Intelligent Buildings: Integrated Systems and Controls

INTELLIGENT BUILDINGS: INTEGRATED SYSTEMS AND CONTROLS

Dr Gerard Healey International Building and Construction Fellowship

Fellowship funded by The Construction and Property Services Industry Skills Council (CPSISC)

ISS Institute Inc JUNE 2011 © ISS Institute T 03 9347 4583 Level 1 F 03 9348 1474 189 Faraday Street [email protected] Carlton Vic E AUSTRALIA 3053 W www.issinstitute.org.au

Published by International Specialised Skills Institute, Melbourne Extract published on www.issinstitute.org.au

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Whilst this report has been accepted by ISS Institute, ISS Institute cannot provide expert peer review of the report, and except as may be required by law no responsibility can be accepted by ISS Institute for the content of the report or any links therein, or omissions, typographical, print or photographic errors, or inaccuracies that may occur after publication or otherwise. ISS Institute do not accept responsibility for the consequences of any action taken or omitted to be taken by any person as a consequence of anything contained in, or omitted from, this report. Executive Summary

Modern buildings are becoming increasingly complex in response to pressures for improved environmental, economic and social performance. In the push to deliver high-performance buildings, the construction and property industry has undergone a steep learning curve; however, it appears that good intentions have not always translated into performance. Lessons are being learnt along the way, but the knowledge sharing tends to be ad-hoc, or the knowledge remains tacit or confidential.

Dr Gerard Healey undertook an international study Fellowship to identify how construction and property industries around the world dealt with this issue. The specific focus was integrated systems and controls – where performance depends on co-ordination between multiple disciplines. The tour ran from April 29 to the June 5 2010 taking in England, Ireland, The Netherlands, the United States of America (USA) and Canada, with Healey visiting a range of experts, buildings, and facility managers, undertaking a specific course, and attending a relevant international conference.

This International Specialised Skills Institute (ISS Institute) Fellowship enabled Healey to identify: • Current and emerging options and drivers for integrated systems and controls, including which disciplines typically co-ordinate to deliver them. • Methods for evaluating which integration options are appropriate for a particular project. • Optimisation strategies for improving integrated performance. • Practical issues associated with the specification, construction, commissioning, tuning and maintenance of integrated building systems.

Healey found that there is a wide range of integrated technologies being deployed in buildings around the world, but that without the appropriate training and education, the complexity of operation, combined with their newness can hinder performance. It is argued that training in Australia’s construction and property sectors needs to incorporate lessons such as these into relevant training programs to capitalise on the potential benefits of the systems available. This could be done through a combination of additions to existing courses for each discipline and a number of targeted multi-disciplinary courses on specific technologies.

The potential benefits will depend on specific technologies, but may include increased energy and water efficiency; improved indoor environmental quality (IEQ), which in turn can lead to increased occupant productivity and wellbeing; reduced costs; and increased safety. Overall, increased training in the areas noted should help building design and operation become more robust, to increase the chances that the original high-performance visions of the project team are met in practice.

A number of knowledge sharing activities have already been undertaken to disseminate the findings from this tour throughout the industry. These activities have deliberately been cross-disciplinary, targeting engineers, architects and architecture students, government, and property managers, amongst others. Table of Contents

i Abbreviations/Acronyms iii Definitions

1 Acknowledgements 1 Awarding Body – International Specialised Skills Institute (ISS Institute) 2 Fellowship Sponsor 2 Supporters 2 Employer Support – Arup 2 Supporters 3 Organisations Impacted by the Fellowship

5 About the Fellow

7 Aims of the Fellowship Program

9 The Australian Context 9 A Brief Description of the Industry 13 SWOT Analysis

15 Identifying the Skills Deficiencies 15 Definition of Skills Deficiencies 15 Identifying and Defining the Deficiencies 16 Nationally Accredited Courses

19 The International Experience 19 An Overview of Destinations and Objectives 20 Integration Options and Drivers 23 Evaluating Options 29 Optimisation Strategies 32 Practical Issues 34 Concluding Remarks

35 Knowledge Transfer: Applying the Outcomes

37 Recommendations 37 Government 37 Industry and Professional Associations 37 Education and Training – Universities, TAFEs, Schools 37 Further Skills Deficiencies Table of Contents Abbreviations/Acronyms

39 Attachments: Overseas Destinations AIA Australian Institute of Architects 39 Arup London Office CPD Continuing Professional Development 39 Eden Project 41 University College Cork Environmental Research Institute AHU Air Handling Unit 42 University College Cork Postgraduate Library 45 University College Cork – The Glucksman Gallery AIRAH Australian Institute of Refrigeration, Air Conditioning and Heating 46 Wembley Stadium ASHRAE American Society of Heating, Refrigeration and Air-Conditioning Engineers 48 Arup Amsterdam Office 48 Westraven Building AV Audio Visual 50 Arup New York Office BACCA Building Automation & Controls Contractors Association 50 1 Bryant Park (Bank of America Building) 50 Empire State Building BAS/BMS Building Automation System/Building Management System 51 Newark Airport BCVTB Building Controls Virtual Test Bed 51 Continental Automated Buildings Association 52 BOMI International – Technologies for Facilities Management Course BRE Building Research Establishment 53 Toronto Airport 54 Syracuse Center of Excellence BOMI International Building Owners and Managers Institute (BOMI) International 56 California Academy of Science BSRIA Building Services Research and Information Association 58 Lawrence Berkeley National Laboratory 60 UC Berkeley Center for the Built Environment CIBSE Chartered Institute of Building Services Engineers 62 San Francisco Federal Building CPSISC Construction and Property Services Industry Skills Council 63 Arup San Francisco Office 63 Connectivity Week DEEWR Department of Education, Employment and Workplace Relations 68 Arup Los Angeles Office 68 Morphosis Architects EDG Environment Design Guide

ETFE Ethylene-tetrafluoroethylene 69 References FDD Fault detection and diagnostics

FDD system Fault detection and diagnostic system

FM Facility management

GSA General Services Administration

HHW/CHW Heating hot water/chilled water

HVAC Heating, Ventilation and Air-Conditioning

IAQ Indoor Air Quality

IEQ Indoor environmental quality

ISS Institute International Specialised Skills Institute

i Abbreviations/Acronyms Definitions

IT Information technology Arup Arup is a multi-disciplinary design and consultancy company. KPI Key performance indicator BACNet LEED Leadership in Energy and Environmental Design A data communication protocol for hardware and software related to HVAC, lighting, elevators, metering and access controls NABERS National Australian Built Environment Rating System

BAS/BMS OHS Occupational Heath and Safety These two terms are often used synonymously and refer to the system of sensors, controllers, digital PCA Property Council of Australia processors and front-end software that are used to manage a building.

PID Proportional Integral Derivative BCVTB Researchers at the Lawrence Berkeley National Laboratory have developed the Building Controls RDO Rostered days off Virtual Test Bed, which is middleware that enables co-simulation between different software packages.

SBS Sick Building Syndrome BREEAM BREEAM is an environmental assessment method and rating system for buildings. A BREEAM TOU Time of use assessment uses recognised measures of performance, which are set against established benchmarks, to evaluate a building’s specification, design, construction and use. UCC University College Cork BSRIA BSRIA is a UK-based organisation that conducts research into building services technology and design methods.

CIBSE CIBSE is a UK-based professional organisation.

Deadband A deadband is effectively two thresholds, one above the correct value and one below. This allows there to be a certain level of error in the measurement in the parameter (which is generally unavoidable) without raising an unnecessary alarm.

Design Design is problem setting and problem solving. Design is a fundamental economic and business tool. It is embedded in every aspect of commerce and industry and adds high value to any service or product—in business, government, education and training, and the community in general.1

Histogram A histogram is a graph that displays the number of occurrences (y axis) of a particular event or condition (x axis), for example the number of hours per year that the outside air temperature is between 15- 15.9°C, 16-16.9°C etc.

IEQ Typically encompasses indoor air quality, daylight, glare, acoustics, and thermal comfort.

1 ‘Sustainable Policies for a Dynamic Future’, Carolynne Bourne AM, ISS Institute 2007.

ii iii Definitions Acknowledgements

Innovation Dr Gerard Healey would like to thank the following individuals and organisations who gave generously Creating and meeting new needs with new technical and design styles. (New realities of lifestyle).2 of their time and their expertise to assist, advise and guide him throughout the Fellowship program.

