Commissioning for Federal Facilities

Introduction

Chapter 1 Introduction

uilding commissioning Building commissioning has has often been likened to its roots in the Quality Control commissioning of a ship, programs of the 1970s and is B where the Owners thor- a direct product of the Total oughly verify and prove the func- Quality Management pro- 1 tional performance of all parts – grams of the 1980s. Commis- engines, compasses, sonar, radar, sioning is a direct response to radio, generators, potable water building Owners who com- systems, and so on – under all pos- plain that their facilities do not sible conditions and as a condition meet performance expecta- of acceptance before placing the tions, are extraordinarily ex- ship in service. And where the pensive to operate and Owner checks the presence of sys- maintain, lack valuable docu- tem operating and procedures mentation, and are staffed by manuals and the availability of up- personnel who are unfamiliar to-date navigation charts. And with and have never been where the crew has been properly trained on the building’s highly and thoroughly trained on the ship’s complex operations and control sys- “Building commissioning has systems’ operations and emergency tems. often been likened to the procedures. Commissioning is not commissioning of a ship.” new – ships and aircraft have been Until now, many of us thought of commissioned for years. building construction completion and turnover as physically completing an installation, throwing the switch, making a few adjustments, Goals of Commissioning: spending minimal time with the operators by ◆ Provide a safe and healthy facility. pointing to the equip- ◆ Improve energy performance and minimize ment with one hand energy consumption. and a manufacturer- ◆ Reduce operating costs. supplied operations ◆ Ensure adequate O&M staff orientation and manual (that may or training. may not match the specific equipment) ◆ Improve systems documentation. with the other, then Introduction

walking away. We would return only ent sources and programs. So once when the operating personnel or the construction was completed and owner complained. beneficially accepted, the building was handed off as rapidly as pos- A successful project was not neces- sible, leaving building maintainers to sarily the one with the most satisfied struggle with any residual construc- client, optimal indoor environment, tion or operational problems. In all most reliable and efficient operation, fairness to the constructors, by this or that would have had the lowest time the Owner was usually press- possible operating and maintenance ing to move into the building, either costs. Typically, it was the one with oblivious to or willing to accept the the fewest extras and change orders risks associated with a potentially and the one with the shortest punch problematic facility. list. 2 Most existing buildings have never Further, the construction budget and undergone a formal commissioning operating budget came from differ- or quality assurance process. Many buildings are limping along ineffi- ciently in terms of performance. Owners are unaware of deficiencies Guidebook Objectives as long as the building is reasonably comfortable and occupant com- ◆ Provide an introduction to commissioning approaches to a plaints do not reach a crescendo. variety of professionals involved with the management, operation, and maintenance of Federal buildings. In reality, the building systems may be becoming increasingly unreliable ◆ Illustrate case histories, including cautionary lessons learned. and inefficient through design, ineffective maintenance and operations procedures, outdated technologies, ◆ Provide guidance on commissioning best practices. insufficient training, occupant habits, mission changes, environmental ◆ Demonstrate how commissioning can help Federal facility changes, workplace configurations, managers meet energy efficiency goals and LEED certifica- and more. tion requirements. All of that has now changed with commissioning. As described by the ◆ Demonstrate how commissioning can be integrated in facil- Canadian Department of Public ity management and O&M programs to make those programs Works, buildings now “leave port” more efficient and effective. only when they are fully operational, function as the owner intended, are ◆ Demonstrate how different types of commissioning (such as fine-tuned for maximum perfor- retrocommissioning and continuous commissioning) can be mance, staffed with “crews” who incorporated into a variety of building types and applications, are fully trained in the regular and above and beyond the most commonly understood commis- emergency operation of the facility, sioning approaches. and furnished with a complete set of relevant operations, maintenance, Introduction

facility intent and design, and emer- in terms of the systems to be com- gency procedures documentation. missioned (e.g., HVAC and electrical systems only). It is essentially a SO… WHAT IS IT? subset, or a slice of the whole building commissioning pie, and for the Commissioning is a method of risk purposes of this document, the reduction. terms will be used interchangeably.

The National Conference on Build- WHAT ARE THE GOALS? ing Commissioning has established an official definition of total building The goals of commissioning are to: commissioning as follows: ■ Provide a safe and healthy “Systematic process of assuring facility. by verification and documenta- ■ Improve energy performance 3 tion, from the design phase to a and minimize energy consump- minimum of one year after tion. construction, that all facilities ■ Reduce operating costs. perform interactively in accor- ■ Ensure adequate O&M staff dance with the design documen- orientation and training. tation and intent, and in accor- ■ Improve systems documenta- dance with the owner’s operation. tional needs, including prepara- tion of operational personnel.” It’s purpose, however, is to provide a framework for a quality-oriented Total or whole building commis- team effort that reduces project sioning differs from “building com- costs while delivering system reli- missioning” inasmuch as the former ability and quality. Thereby, it en- refers to the whole process from hances long-term value to the the project planning to post-accep- Owner. tance, as well as to all of the building systems that are integrated and impact on one another, such as WHY DO WE DO IT? HVAC, lighting, electrical, plumbing, Following the David Letterman building envelope and their respec- model, the following are the top ten tive controls and technologies. reasons why people commission:

Building commissioning that is not 10. For the documentation qualified as total or whole building commissioning may be more selec- 9. To ensure integration of building tive in terms of the phases during systems which the commissioning activities actually take place (e.g., the Com- 8. To prevent premature failure missioning Agent may be hired to commence work late in the design 7. For the transfer of knowledge or during the construction phase) or Introduction

to building operators and owner intended and as designed; engineers and ■ Be what the Owner paid for. 6. For the performance testing of complex systems These objectives are achieved by verifying that the equipment perfor- 5. To ensure equipment accessibil- mance meets or exceeds the ity designer’s intent as documented in the project drawings, specifications, 4. To improve energy performance and design intent documentation.

3. For improved system and From the aspect of energy savings, equipment reliability commissioning has proven itself time and again. In existing buildings, 4 2. For project cost control whole-building energy savings average about 15 percent at a cost of 1. To meet Owner expectations about $0.27 per square foot and with a payback of about 8.5 months. In Owners use commissioning’s sys- new construction, commissioning tematic, documented, and collabora- costs about $1.00 per square foot tive process to ensure that a building and pays back within about 4.8 and its components’ systems will: years.

■ Have high quality, reliability, In addition, consider the cost savings functionality, and maintainability; associated with worker productivity, ■ Meet energy and operational detection of failed parts and impend- efficiency goals; ing failure, and other benefits not in- ■ Operate and function as the cluded in these savings. These

A major university commissioned six major buildings totaling 260,000 square feet. More than 500 “completed” variable air volume (VAV) boxes were tested with the following results:

◆ Nine were installed without the main supply air connected ◆ 52 had control programming problems ◆ 23 had control valve problems (including above-ceiling actuators not connected) ◆ 25 could not achieve the maximum air flow recorded by the balancer (e.g., frozen dampers) ◆ Eight thermostats were in poor locations, such as near diffusers and heat generating sources (Source: S. Angle, Engineered Systems, January 2000.) Introduction

numbers will be addressed again and workmanship quality, technical later in greater detail. specifications adherence, and code compliance. Quality control ensures Examples of common problems that the installation will pass specified commissioning addresses that drive tests (such as start-up, operating, energy costs up but may or may not hydraulic, and leakage tests), and cause discomfort or other visible ultimately, pass the final punch list. problems include: Commissioning is usually associated ■ Outside air dampers stuck in with dynamic and integrated me- the always open or always chanical, electrical, security, life- Commissioning objectives are closed position. safety, conveyance, and other met by verifying that the ■ Adjustable speed drives that no systems and their controls. Today’s equipment performance meets longer adjust properly. use of commissioning recognizes the or exceeds the designer’s in- ■ Unconnected flexible ductwork. integrated nature of all building sys- tent as documented in the 5 ■ Malfunctioning control systems tems’ performance. Top concerns project drawings, specifica- components that do not properly are security, indoor air quality, and tions, and design intent docu- respond to their prescribed integrated life-safety. It also takes a mentation. control sequences. proactive approach toward the op- ■ Incorrect sequences of opera- eration and maintenance of the in- tion. stalled system. ■ Energy management systems that have not been updated to In addition to ensuring that a system reflect system modifications. is delivering the required flow and ■ Changed facility uses that pressure, commissioning tests the affect personnel loading and entire integrated system from con- partition configuration changes trols to delivery; tests the interoper- that affect air flow. ■ Controls sensors that are out of calibration. ■ Controls that are permanently overridden. ■ Heating and cooling systems that fight each other. ■ Thermostats and other control devices that are improperly placed.

HOW DO WE DO IT? Quality control has historically been associated with static and individual systems, such as piping, ductwork, building aesthetics, air handlers, and other standard punch list items. The project inspector ensures material Introduction

ability between systems; tests the and is heavily involved in the plan- condition and operation of key com- ning, design, construction, and ac- ponents; ensures the completeness ceptance stages in between. and quality of O&M manuals and skills training; is mindful of maintain- In existing buildings that have never ability, accessibility, supportability, been commissioned before, and reliability issues; and documents retrocommissioning can take place the entire process. Typically, these at anytime, unless the facility and/or are not high priority issues in a stan- major equipment are programmed dard quality control program. How- for replacement in the immediate fu- ever, by design, commissioning ture. In that case, it is usually advan- includes these so that there is a high tageous to wait and commission the degree of confidence that the facility as part of the construction building’s systems have been in- effort. Otherwise, commissioning an 6 stalled correctly and will operate as existing building will likely uncover a required. multitude of deficiencies that affect the building’s efficiency and ability WHEN DO WE DO IT? to operate as required. The widely held misconception is In existing buildings that have been that commissioning is checking off previously commissioned, recom- the installation and start-up menu missioning is usually recommended provided by the equipment manufac- at about the 3-5 year point since the turer. In reality, commissioning is re- previous commissioning. However, sults-oriented, comprehensive, and the most proactive programs com- emphasizes communication, inspec- mission their buildings continuously, tion, testing, and documentation. using and trending data from their When properly executed, commis- building management systems, in- sioning begins with pre-design plan- stalled meters and sensors, and even ning, continues into post-occupancy, utility data. In these cases, commissioning never really stops, as analysis is conducted continually to detect impending failures, abnormalities, and efficiency opportunities.

WHO DOES IT? The Federal Government is in the forefront of commissioning. The Government’s landlord, the General Services Administration, now requires all GSA capital improvement projects to employ Total Commis- sioning practices as addressed in its Building Commissioning Guide. Introduction

The requirement is in GSA’s design commissioning their facilities. These criteria document, Facilities Stan- are typically available from Federal dards for the Public Buildings and state entities, such as the New Service (P-100). All new construc- York State Energy Research and tion for GSA must now employ Development Authority commissioning, beginning with the (NYSERDA). For example, project planning phase and conclud- NYSERDA and the Department of ing with the post occupancy evalua- Energy provide a no cost, risk-free tion phase. The cost for scoping study to Federal building op- commissioning is included as a line erators to determine the cost effec- item in the construction project bud- tiveness of commissioning specific get. Other Federal Agency real existing buildings. Some utility com- property owners will be establishing panies also provide rebates to Own- similar requirements to at least ers conducting commissioning in some extent, if they have not al- new and existing buildings, particu- 7 ready. larly if LEED certification is achieved. Grants and special incentives are available for Owners considering

STUDY QUESTIONS 1. How does commissioning change the traditional definition of a “successful” construction project?

2. What are the top ten reasons why people employ commissioning, and how could your facility benefit from these reasons?

3. What is the difference between commissioning, and total or whole building commissioning?

4. How is the commissioning process different from a quality control process?

5. GSA is requiring commissioning to be implemented on its new construction projects. Is commissioning required by your Agency or organization? How important is commissioning in your Agency or organization? Introduction

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Chapter 2 Types of Commissioning

he first step in consider- ■ Retrocommissioning ing or planning a com- ■ Recommissioning missioning program for ■ Continuous Commissioning “A leader takes people T your facility is to under- where they want to go. A stand the different types of commis- great leader takes people 9 sioning available, and which types COMMISSIONING FOR NEW where they don’t necessarily of commissioning are best suited to CONSTRUCTION / MAJOR want to go but ought to be.” your facility’s unique requirements. Rosalynn Carter In general, a commissioning pro- RENOVATION gram is best applied during the following: Commissioning is a systematic process of ensuring that all building systems perform interactively ac- ■ During new construction or a major renovation of an existing cording to the design intent and the building. Owner’s operational needs. The process evaluates building equipment, subsystems, operation and ■ When an existing building is experiencing problems with maintenance (O&M) procedures, operational performance, and performance of all building energy efficiency, and/or components to ensure that they occupant comfort and safety. function efficiently, and as designed, as a ■ As a maintenance approach to ensure that equipment and system. This is systems are operating at peak achieved by be- performance, energy efficiency ginning in the is optimized, and occupant planning or comfort and safety are high. early design phase of a con- The types of commissioning that fit struction project into these applications that will be with the docu- discussed in this and subsequent mentation of de- chapters are: sign intent, and continuing through con- ■ Commissioning for New Construction/Renovation struction, acceptance, and Types of Commissioning

In this Chapter ◆ Commissioning for New Construction / Major Renovation ◆ Retrocommissioning ◆ Recommissioning ◆ Continuous Commissioning ◆ Best Practices

the warranty period with the actual the containment goals for fume verification of each building hoods and bio-safety cabinets and of system’s performance. primary and secondary barriers so that their compliance with the re- 10 The commissioning process encom- quirements can be verified during passes and coordinates the tradition- the commissioning process. ally separate functions of system documentation, equipment startup, Often too, local fire marshals alone control system calibration, testing are responsible for the inspection, and balancing, performance testing, testing, and approval of all fire pre- and training. It defines a mainte- vention and protection devices and nance baseline against which future systems. In that case, commission- condition assessments and trending ing is coordinated with the fire can be compared. marshal’s work, his efforts are observed by the CxA, and a copy of Commissioning may include the the official fire marshal report is in- building envelope, the building cluded as part of the Final Commis- HVAC systems, controls, electrical, sioning Report. conveyance, plumbing fixtures, life safety, security, or any combinations The commissioning process does not of these systems and others. take away from or reduce the responsibility of the system designers The specific person or organization or installing contractors to provide a that conducts and oversees the com- finished and fully functioning build- missioning process is the Commis- ing. Commissioning does not take sioning Authority (or Agent), the place of or reduce in any way commonly referred to as the “CxA.” the contractor’s responsibilities for conducting an active project quality Often, the assistance of subject mat- control program. ter experts is required. Commission- ing of laboratories requires special The Commissioning attention and involvement of the Process Owner’s environmental health and safety (EH&S) staff as part of the Commissioning is systematic. It in- commissioning team. For example, cludes testing all items in all modes they will help the CxA understand of operation. Equipment is first in- Types of Commissioning

spected while it is turned off to throughout the life of the project will make sure that it is installed fully produce the best results. Each of and correctly. Equipment is then en- these will be discussed in greater ergized, started, and tested under detail later: controlled conditions. After this initial testing and inspection, integrated Pre-design systems are tested through all ■ Determine project objectives cycles and scenarios, including and develop Owner’s Criteria. power failure and emergency alarm ■ Develop commissioning require- modes, to ensure they operate as ments. required and intended. ■ Hire or assign Commissioning Authority (CxA). In the course of commissioning, key parameters and baseline information of the systems are documented, or- Design 11 ganized, and preserved in the Com- ■ Design team develops project missioning Report and O&M design; CxA reviews design manual, as applicable. intent, basis of design documents, and drawings and Commissioning typically follows the provides feedback to design phases of the new construction or team. renovation project. Although it is not ■ CxA develops commissioning necessary to perform commission- plan. ing tasks during each phase of con- ■ Design team develops project struction, implementing the process specifications; CxA develops

What Type of Commissioning Should I Choose? My building is… Consider… … going to be undergoing a major renovation in the Commissioning - Ideal for new construction or next year. major renovation, and best implemented through all phases of the construction project. … old and experiencing a lot of equipment failures. Retrocommissioning - Ideal for older facilities that have never been through a commissioning process.

… relatively new and was commissioned during its Recommissioning - Ideal to tune up buildings that construction, but our energy costs have been climb- have already been commissioned, bring them back ing recently. to their original design intent and operating/energy efficiency … large and complex. We have a metering system Continuous Commissioning - Ideal for facilities and a preventive maintenance program, but will still with building automation systems (BAS), advanced struggle with high energy costs and tenant com- metering systems, and advanced O&M organiza- plaints. tions. Types of Commissioning

Commissioning’s Objectives

Commissioning is intended to achieve the following specific objectives: Verification...

◆ ... that applicable equipment and systems are installed according to the manufacturer’s recommendations and to industry accepted minimum standards ◆ ... that applicable equipment and systems re- 12 ceive adequate operational checkout by installing contractors ◆ ... and documentation of proper performance of equipment and systems under various conditions ◆ ... of the proper interactions between systems and subsystems ◆ ... that systems and O&M documentation left on site is complete ◆ ... that the building’s O&M staff has been adequately trained.

commissioning specifications. ■ CxA works with installing contractors to verify start-up Installation/Construction and perform verification to ready systems and equipment ■ CxA gathers and reviews design for FPT. and project documentation. ■ CxA holds periodic commissioning meetings to integrate the Acceptance process and schedule into the ■ CxA directs and oversees overall construction project. installing contractors’ perfor- ■ CxA develops verification mance of FPT, observed by checklists and functional Owner’s selected maintenance performance test (FPT) forms. staff; deficiencies are reported. ■ CxA monitors construction ■ CxA validates building Testing progress. and Balancing (TAB) report ■ CxA works with the Owner to data. ensure selected maintenance ■ CxA directs and oversees staff members are given the installing contractors’ perfor- training opportunity of observing mance of equipment condition the installation and testing of acceptance testing, observed by specific systems for which they Owner’s selected maintenance will inherit maintenance respon- staff; deficiencies are corrected sibilities. and condition baseline data is Types of Commissioning

included in the final Commis- three-phase pump motor of a chiller sioning Report and O&M system). manual. ■ CxA works with installing For most equipment, the installing contractors to reschedule FPT contractors execute the checklists as needed when deficiencies on their own. The CxA requires that are present; corrections to the procedures and results be docu- deficiencies are verified by mented in writing and usually wit- CxA. nesses only the verification testing ■ CxA reviews and verifies of the larger or more critical pieces O&M manuals for complete- of equipment. Other components ness and applicability. are validated randomly by the CxA. ■ CxA oversees, Contractor conducts, and Owner coordi- Functional Performance Tests nates prescribed training for the Functional performance tests are a 13 O&M staff. series of tests of the function and operation (and sometimes, condi- Post-acceptance/Warranty tion) of equipment and systems us- ■ CxA prepares the Final Com- ing manual (direct observation) or missioning Report. monitoring methods. Functional per- ■ CxA conducts site visits to formance testing is the dynamic interview O&M staff on system testing of systems (rather than just performance. components) under full operation ■ Deferred and/or seasonal (e.g., the chiller pump is tested in- testing is performed. teractively with the chiller functions to see if the pump ramps up and Types of Testing Used down to maintain the differential pressure set point). Verification Checks Verifications checks are equipment Systems are tested under various inspections that ensure proper in- modes, such as during low cooling stallation and configuration. This or heating loads, high loads, compo- testing employs checklists to verify nent failures, unoccupied condition, that the equipment or system is varying outside air temperatures, ready for initial start-up (e.g., flex- fire alarm, and power failure. The ible conduit is connected, belt ten- systems are run through all the con- sion is correct, oil levels are trol system’s sequences of opera- adequate, labels are affixed, gauges tion, and components are verified to are in place, and sensors are cali- respond as the prescribed se- brated). Some verification checklist quences state. The CxA develops items entail the simple testing of the the functional test procedures in a function of a component, a piece of sequential written form, coordinates, equipment, or system (such as mea- oversees, and documents the actual suring the voltage imbalance on a testing, which is usually performed by the installing contractor or vendor. Types of Commissioning

In addition, seasonal functional per- warranties are still active and to es- formance tests may also be per- tablish the condition baseline for the formed, during which the installing ensuing maintenance program. contractor and/or CxA performs the functional performance test during Testing and Balancing (TAB) different seasonal weather condi- System testing and balancing may or tions. may not be included as part of the Functional performance test- commissioning (that is, the TAB ing determines the Functional performance testing also technicians may or may not work operating parameters of may include procedures for condi- for the CxA). However, validation equipment and systems, while tion acceptance testing. Condition of the TAB results by random spot condition acceptance testing acceptance testing uses condition checking actual output against the determines the physical hid- monitoring techniques, usually asso- den condition. documented TAB data normally will ciated with reliability centered main- be included in the commissioning 14 tenance, to identify latent process regardless of the TAB manufacturing, transportation, and contractor’s relationship within the installation defects that affect the commissioning team. condition of the equipment at the time of acceptance. Advantages

The most common techniques will ■ Commissioning leads to im- use vibration analysis to inspect for proved system performance by mechanical alignment and balance, ensuring that equipment and softfoot, and internal and bearing de- systems are properly designed, fects; infrared thermography to de- installed, maintained, and termine the presence of high optimized to work together. resistance and other problematic electrical connections; ultrasound to ■ Commissioning can reduce determine the presence of fluid change orders and improve (e.g., compressed air, steam, gas) contractor performance and leaks; lube oil analysis to determine awareness. Testing and monitor- the quality, condition, and appropri- ing make contractors more ateness of lubricating oils and their aware of the quality of their additives; and/or motor testing and work. electrical testing, where the condition of the insulation is of major im- ■ Commissioning can improve the portance. overall construction process and project turnover. The process Not all commissioning programs in- provides for better project clude condition acceptance testing. communication and enhanced However, there is no better time to conflict resolution. Commission- determine the physical hidden con- ing also provides for follow-up dition of the equipment (while func- site visits to address any prob- tional performance testing looks at lems that may occur after operating parameters) than as a project turnover. condition for acceptance while the Types of Commissioning

Double Checking the TAB Report

In a newly constructed health sciences laboratory and classroom facility at a major university, the CxA performed a random validation check of the testing and balancing contractor’s TAB report. Starting with a random check of 10% of the air registers, the CxA found an inordinate number of differences between the actual and TAB-recorded readings. The CxA increased the sample to 25% and found an even greater difference. Further investigation found that the TAB contractor failed to accurately test and balance the air and water system at all and fraudulently recorded made up numbers on the official TAB report.

The contractor paid heavily as a result. The TAB was re-performed correctly by a reputable contractor. The project acceptance was delayed for several weeks as a result of the required re-work. However, because of the CxA’s testing and verification, the Owner ended up with a fully and properly functioning and balanced HVAC system that would probably not have been realized until well after the facility became occupied, occupant 15 complaints drove a costly investigation, and payment had already been made for the original, fraudulent TAB work.

■ A reduction in TAB related to indoor air quality (IAQ). This construction/major renovation decreases mold-related prob- costs can occur because lems and “sick building” syn- systems and equipment are drome. Improved IAQ also more likely to be properly impacts the Owner’s liability balanced during start-up and relative to occupant health and verification checks. comfort and increases worker productivity. ■ Studies show that commissioned buildings typically save ■ Commissioning has been shown 10 to 20 percent of utility costs by the insurance industry to compared to similar non- reduce liability and losses commissioned buildings by related to fire and wind damage, working to ensure that system ice and water damage, power components operate together failures, professional liability, most efficiently. and health and safety. Reduced risk and liability can also ■ Commissioning saves energy increase the asset value of the and environmental emissions. It building. is a required factor for points toward Leadership in Energy ■ It is much easier and less and Environmental Design expensive to maintain a building (LEED) certification. that operates correctly than to maintain one that does not. ■ Commissioning ensures that a Designs that have been re- building is pressurized and has viewed for maintainability and correct fresh air changes for sustainability, and equipment Types of Commissioning

that has been installed and flow and air quality, and lighting tested properly and optimized levels to ensure that occupants for maximum efficiency, will are comfortable, safe, and experience fewer problems and productive in their work spaces. require less unscheduled O&M time. Disadvantages

■ Equipment condition-accepted ■ The first costs of commissioning during commissioning verifies are construed by Owners as the equipment condition prior to being high only to ensure that expiration of its warranties and the contractor’s work is of a provides a condition baseline for quality that he’s already con- the ensuing maintenance tracted to perform. There is little program. quantifiable data on the potential 16 cost savings (both energy and ■ Commissioning can extend operational) that the commis- equipment life and reduce sioning process will generate for warranty claims, leading to the specific, as-yet operational fewer warranty claims, service building. Nor is there any way to calls, reduced energy use, and benchmark in advance, energy reduced potential for cata- and operational performance in strophic equipment failure. the case of new construction (in which the “existing” conditions ■ Commissioning provides more do not yet exist). useful O&M condition baseline and performance data that is ■ There is no guarantee of specific to the systems and savings. The commissioning equipment installed. It details the process is designed to optimize way the equipment should be all building system and equip- operated, outlines preventive ment operations to meet the maintenance procedures and design intent; most of the schedules, and provides infor- savings occur through avoided mation on warranties, vendor costs. points of contact, and spare parts. ■ If a quality assurance program is already utilized by the A/E, ■ The maintenance staff is trained construction manager, and on site by observing the work as installing contractors, commis- it progresses as well as by sioning may be perceived to be formal instruction customized to redundant and/or confronta- the specific equipment and tional. systems installed. RETROCOMMISSIONING ■ Commissioning addresses common occupant concerns Retrocommissioning is a system- such as thermal comfort, air atic process for improving and opti- Types of Commissioning

mizing building performance. Retro- bring the building, its systems, and commissioning applies to exiting equipment back to its original design buildings that have never gone intent, this is not a requirement. The through any type of commissioning original design intent documentation or quality assurance process. Its fo- may be lost or no longer relevant. cus is usually on energy-using equipment such as mechanical equipment, The Retrocommissioning lighting, and related controls. Process Like commissioning, retrocommis- Retrocommissioning is not tied to a sioning is concerned with how specific new construction or reno- equipment, systems, and subsystems vation project, and therefore does function together, but it does not not necessarily follow the same pro- generally take a whole-building ap- cess as commissioning. proach to efficiency. The process 17 can identify and solve problems that Retrocommissioning typically fol- occurred at construction, but also lows a four-part process: addresses problems that have developed to this stage in the building’s 1. Planning life. And while the goal of - Identify project objectives. retrocommissioning may be used to - Decide which building

Type of Why? Who? When? How? Commissioning

Commissioning Ensure that the building Independent CxA Once, during new con- Verification and func- and its systems and hired by the Owner or struction or renovation tional performance equipment operate as the project Construc- testing designed tion Manager

Retrocommissioning Identify and correct Facility O&M staff or in- Once, in response to Diagnostic monitoring problems and optimize dependent CxA specific problems or to and functional perfor- performance establish a commission- mance testing ing program

Recommissioning Ensure that the building Facility O&M staff or in- Periodically as the Functional perfor- and its systems and dependent CxA building ages, or ongo- mance testing equipment continue to ing as part of the facility operate as designed, or O&M program meet current operating needs

Continuous Identify and correct Facility O&M staff or in- Ongoing as part of the Data monitoring and Commissioning problems and optimize dependent CxA facility O&M program trending performance Types of Commissioning

systems should be analyzed controls, and trending or electronic for improvements. data logging of pressure tempera- - Define tasks and assign tures, power, flows, and lighting lev- responsibilities. els and use.

2. Investigation In addition, both diagnostic monitor- - Determine how the selected ing and functional performance tests systems are supposed to are performed to determine tem- operate, or how they could peratures, critical flows, pressures, operate more efficiently. speeds, and currents of the system - Perform tests to measure components under typical operating and monitor how the conditions. Typical diagnostic moni- targeted systems currently toring methods employed include en- operate. ergy management control system 18 - Prepare a prioritized list of (EMCS) trend logging and stand- the operating deficiencies alone portable data logging. The found and recommended retrocommissioning process involves corrective actions. development of a diagnostic monitoring plan and functional perfor- 3. Implementation mance test plan, both including test - Correct operating deficien- forms. cies (highest priority to lowest). Advantages - Perform tests to verify proper and/or improved The advantages of retrocom- operation. misioning are nearly the same as those of commissioning: 4. Hand-off - Prepare a report of im- ■ Improved system performance provements made. - Provide training and docu- ■ Energy savings and optimal mentation on how to sustain energy efficiency (commission- proper and/or improved ing is a required factor for points operation. toward LEED-EB certification).

Types of Testing Used ■ Improved indoor air quality and reduced liability. The investigation phase of retrocommissioning involves review of current O&M practices and service contracts, spot testing of equipment and Types of Commissioning

■ Increased occupant comfort, process is designed to optimize safety, and productivity. building system and equipment operations to meet the design ■ Reduced O&M costs and intent or current building fewer service calls. requirements. There is no guarantee of savings, however ■ Extended equipment life and they are still a likely by-product reduced warranty claims. that occurs through avoided costs. ■ Increased system reliability. Based on three years of data, ■ There is a significant up-front a demonstrable 10-percent reduction in energy use quali- ■ Increased O&M training and workload when performing fies for 1 LEED-EB point; a improved documentation. retrocommissioning for the first 20-percent reduction qualifies time. Documentation, including for 2 points; and a 30-percent In addition, a retrocommissioning diagnostic test forms and reduction qualified for 3 19 program can result in increased in- functional performance test points (maximum) terest in facilities improvement and forms, that does not exist on site asset management at all levels. must be compiled and/or Commissioning can also comple- developed. ment an ongoing facilities management process improvement RECOMMISSIONING program. Recommissioning refers to com- Disadvantages missioning of an existing building that has already gone through the Retrocommissioning and commis- commissioning process. Why the sioning also share many of the same need to commission again, particu- disadvantages: larly if the building was commissioned during its construction or a ■ The first costs of retrocom- recent major renovation? Recom- missioning may be considered missioning provides additional op- by the Owner to be high and portunities to improve facility unaffordable since it usually efficiency and addresses issues that must compete with other may have arisen since the original priorities from the facility’s commissioning, such as: operating budget. To counter this perception, retrocommis- ■ Changes in the purpose or sioning should be “sold” to occupancy of the facility that Management as a profit center have occurred since the building by demonstrating estimated was first commissioned. energy, maintenance, and productivity savings that will ■ Changed building configurations result. and occupancy patterns since the building was first commis- ■ Savings may not be the primary sioned (e.g., is an original focus. The retrocommissioning laboratory now being used for Types of Commissioning

storage or conference room ten are the source of the biggest op- space?). erational problems and are thus likely to produce the biggest cost ■ New higher efficiency systems savings. Results of testing are docu- and equipment that have mented, and recommendations for become available since the improving performance are imple- building was first commissioned. mented.

