Environmental
Design, a series o greenbuilding rating systems
developed by the U.S. GreenBuilding Council (USGBC).
LEED or new construction
(LEED-NC) provides a standardor dening a green building.It is used by owners, architects,
engineers, and contractorsto take a holistic approach in
evaluating a building and itssystems over the lie o theacility.
LEED or existing buildings(LEED-EB) is applicable tobuilding operations, processes,
system upgrades, and minorspace changes, and can be
used by buildings new toLEED certication, or as arecertication vehicle or
buildings that have previously
achieved a LEED rating. As withother LEED systems, existingbuildings can achieve one o
our ratings; Certied, Silver,Gold, and Platinum.
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2. Benefts and Costs o CommissioningExisting Buildings
There are numerous benets o undertaking retrocommissioning. Theyinclude more eective and ecient building operation, energy savings, andimproved indoor environmental quality. This chapter discusses the costsand benets a building owner, manager, or operator should expect, andshares some strategies or reducing costs o retrocommissioning.
This chapter answers the questions:
What are the benets o retrocommissioning?
What cost savings can an owner expect?
How does retrocommissioning reduce a buildings energy use?
How much does retrocommissioning cost?
Benets and Costs /
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Retrocommissioning Benets
Retrocommissioning benets are ar-reaching. Not only do they
include cost savings, but also improvements to almost every aspecto operations and maintenance.
Everyonebenetsromretrocommissioning.Forowners,retrocommissioningreducesbuildingoperatingcoststhatcanleadtoanincreaseinnetoperatingincome.Buildingmanagersnoticeeweroccupantcomplaintsandincreasedabilitytomanagesystems.Buildingstareceivetrainingandimproveddocumentation,andbuildingoccupantsaremorecomortable.Teollowingsectiondiscussestheseandotherretrocommissioningbenets.
Improve System Operation: Beyond Preventive Maintenance
Goodpreventivemaintenancepracticesareimportant,butsometimestheyarenotenough.Wherepreventivemaintenanceocusesonreliabilityandcapacityoindividualequipmentandcomponents,retrocommissioningtakesaholisticview.Teretrocommissioningprocessnotonlyincludesaconditionsassessmentthat
looksatmaintenanceissuesandpracticesbutalsoincludesathoroughoperationsassessment.Teoperationsassessmentlooksatcontrolstrategies,sequencesooperation,andhowwellthemechanicalequipment,lighting,buildingenvelopeandrelatedcontrolsperormtogether.
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Savings rom Retrocommissioning1
Retrocommissioning can produce signicant cost savings in existing buildings. Savings vary
depending on the building type, its location, and the scope o the retrocommissioning process. A
comprehensive study ound average cost savings in the ollowing ranges:
Description Range o Values
Value o Energy Savings $0.11 - $0.72/sqt
Value o Non-Energy Savings $0.10 - $0.45/sqt
Avoid the Quick FixFixing the symptoms o a building
or system problem withoutdetermining and addressing the
root causes may provide dramaticand immediate savings, but
these savings are not likely to
persist, and the symptoms mayreappear.
1Mills, E., H. Friedman, T. Powell, N. Bourassa, D. Claridge, T. Haasl, and M.A. Piette. 2004.The Cost-Efectiveness o Commercial-Buildings Commissioning, Lawrence Berkeley National Laboratory.
http://eetd.lbl.gov/EMills/PUBS/Cx-Costs-Benets.html
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Benets and Costs/ 11
2
The University o Caliornia has
undertaken a massive efort toretrocommission its existing build-ings through monitoring actualoperating data, diagnosing build-
ing problems and acting to remedythem. This program will save UC
millions o badly needed operatingdollars in the decades to come.
Maric MunnAssociate Director, Energy and Utility
Services or University o Caliornia
Oce o the President
Improve Equipment Perormance
Duringretrocommissioning,theretrocommissioningteamassesseswhethereachpieceoequipmentisunctioningproperly.Whenitisnot,theyinvestigatethecauseotheproblemandrecommendasolution.Forexample,ithecommissioningteamndsmultiplechillersoperatingunnecessarilyatlowloads,theywillcollectandanalyzechilledwatersystemdataandrecommendchangesthatensurechillerscycleononlywhenneeded.Teresult?Equipmentthatlastslonger,worksmorereliably,needsewerrepairs,anduseslessenergy.Equipmentthatoperatesproperlyalsodemandslesscrisismaintenanceromonsitestaandoutsidecontractors,allowingstatoconcentrateontheirprimaryduties.
Increase O&M Sta Capabilities and ExpertiseAnessentialaspectotheretrocommissioningprocessisprovidingtrainingtobuildingsta.Involvingstaearlyallowsthemtotakeadvantageothetrainingopportunitiesthatoccurthroughouttheretrocommissioningprocess.Whenstamembersincreasetheirunderstandingobuildingequipmentandtroubleshootingskills,theyarebetterabletooperateandmaintainequipmentandrespondtooccupantrequestswithoutcircumventingenergy-savingstrategies.rainingmayincludeonsitewalk-throughswithmembersothe
commissioningteam,developingandanalyzingtrend-loggingstrategies,andclassroom-stylepresentations.
Increase Asset Value
ogether,thebenetsoretrocommissioningcantranslateintoincreasedprotabilityorbuildingownersbyreducingoperatingexpensesthatleadtoanincreasednetoperatingincomeandquickerreturnsoninvestment.Owners
mayalsobenetromhigherappraisedbuildingvaluesithepropertyisproperlyappraisedoritsoperatingperormance,sinceequipmentthatiswell-maintainedandoperatesecientlyincreasestheassetvalueotheproperty.
Energy Savings
Retrocommissioningprovidesacomprehensiveanalysisoabuildingsperormance.Tisanalysisincludesspecicrecommendationsonhowtoreducethebuildingsenergyuseanddetailedguidanceonhowtoimplementthemostcost-eective
University o Caliornia
Oce o the President
Oakland, CA
To read the case study,
visitwww.cacx.org
2
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improvements.Dependingontheprojectscope,theseimprovementscanrangeromsimple,low-costxestocomplicated,highlyintegratedoperationalmeasuresthatarecoupledwithequipmentretrots.Retrocommissioningisconsideredsuccessulwhenabuildingoperatesasecientlyaspossible,meetstheowners
operatingrequirements,andincludesstrategiestoensurebenetslastovertime.
Teretrocommissioningteamemploysseveralstrategiestoimproveabuildingsperormanceandreduceenergyuse.Earlyintheproject,theyperormautilitybillanalysistobetterunderstandhowthebuildingconsumesenergy.Intheinvestigationphase,theylookortypicaloperatingissueslikesimultaneousheatingandcooling,poorlyoperatingeconomizers,andexcessiveairandwaterfows-allowhichleadtoenergywaste.Troughouttheentireproject,theteamtakesacomprehensiveviewothebuildingoperationsandlooksorwaystoimprovehowequipmentunctionstogetherasasystem.
Energysavingsromretrocommissioningcanbesignicant.Wholebuildingenergyusecanbereducedconsiderably,leadingtocostsavingsinthethousandsodollars.
Improved Indoor Environmental Quality (IEQ)
Tequalityoabuildingsindoorenvironmentaectthehealth,comortandproductivityoitsoccupants.Teconsequencesoapoorindoorenvironmentrangerommildlyinconvenienttoveryserious.emperatureandlightingcancauseanuncomortableworkenvironmentthathinderslearningandlowersanorganizationsproductivity.Inmoreseverecases,poorairqualitycausesheadaches,atigue,orsevereallergicreactions.