Load duration curve Awarding Body – International Specialised Skills Institute (ISS Institute) A load duration curve is a graph that shows the percentage of time (x axis) that each increment of load The International Specialised Skills Institute Inc is an independent, national organisation that for over occurs (y axis). two decades has worked with Australian governments, industry and education institutions to enable individuals to gain enhanced skills and experience in traditional trades, professions and leading- Skill deficiency edge technologies. A skill deficiency is where a demand for labour has not been recognised and training is unavailable At the heart of the ISS Institute are our Fellows. Under the Overseas Applied Research Fellowship in Australian education institutions. This arises where skills are acquired on-the-job, gleaned from Program the Fellows travel overseas. Upon their return, they are required to pass on what they have published material or from working and/or studying overseas.3 learnt by: There may be individuals or individual firms that have these capabilities. However, individuals in the 1. Preparing a detailed report for distribution to government departments, industry and educational main do not share their capabilities, but rather keep the intellectual property to themselves. Over time institutions. these individuals retire and pass away. Firms likewise come and go. 2. Recommending improvements to accredited educational courses. 3. Delivering training activities including workshops, conferences and forums. Skills shortage Skill shortage is when there is a unmet and recognised demand for labour. Over 180 Australians have received Fellowships, across many industry sectors. In addition, recognised experts from overseas conduct training activities and events. To date, 22 leaders in their field have Sustainability shared their expertise in Australia. The ISS Institute follows the United Nations for Non-Governmental Organisations’ definition on According to Skills Australia’s ‘Australian Workforce Futures: A National Workforce Development sustainability: “Sustainable Development is development that meets the needs of the present without Strategy 2010’: compromising the ability of future generations to meet their own needs”.4 Australia requires a highly skilled population to maintain and improve our economic position in the face of Threshold increasing global competition, and to have the skills to adapt to the introduction of new technology and Thresholds require the error between the correct and actual values to be above a set limit before rapid change. flagging it as a fault. International and Australian research indicates we need a deeper level of skills than currently exists in the Australian labour market to lift productivity. We need a workforce in which more people have skills, but also multiple and higher level skills and qualifications. Deepening skills across all occupations is crucial to achieving long-term productivity growth. It also reflects the recent trend for jobs to become more complex and the consequent increased demand for higher level skills. This trend is projected to continue regardless of whether we experience strong or weak economic growth in the future. Future environmental challenges will also create demand for more sustainability related skills across a range of industries and occupations.5

In this context, the ISS Institute works with Fellows, industry and government to identify specific skills in Australia that require enhancing, where accredited courses are not available through Australian higher education institutions or other Registered Training Organisations. The Fellows’ overseas experience sees them broadening and deepening their own professional practice, which they then share with their peers, industry and government upon their return. This is the focus of the ISS Institute’s work.

For further information on our Fellows and our work see www.issinstitute.org.au.

Patron in Chief Patron Board Members Lady Primrose Potter AC Mr Tony Schiavello Sir James Gobbo AC, CVO Mr John Iacovangelo Patron Chairman Ms Sue Christophers Mr Jack O’Connell AO Mr James MacKenzie Mr Mark Bennetts Mr Franco Fiorentini Mr David Wittner

2 ‘Sustainable Policies for a Dynamic Future’, Carolynne Bourne AM, ISS Institute 2007.

3 ‘Directory of Opportunities. Specialised Courses with Italy. Part 1: Veneto Region’, ISS Institute, 1991. 5 Skills Australia’s ‘Australian Workforce Futures: A National Workforce Development Strategy 2010’, pp. 1-2 4 http://www.unngosustainability.org/CSD_Definitions%20SD.htm http://www.skillsaustralia.gov.au/PDFs_RTFs/WWF_strategy.pdf

iv 1 Acknowledgements Acknowledgements

Fellowship Sponsor Organisations Impacted by the Fellowship The Construction and Property Services Industry Skills Council (CPSISC) represents the workforce The following organisations may benefit from the findings of this report: training and skills development needs of the construction and property services industries. Government More than 1.6 million Australians work in approximately 500,000 enterprises within the sector. Together • Sustainability Victoria these workers and companies contribute greatly to Australia’s infrastructure by underpinning the nation’s economic and social fabric. Industry CPSISC is the official skills development voice of the construction and property services industries in • Green Building Council of Australia Australia and is committed to encouraging recruitment to meet current skill shortages and the future • CSIRO demand for a skilled Australian workforce. • Arup A core responsibility of CPSISC is the development, management and distribution of nationally recognised training packages and associated training and assessment materials. CPSISC is one of 11 Professional Associations declared national Industry Skills Councils whose core funding is provided by the Australian Government • Australian Institute of Architects (AIA) through the Department of Education, Employment and Workplace Relations (DEEWR). • Australian Institute of Refrigeration, Air Conditioning and Heating (AIRAH) • Property Council of Australia (PCA) Employer Support – Arup • Australian Mechanical Contractors Association Healey would like to thank his employer, Arup, and specifically Peter Bowtell, Ken Stickland and Nick Stone for assisting with his application and allowing him the time to take the trip. Arup also provided • Building Automation and Controls Contractors Association additional funds to support the trip and Healey would like to thank Russell Jessop, Andrew Maher, Duncan Wilson and Darren Wright for supporting his application for internal investment funding. Education and Training • Construction and Property Services Industry Skills Council (CPSISC) Supporters • Manufacturing and Engineering Skills Advisory Board (MESAB) • University of Sydney The following organisations supported Healey’s application by providing letters confirming the identified skills deficiencies and provided ongoing advice and contacts for his investigation: • Victoria University • Australian Institute of Architects (AIA) • Queensland University of Technology • Box Hill Institute of TAFE • Australian Institute of Refrigeration, Air Conditioning and Heating (AIRAH) • Property Council of Australia (PCA) • Sustainability Victoria

The following individuals supported the Fellow in his analysis of the Australian construction and property services sectors and contacts for his research: • Sean Davies, Account Manager, Victoria and South Australia, Somfy Pty Ltd. • Craig Handley, Energy Manager, RMIT University. • Dr. David Leifer, Co-ordinator, Facilities Management Program, University of Sydney. • Jim Linton, President, Building Automation Controls Contractors Association (BACCA). • Bryon Price, Strategic Development Manager, A G Coombs. • Daniel Sullivan, Engineering Manager, D&E Air Conditioning Pty Ltd. • Bernard Toogood, Senior Associate, MGS Architects.

2 3 About the Fellow

Name: Dr Gerard Healey

Employment • Building Services Engineer, Buildings Group, Arup

Qualifications • Vocational Graduate Certificate in Energy Efficient HVAC Design, Australian Institute of Refrigeration, Air Conditioning and Heating, 2009–ongoing • Doctor of Philosophy, RMIT University, 2008 • Green Star Accredited Professional, Green Building Council of Australia, 2006 • Bachelor of Engineering (Mechanical) (Hons), RMIT University, 2001

Memberships • Institute of Engineers Australia • Australian Institute of Refrigeration, Air Conditioning and Heating

Brief Biography Healey is a mechanical engineer and Green Star Accredited Professional with a PhD on how to better foster sustainable technologies.

His PhD research identified lessons that can be learnt about fostering sustainable technologies, based on the development of wind power in Australia. He is currently adapting his findings to green buildings and this Fellowship furthers this work.

Since joining Arup, Healey has worked on a range of projects including feasibility studies of innovative technologies, Green Star submissions for shopping centres, office fit-outs and universities, an internal Arup guide to Green Star, and development guidelines for the 120km² Dubai Waterfront project, and he has designed buildings on a ranging scale from apartment refurbishments up to an eight-building mixed-use development.

Prior to working at Arup, Healey worked with the Yarra City Council on the Cities for Climate ProtectionTM campaign. This involved compiling a greenhouse gas inventory, setting targets for reductions, developing an action plan, implementing the plan, and re-inventory of emissions.

4 5 Aims of the Fellowship Program

The goal of this Fellowship was to address skills deficiencies related to Australian buildings with integrated systems and controls. Before listing the specific aims, the following paragraphs will help to put them in context.

There are increasing environmental and financial pressures on building owners and operators. These pressures can lead to potentially conflicting objectives, such as reducing energy consumption while at the same time improving indoor environmental quality (IEQ). Experience overseas suggests that there are opportunities in so-called ‘intelligent’ buildings to manage these pressures. Definitions of an intelligent building vary; however, they typically include concepts of converged communication networks, integrated controls, and some level of automation. Claimed benefits of intelligent buildings include “improved operational effectiveness and energy efficiency, enhanced cost effectiveness, increased user comfort and productivity, and improved safety and reliability” (Wong et al., 2008).

In many countries there is greater focus on intelligent buildings, with specific training available and organisations that support the delivery of these buildings. Australia does not have these types of training opportunities or organisations.

This absence of training or such organisations has not prevented a number of buildings that might arguably be described as ‘intelligent’, for example many green buildings might fall into this category. That said, it has become evident from the experiences of project teams and building owners that the Australian construction and property industries have much to learn about how to deliver and operate these types of buildings successfully. What knowledge there is tends to be tacit or in-house, rather than forming a solid foundation for the advancement of the industry as a whole.

This investigation is a step towards addressing this skills deficiency. By identifying the training and skills that are used overseas, the Australian industry can be better placed to prepare itself for the future.

The specific skills deficiencies that were investigated are: • To identify and better understand the interfaces and interactions between the current and emerging building systems. • To identify methods for evaluating options for integrated systems and controls. • To identify and understand the strategies required to more effectively optimise building design and operation across multiple disciplines. • To identify practical issues associated with integrated building systems and controls during construction, commissioning, tuning and maintenance.

6 7 The Australian Context

A Brief Description of the Industry Increasing Sophistication of Buildings There are increasing environmental and financial pressures on building owners, operators and tenants (PCA, 2006; DTF, 2007; DEWR, 2007; Economo & Higgins, 2010). This is reflected in the rapid rise in registered and certified Green Star projects (see Figure 1).