■ Persistent high energy costs The Recommissioning despite efforts made to monitor and control energy consumption Process and demand. During recommissioning, the tests that were performed during the ■ Equipment and systems that do original commissioning are per- 20 not operate optimally, or too formed again, with the goal of en- often fail, despite a strong suring that the building is operating facility operations and mainte- as designed or according to newer nance program. operating requirements. The development of new project documenta- ■ Technologies are now available tion and testing procedures and When was the last major that improve energy and opera- forms is not required. However, equipment change-out? Is tional efficiency, but there is existing equipment relatively these documents can be updated if little or no money programmed new, or at the end of its use- the building and its systems and ful life? Is a major renova- in the capital improvement equipment have changed dramati- tion on the horizon? These budget. cally since the original commission- questions will help you de- ing. cide whether or not your fa- ■ Federal statute, Executive cility can benefit from Order, or other requirement Recommissioning can be undertaken existing building commis- mandates that efforts be taken as an independent process in re- sioning. to achieve better energy and sponse to a specific requirement or water savings and healthier concern (such as those listed indoor environments. above), or periodically scheduled as part of the building’s operations and ■ National recognition for energy maintenance program. In general, and emissions reduction is being the more substantial changes that a sought through the LEED-EB facility goes through, the more often Green Buildings program. it should be recommissioned if a continuous commissioning program Like commissioning, recommission- is not in place. If there are no ing involves functional performance known substantial changes to the fa- testing of most or all major building cility and its operation, it is recom- systems including HVAC, building mended in general that the facility automation, lighting, life safety, and be recommissioned every 3-5 years. conveyance. Mechanical systems operation and controls are most An independent CxA can be hired to closely scrutinized because they of- perform recommissioning, or the fa- Types of Commissioning

cility O&M staff can use the existing test forms to perform recommis- Advantages sioning in house. In addition to the advantages listed Types of Testing Used under commissioning and retrocommissioning, recommissioning Recommissioning starts with: also provides the following:

■ Site observation; ■ Periodic recommissioning can ■ Interviews with occupants; contribute to the persistence of ■ Analyses of energy metering commissioning savings and data (if available); benefits, and will ensure that the ■ Review of current O&M building and its equipment and practices and service contracts; systems remain in compliance ■ Spot testing of equipment and with original design intent. 21 controls; and ■ Trending or electronic data ■ Recommissioning affords logging of pressure, tempera- facility managers the opportu- tures, power, flows, and lighting nity to update building, system, levels and use to determine and O&M documentation and current conditions (this replaces to modify the design intent, if verification checks). necessary, to reflect changes in building requirements. Recommissioning then uses the same functional performance test ■ Functional performance test forms that were developed during forms have already been the initial commissioning process to developed and are ready for test systems dynamically under full use. operation. Systems are tested under various modes, such as during low ■ Recommissioning can increase cooling or heating loads, high loads, O&M knowledge and skills in component failures, unoccupied diagnosing operating problems conditions, varying outside air tem- and determining and implement- peratures, fire alarm, and power ing corrective strategies. failure. The systems are run through all the control system’s se- ■ Recommissioning can identify quences of operation. Components problems not readily apparent are checked for their responsive- due to long-term storage of ness to the prescribed sequences equipment, such as breakdown and validated. of dielectrics, degraded fluids, failed batteries, leaking seals, Unlike commissioning, the bulk of and flattened bearings. the functional performance testing performed during recommissioning Disadvantages may be carried out by the building O&M staff. ■ Recommissioning may be an Types of Commissioning

occasional event and may take Continuous commissioning requires place many years after the initial benchmarking of energy use using commissioning, depending on the available installed building automa- level of Management support tion systems and metering equip- and the availability of funds. ment. Data are continuously gathered and compared against the ■ Recommissioning is often benchmark to measure building effi- implemented only in response to ciency and ensure that equipment breakdowns in equipment or and systems operate at optimal lev- systems, and not as a proactive els throughout their useful lives. tool to ensure building performance optimization. While continuous commissioning is closely related to (and often inte- ■ Recommissioning should not be grated into) a facility operation and 22 used as a substitute for major maintenance program, it goes be- equipment change-out or yond O&M to ensure that the build- systems redesign that may, in ing and systems operate optimally to fact, be required. meet current requirements, evaluating both building functionality and ■ There is a risk of facility equipment and system functions. Management adhering to an outdated design intent rather Continuous commissioning can be than updating the design intent provided by a qualified third party for a building’s current require- CxA, or by well-trained members of ments. the O&M staff.

CONTINUOUS The Continuous Commis- sioning Process COMMISSIONING Continuous commissioning is accom- Continuous commissioning, like plished in two phases: project devel- retrocommissioning, is a systematic opment, and implementation and approach to identifying and correct- performance verification. During ing building system problems and op- project development, the CxA or timizing system performance in O&M team screens potential project existing buildings. Any similarities targets, performs a project audit, and between the programs end there, develops the project scope. however. Continuous commissioning is distinct because its primary focus During the second phase, the CxA is on ensuring the persistence of or O&M team: building systems optimization. It is an ongoing process for existing ■ Develops the commissioning buildings employed to resolve oper- plan and forms the project team ating problems, improve building ■ Develops performance comfort and safety, optimize energy baselines use, and identify retrofits. ■ Conducts system measurements Types of Commissioning

Retrocommissioning, Recommissioning, Continuous Commissioning… I’m Confused!

All three terms apply to commissioning of existing facilities, and all three aim to improve operating performance, energy efficiency, and occupant comfort and safety. Here’s how they’re different:

Retrocommissioning

◆ A one-time event ◆ The building has not been previously commissioned ◆ May or may not adhere to building’s original design intent ◆ Utilizes diagnostic monitoring and functional performance tests Recommissioning 23

◆ A one-time, periodic, or occasional event ◆ The building has been previously commissioned ◆ Adheres to building’s original design intent ?? ◆ Utilizes previously developed functional performance tests Continuous Commissioning

◆ Continuous monitoring with assessments performed at least quarterly ◆ The building may or may not have been previously commissioned ◆ Does not adhere to building’s original design intent – is concerned instead with trending relative to a baseline and optimizing performance to meet current requirements ◆ Utilizes building automation system and/or metered energy trend data and/or condition acceptance tests

■ Develops and implements operation and operating and energy proposed commissioning trends periodically to identify any measures and problems and to develop improved ■ Measures, verifies, and docu- operation and control schedules. ments improvements and Energy data is reviewed at least operational and energy savings. quarterly to identify the need for another commissioning tune-up. If An important distinction in this form building energy consumption has in- of commissioning is that the process creased, or if the performance effi- is continuous: steps are taken to ciency of building equipment and maintain the improvements to occu- systems has decreased, the CxA or pant comfort and safety, operational O&M staff performs an evaluation, efficiency, and energy efficiency develops measures to restore the that have been achieved. The CxA building energy and operational per- or O&M staff review the system formance, and implements the mea- Types of Commissioning

sures. Ongoing follow-up (at least commissioning. The process quarterly) is essential to guarantee stresses gathering and analyzing the persistence of savings and high considerable data on occupancy levels of energy and operational effi- patterns and building operation. ciency over time. Instead of making sure the systems work as designed, Types of Testing Used continuous commissioning ensures that systems run as Apart from site observation and in- efficiently as possible and terviews with occupants, the bulk of produce optimal occupant continuous commissioning testing is comfort for current conditions. a combination of analysis of metered This results in significant savings and recorded energy data and of if the system, as designed, has condition monitoring. Condition poor efficiency or a negative 24 monitoring is one aspect of reliability impact on occupant comfort. centered maintenance (RCM) and is common to advanced preventive ■ Continuous commissioning is maintenance programs. It differs proactive and can identify from functional performance testing operational problems associated (common to the other types of com- with long-term storage of missioning) in that it concentrates on equipment that are not readily the current and predictive condition apparent, such as the break- of the equipment, rather than on the down of dielectrics, degraded output parameters and perfor- fluids, failed batteries, leaking mance relative to its design and in- seals, and flattened bearings. tent. ■ Whether the continuous com- Advantages missioning program is led by a third party CxA or implemented ■ Persistence of benefits of the by the facility O&M staff, staff commissioning process is the skills will inevitably increase as most obvious advantage to a result. The O&M staff gains continuous commissioning. The knowledge and skills in diagnos- process focuses on finding ing operating problems and sustainable engineering solutions determining and implementing based on engineering principles corrective strategies. to address problems with building operation, energy ■ The energy and cost savings efficiency, and/or occupant resulting from continuous comfort and safety. An added commissioning measures can be benefit is a usual decrease in used for major systems and O&M workload and costs. equipment upgrades. Continuous commissioning has first costs ■ Superior operational, energy, associated with the training of and comfort performance is the the O&M staff and the one-time ultimate goal of continuous cost of installing a building Types of Commissioning

automation/energy management intensive facilities, because a control system or system sophisticated energy manage- metering capability. Once these ment or metering system can costs are covered, future also be used for load control savings from operational and other energy management measures can be applied to the applications. installation of energy conservation measures and other ■ Continuous commissioning is authorized capital improve- most effective, and most cost- ments. In addition, the continu- effective, when implemented in ous commissioning process a facility that already has in identifies efficiency measures, place a preventive maintenance reducing the need for additional program and a highly skilled and audits and engineering analysis trained O&M staff. Lacking when programming for major this, costs will rise to bring in a 25 retrofits. qualified CxA to perform the continuous commissioning Disadvantages activities and/or to train the existing O&M staff on continu- ■ Continuous commissioning does ous commissioning approaches not consider design intent – and tests. High O&M staff how were the installed equip- turnover is also a barrier. ment and systems intended to However, the cost of training operate? Facility uses and O&M personnel can also be a occupancy change over time, wise investment, particularly in and it is possible that the design larger, more complex, and more intent is obsolete. It might be energy-intensive buildings. beneficial to revise the design intent and use it as a guiding document for O&M; in continu - ous commissioning, there is no such guide to building opera- References tions. 1. Continuous Commissioning Guidebook: Maximizing Building ■ The installation of a building Energy Efficiency and Comfort, Liu, Mingsheng, Ph.D., P.E., et. automation system (BAS), al., October 2002. energy management control 2. It’s Time to Shake Out the Mothballs in Your Mission-Critical Fa- system (EMCS), or other cility, Soroka, Joe, Comminique (online newsletter of AFCOM), metering system is required for March 2004. the monitoring and verification 3. A Practical Guide for Commissioning Existing Buildings, Haasl, that is essential for tracking the Tudi and Terry Sharp, April 1999. persistence of engineering 4. Retrocommissioning Handbook for Facility Managers, Portland measures. This can be cost Energy Conservation, Inc., March 2001. prohibitive to smaller facilities. It can also be a good invest- 5. Whole Building Design Guide, General Services Administration, ment for larger, more energy- available at www.wbdg.org. Types of Commissioning

BEST PRACTICES will help you decide whether or not your facility can benefit ■ Carefully consider the short- from existing building commis- and long-term plans for your sioning. facility. When was the last major equipment change-out? Is ■ Continuous commissioning adds existing equipment relatively to your O&M costs, but can be new, or at the end of its useful a good investment in large, life? Is a major renovation on complex, and energy-intensive the horizon? These questions buildings.

26 STUDY QUESTIONS 1. What type(s) of commissioning would you consider suitable for your facility?

2. For new construction or major renovation projects, at what phase of the project should the commissioning process ideally start?

3. Under what circumstances would you consider including subject matter experts on the commissioning team?

4. Does commissioning replace or reduce the contractor’s Quality Control responsibilities?

5. What are the primary objectives of commissioning?

6. Explain the differences between verification testing, functional performance testing, and condition acceptance testing.

7. Explain the major differences between new building commissioning, retrocommissioning, recommissioning, and continuous commissioning.

8. What is the relationship between any of the forms of commissioning and energy savings?

9. How would you describe the value of commissioning to the Owner? Building occupants and users? The operations and maintenance staff? Why Commission?

Chapter 3 Why Commission?

o better understand the it fit” are not uncommon. Equip- benefits of commission- ment literally may self-destruct. ing, consider how much T buildings and their sys- The consequence of most un- tems have changed over the last commissioned buildings is that the 27 couple of decades. Control systems O&M staff inherits systems ripe have become highly complex with with problems and inefficiencies. the migration from pneumatic to di- An un-commissioned building rect digital control systems; with may not operate correctly, and more sophisticated building manage- without essential O&M informa- ment system (BMS) hardware and tion, training, and baseline data, software; and with automatic the O&M staff likely cannot re- valves, dampers, actuators, and sen- spond adequately to occupant sors. New technologies have been complaints. They respond to introduced for life safety and secu- problem symptoms rather than rity systems. Buildings must operate correcting root causes. Automated “If you always do what you’ve always done, you’ll always get with optimal energy efficiency. In- systems become bypassed and what you’ve always got; door air environments have taken overridden. Occupants very quickly Change makes change.” on a new importance with regards settle on low expectations and be- to mitigation of mold, mildew, and come sensitized to (or very vocal Anonymous new product emissions as they af- about) the poor building environ- fect occupant health, comfort, and ment, which deteriorates steadily. productivity. Energy efficiency suffers, and building performance falls short of the Commissioning also has long-term Owner’s expectations. These costs repercussions on maintainability. are high and well above those for Systems may not be installed, ad- commissioning. justed, and integrated to operate optimally. They may be installed with A team from the Lawrence Berke- latent manufacturing, transportation, ley National Laboratory, Portland and installation defects. Systems Energy Conservation, Inc., and the designed and installed with struc- Energy Systems Laboratory of tures that amplify destructive natu- Texas A&M University set out to ral harmonics, that get damaged quantify the actual costs and im- during transport, and that were det- pacts associated with commission- rimentally modified on site to “make ing1 . The Cost-Effectiveness of Why Commission?

In this Chapter ◆ Commissioning Costs and Return on Investment ◆ Cost Benefits of Commissioning ◆ Barriers and Management Buy-in ◆ Impact on Facility Operations and Maintenance ◆ Impact on Energy Consumption ◆ LEED Certification ◆ Best Practices

Commercial-Buildings Commis- overall HVAC system. The sioning analyzed results from 224 median cost per building was 28 buildings across 21 states and in- about $34,000 for commissioning volved 30.4 million square feet of (or $0.27/sf) and resulted in commissioned floor area (73 percent savings of about $45,000 in existing buildings and 27 percent (median) per year or ($0.27/sf/ in new construction). Some results yr). Energy cost savings result- were surprising: ing from the retro-commissioning are estimated to be about ■ Among 85 existing buildings in 15-percent with a simple the study that were being retro- payback time of 0.7 years. commisioned for the first time, 3,500 deficiencies were found. ■ Deficiencies are expected in Approximately 85% of the older facilities that may have deficiencies found related to the outdated, inefficient equipment

1 Excerpt from Mills, E., et.al. Existing Buildings New Construction Sample Sample Size Size

No. of Deficiencies Identified 3,500 85 3,305 35

Commissioning Cost ($1,000) 34 74

Commissioning Cost ($/sf) 0.27 102 1.00 69

Total Savings ($1,000/yr) 45 3

Total Savings ($/sk/yr) 0.27 100 0.05 33

Whole Building Energy Cost Savings (Median %) 15 74 Not Available

Simple Payback Standardized to U.S. Energy Prices (Yr) 0.7 59 4.8 35 Why Commission?

and systems. But the study also malfunctioning equipment, and de- found significant room for ferred maintenance have a host of improvement in new construc- ramifications, ranging from equip- tion projects. Among 35 new ment failure to compromised indoor construction projects analyzed, air quality and comfort to unneces- the commissioning process sarily elevated energy use or under- uncovered 3,305 deficiencies. performance of energy strategies. Deficiencies with the air The “newness” of a building does handling and distribution were not guarantee fewer deficiencies, as most common, followed by the study demonstrates. lighting, and HVAC combined heating and cooling plant. For a The most frequently cited barrier to median cost of $74,000 per new widespread use of commissioning is building (or $1.00/sf), estimated decision-makers’ uncertainty about savings were calculated at its cost-effectiveness. But because 29 about $3,000/year (or $0.05/sf/ deficiencies are common in both yr) with a simple payback time new construction and existing build- of about 4.8 years because ings, the bigger financial cost may most new construction projects come from not commissioning your emphasized a small number of building. corrective measures rather than a whole-building effort that is COMMISSIONING COSTS characteristic of existing building retro-commissioning. In AND RETURN ON INVEST- addition to energy savings, owners in the study reported MENT other benefits such as increased Based on their study, the Lawrence productivity and safety, better Berkeley National Laboratory team indoor air quality and thermal was able to quantify the average comfort, longer equipment life, cost of commissioning as previously and a reduction in change presented: orders and warranty claims.

As these results show, commission- Retrocommissioning of Existing ing can be viewed as invaluable to Buildings detecting and correcting deficien- ■ Cost of commissioning: $0.27/ cies in both new construction/major square foot renovation projects, and in existing ■ Whole-building energy savings: buildings. Deficiencies such as de- 15 – 20 percent sign flaws, construction defects, ■ Payback time: 0.7 year

1 Mills, E. et al. (2004) The Cost Effectiveness of Commercial Building Commissioning: A Meta-Analysis of Energy and Non-Energy Impacts in Existing Buildings and New Construction in the United States. (http:eetd.lbl.gov/ emills/pubs/cx-costs-benefits.html) Why Commission?

BOMA cost data for office buildings New Construction/Renovation suggest that commissioning can save Commissioning energy from 20-percent to 50-percent and additional maintenance ■ Cost of commissioning: $1.00/ savings from 15-percent to 35-per- square foot (0.6 percent of total cent. construction costs) ■ Whole-building energy savings: The study found that commissioning N/A is cost-effective for both existing ■ Payback time: 4.8 year buildings and for new construction, across a range of building types, Whole-building energy savings data sizes, and energy use. The more is not available for new construction complex the building and its systems, commissioning, as there is no bench- the more cost savings commission- mark upon which to measure energy 30 ing can achieve. use before commissioning is applied to the project. Commissioning costs vary more according to the complexity of the sys- The Portland Energy Conservation, tems, number of pieces of Inc. (PECI) studies indicate that on equipment, and objectives or scope average the cost of operating a of the project rather than by building commissioned building range from 8 type. The following graph developed percent to 20-percent below that of by the Portland Energy Conserva- a non-commissioned building.

Benchmark Commissioning Costs by Facility Type

Specialty – Very complex facilities; laboratory; prison; mission control center

$3.00 Complex – Moderate plus most of floor area in complex systems; hospitals; clean rooms; non-HVAC systems included, such as Security, communications; t

o involves high cost travel and cost of living areas o f re

a Moderate - More complex office, classrooms with some laboratories; u

q buildings with Building Automation Systems; more control strategies; fewer s packaged equipment; more systems such as fire, emergency power, envelope $/ n i $2.00

st Simple – Office buildings, classrooms, packaged equipment and o controls; common systems; fewer pieces of equipment C g in on

si Specialty is m

Com $1.00 Complex

Moderate

Simple

$0.00

50 100 200 300 400 500 600

PECI 2000 Floor Area in Thousands of Square Feet Why Commission?

tion, Inc. (PECI) in 2000 illustrates technologies are becoming the effects of building size and com- increasingly more complex and plexity on the cost of commission- energy efficient. But increased ing. system performance will not be realized unless equipment and For new construction and major systems are properly designed, renovation projects, there is typi- installed, maintained, and cally a three- to five-percent contin- optimized to work together in gency budget for problems that may an integrated fashion. arise during construction; commit- ting part of this contingency budget ■ Energy savings – Studies to commissioning up front is a smart show that commissioned move to decrease overall costs re- buildings typically save 10 to 20 lated to construction deficiencies percent of utility costs com- and to ensure a more efficient build- pared to similar non-commis- 31 ing as an end product. sioned buildings by working to ensure that system components The recognized rule-of-thumb used operate together most effi- in the construction industry to esti- ciently. In particular, properly Commissioned buildings typi- mate return on investment is a $3 optimized HVAC and control cally save 10 to 20 percent of savings for each $1 spent on com- systems often lead to the utility costs compared to simi- missioning. (More complex facilities greatest energy savings. In lar non-commissioned build- such as laboratories and hospitals, contrast, the lack of a commis- ings. may have greater return on invest- sioning program may lead to ment ranging from $3 to $11 for under-performance of energy- each dollar spent on commissioning. efficient equipment.

Commissioning provides short- and ■ Improved thermal comfort – long-term benefits, so the process Commissioning helps ensure should be viewed as an investment thermal comfort. It provides for rather than an expense. In terms of acceptable levels of tempera- total cost of ownership, it is impor- ture and humidity, air movement tant to consider equipment life-cycle and ventilation, and the ability costs and energy efficiency in addi- for occupants to modify condition to the acquisition or first cost of tions. It provides a better work building equipment and systems. environment with fewer occupant complaints and enhanced COST BENEFITS OF productivity. COMMISSIONING ■ Extended equipment life and reduced warranty claims – The following benefits are common Commissioning optimizes for all types of commissioning: equipment and systems from day one, meaning fewer ■ Improved system performance – Building systems and Why Commission?

warranty claims, service calls, specific to the systems and reduced energy use, and equipment installed, details the reduced potential for cata- way the equipment should be strophic equipment failure. operated, outlines preventive Commissioning ensures that maintenance procedures and equipment that is properly schedules, and provides infor- calibrated, and provides training mation on warranties, spare and documentation to O&M parts, and vendors. In addition, staff that will help achieve commissioning and particularly extended equipment life. condition acceptance data provide a baseline against which ■ Increased training for build- the ensuing maintenance ing O&M staff – This is of program can be compared and particular importance given the trended. 32 increasingly complex controls, building management systems, ■ Renewed interest in more and energy management closely monitoring facilities systems being installed in maintenance and physical today’s buildings. Inadequate assets – The commissioning training can lead to sophisticated process requires a commitment controls and management of internal resources even if the systems being shut off, by- program is outsourced to a passed, and/or not properly commissioning provider. The programmed and calibrated, required program and team reducing the energy savings, building can be a catalyst for an safety, and operational efficien- increased interest in facilities cies they were designed to improvement and asset manage- provide. ment at all levels. Commission- ing can also complement an ■ Improved O&M documenta- ongoing facilities management tion – Commissioning provides process improvement program. more useful O&M data that is ■ Increased occupant comfort, safety, and productivity – If a building is designed to use 20-percent outside air to meet Commissioning addresses IAQ code requirements, less outside air could result in the common occupant concerns building being negatively pressurized. This can be condu- such as thermal comfort, air cive to mold growth, cause occupants to become sick, affect flow and air quality, and lighting productivity, and subject the building to excess energy use. If levels to ensure that occupants outside air is greater than the prescribed 20-percent, an ex- are comfortable and safe in their cessive amount of energy will be used with consequential work spaces. This can lead to higher energy costs. Commissioning can ensure that a build- enhanced worker productivity, ing is both efficient and healthy by verifying the functionality of fewer sick days, and a higher the control system and the responsiveness of each of its as- building resale value. Equipment sociated devices. and systems that are installed Why Commission?

Conventional MEP Design MEP Design with Commissioning

◆ Component driven ◆ Integrated

◆ Focused on compliance ◆ Focused on systems and equipment with codes and standards optimization in addition to codes and standards compliance

◆ Based on first cost ◆ Based on life-cycle cost in addition to first cost

and calibrated properly are also Equipment that has been less likely to break down and installed and tested properly and 33 potentially injure O&M staff. optimized for maximum efficiency will experience fewer ■ Improved indoor air quality problems and requires less – Commissioning ensures that a unscheduled O&M time. The building is pressurized and has complete and accurate building correct fresh air changes for documentation that commission- indoor air quality, which de- ing provides will expedite creases mold-related problems maintenance troubleshooting. and “sick building” syndrome. It The training provided to O&M can decrease energy costs as staff will increase skill levels well. and staff effectiveness.

■ Reduced liability – Any ■ Incentives – Commissioning measure that decreases insur- has the potential to qualify ance losses contributes to the buildings for utility program bottom lines of both the insurer rebates and other Federal and and the insured. Commissioning State incentives. The Federal has been shown by the insur- Energy Management Program ance industry to reduce losses (FEMP) and organizations such related to fire and wind dam- as NYSERDA often provide age, ice and water damage, seed money and financial power failures, and health and assistance to those Agencies safety. Reduced risk and seeking to commission their liability can also increase the new or existing building. asset value of the building. ■ Special laboratory pressur- ■ Reduced O&M costs – It is ization and features – Labora- much easier and less expensive tories are comprised of many to maintain a building that systems and subsystems bound operates correctly than to together in complex ways to maintain one that does not. provide required airflows and Why Commission?

pressurization. Many air sys- provides increased project tems operate around-the-clock communication and enhanced resulting in high operating conflict resolution. Project energy costs. Consequently, turnover includes all functional simple adjustments can yield test forms, O&M and systems large savings. More importantly, documentation, warranty negative or positive pressuriza- information, and evidence of tion is used to control the airflow training activities. Commission- to protect worker health and ing also provides for follow-up safety and the environment. site visits to address any prob- Commissioning provides Commissioning will check and lems that may occur after short- and long-term ben- validate the actual pressure project turnover. efits; the process should be gradients against the design viewed as an investment intent documentation as well as ■ Decreased testing, adjusting, 34 rather than an expense. the functional performance of and balancing (TAB) costs – interlocking systems to ensure A reduction in TAB costs can the pressurization is maintained occur because systems and if part of the system fails or is equipment are more likely to be turned off. working properly during start-up and verification checks. This The following benefits can be allows the TAB contractor to achieved in addition to those listed proceed uninterrupted. above for new construction commissioning: It is much easier to quantify the costs associated with commissioning ■ Reduced change orders and than to track and quantify the ben- improved contractor perfor- efits. Benefits such as improved en- mance and awareness – ergy performance, extended Change orders are reduced equipment life, improved indoor air because many problems and quality, and reduced O&M costs, for deficiencies are detected example, cannot be quantified easily. through the commissioning However, these factors can lead to process prior to functional significant cost if not adequately ad- performance testing. The dressed (which is what commission- process provides a mechanism ing is designed to do): to correct problems and deficiencies before project turnover, ■ Lost productivity during a thereby saving Contractor systems power failure. warranty callbacks. Testing and ■ Construction delays due to monitoring make contractors increased change orders. more aware of the quality of ■ Litigation due to poor indoor air their work. quality, leading occupants to get sick. ■ Improved construction process and project turnover The potential cost of each of these – Commissioning done properly examples (and many others) cannot Why Commission?

be quantified, but could be very 3. There is not a sense of “need” large indeed. for commissioning services. On new construction, quality BARRIERS AND MANAGE- assurance support is already being provided by the design MENT BUY-IN and construction teams, and in existing facilities, established Commissioning is often viewed by O&M programs should be able building decision makers as an to detect and correct problems added cost. If commissioning was without a commissioning free of charge, it would most likely process. The Federal Govern- be easily adopted by facility owners ment’s new emphasis on LEED and operators across the board. But certification for new and cost is just one barrier to adoption existing buildings, which re- that the commissioning process quires commissioning, is begin- 35 faces. Common barriers include: ning to increase its sense of importance. 1. The first costs associated with commissioning are viewed by 4. If a building already went Owners as being relatively high through the commissioning ($0.27/square foot for an process during new construction existing building; $1.00/square or a recent major renovation, foot for a new construction there is a feeling of no addi - project). However, there is little tional benefit from repeating quantifiable data in advance on that process. This attitude fails the potential cost savings (both to realize that buildings, occu- energy and operational) that the pants, and missions change over commissioning process will time, and any impact on the generate. design intent can impact the equipment’s and system’s 2. There is no guarantee of efficiency. savings – The commissioning process does not necessarily 5. The funding source is often a have cost savings as its primary barrier to commissioning new objective. It is designed to construction. Capital funding, if optimize all building system and it does not have a line item for equipment operation to meet the commissioning, is concerned design intent (commissioning) or with delivering a finished project current building requirements (retrocommis-sioning). The bulk of the actual cost savings achieved through commission - Best Practice: “Give me your worst facility – I will make it work.” ing is a by-product in the form Tells the Owner that if you can correct its’ deficiencies and im- of avoided costs. prove its’ efficiency, then you could do wonders with everything else. Why Commission?

on time and within budget. If 1. Start with a pilot project, commissioning is included, it either a retrocommissioning often gets value-engineered out project with a set of desired with little regard for the impact goals (i.e., to improve the on maintenance after final building indoor air quality), or a acceptance and turn over. commissioning process tied to a Meanwhile, the O&M and planned renovation. A single facility staff inherit a building pilot project will allow changes that may be problematic for its identified through the commis- lifetime. sioning process to be monitored, verified, and its benefits realized Approaches and communicated to Manage- ment. Consistent commissioning In addition to outlining the benefits to approaches and documentation 36 be achieved through the commis- can then be developed for use sioning process, some approaches on subsequent projects. for overcoming barriers and obtaining Management buy-in are sug- 2. Develop a methodology for gested: analyzing the costs and

So What are the Pitfalls? Some True Experiences:

◆ A university in Washington state contracted for a commissioning consultant but needed to redi- rect significant resources from an in-house staff to bring the building’s systems on line. Facilities management staff found the CxA to be non-responsive and troublesome. They support commissioning to this day, but “not consultants who don’t know what they’re doing and don’t deliver value added to the process.” ◆ The contractor for a new 180,000 SF facility in Idaho found a subcontractor adding $6,000 to his bid because of the CxA oversight. The contractor was amazed that the subcontractor added extra money to get the job done right! Does that mean that $6,000 can be deducted from his bids if quality is not an issue? If the job is done right the first time, there is no added cost. Commission- ing may even increase profits by reducing warranty callbacks. ◆ On a major renovation project, true commissioning was never fully completed because the: - Owner wanted to move in and start operations - Contractor wanted to get done and off site at the least cost - A/E wanted to close the job - Specifications were weak and - “Punch List” became a “To Do” list for the maintenance staff The ultimate effect was that the O&M staff had to divert resources from its preventive maintenance program to correct deficiencies that should have been corrected as part of commissioning acceptance. Why Commission?

benefits of the commission- 5. For existing buildings, integrate ing process throughout the life the commissioning program of the project. This methodol- into the facility’s overall ogy should identify and record operations and maintenance deficiencies that are found program (continuous commis- using the commissioning sioning). process and estimate the cost avoidance associated with 6. For existing buildings, prepare correcting each deficiency. a comparison of facility operating and energy costs 3. Keep a thorough record of with similar buildings in the costs avoided by identifying area (close to or same age, use, problems using the commission- and square footage). A commis- ing process. Avoided costs to sioning program may be an consider include repair, replace- easier sell and support if similar 37 ment, installation, design, buildings have lower operating energy, depreciation, mainte- and energy costs. nance, revenue loss, and productivity loss. Base cost 7. Stress the importance of avoidance estimates on the best persistent benefits when data available, and be conserva- addressing the need for recom- tive in how the data is applied . missioning. Subsequent changes Wildly inflated cost savings in facility use or tenancy may work against the goal of require a revision in design establishing a consistent, long- intent. The addition of increas- term commissioning program by ingly complex energy and making savings seem unattain- building management systems able. may require additional O&M documentation and training. 4. Integrate the commissioning Setpoints and operating cycles program with the facility’s may have been modified by overall energy management facility O&M staff and/or program. Commissioning occupants since the time the benefits energy management by facility was last commissioned. ensuring and optimizing the performance of energy effi- IMPACT OF FACILITY ciency measures and by correcting problems that cause OPERATIONS AND higher than necessary energy use. The energy management MAINTENANCE program provides benchmarking Systems and equipment that are of energy consumption and properly installed and calibrated, and demand that makes the impact fully optimized to work together, will of commissioning activities easy be easier for a facility’s O&M staff to quantify during measurement to maintain. This is one commission- and verification. Why Commission?