Poorindoorairqualitycanhavemanycauses:
Moistureandmoldinthebuildingenvelope
Inadequateoutsideair
Pooraircirculation
Inappropriatecontroloventilationair
Poorcratsmanshipintheairdistributionsystem
Conditions o Americas Schools,February 1995. U.S. General AccountingOce, Health, Education, and HumanServices Division, Document#: GAO/HEHS-95-61, Report#: B-259307.
The IAQ ProblemIndoor air quality is a big
problem in U.S. commercialbuildings, some 20-30% o
which suer rom indoor qualityproblems.
Poor IAQ is especially troublingin schools, where students
spend close to 13,000 hoursbetween kindergarten and 12thgrade. The U.S. Environmental
Protection Agency reports thathal o U.S. schools where
more than 55 million students,teachers and school sta spend
the majority o their time - haveindoor air quality problems.
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Energy Saving Goals
Building commissioning is aneective way to meet energyeciency goals. In Caliornia,
state-owned buildings arerequired to reduce their energy
consumption by at least 20% by2015.
See State o Caliornia Green BuildingAction Plan, March 2005Detailed
Direction that accompanies GovernorsExecutive Order S-20-04. Section 1.1.2.1.
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Retrocommissioningreducestheriskoindoorenvironmentalqualityproblemsthroughitsprocessorigoroustestingandstatraining.
Incorrectbuildingpressurizationcanalsoleadtopoorindoorairquality.Tisisespecially
importantinacilitieswithlabs,morgues,indoorswimmingpools,oranyareaswherepressurizationisusedtokeepsmellsortoxinsrommigratingbetweenspaces.Properretrocommissioningensuresthatpressuredierentialsbetweenspacesarecorrect.
Improved Building DocumentationUp-to-datebuildingdocumentation,includingO&M Manuals,Sequences oOperation,andSystem Diagrams,isproducedthroughtheretrocommissioningprocessandisessentialtomaintainingandtroubleshootingequipment.TePreventive
Maintenance PlanandaRecommissioning Planshoulddescribeindetailthehumanandnancialresourcesthatarenecessarytomaintainthebenetsotheretrocommissioningprocessormanyyears.
For a complete discussion obuilding documentation, seeChapter 5: Strategies or EnsuringPersistence o Benets.
The Cost o Discomort
Comort problems aect every building owner both those who occupy their
acilities and those who lease them out.
Reduced Productivity
An uncomortable building makes everyone less productive. Occupants spend more
time complaining and oten take more sick days. Building sta spend time responding
to comort complaints and have less time to attend to their regular operations and
maintenance tasks.
Tenant Retention
A chronically unhealthy building can cause owners to lose tenants and money. When
tenants leave, rent revenues and leasing commissions are lost. In addition, wordo uncomortable building conditions is likely to spread among business peers,
increasing vacancy periods.
Increased Liability
Owners are increasingly on the receiving end o lawsuits over poor indoor air quality
in their buildings. They result in high costs to the owner, inconvenience to tenants, and
wasted time on everyones part.
Benets and Costs/ 13
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Retrocommissioning Costs
The cost o retrocommissioning depends on the projects size,
complexity, and the scope o the retrocommissioning process.
Whencomparedtothesubstantialbenetsmadepossiblebyretrocommissioning,thecostsareotenquitereasonable.However,thecostoaretrocommissioningprocessisotendiculttoestimate.Terearemanypublishedindustryaverages(seetablebelow),andthesealmostalwaysrepresentawiderange.Whenpreparingoraretrocommissioningproject,theownershouldmakesuretoullyunderstandwhatcoststoexpect.
Onereasonorthewiderangeisthatsomeprojectshaveabroadscope,investigatingtheoperationoallbuildingsystems,whileothersareaectamuchmorelimitedsetosystems.Tesizeobuildingalsoinfuencesthecostpersquareoot:largerbuildingscostlesspersquareoot,sincethecostsoactivitiessuchasdocumentation,meetings,andmonitoringarenotsensitivetothesizeothebuilding.Tecostoretrocommissioningorbuildingswithsimple,
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Retrocommissioning Costs2
Actual retrocommissioning costs, as reported in a study o 106 retrocommissioning projects
Description Value or Ranges
Total RCx Cost $0.13 to $0.45/sqt
Provider Fee as % o Total RCx Cost 35 - 71%
Average RCx Cost AllocationPlanning and Investigation 69%
Implementation 27%
Verifcation, Tracking and Reporting 4%
Simple Payback Time 0.2 to 2.1 years
2Mills, E., H. Friedman, T. Powell, N. Bourassa, D. Claridge, T. Haasl, and M.A. Piette. 2004.The Cost-Efectiveness o Commercial-Buildings Commissioning, Lawrence Berkeley National Laboratory.
http://eetd.lbl.gov/EMills/PUBS/Cx-Costs-Benets.html
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straightorwardsystemsandequipmentareobviouslylowerthanorbuildingswithcomplexorantiquatedsystems(suchaspneumaticcontrols).And,thedegreeopreparationthattheacilitydoesbeoretheprojectisinitiatedandtheavailabilityandexpertiseoO&Mstacanhaveasignicantinfuenceoncosts.
Anotherissuetoconsiderwhenexaminingtherangeocostsisthatthereisnostandardconventionorreportingthetotalcostoretrocommissioning.Quotedprojectcostsmayormaynotincludethird-partycommissioningproviderlabor,thelaborootherteammemberswhoparticipateintheprocess,anyinstrumentationthatmustbeprocuredortheproject,andbuildingdocumentationthatmaybedeveloped.Dependingonwhatkindoimprovement
opportunitiesareuncovered,theimplementationoimprovementsmaybeanadditionalcostthatisnecessarytoachievebenets.
Buildingownersotenlooktoin-housesolutionstohelposetthecostoretrocommissioning.Teollowingsectionshighlightstaparticipationstrategiesthatcanreducetheoverallcostoaretrocommissioningproject.
Eectively Utilizing In-House Sta to Reduce Costs o
Retrocommissioning
Buildingstacantaketheleadinacommissioningproject.And,evenwhenathird-partyleadstheproject,therearestillopportunitiestouseacilitystatohelpreducecosts.Whenacilitystaisactivelyinvolvedintheretrocommissioningteam,benetscanbenumerous.Teownersavesmoney,theteamsavestime,andthebuildingstagainsvaluabletrainingandinsightintotheoperationothebuilding.
Terearemanytasksthatskilledstacanundertaketohelpstreamlinetheprocessandincreasetheeectivenessothecommissioningleadstime.Testamay:
Gatherbuildingdocumentation
Perormappropriatepreventivemaintenancetaskspriortostartingtheretrocommissioninginvestigation
Assistwithdiagnostictrendingandtesting
Installandremoveshort-termdiagnosticmonitoringequipment
Benets and Costs/ 15
2
Chapter 4: The RetrocommissioningTeam discusses the role o building
owners, managers and sta inthe retrocommissioning process
and what owners should considerin determining the appropriaterole or their sta, based on
capacity and qualications.
Utility andGovernmentResources
More and more requently,utilities are oering programs
to help reduce the costs o
retrocommissioning. Utilityrepresentatives and governmentagencies can provide moreinormation about the incentives
they oer or retrocommissioningand other energy eciency
products and services.