Figure 1 – Registered and Certified Green Star projects (numbers compiled from various articles and newsletters and media releases by the GBCA. Linear change has been assumed between known data points).

These pressures can lead to potentially conflicting objectives, such as reducing energy consumption while increasing ventilation rates, or providing highly serviced buildings that are also readily adaptable to future changes. In response, designers are exploring more sophisticated options and technologies, including: co- and tri-generation; daylight dimming; rain, grey and black water use; and mixed-mode ventilation to name a few. These systems are increasingly sophisticated, require an increased level of design integration, and can be more onerous to operate in terms of knowledge required or maintenance cost.6 The result has been a period of intense innovation in the Australia construction and property sectors, which is creating a number of challenges. To understand these challenges further, the Fellow prepared a summary of how buildings come together.

Buildings as a Kit of Parts Modern buildings can be described as a kit of parts that are brought to site and assembled together to create the building (Bachman, 2003). This is particularly true of the large buildings common in the Australian commercial, public, education (especially tertiary) and health sectors. This kit of parts is specified by a range of design disciplines, supplied by a range of manufacturers and suppliers, and assembled, installed, constructed and/or commissioned by a range of trades.

6 A report by Miller and Pogue (2009) on buildings managed by CB Richard Ellis in the USA noted that “Green buildings are more intensively managed than non-green buildings...”.

8 9 3 The Australian context

3.1 A Brief Description of the Industry

3.1.1 Increasing Sophistication of Buildings There are increasing environmental and financial pressures on building owners, operators and tenants (PCA, 2006; DTF, 2007; DEWR, 2007; Economo & Higgins, 2010). This is reflected in the rapid rise in registered and certified Green Star projects (SeeCaption: Figure 1).

Photo 71 Caption: Figure 1 – Registered and Certified Green Star projects (numbers compiled from various articles and newsletters and media releases by the GBCA. Linear change has been assumed between known data points). [Kat, this is a heading for the image and not really a caption.]

The result has been a period of intense innovation in the Australia construction and property sectors, which is creating a number of challenges. To understand these challenges further, the Fellow prepared a summary of how buildings come together.

3.1.2 Buildings as a Kit of Parts TheModern Australian buildings can be Context described as a kit of parts that are brought to site and assembled together to The Australian Context create the building (Bachman, 2003). This is particularly true of the large buildings common in the Australian commercial, public, education (especially tertiary) and health sectors. This kit of parts is specified by a range of design disciplines, supplied by a range of manufacturers and suppliers, and assembled, installed, constructed and/or commissioned by a range of trades. The following table provides some examples of this division of labour.

Table 1 – Building elements and typical design and installation responsibilities The following table provides some examples of this division of labour. One outcome of these operational islands is that designers have become separated from the installation, commissioning and operation of what they are designing. Building Element Typically Specified by... Typically Installed by... Building envelope, including blinds, Architects, possibly with the Building or façade contractor Other key stakeholders include the building owner, facility manager, maintenance staff and building shading, glazing, operable windows assistance of façade engineers users. Often, these stakeholders have little influence over how a building is designed or constructed, and louvres they may also receive insufficient training or information from the design or construction teams – they Columns, beams, slabs Structural engineer Building contractor just have to make it work. Heating, Ventilation and Air Mechanical services engineer Mechanical contractor Conditioning plant, ducting and piping All these stakeholders need to work together to achieve a successful building, one in which the Building management or automation Mechanical services engineer or Controls contractor, often systems, structure and envelope are well integrated and complement the function of the building. systems—BAS/BMS (Building controls specialist sub-contracted to mechanical Automation System/Building contractor The Impact of Intense Innovation Management System) Electrical plant, network connection, Electrical engineer (specialist Electrical contractor This intense period of innovation has meant that the construction and property services sector has been cabling infrastructure within the lighting may be specified by a on a steep learning curve. Indeed, the website for the 2010 Green Dream conference, organised by the building, metering lighting designer) Australian Institute of Refrigeration, Air Conditioning and Heating (AIRAH) stated, “There is a formidable Lighting array of new building technology that is designed to improve sustainability and energy efficiency in Water connection, water collection Hydraulic engineer Plumbing contractor buildings but which is stretching the skills and understanding of those who implement it” (AIRAH, 2010a). and treatment, metering Fire detection, sprinklers, hose reels, Fire protection engineer (may Fire services contractor The impact of this learning curve has been noted in various buildings and post occupancy studies: extinguishers etc. be the hydraulic engineer) Elevators and escalators Vertical transportation specialist Lift and/or escalator • “There have been a number of occurrences already where system breakdown has meant that contractor efficiency has not been achieved.” (ECS 2006, p.8) Security cameras, access control etc. Security Electrical contractor • “…analysis of energy data has shown degradation in performance over time…” (Wall & Linsell 2009, p.1). Table 1 – Building elements and typical design and installation responsibilities • “It appears that the [lighting] system was never commissioned properly in the first place”, (Wall & 5 Linsell 2009, p.5). Within A report each by trade Miller and and profession, Pogue (2009) there on is buildings generally managed a well-established by CB Richard education Ellis in theand USA training noted system that 7 to“Green provide buildings people arewith more the skillsintensively they need.managed Australia than non also-green has buildings...”.well-established supply chains that can • “The outcomes for the first-generation [of Australian] green buildings appear to indicate that good generally source whatever is required for building, albeit at a price. There is, however, relatively little intentions outstrip performance”, (Leaman et al., 2007, p.29). specific education and training on the integration of trades and professions when it comes to building • “Experience shows that green buildings can: … Be more complex, with technologies which are performance and operation. difficult to manage or understand adequately. ... Include experimental features which may not be An added challenge is that buildings are delivered in stages, which when added to the division of robust ... Incorporate token gestures, with not enough attention given to the basics of good design labour, can create what Mattar (1983) described as operational islands (shown below).8 and construction, usability, manageability and ease of maintenance. ... Place too much emphasis on good intentions at the design stage, rather than the practical reality of their management and use”, (Leaman et al., 2007, p.23). • “The lack of commissioning even on new ‘green’ projects remains a major concern”, (Bannister 2009a, p.30). • “There is a tendency, both justified and otherwise, for efficient buildings to be more complex than conventional design. However, the more complex a building becomes, the more easy it is for something to go wrong”, (Bannister 2009a, p.30). • “It is an unfortunate reality that building operators lack the time and skill to operate some more complex plant systems, and indeed, sometimes such systems have never been made to work properly by the original design and construction team”, (Bannister 2009a, p.31). • Situations that the Fellow is aware of include: – Blinds that lower to block sunlight but at the same time obscure the natural ventilation to that room – A natural ventilation system, with no manual override, that correctly opened the windows because

Figure 2 – Division of labour and project phases create ‘operational islands’ (Mattar 1983 in WBCSD 2008) the temperature level exceeded the acceptable limit, but the gardener was spreading fertiliser outside causing significant smells to enter the building. 7 One exception to this is controls contractors, and this has been the focus of recent work by RMIT and the Building Automation & Controls Contractors Association. There is a clear need to consolidate the lessons learnt from these experiences. Currently, lessons 8 The exact nature of these operational islands depends on the specific procurement method and contractual arrangements used learnt tend to be tacit and/or in-house, rather than forming a solid foundation for the advancement of for that project, e.g. traditional lump-sum, Design & Construct, Public-Private Partnership, Alliance etc. the industry. Specific training in this area is therefore warranted.

10 11 The Australian Context The Australian Context

A Focus on Controls • The potential to harness benefits claimed in case studies and by suppliers, includes (Frost & Bachman (2003) suggests that a successful building should be integrated physically, visually and in Sullivan, 2008; Wong et al., 2008; Motegi et al., 2007; BOMI, 2009): terms of performance. Physical integration basically means that everything needs to fit together with – Saving energy, leading to reduced costs and greenhouse emissions. appropriate maintenance access. While this is not always achieved as desired, it is something that the – Being able to respond to signals from the grid (i.e. active demand management), leading to cost construction industry is generally comfortable with. Visual integration refers to the overall aesthetic of savings and improved management of generation capacity. the building and this is generally co-ordinated by the architect. Performance integration, however, is – Operational efficiencies, reduced maintenance and material and installation required in cabling more challenging. infrastructure. Many people associate the performance of a building with the efficiency of the plant and systems – Continuous commissioning installed. However, as Bannister (2009b) notes, an efficient plant is only worthwhile once it is properly – Increased flexibility and adaptability commissioned and controlled. Controls, both manual and automatic, are what make things happen in buildings; they are the link between the systems in a building and the required functionality and – Increased occupant satisfaction performance. Traditionally, disciplines tend to design independently and give controls disproportionally – Improved operational effectiveness and energy efficiency little attention compared to the significance they have on performance. In fact, the approach to controls – Increased user comfort and productivity within various design disciplines could be described as ad hoc because it generally does not form part – Improved safety and reliability of the formal training requirements and much of the knowledge is learnt in a piecemeal way on the job. – Enhanced system performance and reliability A number of factors have been suggested as contributing to this situation: – Reduced disruption to facility occupants • The division of labour and increasing specialisation between controls and what is being controlled, – Improved competitiveness (if the building is leased) since the introduction of digital controls (Price, 2010). – Increased flexibility • The rapid pace of technology development in the controls and information technology (IT) sector. – Protection against system obsolescence. • The disaggregation of vertically integrated companies, meaning that practitioners no longer receive • The ability to evaluate the merits of new technology on a project-by-project basis. Control technology a solid grounding in the practical issues around control systems as a matter of course (Linton, 2010). is rapidly advancing and there is a risk of being swept up in a wave of techno-optimism. Training is Organisations such as AIRAH (2010b) and the Building Automation and Controls Contractors needed so that stakeholders can make informed decisions about what is right for that project. Association (BACCA) (Linton, 2010) are attempting to address these issues within the controls industry; however, at present these efforts tend to be focused within the Heating, Ventilation and Air-Conditioning SWOT Analysis (HVAC) industry. The overall objective of this study tour was to increase the number of buildings that intentionally A challenge with integrating performance across disciplines and across project phases—across the optimise performance in terms of such things as energy, water and IEQ, using appropriately integrated operational islands noted earlier—is that disciplines and trades do not necessarily share a common automatic and manual controls. understanding of controls in the building. For example, in Australia currently there is: The following SWOT analysis identifies characteristics both internal and external to the Australian • Little training provided on how various services within a building could be integrated or the positive construction and property industry that help or hinder in achieving the above objective. The specific or negative impacts that they could have on each other. aims of the study tour are shown under weaknesses. • No established methods for evaluating options (including the appropriate balance between automatic and manual controls) between design disciplines. Strengths The following characteristics internal to the industry that help in achieving the objective: • No established method for optimising performance across multiple services. • Australia has a well-established education and training system • Limited understanding of the practical issues in the installation, commissioning, operation, and maintenance of integrated control systems. • Australia generally has a high level of education and skill