Approaches for Quantifying the Benefits of a Commissioning Program

It is difficult to project in advance what cost savings will result from implementing commissioning in a new construction/renovation project or in an existing facility. There are several methods to employ during the course of the project, however, that will allow you to calculate operational and energy savings when the project is complete. These methods include:

◆ Collect building data and define Key Performance Indica- 38 tors (KPI) at the outset to pre-define measurement and performance goals. ◆ Establish a metering system in the building to measure energy use. (A metering system has the added benefit of providing an automated exception report if systems are out of tune.) If this is not feasible, use utility bills (previous 12 months) to establish an energy use baseline. ◆ Use an energy simulation program (such as DOE2, Trane TRACE, Carrier HAP, BLAST, Energy Plus) to quickly organize and evaluate results gathered during measurement and verification. ◆ Establish an automated maintenance tracking system that will provide data pre- and post-commissioning on service calls, failure reports, maintenance schedules, etc. ◆ Develop a methodology that tracks the deficiencies that are found using the commissioning process and estimates the cost avoidance associated with correcting each deficiency. Include costs related to repair, replacement, installation, design, energy, depreciation, maintenance, revenue loss, and productivity loss. ◆ Compare maintenance hours, operations cost, and energy use data in the commissioned building or affected area with the same data from a similar, but un-commissioned, facility. In the case of an existing building, compare the same data in the same building or affected area, but before and after the retro- or re-commissioning. (Be careful not to compare costs alone, as cost increases, such as increased energy tariffs, may skew the comparison results.) Develop an internal report that summarizes cost and benefit data, or have the CxA include the data in the final Commissioning Report. Information gained through these methods will allow you to model potential operational and energy savings on subsequence commissioning efforts. Using this approach will facilitate powerful historical data and allow each project to be evaluated in a value-based manner. Why Commission?

A 2004 study conducted by Cornell University correlated worker productivity with indoor environmental conditions. It found that workers produced 74-percent more mistakes and 46-percent less output based on temperature alone when the temperature fell from 77oF to 68 oF. The study estimated that the decreased productivity resulted in a 10-percent increase in labor costs per worker, per hour. “Our ultimate goal is to have much smarter buildings and better environmental control systems in the workplace that will maximize worker comfort and thereby productivity,” the professor overseeing the study said. Commissioning by its nature supports that goal and optimizes those very systems. (source: http://ergo.human.cornell.edu/ CUEHEECE_IEQDown.html)

ing benefit that can profoundly im- such baselines, which include the pact the O&M staff. Commission- following performance metrics: ing does require input and effort 39 from the O&M staff. Most of the ■ System Capacity (actual benchmarking and maintainability operation compared to full issues associated with commission- system utilization of plant or ing are addressed throughout the equipment) commissioning process during initial ■ Work Orders Generated and planning, design reviews, verifica- Work Orders Closed Out tion inspections, functional perfor- ■ Preventive Maintenance mance, condition acceptance Backlog testing, and training. The O&M ■ Safety Record staff’s effort during commissioning ■ Energy Use revolves around providing input and ■ Inventory Control feedback as the project progresses, ■ Overtime Logs observing the work in progress and ■ Environmental Record (air and system testing, and receiving proper water discharge levels, non- and appropriate training and educa- compliance situations) tion on the new and modified in- ■ Staffing: Absentee and Turn- stalled systems. over Rates

Establishing a building performance Commissioning should produce and O&M program baseline is one measurable improvements in each of the most important tasks for an of these performance categories. O&M organization related to measuring the costs and benefits of a A fine-tuned O&M program is one commissioning program. This allows of the keys to achieving persistent the O&M organization to quantify commissioning benefits. Successful operational, energy, and other ben- O&M planning begins early in the efits from commissioning, as well as commissioning process, often at the identify unforeseen problems. Most design phase, during which O&M O&M organizations that have staff should participate by providing adopted common O&M best prac- design recommendation input based tices will already have established on their past hands-on experience. Why Commission?

Tracking Energy Efficiency Improvements from Commissioning

It is important to identify and define desirable metrics before collecting energy efficiency improvement data on your commissioning project. The following are sample metrics:

Building Characteristics and Demographics ❏ Building type (using DOE/CBECS definitions), age, location ❏ Year building commissioned: new construction/renovation or existing building commissioning ❏ Reasons for commissioning, deficiencies identified, corrections/improvements recommended Energy Utilization ❏ Electricity: kWh/building/year or kWh/sq.ft./year ❏ Peak electrical power: kW/building or W/sq.ft. 40 ❏ Fuel: MMBTU/building or kBTU/sq.ft./year ❏ Purchased thermal energy: MMBTU/building/year or kBTU/sq.ft./year ❏ Total energy: MMBTU/building/year or kBTU/sq.ft./year ❏ Energy cost: $/building/year or $/sq.ft./year based on local or standardized energy prices (provide nominal and corrected for inflation) post-commissioning ❏ Percent energy use savings (total and by fuel) and total energy cost savings post-commissioning ❏ Persistence index: post-commissioning energy use in a given year/pre-commissioning energy use (unitless ratio) Commissioning Cost ❏ $/building or $/sq.ft. (based on nominal costs; can be gross value or net, adjusting for the quantified value of non-energy impacts) ❏ Commissioning cost ratio for new construction: commissioning cost/total building or renovation construction cost, expressed as a percentage ❏ Costs for CxA and other parties separately ❏ Allocation of costs by source of funds (agency capital funds, utility, grant, etc.) ❏ Total building construction cost (denominator for commissioning cost ratio) Cost Effectiveness ❏ Undiscounted payback time (commissioning cost/annualized energy bill savings) ❏ Normalized to standard energy prices and inflation-corrected to a uniform year’s currency levels Deficiencies and Corrections and/or Improvements ❏ Number of deficiencies and improvements per building or #/sq.ft. ❏ Number of combined deficiencies/corrections (per building or per square foot) Non-Energy Impacts ❏ Type, quantified when possible: $/building/year or $/sq.ft./year ❏ One-time or recurring Adapted from “The Cost-Effectiveness of Commercial-Buildings Commissioning,” Mills, Evan et. al., December 15, 2004. Why Commission?

A maintenance program should be IMPACT ON ENERGY CON- in place (or be implemented) that includes the following commission- SUMPTION ing-related responsibilities: Building performance today is com- ■ Scheduled reviews of operating promised by a diverse array of parameters, schedules, and physical deficiencies, as found by sequences of operation. the Lawrence Berkeley National ■ Scheduled utility bill analysis, or Laboratory team in their study The use of energy accounting Cost-Effectiveness of Commer- software, to review for unex- cial-Buildings Commissioning. pected changes in building HVAC systems present the most energy use. problems, particularly air-distribution ■ Condition monitoring, including systems. In addition, sophisticated vibration analysis, infrared energy management control sys- 41 thermography, ultrasonic testing, tems installed in today’s newer fa- motor testing, and lube oil cilities often are not optimized and analysis, as appropriate, that calibrated properly to deliver the en- tracks and trends condition ergy savings of which they are ca- parameters such as equipment pable. alignment and balance, vibration, high-resistance electrical Building commissioning is one of the connections, motor condition, most cost-effective and far reaching fluid leakage, and lubricant means of improving energy effi- condition. ciency in buildings. In the Lawrence ■ Tracking of scheduled and Berkeley National Laboratory study, unscheduled maintenance for a sample of 150 existing buildings each piece of equipment. found an average whole-building en- ■ Periodic reviews of mainte- ergy savings of 18 percent, with an nance performance indicators average payback time of less than and logs to determine if systems and equipment require tuning. ■ Building and O&M documentation updates to reflect changing building requirements and equipment replacement. ■ Operator training updated annually. Why Commission?

one year, when commissioning was cies mandate that new and remod- applied. A sample of 74 new-con- eled buildings meet a minimum level struction projects found an average of sustainable design certification. payback time of 4.8 years, although One of the most widely adopted pro- the addition of non-energy impacts grams used by the government to can drastically reduce these pay- assess building performance and ad- back times. There are cost-effective herence to sustainable design goals results to be found in a wide range is the LEED™ (Leadership in En- of building types and sizes. ergy and Environmental Design) certification system. LEED was As it relates to energy efficiency created by the U.S. Green Building goals, commissioning can be seen as Council (USGBC) and is now rec- a form of risk management. It helps ognized and accepted internationally ensure that funds are spent wisely to assess building performance and 42 and that the intended energy savings adherence to sustainable design targets are achieved in practice. goals. Commissioning provides a method Many Federal agencies man- for defining measurable energy per- The LEED Green Building Rating date that new and remodeled formance targets in the design System is a voluntary, consensus- buildings meet a minimum level of sustainable design phase, and for evaluating as-built based national standard for develop- certification. LEED is now and as-operated system conditions. ing high-performance, sustainable recognized and accepted in- buildings. Members of the USGBC, ternationally to assess build- As buildings and energy-efficient representing all segments of the ing performance and technologies become more complex building industry, developed LEED adherence to sustainable de- and interconnected, the need for and continue to contribute to its evo- sign goals. commissioning to ensure optimized lution. LEED standards are available energy performance will increase. or under development for: The Lawrence Berkeley National Laboratory study asserts that the ef- ■ New construction and major ficacy of energy efficiency pro- renovation projects (LEED-NC) grams is directly related to the ■ Existing building operations extent to which they are coupled (LEED-EB) with commissioning and quality as- ■ Commercial interiors projects surance in design and delivery. (LEED-CI) ■ Core and shell property (LEED- LEED CERTIFICATION CS) ■ Homes (LEED-H) and More and more government agen- ■ Neighborhood development cies are demanding “green” build- (LEED-ND) ings that incorporate meaningful strategies for sustainable facility de- To achieve a LEED rating, a whole- sign. building approach must be used. Credits must be earned in several To reduce long-term facility costs categories, including site selection and to become more environmen- and configuration, water efficiency, tally conscious, many Federal agen- energy, indoor air quality, and sus- Why Commission?

tainable building materials. In addi- management and preventive tion, the USGBC recognizes the ef- maintenance for a whole fectiveness and benefits to building approach to operations, whole-building efficiency that com- energy efficiency, and sustain- missioning can achieve, making able design. commissioning a mandatory requirement for LEED certification. ■ Green buildings that combine energy efficiency, sustainability, Understanding the LEED certifica- and commissioning are not only tion ratings and how to achieve fa- good for the environment – their cility certification with design, impact on occupant comfort, construction, and operational credits satisfaction, and safety can based on the system has become result in serious savings for the imperative as government agencies facility operator. look for ways to become more envi- 43 ronmentally friendly, conserve en- ■ Resist value engineering ergy, and decrease the operating commissioning out of projects costs of their real estate. because of cost. The cost of commissioning is such a small Commissioning and the LEED ap- percentage of the overall proach share a focus on moving be- project cost that it’s removal is yond a first cost/lowest-cost unlikely to swing a project back perspective to consider and account into budget. More importantly, it for long-term, life-cycle building ex- is wrong to compromise quality penditures. The LEED approach as a result of budget concerns. considers a building’s real cost, which includes not only the amount spent to construct the facility but References also the ongoing expenses required for building operations and mainte- 1. “The Cost-Effectiveness of Commercial-Buildings Commission- nance, which can account for 60 to ing,” Mills, Evan, et. al., Lawrence Berkeley National Laboratory, 85 percent of a building’s actual December 15, 2004. capital expenditures. 2. “Building Commissioning: The Key to Quality Assurance, “U.S. Department of Energy. BEST PRACTICES 3. “Persistence of Benefits from New Building Commissioning,” Friedman, Hannah, et. al., August 2002. ■ Consider life cycle costs in 4. “Development of an Integrated Commissioning Strategy Cost addition to first costs when considering commissioning – Model,” Veltri, Anthony, National Conference on Building Com- much of the value achieved by missioning, May 8-10, 2002. commissioning comes from 5. “Quantifying the Cost Benefits of Commissioning,” Altwies, Joy E. avoided costs rather than and Ian B.D. McIntosh, National Conference on Building Com- quantifying cost savings. missioning, May 9-11, 2001. 6. “No Bugs: Use Commissioning to Make Sure Buildings Work,” ■ Integrate a continuous commis- Coyne, Mike, Nashville Business Journal, December 13, 2004. sioning program with energy Why Commission?

STUDY QUESTIONS 1. What arguments would you offer to convince the owner that commissioning is the right thing for his facility?

2. What are the standard barriers against the commissioning process?

3. What are ten benefits derived from commissioning and explain how they are beneficial?

44 4. Explain how commissioning reduces the number of change orders in new construction?

5. How does commissioning contribute to new construction acceptance and project turnover?

6. How can commissioning reduce the cost of TAB?

7. How can the O&M program optimize the performance of your facility?

8. How does the LEED certification impact the quality of life of the building occupants? Commissioning Management

Chapter 4 Commissioning Management

n emphasis on team There are three steps to de- building and teamwork veloping a strong internal will lead to greater suc- structure to support commis- A cess from the commissioning: determining the need sioning process. It fosters a positive for commissioning, obtaining 45 approach to commissioning activi- the support of various build- ties, rather than the attitude that the ing stakeholders, and defin- commissioning process creates ing an internal more work or encourages “looking” commissioning team. for problems that do not exist. Ef- fective commissioning management Step 1 - Determine the encourages team members to work Need for Commission- together to identify problems (existing and potential) and help correct ing these problems before they grow. Commissioning is becoming more and more common, but There are two teams that will be its value should still be care- “What you always do before discussed in this chapter: the inter- fully evaluated and management you make a decision is con- nal management team that must be support for commissioning obtained. sult. The best public policy is in place and prepared to support the For new construction and renova- made when you are listening commissioning process, and the tion projects, commissioning will to people who are going to commissioning team that is as- produce the biggest payoff if the fa- be impacted. Then, once sembled when a project is under- cility and its systems/equipment are policy is determined, you call on them to help you sell way. very complex (laboratories, tele- it.” communications, medical), and if the DEVELOPING COMMISSION- facility has a very large square foot- Elizabeth Dole age. Commissioning will not pro- ING STRUCTURE AND duce the same level of savings for MANAGEMENT SUPPORT simpler, smaller facilities. A commissioning program has little In the case of retrocommissioning, chance of achieving measurable there are several factors to con- success unless its goals and objec- sider: tives are clear and the program has the full support of your internal ■ Are equipment and systems management organization. programmed to be replaced Commissioning Management

In this Chapter ◆ Developing Commissioning Structure and Management Support ◆ Commissioning Authority Options ◆ Commissioning Authority Qualifications ◆ Role and Responsibilities of the Commissioning Authority ◆ Roles and Responsibilities of Commissioning Team Members ◆ Best Practices in Commissioning Management

within a year or two? Hold off management structure to implement on retrocommissioning until after a successful commissioning pro- the change-outs are made. gram. One way to gain the approval 46 and support of Management is to ■ Are equipment and systems develop a written statement of com- continually failing, and major missioning objectives, goals, costs, system design problems seem to and benefits. Approach commission- be the culprit? Forgo retro- ing by equating it with increased commissioning and focus on productivity, energy efficiency, making commissioning a part of safety, and occupant satisfaction. a redesign effort. Commissioning is easier to integrate ■ Are equipment and systems into a new construction or major outdated but not necessarily renovation project than in existing broken (and not near the end of buildings. New projects involve sub- their useful life)? Retrocommis- stantial capital expenditure, usually sioning can tune up an old from a separate capital investment system in a cost-effective budget, and Management will be in- manner. terested in methods of guaranteeing quality assurance and getting the ■ Are the equipment and building best building for their investment. systems relatively new but Also, the new construction or major subject to periodic failure and renovation commissioning process not operating efficiently? Retro- does not involve intensive work on commissioning can identify and the part of the Owner or facility prioritize needed equipment O&M staff beyond their involve- repairs and improvements based ment in the project itself. on their potential return on investment. Retrocommissioning is more difficult to sell to Management. Persistent Step 2 - Obtain Support building equipment and system failures, or energy and operational effi- Federal facility and O&M managers ciency losses are perceived to fall must obtain full support from their under the scope of the existing Commissioning Management

O&M program (“Why can’t main- efficiency in buildings by as tenance just fix the problem?”). The much as 15 percent. following benefits can be outlined to counter this: ■ Low First Costs – retrocommissioning is typically a ■ Asset Management – one-time event, and does not retrocommissioning increases necessarily involve all building the ability of the O&M staff to systems and equipment. The provide quality services to the retrocommissioning process building’s occupants, and the involves evaluating building building’s net operating income performance and choosing the Benefits of increases when it is operated as most high-priority (least effi- Retrocommissioning: efficiently as possible. cient) systems and equipment upon which to focus attention. Asset Management ■ Risk Reduction – 47 Risk Reduction retrocommissioning identifies Another stakeholder vital to imple- equipment and system deficien- menting a successful commissioning Internal Benchmarking cies that could lead to tenant program is the facility O&M staff. Energy Management loss, decreased occupant Commissioning for new construction Low First Costs productivity, reduced equipment and major renovation is again easier life, reduced indoor air quality, to sell to the O&M staff, as they “sick building” syndrome, will most likely appreciate thorough unhealthy effects of mold and training and O&M documentation mildew growth, and higher on newly installed equipment. For utility bills. retrocommissioning, it is important to stress that the process is there to ■ Internal Benchmarking – make their jobs easier, not harder. retrocommissioning provides a benchmarking tool for building If commissioning duties are handed operational performance, over to the O&M organization, allowing an ongoing record to make sure to stress that these ac- be kept of quality control, and tivities can and should be incorpo- for condition baselining to be rated into their regular preventive used to measure and ensure maintenance program as part of maintenance performance. continuous commissioning. If a third party commissioning provider is ■ Energy Management – hired to perform retrocommission- retrocommissioning provides a ing, assure the O&M staff that the low-cost method for obtaining process will identify equipment, sys- energy efficiency savings tems, and approaches that are not without capital outlay (for working as well as they should. instance, a chiller may not need to be replaced, but rather its The end result will be a better build- controls recalibrated to optimize ing that is easier to maintain, with its performance). Retrocommis- less trouble calls and more time to sioning can increase energy proactively implement preventive Commissioning Management

maintenance tasks. Make the O&M age the process for the Owner. staff a partner in the commissioning process. For a new construction or major renovation project, this team will in- Finally, the needs and desires of the clude the facility management staff building’s occupants must be consid- person who is acting as the Owner’s ered. Conducting a survey of occu- project manager for the project. If pant satisfaction is a good place to this individual does not want to take start (and can provide information on the responsibility of monitoring for Management on areas of dissat- the commissioning aspects of the isfaction that may justify performing project, another person on the facil- retrocommissioning). Building occu- ity management staff should be ap- pants will support a retrocommis- pointed. sioning program if it will lead to 48 better thermal comfort, air quality, It is vital that each party involved in and lighting levels. the project have access to a single point of contact for commissioning Step 3 - Define an Internal issues who is also the Owner’s rep- Commissioning Team resentative. In addition, a lead contact should be appointed from the When the need for commissioning facility O&M organization to coordi- has been recognized and accepted nate O&M activities related to com- by Management, O&M, and occu- missioning. pants, define a team that will man- For a retrocommissioning project, representatives from facility man-

Tip: Build a Building Performance Team

Many Federal agencies have voluntary energy management teams at their facilities: groups representing different stakeholders that meet and share ideas on improving energy efficiency. Consider expanding this idea to overall building performance.

Solicit volunteers from Management, O&M, and tenants to meet periodically to discuss problems (such as comfort and safety) and opportunities to address these problems while increasing the building’s energy and operational efficiency. To motivate participants, consider applying for LEED™-EB or ENERGY STAR Label for Building certification: both programs incorporate commissioning and provide public recognition for efficiency improvements. Commissioning Management

agement and O&M should develop Owner and offers the most objec- an organization and define duties tive perspective of any of the other based on the size and scope of the CxA options described in this sec- project. If a third party CxA is tion. hired, facility management and O&M should each provide the CxA For large or complex projects, and with a single point of contact. in buildings with highly integrated and sophisticated systems, potential COMMISSIONING savings resulting from objective commissioning will likely outweigh AUTHORITY OPTIONS the cost of employing an independent third party commissioning pro- Put most simply the Commissioning vider. And in existing buildings, an Authority (CxA; also sometimes independent third party CxA brings called Commissioning Agent) is the a new perspective to the building, 49 designated person or company that has no investment in existing main- plans, coordinates, and oversees the tenance approaches, and therefore commissioning process. This person may be more likely to find additional or company directs the day-to-day opportunities for improvements and commissioning activities of the savings. project. The CxA does not have a direct oversight role, like the con- An independent third party provides struction manager, but rather in- an autonomous and independent forms installing contractors, the judge of quality with minimum pos- construction manager, and the sible conflicts of interest. Owner of observed deficiencies. Mechanical or Electrical There are several options for ob- Contractor taining the services of a CxA for a project: Most appropriate for: ◆ Retrocommissioning of specific systems (e.g., HVAC or Independent Third Party electrical systems) Most appropriate for: ◆ New construction or renovation ◆ New construction or major involving less than 20,000 renovation projects, square feet retrocommissioning, and recommissioning of all building Mechanical and electrical contract- types and system complexities ing firms may already perform comprehensive performance tests and An independent third party CxA is diagnostic procedures for equipment the most common option for provid- and systems they install. Expanding ing commissioning services today, the scope of work of the mechani- and the one most often utilized and cal or electrical contractor to in- recommended by Federal agencies. clude commissioning is an This person or firm is hired by the alternative when the project is small Commissioning Management

and the requirements of commis- greater cost advantage as the com- sioning already detailed clearly in the plexity and size of the project grows. project specifications. Commissioning costs are not generally included in the A/E’s profes- There are significant drawbacks to sional fee, so the scope of work and consider, though. Contractors may bid specifications for the project de- have the knowledge to test the sign team will need to be expanded equipment they install, but they may to include commissioning to ensure not have experience in testing or di- that the associated costs are cap- agnosing system integration prob- tured in the A/E’s bid. lems. Further, conflicts of interest may arise from a mechanical or The biggest drawback to using the electrical contractor appraising his A/E as the CxA is that the firm may own work, as identifying deficien- not have adequate experience in 50 An independent third party cies found through commissioning day-to-day construction processes, provides an autonomous and may increase the contractor’s troubleshooting, and systems testing independent judge of quality project costs. required to effectively provide com- with minimum possible con- missioning services. Also, conflicts flicts of interest. Another closely related option, with of interest may arise during the de- the same advantages and draw- sign phase, as identifying potential backs, is an independent division or design problems may increase the subsidiary of the construction man- A/E’s project costs. However, the ager, mechanical contractor, or elec- design professional has a fiduciary trical contractor, an option that may relationship to the Owner and is le- be available from a substantially gally bound to act in the Owner’s large contractor. best interests.

Design Professional In-house Facility Personnel Most appropriate for: Most appropriate for: ◆ New construction or major ◆ Recommissioning and continu- renovation commissioning ous commissioning involving more than 20,000 square feet, with complex Choosing to have in-house facility design considerations management and O&M personnel assume commissioning responsibili- A design firm (architect/engineer, or ties can be cost-effective and have A/E) is typically already on board persistent results, particularly if your when considering commissioning for facility already has progressive pre- a large, complicated new construc- ventive maintenance and quality as- tion or major renovation project. surance programs in place (continuous commissioning can be The advantage of this option is that integrated easily into existing main- the A/E is already familiar with the tenance programs, for instance). In- design intent of the project, which house staff knowledge of equipment, somewhat reduces the costs of systems, controls, operating strate- management. This presents a gies, and maintenance procedures Commissioning Management

Are You Considering Bringing Commissioning In-House?

Most facility owners and managers find that the benefits of employing a highly qualified third party commissioning authority outweigh the costs. But in the case of continuous commissioning, recommissioning, and some retrocommissioning projects, it may be most economically feasible to hire or appoint a Commissioning Manager to work in-house. Assigning or hiring this role sends a message to the O&M staff that the commissioning program being undertaken is a high priority for the organization, and gives facility management a go-to person to monitor and track progress resulting from the commissioning program. The Commissioning Manager hired or appointed must have a background in commissioning and condition acceptance testing, and should have the skill and desire to develop and carry out all aspects of the commissioning program. If hiring or appointing a Commissioning Manager is cost prohibitive, consider hiring a qualified third party CxA 51 to develop and deliver a training program on the commissioning process and systems testing to your O&M staff.

can minimize costs. The O&M staff available before commissioning may already perform many of the should be considered. tests required by recommissioning and continuous commissioning. CXA QUALIFICATIONS Familiarity with their own building Qualifications for the CxA will vary can be a serious drawback to using depending on the type of commis- in-house facility management and sioning and size and scope of the O&M staff to provide commission- project. At a minimum, the CxA ing services, however. In-house (which can be an individual or a staff may be too “close” to how the company) should possess knowl- building currently operates to be edge and experience with develop- able to test and evaluate with full ing commissioning test plans and objectivity. Additional training on directly coordinating and overseeing testing for system integration may the commissioning process in prac- be required, as well as training on tice. the full operational potential of sophisticated building automation and The CxA qualifications presented in energy management control sys- this section should be modified to fit tems. Finally, there should be some each particular project, but provide incentive offered for assigning com- a good start for evaluating CxA missioning activities beyond regular candidates. maintenance duties; the staff must be experienced, motivated, and Commissioning Management

CxA Qualifications The individual or firm may also meet The individual or firm should demon- the following optional requirements: strate knowledge and experience in the following areas: 1. Excellent verbal and writing communication skills. 1. Designing, specifying, and/or 2. Highly organized and able to installing building HVAC and work effectively with the mechanical control systems. building management, design 2. Operation and troubleshooting team, installing contractors, and of HVAC systems, energy the O&M staff. management control systems, 3. Education and professional and lighting controls systems, registration – the individual, or in including field experience. the case of a company the lead 52 3. Controls systems, control individual proposed by the firm, sequences, and integrated should have bachelor’s degree operations. in an applicable area 4. Performing condition (mechanical engineering, acceptance testing to detect electrical engineering, etc.), as latent manufacturing, well as either Professional transportation, and installation Engineer licensure or other defects. technical training and past 5. Writing functional performance commissioning and field test plans. experience. 6. Designing energy-efficient 4. Depth of experienced, qualified equipment and systems and personnel, and capability to optimizing control strategies. sustain loss of assigned 7. Providing building operation and personnel without compromising maintenance and O&M training. quality and timeliness of 8. Testing and balancing of both air performance. and water systems. 5. Status as an independent 9. Monitoring and analyzing contractor – the individual or system operation using energy firm chosen to provide management control system commissioning services should trending and stand-alone data not be an employee or logging equipment. subcontractor of the general 10. Testing instrumentation. contractor, construction 11. Inspecting and testing electrical manager, design team, or any power distribution and other contractor on the project. generation equipment and systems. The Past Experience Evaluation 12. Developing quality processes form provided on the following page and preventive maintenance provides a helpful guide to evaluat- approaches. ing the experience and qualifications 13. Familiarity with LEED point of the CxA candidate. Also be sure criteria and requirements. to ask for specific project experi- Commissioning Management

Past Experience Evaluation

The following questions should be asked when evaluating the CxA candidate’s past experience providing commissioning services (and should be modified to fit each particular project). These questions can apply to individuals or companies:

1. What is the overall percentage of your business that is devoted to providing commissioning services?

2. How long have you offered commissioning services?

3. How many commissioning projects have you performed in the last five years? How many commissioning projects similar in size and scope to the project being procured have you performed in the last five 53 years?

4. If applicable, how many LEED projects have you commissioned in the last five years?

5. Are you a registered engineer (individual)? How many registered engineers on staff have directed commissioning projects (company)?

6. How many engineers on staff have performed commissioning projects (company)?

7. How many technicians on staff have performed commissioning projects (company)?

8. Indicate your experience in the following:

❏ Package or split HVAC ❏ Building envelope ❏ Chilled water systems ❏ Fire and life safety ❏ Heating water systems ❏ Plumbing ❏ Building automation systems (BAS) ❏ Elevators ❏ Variable frequency drives (VFD) ❏ Compressed air systems ❏ Lighting controls ❏ Data and communications ❏ Daylighting ❏ Steam systems ❏ Electrical ❏ Clean rooms ❏ Occupancy sensor (lighting controls) ❏ Steam rooms ❏ Energy power generation ❏ Other: Commissioning Management

ence information if your project in- the CxA’s primary tasks generally volves complex system require- include the following: ments, such as those found in laboratories, medical facilities, tele- ■ Developing a commissioning communications, computer rooms, plan. This includes a preliminary etc. commissioning schedule for inclusion with the bid documents ROLE AND RESPONSIBILITIES and coordinated with the construction schedule. OF THE CXA ■ Preparing commissioning It is the CxA’s responsibility to work specifications that identify the with all team members to accom- roles and responsibilities of all plish the goals set forth in the com- contractors and project team 54 missioning plan. The CxA is not members. This includes helping responsible for design concept, de- the Owner’s representative sign criteria, compliance with codes, incorporate commissioning design, or general construction specifications in the bid docu- scheduling, cost estimating, or con- ments. struction management. The CxA may assist with problem-solving de- ■ Reviewing design and construc- ficiencies or non-conformance, but tion documents, drawings, and ultimately that responsibility resides submittals for commissioning with Owner and the construction and O&M considerations, as manager/general contractor. well as for energy performance, water performance, maintain- The primary role of the CxA is to ability, sustainability, indoor develop and coordinate the execu- environmental quality, and tion of a testing plan, and to observe environmental impacts. This and document performance to verify includes providing comments to that systems are functioning in ac- the Owner and A/E and con- cordance with the documented de- ducting follow-up meetings to sign and the contract documents. ensure that comments are The installing contractors provide all addressed. tools or the use of tools to start, verify, and functionally test equip- ■ For retrocommissioning projects, ment and systems, except for speci- performing an assessment of fied testing with portable operation and maintenance data-loggers that are supplied by the procedures and energy use for CxA. existing systems. This includes providing an assessment of Although the scope of the CxA’s various systems’ operational role varies for different types of costs relative to maintenance projects (new construction commis- and utilities, including equipment sioning, retrocommissioning, etc.), life cycle and project energy savings. Commissioning Management

■ Conducting commissioning contractor and vendor responsi- team meetings and providing bilities as defined by the con- meeting minutes, including tract documents, including project coordination and commissioning criteria, proce- contractor schedules. This dures, report formats, functional includes ensuring that other performance testing and commissioning team members acceptance criteria, bench- understand their specified marking installations, documen- commissioning responsibilities. tation, and training requirements. This includes notifying ■ Establishing project communi- commissioning team members cation and documentation of these requirements. controls and protocols relative to commissioning. ■ Developing diagnostic test plans, writing verification and 55 ■ Identifying and documenting functional performance test

Commissioning Documentation

The requirements of commissioning documentation vary widely depending on the type of commissioning project. Documentation that is vital to the commissioning process, and should be required by the owner depending on project scope, include:

◆ Pre-construction deficiency list and impact ◆ Commissioning plan, updated as the project progresses ◆ Complete commissioning specification describing commissioning activities and roles and responsibilities of all parties ◆ Current and updated commissioning schedules ◆ Test forms and report formats ◆ Final commissioning reports ◆ Equipment condition baseline data for on-going maintenance ◆ Contractor performance evaluation reports ◆ Documentation pertaining to benchmarking, testing, and training ◆ Deficiency reports, updated weekly ◆ Equipment and systems O&M cost report identifying impact to the project and facility ◆ Updated as-built drawings ◆ Systems manuals ◆ Operation and maintenance manuals Commissioning Management

forms, and establishing testing cies, deviations, change orders, schedules and sequences. and maintainability issues. This includes monitoring A/E re- ■ Overseeing and witnessing sponses to requests for informa- start-up, verification, and tion (RFI) and change orders for functional performance tests; potential impact on system verifying test results; consulting operation and maintenance, as on problem resolution; providing well as tracking and reporting on recommendations and dispute commissioning punch list items. resolution; and recommending acceptance to the Owner. These items should be compiled and submitted as periodic ■ Assisting the Owner and A/E in commissioning progress reports finding and achieving the to the Owner’s representative 56 requisite points needed for and the project construction LEED certification, as appli- manager. cable. ■ Reviewing operation and ■ Coordinating and overseeing all maintenance manuals; ensuring testing and balancing (TAB) and that they adequately consolidate duct pressure testing. This all O&M, as-built, warranty, and includes reviewing and approv- commissioning data. ing preliminary and final TAB reports. ■ Identifying training requirements and organizing, coordinating, and ■ Tracking and reporting project participating in O&M personnel progress, including all deficien- training.