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Perormsimplerepairsandimprovements
rackmeasuresaterimplementation
Gather Building Documentation
Buildingstacancompileanup-to-datebuildingdocumentationpackagepriortotheretrocommissioningprocess.Ithisisnotdoneaheadotime,thecommissioningteamwillneedtogatherthisinormation,whichcanbeanexpensiveundertaking.Tedocumentationpacketshouldbeavailableon-siteandincludeasmuchotheollowinginormationaspossible:
Anypreviouscommissioningreports
Drawingsrelevanttothesystemstargetedorretrocommissioning(preerably
as-builtdrawings) O&Mmanuals
esting,adjustingandbalancing(AB)reports
Originaldesigndocumentation
Anequipmentlistwithnameplateinormation,datesoinstallation,andsubmittalsincludingpumpcurvesandancurves
Listooutsideservicecontractorsregularlyused
Copiesocurrentservicecontracts
Currentmaintenancelogsorschedules
Controlsystemdocumentation,suchasSequences o Operation,specialcontrolstrategies,controldiagrams,pointslist,controlprogramming,etc.
Energy-ecientoperatingstrategies
Energybills(electric,gas,steam,chilledwater,etc.)oratleastthepast12months(ideallyorthepast24months)alongwitharateschedule,unitprice,orsupplycontractinormationoreachenergytype
Waterandsewerusagebillsoratleastthepast12months(ideallyorthepast24months)
Perorm Appropriate Preventive Maintenance asks
Specialcareshouldbetakentomakesurethatin-housestaoranoutsidemaintenanceservicecontractorcompletesscheduledpreventivemaintenance
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Sacramento County Coroner
and Crime Lab
Sacramento, CA
To read the case study, visit
http://www.cacx.org/
3
2
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3workbeoreretrocommissioningbegins.Forexample,iretrocommissioningoccursduringthecoolingseason,theannualmaintenancetasksorthecoolingplantandsystemsshouldbecompletedbeorecommencingwiththeproject.Itisnotcost-eectivetoholduptheretrocommissioningprocessbecauseodirtylters,loose
belts,brokendampers,orlooseelectricalconnections.
Assist with Diagnostic rending and esting
Itisotenappropriateandcost-eectivetohavethemostmotivatedandinterestedbuildingstamembersassistwiththeshort-termdiagnosticmonitoring,trendlogging,andunctionaltestingthatoccursduringtheinvestigationphaseotheproject.Tishelpsreduceprojectcostsandprovidesthebuildingstawithalearning
experiencethattheycanreapplylater.Ibuildingstaaretrainedtoinitiatetrendlogsusingthebuildingsenergymanagementcontrolsystem(EMCS),athird-partycommissioningproviderorcontrolscontractorwillnothavetoperormthistask.
Install and Remove Short-term Diagnostic Monitoring Equipment
Buildingstamayinstallandremoveportabledataloggersusedorshort-termdiagnosticsandassistwithcarryingoutunctionaltestplans.Tisisanothermethodorreducingcostsandgivesthebuildingstaexposuretodierent
approachestotroubleshootingproblemsandveriyingequipmentperormance.
Perorm Simple Repairs and Improvements
Dependingontheskilllevelothebuildingsta,theycanperormanumberorepairsandimprovements.Usingin-housestatoperormthesetasksgreatlyreducescosts,asitprecludestheneedtohireoutsidecontractors.Tesuccessothiscost-reducingstrategyhingesonin-housestatraining,knowledge,andwillingnessto
carryoutthework.ExistingworkloadsoO&Mstashouldbeanalyzedtodeterminehowtaskswillbeshitedtoaccommodateanyadditionalworkbroughtonbyretrocommissioning.
rack Measures Ater Implementation
Immediatelyatertheretrocommissioningmeasuresareimplemented,maximumsavingsarerealized.Overtime,however,theeciencyothesystemsmaydeclineunlessexplicitpersistencestrategiesareputintoplacetomaintainandmonitor
The Commissioning Team / 1Benets and Costs/ 1
2
Chapter 5: Strategies or EnsuringPersistence o Savings discusseshow the acility sta can play a
key role in ensuring that the
savings rom the RCx measuresare long-lasting.
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theimprovements.Buildingstacanplayakeyroleintrackingthemeasuresatertheyareimplementedtoensuretheycontinuetoworkproperlyandthatbenetslast.
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33. The Retrocommissioning TeamAssembling the retrocommissioning team is usually the rst, and one othe most important, parts o kicking o a retrocommissioning project.
This chapter answers the questions:
Who should be on the retrocommissioning team and how areresponsibilities usually assigned?
What are the typical roles o the retrocommissioning team membersand dierent parties that can serve as the lead?
What is the commissioning lead selection process?
How can commissioning lead qualications be evaluated?
The Retrocommissioning Team / 1
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Retrocommissioning Team Membersand Their Responsibilities
Assembling a committed retrocommissioning team and clearlydening and documenting the responsibilities o each teammember is vital to the success o the commissioning project.
ogether,thecommissioningleadandtheownerassembletheretrocommissioningteamandassignrolesandresponsibilitiestoeachmember.Budgetsandspecialprojectcharacteristicscanaecttheteamsstructure.Teteamshouldmatchthesize
andcomplexityotheproject.
RolesandresponsibilitiesareoutlinedintheRetrocommissioning Planandreviewedataretrocommissioningkick-omeeting,alongwithallotherplanelements.Atthismeeting,theownerandcommissioningleadalsodescribetheretrocommissioningscope,process,andschedule.Allteammembersshouldberequiredtoattendthekick-omeeting.Possibleteammembersandthetypicalresponsibilitiesoeachareoutlinedbelow.
Commissioning Lead
Tecommissioningleadcanbeeitheranindependentthird-partycontractor(commissioningprovider),oramemberotheownerssta.Regardless,theindividualshouldbeabletolookatthebuildingwithareshsetoeyes,andwithoutavestedinterestindeendingthestatusquo.Tecommissioningleadisresponsibleorheadinguptheretrocommissioningprocessandplanning,scheduling
andcoordinatingtheretrocommissioningactivities.
Whileanymemberotheretrocommissioningteammayparticipateinanyotheactivities,thecommissioningleadisultimatelyresponsibleortheircompletion.Teyhelptheteamidentiysystemsorcomponentsinthebuildingthatarelikelycandidatesorretrocommissioning.Tecommissioningleadhelpsputtogethertheretrocommissioningteam,holdsthekick-omeetingtogettheprojectstarted,anddevelopstheRetrocommissioning Plan.Tecommissioning
PossibleRetrocommissioningTeam Members
Commissioning Lead
Building Owner or Owners
Representative
Building Manager and Sta
Design Proessionals
System SpecialistsContractors that may be part o
the Retrocommissioning Team
Installing contractors
Manuacturers representatives.
Maintenance servicecontractors
Controls contractors
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When new equipmentis integrated into a
retrocommissioning project,the retrocommissioning
teams responsibilities mayexpand to include the newequipment installation.Integrating Building Retrots withRetrocommissioning (p. 50-52)
discusses the advantages andcautions o including retrots as
part o the retrocommissioningscope.
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leadoverseesorperormstheinvestigation,documentsdecienciesandopportunitiesinanMaster List o Findings,attendsteammeetings,andveriesthatallnecessarydocumentationandtrainingarecompleted.Teymayalsoparticipateinimplementingthesystemimprovementsiitiswithintheir
responsibilities,butinalmosteverycasethecommissioningleadveriesthattheimprovementswerecompletedandareworkingcorrectly.
Building Owner or Owners RepresentativeTeownermakescrucialcontributionstothesuccessoanyretrocommissioningprocess.Teownersprimaryresponsibilitiesaretosupporttheretrocommissioningteamandtoclearlycommunicateexpectationsabouthowthebuildingshouldoperate.Tismeansnotonlysupportingtheretrocommissioningteamsresponsibilitytoidentiyissues,butalsohavingacommitmentandaclearplanorresolvingthem.Teownerssupportenablestheretrocommissioningprocessto
The Retrocommissioning Team/ 21
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Commissioning Leads Responsibilities
Facilitate the project kick-o meeting
Review existing building documentation, including the Owners Operating
Requirements
Perorm a detailed on-site assessment o the current O&M practices,documenting ndings and potential improvements in the Master List o Findings
Develop monitoring and testing plans
Perorm short-term diagnostic monitoring, using EMCS trend logging where appropriate
Develop, perorm, document, and oversee unctional test procedures, as needed.