These areas represent an opportunity to better prepare the Australian construction and property • Established supply chains services sector to deliver, operate and inhabit these types of buildings. Weaknesses Benefits of Obtaining the Skills The following characteristics internal to the industry that hinder in achieving the objective: By providing specific, cross-discipline training, a number of benefits could be realised: • There is no clear identification of how various services within a building could be integrated or the • An increase in the quality of buildings. Control systems currently tend to get a disproportionately low impacts that they could have on each other. amount of emphasis during design compared to the impact that they can have on the operation of • There are no established methods for evaluating integration options, including the appropriate a building (Bannister, 2009b; Sullivan, D 2009; Handley, C 2009). As noted in the previous sections, levels of automatic and manual control. a number of buildings do not meet expectations. • No clear method for optimising performance across multiple services.

12 13 Identifying the Skills The Australian Context Deficiencies

• Limited understanding throughout the industry of the practical issues in the installation, Definition of Skills Deficiencies commissioning, operation, and maintenance of integrated control systems. As already established, a skill deficiency is where a demand for labour has not been recognised and • Trend towards designers being separated from installation, commissioning and operation. where accredited courses are not available through Australian higher education institutions. This • Recent period of intense innovation in building design. demand is met where skills and knowledge are acquired on-the-job, gleaned from published material, or from working and/or study overseas. • Control systems tend to get disproportionately little emphasis during the design phase compared to the impact they can have on the operation of a building. Identifying and Defining the Deficiencies Opportunities The overall goal of this investigation was to increase the number of buildings that intentionally optimise The following characteristics external to the industry that help in achieving the objective: performance in terms of parameters such as energy, water and IEQ, using appropriately integrated • Well-established training overseas automatic and manual controls. To support this, Healey argues that the Australian construction and • Case studies available overseas property services sector would benefit from the provision of targeted training in the following areas: • Advocacy groups for intelligent buildings exist overseas Aim 1 – Identification of Options • Many technologies are available, and technology is advancing rapidly. Identification of physical, functional and psychological interfaces between building systems, including Threats air-conditioning, natural ventilation, thermal mass, blinds, lighting and occupant requirements. The following characteristics external to the industry that hinder in achieving the objective: • Australia has seen a rapid increase in the number of ‘green’ design buildings in recent years. Many • Rapid changes in technology make it difficult for the whole supply chain to maintain current of these use sophisticated systems to control lighting, air-conditioning and natural ventilation. knowledge. • Occupants may or may not actively participate in the control of the building. • Techno-optimism, i.e. thinking that technology will solve all our problems. • These building systems and occupants have the potential to support each other in achieving good environmental outcomes; however, they can also fight each other, resulting in undesirable outcomes for energy and IEQ.

Action: To identify and better understand the interfaces between the various building ‘systems’, enabling the building design and construction industry to adopt a more integrated approach and resulting in more effective buildings.

Related research questions: • How might systems designed, built or maintained by different disciplines affect other systems? • How do designers expect occupants to relate to building systems and how do they actually relate to them?

Aim 2 – Evaluation of Options Evaluation methods for more effectively determining which integration options are most appropriate for a specific project, including air-conditioning, natural ventilation, thermal mass, blinds, lighting and occupant behaviour. • Designing for integration requires project teams to have methods for evaluating which options are appropriate for a particular building. • There are courses and training available overseas, but typical practice in Australia relies predominantly on tacit or in-house knowledge, thus creating a barrier to sharing information between people and firms.

Action: To identify methods for evaluating options for integrated systems and controls.

14 15 Identifying the Skills Deficiencies Identifying the Skills Deficiencies

4.3 Nationally Accredited Courses The focus of this investigation was on integration between disciplines, specifically in terms of systems and controls. This is not specifically covered in current training courses available in Australia. A number of examples are given below for various stakeholders in the design and construction process.

Related questions: Profession/Trade Accreditation/Training course Comments • What methods are there for assessing options for integrating controls? Architect National Competency Standards in Competencies are relatively generic. • How can a design team determine whether one option or combination of options is better than Architecture There are no specific competencies http://www.aaca.org.au/wp- for architects related to building another? content/uploads/2010/09/2009_NCSA.pdf management or automation systems • How can a designer determine the level of automation versus manual control that is appropriate for (BAS/BMS) or the integration of a given project? controls and user interface. Engineer Engineers Australia Chartered Engineer Competencies are relatively generic, Engineering Registered Building with only implicit reference to controls Aim 3 – Optimisation Practitioner systems, if at all. There are no specific Optimisation of integrated building ‘systems’ for environmental performance (such as energy and water http://www.buildingcommission.com.au/re competencies related to building use, and IEQ). sources/documents/EngineerComp20051. management or automation systems pdf (BAS/BMS) or the integration of • High performance buildings need to go beyond code compliance or functional requirements, they controls and user interface. need to be optimised to get the most out of the design. AIRAH Vocational Graduate certificate in Focused on heating, ventilation, air- • Optimising buildings that are highly integrated is a complex task that requires input from multiple, energy efficient HVAC design conditioning and refrigeration Contractors Certificate III in Plumbing, mechanical Focused on heating, ventilation, air- often dissimilar, systems with different environmental impacts, and weighing up synergies and services stream conditioning and refrigeration trade-offs between different options. CPCPMS3008A Install air conditioning control equipment Action: To identify and understand the strategies required to more effectively optimise building design NEBB Testing and Balancing and operation across multiple disciplines. http://www.amca.com.au/vic/index.php?tr aining Related questions:

• How can designers, commissioning agents and facility managers optimise the performance of Certificate IV in Energy Management and integrated systems? Control UEENEEJ009B Verify compliance and • What methods are there for measuring performance across multiple systems? functionality of refrigeration and air- conditioning installation Aim 4 – Practical Issues Certificate IV in Refrigeration and Air- Identification and classification of the practical issues associated with integrated building systems conditioning Systems during construction, commissioning, tuning and maintenance. Facility manager CPPDSM4044A Coordinate maintenance No specific reference to building and repair of properties and facilities services or controls Complex control systems can be (relatively) easily conceptualised; however, their effectiveness depends CPPDSM4049A Implement maintenance No mention of building management on how well they can be constructed, commissioned, tuned and maintained. plan for managed properties systems or controls under the unit’s CPPDSM5021A Implement asset range statement. Action: To identify the practical issues associated with integrated building systems and controls during maintenance strategy construction, commissioning, tuning and maintenance.

Related questions: • What idealised assumptions do project teams implicitly or explicitly make in relation to the implementation of integrated systems and controls? How do these compare to reality? • How can integrated controls be specified to avoid overlaps or gaps in system installation, commissioning and responsibility for performance? • What sorts of functional testing and commissioning should be performed to ensure integrated controls are working correctly? • How do procurement methods affect project outcomes? • How should building or facility managers be trained?

Nationally Accredited Courses The focus of this investigation was on integration between disciplines, specifically in terms of systems and controls. This is not specifically covered in current training courses available in Australia. A number of examples are given on the following page for various stakeholders in the design and construction process.