■ Writing a final commissioning report to document the evaluation of the system’s capabilities with respect to the Owner’s needs and the documented design intent.

■ Coordinating and supervising required seasonal and deferred testing and deficiency corrections.

■ Performing a site visit 10 months into the 12-month warranty period to review with O&M staff the current building operation and the status of outstanding issues related to the Commissioning Management

original and seasonal commis- has important roles to play that help sioning. This includes: determine the success of the commissioning program. - Interviewing facility staff and identify problems or All parties of the commissioning concerns they have operat- team are responsible for ensuring ing the building as originally that equipment and systems are in- intended. stalled in a quality manner and that any problems are identified as early - Making suggestions for as possible. Each individual worker improvements and record- has the authority and responsibility ing any changes into the to identify poor quality workmanship O&M manuals. and to recommend stopping work if serious problems are discovered. - Identifying areas that may 57 come under warranty or A commissioning team differs from under the original construc- the construction team, as it is made tion contract. up of representatives from various organizations and trades that serve - Assisting the facility staff to as commissioning points of contact. develop reports, documents The participants will vary: a retro- and requests for services to commissioning project may involve remedy any outstanding only the Owner and/or facility man- problems. ager and the facility O&M staff, while a new construction or major ■ If requested, assisting in the renovation commissioning team will development of a preventative expand to include the design team maintenance plan, a detailed (A/E), construction manager or gen- operating plan, an energy and eral project manager, installation resource management plan, contractors, controls contractor, and and/or as-built documentation. TAB contractor.

ROLES AND RESPONSIBILI- A commissioning scoping meeting is the first step to establishing the TIES OF OTHER commissioning team. The CxA, acting as a representative for the COMMISSIONING TEAM Owner (and with the Owner’s in- MEMBERS put) will use this meeting to describe each commissioning team members’ The CxA is responsible for the suc- roles and responsibilities. The com- cess of the commissioning program, missioning process is described, and but the formation of a committed the schedule for commissioning ac- commissioning team is critical for tivities is presented. integrating the commissioning process into the project at hand. Each The CxA should review the scope member of the commissioning team of the project and advise the Owner Commissioning Management

on how roles may be modified ac- A/E Design Team cording to the complexity and size of An architect/engineer (A/E) design the project. Therefore, the roles and team is normally not used for exist- responsibilities presented in this sec- ing building commissioning projects, tion are general suggestions, and but is a vital team member in new should be modified to fit the unique construction and major renovation requirements of each commissioning projects. Specific commissioning re- project. sponsibilities include:

Owner/Facility Manager ■ Documenting the Owner’s The Owner, or the facility manager design intent. acting as the Owner’s representa- ■ Including commissioning activi- tive, is responsible for appointing the ties in the bid specifications. CxA, developing goals for the com- ■ Providing any design narrative 58 missioning project, and communicat- and sequences documentation ing these goals to the other requested by the CxA. commissioning team members. Spe- ■ Clarifying (along with the cific commissioning responsibilities installing contractors) the All parties are responsible include: operation and control of com- for ensuring that equip- missioned equipment in areas ment and systems are in- ■ Hiring or appointing the CxA where the specifications, control stalled in a quality manner and other members of the drawings, or equipment docu- and that problems are project team. mentation are not sufficient for identified as early as pos- ■ Determining and clearly com- writing detailed testing proce- sible. municating to the A/E and CxA dures. the building project expectations, ■ Revising project design, if objectives, and focus. necessary, based on input from ■ Working with the CxA to define CxA design review on commis- the goals of the commissioning sioning and O&M consider- program. ations, energy performance, ■ Determining the project budget, water performance, LEED schedule, and operating require- certification, maintainability, ments. sustainability, indoor environ- ■ Assigning commissioning roles mental quality, and environmen- and responsibilities to the in- tal impacts. house O&M staff. ■ Monitoring construction activi- ■ Facilitating communication ties and informing commission- between the CxA and other ing team members of change project team members. orders and A/E responses to ■ Approving verification and RFIs. functional performance tests ■ Documenting any new systems upon completion (and as recom- and controls. mended by the CxA). ■ Reviewing and approving ■ Attending O&M training project documentation, including sessions, as appropriate. shop drawings, operation and Commissioning Management

maintenance manuals, submit- functional performance, and tals, and as-built drawings. conditioning acceptance tests. ■ Reviewing the commissioning ■ Working with the CxA to plan and functional perfor- compile and organize O&M mance test plans for design documentation and coordinate issues. O&M training sessions. ■ Working with the CxA to Construction Manager/General prepare O&M manuals, includ- Contractor ing clarifying and updating the original sequences of operation The construction manager (CM) or to as-built conditions. general contractor (GC) is hired by ■ Ensuring that installing contrac- the Owner to manage and construct tors execute seasonal and the project. Like the A/E, the CM/ deferred functional perfor- GC is not used normally for existing Condition acceptance testing mance testing, and that any 59 building commissioning projects, but includes vibration analysis, necessary adjustments are is a vital team member in new con- alignment, balance, infrared made to the O&M manuals and struction and major renovation thermography, oil analysis, as-built drawings for applicable etc. projects. The CxA represents the issues identified in during owner, but on the project communi- seasonal and deferred testing. cates directly with the CM/GC. Specific commissioning responsibilities include: Installing Contractors Installing contractors (mechanical, ■ Coordinating and facilitating electrical, controls, HVAC, fire pro- interaction between the com- tection, etc.) have the following missioning team and other commissioning responsibilities: project team members. ■ Providing a copy of all con- ■ Assisting with the development struction documents, addenda, of functional performance tests. change orders, approved ■ Along with the A/E, clarifying submittals, and shop drawings the operation and control of related to commissioned commissioned equipment in equipment and systems to the areas where the specifications, CxA. control drawings, or equipment ■ Including written requirements documentation are not sufficient for submittal data, O&M data, for writing detailed testing commissioning activities, and procedures. training when hiring installing ■ Using test plans and forms contractors, and ensuring that provided by the CxA for each installing contractor meets equipment and system start-up, these requirements as the verification, functional perfor- project progresses. mance, and condition accep- ■ Working with the CxA and tance testing (performed by the installing contractors to coordi- installing contractor and wit- nate and schedule verification, nessed by the CxA). Commissioning Management

■ Participating in the resolution of nating training by the equipment or system deficien- manufacturer’s representative). cies, non-compliance, and/or ■ Participating in seasonal and/or non-conformance identified deferred testing. during commissioning; providing re-testing services if needed. Equipment and Systems ■ Attending commissioning team Suppliers/Manufacturers meetings and providing input into The suppliers and manufacturers the commissioning schedule. provide specified systems, compo- ■ Adjusting building systems and nents and equipment to the contrac- documenting system start-up. tor and subcontractors. To facilitate ■ Providing complete operation commissioning, suppliers and manu- and maintenance manuals for facturers should be asked to conduct installed equipment as soon as factory and site performance tests 60 all of the submittal documenta- and provide O&M documentation tion has been approved (at or and training for specific equipment. about 60 percent project Specific commissioning responsibili- completion). ties include: ■ Providing training for the building O&M staff (or coordi- ■ Providing all requested submittal data, including detailed start-up procedures and specific respon- The Contributions of Building Occupants sibilities, to keep warranties in and Users Are Invaluable force. ■ Assisting with equipment testing On a project to commission a building at a U.S. Armed Forces if required by (and per agree- service academy, representatives from the intended building ment with) installing contractors. occupants and users participated in a series of commissioning ■ Providing any special tools and meetings during the early project planning and design stages. instruments (only available from vendor, specific to a piece of equipment) required for testing. They provided valuable information and insight that could have otherwise required costly change orders or post- project modifications. Examples include the court- room staff identifying the mandated location of an evidence vault, which required special flooring structural reinforcement and extraordinary security modifications; occupants pointing out that the planned dumpster pad/loading dock location is below and downwind of the building’s proposed conference area and ventilation outside air intake; and occupants and users identifying preferred locations for copy machines because of noise and kitchen/mi- crowave oven areas because of odors, noise, and accessibility. Commissioning Management

■ Providing information requested planning meetings (as the design in- by the CxA regarding equip- tent and early design layouts are de- ment sequence of operation and veloped) to identify special testing procedures. requirements and concerns to the ■ Reviewing test procedures for owner. equipment installed by factory representatives. BEST PRACTICES IN ■ Providing detailed O&M manuals and related information COMMISSIONING specific to the installed equipment and systems as soon as all MANAGEMENT of the submitted documentation ■ Build the team to succeed – the has been approved (at or about importance of a well-defined 60 percent project completion). internal commissioning manage- 61 ment team and an integrated Facility Operations and project commissioning team Maintenance Staff cannot be overstated. The building O&M staff provide continual services to effectively op- ■ Make facility management erate and maintain building systems, staff, O&M staff, and building subsystems, and equipment. Spe- occupants stakeholders in cific commissioning responsibilities building performance, and solicit include: their input into the commissioning process. ■ Assisting where required in defining and reviewing main- ■ Set commissioning goals with tainability requirements in the input from your internal com- design intent and defining missioning management team in training requirements in the areas of operations and mainte- commissioning plan and specifi- nance, safety and comfort, cations. energy efficiency, sustainable ■ Observing and assisting with as design, and LEED certifica- much of the functional perfor- tions. mance and condition acceptance testing as possible, and ■ Make careful evaluation of your using the baseline data collected new construction project, to establish or refine the renovation project, or existing maintenance program. building to determine the ■ Attending all O&M training appropriate level of commis- sessions. sioning for the various systems and equipment. Building Occupants and Users ■ A representative of each building In almost all cases, hire a occupant and user organization qualified, independent third should participate in early project party CxA through a competi- Commissioning Management

tive bid process. Consider thorough training on commis- carefully their approach, qualifi- sioning processes and systems cations, and what they have to testing procedures. offer in terms of expertise, inclusions, and deliverables. ■ Facilitate the integration of Carefully weigh the drawbacks commissioning into the normal if choosing to obtain commis- design and construction process sioning services through a for new construction or renova- different option. tion projects in order to minimize potential scheduling conflicts ■ If assigning any commissioning and time delays. duties to the O&M staff, or instructing the O&M staff to ■ Foster teamwork and coopera- add continuous commissioning tion from all commissioning 62 and/or condition monitoring team members to minimize elements to the O&M program, adversarial relationships and make sure that they receive maximize teamwork.

References

1. “Building Commissioning: The Key to Quality Assurance,” U.S. Depart- ment of Energy. 2. “A Practical Guide for Commissioning Existing Buildings,” Haasl, Tudi and Terry Sharp, April 1999. 3. “O&M Best Practices: A Guide to Achieving Operational Efficiency,” Sullivan, G.P. et. al., May 2002. 4. “15 O&M Best Practices for Energy-Efficient Buildings,” Portland Energy Conservation, Inc. December 1999.Best Practices in Commissioning Man- agement. Commissioning Management

STUDY QUESTIONS 1. Occupants in an existing 20-year old, 100,000 square foot building are complaining about poor indoor air quality conditions (temperature and humidity). Private space heaters are common during the winter, mold is apparent on some exterior walls, and documents occasionally get damaged from moisture dripping from duct systems. These problems have been pretty continuous for at least a year and little seems to be done, in the occupants’ eyes, to mitigate the situation. What are some situations where retrocommissioning would not be appropriate?

2. Recognizing that commissioning adds up-front cost to the project, what do O&M managers have to do to gain the support of their management organization to commission their facilities?

63 3. Why is retrocommissioning of existing buildings commonly more difficult to sell to Management than is commissioning of new buildings?

4. What are five points that can be made to management to counteract the “Why can’t maintenance just fix the problem?” mentality?

5. What are the qualifications a Commissioning Authority should possess?

6. Discuss the questions you would ask a Commissioning Authority candidate.

7. What are the benefits and drawbacks of performing commissioning services in-house with your existing operations and maintenance team acting as Commissioning Authority?

8. What are the aspects of a new construction or renovation project for which the CxA is not responsible?

9. How does the commissioning team differ from the construction team?

10. Define the role of the Owner or facility manager in the commissioning process.

11. On your new building commissioning project, who would you include as your commissioning team members, and why?

12. Who would you have on the team to retrocommission an existing building system(s), and why? Commissioning Management

64 This page left blank intentionally Commissioning Process

Chapter 5 Commissioning Process

he overall responsibility facility Management of the Commissioning and O&M staff. If Authority (CxA) during this is your case, the T any and all phases of a CxA will indicate commissioning project is to coordi- the senior 65 nate and direct the commissioning member(s) of your activities in a logical, sequential, and facility Manage- efficient manner. This is done using ment/O&M staff consistent protocols and forms, cen- that is assigned the tralized documentation, clear and duties of the CxA. regular communications, and con- Recommendations sultations with all involved parties. on hiring a CxA consultant versus The commissioning approaches de- bringing CxA duties scribed in this guide are as different in-house are provided for each type “The pessimist sees difficulty as they are similar. This chapter of commissioning. in every opportunity. The op- breaks each commissioning ap- timist sees the opportunity in every difficulty.” proach down by phase. OMMISSIONING FOR EW C N Winston Churchill As used in this chapter, Owner can CONSTRUCTION AND RENO- refer to the building owner, the owner’s project manager or techni- VATION cal representative, and/or the facil- Commissioning is a systematic pro- ity manager. It is any person who is cess of ensuring that all building authorized to make decisions re- systems and equipment installed as garding the commissioning project part of new construction or renova- and regularly communicates with tion perform interactively according the other project team members on to the design intent and the owner’s the owner’s behalf. operational needs. This is achieved Commissioning Authority (CxA) generally refers to an independent, This chapter describes the process for implementing commis- third party commissioning provider. sioning in new construction and major renovation projects. Chap- In some instances, it is cost effec- ter 6 covers the retrocommissioning process, Chapter 7 covers tive and appropriate to assign the the recommissioning process, and Chapter 8 covers continuous duties of the CxA to the qualified commissioning. Commissioning Process

In this Chapter ◆ Commissioning for New Construction and Renovation ◆ Pre-Design Phase ◆ Design Phase ◆ Installation / Construction Phase ◆ Acceptance Phase ◆ Post-Acceptance Phase ◆ Best Practices

by beginning in the design phase of a Duties related to commissioning are construction project with the docu- performed by the owner during the 66 mentation of design intent, and con- project pre-design phase. The owner tinuing through construction, hires the architect/engineer (A/E) acceptance, and the warranty period design team and works with the A/E with actual verification of perfor- to determine the design intent and mance. The commissioning process project objectives. encompasses and coordinates the traditionally separate functions of The Owner also determines the system documentation, equipment commissioning requirements for the startup, control system calibration, project (Will commissioning be part testing and balancing, performance of all phases of the construction testing, and training. project? Will the CxA be brought in only during installation?). The Commissioning typically follows the Owner then hires the CxA, prefer- phases of the new construction or ably through a competitive process. renovation project. Although it is not necessary to perform commissioning The Owner’s criteria is the only tasks during each phase of construc- commissioning-related documentation, implementing the process tion that is developed during pre-de- throughout the life of the project will sign. This document captures produce the best results. These requirements of the project, includ- phases, described in detail in this ing design objectives and con- section, are 1) Pre-design, 2) De- straints; space, capacity, and sign, 3) Installation / Construction, 4) performance requirements; flexibility Acceptance, and 5) Post-accep- and expandability requirements; and tance / Warranty. budgetary limitations. The Owner’s criteria is used by the A/E to de- PRE-DESIGN PHASE velop the formal design intent and basis of design documentation, and Documentation Requirement: is also used by the CxA to review ◆ Owner’s Criteria the design documentation. Commissioning Process

The starting point for developing the design intent and basis of design is the identification of the Owner’s needs. The design team needs to Commissioning Process accurately interpret and record the Owner’s vision of the facility itself, how the facility will be used and op- Pre-Design erated, and the Owner’s perfor- Determine project objectives and commissioning mance goals and objectives. This requirements Develop Owner's criteria vision must be realistic and consider Determine CxA budget restraints, schedules and other limitations.

Technically, considerations should include the use of the facility, the Design 67 user needs, occupancy require- CxA reviews design intent, basis of design, drawings and ments, the type of construction, sys- provides feedback to A/E CxA develops commissioning plan and commissioning tem functions, the expected specifications performance criteria (e.g., energy, air quality, power quality, security, and biohazard and environment), maintainability, supportability, reliability and simplicity. Installation / Construction The Owner will expect the A/E to CxA develops all test forms and checklists CxA works with installing contractors to verify start-up and deliver a design that meets the perform verification checks Owner’s identified requirements. The owner will expect the contractor to build the facility in a work- manlike manner in accordance with general accepted construction practices, to use quality materials that Acceptance CxA works with installing contractors to perform functional are defect-free, to deliver the work performance tests on schedule at the agreed price, and Deficiencies are reported, systems and equipment are retested until they pass to pay the contractor’s subcontrac- CxA reviews and verifies O&M manuals and staff training tors and suppliers in a timely manner (no liens).

DESIGN PHASE Post-acceptance / Warranty CxA conducts site visit at 10 months Deferred and/or seasonal testing is performed Documentation Requirements: CxA prepares final commissioning report ◆ Project Objectives Document ◆ Design Documentation – Design Intent, Basis of Design, Drawings Commissioning Process

◆ Project and Commissioning the project design for commissioning Specifications considerations. The CxA may also ◆ Commissioning Plan (draft) coordinate input from the facility users and occupants regarding building During design, the A/E designs the features that are of importance to project and produces design docu- them for integration into the design mentation, while the CxA reviews documentation. The CxA’s pres-

Maintainability Factors

1. Accessibility – Consider access to machine room, machine, and machine components. 2. Visibility – Is the component visible from the floor? Nameplate data? Shadow ef- 68 fects? 3. Simplicity – Keep it simple; the more complex, the more difficult and costly. 4. Interchangeability – In an emergency, it is nice to “borrow” a critical part from a less critical component to keep operations up and running. 5. Standardization – Fewer manufacturers and models minimizes spare parts, training, and special tooling. 6. Ease of Monitoring and Testing – Where are the test points located? Gauges? Meters? 7. Human Factors – Can the parts be lifted? Should a chainlift be installed to assist removal of over-sized components, if needed? 8. Safety Concerns – Always paramount. Supportability Factors

1. Parts Availability – Minimize repair time; consider if parts are locally available or can be ordered via internet for next day delivery. Consider the impact if parts must be special ordered or customized? 2. Repair Capability – Minimize repair time and cost; consider availability of local repair capability. Does a representative need to be flown in from across the country? 3. Training and Skills – Ensure that training and education is available commensurate with the complexity of the equipment being installed. 4. Technical Data – Ensure that all technical support data is available and provided. Commissioning Process

ence at bre-bid and pre-construction of the building systems. This allows conferences acquaint potential con- team members to perform their re- tractor personnel with the commis- spective responsibilities regarding sioning process. the design, construction, and operation of the building. Project Objectives Docu- ment Design documentation consists of design intent and basis of design, The project objectives document is and the detail of both increases as prepared by the CxA. This docu- the design process progresses. At ment is based on the Owner’s Cri- the outset of the project, the design teria, and it identifies project documentation required is primarily requirements relative to energy per- a narrative of the building system formance, water performance, descriptions, objectives, and how the LEED certification intentions, main- systems will meet those objectives. 69 tainability, sustainability, indoor envi- As the design process progresses, ronmental quality, and the design documentation includes environmental impacts. This docu- the basis of design, a specific de- ment is used by the CxA as a guide scription of the systems and compo- when performing design review for nents, their function, how they relate commissioning. to other systems, sequences of operation, operating control param- Design Documentation - eters, and the assumptions made in Design Intent and Basis of the design. Design The A/E coordinates the integration of design documentation from each The design documentation provides contributing designer to develop the a narrative description of the sys- full design documentation by the de- tem or issue, as well as clear and sign team. The A/E, CxA, and useful background information. De- Owner each review, comment on, sign documentation explains how and approve the submissions. design and operating objectives will be accomplished. Design documen- The approved full design intent and tation includes information from the basis of design is provided to the conceptual design phase and from CxA at the beginning of the con- the design and construction pro- struction phase for use as a guide cesses, necessary to guide the de- and baseline reference during start- sign, verify compliance during up, verification, and functional per- construction, and aid building opera- formance testing. Since the job of tions. the CxA is to assure that components and systems have been in- Identifying and developing the de- stalled and operate as intended per sign intent and basis of design pro- the Owner’s needs, the CxA needs vides each party involved, at each both the Design Intent, based on the respective state, an understanding A/E’s knowledge of the Owner’s Commissioning Process

needs, and the design itself that 8. Restrictions and limitations of shows the specified solution. A final system or facility. as-built copy of the full design intent 9. Special considerations, such as and basis of design should be pre- pursuit of LEED-(level) certifi- pared and included in the O&M cation. manuals at the end of the construction phase. The design intent should also include design criteria, including at a mini- Design intent documentation for mum: other systems and components, such as structural, interior design, land- 1. Indoor dry bulb temperature and scaping, furnishings, etc. may also relative humidity. be required, although not a part of 2. Outdoor dry bulb and wet bulb the commissioning process. This temperatures. 70 should be decided on a project-by- 3. Occupancy, hours of operation, project basis. and degree of activity. 4. Lighting and miscellaneous Design Intent power. The design intent provides an expla- 5. Ventilation - recirculation and nation of the ideas, concepts, and outside air. criteria that are considered to be im- 6. Internal and special loads. portant to the owner. It is initially the 7. Insulating R-values for roof, outcome of the conceptual design wall, glass, etc. phase. The design intent narrative 8. Percentage of glass - fenestra- should cover the following, for each tion, and types of glass, including system, major component, facility, coatings and solar coefficients. and area: 9. Building pressurization and infiltration. 1. General system description. 10. Building mass. 2. Objectives and functional use of 11. Code requirements and impact the system, equipment, or on criteria. facility. 12. Air quality design criteria, i.e., 3. General quality of materials and ASHRAE 62-91. construction. 13. Noise criteria. 4. Occupant requirements. 14. Fire and life safety. 5. Indoor environmental quality 15. Energy efficiency and cost. (space temperature, relative 16. Maintainability. humidity, indoor air quality, noise level, illumination level, etc.). Basis of Design 6. Performance criteria (general The basis of design provides the pri- efficiency, energy and toler- mary ideas and assumptions behind ances of the indoor environmen- design decisions that were made to tal quality objectives, etc.). meet the design intent. The basis of 7. Budget considerations and design describes the systems, com- limitations. ponents, conditions, and methods chosen to meet the design intent. It Commissioning Process

explains how certain systems and lighting power density, ventila- space arrangements were chosen tion, and infiltration rates, etc.; by the design team to meet the outdoor conditions; and glazing needs of the Owner. fraction, U-value, and shading coefficient. The following should be included in the basis of design for major equip- The basis of design should also in- ment: clude operations descriptions, including at a minimum: 1. Specific description of systems, components, and methods for 1. Design intent. achieving the design intent 2. Basic system type and major objectives (for instance, why a components. given system was chosen; 3. Interrelation of components. details of that system’s size, 4. Capacity and sizing criteria. 71 efficiencies, area served, 5. Redundancy and diversity. capacity control; integration 6. Automatic temperature control with other system, sequences of and sequence of operation. operation under all modes of 7. Intended operation under all operation, control strategies, seasonal loads. etc.). 8. Changeover procedures. 2. Equipment maintainability. 9. Part-load strategies. 3. Fire, life, and safety criteria, 10. Occupied/unoccupied modes of strategy narrative, and detailed operation. sequences. 4. Emergency power control and function. 5. Energy performance. 6. Ventilation strategies and methods. 7. Complete sequences of operation, including set points and control parameters. 8. Schedules. 9. Applicable codes and standards. 10. Primary load and design assumptions, including sizing; occupant density and function; indoor conditions such as space temperature, relative humidity, Commissioning Process

11. Design setpoints of control overall engineering design that may systems with permissible be construed as second guessing the adjustments. design engineer. The goal of the 12. Operation of system compo- CxA’s review is to assure that the nents in life-safety modes. system can be verified as working 13. Energy conservation proce- correctly and that the system can be dures. maintained in that condition. The 14. Any other engineered opera- CxA reviews the schematic design tional mode of the system. and construction documents for the following issues at the phases Design Documentation Format checked for each system commis- The format of the design intent/basis sioned: of design documentation should ad- ■ here to the following general outline: Commissioning Facilitation – 72 Review for effects of specified 1. General design narrative systems and layout toward describing the system and/or facilitating the commissioning components. process (equipment accessibility 2. Objectives and functional use of for testing, controls, etc.; see each system and/or compo- Commissioning Facilitation nents. Review on page 74). 3. Full sequence of operations ■ under all modes and conditions. Energy Efficiency – Review 4. Set points and operating param- efficiency of system types and eters. components for specified 5. Performance criteria and systems. applicable codes and standards. ■ Control System and Strategies – Review specified systems’ Design Review sequences of operation for The CxA performs reviews of the adequacy and efficiency. design intent, basis of design, schematic design drawings and specifi- ■ Operations and Maintenance cations, and the construction (O&M) – Review for effects of document design drawings and specified systems and layout specifications, as described in this toward facilitating O&M section. (equipment accessibility, system control, etc.). Design Review Scope ■ Indoor Environmental Quality – The CxA is not responsible for nor Review to ensure that systems encouraged to check the design for relating to thermal comfort, engineering approach, system selec- visual, acoustical, air quality, and tion, equipment specification, life air distribution maximize comfort cycle costs, or other parts of the and are in accordance with the Commissioning Process

Indoor Air Quality Commissioning Checklist

Design phase IAQ review to be performed: 1. Determine indoor air quality (IAQ) requirements and confirm that these are included in the Project Objectives document. 2. Review expected occupant activity, density, and locations where special attention is needed; review exhaust systems or increased supply air capacity that may be required: ❏ Kitchens ❏ Material storage rooms ❏ Break rooms ❏ Conference rooms ❏ Photocopying and/or printing rooms ❏ Locker rooms 73 ❏ Janitorial rooms ❏ Parking garage ❏ Laboratories ❏ Other:

3. Ensure that IAQ objectives are included in the design. 4. Review carbon dioxide sensor locations and control sequences to ensure the system is properly de-

signed to maintain acceptable CO2 levels. 5. Determine how adequate ventilation rates will be maintained during all occupied modes of operations, particularly during VAV terminal box turn-down. 6. Review air intakes and exhausts for short-circuiting and exterior pollution sources (such as garages, loading docks, and cooling towers). 7. Review potential impact of office partition configurations on ventilation effectiveness. 8. Review filtration type and design, materials, and location. 9. Review HVAC material specifications and application for potential for airflow erosion, corrosion, and microbial contamination (HVAC insulation materials, etc.). 10. Review air supply system to ensure control and minimization of free water and microbial contamination (condensate trays, humidifiers, etc.). 11. Verify the suitability of access doors and inspection ports to all chambers and components of air handling system plenums (accessibility for proper cleaning of both sides of coils, condensate pans and/or humidifier reservoirs, and future duct cleaning). 12. Identify products specified in the contract documents that may contribute to indoor pollutants. 13. Confirm that the specifications specify proper methods and conditions for operating the HVAC system prior to full control and occupancy to minimize dirt and unwanted moisture entering the duct work, coils, building cavities, and any occupied portions of the building. Commissioning Process

Project Objectives document ■ Commissioning Specifications – and Owner’s Criteria. (See Verify that bid documents Indoor Air Quality Commis- adequately specify building sioning Checklist.) commissioning, including testing requirements by equipment type. ■ O&M Documentation – Verify adequate building O&M docu- ■ Project Objectives Document – mentation requirements. Verify that the design complies with the project objectives ■ Training – Verify adequate document. operator training requirements. ■ Mechanical Systems – Review mechanical design and concepts for enhancements. 74 Sample Organization of Commissioning ■ Electrical Systems – Review Specification electrical design and concepts for enhancements. 1.1 Commissioning Description 1.2 Commissioning Project Coordination Commissioning Facilitation Review 1.3 Commissioning Process 1.4 Related Work The CxA reviews the design documents for the following issues: 1.5 Responsibilities 1.6 Definitions 1. Clear design documentation, 1.7 Systems to be Commissioned including detailed and complete sequences of operation for specified equipment. 2.1 Test Equipment 2. HVAC fire response matrix that lists all equipment and compo- 3.1 Meetings nents (air handling units, damp- 3.2 Reporting ers, valves, etc.) with their status and action during a fire 3.3 Submittals alarm or emergency. 3.4 Startup, Verification, and Initial Checkout 3. Maintainability and supportabil- 3.5 Phased Commissioning ity. 3.6 Functional Performance Testing 4. Required isolation valves, dampers, interlocks, piping, etc. 3.7 Documentation, Non-Conformance, and Approval of Tests to allow for manual overrides, 3.8 Operation and Maintenance (O&M) Manuals simulating failures, seasons, and 3.9 Training of Owner Personnel other testing conditions. 3.10 Deferred Testing 5. Sufficient monitoring points in the building automation system 3.11 Written Work Products (BAS), including those beyond that necessary to control the Commissioning Process

systems, to facilitate perfor- Commissioning Specifica- mance verification and O&M. tion 6. Adequate trending and reporting features in the BAS. The CxA prepares commissioning 7. Pressure and temperature (P/ specifications specific to the project T) plugs close to controlling requirements in Divisions 1, 15, 16, sensors for verifying calibration. and 17. Commissioning specifica- 8. Pressure gauges, thermom- tions that should be prepared and eters, and flow meters in added to the project specifications strategic areas to facilitate include: verifying system performance and ongoing O&M. ■ SECTION 01810 – Extra 9. Adequacy and location of General Requirements. vibration sound discs/test points ■ SECTION 15995 – Mechanical and lube oil sampling ports, as Systems Commissioning 75 applicable. (including plumbing and 10. Rationale for location for the HVAC). variable air volume (VAV) duct ■ SECTION 16995 – Electrical static pressure sensor and Systems Commissioning chilled water differential (including fire alarm and pressure sensor. protection). 11. Adequate balancing valves and ■ SECTION 17100 – Commis- flow meters to facilitate reliable sioning Requirements. testing and balancing (TAB) of the HVAC systems. The commissioning specifications 12. Uniform inlet connection should be reviewed and commented requirements to VAV terminal on by the Owner. Each should in- boxes. clude, as a minimum, the following: 13. Energy efficiency and reduced emissions in support of current 1. Detailed description of the Federal energy statutes and responsibilities of all parties. Executive Orders. 2. Detailed description of the 14. Maximization of points toward commissioning process. LEED certification, as appli- 3. Reporting and documentation cable. requirements, including formats. 15. Clear and complete commis- 4. Alerts to coordination issues. sioning specifications for the 5. Deficiency procedures and construction phase. resolutions. 16. Complete O&M documentation 6. Construction checklists and requirements in the specifica- start-up requirements. tions. 7. Functional performance testing 17. Complete training requirements procedures, organized by in the specifications. equipment and system. 8. Specific functional performance testing requirements, including testing conditions and accep- Commissioning Process

tance criteria for each piece of ■ Project Organization Chart equipment being commissioned. Roles and Responsibilities Commissioning Plan ■ General Management Plan ■ Roles and Authority The CxA develops the commission- - All Parties ing plan during design, but the plan is - Commissioning Authority updated and revised as necessary - Owner / Project Manager throughout the construction phase to - Architect / Engineer Design reflect any approved changes or Team equipment substitutions. The com- - General Contractor / Con- missioning plan provides additional struction Manager guidance to project team members - Building O&M Personnel in the execution of the commission- - Manufacturers and Vendors 76 ing program.