Estimate energy savings and assist the owner with prioritizing the most cost-eective improvements or implementation
Assist with, or oversee implementation o the selected improvements
Perorm post-installation monitoring and testing activities, as needed
I needed, recalculate the energy savings based on the beore and ater short-term energy measurements
Submit the Final Report
Provide building operator training, as needed, on the implemented measures
AdditionalCommissioning TeamTasks
Depending on the project scope,
the team may be asked to ullladditional tasks that help ensure
the retrocommissioning benets
last, including: Review current service contracts
and make recommendations orimprovements
Update or create buildingdocumentation, such as written
sequences o operation ortreated equipment and systems
Develop a comprehensivetraining plan or O&M sta
Develop methods or the owner
and building sta to track theperormance o the improvements
Develop a RecommissioningPlan or the acility
See Chapter 5: Strategies or
Ensuring Persistence o Savings
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proceedmoresmoothly,correctmorebuildingproblems,andthusproducegreaterbenets.
Inadditiontoarmingtherolesandresponsibilitiesotheretrocommissioningteam,
theownerguidestheprocessbyclearlyarticulatingexpectationsorhowthebuildingshouldoperate.Teseexpectationsshouldbewell-documentedintheRetrocommissioningPlan.TesebecometheOwners Operating Requirements (OOR), andalongwiththeprojectobjectives,serveastheoundationortheretrocommissioningproject.
Building Manager and StaTebuildingmanagerO&Msta scommitmenttotheretrocommissioningeortisessential.RetrocommissioningismeanttoenhancetheoverallO&Mprogramandpositivelysupporttheworkothebuildingsta.Itshouldnotbepresentedasaault-ndingexercise.StasupportcanbeobtainedbyincludingO&Mpersonnelwhendeningthegoalsotheproject.
Byparticipatingintheretrocommissioningprocess,buildingstacangaina
betterunderstandingothebuildingssystemsandtheirinteractions.Observingdiagnostictrendingandtestingalsoimprovesthesta sunderstandingoequipmentandcontrolstrategies.
Dependingonavailability,buildingoperatorsshouldassistwith,oratleastobserve,asmuchotheretrocommissioningprocessaspossibleinordertoimprovetheirunderstandingotheequipmentandcontrolstrategies.TisknowledgeenablesthemtoretestorrecommissionsystemsperiodicallyaspartotheongoingO&Mprogram.
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Building Owners Responsibilities
1. Develop and clearly articulate project objectives
2. Develop a scope o work3. Hire or assign the commissioning lead
4. Build and support the retrocommissioning team
5. Clearly articulate the operating requirements or the building
6. Provide inormation and resources needed
More inormation about the
Retrocommissioning Plan andOwners Operating Requirementscan be ound in Chapter 4: TheRetrocommissioning Process.
Chapter 2: Benets and Costso Commissioning Existing
Buildings, discusses tasks thatbuilding sta can do to reduce
overall retrocommissioningcosts.
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Contractors and Manuacturers Representatives
Installationcontractors,maintenanceservicecontractors,controlscontractors,andmanuacturersrepresentativesareimportantmembersotheretrocommissioningteamwhenequipmentisrelativelynew,stillunderwarranty,orundercontractorservice.Teirresponsibilitiesmaybelimited,however,towhatappearsintheircurrent
contract,andanyextraretrocommissioningresponsibilitiesmayneedaseparatecontract.Insomecases,onermmayhaveinstalledthesystemasamanuacturersrepresentativeandalsoholdstheservicecontractorthesystem.Tisisotentrueorcontrolsystemsandlargeplantequipmentsuchaschillersandboilers.
Installingcontractorsandmanuacturersrepresentativesmaybeneededinaretro-commissioningprojectorequipmenttestingand/orimplementationomeasuresthatpertaintotheequipmenttheyinstalled.Iequipmentisstillunderwarranty,itis
especiallyimportantthattheresponsiblecompanyorindividualbebroughtinearlyintheretrocommissioningprocess,asthewarrantymaybecomevoidisomeoneelsemanipulatestheequipment.TeABcontractorcanbebroughtbacktore-balancethesystempriortostartingtheretrocommissioninginvestigation.
Someownersdonothavebuildingoperators,andsomemayemployonlyaewbuildingoperatorswithminimalskillsorwithlimitedtimeavailable.Teseowners
The Retrocommissioning Team/ 23
3Building Manager and Stas Responsibilities
Lead the retrocommissioning process, i time and expertise permits
Gather building documentation
Perorm appropriate preventive maintenance tasks prior to starting theinvestigation
Provide inormation on known building problems
Calibrate critical sensors
Initiate trending o key points
Conduct or observe diagnostic monitoring and unctional tests
Perorm simple repairs and improvements
Track measures ater implementation
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otenuseservicecontractstocovertheO&MotheHVAC,controls,andelectricalsystems.Inthesecases,theservicecontractormaytakeonretrocommissioningtasksthatbuildingoperatorswouldusuallyperorm.Tecontractormayberequestedtoperormcertainscheduledpreventivemaintenancetaskstocoincidewiththe
needsotheretrocommissioningproject,aswellasassistindatagathering,perorminghands-ontesting,andadjustingandcalibratingequipment.
hecontrolscontractorisanessentialplayerontheretrocommissioningteamwhenheorsheisthepersonmostamiliarwiththebuildingscontrolsequencesandprogramming,andisneededtoperormtrendloggingandEMCSprogrammingtasks.Havingacontroltechniciansexpertiseonhandcanenhancethepotentialorimprovedcontrolstrategiesorthebuilding,althoughenlistingthetimeoa
controltechnicianmaybeexpensive.
Inanyothesecases,therewouldbeanaturaltendencyortheseproessionalstodeendthequalityotheirearlierwork.Signicanttactmustbeexercisedtoensurethattherearenopointedngersandthatdeensivenessdoesnotintererewithobjectiveassessmentothebuilding.
Design ProessionalsWhetherdesignproessionalsareinvolvedintheretrocommissioningprocessdependsontheageotheequipment,thesystemsinvolved,andwhethernewinstallationisoccurringduringtheretrocommissioningprocess.Whenretro-commissioningcoincideswithanewinstallation,thedesignerotheequipmentshouldbepartotheteam.
Designproessionalsarealsoinvolvedwhenthecommissioningteamneeds
additionalexpertiseregardingdesignissuesthatareuncoveredduringinvestigation.Insuchcases,adesignproessional(ideally,theengineerwhodesignedtheoriginalinstallation)maybebroughtontheteamasaconsultanttohelpresolvetheissues.
System Specialists
Whenthecommissioningleadorownersstalacksexpertiseinaparticulartechnology,aspecialistmaybehiredaspartothecommissioningteam.Tese
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specializedsystemscouldincludecleanrooms,umehoodsorscrubbers.Tesespecialistsmayperormsysteminspectionanddiagnostictesting.estresultsandrecommendationsshouldbesubmittedtotheretrocommissioningteamorreview.Specialistsmayalsoberequiredtoreviewdocumentation
relatingtothesystemstheytestandtotrainoperatorsontheproperuseothisequipment.
Selecting a Commissioning Lead
One o the rst and most important decisions a building owner will
make is selecting the commissioning lead.