16 17 The International Experience

AnTable Overview 2 – Activities, ofContacts Destinations and Aims and Objectives

Country, Location, Event Contact Options Practical Evaluating Optimising Continental Automated • Rawlson O’Neil King, Communications Buildings Association CABA – Director, CABA  

Ottawa Building Owners and • Bob Bieler, Vice President, SNC-Lavalin Managers Institute (BOMI) Operations & Maintenance  

Canada International course Toronto Pearson international • John D Thompson, Manager, Thermal Airport Energy Systems, Greater Toronto Airports  Authority

Wembley Stadium • Mohan Raje, Site Supervisor, Wembley   Stadium, Honeywell Eden Project N/A   Arup London Office • Darren Wright, Associate Director, England     Building Performance and Systems, Arup University College Cork (UCC) • Donal Browne, Senior researcher, Department of Civil and Environmental    Engineering University College Cork • John Burgess, Associate Director, Arup, Ireland Postgraduate Library and The Cork     Glucksman Gallery

Westraven Building, Utrecht • Robert Philippi, Director, Hungry Heart    

NL Arup Amsterdam office • Hanneke Van Schijndel, Engineer, Arup     ASHRAE (American Society of N/A Heating, Refrigeration and Air- Conditioning Engineers) e-    learning Fundamentals of Web HVAC Control Systems Arup New York Office • Michael Puckett, Sustainability Consultant     1 Bryant Park (New York City) • Don Winston, Vice President Technical     Services, The Durst Organization Empire State Building (New • Dana Schneider, Northeast Market Lead,     York City) Sustainability Services, Jones Lang LaSalle Newark Airport (New Jersey) N/A  Syracuse Center of Excellence • Suresh Santanam, Deputy Executive    (Syracuse, NY) Director California Academy of Science • Ari Harding, Director of Building    (San Francisco) Management Systems Arup Office (San Francisco) • Kirstin Weeks, Energy and Building     Ecology Specialist, Arup

USA San Francisco Federal Building • Gene Gibson, Regional Public Affairs (San Francisco) Officer, Pacific Rim Region, US General    Services Administration Lawrence Berkeley National • Michael Wetter, Computational Scientist,   Laboratory (San Francisco) Simulations Research Group University of California, Center • David R. Lehrer, Partner Relations and for the Built Environment (San Communications, Center for the Built   Francisco) Environment Rocky Mountain Institute • Ben Holland, Outreach and Marketing  (Boulder, Colorado) Coordinator, Rocky Mountain Institute Arup Office (LA) • Jeff Landreth, Engineer, Arup, LA     Morphosis Architects (LA) • Natalia Traverso Caruana, Architect   Table 2 – Activities, Contacts and Aims

18 19

The International Experience The International Experience Table 4 – Integrated Systems and Drivers (continued next page) next (continued Drivers and Systems Table 4 – Integrated generation instructional users Engaging solar panels – Active façade blinds screens and – Active façade ventilation Mixed Co Option

Table 2 and Table 3 provide an overview of the destinations the Fellow visited and people he met, and integrated Shading, - how they related to the study aims. The approach used to identify and select destinations was partly tri and

- – mode strategic, based on destinations that complemented the study aims, and partly opportunistic, based

on timing, availability and contacts.

• • • • • • • coolth electricity. and The simultaneous generation of heat and electricity, o • • • a desired outcome. Encouraging building occupants to act in that a way achieves • the building structure. The incorporation of solar panels (photovoltaic or therma • internal or external. The use of movable windows, Systems Description/ • cooling. A variety of sources were used, including the Arup skills network intranet site, web searches, contacts • • • • •

within the Australian industry, and cold-calling. The original plan included courses at the Building California Academy of Science San Francisco Federal Building Westraven California Academy of Science Toronto Airport 1 Bryant Park University College Cork Postgraduate Library Public building dashboards Science) Interactive signs (JFK Airport, California of Academy Sign Static Syracuse Syracuse The Eden Project an d University College Cork Environmental Research Institute Syracuse Centr Empire State Building San Francisco Federal Building California Academy of Science

Research Establishment (BRE) and University of Reading, both in the UK; however, the volcanic eruption University College Cork that that in Iceland delayed the Fellow’s departure for two weeks meaning that he missed these courses. He louvres

E can use mechanical heating cooling, and or was, however, able to add additional destinations in California. Centre Centre

Table 3 – Connectivity Week Themes and Speakers xamples s (various) etc

e louvres

., to provide n

of Excellence

of Excellence of Excellence

Location, Event Contact , blinds, screens etc Options Practical Evaluating Optimising Postgraduate Library atural ventilation and

Building • Sean Kennedy, VP Integration Services, Voyant Automation Solutions   Bootcamp • Matt Horton, Clasma Events CABA • Ron Zimmer, President & CEO, Continental Automated . Connected Buildings Association (CABA) , either

Home & • Jim Sinopoli, Managing Principal, Smart Buildings    r heat, Buildings l) into Smart, Green • Brian Thompson, President, Sensus Machine and Efficient Intelligence • • • • • • • • • • To encourage: • • • • • • • • • Drivers

Buildings • Gina Elliot, Director of Project Management, Smart (San Jose, California) Jose, (San     Daylight and solar load glareManage Wind Incr charges demand Reduced carbon emissionsReduced Reduced energy Reduced costs Safe Building feature Learning education and Onsite generation Material saving outdoors Increased connection to required plantReduced capacity energy Reduced costs discomfort) comfort (or decreased Potential increased thermal control Potential increased personal Buildings Recycling consumption energy Reduced or water

• Tom Arnold, VP Energy Efficiency and Carbon Solutions, eased electricity security

behaviour

EnerNoc

onference Selling (and • Tom Shircliff, Leader & Co-founder, Intelligent Buildings

Buying) Smart • Darryl S. Benson, Global Solutions Manager, Panduit

Building From the US General Services Administration:

Solutions • Henry Singer, Smart Buildings Leader   

Mary L. Snodderly, Business Management •

Division 6QSAB

• Kevin M. Powell, Director of Research General • David Katz, Sustainable Resources Management and electricaland engineer (power generation). thebetween mechanical engineer (heating cooling) and Co design (blinds), lighting, controls and engineer and/or Active shading r engineer (thermal) or electrical engineer (PV). between Integrated solar panels in th accept automatic control. activate the buildingand either occupants who are required to ventilation), architect and/or fa thebetween mechanical engineer (mechanical HVAC), Mixed and buildingand occupants. i Engaging users with instructional information r Integration ntegration design between disciplines (varies by initiative) Connectivity Week C Connectivity discussion Consultant, Sustainable Resource Management -

  tri and • Sila Kiliccote, Program Manager, Lawrence Berkeley - mode ventilationmode s ystems require integration

National Laboratory façade the - natural ventilation or understand mode, and generation systems require integration interior design (in terms of furniture layout)

Table 3 – Connectivity Week Themes and Speakers architect, façade engineer mechanical and engineer (shading windows), and interior equires integration architect between ç ade engineerade (openings for natural Integration Options and Drivers

The first aim was to identify and better understand the options and drivers for integrated systems and e controls. The guiding research questions were: façade

• How might systems designed, built or maintained by different disciplines affect other systems? r equires integration • How do designers expect occupants to relate to building systems and how do they actually relate

to them? . equires

The main examples of integrated active systems and the drivers for these are shown in Table 4.

20 21

The International Experience The International Experience Table 4 (continued) – Integrated Systems and Drivers and Systems – Integrated Table 4 (continued) response demand Active system control Integrated managers fac Supporting control p users Engaging influence users Engaging Option ersonal Evaluating Options ility ility

– – The second aim was to identify methods for evaluating which integration options are appropriate for a

subtle

particular project. • What methods are there for assessing options for integrating controls? • • • network sharing and of information between The integratio Description/ • based The real • • • • efficiently Features that help facility managers to effectively more and/or

• How can a design team determine whether one option or combination of options is better than Skip Urinal fly (Schiphol Airport) conference Various examplesat shown Connectivity Week conference York, in California New the and UK Various examplesat shown Connectivity Week Cent Traffic light syst Personal comfort control (Westraven) Connectivity conference) Week Fault detection diagnostics and (Examples at shown Stadium. University College Cork College Cork Environmental Research Institute and BAS/BMS another? on price signals from the grid. - time control of electrical - run the building or portfolio. re stop elevators (San Francisco Federal Building • How can a designer determine the level of automation versus manual control that is appropriate for of Excellence)

n of major building systems on a common E a given project? xamples visual displays

em and manual window control manual and window em (Syracuse These questions are addressed in the following sections:

BS EN 15232:2007 Energy Performance of Buildings – Impact of Building Automation, Postgr dashboards, e.g.

Controls and Building Management demand within demand the building

ad The first evaluation method presented here is British standard 15232:2007. This standard provides a

uate Library, Wembley list of control, building automation and technical building management features that have an impact on

the energy performance of buildings. these systems. These are provided for a range of building aspects, including: University

• Space heating/cooling

• Heating hot water/chilled water (HHW/CHW) temperature

• Distribution pumps • • • • • • • • • • • • • • • • • • • Drivers

• Scheduling of heating/cooling Physic reduced need for cleaning Increased amenity and Social interaction for the building An additional revenue stream User comfort Cost effectiveness Increased flexibility cablingReduced occupant satisfaction Potential for increased diagnostics) through fault detection and Operational effectiveness ( e.g. Energy efficiency Safety and reliability satisfactionOccupant Operational effectiveness Empowerment Comfort User satisfaction Energy efficiency Capture tacit knowledge

• Interlock between heating and cooling al activity al • Boiler/Chiller

and productivity and

• Boiler/Chiller sequencing

• Space airflow

• Air Handling Unit (AHU) airflow

• Free cooling and buildingand occupants. integration between design disciplines (varies by initiative) Engaging users through subtle influence r

response ( responsible for the systems providing the demand th Active responsedemand requires integration between the controls engineer, design facility and team manager. Supporting facility managers r and buildingand occupants. integration between design disciplines (varies by initiative) Engaging users by giving personal them control r protection engineer infrastructure), mechanical engineer, lighting designer, fire electrical and/or controls engineer (controls Integrated Integration

e controls engineer, electrical engineer, those and • Supply Temperature control • Humidity control control require systems e.g. • Lighting control mechanical engineer system) for the HVAC • Daylight dimming , security designer • Blind control

• Fault detection equires integration between • Trending and reporting integration between etc For each of these areas, the standard identifies a range of control options with various typical impacts . equires on energy efficiency. The standard also defines A, B, C, and D grade combinations of these controls features for residential and non-residential buildings. This controls matrix can be used by building equires owners, facility managers or project managers to help write a project brief, or by design teams as a reference for their designs.