The following information, as a mini- Commissioning Plan mum, should be included in the com- ■ Commissioning Scoping Meeting missioning plan: ■ Scheduled Commissioning Meetings Overview and General Information ■ Management and Communica- tion Protocols ■ General Building Information ■ Progress Reporting and Logs ■ Definitions and Abbreviations ■ Site Observation ■ Purpose of the Commissioning ■ Initial Submittals and Documen- Plan tation ■ Commissioning Scope - Standard Submittals ■ Equipment and Systems to be - Special Submittals, Notifica- Commissioned tions and Clarifications ■ Development of Functional Test Construction and Commissioning and Verification Procedures Team Members - Scope of Testing ■ Points of Contact - Development Process ■ Verification Checks, Tests and Startup - Execution - Sampling Strategy - Deficiencies and Non- Conformance - Testing, Adjusting, and Balancing (TAB) - Controls Checkout Plan ■ Functional Performance Testing - Overview and Process - Sampling Strategy - Deficiencies and Retesting Commissioning Process

- Facility O&M Staff Partici- ◆ Functional Performance Test pation Forms ■ O&M Manuals and Warranties ◆ Commissioning Progress - Post of System Operating Reports / Deficiency Logs Instructions ◆ Controls Checkout and TAB - Standard O&M Manuals Plans - Commissioning Record ◆ Commissioning Plan (update as ■ O&M Orientation and Training necessary) - Training Requirements - Schedule During construction, the installing ■ Warranty Period contractors (mechanical, HVAC, electrical, controls, etc.) install the Written Work Products designed equipment and systems under the direction of the owner and ■ List of deliverables the owner’s general contractor or 77 Commissioning Schedule construction manager (GC/CM). The CxA develops commissioning ■ Project and commissioning test procedures and forms, wit- schedules, updated regularly nesses equipment and systems start-up, and verifies that equipment Appendices and systems are ready for func- ■ Design Intent and Basis of tional performance testing per- Design formed during the acceptance ■ Verification Checklists phase. Deficiencies are tracked and ■ Functional Performance Test reported, and the CxA schedules re- Forms testing until the equipment and systems are ready for functional Pre-Bid Meeting performance testing. Often bidders will have questions Commissioning Meetings regarding their roles in the commissioning process. These questions The CxA keeps minutes from all should be answered by the CxA at commissioning meetings for distribu- the pre-bid meeting. Contractors tion to the commissioning team. It is generally accept the process much the CxA’s responsibility to schedule more readily if they understand it and conduct commissioning meet- and if the CxA exhibits a positive, ings. helpful, and cooperative approach right from the start. Commissioning Scoping Meeting The CxA conducts a commissioning scoping meeting soon after the start INSTALLATION / of construction. In attendance are CONSTRUCTION PHASE the identified commissioning team members and other key individuals Documentation Requirements: from the project team (Owner, ◆ Verification Checklists Commissioning Process

CxA, GC/CM, A/E design team, in- resolution. stalling contractors, TAB, facility ■ Review with commissioning O&M, manufacturer/vendor repre- team members commissioning sentatives). The commissioning plan, responsibilities and answer any process, and schedule are reviewed questions or concerns they may by the CxA, including each party’s have on the commissioning role and responsibilities. process.

The outcome of the meeting is an The frequency of the commissioning increased understanding by all par- meetings depends on the project ties of the commissioning process schedule, but meetings should be and their respective responsibilities. held at least bi-weekly during start- The meeting provides the CxA addi- up and functional performance test- tional information needed to finalize ing. 78 the commissioning schedule. Controls Coordination Meeting Commissioning Meetings The CxA may schedule and conduct The CxA holds regular commission- a meeting to address integration is- ing team meetings during the project sues between equipment, systems, construction and acceptance phases. and disciplines to ensure that inte- Regular commissioning meetings are gration issues are addressed and re- intended to accomplish the following: sponsibilities are clearly defined. Integration issues and suggested ■ Review and update commission- remedies/responsible parties should ing schedule based on any be documented and submitted to the changes to the project schedule. Owner and GC/CM. ■ Report observed deficiencies or other problems, discuss problem Project Meetings The CxA also attends regular project progress meetings, if possible, in order to remain informed on the project progress and to update parties involved in the commissioning. Project meetings provide the CxA with information on substitutions, change orders, and Architect’s Supplemental Instructions (ASI) that may affect commissioning equipment and systems or the commissioning schedule. (It is the responsibility of the GC/CM to provide this information to the CxA if the CxA misses a project meeting.) Commissioning Process

The CxA reviews construction ■ Labels are affixed. meeting minutes, change orders, ■ Gauges are ergonomically in and Requests for Information (RFI) place. for the same purpose. ■ Correct valves are installed and are accessible. A sample Verification Check- Submittals Review ■ Sensors and instrumentation are list is provided in Appendix A, calibrated and installed per the Sample Commissioning As the contractors make equipment engineering requirements (such Forms. submittals to the design team and as duct pressure sensors project manager, copies are routed located three-fourths of the to the CxA for information. The distance to the furthest point in CxA is not responsible for approv- a VAV duct system). ing the submittals (that is the ■ Correct interlocks and interfac- designer’s responsibility), but the ing between HVAC equipment, CxA reviews submittals for appli- systems, subsystems, and other 79 cable systems being commissioned building systems. for compliance with commissioning ■ Drain piping is properly sloped. requirements. The CxA reports to ■ Proper sheave alignment, the design team if there is anything connection to power and other in the submittals that appears seri- utilities, vibration isolation, and ously wrong. pipe and duct support. ■ Completion of testing and Verification Checklists balancing (TAB) work.

Verification checklists are devel- Some verification checklist items oped by the CxA to guide the start- entail simple testing of the function up process and ensure that of a component, a piece of equip- equipment and systems are pre- ment, or system (such as measuring pared for functional performance the voltage imbalance on a three- testing. phase pump motor of a chiller system). Verification checklists Verification checklists are primarily augment and are combined with the static procedures to prepare the manufacturer’s start-up checklist. equipment or system for initial operation. In general this includes fac- Verification checklists are important tors such as: to ensure that the equipment and systems are hooked up and opera- ■ Equipment is located according tional and that functional perfor- to plans and practicality, such as mance testing may proceed without full accessibility for mainte- unnecessary delays. In general, the nance. verification testing for a given sys- ■ Lubrication levels are accept- tem must be successfully completed able. prior to formal functional perfor- ■ Fan belt tension is in accor- mance testing of equipment or sub- dance with manufacturer systems of the given system. requirements. Commissioning Process

Many of the problems found during ■ Balance valves not installed. verication are associated with equip- ■ Pump flow fittings and gauges ment maintainability and accessibil- located too close to pipe bends, ity. Most common are: suction diffusers, or other pipe characteristic that makes their ■ Equipment cabinet doors reading inaccurate. blocked by piping or structural ■ Equipment nameplate data is not members. visible. ■ Ceiling spaces are too crowded to allow access to the equip- Installing contractors typically al- ment. ready perform some, if not most, of ■ Terminal air distribution devices the verification checklist items the installed too high above sus- CxA will recommend. However, pended grids to allow safe few contractors document in writing 80 access by ladder. the execution of these checklist items.

Development of Verification Case Study: Commissioning in Action Checklists An A/E firm formed a joint venture to design an energy plant to The CxA requests and reviews rel- serve two hospitals. The facility was to produce and pump chilled evant information prior to system water through a network of pipes and coils within the air-condi- start-up and verification, including tioning system of both hospitals. The plant experienced several O&M materials and manufacturer’s pump failures, pipe fractures, and excessive energy consump- start-up and check-out procedures. tion by the air-conditioning system. This led to a claim by the hospitals against the joint venture. To mitigate the damages, Before start-up, the CxA gathers the joint venture agreed to commission the plant. After an exten- and reviews current control se- sive review, the joint venture was able to prove that the alleged quences and interlocks and works damages were the result of ineffective maintenance, defective with each installing contractor and maintenance systems, and failed standard service items. The the design team to verify that the claim was settled for $30,000. functional testing procedures that are in the commissioning specifica- Had commissioning services been provided during construc- tions are appropriate. tion, the team probably would have identified potential system failures prior to occupancy. Neither the Owner nor the joint The CxA writes and distributes veri- venture would have had claim-related expenses. The com- fication checklists to each installing missioning would have provided a documented benchmark contractor for equipment to be com- against which future system performance could be trended and missioned. The original checklists compared. (Source: Planning to Avoid Commissioning and are often organized in a binder and Facility Management Claims; Constructive Comments, Num- left at the job site in the custody of ber 4, 2005, Victor O. Schinnerer & Company, Inc., the GC/CM so that they are acces- www.Schinnerer.com) sible and can be annotated as work completion progresses. Commissioning Process

Personal digital assistants (PDAs) and the CxA consolidates the forms offer an alternative to paper check- later. lists. The checklists are produced electronically and downloaded onto The CxA documents systems start- the PDA. Data is entered onto the up by reviewing each installing PDA directly, real time as the test- contractor’s completed verification ing progresses, then downloaded in checklists and by selected site ob- a permanent file for archiving and servation. Site visits are conducted analysis. This eliminates the need to by the CxA during equipment instal- maintain paper or reenter data re- lation to verify the commissioned dundantly into the computer, which equipment and systems are installed increases the likelihood of human according to the manufacturer’s error. recommendations and to industry accepted standards, and that equip- Execution of Verification ment has received adequate opera- 81 Checklists tional checkout by the installing contractors. The CxA also wit- Four weeks prior to start-up, install- nesses a sampling of ductwork testing contractors and vendors sched- ing and cleaning to be confident that ule start-up and initial checkout with proper procedures have been fol- the GC/CM and CxA. The start-up lowed. and initial checkout are directed and executed by the installing contractor Documentation of all system start- or vendor using the checklists pro- up and verification activities should vided by the CxA. The CxA ob- be included in the Commissioning serves and validates the results for Report (described in the Post-Ac- each type of primary equipment. ceptance / Warranty section). To document the process of startup and checkout, the site technician Deficiencies and Non- performing the line item task checks Conformance off items on the verification and The installing contractors clearly list manufacturer field checkout sheets at the bottom of the procedure form as they are completed. The install- or on an attached sheet any out- ing contractors and vendors execute standing items of the initial start-up the checklists and submit a signed and verification procedures that copy of the completed verification were not completed successfully. checklists to the CxA. The respective contractor provides the procedure forms and deficien- On smaller equipment or projects, cies to the CxA within two days of the checklists (which contain more test completion. The CxA works than one trade’s responsibility) may with the installing contractors and be passed around to the contractors vendors to correct and retest defi- to complete. For larger equipment, ciencies or uncompleted items, in- each trade may need a full form volving the GC/CM, if necessary. Commissioning Process

The installing contractors or vendors Controls Checkout Plan correct all areas that are deficient or incomplete according to the check- The controls contractor develops lists and tests. The CxA recom- and submits a written step-by-step mends approval of the start-up and plan to the CxA that describes the initial checkout of each system to process to be followed in checking the Owner and GC/CM. the control system and the forms to be used to document the process. Commissioning Progress The controls contractor also meets Reports / Deficiency Logs with the testing, adjusting, and bal- The CxA provides the Owner and ancing (TAB) contractor prior to the GC/CM with weekly commissioning start of TAB. They review the TAB progress reports that include: plan to determine the capabilities of 82 the control system for use in TAB. ■ An update of the commissioning The controls contractor provides the schedule, including schedule TAB contractor with any necessary changes and new items added to unique instruments for setting termi- the schedule. nal unit boxes (i.e., hand held control ■ An update of the commissioning system interface for use around the progress (start-up verified and building during TAB) and instructs complete). the TAB contractor in their use. ■ A list of new and outstanding deficiencies. The controls contractor also pro- ■ A list of deficiencies that have vides a technician qualified to oper- been resolved. ate the controls to assist the TAB contractor in performing TAB.

Prior to substantial completion, the CxA reviews detailed software documentation prepared by the controls contractor for all direct digital control (DDC) systems. This includes reviews of vendor documentation, the programming approach, and the specific software routines applied to project facility components and building systems.

All required controls verification checklists, calibrations, and start-up of the system should be completed and approved by the CxA prior to TAB. The controls contractor ex- Commissioning Process

ecutes the assigned tests and trend Functional Performance logs, and remains on site for assis- Test Forms tance for mechanical system functional tests as specified. The CxA The CxA oversees functional per- verifies and documents the effec- formance testing during the accep- tive operation of these interlocking tance phase, but the test plans and control systems. forms are developed during the construction phase (or earlier). Func- Testing, Adjusting, and tional testing includes operating the Balancing (TAB) Plan system and components through the significant modes of operation, in- The TAB contractor submits the cluding: outline of the TAB plan and approach to the CxA and the controls 1. Each of the written sequences contractor eight weeks prior to of operation. 83 starting the TAB. Included in the 2. Start-up and shut-down. approach is an explanation of the 3. Unoccupied mode. intended use of the building control 4. Manual mode. system during testing. The CxA re- 5. Staging. views the plan and approach for un- 6. Miscellaneous alarms. derstanding and coordination issues 7. Power failure. and may comment The controls 8. Interlocks with other systems or contractor reviews the feasibility of equipment. using the building control system for assistance in the TAB work. The systems performance is evaluated for: The TAB contractor submits weekly written reports of discrep- ■ Input and output capacities. ancies, contract interpretation re- ■ Flow and distribution perfor- quests, and lists of completed tests mance. to the CxA and GC/CM. This facili- ■ Control system performance, tates quicker resolution of problems accuracy, and adherence to and will result in a more complete sequences of operation. TAB before functional testing be- ■ Minimum or part/load opera- gins. tions and capabilities. ■ Interface with other equipment Commissioning Plan and/or systems. ■ Emergency response The CxA continues to update and revise the commissioning plan Actual physical responses must be throughout the construction phase to observed. Reliance on control sig- reflect any approved changes or nals and other indicators is unac- equipment substitutions. ceptable. Commissioning Process

Equipment and system functional manuals for later use by operations performance testing begins only af- staff. ter the affected systems have been fully and successfully verification The CxA reviews the factory or retested and the system has been quired Owner acceptance tests and A sample Functional Perfor- tested and balanced (TAB). Sensors determines what further testing may mance Test form is provided and actuators are calibrated by the be required to comply with the in Appendix A, Sample Com- installing contractors prior to func- specifications. missioning Forms. tional testing, and checked by the CxA. Functional testing is per- The CxA reviews proposed testing formed using conventional manual procedures and report formats and methods, control system trend logs, observes sufficient field testing to and stand-along data loggers to pro- confirm that all I/O points have been vide a high level of confidence in properly tested. 84 proper system function.

Systems and subsystems are tested ACCEPTANCE PHASE under full load, where possible and applicable, and under part load con- Documentation Requirements: ◆ ditions as specified in the Cx Plan. Commissioning Progress Reports / Deficiency Logs ◆ Tests on HVAC equipment are per- O&M Manuals ◆ formed during both heating and cool- Commissioning Plan (finalized) ◆ ing seasons (see Deferred and Commissioning Record Seasonal Testing). During acceptance, the installing Development of Test Forms and contractors perform functional per- Procedures formance tests on equipment and systems, which are witnessed by the The CxA, based on input from other CxA. Deficiencies are tracked and team members, develops the func- reported, and the CxA schedules re- tional performance test procedures. testing until the equipment or sys- This is to ensure all aspects of systems operate and interact as tem operation are fully explored and designed. Operations and mainte- documented. The CxA obtains clari- nance (O&M) manuals are orga- fication, as needed, from installing nized and reviewed, and O&M staff contractors and the A/E regarding training is scheduled and executed. the sequences of operation. Prior to The project is finalized and handed execution, the CxA provides a copy over to the owner. of the primary equipment tests to each installing contractor or vendor, Functional Performance who reviews the tests for feasibility, safety, warranty, and equipment pro- Testing tection. Blank copies of the proce- The CxA schedules, oversees, wit- dures are included in the O&M nesses, and documents the functional performance and condition Commissioning Process

Test Sampling and Deficiencies

Multiple pieces of identical equipment can be functionally tested using a sampling strategy. In functional performance testing, should 10% of the sampled systems verified fail to meet the design criteria, another 10% should then be tested. If those additional 10% of the systems also fail to meet the design criteria, the entire system in question should be re-examined by the responsible contractor. The cost to commission that particular system should be borne by the responsible contractor.

acceptance testing of all equipment for accuracy as prescribed in the and systems according to the com- Cx Plan. If a substantial failure rate missioning specifications and the is encountered, all should be cor- Commissioning Plan. The installing rected and a larger and different contractors or vendors execute the sample chosen for a repeat test at 85 tests. the contractor’s expense. For example, 20 percent of all terminal de- The control system is tested before vices such as grilles and registers it is used to verify performance of may be selected for output verifica- other components or systems. The tion. If the output of 10 percent of air balancing and water balancing is these differ significantly from the completed and debugged before reported values, all should be re- functional testing of air- or water- jected, corrective action taken by related equipment or systems. Test- the contractor, and a new sample of ing proceeds from components to 25 percent (or more) randomly se- subsystems to systems and finally to lected devices selected for re-verifi- interlocks and connections between cation. systems. In addition to the verification of sequences during normal op- During the functional performance erating conditions, testing also testing, the CxA looks for four fea- includes any abnormal scenarios tures relative to the test data: during which the equipment may be expected to operate, such as during ■ Repeatability – How well failure and recovery, standby power, does the component consistently and alarm and alert situations. replicate a desired output, such as control sequences and The CxA also observes, photo- resulting pressure or flow? graphs or video captures, and documents the actual performance of ■ Stability – How well does the safety shutoffs in real or closely component or system maintain a simulated failure condition. desired condition despite changing outside influences? A sample of redundant items included in the contractor’s test and ■ Responsiveness – How well balance (TAB) report is checked do the components work Commissioning Process

together in an integrated fashion Owner and GC/CM. Installing con- to react to changing outside tractors correct the noted deficien- influences while maintaining the cies and notify the CxA, who desired outcome? schedules re-testing.

■ Accuracy – Does the system Decisions regarding deficiencies and achieve the desired outcome corrections are made at as low a within an acceptable tolerance? level as possible, preferably between CxA, GC/CM, and installing con- When the functional performance tractors. For areas in dispute, final testing is completed, every mode of authority, besides the Owner’s, re- each operation of a system, each sides with the A/E design team. The piece of equipment, every item in CxA makes final recommendations the control sequence description, ev- to the Owner for acceptance of 86 ery emergency response, and every each test after a review of the final zone or subsystem will have been functional performance test. The proven to operate as required and Owner gives final approval on each specified in the design intent and de- test. sign documents. Building O&M Staff Participation Deficiencies and Re-testing The building’s O&M staff is strongly The CxA documents the results of encouraged to attend and participate each functional performance and in the testing process. condition acceptance test. Correc- tions of minor deficiencies (e.g., fix- Condition Acceptance ing a controller, adjusting alignment) Testing identified can be made by the respective contractor during the tests Some CxAs integrate condition ac- at the discretion of the CxA. ceptance testing into their commissioning programs as part of the In general, no applicable systems or functional performance testing. subsystems are accepted until all Commissioning uses verification and items of equipment have been suc- functional performance testing to cessfully functionally performance ensure that systems are installed and condition tested. After all defi- correctly and operate properly, and ciencies have been corrected, the to validate output parameters such entire functional performance test as air output, flow, temperature, for the equipment, system, or sub- pressure, system balance, control system is repeated. sequences, and energy consumption. The entire system is evaluated The CxA records the results of the through all control modes and in- test on the procedure or test form. cludes testing of the ductwork, pip- Deficiencies or non-conformance ing, valves, and actuators. issues are noted and reported to the Commissioning Process

Commissioning does not evaluate, lation resistance testing, motor cur- however, the actual condition of rent analysis, ultrasound, and oil the equipment. Whereas functional analysis (as appropriate). It evalu- performance testing will normally ates the installed system to ensure tell you that a fan is pushing out a that the equipment is properly certain CFM, it will not tell you if aligned and balanced; that the cor- the fan and driver are properly rect lubricants are provided, are aligned, if the fan is balanced, or if clean, and have the correct required there are loose, high resistance additives; that electrical connections electrical connections. This is are tight and proper; that motors are where a reliability centered mainte- free of internal defects and are nance-based condition acceptance phase balanced and have insulation element to the commissioning pro- resistance within specific toler- gram comes in. ances; that the equipment has no internal damage from the factory, 87 Condition acceptance testing may from handling and transport, or from be integrated with the functional the installation; or that the installa- performance testing. The results tion meets ISO quality standards. are that: Rarely are these factors looked at ■ Latent manufacturing and during “equipment start up” and in- installation defects are detected evitably, they become problematic early in the process while the for the maintenance staff the day contractor is still on site. after the warranty expires. Condi- ■ Warranties are enforceable by tion acceptance testing provides a documenting the precise baseline for each unit of equipment condition and performance of against which future data from con- the system at the time of dition monitoring can be compared, acceptance. trended, and an alert made before ■ Because problems are detected equipment failure. Necessary re- and corrected at the system, pairs, then, can be scheduled at an rather than component level, opportune, non-critical time after synergy is assured, resulting in parts and materials have been or- greater system reliability, fewer dered and received and labor has recurring problems after been scheduled. acceptance, and reduced life cycle costs. Commissioning Progress ■ The baseline documentation Reports / Deficiency Logs generated becomes the founda- tion of the maintenance pro- The CxA continues to provide the gram for the life of the facility. Owner and GC/CM with weekly commissioning progress reports that Condition acceptance testing uses include: technology such as vibration monitoring, infrared thermography, insu- ■ An update of the commissioning schedule, including requested Commissioning Process

schedule changes and new 6. Functional performance test items added to the schedule. procedures and results, blank ■ An update of the commissioning test forms, and recommended progress (functional perfor- schedule for re-testing. mance and condition acceptance 7. Recommendations for tests completed). recalibration frequency for ■ A list of new and outstanding sensors and actuators by type deficiencies. and use. ■ A list of deficiencies that have 8. Single-line diagrams of commis- been resolved. sioned systems (as-built from construction documents). Operation and Maintenance 9. Troubleshooting table for Manuals ongoing achievement of project objectives. 88 The CxA compiles and reviews the 10. Guidelines for continuous operation and maintenance data pro- maintenance of the project vided by installing contractors, objectives, design intent, and manufacturers, and vendors for basis of design. thoroughness. The CxA also gathers 11. Equipment warranties informa- and reviews as-built drawings for tion, including warranty start and equipment and systems that were end dates, and verification that commissioned to verify compliance all requirements to keep the with the specifications. The CxA warranty valid are clearly takes the lead in inspecting and ap- stated. All warranty information proving the O&M manual as to con- is consolidated in a single tent and organization. The following section of the O&M manuals. information should be included in the 12. A consolidated listing of all final O&M manuals: manufacturer and vendor points of contact, including representa- 1. Project objectives document. tive name, company name and 2. Design intent and basis of address, phone numbers, e-mail design documents. addresses, and web address for 3. Sequences of operation (up- quick reference. dated to as-built from contract documents), equipment opera- It is good practice to aim for the tion schedules, and point lists completion of the O&M manual as with initial set-points and ranges. soon as possible after the last con- 4. TAB data. tractor submittal is approved. By this 5. Instruction for operation for time, all equipment should have been each piece of equipment, ordered and O&M information ac- including seasonal adjustment, cumulated. Each contractor should start-up and shut-down check- have assembled and completed the lists, and instructions for energy O&M manuals by about the time all savings operations and strate- equipment is physically on site. Con- gies. sequently, receipt of the completed O&M manuals should be a factor in Commissioning Process

approving each contractor’s 60- to 90-percent progress payments.

Final Commissioning Plan The CxA finalizes the Cx Plan after functional performance testing is complete and there are no more changes or equipment substitutions planned.

Commissioning Record The CxA compiles, organizes, and indexes commissioning data by 89 equipment for inclusion in the O&M manuals. The correspondence, meeting minutes and progress re- ■ Formal manufacturer and ports, miscellaneous notes, etc. kept installer training sessions. during the project will not be re- tained into this record, but stored in It is highly advantageous for the a separate volume. maintenance technicians to see ca- bling, piping, ductwork, and other Operation and Maintenance normally hidden systems prior to Staff Training their being covered and obstructed by insulation, ceilings and drywall. Operations and maintenance staff In addition, the O&M staff must be training actually begins early in the walked through emergency proce- commissioning process through the dures and various operational se- participation of select representa- quences under all possible tives on the commissioning team. scenarios. As the project progresses, the O&M staff becomes more and The O&M staff must become fa- more acquainted with the building’s miliar with the building’s control sys- features. Designated representa- tem: tives visit the job site during selected time periods including: ■ How the control system works, including the sequence of ■ System installation. operations. ■ System verification. ■ The control system structure – ■ Hands on equipment startup. what is connected to what. ■ Hands on functional perfor- ■ The control system components mance testing. and their proper nomenclature ■ Hands on condition acceptance (e.g., actuators, sensors, valves, testing. terminal boxes). Commissioning Process

■ The control system monitor, its training plan and in coordinating and various screens, and the infor- scheduling the overall training for mation the software is capable the commissioned systems. The of providing. CxA develops criteria for determin- ■ Alerts, alarms, and emergency ing that the training has been satis- procedures. factorily completed, including attending some of the training. The CxA is responsible for overseeing and approving the content and The CxA recommends approval of adequacy of formal training of the training to the Owner, who gives O&M personnel for commissioned approval when acceptable training equipment. The GC/CM is respon- has been conducted. sible for training coordination and scheduling and ultimately for ensur- Scheduling a brief presentation by 90 ing that training has been completed. the design engineer is a good prac- The GC/CM and installing contrac- tice that informs the O&M staff of tors actually present the training ma- the idiosyncrasies and features of terial. The CxA attends all training the installed systems. It also allows sessions and sees to it that important the staff to ask questions that re- issues are raised. main after the construction process and were never really completely Each installing contractor and ven- clear on the design drawings. dor responsible for training submits a written training plan to the CxA for Video-taping the training is another review and approval prior to train- good practice for archiving the infor- ing. The plan should cover the fol- mation and for training new employ- lowing elements: ees as they come on board. Good sound is as important as good pic- ■ Equipment included in training. ture, so if hands-on and other train- ■ Intended audience. ing is taking place in the actual ■ Location of training. equipment rooms, then some mitiga- ■ Objectives. tion of equipment noise (such as ■ Subjects covered (description, turning off air compressors) may be duration of discussion, special required. methods, etc.). ■ Duration of training on each Special Training and Orientation subject. The following are additional special ■ Instructor for each subject and training and orientation sessions that instructor’s qualifications. may be requested by the Owner: ■ Methods (classroom lecture, video, site walk-through, actual ■ Recommissioning - The CxA operational demonstrations, provides instruction on the use written handouts, etc.). of blank functional test forms for periodic recommissioning of The CxA assists the GC/CM and equipment and systems, per the Owner in developing an overall specification. Commissioning Process

■ Architect/Engineer - The A/ POST-ACCEPTANCE / E provides a general overview of the facility, its use, special WARRANTY PHASE features, tenant and public considerations, etc. Documentation Requirement: ◆ Final Commissioning Report ■ Mechanical Design Engi- neer - The mechanical de- The CxA returns to the project ap- signer provides an overview of proximately 10 months into a 12- the major systems and equip- month warranty period. During this ment in the facility, including for visit(s), the CxA reviews with the each system: the design intent, facility staff the quality and reliabil- why the system was chosen, an ity of the current building operation. overview of its operation and The status of outstanding issues re- interactions with other systems, lated to the original and seasonal 91 any special areas to be aware commissioning is also addressed. of, issues regarding future The CxA interviews facility staff expansion and remodeling, etc. and to identify problems or concerns that they have operating the building ■ Electrical Design Engineer - as originally intended. Issues dis- The electrical designer provides cussed may include: an overview of the major systems and equipment in the 1. Current building operation. facility, including for each 2. Any outstanding issues related system: the design intent, why to the project and the commis- the systems was chosen, an sioning process. overview of its operation and 3. Any problems or concerns with interactions with other systems, operating the building as any special areas to be aware originally intended and designed. of, issues regarding future 4. Suggestions for improvements expansion and remodeling, etc. and for recording enhancements in the O&M manuals and final ■ Vendors and Manufacturers Commissioning Report. - The vendor or manufacturer 5. Areas that may come under of any item that is commis- warranty or under the original sioned provides an overview of construction contract. that particular piece of equip- 6. Documentation of reports and ment in the facility, including for documents, and requests for each item its physical make-up, services to remedy outstanding capabilities and interactions problems. with other systems, test points for condition monitoring (if Deferred and Seasonal applicable), any special areas to Testing be aware of, and issues regarding expansion capabilities or During the warranty period, sea- adding capacities. sonal testing (tests delayed until Commissioning Process

weather conditions are closer to the ■ Equipment meeting project and system’s design) are scheduled and commissioning specifications. executed under the coordination of ■ Equipment installation. the CxA. Tests are executed, docu- ■ Functional performance and mented, and deficiencies corrected efficiency. by the appropriate contractors, with ■ Equipment documentation and building O&M staff and the CxA design intent. witnessing. Any final adjustments to ■ O&M staff training. the O&M manuals and as-built drawings due to the testing should All outstanding non-compliance be made by the responsible contrac- items should be specifically listed. tor. Also included are training records, test schedules, construction check- If any check or test cannot be com- lists, and recommendations for im- 92 pleted due to the building structure, provement to equipment or required occupancy condition, or operations, future actions, and com- other deficiency, execution of func- missioning process changes. Each tional performance testing may be non-compliance issue is referenced delayed upon approval of the to the specific functional test, in- Owner. These tests will be con- spection, trend log, and design speci- ducted as soon as possible in the fication requirement where the same manner as the seasonal tests, deficiency is documented. and the services of necessary parties will be negotiated. The functional performance and efficiency section for each piece of Final Commissioning Re- equipment includes a brief descrip- port tion of the verification method used (e.g., manual testing, BAS trend The final commissioning report in- logs, and/or data loggers), and ob- cludes a summary report of partici- servations and conclusions from the pants and their roles, building testing. description, project objectives, an overview of the commissioning and The Final Commissioning Report is a testing scope, and a general descrip- collection of project documentation. tion of testing and verification meth- Typically, it includes: ods. ■ Design Intent and Basis of For each piece of commissioned Design equipment, the report contains the ■ Commissioning Plan disposition of the CxA regarding the ■ Signed checklists adequacy of the equipment, docu- ■ Signed functional performance mentation, and training relative to test results the contract documents in the fol- ■ Requests for information (RFIs) lowing areas: ■ Deficiency reports / Corrective actions ■ TAB data Commissioning Process

■ Equipment condition baseline data ■ Planned off-season testing

BEST PRACTICES

■ In nearly all cases, it is easier and in the long run more cost effective to hire an independent, third-party commissioning authority to guide the commissioning project.

■ Ongoing monitoring and verification of energy and operational 93 performance are essential to maintaining persistence of improvements and ensuring that equipment and systems are operating at optimal efficiency.

■ A well-trained O&M staff with adequate resources is crucial to the success of any commissioning program.

■ Problems, deficiencies, and complaints should be carefully recorded by the facility management and O&M staff. Often, problems can be grouped into categories (design, operation, maintenance, installation, comfort and safety) that can be analyzed for more significant trends.

■ The documentation required by each commissioning process can be daunting, but will prove an invaluable resource for building management, O&M, and future commissioning efforts. Commissioning Process

STUDY QUESTIONS

1. What are the commissioning documentation requirements for each phase of construction? Why are these documentation requirements so important to the overall commissioning program?