Tecommissioningleadsrolecanbelledbyseveraldierentparties,eitherin-houseoroutsidethecompany.Indecidingwhowillserveasthecommissioninglead,buildingownersandmanagersneedtocareullyconsidertherequirementsothejobandthequalicationsopotentialcandidates.
Asdiscussedearlierinthischapter,thecommissioningleadheadsupthe
retrocommissioningteamandacilitatestheentirecommissioningprocess.Tecommissioningleadmustthoroughlyunderstandtheretrocommissioningprocess.Itisnotrequiredthattheleadbeatechnicalexpert,andcanemployorpartnerwithtechnologyspecialists.Teleadshould,however,havesolid,hands-onexperiencewithHVACsystemsandcontrols.
Commissioning Lead Qualications
Temorecomplextheproject,themoreexperienceisrequiredothecommissioninglead.Onprojectswithspecialormission-criticalneedslikehospitalsorlabs,itisparticularlyimportanttoselectacommissioningleadwithdirectlyrelevantexperience.
Individualprojectsmayrequireacommissioningleadwithmore,less,ordierentqualicationsthanthosedescribedbelow.Teollowingsectionsprovideanoverviewothemostcommonqualicationsrequired.
The Retrocommissioning Team/ 25
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echnical Knowledge
Inallretrocommissioningprojects,thecommissioningleadshouldhaveexperienceandup-to-datetechnicalknowledgeintherelatedeldsodesign,construction,andbuildingoperations.Tecommissioningleadshouldalsohave
extensiveandrecenthands-oneldexperienceinallaspectsotheretrocommissioningprocess.Tecommissioningleadcanemployorpartnerwithtechnologyspecialistswhohaveexpertiseinsystemswherethecommissioningleadlacksexperience.However,theHVACandcontrolssystemsaresocentraltoretrocommissioningthatthecommissioningleadshouldhaveagoodtechnicalknowledgeotheundamental,design,andoperationotheHVACsystemandtheimplementationocontrolssystems.
Relevant Experience
Tecommissioningleadmusthaveexperiencetroubleshootingandshouldhaveservedinasimilarcapacityonatleasttwootherprojectswithsimilarneeds.Onverycomplexprojects,theyshouldhaveexperienceonatleastoursimilarprojects.
Communication and Organizational Skills
Tecommissioningleadmusthaveexcellentwrittenandverbalcommunication
skills,diplomacyandanabilitytoresolveconficts.Organizationalskillsandteamleadershipqualitiesarealsoimportant.Itheleadwillbeaskedtoobjectivelyassesssystemsorwhichtheyhavehadsomeresponsibility,theirabilitytoavoiddeensivenessshouldbeevaluated.Inallretrocommissioningprojects,thecommissioningleadshouldbeabletoprovideanobjectiveandunbiasedpointoview.
Availability
Especiallywhenutilizingin-houseresources,onemustevaluatecareullywhetherornotthecommissioningleadcandidatereallyhasthetimetoconducttheproject.Ithisisanothertaskputuponanalreadyovertaskedbuildingengineerorenergymanager,theprojectmaynotreceiveenoughattention,thusjeopardizingitssuccess.
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In-HouseCommissioning Leads
Depending on the scope andcomplexity o the project, as
well as the capacity and abilityo in-house sta, the owner
may wish to select a third-partycommissioning consultant tobe the commissioning lead. An
alternative is to select a buildingor acility manager to manage
the project, and bring in acommissioning expert to assist
with certain tasks.
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Involving a Third-Party Provider
The roles and responsibilities o third-party commissioning
providers depend on the projects requirements o resources.
Tereareseveraladvantagestohiringathird-partytoleadorparticipateintheretrocommissioningprocess.
Teownerormanagermaynothavethetimeorstaresourcestoparticipateintheprocess,orthein-houseanalyticalskillstoperormthein-depthassessmentandanalysisthatarobustretrocommissioningprocessrequires.
ConsultantsspecializingincommissioningandO&Mserviceshavevast
experiencetodrawupon,enablingthemtoquicklytroubleshootproblems,uncoveroperationalissues,andhelppinpointrootcauses.Also,athirdpartyproviderhasnopreconceivednotionsabouthowabuildingshouldperorm,andhasnovestedinterestsinmaintainingthestatusquo.
Mostcommissioningprovidersaretooledorperormingtheworksincetheyregularlyusedataloggers,powermonitors,fowhoods,anemometers,combustionanalyzersetc.Teyalsohaveprovenassessmentandtestingprotocolsandproceduresthatcanbecustomizedtotalmostanybuilding.
Engineeringanalysisisthespecialtyoacommissioningprovider,whohastheanalyticalskillsandresourcesneededtodiagnosehiddenproblemsanddeterminethecost-eectivenessoselectedimprovements.Retrocommissioningrequiresaorensicpersonalityandacuriosityabouthowthingswork.Mostcommissioningprovidershavethesetraits.
Teollowingstepswillhelpdeterminewhethertoselectathird-partyprovidertoassistintheprocess:
1.EvaluatetheskillsanddepthoexperienceothecurrentO&Msta,andtheiravailabilityoradditionaltasks.
2.Determinethescopeotheprojectandwhatskillsareneeded.
3.Conductaselectionprocess.
4.Evaluateproviderqualications.
Iathird-partyisused,thereareourdistinctapproachesthatcanbetaken:
The Retrocommissioning Team/ 2
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urn-Key
Acommissioningproviderishiredtooverseeandimplementtheretrocommissioningprocessthroughallphases.TisapproachotenworkswellorownerswhohaveoneormorebuildingswithnoO&Msta,orminimalstawithlittletimeortraining.
Teproviderleadstheproject,managesanynecessarysubcontracts,andissolelyresponsibleorensuringthattheownersgoalsandexpectationsarebeingmetthrougheachphaseotheprocess.
Tird-Party eam Lead
Acommissioningproviderishiredtoleadtheprocess,buttheassessmentwork,totheextentpossible,issharedwithO&Msta.Tisarrangementworksparticularlywell
whenmembersotheownersstahavepreviousexperienceincommissioning,orhaveanexpertlevelknowledgeobuildingsystems.Arrangementssuchastheseshouldbeconsideredanactivepartnershipbetweentheacilitystaandthecommissioningprovider,leveragingin-houseexpertiseasmuchaspossiblethroughallphasesotheprocesstoreduceconsultingcosts.
raining
Acommissioningproviderishiredtoworkcloselywithin-housestaoninitial
projects,withtheintentionohavingthein-housestaindependentlyproceedwithutureprojects.Ownerswithmultiplebuildingsandwell-trainedandavailableO&Mstamaywanttohireacommissioningprovidertoworkwiththebuildingstaortherstoneortwobuildingsthatundergoretrocommissioning.Aterthebuildingstaistrainedintheprocess,theycanproceedwiththerestothebuildings,actingasthecommissioninglead.
Consulting
Acommissioningproviderishiredtoworkcloselywithin-housestaoninitialprojects,andtheconsultantisretainedtoperormadvancedtasksonutureprojects.Tisissimilartothethirdapproachinthatanin-housestamemberworkstotakeontheroleothecommissioninglead.However,inthisapproachthethird-partycommissioningconsultantisretainedorutureprojectstooverseecriticalpartsotheassessmentortaskssuchasunctionaltesting,dataanalysis,andsavingsestimatesandcalculations.
2 / Caliornia Commissioning Guide
At the Oakland Federal Building,retrocommissioning made the
lives o the O&M staf a lot easierby allowing them to maintain
the building instead o manuallyoperating it.