22 23 The International Experience The International Experience

4.3.1 Complexity

The third evaluation method comes from a strong overriding theme the Fellow noticed from many of the Business Case Complexitybuildings visited and people he spoke with; one that is consistent in Australian buildings: the challenge of complexity. The second evaluation method presented is based on information presented in the BOMI International The third evaluation method comes from a strong overriding theme the Fellow noticed from many of the course: Technology for Facility Management. The information in Table 5 is from a draft prepared by buildingsSome examples visited are: and people he spoke with; one that is consistent in Australian buildings: the challenge Healey, withTable some 4 – Business additions Case from Template Vince for Aherne,Building T forechnology a forthcoming controls guide produced by AIRAH. of• complexity.“Complexity of smart buildings may overwhelm operations and maintenance resources”, [Kat ital.] (Ehlrich & Diamond, 2009 p.11). Questions to Consider Some Possible Answers/Approaches Some examples are: Problem • Controls are a means to an end • Describe the current situation. • “...successful deployment of technology is less about the technology than it is about aligning the Statement – what is the end? • Describe and provide evidence of why this situation has a • “Complexitypeople and proces of smartses buildingsthat will be may affected overwhelm by it”, [Kat operations ital.] (BOMI and 2008, maintenance p.4–3). resources”, (Ehlrich & • What is the problem being cost (financial or other), perceived risks or results in a • Diamond,“Most of the2009 challenges p.11). that we face as an industry are not related to the ‘what’ of products or addressed, or opportunity that is missed opportunity. technologies, but the ‘how’ that buildings are conceived, designed and constructed”, [Kat ital.] (CABA currently not exploited? • Describe how the proposed system will address the cost or • “...successful2007, p.34). deployment of technology is less about the technology than it is about aligning the exploit the opportunity. peopleStories andfrom processes various facility that managers will be affected about being by it”, faced (BOMI with 2008, BAS/BMS p.4–3). screens full of alarms with no Strategic • What is the strategic importance • Increasing market share/presence • better way to prioritise them than based on what tenants are complaining about Importance of this project? • Improving operations, increasing productivity • “Most of the challenges that we face as an industry are not related to the ‘what’ of products or • How does the problem relate to • Replace obsolete equipment Stories from a building owner about challenges in getting technicians to operate complex systems as • technologies, but the ‘how’ that buildings are conceived, designed and constructed”, (CABA higher-level corporate goals? • Strategic upgrade intended for maximum energy efficiency, rather than in a mode that was easy to manage but • Opportunistic – external funding available for upgrade 20consumed 07, p.3 4). more energy. Increase support to employees • “Intelligent buildings are those that don't make users look stupid”, [Kat ital.] (Leaman, 2009). • Meet tenant demands in a more cost-effective and/or timely • Stories from various facility managers about being faced with BAS/BMS screens full of alarms with manner no better way to prioritise them than based on what tenants are complaining about • Help meet environmental targets The last quote is from Adrian Leaman, who with colleagues has done hundreds of post-occupancy studies. • Help build corporate environmental/sustainability profile •A theme Stories of fromtheir awork building is about owner matching about challengescomplexity toin gettingthe ability technicians and resources to operate available complex to manage systems it • Help meet operational cost targets (Bordassas intended & Leaman for 1999).maximum This isenergy nicely efficiency,summarised rather in Figure than 3, inwhich a modesuggests that thatwas successful easy to managebuildings but • Better quality information for decision making are consumedthose that match more complexityenergy. to the management and/or users. In their experience, and from what the • To automate a manual task Fellow saw on the study tour, many buildings tend to fall into the ‘risky’ category – designed in a complex Remove or reduce real or perceived operational risks Indoor • •manner “Intelligent to achieve buildings high performance are those that and don’t functionality make users(refer backlook stupid”,to Section (Leaman, 3.1.3), but 2009). to varying degrees Air Quality (IAQ), Sick Building Syndrome (SBS), essential services, Occupational Health and Safety [OHS] etc.) with “…good intentions outstrip[ing] performance”, [Kat ital.] (Leaman et al., 2007, p.29). The last quote is from Adrian Leaman, who with colleagues has done hundreds of post-occupancy Costs and • What are the expected upfront • Vendors or consultants can provide high-level budget cost Return on and ongoing costs? estimates e.g. $ per BAS/BMS point, percentage of studies. A theme of their work is about matching complexity to the ability and resources available Investment • What are the associated costs, construction cost, etc. to manage it (Bordass & Leaman 1999). This is nicely summarised in Figure 3, which suggests that such as training and downtime • Savings can include reduced energy or utility costs, reduced successfulFigure 3 – Complexity buildings and are U thosesability that match complexity to the management and/or users. In their of the existing or connected operator manpower time/costs systems? • Returns can include additional rent revenue, additional experience,While Figure 2and is a fromuseful what conceptual the Fellow tool, itsaw does on not the immediately study tour, help many project buildings teams to tend match to complexityfall into the • What are the expected savings building value, higher staff productivity ‘risky’and ability category to manage – designed it. The study in a complextour investigated manner ways to achieve to bridge high the performance gap between conceptand functionality and action. (refer or income streams? back to page 11 – ‘The Impact of Intense Innovation’), but to varying degrees with “…good intentions Program • What is the timing for the • Align down time with pre-planned stoppages, weekends project? etc. outstrip[ing] performance”, (Leaman et al., 2007, p.29). • How does it relate to ongoing • Allow for delays, including weather operations? • Consider the impact of any items that have long lead times

What down time will there be? Allow for construction industry Rostered days off (RDOs) • • Complexity • What other systems does it • Incorporate integration meeting Rare, often not replicable 1. High performance need to interface with? Is there a • Skills review of organisation/up-skilling operators Rarities, but often treated as ‘exemplars’. need for common protocols or a Complex functions, highly-tuned and These may be demonstration buildings, or gateway? technically advanced buildings that also those occupied by highly knowledgeable • What skills are required to receive the skills and resourcing required to staff who understand how they are effectively operate the system? run and maintain them properly.

• What training is available? How More supposed to work.

will it be delivered?  Future • What is the expected economic • Information is available from vendors or Industry Proof life of the system? associations, such as AIRAH, CIBSE (Chartered Institute of • What allowances have been Building Services Engineers) and ASHRAE 2. Simple, often well-liked, Risky, with performance penalties made for expansion, upgrade • Open protocols, gateways, structured cabling but fewer functions These are relatively complex buildings and replacement? Why? • Any anticipated expansion in business plan? Simpler, with many more passive features with high technological dependency that

Metrics • What tangible and intangible • National Australian Built Environment Rating System user or management Building

Less and much easier to maintain and run, often do not receive enough resources to input/resources/skill/knowledge metrics could be used to (NABERS) rating without the need for facilities managers. run them effectively. measure the effectiveness of • Green Star rating implementation? • Higher rental returns Less  More • Try to include metrics that link • Operating costs Technological complexity back to the original problem • Time to produce energy or other reports (mandatory and statement as directly as internal) (and often level of potential functionality and performance)

possible. • Staff productivity Figure 3 – Complexity and Usability • Tenant satisfaction (e.g. number and type of tenant complaints) 4.3.1.1 Measuring Complexity • Maintenance data (reduced number breakdowns, faults etc.) WhileOne Australian Figure 3 isexample a useful of conceptual a measure tool,for complexity it does not comes immediately from AIRAH’s help project DA19 teamsMaintenance to match manual complexity (see and ability to manage it. The study tour investigated ways to bridge the gap between concept and action. Table 5 – Business Case Template for Building Technology Figure 4). This gives an approximate correlation between types of control (or level of control integration), and the complexity and capability of the control system. 24 25 The International Experience The International Experience

Measuring Complexity Finding a Match One Australian example of a measure for complexity comes from AIRAH’s DA19 Maintenance manual Using the listed tools as approximations of complexity, the Fellow then sought to identify approaches (see Figure 4). This gives an approximate correlation between types of control (or level of control for using the matrix shown in Figure 3. integration), and the complexity and capability of the control system. If facility management (FM) input is unknown (e.g. new, speculative building): • Design for simplicity or effectively communicate design intent, maintenance requirements, FM requirements, user interface, training, etc., in tender documentation and purpose-written guides. • Make user interface intuitive (Bordass et al., 2007). • Follow the Soft Landings Framework (BSRIA, 2009).