2. What is the role of the CxA in verification and functional performance testing? What is the role of the installing contractors? The CM/GC?

3. What are some factors to bear in mind when evaluating maintainability and supportability during design review?

4. How are the design intent and basis of design different? What part does the Owner’s project requirements 94 document play in both the design intent and basis of design?

5. What issues should be checked for each commissioned system during design review?

6. What commissioning facilitation issues should be addressed during design review?

7. How is the commissioning specification different from the commissioning plan? Which party(ies) prepares each document?

8. Who conducts commissioning meetings during the installation/construction phase of the project? How do these meetings relate to regular construction team meetings?

9. When is verification testing performed, and by whom? When is functional performance testing performed, and by whom? When is deferred and/or seasonal testing performed, and by whom?

10. What is the process for reporting and correcting deficiencies and non-comformance issues?

11. How does the TAB contractor fit into the commissioning program on a construction project?

12. What are some of the tools and instrumentation used by the installing contractors and CxA to accomplish functional performance testing?

13. When should test sampling be utilized during functional performance testing?

14. What are the benefits of performing condition acceptance testing in addition to functional performance testing? Retrocommissioning Process

Chapter 6 Retrocommissioning Process

etrocommissioning is a ■ It’s a systematic process for prerequisite improving and optimizing for LEED- R building performance in EB (Existing an existing building that has never Buildings). 95 gone through any type of commissioning or quality assurance pro- Like commis- cess. Its focus is usually on sioning, energy-using equipment such as retrocommis- mechanical equipment, lighting, and sioning seeks to related controls. However, building identify and cor- envelope is an increasing retrocom- rect the root missioning issue, particularly in causes of prob- humid areas where mold is a par- lems, not the ticular problem. symptoms (e.g., “the room is hot”). Also like com- “It is far easier and less ex- The most common reasons why an missioning, retrocommissioning is pensive to maintain a building that operates correctly Owner may want to retrocommis- concerned with how equipment, than to maintain one that sion a facility include: systems, and subsystems function does not.” together, but it does not generally Rusty Ross ■ It addresses the gap between a take a whole-building building that does not work as approach to efficiency. intended and an already over- burdened maintenance and Retrocommissioning does not in- engineering staff. clude the replacement of significant ■ The building is not providing an HVAC and other system compo- adequate work environment. nents. Rather, it focuses on the veri- ■ There are indoor air quality fication of the proper controls issues. strategies, sequences of operation, ■ Mold is present in the building. ■ The building’s energy costs are too high compared with similar This chapter describes the process for implementing facilities. retrocommissioning in new construction and major renovation ■ Equipment and systems are projects. Chapter 5 covers the commissioning process, Chapter 7 sustaining damage over the long covers the recommissioning process, and Chapter 8 covers con- term from the indoor environ- tinuous commissioning. ment. Retrocommissioning Process

sustainability, indoor environmental In this Chapter quality, and environmental impacts. This will serve as guidance when ◆ Planning Phase deciding which equipment and sys- ◆ Discovery Phase tems are targeted for analysis and ◆ Corrective Phase potential improvement. ◆ Project Hand-Off ◆ Best Practices Guiding questions that should be asked to help determine what systems should be retrocommissioned control component functionality, op- include: erations and maintenance procedures and strategies, and other Where have problems consistently building optimization opportunities. occurred? 96 Retrocommissioning is not tied to a There is no reason to propagate a specific new construction or renova- recurring and costly headache. Sys- tion project and therefore does not tem reliability should be a primary follow the same process as commis- focus. The only way to ensure this is sioning. Sampling is not performed in to determine and correct forever the Loose electrical connections retrocommissioning. Instead, 100 root cause of the problem. This or insulation damage may percent of the applicable compo- knowledge can then be applied to not show up until more other systems experiencing the equipment increasingly nents and systems are evaluated. comes on line and electrical same symptoms. loads increase – usually well The four phases that retrocommis- after building acceptance. sioning follows, described in detail in What are the risks of system this chapter, are planning, discovery, malfunction? correction, and hand-off. Consider the risks that failure has on mission, on personnel productivity, on operational production and on PLANNING PHASE other factors such as security, safety, environment, and energy. Documentation Requirements: Consider the impact of redundant ◆ Project Objectives Document and backup systems and parts avail- ◆ Design Intent Document ability and technical supportability.

Identify Project What are the political implications Objectives and Scope of poor system performance? The Owner identifies the objectives Consider the purpose and location of for the retrocommissioning project, the system. Higher priority would including in the areas of operational probably be given to a fan-coil unit improvement, energy performance, in the Owner’s office than it would water performance, maintainability, in a warehouse office space. Retrocommissioning Process

How will deficiencies be found without retrocommissioning? There are several possibilities. Retrocommissioning Process However, it usually depends on how much risk you are willing to tolerate and how much cost you can afford. Planning Determine project objectives Deficiencies can be found by doing Decide which equipment and systems will be nothing, thereby risking failure at analyzed for potential improvements any time and paying higher repair Hire CxA or assign duties to O&M personnel costs when it fails and higher operating and energy costs until that time. Deficiencies can also be found with a proactive maintenance Discovery program that combines failure Determine how selected equipment and systems are intended to operate (design intent), or how they could operate more 97 modes and effects analysis and root efficiently given current building conditions cause failure analysis with obser- Measure and monitor how targeted equipment and systems vant preventive maintenance and currently operate Prepare a prioritized list of deficiencies / corrective actions repair activities. They can also be found through trend analysis of operations, energy, and key performance data.

So consider, for each system being Correction considered for retrocommissioning, Correct operating deficiencies (highest priority to lowest) their affordability, labor commit- Perform functional performance tests to verify proper and/or ment, and degree of risk relative to improved operation their commissioning or non-commissioning.

Determine the Hand-off Prepare a report of improvements made Commissioning Team Provide training and documentation on how to sustain proper and/or improved operation During the planning phase, the Owner will hire an independent, third-party CxA. The CxA will work closely with the Owner, the building Management and O&M CxA cuts down significantly on staff, and any necessary additional O&M staff workload related to the contractors and vendors (e.g., con- retrocommissioning process. If trols vendor). choosing this option, the Owner must designate a team of senior Retrocommissioning, particularly for members of the facility Manage- less complex, smaller buildings, can ment and O&M staff to take on the also be accomplished in-house with duties of the CxA. facility O&M staff, although using a Retrocommissioning Process

It is beneficial to involve the O&M commissioning strategy and process staff in retrocommissioning for nu- that will be followed. This plan iden- merous reasons: tifies the commissioning team members, and is updated and revised as ■ They know the building sys- necessary throughout the tems. retrocommissioning project. ■ They have access to all the sections of the buildings. The Owner, based on the project ob- ■ They have logs and service jectives and current requirements records. (which may have changed since the ■ They know the equipment and original design intent was devel- system Standard Operating oped), draws up a list of equipment Procedures (SOP) that must be and systems that will be targeted for followed and personnel protec- investigation during the 98 tive equipment that must be retrocommissioning project. The worn. most likely candidates are HVAC, ■ They have access to additional mechanical, and lighting systems, in and specialized equipment. which deficiencies and problems are ■ They know how the control common and low-cost improvements system operates. can have big impacts. ■ They can make on-the-spot minor repairs. The following information, as a minimum, should be included in the All involved need to realize, how- retrocommissioning plan: ever, that theirs is not a fault-finding mission. Rather, it is to work collec- Overview and General Information tively to optimize and improve the ■ General Building Information building’s efficiency and working ■ Definitions and Abbreviations conditions. ■ Retrocommissioning Objectives ■ Purpose of the Retrocommis- Retrocommissioning Plan sioning Plan ■ Retrocommissioning Scope The CxA develops a retrocommis- ■ Equipment and Systems to be sioning plan that lays out the retro- Investigated for Potential Improvements

The Goal of Retrocommissioning Commissioning Team Members The goal of new building commissioning should be a 100 percent ■ Points of Contact perfect operating facility. The goal of retrocommissioning is not nec- ■ Project Organization Chart essarily a 100 percent perfect facility, since the existing facility may not meet the current operating goals of the occupants. Instead, the Roles and Responsibilities goal may be to raise a facility’s operating efficiency above the 90- ■ Commissioning Authority (if one percent mark with little or no extra remedial cost. The remaining 10 is used on the project) percent depends on cost/benefit analysis. ■ Owner / Project Manager Retrocommissioning Process

■ Building O&M Personnel Document Collection ■ Others The retrocommissioning team col- Retrocommissioning Plan lects general facility and equipment Strategy and Process and system-specific data during this phase. With the caveat that many of ■ Energy and Operational Analy- the original documents may not exist sis and Establishment of or may be out-of-date, the following Performance Baselines documents should be collected and - Utility bill analysis and made available, if possible, to the benchmarking retrocommissioning team: - Trend analysis and building modeling ■ Available construction docu- - Documenting master list of ments, including plans, inspec- findings All involved need to realize tion reports, and O&M manu- that theirs is not a fault-find- 99 - Energy and operational cost als. savings estimating ing mission. Rather, it is to ■ Equipment baseline data. work collectively to optimize ■ Document Review ■ Utility bills (previous 12 to 24 and improve the building’s - Available construction months) and energy data. efficiency and working condi- documents ■ Equipment inventory, including tions. - O&M Manuals size, capacity, and age data. ■ Staff Interviews ■ Equipment maintenance infor- - Maintenance Staff mation. - Occupants ■ Control sequences of operation. ■ Implementation ■ TAB reports. - Implementing O&M and ■ Equipment or operations Capital Improvements benchmark, key performance - System Documentation indicator, and trending informa- (Control Sequences) tion. - O&M and Systems Manu- als ■ Functional Performance Testing DISCOVERY PHASE - Overview and Process - Sampling Strategy Documentation Requirements: ◆ - Deficiencies and Retesting Retrocommissioning Plan ◆ ■ Monitoring and Verification Master List of Deficiencies and - Monitoring System Perfor- Improvements ◆ mance List of Improvements Selected - Measuring Energy Savings for Implementation ■ Project Final Report During the investigation phase, the Written Work Products CxA works with the facility management and O&M staff to investi- ■ List of deliverables gate the building and its equipment and systems. The result of this investigation is a prioritized list of im- Retrocommissioning Process

The CxA reviews the documentation Case Study: Retrocommissioning developed and/or compiled during the planning phase. An analysis is in Action conducted to look for signs of equipment and system deterioration or The air conditioning system at a converted (from a shopping sub-optimal performance. Mainte- center facility) telephone call center with 250 operators was not nance histories and operations providing sufficient comfort. The cost for a new air conditioning trends relative to baseline informa- system was $250,000. The Owner had called in an air-condition will be indicative of problems tioning contractor, mechanical engineer, and controls contrac- that may have root causes initiated tor to correct the problem, and each was unsuccessful. Finally, with system design, maintenance during retro-commissioning it was discovered that return air procedures, personnel qualifications grilles were missing from the newly renovated facility and the and training, scheduling, changed building was starving for return air. The air-conditioning con- conditions resulting in over- or un- 100 tractor, mechanical engineer, and controls contractor failed der-sizing, controls, component fail- because they focused on their specific areas of expertise and ure, or other deficiencies. overlooked the simple. Review and analysis of energy data and utility bills likewise indicate provements to make during the problematic trends, as well as oppor- implementation phase. tunities where both energy and energy cost savings may be achieved. Document Review Personnel Interviews When implementing retrocommissioning, the original design intent or Personnel interviews with at least up-to-date construction documents two specific groups of personnel are (particularly drawings) may not be invaluable to the retrocommissioning available. Even if they are, the team during the investigation phase Owner’s requirements may have – the maintenance staff and the changed since these documents building occupants. were originally prepared due to reasons such as mission changes, occu- Interviews with the maintenance pancy reassignments, installation or staff will help determine their per- removal of interior walls and parti- ception of current problems that tions, and introduction of new tech- may be associated with the equip- nologies. If these documents exist, it ment and systems, the facility O&M is essential that the retrocommis- culture, O&M practices, or other in- sioning team review them for com- fluential factor on system efficiency parison with the Owner’s current and reliability. The interviews will requirements and existing conditions also help the retrocommissioning to determine if the original size and team better understand operating capacity units can provide the cur- strategies and equipment condition. rent required output. Records of the interviews should be maintained for future reference. The Retrocommissioning Process

interviewers need to be aware that tion. The site assessment addresses the information may be factual, the following major issues: hearsay, perceived, or even political in nature. Look for patterns. ■ Building occupancy and space utilization. Similarly, interviews with building ■ System and equipment condi- occupants will help determine their tion. perception of current problems that ■ Overall building energy use and may be associated with equipment demand. and systems, facility design, Owner ■ Areas of highest energy use response, and the operations and and demand. maintenance culture. Ask if they ■ Utility bill analysis and hear “strange sounds” or “noise” benchmarking (bills from from the mechanical and ventilation previous 12 to 24 months). systems. Look for patterns. ■ Air and water flow rates, 101 calibrations, and flow coeffi- As before, interview records should cients. be maintained and the interviewers ■ Actual control sequences for need to be attuned to the fact that each piece of equipment and the information may be factual, each system included in the hearsay, perception, or politically- project and their functionality. influenced. ■ Equipment nameplate information. Site Assessment ■ Equipment maintenance approaches and issues. According to NFPA Standard 70B, ■ Facility zone temperature and “as soon as new (electrical) equip- humidity levels. ment is installed, a process of nor- ■ Facility lighting and CO2 levels mal deterioration begins. ■ All significant control and Unchecked, the deterioration pro- operational problems. cess can cause malfunction or an ■ All significant occupant comfort electrical failure.” The same holds problems. true for mechanical systems.

The CxA conducts a site assessment to evaluate how and why Effective Interviewing building equipment and systems are currently operated and maintained. ◆ Do not readily accept the first thing anybody tells you – they will The CxA identifies for further in- be telling you symptoms or results. vestigation any significant problems ◆ Ask the same question three different ways to drill down beyond reported by the O&M staff and their concern to the root cause. building occupants. The site assess- ◆ ment for retrocommissioning also Be patient. includes a facility survey to deter- ◆ Allow for silence – people are uncomfortable with silence and mine occupancy and space utiliza- will begin talking. Retrocommissioning Process

■ Locations of building trouble component failures, unoccupied, spots. varying outside air temperatures, fire ■ Current O&M practices. alarm, power failure, etc. The systems are run through all of the con- Diagnostic Monitoring and trol system’s sequences of Testing operation. Components are verified to be responsive per the prescribed Diagnostic monitoring and testing sequences. provides information on temperatures, critical flows, pressures, The findings of diagnostic monitoring speeds, and currents under typical and testing are analyzed and com- operating conditions. By analyzing pared with the site assessment data. this information, the CxA determines Any resultant changes are added to whether the systems are operating the Master List of Deficiencies and 102 correctly and in the most efficient Improvements. manner. The following diagnostic methods are commonly used: energy Master List of Deficiencies management control system and Improvements (EMCS) trend logging, stand-alone portable data logging, and manual The survey information is reviewed functional performance testing. by the CxA. Based on the input from the site assessment, the CxA The CxA schedules the implementa- develops corrective strategies and tion of the diagnostic monitoring and prepares a Master List of Deficien- testing. The CxA works with the cies and Improvements. This forms O&M staff to make sure equipment the basis of the project decision and systems are ready for testing. It making and problem prioritizing pro- will be necessary for the Control cess. Specific solutions to the prob- technician to assist with the EMCS lems found are identified. trend logging. Every problem, deficiency, or oppor- The CxA oversees functional per- tunity for increased efficiency that is formance testing, which is per- found during the investigation phase formed by the O&M staff. is summarized on the Master List, Functional testing is the dynamic including any minor adjustments and testing of systems (rather than just repairs that are made during the components) under full operation. course of the investigation process. For example, the chiller pump would The list should include, for each be tested interactively with the identified issue, the name of the af- chiller to see if the pump ramps up fected equipment or system, a de- and down to maintain the differential scription of the deficiency or pressure set point. Systems are problem, and recommended tested under various modes - low action(s). cooling or heating loads, high loads, Retrocommissioning Process

Control systems have become so sophisticated that few end users really understand fully how to use them to optimize system performance. Typically, they are not programmed or calibrated correctly on the front end, and maintenance professionals often bypass them completely to address exigencies.

In addition, any opportunities for the Master List as a guide, the Owner installation of energy conservation determines which recommended im- measures or adoption of more effi- provements to implement. Items cient procedures and practices ob- should be prioritized according to served during the investigation cost effectiveness, criticality, and process, related to the retrocom- how effectively they meet the missioned systems or not, are also project objectives. It is likely that be identified. many of the recommendations will have no cost/low-cost solutions, 103 In the final report, the CxA orga- such as personnel habits, that can nizes the deficiencies on the Master be implemented right away. List into categories, such as design, installation, maintenance, and opera- To aid in the decision making, the tion. This allows the Owner to iden- CxA provides economic analyses tify trends that are contributing to (estimated cost, savings, payback, problems in certain areas. and return on investment) on those items that can be quantified. The retrocommissioning team also performs “quick fixes” during the If substantial modifications or capi- discovery phase. These are simple tal improvements are required, for- repairs and adjustments, such as mal commissioning of the affected connecting an unconnected section systems should be included during of flex duct, unblocking a duct, the various construction phases as tightening a fan belt, and cleaning a described in Chapter 5. coil. Though relatively insignificant in nature, these may be masking a PROJECT HAND-OFF real problem. Documentation Requirements: CORRECTIVE PHASE ◆ Updated Building Documenta- tion Documentation Requirement: ◆ Final Retrocommissioning ◆ Master List of Deficiencies and Report Improvements During project hand-off, equipment During this phase, cost-effective and systems are tested again to opportunities are selected for imple- confirm the operational and energy mentation. Based on the findings of performance of the installed im- the site assessment and diagnostic provements. monitoring and testing, and using the Retrocommissioning Process

Monitoring and Verification including guideline for implementing an energy accounting Diagnostic monitoring and testing is and tracking system with performed again after the recom- performance benchmarks. mendations have been implemented. ■ Preventive maintenance plan, or Post-implementation data is com- a guideline to implementing a pared to pre-implementation data to preventive maintenance plan if confirm that the improvements are one does not exist. integrated and working properly to- ■ New condition baselines estab- gether and have the desired effect lished for the maintenance on building performance. Heating is becoming a big program. issue in HVAC. Lighting heat ■ Operation and maintenance load historically has been Diagnostic monitoring and testing is staff training materials, including designed into HVAC load also used to benchmark the perfor- list of operational strategies and 104 calculations. Now with effi- mance of the improvements. This operational assessment. cient lighting, there is a establishes parameters for measur- problem getting some spaces ing the performance of the improve- O&M Staff Training warm enough. ments throughout the life of the equipment and systems. If a building is overly sophisticated, the staff’s maintenance capabilities Update Building Documen- need to be aligned with that sophisti- tation cation. The following building documenta- The CxA will provide additional tion is updated by the Owner or by training, or arrange for training with the CxA, depending on the scope of appropriate vendors, if warranted by the service agreement, to reflect the improvements made to the changes made to equipment and equipment and systems. systems during the retrocommissioning process: Final Retrocommissioning Report ■ One line drawing schematics for each system affected by the The final retrocommissioning report improvements. includes a summary report of par- ■ Operation and maintenance ticipants and their roles, building de- manuals and system operations scription, project objectives, an manuals (including updated overview of the retrocommissioning sequences of operation for scope, and a general description of equipment). testing methods. The following items ■ Energy management plan, typically are also included:

“It has been estimated that 70- to 80-percent of all unplanned shutdowns (of electrical systems) are due to human error, meaning that only 20- to 30-percent of unplanned shutdowns are due to equipment malfunc- tions or poor design.” Source: A Practical Guide for Electrical Reliability, EC&M (Oct 2004). Retrocommissioning Process

BEST PRACTICES ■ Retrocommissioning plan ■ Master List of Deficiencies and ■ Keep the retrocommissioning Improvements scope focused on the facility’s ■ Cost/savings analyses for each mission. implemented recommendation ■ Site assessment results ■ Concentrate on only the essen- ■ Diagnostic monitoring and tials. testing results (pre- and post- implementation) ■ Collect only important and ■ Controls sequences and block especially useful information. Over the span of a few years, it diagrams indicating component is highly likely that the build- functions and relationships ■ Link the retrocommissioning to ing systems have been modi- ■ Updated TAB data the facility’s operating and fied. While modifying systems ■ Equipment condition baseline business objectives: is not a problem in itself, the 105 data lack of documentation can be. ■ All completed functional - It documents performance performance test forms criteria and data for track- ■ Recommended frequency for ing, evaluating, and improv- recommissioning ing systems. ■ Recommended frequency for recalibration of sensors and - It correlates system perfor- actuators mance to monetary indices ■ Documentation of implemented through energy savings, recommendations improved maintenance, ■ Energy saving features and improved worker productiv- strategies used in the building ity, and occupant satisfac- ■ Listing of all user adjustable set tion. points and reset schedules ■ Recommended frequency for ■ The documentation required by review of set points and reset each commissioning process schedules can be daunting, but will prove ■ Photographs of every defi- an invaluable resource for ciency found building management, O&M, and future commissioning Turning the Report into efforts. Action It is crucial for the facilities team to buy into the report and results for it to succeed, then for the documentation to be used and maintained. It is good practice to develop a checklist of action items that can be addressed, confirmed, filed, and referenced. Retrocommissioning Process

STUDY QUESTIONS 1. What are the documentation requirements for each phase of a retrocommissioning project? Why are these documentation requirements so important to the overall success of the retrocommissioning project?

2. What system and equipment are the best candidates for retrocommissioning investigation, and why?

3. How do the steps involved in retrocommissioning differ from the steps involved in new construction commissioning?

4. If building documentation already exists, is there a need to further develop or refine documentation during 106 retrocommissioning of that building?

5. What are the methods of investigation used during the retrocommissioning discovery phase?

6. What documents make up the final commissioning report developed at the conclusion of the retrocommissioning project?

7. What role does the O&M staff play in retrocommissioning? The Owner? Is it necessary to hire an independent CxA? Recommissioning Process

Chapter 7 Recommissioning Process

ecommissioning refers to particularly if commissioning of an ex- they have been isting building that has problematic or R already gone through the highly energy commissioning process. It is per- inefficient. 107 formed long after the facility is con- However, re- structed and placed into service. commissioning Some sources and providers use the is most often term “recommissioning” synony- applied to the mously with “retrocommissioning” existing to collectively address the commis- building’s sioning of existing buildings. HVAC, refrigeration, and Like all other forms of commission- electrical sys- ing, the goal of recommissioning is tems and their to ensure that all power-using and controls, which power-conserving systems in a often are the building work together to meet the sources of the needs of the current occupants and biggest opera- the actual performance require- tional problems: “Perserverance is the hard ments of the Owner. work you do after you get ■ Increased occupant complaints tired of doing the hard work you already did.” Recommissioning provides addi- ■ Increased or fluctuating energy tional opportunities to improve facil- use Newt Gingrich ity efficiency and addresses issues ■ Increased maintenance calls that may have arisen since the original commissioning. It can help re- Corrected, these systems also are duce energy consumption, maximize likely to produce the biggest cost the efficiency and output of the air savings. Recommissioning provides and water distribution systems, en- a systematic approach for finding, hance performance, and enhance the occupants’ working environment and comfort. Like commissioning, This chapter describes the process for implementing recommis- recommissioning may involve func- sioning in existing buildings. Chapter 5 covers the commissioning tional performance testing of most process, Chapter 6 covers the retrocommissioning process, and or all major building systems, Chapter 8 covers continuous commissioning. Recommissioning Process

Preventive maintenance in itself is In this Chapter not enough because its procedures tend to focus on specific component ◆ Project Planning care and not on an integrated sys- ◆ Design Review tem. The operations side of O&M ◆ Implementation and involves observing and monitoring Verification the building’s systems to determine ◆ Periodic Review how and when they operate and if ◆ Best Practices they are producing and delivering the desired result. However, in the typical facility, other priorities take verifying, documenting, and correct- precedence on the time-strapped ing their deficiencies. staff and eventually even this good intention may become neglected be- 108 Recommissioning can be undertaken yond periodic gauge readings and as an independent process in re- monitoring of energy management sponse to a specific requirement or system output parameters. That is, concern, or periodically scheduled as there is little-to-no trending or analy- part of the building’s operations and sis conducted that could be indica- maintenance program. Systems tend tive of sub-optimal conditions or Recommissioning every five to shift from their as-installed condi- years is required of all State emerging problems. tions over time due to normal wear, of California buildings larger than 50,000 square user requests, and facility modifica- During recommissioning, the tests feet. tions. that were performed during the original commissioning are repeated Since a considerable investment has to check for persistence in results already been made in the initial com- against the baselines established at missioning of the facility, it is recom- that time. The objective is to ensure mended that it be recommissioned that the building is operating as de- about every three to five years, as signed or according to newer scheduled and as part of the preven- operating requirements. tive maintenance (PM) protocol. One-third to one-fifth of the The development of new project building’s applicable systems could documentation and testing proce- be recommissioned each year on a dures and forms is not required. rotating basis. In that way, However, these documents can be recommissioning is cost- and per- updated if the building, its systems, sonnel-budgeted as “business as equipment, and mission and usual” and is not a special event. occupancy habits have changed dramatically since their initial com- In general, the more substantial missioning. Nameplate data, inven- changes that a facility goes through, tory lists, training curriculum, and the more often it should be recom- as-built drawings should be updated missioned if a continuous commis- in any event, as part of the mainte- sioning program is not in place. nance program. Recommissioning Process

Recommissioning generally includes: Recommissioning Process ■ Communicating among the commissioning team and facility staff, occupants, and users to Project Planning uncover building system Determine project objectives problems and opportunities. Determine commissioning scope: whole building or ■ targeted on problem equipment / systems? Establishing that the original Hire CxA or assign duties to O&M personnel basis of design (if available) and operation plan are still appropriate for the use, occupancy, and occupant mission of the building. Design Review ■ Reviewing and benchmarking Review original design intent, basis of design, and 109 drawings and update if necessary for changes key systems operations/ in building use, occupancy, etc. performance against the Review original commissioning plan and commissioning previous commissioning specifications and update if necessary recommendations and baselines. ■ Identifying past and current persistent problems. Implementation and Verification ■ Reviewing maintenance Develop performance baselines program procedures, schedules, Measure current equipment and system performance Perform functional performance tests to verify that equipment and protocols and verifying their and systems operate as designed effectiveness against actual Make adjustments and retest if deficiencies are found equipment observations. Review and update O&M manuals and staff training Document energy and operational savings and comfort ■ Reviewing the operators’ and improvements in updated commissioning report maintainers’ technical capabilities relative to the building’s needs and to the training program (or contractual requirements). Periodic Review ■ Performing energy analysis of Site visits, interviews, energy use analysis, etc. Note substantial changes in facility use, occupancy, etc. available data, including utility Write follow-up project report at 1 year bills. ■ Identifying specific energy conservation measures, particularly no-cost and low-cost ■ Validating and/or modifying the solutions. operations/controls sequencing ■ Performing a condition assess- as appropriate for optimum ment using condition monitoring operations. technologies. ■ Conducting testing, adjusting, ■ Recommending repairs and and balancing (TAB) on the modifications to optimize HVAC air and water distribu- building performance. tion systems, as required. Recommissioning Process

Recommissioning is not a redesign to energy performance, water process. performance, maintainability, sustainability, indoor environmental PROJECT PLANNING quality, and environmental impacts. Documentation Requirements: The Owner’s operating require- ◆ Project Objectives Document ments are also an important part of ◆ Original and Revised Commis- this document. For example, the sioning Reports need to maintain a strict range of humidity levels may require an air During project planning, the Owner handling system to stay “on” at all determines the project objectives times, when otherwise it could be and recommissioning scope. The shut down during nights and week- Owner determines the recommis- ends. 110 sioning team, including hiring an independent, third party CxA or as- If a specific system is identified, this signing CxA duties in-house. document will include a list of components that require functional test- Project Objectives ing. For example, if the cooling system is identified as problematic, Document all system components would be The Project Objectives document is listed for functional testing: chiller prepared by the Owner. It provides condenser, chilled water pumps, a general introduction of why the strainers, water treatment, heat ex- building is being recommissioned, changer, and controls. and typically lists concerns, problems, and occupant complaints. It The Project Objectives document is also identifies requirements relative used by the commissioning team as a guide and to stay focused when conducting the recommissioning tasks and in updating the building Common Recommissioning Findings documentation. ◆ Variable speed drives no longer modulate properly. Determine the Recommis- ◆ Controls are manually overridden. sioning Team ◆ Improper sequences of operation result in inefficient or ineffec- The recommissioning team consists tive machine operation. of the Owner, CxA, Facility Man- ◆ Building configuration, use, and/or occupancy have changed agement, O&M staff, any necessary without considering the impact on HVAC and other systems. additional contractors (such as for ◆ Equipment is inadequately maintained, and observation of its controls and TAB support), and ven- condition does not necessarily match what is indicated on the dors. An independent CxA can be PM checklist. hired to perform recommissioning, or ◆ Technician training has not kept pace with the fast-paced, the function can be assigned in- constantly evolving technology. house, using previous commissioning Recommissioning Process

Appendix A. guidance and data, existing test Procedures forms, and knowledgeable staff. Unlike commissioning, recommissioning involves testing and inspec- In either case, a work plan must be tion that occurs in occupied spaces. established that identifies required This can have significant impact support and training. The work plan during testing, since operating se- includes a work schedule with mile- quences need to be tested and the stones and target dates. If the work building’s working environment con- is done in-house, the staff should be ditions will be changed temporarily. dedicated to the effort through its Access to equipment in occupied completion with no or minimal regu- spaces will also be a challenge, par- larly-assigned O&M work duties ticularly if ladders and access to and interruptions. overhead units, air distribution com- Building occupants will ponents, and lighting fixtures are re- Kick-off Meeting modify their personal space to 111 quired. The occupants need to be achieve comfort. Tampering The project kick-off meeting brings informed and brought into the pro- with thermostats, sensors, and the recommissioning team together cess to minimize disruptions to diffusers, and introducing de- to review the Commissioning Plan. themselves and to the testing. vices such as portable heaters, contribute to the inefficiency At a minimum, the CxA, TAB pro- of a building’s HVAC systems. vider and controls technician (as ap- Document Review plicable), Owner and/or designated The document review includes re- representatives, and O&M Man- viewing work orders and trouble ager should attend. Each team calls from the building Owner, occu- member is introduced and their re- pants, and users to identify and sur- sponsibilities are stated. The vey recurring, persistent, and/or Owner’s expectations, goals, and serious problems. Comments such objectives are reiterated. Communi- as hearing “loud noises” from cation protocols, schedules, and ductwork or feeling walls vibrate safety issues are discussed. whenever an AHU kicks on are invaluable in determining root causes The kick-off meeting is also a good of problems. opportunity to conduct an interview of occupants, users, operators, and The commissioning team studies the maintainers to determine the scope building’s documented problems and and degree of problematic condi- looks for trends and links. Mainte- tions from their perspectives (are nance records, operating cost the persistent hot and cold calls a records, and energy use information, systematic problem . The interview ) as available, will prove helpful. survey may take any form, but should follow a prescribed outline. As-built drawings are reviewed to Sample interview questionnaires for understand system configurations building and maintenance and modifications from the original Management are included in design documents. The building history is also reviewed to check on Recommissioning Process