Larry ListerCommissioning Provider
Facility Dynamics Engineering
Ronald V. Dellums
Federal Building
Oakland, CA
To read the case study, visit
http://www.cacx.org/
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The Selection Process
Teprocessorselectingathird-partyretrocommissioningprovidershouldbeappropriatetothesize,complexity,andspecialneedsotheproject.Terearetwoprimarymethodsorselectingaprovider:competitivebidandselectionby
qualication.
Competitive Bid
AcompetitivebidselectionprocessisoneinwhichtheownerissuesaRequestorProposals(RFP).Tisprocesscanbetime-consumingandexpensivebecauseitrequirestheownertospeciythedesiredcommissioningprocessandrigor,andthencareullyevaluateeachsubmissiontoensurethatprovidersareoeringcomparable
scopesowork.
Selection by Qualifcation
Selectionbyqualicationcanbeusedonanyproject,andisespeciallyuseulwhentheprojectissimpleorsmall.Inthiscase,theproviderisselectedbasedonanindividualand/orrmsqualications,rateschedule,reerencesandworkproductsromsimilarprojects,suppliedasaresponsetoaRequestorQualications(RFQ).Althoughthisprocessisotensimplerthanthecompetitivebidprocess,itstillrequirestheownertocareullyevaluatetheprovidersqualicationsandinterviewpastclientsandreerences.
The Commissioning Process / 2The Retrocommissioning Team/ 2
Evaluating ProviderQualications
When evaluating commissioningprovider qualications, owners
should take the ollowing steps:
1. Evaluate the providerstechnical knowledge and
experience with similarbuilding systems and problems.
2. Evaluate the providers non-
technical skills such ascommunication and organization.
3. Establish whether commissioningis one o the individual or rms
core services.
4. Request and contact reerences.
5. Request and review sample workproducts.
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Marriott Retrocommissioning (MRCx) Program
The Marriott International MRCx Program is a program developed by in-house
acility sta that applies an approach that involves minimum use o third partiesor the maximum benet. Under this model, the acility sta is in the driver seat,
and third-party assistance is engaged strategically through the process.
The in-house acility teams tasks typically include:
Data gathering
Utility bill analysis and benchmarking
Assisting the commissioning provider lead with monitoring and testing
Perorming easy-to-x O&M work
Ongoing tracking o benets
A third-party provider is hired as needed to assist with advanced tasks such as:
Diagnostic trending and testing
Identication o the root cause o problems
Data analysis and energy calculations Development o systems drawings
Implementation o measures that are beyond the stas expertise may be done byservice or control contractors. Even when these third-party services are engaged,
the acility sta remains closely involved in the process as part o their training andtake on more o the retrocommissioning tasks over time.Haasl, Tudi, Robert Bahl, E.J. Hilts, and David Sellers.Appropriate Use o Third Parties in the Existing Building
Commissioning Process An In-house Approach to Retrocommissioning (2004). World Energy Engineering Congress
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4. The Retrocommissioning Process
A well-planned and executed retrocommissioning project typicallyoccurs in our distinct phases: Planning, Investigation, Implementation,and Hand-O.
This chapter answers the ollowing questions:
What are the phases o the retrocommissioning process?
How are buildings selected to get the maximum benet?
What are the steps in preparing or a project?
What kind o documentation is typically developed during aretrocommissioning process?
What roles do trending, data logging, and unctional testing play inretrocommissioning?
Who should implement the improvement opportunities that areuncovered?
What is the dierence between retrocommissioning and retrots?
The Retrocommissioning Process / 31
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The Retrocommissioning Process
There is no one-size-ts-all approach to retrocommissioning since
every building is unique.
Tischapterdescribesthetypicalretrocommissioningactivitiesateachphaseotheprocess:planning,investigation,implementationandhand-o.Itisimportanttonotethattheretrocommissioningprocessmustbeadaptedtomeettheneedsoeachindividualbuildingproject.
PlanningInitial planning activities are criticalto the success o any retrocommissioningproject as they set the objectives andlay the oundation or the projectteam to move orward.
oplanoraretrocommissioningproject,thebuildingownerorownersrepresentativemustdetermineitheirbuildingisagoodcandidateorretrocommissioning,developtheinternalgoals,andobtainsupportortheproject.(hecommissioningleadcanassistwiththis,orbeselectedatertheprojectisdenedinternally.)Withinputromtheowner,thecommissioningleaddevelopstheRetrocommissioning Planandholdsakick-omeetingwithotherteammemberswhoarescheduledtoplaysignicantrolesintheproject.
Teollowingsectionsdiscussthemajorplanningphaseactivities.
Select the Project
Whilemostbuildingscanbenetinsomeway romretrocommissioning,somebuildingsarebettercandidatesthanothers.Ownersotenwanttomaketheirworstperormingbuildingstheirrstchoiceoraretrocommissioningproject,buttheseacilitiesarenotnecessarilythemostcost-eectivecandidates.
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Planning Phase Deliverables Owners Operating Requirements
Retrocommissioning Plan
How do you choose rom a
portolio o buildings? Learnmore in Chapter 5: Strategies orEnsuring Persistence o Savings.
So what makes a good candidate or retrocommissioning? A ew o the top4
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So, what makes a good candidate or retrocommissioning? Aewothetopindicatorsinclude:
Unjustiedhighenergyuse,orunexplainedincreasesinenergyconsumption
Persistentailureobuildingequipmentorsystems
Excessiveoccupantcomplaintsabouttemperature,airfow,andcomort
Tereareseveralotherindicatorsthatmaypredictaprojectssuccessandincreaseitscost-eectiveness.Techaracteristicstoconsiderinclude:age,size,buildingcontrols,in-housesta,andbuildingdocumentation.
Age
Equipmentagecanhaveasignicantimpactontheproject.Newerbuildings
thatwerenevercommissionedotenprovidethemostenergysavingsandnon-energybenetsortheleastcost.Tisisbecausetheretrocommissioningprojectcanocusonoperationalimprovementsusingthenewcontrolsystem.Retrocommissioningdonepriortosubstantialequipmentreplacementorretrotisnotalwayscost-eectiveorabuildingowner,sinceimprovementscomingoutoaprojectmaybevoided.imingisessential.Amoredetaileddiscussioncanbeoundin Integrating Building Retrofts with Retrocommissioning(page50).
Size
Buildings,largeorsmall,withcomplexmechanicalsystemsanddirectdigitalcontrolstendtobegoodcandidatesoraretrocommissioningprocess.Smallerbuildingswithsimplecontrolsandaewrootoppackageunitsareotenbettercandidatesormaintenancetune-ups.
Building Controls
Buildingswithcomputerizedenergymanagementcontrolsystems(EMCS)arebettercandidatesthanbuildingsthatareullypneumatic.Pneumaticcontrolseasilydritandthereoreneedconstantattentionandcalibrationorbenetstolast.Also,becauseoitstrendingcapabilities,theEMCScanbeusedasadiagnostictoolduringtheretrocommissioningprocesstocapturedata.Hybridsystems,thosethatemploybothcomputerizedandpneumaticcontrols,canalsobenetromretro-commissioning.However,withoutrigorouspersistencestrategies,thebenetsmaynotlastwithzonelevelpneumaticsduetocalibrationissues.
The Retrocommissioning Process / 33
RetrocommissioningOpportunityIndicators
Presence o systems thatsimultaneously heat and cool,
such as constant and variableair volume reheat
Presence o economizers
Pumps with throttleddischarge valves
Equipment or lighting
that is on when the space isunoccupied
Improper building
pressurization (eithernegative or positive); i.e.,
doors that wont close or aredicult to open
Equipment or piping that is
hot or cold when it shouldntbe; unusual fow noises atvalves or mechanical noises
Short cycling o equipment Variable requency drives
appear to be operating at or
close to 100% most othe time
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In House StaRetrocommissioningperormedonbuildingswithexperienced,knowledgeable,interested,andavailablebuildingstaismorelikelytobecost-eectiveandhavelastingresults.Havingatleastoneoperatorwithexpertisewiththebuildings
controlsystemcanincreasethecost-eectivenessotheprojectandlikelihoodothebenetspersisting.