If FM input is known (e.g. existing building, new university building, FM as part of design team etc.): • Estimate the complexity and compare to FM resources and skills available. • Identify strategies for matching the two, including: – Reduce complexity - Use packaged or standardised systems rather than bespoke where possible. - Reduce complexity, but compare this against the required functionality and performance. – Increase FM input - Help make the business case for technology and the related increase in FM input, taking into account how it aligns with corporate goals, suitable metrics for demonstrating benefit, and

Figure 4 – AIRAH Example of Measuring Complexity (AIRAH 2009) typical management concerns (BOMI 2008, chp. 3). . Use packaged or standardised systems rather than bespoke where possible. Figure 4 – AIRAHThis Example suggestion of that Measuring complexity approximately Complexity equals (AIRAH capability 2009) and functionality proved useful and indeed – Increase FM efficiency/efficacy. Reduce complexity, but compare this against the required functionality and is similar to work by Arkin and Paciuk (1997) that equates the level of control integration to building - Provide comfortable, clean,performance well-lit,. safe plant spaces that the FM team will take pride in This suggestionintelligence. that complexity This led to an explorationapproximately of other toolsequals that seekcapability to rate the and ‘intelligence’, functionality or performance proved useful and o Increase FM input potential of buildings, and which could, in turn, be used to approximate complexity. Some of these are (Winston, 2010). . Help make the business case for technology and the related increase in FM input, indeed is similarsummarised to work in Table by 4. Arkin and Paciuk (1997) that equates the level of control integration to taking into account how it aligns with corporate goals, suitable metrics for - Provide building dashboardsdemonstrating to help benefit, manage and typical data management (Sinopoli, concerns 2010). (BOMI 2008, chp. 3). building intelligence. This led to an exploration of other tools that seek to rate the ‘intelligence’, or Photo 84 - Provide fault-detectiono Increase FMand effic diagnosticsiency/efficacy (Thomson, 2010). performance potentialCaption: [AIRAH of buildings, Example of Measuring and which Complexity could, (AIRAH in 2009)]turn, be used to approximate complexity. Some . Provide comfortable, clean, well-lit, safe plant spaces that the FM team will take pride in (Winston, 2010). of these are summarisedTable 5 – Possible in Measures Table 6.for Complexity . Provide building dashboards to help manage data (Sinopoli, 2010). Technology Specific Considerations. Provide fault-detection and diagnostics (Thomson, 2010). Measures of Complexity Description Coverage In addition to the evaluation methods discussed above, the study identified a number of examples of Building Intelligent Quotient A web-based tool that can enable project • Power distribution evaluation methods4.3.2 forTechnolo specificgy Specific integrated Considerations technologies. These are discussed in the following sections. teams to determine the technological • Voice and data systems In addition to the evaluation methods discussed above, the study identified a number of examples of requirements to make a building ‘smarter’ • Intelligent building systems evaluation methods for specific integrated technologies. These are discussed in the following sections. by assessing the status of the building’s • Building/facility management Mixed-Mode Ventilation Systems intelligent technology (Katz & Skopek 2009). Sub-system operation in degraded mode 4.3.2.1 Mixed-Mode Ventilation Systems • The University of California Center for the Built Environment produced a guide on controls for mixed- • Building automation (Katz & Skopek 2009). The University of California Center for the Built Environment produced a guide on controls for mixed-mode buildings (Brager et al., 2007). The report describes a range of strategies with case studies. One of the Intelligent Building Tool The result of research in Hong Kong that Integrated building management system mode buildings (Brager et al., 2007). The report describes a range of strategies with case studies. One • particular aims of the study was to identify methods for evaluating when automated and manual controls identified key intelligent building indicators • Telecom and data of the particularwere aims most ofappropriate. the study Extracts was on tothis identifyfrom Brager methods et al., (2007) for are shownevaluating in Table when 6. automated and manual and a relative weighting between them HVAC control • controls were most appropriate. Extracts on this from Brager et al., (2007) are shown in Table 7. (Wong et al., 2008). • Fire detection and alarm Table 6 – Automated and Manual Controls for Mixed-Mode Ventilation • Security and access control Automated Control Manual Control • Lifts Goals • Energy efficiency • Thermal comfort Lighting • • Code ventilation requirements • Connection to outdoors • Computerised maintenance management • Personal control system (Wong et al., 2008). BS EN 15232:2007 Energy This European Standard specifies: • Heating control Situations • Public spaces that do not have an ‘owner’ • ‘Private’ spaces where someone can be responsible for Performance of Buildings • “…a structured list of control, building • Cooling control • Devices that are inconvenient to operate: manual operation. High spaces, such as atrium windows or roof vents. Devices that are convenient to operate, i.e. controller — Impact of Building automation and technical building • Ventilation and air-conditioning control ⇒ • ⇒ Unoccupied spaces (e.g. due to rain, security etc.,). (window, switch, level etc.,) and are located near the Automation, management functions that have an • Lighting control occupants. Controls and Building impact on the energy performance of Blind control • Control • Temperature (indoor, outdoor) • Visible Management buildings; • Building automation and control system Options and • Humidity (indoor, outdoor) • Readily accessible • a method to define minimum (e.g. scheduling, tuning, setpoints) Priorities • CO2 and air quality • Intuitive to use requirements regarding the control, • Technical building management (e.g. fault • Wind speed • Responsive building automation and technical detection and diagnostics, reporting). • Rain • May provide indication (e.g. by a light) of remote conditions building management functions to be • Timer (external conditions and/or response of device). implemented in buildings of different • Occupant sensors.

complexities.” Table 7 – Automated and Manual Controls for Mixed-Mode Ventilation

Table 6 – Possible Measures for Complexity 4.3.2.2 Automated Demand Response Automated demand response is the active reduction in building electricity demand in response to signals 4.3.1.2 Finding a Match from the electricity grid operator. Electricity grids need to maintain a balance between electricity demand Using the listed tools as approximations of complexity, the Fellow then sought to identify approaches for and supply at all times. Historically they did this by adjusting the output of large centralised generators (i.e. using the matrix as shown in Figure 3. the supply side). With advances in technology, it is now possible for the demand side (i.e. the buildings 26 27 themselves and the people and/or organisations responsible for them) to become active participants in If facility management (FM) input is unknown (e.g. new, speculative building): helping to balance supply and demand. In fact, this is regarded as a resource by grid operators, which they • Design for simplicity or effectively communicate design intent, maintenance requirements, FM will pay money for. Thus, automated demand response enables buildings to go from being dumb requirements, user interface, training, etc., in tender documentation and purpose-written guides. consumers of energy, to smart players selling resources back to the grid. Table 7 and Figure 5 give an • Make user interface intuitive (Bordass et al., 2007). overview of automated demand response in the context of building operations. • Follow the Soft Landings Framework (BSRIA, 2009).

Table 7 – Automated Demand Response in the Context of Building Operations (Motegi et al., 2007 p.4) If FM input is known (e.g. existing building, new university building, FM as part of design team etc.): Estimate the complexity and compare to FM resources and skills available. • Efficiency and Peak Load Demand Response Identify strategies for matching the two [Gerard, should this be matching the ‘three’ here? Is says • Conservation Management (Dynamic ‘Estimate the complexity and compare to FM resources and skills available’ above.], including: (Daily) (Daily) Event Driven) Reduce complexity o Motivation • Economic • Time of use • Price • Environmental (TOU) savings (economic) The International Experience The International Experience

Automated Demand Response There has recently been a big push for demand response in California due to grid constraints and the Automated demand response is the active reduction in building electricity demand in response to opportunity of funding related to smart grid activities. The Lawrence Berkelely National Laboratories signals from the electricity grid operator. Electricity grids need to maintain a balance between electricity have undertaken considerable work and case studies, including decisions trees to help project teams demand and supply at all times. Historically they did this by adjusting the output of large centralised to determine what types of demand response initiatives might be appropriate. generators (i.e. the supply side). With advances in technology, it is now possible for the demand side (i.e. the buildings themselves and the people and/or organisations responsible for them) to become active participants in helping to balance supply and demand. In fact, this is regarded as a resource by grid operators, which they will pay money for. Thus, automated demand response enables buildings to go from being dumb consumers of energy, to smart players selling resources back to the grid. Table 8Table and 7 Figure – Automa 5 giveted anDemand overview Response of automated in the Context demand of Building response Operations in the context (Motegi of et building al., 2007 operations. p.4)

Efficiency and Peak Load Demand Response Conservation (Daily) Management (Daily) (Dynamic Event Driven) Motivation • Economic • Time of use (TOU) savings • Price (economic) • Environmental • Peak demand charges • Reliability • Protection • Grid peak • Emergency supply • Resource availability Design Efficient shell, Low power design Dynamic control capability equipment, systems, and control strategies Operations Integrated system • Demand limiting • Demand shedding operations • Demand shifting • Demand shifting Figure 6 – Demand Response Strategy Decision Trees for HVAC and Lighting (Motegi et al., 2007) • Demand limiting Initiation Local Local Remote Table 8 – Automated Demand Response in the Context of Building Operations (Motegi et al., 2007 p.4) Optimisation Strategies

The third aim was to identify methods for optimising the performance of systems that have dissimilar Photo 85 costs and benefits. Guiding questions for this aim were: Caption: Figure 5 – Automated Demand Response in Context8 [Kat this is a heading.] There has recently been a big push for demand response in California due to grid constraints and the • How can designers, commissioning agents and facility managers optimise the performance of opportunity of funding related to smart grid activities. The Lawrence Berkelely National Laboratories have integrated systems? undertaken considerable work and case studies, including decisions trees to help project teams to • What methods are there for measuring performance across multiple systems? determine what types of demand response initiatives might be appropriate. Optimising systems and buildings may include: photo 86 • Maintain a desirable attribute (e.g. lighting quality) while minimising an undesirable one (energy use). photo 87 • Maximise a desirable attribute (e.g. IEQ) while maintaining an undesirable one (capital costs). Caption: Figure 6 – Demand Response Strategy Decision Trees for HVAC and Lighting (Motegi et al., 2007). [Kat this is a heading.] • Maximising a desirable attribute while minimising an undesirable one.