During the design review phase, the Case Study: No-Cost Measures Can Bring commissioning team reviews the original design and subsequent com- Big Savings missioning documentation to update and reflect, if necessary, changes or The building management system (EMS) of a corporate office concerns such as: complex in Massachusetts was programmed to allow after- hours employees to dial a code to turn on a small (2,000 SF) ■ Different use or occupancy area of lights as needed. However, over time the dial-in codes patterns of the facility since its were misplaced, so security staff would manually turn on the previous commissioning. lights for an entire floor. Typically, this meant that two floors of ■ How people interact to operate lights (216,000 SF) would be illuminated for perhaps five night the building systems from day to owls. day. To address this problem, the dial-in codes were redistributed to ■ Outmoded equipment or sys- 112 all staff members and posted in their appropriate zones. This tems. no-cost measure resulted in annual cost savings of about ■ Equipment or systems that do $45,000. (Source: Haasl, T. et aI, Pacific Northwest National not operate optimally and have Laboratory, Retro-Commissioning’s Greatest Hits, March 2000.) high failure rates. ■ Persistent high energy costs. ■ Occupant complaints. ■ Need for the building to achieve impacts caused by changes to the greater energy and water internal configuration (new parti- savings and a healthier indoor tions?), occupancy (now 150 occu- environment (e.g., for LEED- pants in the space, up from 75?), EB certification). and mission (former warehouse converted into a laboratory or IT Cen- Unfortunately, original information ter?). O&M manuals are reviewed sources, such as calculations and to ensure that product descriptions equipment specifications and submit- and recommended maintenance tals, may no longer be available and schedules and procedures are accu- may need to be developed. rate for the equipment now in place. Good O&M manuals include only The CxA reviews changes made to applicable O&M guidance and data the design documentation for com- specific to the equipment installed – missioning facilitation, energy effi- not non-applicable models or ciency, control system optimization manufacturer advertising. and strategies, operations and maintenance effectiveness, indoor DESIGN REVIEW environmental quality, O&M documentation, training, and potential en- Documentation Requirements: hancements to the mechanical and ◆ Updated Design Documentation electrical systems. This creates the ◆ Updated Commissioning Plan benchmark against which all inspection and test data is compared. Recommissioning Process

Commissioning Plan ◆ Functional Performance Checklists The changes made to the design documentation necessitates updat- During the implementation and veri- ing the most recent Commissioning fication phase, the CxA measures Plan as well. The Commissioning current equipment and systems per- Plan is updated to include informa- formance and develops perfor- tion specific to the current recom- mance baselines. Functional missioning: commissioning performance tests are performed to objectives, identification of equip- verify that equipment and systems ment and systems being commis- operate as required. Selected im- sioned, commissioning team provements are made, and im- members, project organization, cur- provements and operational and rent conditions and changes since energy savings are verified and the previous commissioning, and ap- documented. The CxA also reviews 113 parent and declared problems and and recommends (or performs, as opportunities that need further veri- applicable) updates to O&M manu- fication and investigation. Areas of als and staff training. emphasis may include: Performance Baselines and ■ Heat exchangers ■ Heating and cooling systems Equipment and Systems ■ Air delivery and ventilation Measurements systems Baseline energy models of building ■ Control systems performance are established to ■ Air and water system testing, document a performance profile be- adjusting, and balancing (TAB) fore and after recommissioning. ■ Lighting Baseline energy models are estab- ■ Building envelope lished using anyone or combination of the following data: Recommendations focus on optimizing the performance of equip- ■ Short-term measured data from ment and systems in place. dataloggers, building automation Upgrades to include new technolo- system (BAS), or energy gies and energy efficient measures management and control system may be recommended resulting (EMCS). from the recommissioning effort, ■ Metered long-term hourly or is- but are treated as a separate action. minute whole building energy data. IMPLEMENTATION AND ■ Historic utility bills for electricity, gas, steam, and chilled or hot ERIFICATION V water. Documentation Requirements: ◆ Commissioning Report Trending allows the recommission- ◆ Commissioning Plan (Final) ing team to observe performance and output parameters under vari- Recommissioning Process

ous modes and conditions over time. pressure, current, light levels and du- Variables often trended include en- rations, and similar information. ergy, temperatures, pressures, flow rates, weather data, and set points. A utility bill analysis, conducted early By analyzing trends, the recommis- in the project, gives the commission- sioning team characterizes perfor- ing team a good understanding of mance and validates whether or not how the building is consuming en the systems operate correctly. ergy and the direction toward which they should target their efforts. Trending may be conducted by reviewing and plotting BAS and All major equipment and systems EMCS data over time. The commis- are checked to record current oper- sioning provider may require assis- ating parameters and to verify the tance from the controls vendor, correct operation of their parts. This 114 particularly in developing, download- is analogous to the verification ing, and formatting system data for checks in new construction and analysis. renovation commissioning. Verifica- tion checklists that were developed Dataloggers also provide a trending when the building was first commis- capability. These are small, portable, sioned can be used again. battery-operated devices utilize software that can be downloaded onto a This is also an appropriate time to laptop and easily graphed and ana- check the equipment condition, if it lyzed. Data collected typically in- is not already done in a Reliability cludes temperatures, humidity, Centered Maintenance (RCM) program, using available condition and predictive technologies such as infrared thermography, vibration analysis, equipment alignment, air- borne ultrasonic leak detection, oil analysis, insulation testing, and motor analysis.

Any significant problems found during equipment and systems measurements are noted and corrected by the O&M staff prior to functional performance testing.

Sensors and actuators should be calibrated prior to functional testing, and checked by the CxA.

How not to repair a leak (actual example taken in the field). Recommissioning Process

Functional Performance Testing Recommissioning In Action The CxA schedules, oversees, wit- A middle school was experiencing severe indoor air quality prob- nesses, and documents the func- lems and the school district requested the help of a commissioning tional performance testing of all consultant. Recommissioning found that among other things, all of equipment and systems according to the building’s fresh air vents were closed and systems were not the Commissioning Plan. The facil- operating as originally intended. Since the original controls con- ity O&M staff executes the tests, tractor had gone out of business, each time an occupant com- which use the same protocols and plained about the building’s comfort level over the years, the forms that were developed when maintenance staff responded by closing the offensive vent, thereby the building was last commissioned. addressing the symptom, not the root cause. Functional testing includes operating the system and components through The commissioning team confirmed that the HVAC systems, when the significant normal and emer- new, had been installed correctly. The facility would have most likely 115 gency modes of operation, including: functioned adequately had the support staff understood from the start the control system, its maintenance requirements, and how it 1. Each of the written sequences functions. (Source: E. Thomas Lillie, “Better Late than Never,” Engi- of operation neered Systems Magazine, May 25, 2000.) 2. Start-up and shut-down 3. Unoccupied mode 4. Manual mode gers to provide a high level of confi- 5. Staging dence in proper system function. 6. Miscellaneous alarms 7. Power failure Building Management 8. Interlocks with other systems or equipment Systems (BMS) Recommissioning the BMS is one of A sample functional performance the most cost effective building and test form is included at the end of energy performance measures that Appendix A, Sample Commission- can be undertaken. The operational ing Forms. status and correct programming of each strategy of the BMS is veri- Simple repairs and adjustments, fied. This requires trending of the such as belt replacement, damper BMS data over time to see if the adjustment, and sensor calibration, strategies are actually controlling not detected earlier and found dur- the equipment as they should. The ing the investigation may be done at cause of malfunctioning control this time to maximize system effi- strategies is then determined. For ciency and to enable system testing, example, is the system not operat- adjusting, and balancing. ing’ correctly because of a software programming error? Overridden Functional testing is accomplished control strategy? Ineffective sensor using a combination of conventional locations? Malfunctioning compo- manual methods, control system nents? trend logs, and stand-alone data log- Recommissioning Process

the building configuration, use, and/ Countdown of the Seven Most Common BMS or occupancy; and the need for the maintenance staff to frequently ad- Problems just the HVAC components.

7 – The BMS operator does not have a good understanding of A TAB analysis involves the energy conservation. measurement and verification of air 6 – Failed components are not replaced. system flow rates, water system 5 – The full sequence of controls is not verified at the time of (HVAC) flow rates, temperatures of system acceptance. heating and cooling delivery systems, positions and functionality of 4 – Control devices and sensors are disabled “temporarily” to satisfy immediate occupant complaints. delivery system flow control devices, settings and operation of the 3 – Disabled energy conservation features, such as by power controls system and components, 116 outage, are never reset. and fan and pump speeds and pres- 2 – The BMS is not properly programmed. sures. Observations are made 1 – The maintenance staff does not have the time, or is inad- against the building’s design docu- equately trained, to thoroughly diagnose BMS problems. mentation and are documented in a formal Test and Balance Report.

All analog and digital in- and out- Maintenance Program points are verified. Heating and cooling setpoints and setbacks are In existing facilities, a review of the checked, and heating and cooling re- maintenance practices and observa- set schedules are checked for accu- tion of the actual equipment appear- racy. ance and operation may uncover deficiencies in the program. Recom- Testing, Adjusting, and missioning provides an opportunity to review the program, identify defi- Balancing (TAB) ciencies, recommend improvements, Testing, adjusting, and balancing establish best practices, identify may or may not be part of the re- training needs, and document a new commissioning process. TAB is the program, as required. process of adjusting HVAC system components to supply air and water Deficiencies and Retesting flows to match the requirements. In- Each equipment and system tested ordinate indoor temperature fluctua- must pass its functional performance tions, excessive drafts, and improper test to ensure that it is installed and air distribution causing hot and cold operating according to the current spots lead to occupants’ discomfort requirements. Corrections of minor and excessive energy use. Indica- deficiencies (e.g., fixing a controller, tions that TAB is required include adjusting alignment) identified can frequent occupant complaints of dis- be made by the O&M staff during comfort due to hot and cold spots; the tests at the discretion of the cardboard taped over air registers at CxA. workstations; a significant change in Recommissioning Process

The highest priority is to solve exist- The CxA records the results of the ing problems with no- and low-cost test on the procedure or test form. measures. Typical examples include: Deficiencies or non-conformance issues are noted and reported to the ■ Calibration of building controls, Owner on the Master List of Find- such as thermostats and ings or Findings Log. This is per- occupancy sensors. haps the most important tool of the ■ Adjusting BMS schedules to recommissioning process and as- ensure that equipment runs only sists the Owner in prioritizing when necessary. recommended and needed correc- ■ Checking for and replacing tive measures. The list identifies ev- malfunctioning steam traps. ery finding detected, including fixes ■ Cleaning condenser, evaporator, that are made in the field, estimated and boiler heat exchanger costs, savings, and paybacks. The tubes. 117 list may appear in any order, but categories such as no cost/low cost, Implementing higher cost corrective medium cost/ short term, and high measures and non-remedial im- cost/long term have proven to be provements that optimize equipment valuable for prioritizing, budgeting, and systems follows. The Owner’s and project programmmg. approach to implementing improvements depends on in-house capabili- Systems are retested after the defi- ties, life-cycle cost analysis, ciencies are corrected to ensure available funding, and the Owner’s that they do, in fact, operate and de- degree of comfort with the recom- liver the desired outcome as mendations relative to the impact on needed. operations and mission.

Implementation of Once the improvement Improvements is completed, the system documentation is Many changes that are made will updated to reflect be no- or low-cost. For recom- changes to affected mended major improvements, such control sequences. as replacing an old boiler system Also, it is important to with an energy-efficient modulating retest the equipment type with reheat or installing a new and systems to ensure building automation system, infor- that the improvements mation on costs, estimated energy are working as ex- savings, payback, and return on in- pected. The retesting vestment are prepared. In addition, can take the form of an A/E and specialized contractors utility trending, observa- may need to be consulted for com- tion, datalogging, func- plicated improvements. tional testing, or as a Recommissioning Process

Case Study - Finding the Optimal Solution

The recommissioning of a 300,000 SF hospital in California indicated that triple duty valves on the building’s condenser pumps were only 20% open. They were throttled back because the pumps were significantly oversized and pumping too much water. Throttled valves reduce water flow, but also add pressure drop to the system, thereby wasting energy. In most cases, water flow is best reduced by trimming the pump impellers and opening the valves at the pump discharge. If pumps (and fans) are equipped with variable speed drives (VSD), it is tempting to balance the system by slowing the pump down with a drive rather than trimming the impellers. While better than throttling, the result is not optimal since drive efficiency drops as a function of load and drive speed. A recommissioning recommendation may be to best optimize the system’s overall efficiency by adjusting the impeller size so the pump delivers the design flow when the drive is at full speed, and then using the VSD to 118 match actual load conditions. (Source: Haasl, T. et al, Pacific Northwest National Laboratory, Retro- Commissioning’s Greatest Hits, March 2000.)

combination of these, and the data gas, and chilled and hot water are compared to the initial baseline data. reviewed for long-term monitoring. This new baseline data becomes the baseline against which future Final Commissioning Plan recommissioning activities will be compared. The CxA finalizes the updated Com- missioning Plan after functional per- Monitoring and Verification formance testing is complete, recommended improvements have The impact of the minor adjustments been implemented, and there are no made during the functional perfor- more changes or equipment substitu- mance testing and of any imple- tions planned. mented improvements is monitored over a reasonable time to Commissioning Report verify their impact on occupant comfort, on operational and energy The fmal Commissioning Report is a performance, and on control se- record of the recommissioning ac- quences and schedules. tivities and measures implemented and recommended for implementa- Room-by-room measurements are tion. It incorporates a summary re- made using hand-held meters or por- port of participants and their roles, table dataloggers. Energy model building description, project objec- data is collected using the short-term tives, an overview of the commis- methods discussed previously. Utility sioning scope, and a general bills and meter data for electricity, description of testing methods and results. The Commissioning Report Recommissioning Process

includes and is a formal, permanent Operation and Maintenance record of the following: Manuals ■ Executive summary. As a function of the recommission- ■ Commissioning Plan (updated). ing effort and continuous improve- ■ Current building performance. ment, the CxA reviews the ■ Description of existing system operation and maintenance manuals conditions. and updates the manuals as needed. ■ Functional performance test Particular attention is given to re- results, including a list of vised as-built drawings, design intent deficiencies found and cor- modifications, changed sequences rected. of operation, new and updated ■ Description of implemented operating instructions, functional improvements and their impact performance test procedures and on system performance. results, new condition baselines, 119 ■ Description of implemented guidelines for continuous mainte- operation and control proce- nance, improved maintenance dures and their impact on schedules and checklists, updated system performance. manufacturer and vendor contact ■ Cost/savings analyses for each lists, training requirements, and any implemented recommendation. new warranty information. The ■ Modifications to O&M prac- manuals are also re- tices and guidelines. viewed mindful of any ■ Monitoring and verification changes to the system results. function and to user Sources for Help ■ Recommended frequency for and occupancy pat- Some Federal and state agencies recommissioning. terns. maintain electronic libraries available ■ Additional recommendations. through the Internet that can assist the ■ Estimated energy savings in Equipment and MBtu/SF and $/SF. user in recommissioning their facilities. Controls Docu- These libraries include tools, specifi- ■ Estimated cost and payback calculations for recommenda- mentation cations, regulations, publications, case tions not implemented at the studies, commissioning plans, sample Similarly, inventory lists time of the recommissioning. reports, and other often-needed infor- are updated for the mation. Two good Federal resources building’s main energy It is very important for the Owner are the U.S. Army Corps of Engineers’ consuming equipment. and facility staff to receive ad- Commissionpedia - Electronic Important information equate documentation and training Sourcebook for Building Commission- typically includes to enable them to make the recom- ing and the General Services nameplate data, equip- mended improvements. The Com- Administration’s Project Planning ment identification and missioning Report becomes new Tools. The Califiornia Commissioning location, and the date documentation for the building’s his- Collaborative also provides this infor- installed. Updated con- torical files and for implementing, mation and more. All resources are trol system documenta- operating, and maintaining the mea- listed in the references at the end of tion should include a sures and prescribed operating pa- this chapter. full and complete point rameters. Recommissioning Process

list of DDC inputs and outputs, their Owner. Since staff members who associated component, sensor or ac- lack systems expertise are often the tuator type, and alarm limits. Se- root cause of many problems that quences of operation should be necessitate recommissioning ser- updated for each HVAC and lighting vices in the first place, the training system, with the rationale for any should be given high priority. changes and deviations hi-lighted for the Operator’s understanding. Up- PERIODIC REVIEW dated system diagrams also assist the operators and maintainers by de- Documentation Requirement: picting the entire system in sche- ◆ First-Year Report matic format rather than in component bits and pieces. The CxA performs follow-up site visits and interviews at periodic, pre- 120 O&M Staff Training scribed intervals with Facility Man- agement and O&M staff to review Training should actually be hands-on the system operation, identify any and take place throughout the re- operating problems, and recommend commissioning process. further improvements. The CxA provides additional training, or coordinates and arranges for Energy data is reviewed periodically, training with appropriate vendors in if not continuously, to assess the conjunction with the recommission- need for further recommissioning. ing, if the improvements made to the At this time, increased building en- equipment and systems warrant ad- ergy consumption and decreased ditional familiarization or emphasis performance efflciency is flagged. or if a particular operation or prac- The CxA then works with the O&M tice is of a particular concern to the staff to perform an evaluation, de-

References

1. Retro-Commissioning’s Greatest Hits, Haasl, Tudi et aI, Pacific Northwest National Laboratory, March 2000. 2. A Practical Guide for Commissioning Existing Buildings, Haasl, Tudi and Terry Sharp, April 1999. 3. Energy Star Buildings Manual. 4. Commissionpedia, U.S. Army Corps of Engineers; available online at www.cecer.army.mil/KD/HVAC/ index.cfm?chn_id=1136. 5. Project Planning Tools, U.S. General Services Administration; available online at www.projectplanningtools.org. 6. State of California Guide to Commissioning Existing Buildings, California Commissioning Collaborative, February 2006; available online at www.CACX.org. Recommissioning Process

velop measures to restore the build- and documentation you can ing energy and operational perfor- provide from the initial commis - mance, and implement the sioning process, the better. measures. ■ Recommission the entire Building staff play a key role in building every three to five tracking the measures after they years, or put in place an ap- have been implemented to ensure proach in which one-third to that they work properly. This avoids one-fifth of the building’s the need for the CxA to make a re- systems are recommissioning turn visit to verify that savings are each year, on a rotating basis. persisting. This makes recommissioning “business as ususal” rather than A first-year report is developed by a special event. the CxA. It documents measured 121 energy savings, recommends any ■ The more substantial the additional changes or building im- changes a facility endures, the provements, provides recommen- more frequently it should be dations for ongoing O&M staff recommissioned. training, and establishes a schedule for future recommissioning, if a ■ Integrate recommissioning into continuous commissioning program the facility’s preventive mainte- is not established. The more fre- nance program to improve the quently the building undergoes performance of both ap- changes in facility use and occu- proaches. pancy patterns, the more often the building should be recommissioned. ■ When recommissioning with a limited budget, focus first on BEST PRACTICES HVAC, refrigeration, and electrical systems and their ■ Employ recommissioning to controls, which are often the improve facility efficiency and sources of the biggest opera- address issues that may have tional problems. arisen since the original commissioning. ■ Focus also on low- and no-cost recommedations, as these can ■ Keep recommissioning in mind have a surprisingly big impact when performing initial building on the facility’s bottom line. commissioning: the more forms Recommissioning Process

STUDY QUESTIONS 1. What building systems are most often involved in recommissioning, and why?

2. How long after initial building commissioning should one wait to recommission the facility? What factors go into determining how long to wait before recommissioning?

3. How does recommissioning differ from retrocommissioning? How are the two processes similar?

4. How can recommissioning be integrated with an existing preventive maintenance program?

122 5. What are typical items to look for during the design review phase of the recommissioning process?

6. How important is it to establish a performance baseline, and what are some typical methods for baseline development?

7. What role does TAB play in recommissioning? Continuous Commissioning Process

Chapter 8 Continuous Commissioning Process detect any ontinuous commissioning abnormal is a form of remote intel- conditions – ligence. The primary fo- the fault C cus of continuous detection 123 commissioning is ensuring the per- phase. sistence of building systems optimization. It is an ongoing process for ■ If an abnormal existing buildings, employed to re- condition is solve operating problems, improve detected, then building comfort and safety, opti- fault diagnosis mize energy use, and improve sys- is used to tem reliability. evaluate the fault and As in recommissioning, continuous diagnose the commissioning takes place only cause of the when the facility has been previ- abnormal condition. A resting body tends to stay ously commissioned, since it needs at rest and a body in motion tends to stay in motion un- a baseline for comparison. Its ob- ■ Following diagnosis, during the less acted upon by an outside jectives are essentially the same – fault evaluation phase, the force. identifying and correcting building magnitude and impact of the system problems and optimizing fault on factors such as energy Law of Physics systems performance and reliability use, system reliability, and plant in existing buildings. The major dif- operations is determined. ference between recommissioning and continuous commissioning is in ■ Finally a decision is made on the degree of persistence. how to react to the fault.

A typical continuous commissioning In many cases, detection of faults is approach can be viewed as having relatively easier than diagnosing four distinct functional processes as shown below: This chapter describes the process for implementing continuous commissioning in an existing facility. Chapter 5 covers the commis- ■ The first of the functional steps sioning process for new construction and major renovation, Chap- is to monitor the building ter 6 the retrocommissioning process, and Chapter 7 the system(s) or subsystem(s) and recommissioning process. Continuous Commissioning Process

as 50 percent to allow for contingen- cies and possible growth. The end In this Chapter result is oversized units running at inefficient part loads. Continuous ◆ Project Development Phase commissioning seeks to mitigate ◆ Implementation Phase those situations. - Step 1 - Fault Detection - Step 2 - Diagnosis Continuous commissioning is closely - Step 3 - Fault Diagnosis related to (and often integrated into) - Step 4 - Fault Reaction a facility RCM program. By mea- ◆ O&M Staff Training suring output parameters (e.g., tem- ◆ Best Practices peratures, pressures, volumes) and trending them over time or tracking them relative to alarm limits, im- 124 them or determining their impacts. pending problems can be investi- For those familiar with Reliability gated and averted. Centered Maintenance (RCM), the process of detection, diagnosis, risk The subtle difference is that instead analysis, and outcome is similar to of emphasizing a system or While commissioning focuses RCM’s decision logic tree. component’s current condition and on bringing the building op- predicting an impending failure like eration to the design intent, This process is both “continuous” RCM, continuous commissioning continuous commissioning (uninterrupted) and “continual” (re- emphasizes optimal building and sys- focuses on optimizing HVAC curring regularly and frequently). tems operation to meet current out- system operation and control Ensuring that building systems re- put requirements. Where RCM is for the existing building con- main optimized continuously re- heavily reliant on predictive tech- ditions. quires: nologies, continuous commissioning incorporates the permanent installa- ■ Benchmarking of energy, tion of metering equipment, software operations, and output data, and building automation sensors. ■ Continuously gathering new (RCM also incorporates this avail- data, able output information as one of its ■ Making comparisons between many analytical tools.) On-going pe- that new information and the riodic (hourly) output and energy benchmark data and against metering, monitoring, and analysis is pre-established metrics and conducted automatically to detect trends, and proactively when some event, defi- ■ Establishing new baselines. ciency, or impending failure is im- pacting a system’s efficiency. Continuous commissioning also involves finding opportunities that will Continuous commissioning is re- make the building run better and to ported to have produced typical sav- its maximum efficiency without sac- ings of 20 percent with payback rificing occupant comfort require- under three years (often one to two ments. Designers historically have years) in more than 130 large build- oversized HVAC units by as much Continuous Commissioning Process

Continuous Commissioning Process

Project Development Decide which equipment and systems will be analyzed for potential improvements Conduct commissioning audit and develop project scope Hire CxA or assign duties to O&M personnel Develop detailed work plan and form project team

Process begins again when Implementation and Verification periodic review indicates 125 Develop performance baselines that the building, Measure current equipment and system performance and equipment, and/or systems develop recommended improvements are not operating at optimal Track, trend and analyze energy and performance data for levels (anomalies are anolmolies found) Implement recommended improvements Document energy and operational savings and comfort improvements

Periodic Review Continue to track, trend and analyze energy and performance data for anolmolies Follow-up site visits and interviews Write follow-up project report at 1 year

ings according studies by Texas involves conducting a needs assess- A&M University. ment where a walkthrough is made by Building Management to identify PROJECT DEVELOPMENT and discuss the Owner’s expectations for comfort performance, PHASE building energy performance, and known problems. It also involves a Documentation Requirement: facility survey, review of equipment ◆ Project Work Plan performance data and histories, and an assessment of the available auto- The first step of continuous com- mated system tools, which are es- missioning is performing an assess- sential for the continuity of the ment of whether continuous commissioning program, and their commissioning makes sense. This capabilities. Continuous Commissioning Process

These automated systems are typi- cell phone, and a service technician cally a facility’s building automation responds as necessary. Some sites system (BAS) or energy manage- incorporate an enterprise energy ment and control system (EMCS), management system (EEMS), which which provide local, remote-capable, uses the Internet to connect all ma- system alarm, control, and archiving jor energy-consuming devices in a information. They allow Facility facility or group of facilities, for ad- Management to monitor, manage, ditional analysis and problem solu- and control mechanical systems and tions. lighting remotely. Consumption and control parameters are trended and If it is found that continuous com- compared. Alarms are indicated, missioning has merit, the process usually communicated to a pager or continues with the formation of the

126

Automated and Continuous Commissioning Flow Chart

Building System Component

Decision

Fault No Fault Detection Tolerate Request Repair No Action Proactive and Fault Required Diagnosis Continue

Tolerate? NO s Passive Fault Pro-Active ent

m Diagnosis/ Diagnosis for Isolation Fault ure NO Reconfigure Resolution the Controls eas M Fault Reconfigure Diagnosed Controls? Reconfigure

Fault Evaluation • Safety • Availability • Energy/Cost Impact Operate • Comfort Alarm/ • Environment Impac Shutdown

Continue to NO Operate?

Adapted from: Methods for Automated and Continuous Commissioning of Building Systems – PECI/ Battelle April 2003 Continuous Commissioning Process

commissioning team and develop- ■ Provides information / commis- ment of the work plan. sioning reports to Management, obtains “buy-in” and approval, Commissioning Team and provides feedback and guidance back to the team. Continuous commissioning is usually ■ Follows up on the implementa- implemented and conducted in- tion of recommended changes. house with facility O&M staff, or the data can be transmitted elec- Commissioning or Systems tronically to an independent analyti- Engineer cal laboratory where it is captured, ■ stored, and analyzed on a subscrip- Develops automatic monitoring tion basis. and field measurement plans. ■ Establishes and maintains The continuous commissioning team system performance baselines. ■ 127 consists of at least three individuals: Monitors and interprets data the Facility Manager or Owner’s and trends. ■ Representative (Commissioning Au- Diagnoses the causes of faults thority); a systems engineer (Com- and their impacts. ■ missioning Engineer); and a systems Conducts engineering analyses. ■ technician (Commissioning Techni- Develops system improvement cian). Each has a distinct role in the measures. ■ continuous commissioning process: Develops improved sequences of operation, control schedules, Commissioning Authority / and set-points. ■ Directs programming changes Facility Manager to the BAS/EMCS/EEM ■ Prepares a team charter and software. ensures responsibilities and ■ Estimates potential energy authorities are properly re- savings and costs to implement flected in the appropriate recommended measures. position descriptions (contract ■ Develops implementation document if the function is schedules. outsourced). ■ Provides guidance to the ■ Coordinates the activities of the technicians implementing commissioning team. recommended changes. ■ Establishes team objectives ■ Documents findings and relative to the Owner’s require- periodically updates the comments. missioning reports. ■ Determines metrics to be achieved. Commissioning or Systems ■ Establishes and maintains Technician schedules and milestones. ■ Provides input based on knowl- ■ Reviews results and approves remedial actions within his or edge and experience, and her authority. building, system, and equipment histories to the engineer to be Continuous Commissioning Process

Sample Commissioning Forms at the - Reliability end of this guidebook. Plans similar RCM - Predict Failure to these should be developed and Equipment used so that the effort stays fo- ( Condition ( cused, coordinated, and thoroughly - Meet Output Continuous documented. Requirements Cx - Optimize Efficiency IMPLEMENTATION PHASE Documentation Requirements: considered during the commis- ◆ List of Improvements Selected sioning analyses. for Implementation ■ Conducts field measurements. ◆ Commissioning Report ■ Helps interpret collected data, 128 as required. The assessment may only identify ■ Implements mechanical, electri- suspected areas for improvement. cal, control, and systems There may be a need to obtain more software changes recommended complete and exact data on when by the Systems Engineer. and how systems are actually operating. Using the most recent Work Plans baseline data from previous commissioning efforts, the commissioning Appendices J and K of PECI/ team compares it to the actual col- ORNL’s A Practical Guide for lected data manually or automati- Commissioning Existing Buildings cally. provide good examples of detailed work plans. These plans document Step 1 - Fault Detection and maintain a focus on the systems being monitored and at what points, Diagnostic monitoring allows the the devices performing the monitor- commissioning team to observe criti- ing, their settings and locations to cal parameters such as inside and ensure continuity, minimum and outside temperatures, humidity, maximum allowable parameters, and flows, pressures, speeds, noise lev- recommended actions in the case of els, light levels and intensities, and non-compliance or alarm situations. more under typical operating condi- They also include identification of tions. Three of the most common di- involved personnel, general informa- agnostic monitoring methods are tion narratives, special instructions, BMS/EMCS/EEM trend logging, and step-by-step procedures, as ap- standalone data logging, and manual propriate. functional performance testing.