Building DocumentationUnlessupdatingthebuildingdocumentationisaprimaryobjectiveotheretrocommissioningproject,ownersshouldchoosebuildingswithavailableandup-to-datedocumentstoincreaseoverallcost-eectiveness.
Set Project Objectives and Obtain SupportOnceabuildingisselectedorretrocommissioning,thebuildingownerormanagershoulddenetheprojectobjectives.Teprimaryobjectiveotheprojectsuchastoobtaincostsavingsbyreducingenergyuseortosolveindoorairqualityproblemswillaecttheoverall
vision,direction,andscope.Havingtheobjectiveswell-articulatedattheonsethelpstoguidetheprojectandkeeptheteamontrackthroughcompletionotheprocess.
Inordertocompleteasuccessulretrocommissioningproject,thebuildingor
acilitymanagermustsecuretheownersanduppermanagementscommitmentaswellassupportrombuildingsta.
Nolessimportantissolicitingoccupantcooperationandsupport,andallocatingadequatetimeandundstotheproject.
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How does a buildings energy
use compare to buildings o asimilar size and type? Chapter
5: Strategies or EnsuringPersistence o Savings discusses
various publicly-availablebenchmarking tools.
Project ChampionThe most successul retro-
commissioning projects have aninternal champion to help push
the project, convince others oits value, and advocate or thetime and money necessary to
complete the process. The best
champion is the person withthe most enthusiasm aboutthe project, not necessarily the
highest ranking person.
Example Set o Objectives or aRetrocommissioning Project
Obtain and veriy cost-eectiveenergy savings. Verication will
require limited perormancemonitoring o selected building
systems.
Identiy and recommend improvements
to operational strategies, ocusingon those measures that sustain
optimal energy perormance andreduce operating costs.
Identiy HVAC-related health andsaety issues.
Oversee and veriy implementation
o selected measures.
Provide recommendations or
energy-ecient retrots or utureinvestigation.
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g
Teownercanhireorassignacommissioningleadattheonsetotheproject,oratertheyhaveselectedthebuilding,denedtheobjectives,andgarneredinternalsupportortheproject.Overall,thecommissioningleadheadsuptheprocess,
workscloselywiththebuildingsta,andensuresthattheownersexpectationsarebeingmetateachstageotheproject.
Tecommissioningleadhasmanyresponsibilitiesandmustbeskilledinosteringcommunicationandpromotingapositive,team-basedapproachtoproblemsolving.Awell-qualiedcommissioningleadalsohasadepthotroubleshootingexperience,andthediagnosticmonitoring,testingandanalysisexpertiseneededtouncoverpotentialproblemsandselectthemostcost-eectivesolutions.
Document the Current Operating Requirements
Animportantobjectiveoaretrocommissioningprojectistoensurethattheacilitysoperatingrequirementsarebeingmet,sooneotheearlyretrocommissioningtasksistodenetheserequirements.Teseincludeanyrequirementsorlimitationsortemperature,humidityandairltration.ItheOwners Operating Requirementsarenotapartothebuildingrecord,thecommissioningteamshoulddocument
thisinormationoreachareaotheacilitythathasdierentuses.
Also,asthecommissioningteamproceeds,itisimportanttobeawareotheOwners Operating Requirements,soastobesensitivetobuildingschedules,unctions,andprocessesduringthediagnosticactivitiesotheinvestigation.TeOwners Operating Requirementsarealsoimportanttoconsiderastheymayaecttheeasibilityosomeretrocommissioningmeasures.Forexample,schedulingoequipmentorlightingmaynotbeapossibleenergy-savingmeasure
inanareaotheacilitythathasextendedorunusualoperatinghours.
The Retrocommissioning Process / 35
Chapter 3: The RetrocommissioningTeam provides guidance onqualiying and selecting acommissioning lead and team
that best meets the projectsneeds.
LEED Requirements
The retrocommissioning
prerequisite o LEED-EB Version 2requires development o a
comprehensive building operationplan that meets the requirements
o current building usage, andaddresses the heating system,
cooling system, humidity controlsystem, lighting system, saetysystems and the building
automation controls.
Owners OperatingRequirementsA document that details theacilitys operating requirementsincluding operating hours,
process and equipmentstatus during o-times, and
requirements and limitations
or temperature, humidity or airltration.
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g
ostarttheproject,thecommissioningleadshoulddoawalk-throughotheacilityandgetacquaintedwithbuildingstaassignedtotheproject.Tisallowsthecommissioningleadtogainamiliaritywiththebuildinganditsmainenergy-consumingsystemsand
equipmentandidentiyareasoopportunityorurtherinvestigation.Tisisespeciallyimportantwhentheprojectusesathird-partycommissioninglead.
Tecommissioningleadcangainunderstandingaboutabuildingjustbyobservingtheoverallconditionotheequipment,theequipmentinaction,andthepositionsovalvesanddampers.Tecommissioningleadshouldinterviewthebuildingoperatorsaboutoperatingconditions,currentpreventivemaintenanceactions,andanyknownperormanceproblems.Aewhourswitha
knowledgeablebuildingoperatorcanuncovernumerousareasoenergywaste,astheybestknowtheday-to-dayoperationsandthebuildingsweakspots.
Tecommissioningleadshouldalsoobtainutilitydataromtheprevious12to24monthsaswellasreviewpreventivemaintenancerecordsandcurrentservicecontracts.TisinormationwillallowthecommissioningleadtoconductautilitybillanalysisandurtherunderstandthecurrentO&Mpracticesattheacility.
Develop the Retrocommissioning Plan
Atergainingaclearunderstandingotheprojectgoals,theOwners OperatingRequirements,andcurrentoperatingconditionsattheacility,theownerandcommissioningleaddeveloptheRetrocommissioning Plan.
TeRetrocommissioning Planreiteratesthescopeotheretrocommissioningproject.Tisdeliverableultimatelyservesasaguidelineorteammembers
toollow.Itprovidesanoutlineotheprocessesandproceduresthatwillbeundertaken,ascheduleoactivities,rolesandresponsibilitiesoteammembers,themetering/monitoringplans,andormsandtemplatesthatwillbeusedtodocumenttheretrocommissioningactivities.Teplanshouldbeviewedasafexibledocumentthatisrevisitedatcertainmilestonesintheproject.
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LEED Requirements
The retrocommissioning
prerequisite o LEED-EB Version2 requires a Retrocommissioning
Plan.
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Assemble the Retrocommissioning Team
Troughouttheseinitialstages,theownerandcommissioningleadbegintoassembletheretrocommissioningteam.Tisinvolvesgettingtoknowalltheplayersinthebuildingenvironment,therolestheyplay,andtheexperiencetheybring.Eachparticipantshouldexplicitlybeinvitedtojointheteam.Tishelpsbuildcommittmenttotheentireprocess.
Hold a Project Kick-o Meeting
Teprojectkick-omeetingbringstheretrocommissioningteamtogethertoreviewtheRetrocommissioning Plan.Tecommissioningleadorganizesandleadsthemeeting.Participantsmayincludetheownerorownersrepresentative,buildingoperators,andanycontractorsorotherproessionalsthatmaybeimportanttotheprocess,suchascontrolscontractors,maintenanceservice
The Retrocommissioning Process / 3
Retrocommissioning Plan
A document that denes the projects objectives, scope, schedule, documentation
requirements, and the roles and responsibilities o team members. The plan should include:
General building inormation and contact inormation Goals and scope o the project
Brie building and system descriptions, including a list o systems that will be
investigated
Owners Operating Requirements
List o team members, their roles, responsibilities, and expected deliverables
Description o the communication, reporting, and management protocols
Schedule (or primary tasks)
Documentation request
Investigation scope and methods
Implementation phase requirements
Project hand-o activities
Retrocommissioning Plan templates and samples are available on the CCC website:
www.cacx.org.
contractors,orconsultingengineersthatareamiliarwiththebuilding.Ath h d l d d h b
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thismeetingtheownerandcommissioningleadidentiyeachteammembersresponsibilitiesandcommunicatetheownersexpectationsortheproject.
Investigation
During investigation, the commissioningteam conducts a systematic analysis othe buildings perormance throughobservation, review o buildingdocuments and O&M practices, andtrending and testing o buildingsystems.
Dependingonthescopeotheproject,theinvestigationcantakeanywhereromseveraldaystoseveralmonthstocomplete.TeresultsothisanalysisaresummarizedortheownerinaMaster List o Findings.
Review Facility DocumentationAthoroughreviewothebuildingdocumentationallowsthecommissioningteamtobetterunderstandthebuildingsmajorenergyusesandintegrationissues.Ideally,abuildingoperatorassignedtotheprojecthelpsgathertheappropriatedocumentationandanswerquestionsortheteam.
otheextentpossible,thecommissioningteamshouldobtainandreviewtheollowingdocuments:
Originaldesigndocumentation
Equipmentlists,withnameplateinormation
Drawingsorthebuildingsmainenergyconsumingsystemsandequipment,includingcontrols,mechanical,andelectrical
Controlsystemdocumentation,includingsequencesooperation,pointlists,andcontroldiagrams
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Diagnostic MonitoringPlan
A plan developed by thecommissioning team or controlsystem trend logging and
portable data logging.
Having building documentationavailable and up-to-date will helpto increase the cost- eectiveness
o the retrocommissioningprocess, as it spares extra hours
the team would otherwise have toexpend searching or inormation
or creating new documentation.
Investigation PhaseDeliverables Diagnostic Monitoring Plan
Master List o Findings
List o improvements selectedor immediate implementation
Master List of FindingsA summary list o ndingsgenerated during the investi-
gation process. For each nding,the list contains the ollowing
elds: nding description, typeo equipment, recommendedimprovement, estimated energy
savings and costs, simple payback,recommendations and status
o implementation. This is also
known as the FindingsLog.
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esting,adjustingandbalancing(AB)reports
Perorm Diagnostic Monitoring
Oncethecommissioningteamcompletestheacilitysitevisits,thebuildingstainterviews,andcareullyreviewsacilitydocumentation.Tenextstepistogatherexactdataonwhenandhowthesystemsoperatethroughdiagnosticmonitoring.Tishelpstoidentiy,characterizeandconrmimprovementopportunitiesaswellasbegintodetecttherootcausesoperormancedeciencies.
Variousmethodsodatagatheringusingmeters,portabledataloggers,andthebuildingsEnergyManagementControlSystems(EMCS)allowsorobservationothebuildingsperormanceundervariousmodesandoperatingconditionsovertime.ime-seriesdataarecollectedandanalyzed,allowingsamplingandstoringovariousparametersatintervalsrangingrom30secondstoonehour.Someothevariablestypicallytrendedincludewhole-buildingenergyconsumption
(suchaselectricalenergyordemand,gas,steam,orchilledwater),end-useenergyconsumption,operatingparameters(suchastemperatures,fowrates,andpressures),weatherdata,equipmentstatusandruntimes,actuatorpositions,andsetpoints.
Fromthiscollecteddata,thecommissioningteamcancalculatekeymetricsandperormstatisticalanalysisaswellascreatedataplotsthatshowhourly,daily,weekly,ormonthlytrends,orhowoneparametervarieswithchangesinanother.Byanalyzingthisinormation,thecommissioningteamcharacterizestheperormanceandverieswhetherornotthesystemsareoperatingcorrectly.
The Retrocommissioning Process / 3
A Diagnostic Monitoring Plan
includes an outline o the
process or monitoring, usingEMCS trending and/ordataloggers: A Diagnostic
Monitoring Plan typicallyincludes:
Points to be trended Value type to be trended
Sampling rate Trend group each point will
be analyzed with
Visual method o analysis tobe used
Diagnostic Monitoring
Facility sta can reduce time spent on the
diagnostic monitoring by assisting the
commissioning team with tasks such as:
Completing calibration Assisting with installation and removal
o data loggers
Assisting with trend logging, ordeveloping, downloading or ormatting
computer les or analysis by thecommissioning team
Data LoggerA stand-alone electronic data-gathering device that utilizessensors to collect equipment
inormation over time. Datacollected could include
temperatures, pressure, current,humidity, or other operational
inormation.
Terearetwomethodsocollectingtrenddata:EMCStrendloggingandt bl d t l i
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portabledatalogging.
rendlogging(trending)capabilitiesvaryconsiderablyamongEMCSsystems.
TeextentothesecapabilitiesdeterminetheextenttowhichtheEMCScanbeusedordiagnostics.WhenusinganEMCSwithproprietaryprogrammingasadiagnostictool,involvingthecontrolscontractororvendoraspartotheretrocommissioningteamtoassistwithdiagnosticsisnotunusual.Teycanassistinsettinguptrendsanddownloadingorormattingcomputerlesoranalysis.oexpeditetrendingandtroubleshootingprocesses,itisbestithecontrolstechnicianwhooriginallysetupthesystemishiredaspartotheteam.
Portabledataloggerscanbeanextremelyuseuldiagnostictool,especiallyitheEMCShasanylimitationsinitsabilitytocollect,store,orpresentdata.Portabledataloggersarebattery-powered,small,light,andeasilyinstalledandremovedwithoutdisruptingbuildingoccupants.Manycomewithsophisticatedsotwarepackageallowingdatatobedownloaded,easilygraphed,andanalyzedonacomputerinavarietyoways.Becausetheyareportable,thesedataloggerscanbeappliedwheretheyareneeded(ashortcomingomonitoringusinganEMCS,
whosesensorsarealreadyinplace).PortabledataloggerscanbeanexcellentwaytosupplementEMCSmonitoring.
Perorm Functional Tests
Inmostcases,thetrenddataonlyindicatesaproblem,butnotthe root cause.Inthesecases,orincaseswhereitisimpossibletonaturallyobserveeverypossibleoperatingregime,thecommissioningteamconductsunctionalperormancetestsandtakesthesystemthroughitspaces,observing,measuringand
recordingitsperormanceinallthekeyoperatingmodes.Teteamdevelopsawell-denedtestprotocolthatdescribeshowthetestwillbecarriedout.Tecommissioningteamandownerschedulethetestingandmakeanynecessarypreparations,suchascheckingandcalibratingcontrolpointsortemperaturesensors.Teunctionalteststypicallyinvolveorcingthesystemintoaseriesooperatingmodes,andobservingthesystemsresponse.Teteamwillmeticulouslyrecordalltheiractivitiesandobservationsonapre-deneddata
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ResourceA library o unctional test
orms and guidance documentsis available in the Functional
Testing Guide, available romPECI at www.peci.org/tguide/
PECI and LBNL, Functional Testing Guide- From the Fundamentals to the Field.Prepared or the US Dept. o Energy andthe Caliornia Energy Commissions PublicInterest Energy Research program.
Measurement andVerication (M&V) orUtility Programs