Diagnostic monitoring, trending, and BMS/EMCS/EEM Trend Logging functional performance test plans Facility performance data are gath- are reproduced in Appendix A, ered from the building’s BAS or Continuous Commissioning Process

EMCS using open protocols and software algorithms. Automatic Case Study: Continuous Commissioning trend logging can provide a wealth of system information using minimal in Action human effort and with reasonable A medical center in Texas was commissioned in 1992, recom- accurancy. It also can automatically missioned in 1993, and produced savings of $145,000 and alert when conditions approach ab- $62,500 respectively. Continuous commissioning techniques normal. were applied in 1994 and obtained an additional $195,000 per year savings on the same systems that had been previously However it is important that the commissioned to design specifications. (Source: Culp, Charles sensors’ calibration be maintained H. et al, Continuous Commissioning in Energy Conservation and that the user has confidence in the accuracy of the collected data. Programs, http://energysystems.tamu.edu.) Another drawback of relying solely on the BMS/EMCS/EEM for diag- 129 nostics is that its sensors are permanently mounted and installed, and Functional Performance Testing taking measurements at other loca- Manual functional performance tions is not possible. testing may be conducted to verify a system’s correct operation and to Some sites have outsourced their pinpoint problems. It involves putting BMS/EMCS/EEM functions to re- each system or piece of equipment mote providers. Many of these have through a series of tests that check moved beyond alarm response and the operation under various modes troubleshooting to trending and iden- and conditions. The condition can be tifying system deficiencies and op- simulated or a mode of operation portunities for improved efficiency. can be forced manually. Data are This information is then used to gathered by taking spot measure- make better informed design deci- ments using hand-held instruments sions in the future. such as multi-meters, ammeters, infrared cameras, and light meters. Portable Data Logging The data is then compared against Portable data loggers are good for the baseline, other diagnostic results, short term diagnostic and monitoring and/or design or desired require- activities. These are small, battery- ments. powered devices that are easily installed, often with magnets, and It is beneficial to conduct all three removed without disruption to the diagnostic methods simultaneously, building occupant. While some indi- if possible. For example, if the func- cate current real-time conditions, tional performance testing is con- others are highly sophisticated and, ducted while data loggers are still in when downloaded on a laptop or place, the results will be perma- other device, will trend, graph, and nently recorded and can be graphed analyze the collected data. Manual and analyzed. At the same time, the testing and spot observations do not EMCS can be used to view the provide this level of accuracy. various responses as they occur. Continuous Commissioning Process

rithms to detect and diagnose prob- Trend logs are vital tools to aid diag- lems in the equipment. They reduce nostics. They frequently reveal un- the significant time burden of gath- expected results. Some recorded ering, downloading, and converting examples include: data into a suitable format for analysis and reduce the analysis time as ■ Boilers firing for short spurts well. They also reduce the required during the summer cooling skill level of the person conducting season for no apparent reason. the testing, since most of the techni- ■ Energy spikes occurring at cal expertise is required up front in about 2:00 a.m. each day over a setting up and then maintaining the month’s time with no known software. Examples of semi-auto- cause. mated diagnostic tools are: ■ Control dampers and valves 130 completely recycling every five Whole Building Diagnostician or ten minutes. (WBD) developed by Pacific North- west National Laboratory - The Step 2 - Diagnosis Whole Building Diagnostician has two modules: Overall Energy Use Semi-automated diagnostic tools are and Economizer Optimization. The available that rely on data that is col- Overall Energy Use Module calcu- lected by the BAS and portable data lates the total building energy use as loggers and then use internal algo- a function of outside air temperature and other key parameters. Over time, when the total energy use exceeds a pre-established alert level, it Common Problems Detected by alarms the user. The Economizer Module periodically measures the Diagnostic Tools condition parameters of air flows, ◆ Uncalibrated and failed sensors outside conditions, and status data to determine the operating state of ◆ Simultaneous heating and cooling AHUs. Both modules detect faulty ◆ Leaking valves or misplaced sensors and estimate ◆ Unoccupied periods energy and cost impacts of all prob- ◆ Inadequate ventilation rate lems found. The economizer module further identifies probable causes of ◆ Economizer opportunities the problem and recommends reme- ◆ Improper terminal outputs dial measures. ◆ Setpoint deviations ◆ Incorrect of ineffective sequencing Performance and Continuous Re- commissioning Analysis Tool ◆ Poor efficiency (PACRAT) developed by Facility Dy- ◆ Excessive cycling namics Engineering - The PACRAT ◆ Excess energy use relative to the provides trend data recorded and baseline stored by a BMS/EMCS, data log- Continuous Commissioning Process

gers, or metering system. Compar- ing collected data to a baseline, it A properly implemented continuous commissioning program will: diagnoses system problems and ◆ poor performance, and identifies en- Reduce energy usage and costs through monitoring and ergy wastes. It integrates weather management data as necessary. It includes “ex- ◆ Improve comfort, health, and safety of building occupants by pert” advice on the possible cause maximizing the air quality of their working spaces of the anomaly and how to correct ◆ Improve the condition and reliability of the building operating it. It identifies energy waste, why it systems is occurring, and suggests how to ◆ Facilitate compliance with the EPAct and current energy Ex- remedy it. ecutive Orders. ACRx Palm Pilot tools developed by Field Diagnostic Services - The ACRx Palm Pilot tools allow 131 for the field testing of HVAC equip- Baselines ment and controls. Using thermody- The CxA refers to the original and namic principles, these tools detect any subsequent commissioning and diagnose HVAC problems, per- baseline data. Then, using data from form short term monitoring of the BAS/EMCS and other installed HVAC parameters, and monitor meters and data loggers, compares long term controls performance. the results.

AEC ENFORMA - This software The baseline performance criteria is programs data loggers to gather and re-evaluated at least annually, since process performance data. It assists settings tend to drift away over in setting up optimum data points time. Changed building uses, mis- and provide the user with graphs of sions, occupant changes, configura- the collected data. Trend analysis tions, and even weather patterns all remains primarily a manual process. will have some impact. For example, a previously unoccupied Manufacturers also provide diag- space may become occupied or the nostic capabilities in many of their building may have had a mission equipment controllers. For example, change from an administrative cen- chiller controllers have long had di- ter to a conference area. It is pos- agnostic capabilities through a hu- sible that due to these changes, the man interface and digital display baseline may no longer even be that show operating and diagnostic achievable, the systems operation codes, compressor status, setpoints, and efficiency no longer optimal, specified temperatures, specified and higher energy costs may likely pressures, and enable/disable fea- be the result. tures and options. Faults and operating conditions are identified and In addition to the system perfor- percent load and percent kW are mance and output data, it is also displayed that indicate the loading necessary to look at energy infor- condition and efficiency of the mation. Comparative energy data chiller. Continuous Commissioning Process

may be accumulated using any one tem to measure space temperatures or a combination of the following: and reduce duct static pressure gradually until the lowest static pres- ■ Short-term measured data from sure that maintains occupant com- data loggers, BAS, or EMCS. fort is found. That setting would ■ Metered long-term hourly or 15- remain until it is again adjusted minute whole building energy manually. data. ■ Historic electricity, gas, and Continuous commissioning performs steam utility bills. that same procedure, but with necessary adjustments, over and over The Facility Manager reviews the again several times a day. Instead of energy data at least quarterly. If the finding a single optimum setpoint, the Continuous monitoring al- building energy consumption has in- BMS/EMS/EEMS is used to find the 132 lows the Owner to observe creased relative to established most appropriate setting under energy consumption patterns metrics and baselines, the systems changing conditions – morning ver- and see how they change un- engineer investigates to determine sus afternoon, summer versus win- der varying conditions, thereby helping the Owner its possible causes, with input as ter, and so forth. The end result is make informed utility pur- needed from the operations staff. that energy usage is held in check chasing decisions, such as without sacrificing comfort and peak shaving and interrupt- The building annual Energy Use In- health. ible service. dex (EUI) is the common benchmark used to make building energy As anomalies, inefficiencies, and de- use comparisons. It is expressed in ficiencies are detected, the Commis- terms of energy use per square foot sioning Engineer develops a detailed of floor area (Btu/ft2 or kWh/ft2 ). measurement cut-sheet for each Increased energy use over time in major system, listing all parameters the same building area may signal to be more carefully measured and the need for an energy audit and re- all parts to be more accurately medial action. In addition, because it checked. is normalized to the floor area, comparisons can also be made between Continuous commissioning does not similar buildings or buildings with overlook its most important resource similar functions, but with different – people. Occupant feedback, floor areas. coupled with the results from data collection devices, may be able to Step 3 - Fault Diagnosis shed some light on possible causes of building anomalies and deficien- Monitoring BMS/EMCS/EEMS data cies. It also identifies comfort prob- produces real-time information and lems in specific areas attributed to specialized reports that permit the temperature, humidity, noise, odors, facilities staff to recommission build- air flow, and lack of outside air. In- ings continuously. For example, typi- formation from the building mainte- cally the building operations staff nance staff reveals operational would use the building’s control sys- problems, recurring problems, and the need to frequently replace parts, Continuous Commissioning Process

which is indicative of bigger prob- trained on replacing belts on that lems. specific equipment, then the failures will recur at continued downtime, In some cases, more detailed root cost and discomfort. cause failure analysis should be performed. Plant equipment may fail Root Cause Failure Analysis repeatedly or the work environment (RCFA), a fundamental tool of may always be uncomfortable. RCM, can be used to proactively These failures eventually become seek the fundamental causes that accepted as a normal condition. Re- lead to equipment failure, excessive curring problems, such as short energy use, and poor working condi- bearing life, loud noises in the tions. Its goals are to: ductwork, and mold are symptoms of more severe problems. However, ■ Find the cause of the problem maintenance personnel often only quickly, efficiently, and eco- 133 fix the symptomatic problems and nomically. continue with the frequent repairs ■ Correct the cause of the or adjustments necessary to amelio- problem, not just the effect. rate the problem for the moment. ■ Provide information that can Repeated failures and uncomfort- help prevent the problem from able conditions result in high costs recurring. for parts and labor and decreased ■ Instill a mentality of “fix for- occupant productivity. Further, unre- ever.” liable equipment and poor indoor work environments may pose a Detailed instruction on how to con- continuing personnel health and duct a RCFA is beyond the scope safety hazard. here. However, ample guidance is available through While continuous commissioning internet search en- can identify equipment faults at gines on the topic of such an early stage that they never Root Cause Failure lead to actual equipment failure, it Analysis and/or Reli- often does not include discovering ability Centered the underlying reason for the faults. Maintenance. For example, an air handling unit may not be delivering the correct Step 4 - Fault quantity of conditioned air to a Reaction space. Commissioning may likely recognize that a belt is badly worn Using these measure- or broken and needs replacement. ments and other But if nobody recognizes that the input, the Commis- sheave is bent and is causing pre- sioning Engineer and mature belt wear or that the techni- Commissioning Au- cian used a screwdriver to pry the thority conduct an en- belt over the sheave and bending it gineering analysis and because he or she was not properly Continuous Commissioning Process

risk assessment, respectively, to de- the start of a system degrada- termine their impacts on energy con- tion and its functional failure is sumption, system reliability, mission, unacceptable. operations output, budget, and on other concerns to the Owner. A de- ■ Predictability – The measure- cision is made to either take immedi- ment of degradation is obvious ate remedial measures (such as to the system operator or user. equipment shut-down or emergency repairs), to schedule remedial mea- ■ Cost – Compare the relative sures or improvements, or to accept costs of monitoring against the the risk and tolerate the existing anticipated benefits. conditions. Remedial measures may be as simple as adjusting control ■ Process Time – Determine if schedules and setpoints or as drastic the time between data collection 134 as making capital improvements to and analysis is critical to opera- improve energy efficiency. tions.

The approach selected should be ■ Accessibility to Monitoring based on an evaluation of the fol- Locations – For example, lowing factors: consider critical air handling units where the starting and ■ Consequences of Failure – stopping of fans would be Consider the impact of a failure required to safely and accu- (actual or impending) on safety, rately take measurements. This security, environment, health, situation is a good candidate for mission, productivity, cost, and remote monitoring. morale/political impact. If there is no impact, then there is no Monitoring and Verification justification for monitoring the The impact of the minor adjustments conditions at all. made during the functional performance testing and of any imple- ■ Probability of Failure – mented improvements are monitored Consider the maintenance immediately following their imple- history and the reputation of the mentation to verify their impact on systems being monitored. occupant comfort, on operational and energy performance, and on ■ Redundancy – Evaluate control sequences and schedules. whether or not there is a single point of failure that can shut Room-by-room measurements are down operations. made using hand-held meters or portable data loggers. Energy model ■ Time Path for Failure – data is collected using the short-term Based on the operating environ- methods established earlier. Utility ment, load, tolerances, and bills and meter data for electricity, location, consider whether the gas, steam, and Btus are reviewed projected time period between for long-term monitoring. The out- Continuous Commissioning Process

come is updated details on energy consumption, use patterns, trends, and new baseline data.

If the monitored data shows no abnormalities or disturbing trends, it is good practice for the building manager to check with key occupants and maintenance personnel semi- annually to ensure that there are no comfort or operational problems being experienced that are not otherwise detected by the BMS/EMCS/ EEM. 135 Implementation of Improvements During each recommissioning cycle, a report is prepared by the commissioning engineer and approved by the commissioning authority that summarizes the results of the energy performance baseline measurements and the system on implementation costs and sav- measurements. The purpose of the ings. This report is presented to the report is to provide data interpreta- Owner or Owner’s representatives tion and action plans – not just per- to obtain approval to implement rec- formance charts and graphs. ommendations beyond the authority of the CxA and/or Facility Manager An executive summary includes a and to obtain their “buy-in” and on- summary of participants and their going program support. roles, building description, project objectives, an overview of the com- Upon approval by the Owner, the missioning scope, and a general de- commissioning team works with the scription of testing methods. The building O&M staff and any ven- report includes lists of existing con- dors, as necessary, to implement the trol sequences and set points for all selected cost-effective improve- major equipment, disabled control ments. The highest priority is to sequences, and malfunctioning solve existing problems. Mea- equipment and control devices. sures that optimize (not correct) equipment and systems and improve The report addresses performance operation and control schedules fol- relative to pre-established metrics. low next. Life-cycle cost analyses It includes a list of recommended are performed, if possible, to iden- improvements and operation and tify where the biggest benefits rela- control procedures and their esti- tive to cost lie. While making mated impact on performance and improvements, the commissioning Continuous Commissioning Process

team ensures that system documen- must be reconciled during the com- tation is updated to reflect changes, missioning analysis. such as to control sequences. O&M Staff Training An improved and a more consistently managed indoor air environ- Since continuous commissioning is ment leads to a more comfortable likely to be an in-house function, it is and healthier workplace. The result necessary for the responsible per- will be increased productivity. Also, sonnel to be trained in and to have a since monitoring system operations good understanding of the BAS/ and output parameters contributes to EMCS software and monitoring the equipment condition data under equipment capabilities, data analysis, an RCM program, system reliability data collection techniques, and stan- and maintainability, and its associ- dard operating procedures (SOP) to 136 ated costs, will also improve. be followed when disturbing data and trends are detected. One drawback is that improving indoor air quality and comfort may actually increase building energy BEST PRACTICES consumption. For example, increasing the minimum building outside air ■ It may be easier and in the long will increase the air-conditioning run more cost effective to hire load in the summer and the heating an independent, third-party load in the winter. This trade-off Commissioning Authority to set the commissioning project in motion and to train and mentor the in-house staff as needed until the comfort and technical References levels required of the staff are achieved. 1. Retrocommissioning Handbook for Facility Managers, Portland ■ Energy Conservation, Inc., March 2001. Ongoing monitoring and verification of energy and operational 2. Liu, Mingsheng, Ph.D., P.E., et. al., Continuous Commissioning performance are essential to Guidebook: Maximizing Building Energy Efficiency and Com- maintain persistence of improve- fort, October 2002. ments and to ensure that 3. Haasl, Tudi and Terry Sharp, A Practical Guide for Commis- equipment and systems are sioning Existing Buildings, April 1999. operating at optimal efficiency. 4. Culp, Charles H., et al, Continuous Commissioning in Energy Conservation Programs, http://energysystems.tamu.edu). ■ A well-trained O&M staff with adequate resources is crucial to 5. Mahling, Dirk K. and Lehman, Keith, Enterprise Energy Man- the success of any commission- agement, HPAC Engineering, December 2005. ing program. 6. Methods for Automated and Continuous Commissioning of Building Systems, Portland Energy Conservation, Inc. and Battelle Northwest Division, April 2003. Continuous Commissioning Process

■ Equipment, sensors, and data comfort and safety) that can be collectors must be accurately analyzed for more significant calibrated to ensure the validity trends. of the collected data. ■ The documentation required by ■ Problems, deficiencies, and each commissioning process complaints should be carefully can be daunting, but will prove recorded by the facility Man- an invaluable resource for agement and O&M staff. building management, O&M, Often, problems can be grouped and future commissioning into categories (design, opera- efforts. tion, maintenance, installation,

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STUDY QUESTIONS 1. What are the documentation requirements for each phase of the continuous commissioning process? Why are these documentation requirements important to the overall success of the continous commissioning process?

2. How does continuous commissioning differ from new construction/renovation commissioning? How does it differ from a typical preventive maintenance program?

3. Who are the continous commissioning team members, and how do their roles differ from a new construction/renovation commissioning team?

4. What are the four steps involved in the implementation phase of continuous commissioning?

5. What are the methods of investigation used during the continuous commissioning implemention phase?

6. How and why should energy and performance baselines be established?

7. What are the factors involved in developing an approach to correcting detected anomalies?

8. How would you prioritize and implement improvements recommended through the continuous commissioning process? Continuous Commissioning Process

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Chapter 9 Sustainable Commissioning

successful commission- purchase billions of dollars of mate- ing program takes thor- rials for operations, maintenance, ough planning and expert repair, and renovation. A execution, but several additional considerations are impor- The collective impact that commis- Don’t blow it - good planets 139 tant to the success of commission- sioning could have on building oper- are hard to find! ing, including developing a good ating and maintenance costs, energy Environmental Corollary measurement and verification pro- usage, and environmental impacts is gram and ongoing operations and tremendous, and this potential is not maintenance staff training. going unrecognized. In fact, commissioning – as has been discussed In addition, the Federal government throughout – is now a mandatory has demonstrated a commitment to requirement for the acceptance of sustainable design, and commission- many sustainable or “green” building has a central role to play in the ings. building and maintenence of “green” buildings as well. And this leads us to LEED – Lead- ership in Energy and Environmental COMMISSIONING FOR Design. LEED CERTIFICATION The LEED Green Building Rating System™ is a voluntary, onsensus- This document was developed by the U.S. Department of Energy (DOE) Federal Energy Manage- ment Program (FEMP) to help Fed- eral facilities managers, their staffs, and their consultants understand the basics of commissioning and to apply its practice to opportunities within their own organizations. The Federal facilities managers, staffs and consultants toward whom these materials are directed manage several hundred thousand facilities worldwide in about three billion square feet of floor space. They Sustainable Commissioning

imperative as government agencies look for ways to become more envi- In this Chapter ronmentally friendly, conserve energy, and decrease the operating ◆ Commissioning for LEED costs of their real estate. Indeed, Certification current Federal Laws, Executive ◆ Measurement and Verification Orders, and Executive Memoranda of the Commissioning direct Federal Government facility Program managers to reduce the energy and ◆ Post-Commissioning Training environmental impacts of the build- Program ings they manage. ◆ Best Practices Commissioning all building energy systems is a prerequisite for 140 based national standard for develop- every LEED project. Any building ing high-performance, sustainable can benefit from commissioning. buildings. Administered by the U.S. However, it is even more important Green Building Council, the LEED in energy efficient buildings as ad- program represents all segments of vanced control strategies become LEED certification aims to the building industry, and provides increasingly complex. Beyond improve occupant well-be- standards for new commercial con- HVAC, commissioning has become ing, environmental perfor- struction and major renovation invaluable to assessing the integrity mance, and economic returns projects, existing building operations, of the building envelope to ensure of buildings using estab- commercial interiors projects, core comfort, weighing in on manufac- lished and innovative prac- and shell projects, homes, and neigh- turer claims of building materials ap- tices, standards, and borhood development. It has further propriateness, and in confirming any technologies. developed guidance for specific ap- equipment condition relative to pos- plications in retail, multiple buildings sible latent manufacturing, transpor- and campuses, schools, healthcare, tation, and installation defects. laboratories, and lodging. The USGBC firmly believes that LEED provides a complete frame- third-party commissioning is invalu- work for assessing building perfor- able to the building Owner – so mance and meeting sustainability much, in fact, that in addition to it goals. The certification program em- being a requirement for certification, phasizes state-of-the-art strategies additional points can be attained by for sustainable site development, conducting optional commissioning water savings, energy efficiency, activities. This commissioning, as materials selection, and indoor envi- discussed earlier, starts during the ronmental quality. planning and design stages, through construction, and well into the post- Understanding the LEED certifica- construction and warranty phases. tion ratings and how to achieve fa- LEED requires the commissioning cility certification with design, of the facility’s static and dynamic construction, and operational credits elements, particularly any that affect based on the system has become Sustainable Commissioning

energy efficiency and the indoor environmental quality. LEED Certification Benefits

Commissioning Often cited reasons for building owners and facility managers to Components design, construct, and manage their facilities to meet LEED criteria: Specific prerequisite and optional ◆ commissioning requirements can be Easier operation and maintenance that meet the user’s con- found at the USGBC LEED stantly changing needs website (www.usgbc.org) and will ◆ Bragging rights for high performance buildings that are “Show- not be repeated here to maintain case Facilities” currency with the constantly evolv- ◆ Superior indoor air quality ing applications. However, in gen- ◆ Comfortable indoor environment with emphasis on thermal, eral, LEED requires commissioning, visual, and noise conditions including thorough documentation, 141 ◆ of building integrated HVAC sys- Improved system reliability tems and controls, ductwork and ◆ Efficient use and selection of materials and supplies to maxi- pipe insulation, renewable and alter- mize recycling and minimize disposal native energy technologies, lighting ◆ Maximized use of natural sunlight controls and daylighting systems, ◆ Conservation of water and minimized water waste waste heat recovery systems, and ◆ other advanced technologies. It also Thorough documentation and performance baselines includes testing, adjusting, and bal- ◆ Maximized energy efficiency and use of renewable energy ancing (TAB) verification. Certain site features, such as alternative fu- eling stations and exterior lighting, sign intent of the building has been are also required to be commis- achieved. sioned for LEED points. Water systems such as irrigation systems, The additional commissioning cred- plumbing fixtures, and plumbing in- its focus on reviews of the building frastructure are also commissioned design and construction documents under LEED. to identify potential problems and opportunities for improvement, on To demonstrate the successful establishing a program for future- completion of the commissioning re- year recommissioning, and in contin- quirements, the applicant must pro- ued energy measurement and vide a copy of the project’s verification after turnover to help Commissioning Plan that highlights the Owner manage and recoup sav- each of the fundamental best prac- ings. tices commissioning procedures used, and a signed letter of certifi- Documentation required from these cation from the CxA confirming that activities include an excerpt from the Commissioning Plan has been the commissioning plan describing successfully executed and the de- these activities, a copy of the design reviews, and a signed letter from Sustainable Commissioning

by measuring energy performance. Case Study: Potential Cost Savings of LEED A problem that is identified and corrected may result in reduced trouble Certification call time for your O&M staff, but The Costs and Financial Benefits of Green Buildings, A Re- this savings is hard to assign a dollar value to, and may not be noticed un- port to California’s Sustainable Building Task Force (Greg til well after the retrocommissioning Kats, Oct 2003) identified cost savings resulting from pursu- project is complete. ing LEED certification on 33 buildings. The report identified a financial benefit of $50 to $70 per square foot over a 20 The establishment of an annual en- year life of these buildings. An estimated $8.47 per square ergy use index (EUI) provides a foot is attributed to O&M savings resulting from commis- baseline to estimate energy savings sioning. Factoring in the implementation costs of the sus- when proposing a retrocommis- tainable design concepts, there was a 10-to-1 payback. sioning project, and to calculate ac- 142 (Source: Berning, Michael, Commissioning for LEED tual savings after project Projects, Engineered Systems, January 2006.) implementation. The baseline should be sophisticated enough to differen- tiate between only those energy re- the CxA stating that all of these ductions that result from the tasks were completed successfully. retrocommissioning project and not For the continued energy measure- reductions that occur from changes ment and verification, the Owner in building use, weather, etc., and must further comply with the DOE should be flexible enough to accom- M&V procedures, provide an M&V modate changes that occur after the plan, identify a schedule of instru- project is underway. mentation and controls input and output data to be collected, and in- A thorough energy analysis of your clude cutsheets of the sensors and facility will: data collection devices that will be used. ■ Evaluate and describe all energy end uses. MEASUREMENT AND ■ Identify energy consumption by system and fuel type. VERIFICATION OF THE ■ Summarize the operation COMMISSIONING PROGRAM schedules of systems. ■ Describe the efficiency of all Adopting measurement and verifica- systems in your facility. tion (M&V) approaches will help in- ■ Identify operation, scheduling dicate the effectiveness of the and maintenance efficiency commissioning program, both as it opportunities. unfolds and at project completion. ■ Describe opportunities for off- the-shelf efficiency technolo- The easiest way to quantify equip- gies. ment and system performance be- ■ Describe engineered energy fore and after retrocommissioning is efficiency solutions. Sustainable Commissioning

■ Describe in detail the cost and TRACE, Carrier HAP, BLAST, and energy cost savings of any Energy Plus. capital investments recommended. There are also free resources avail- ■ Identify opportunities that will able online, such as the benchmark- require further design. ing spreadsheets for office buildings provided by the Oak Ridge National The three basic methods for estab- Laboratory. The benchmarking lishing an EUI baseline are: spreadsheets provided allow you to identify where your specific office 1. Energy Calculations, which building ranks relative to others. incorporate information about They calculate the EUI of your and energy consumption history building, provide the typical (me- of energy-using building sys- dian) EUI for office buildings with tems and equipment. the same characteristics as yours, 143 and identify where your building’s 2. Regression Analysis, a statisti- performance ranks compared to cal technique that uses histori- others (percentile of EUI). cal data derived from meters to isolate one or more variables The benchmarking spreadsheets go that affect energy use (result- beyond the customary normalization ing, for instance, in an equation by floor area and account for per- that relates energy use to formance differ- weather or building use vari- ences due to ables). When historical, me- variations in tered data are available, worker density, regression analysis defines the number of energy use relative to the entire personal com- building and allows greater puters, operating flexibility in making recommen- hours, occu- dations related to energy pancy type, and efficiency. heating fuel types. Beyond 3. Simulation, a sophisticated set floor area, these of engineering calculations that characteristics attempts to forecast energy use were found to on the basis of a building’s size be the most and shape, equipment, levels of common and insulation, types of windows most important and doors, etc. drivers of electric and non- There are many software packages electric energy available to help your facility de- use in U.S. of- velop an EUI for benchmarking im- fice buildings. provements, including DOE2, Trane Location effects are accounted Sustainable Commissioning

for by specifying the census division metrics and benchmarking software corresponding to your building loca- program like Metracker, a prototype tion. computer tool designed to demonstrate the specification, tracking, and In addition, the EPA’s ENERGY STAR visualization of building performance Label for Building also offers an objectives and their associated online benchmarking tool called metrics across the complete life Portfolio Manager. Portfolio Man- cycle of a building (developed by the ager can generate a Statement of Lawrence Berkeley National Labo- Energy Performance for any build- ratory). Performance objective Commissioning is now a ing in your portfolio. This document metrics established during pre-de- mandatory requirement for communicates information about a sign planning can be used to guide the acceptance of many sus- building’s energy performance in a and evaluate design decisions and tainable or “green” build- format that is both understandable can be updated to reflect the in- 144 ings, and is a prerequisite for and easy-to-use in business transac- tended performance of the final de- LEED certification. tions. The Statement of Energy Per- sign. These design intent metrics formance can help you formalize can then be used as benchmarks performance expectations to support during commissioning and updated leasing, building sales, appraisals, in- again to act as benchmarks for surance, staff management, and O&M diagnostics. The history of commissioning, energy, and O&M building performance documented service contracts. can ultimately be used to better plan for, design, and operate future build- Also, DOE’s Federal Energy Man- ings. Such a methodology may also agement Program offers the Build- prove to be useful in documenting ing Life-Cycle Costs (BLCC) and tracking compliance with software programs can help you cal- emerging commercial building rating culate life-cycle costs, net savings, systems. savings-to-investment ratio, internal rate of return, and payback period POST-COMMISSIONING for Federal energy and water conservation projects funded by agen- TRAINING PROGRAM cies or alternatively financed. The BLCC programs also estimate emis- An essential element to the sions and emission reductions. An sustainability of the results of any energy escalation rate calculator commissioning effort is the proper (EERC) computes an average esca- training of the operations and main- lation rate for ESPC contracts when tenance (O&M) staff. The O&M payments are based on energy cost staff must be thoroughly trained on savings. how new or renovated equipment and systems are designed to work To measure and verify other building (design intent), how to properly op- performance data (apart from en- erate and maintain them, and how to ergy), consider using a performance maintain operational and energy efficiency results through continuous commissioning approaches. Sustainable Commissioning

1. Initial training There are several common prob- on new or lems that hinder this vital process, renovated however. Although O&M staff equipment and training is cited as a requirement for systems upon most commissioning projects, the completion of actual training is often an after- the commis- thought as the project nears sioning pro- completion. Too often training is cess. This poorly coordinated, loosely-struc- training is tured, informal, lacking in well-de- optimally fined objectives, and too tightly provided by the scheduled. Training is often handed CxA or each over to equipment manufacturers, responsible who can certainly provide adequate installing 145 information on their own products contractor to but have no idea about the overall cover equip- building design intent and how their ment and equipment should operate in concert systems in all with the entire building. relevant areas: mechanical, To be truly effective, the Owner electrical, HVAC, controls, etc. and CxA must work together to develop and implement an O&M Oftentimes training is left to the training program that is ongoing, equipment manufacturers. thorough, and adaptable. Training Although this approach can must be thought of as a dynamic, work, it is essential that the open-ended component of the com- CxA reviews the training missioning process, not a one-time materials and provides supple - event at the conclusion of the com- mentary training in systems and missioning process. equipment integration with the rest of the building. Types of Training Programs to Implement It is highly recommended that all training during the project A comprehensive training program completion process be profes - will involve different types of train- sionally videotaped; this will ing at different stages in the com- provide both a good guide to missioning process. The best subsequent new hires as well as program will provide an integration an instant “refresher” course of ongoing O&M training in com- for the future. missioning and preventive maintenance/RCM approaches. Typical 2. Initial systems training subse- training program components will quent to project completion for include: new hires. Sustainable Commissioning

3. Periodic “refresher” training for erly operate and maintain complex the entire O&M staff. Re- and interdependent building systems, fresher training, scheduled for as well as provide a means to pass perhaps once a year, is also a that knowledge base on to succeed- good opportunity for the Facility ing O&M staff. Manager to review any changes to equipment and systems and BEST PRACTICES implement any new training required to address these ■ Commissioning should be seen changes. as an ongoing process, not a distinct event, that will reap the 4. Proficiency training to improve most benefits if carefully overall O&M staff expertise. planned and implemented for the life of the building. 146 5. Cross-training to provide staffing flexibility and encourage ■ Just as commissioning is a the entire O&M staff to think of process and not an event, the building’s systems and training of the building’s opera- equipment holistically, rather tions and maintenance staff than focuses solely on their area must also been viewed as an of expertise. ongoing process.

6. Certification and re-certification ■ Videotape training sessions to training to meet external regula- maintain a record for future tory requirements. generations of O&M staff, and review training requirements An integrated and ongoing systems and materials at least once per approach to O&M staff training will year to ensure their relevancy provide existing staff with the and appropriateness. knowledge base they need to prop- ■ Some landlords, who recognize the benefits of meeting the stringent LEED criteria but do References not want to to pay associated LEED expenses and are willing 1. Greening Federal Facilities – An Energy, Environmental, and to forego the LEED certification Economic Resource Guide for Federal Facility Managers and recognition, still specify compli- Designers, National Renewable Energy Laboratory, 2nd Edi- ance with the LEED criteria in tion, May 2001. their Design Intent and Basis of 2. “Elements of an Effective Post-Commissioning Training Pro- Design. Doing so (and building gram,” Sebesta Blomberg & Associates, 2002. to it) ensures that their building 3. Berning, Michael, Commissioning for LEED Projects, Engi- will still be commissioned and neered Systems, January 2006. will have the quality and reliabil- 4. USGBC LEED Application Guides available at http:// ity benefits that go with it, that it www.usgbc.org/DisplayPage.aspx?CMSPageID=276&. will be energy efficient, and that Sustainable Commissioning

it will be environment-friendly project cost. Allowing it to be without some of the expenses value-engineered out is similar and management requirements to foregoing all the quality associated with the actual control checks that a new car certification. goes through. If you needed to stay within the budget on a new ■ Commissioning should always car purchase, isn’t it wiser to be included as a mandatory forego the leather seating or project line item and should not chrome wheels rather than be allowed to be value-engi- delete the testing of its inte- neered out. The cost of com- grated systems to make sure missioning is very small relative that they operate as they to its benefits and the overall should?

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STUDY QUESTIONS 1. What is LEED certification and why is it so important to Federal facility owners and managers?

2. In general, what are the commissioning requirements for LEED certification?

3. What are some of the methods typically used to develop an annual energy use index (EUI)? What is the benefit of developing an accurate EUI for your facility?

4. What are some of the resources available to help when trying to measure and verify building performance?

5. What are some of the mistakes typical of an incomplete O&M training approach?

6. How often should O&M staff receive training on commissioned systems? Sustainable Commissioning

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