To optimise across multiple systems, project teams need common metrics in order to assess them. 4.4 Optimisation Strategies Examples of these were identified for the design and operation of buildings: The third aim was to identify methods for optimising the performance of systems that have dissimilar costs and benefits. Guiding questions for this aim were: Design How can designers, commissioning agents and facility managers optimise the performance of • Two strategies were noted for the design phase. The first is familiar to many people, being rating integrated systems? • What methods are there for measuring performance across multiple systems? schemes such as Leadership in Energy and Environmental Design (LEED), BREEAM and Green Star. These schemes apply relative weightings to various issues and provide a common metric (i.e. points) Optimising systems and buildings may include: to compare different initiatives. While there are many criticisms of schemes like these, they do provide • Maintain a desirable attribute (e.g. lighting quality) while minimising an undesirable one (energy use). a way of measuring dissimilar environmental benefits. • Maximise a desirable attribute (e.g. IEQ) while maintaining an undesirable one (capital costs). • Maximising a desirable attribute while minimising an undesirable one. A second method is co-simulation. Researchers at the Lawrence Berkeley National Laboratory have developed the Building Controls Virtual Test Bed (BCVTB), which is middleware that enables co- 9 FigureTo optimise 5 – Automated across multipleDemand systems,Response projectin Context teams need common metrics in order to assess them. simulation between different software packages (e.g. EnergyPlus and Radiance), can interface with Examples of these were identified for the design and operation of buildings: BACNet, and they are working on being able to control pieces of hardware (Wetter 2010a, 2010b).

9 4.4.1http://www.openadrcollaborative.org/ Design

Two strategies were noted for the design phase. The first is familiar to many people, being rating schemes 28such as Leadership in Energy and Environmental Design (LEED), BREEAM and Green Star. These schemes 29 apply relative weightings to various issues and provide a common metric (i.e. points) to compare different initiatives. While there are many criticisms of schemes like these, they do provide a way of measuring dissimilar environmental benefits.

A second method is co-simulation. Researchers at the Lawrence Berkeley National Laboratory have developed the Building Controls Virtual Test Bed (BCVTB), which is middleware that enables co-simulation

8 http://www.openadrcollaborative.org/

between different software packages (e.g. EnergyPlus and Radiance), can interface with BACNet, and they are working on being able to control pieces of hardware (Wetter 2010a, 2010b). This enables design teams to more explicitly model the interaction between different systems (e.g. blinds, daylight, electric light and heat load), to test control strategies within the model, and to test them with hardware in the future. In this case, the common metric is energy consumption.

4.4.2 Operation – Automated Fault Detection and Diagnostics Optimising the design is only worthwhile if it can be carried through into operation. Methods of optimising ongoing performance include continuous commissioning, and fault detection and diagnostics (Thomson, 2010).

The following summary was written by Healey for the draft AIRAH Controls Guide and draws on information from a number of sources, including Friedman and Piette (2001), TIAX (2005), Schein (2006) and Cherniack (2006).

Fault detection is automated when the control system can detect that a system or component is not performing as it should be. When components fail to achieve the desired or required energy, water, IEQ, comfort, safety, security, or economic performance, a fault is registered by the system. An alarm is raised, fault notification protocols are commenced, and a fault diagnostics program may be engaged.

Automated fault diagnostics involves the building control system identifying why the fault is occurring, prioritising faults in terms of safety, economic or environmental impact, and suggesting remedial action.

There are a range of issues that should be addressed when considering an automated fault detection and diagnostic system (FDD system). Initial scoping questions for the design and implementation of an automated FDD system could include: • To what building systems should fault detection and diagnostics (FDD) be applied (e.g. HVAC, lighting, building transport)? • What is the intent of the FDD system? Is it short-term or ongoing? • What faults should the system detect? Are some more important than others? • Who will the user of the system be (e.g. building operator, maintenance contractor)? • What data inputs are needed to detect faults? • Which aspects of the system are to be automated and which are to be manual? • How are faults to be communicated? • Is the system likely to generate false positives or false negatives? • How are diagnostics to be communicated? • What are the initial capital and ongoing operational costs? • Is the system to be off-the-shelf or customised? The International Experience • Is the system to be located on site, or is data to be sent offsite?The International Experience 4.4.2.1 Common Faults and their Impact There are a range of common faults that can occur in building systems and services. Faults can occur at a systems level, at the component level and within the controls software. Some of the faults commonly encountered in HVAC systems are listed in Table 8 (see below) [Kat, note position].

Table 8 – Common Faults in HVAC

This enables design teams to more explicitly model the interaction between different systems (e.g. System Component Controls Software blinds, daylight, electric light and heat load), to test control strategies within the model, and to test them • Unbalanced airflow or • Drifting or failed sensors • Proportional Integral with hardware in the future. In this case, the common metric is energy consumption. water flow • Stuck or failed actuators Derivative (PID). loop • Excessive cycling or • Blocked or leaking ducts or pipes tuning hunting • Leaking valves and dampers • Inappropriate setpoints Operation – Automated Fault Detection and Diagnostics • Unmet demand • Slipping or broken belts • Inappropriate scheduling Optimising the design is only worthwhile if it can be carried through into operation. Methods of • Missed opportunities • Fouled heat exchangers • Manual overrides optimising ongoing performance include continuous commissioning, and fault detection and for free cooling • Refrigerant leakage • Incorrect sequencing or Simultaneous Improper refrigerant charge programming diagnostics (Thomson, 2010). • • heating/cooling • Insufficient evaporator airflow • HVAC operating when The following summary was written by Healey for the draft AIRAH Controls Guide and draws on • Blocked filters and strainers space is unoccupied information from a number of sources, including Friedman and Piette (2001), TIAX (2005), Schein Table 9 – Common Faults in HVAC (2006) and Cherniack (2006). The impact of these faults can include reduced safety, thermal comfort or IEQ, or increased energy and water consumption, wear and tear, maintenance, complaints and running costs. Fault detection is automated when the control system can detect that a system or component is not The impact of these faults can include reduced safety, thermal comfort or IEQ, or increased energy and performing as it should be. When components fail to achieve the desired or required energy, water, water consumption, wear and tear, maintenance, complaints and running costs. IEQ, comfort, safety, security, or economic performance, a fault is registered by the system. An alarm is There are significant benefits that can be achieved from detecting and correcting system faults early raised, fault notification protocols are commenced, and a fault diagnostics program may be engaged. and FDD systems can be implemented to achieve this. Automated fault diagnostics involves the building control system identifying why the fault is occurring, prioritising faults in terms of safety, economic or environmental impact, and suggesting remedial action. Overview of FDD Systems Regardless of whether the fault is at the building level, system level or component level, FDD involves a There are a range of issues that should be addressed when considering an automated fault detection number of steps, some of which may be automated and some manual. These steps include: and diagnostic system (FDD system). Initial scoping questions for the design and implementation of an • Data acquisition automated FDD system could include: • Data management and storage • To what building systems should fault detection and diagnostics (FDD) be applied (e.g. HVAC, • Data processing lighting, building transport)? • Data visualisation • What is the intent of the FDD system? Is it short-term or ongoing? • Fault detection • What faults should the system detect? Are some more important than others? • Fault diagnosis • Who will the user of the system be (e.g. building operator, maintenance contractor)? Data Acquisition • What data inputs are needed to detect faults? Data acquisition refers to the system obtaining the data required to detect and diagnose faults. This • Which aspects of the system are to be automated and which are to be manual? could be approached from two perspectives: 1. What data (and therefore control points) is needed to be able to detect particular faults? • How are faults to be communicated? 2. What faults could be detected with the data and control points available? • Is the system likely to generate false positives or false negatives? Particular requirements for data acquisition will depend on the specific algorithms used to detect and • How are diagnostics to be communicated? diagnose the faults. In essence, two questions need to be answered:

• What are the initial capital and ongoing operational costs? 1. What data is needed for detection? 2. What data is needed for diagnosis? • Is the system to be off-the-shelf or customised? Once the data points have been identified the system can be designed to acquire the required data • Is the system to be located on site, or is data to be sent offsite? for processing. Regardless of the approach taken, the FDD system should be able to perform tests for sensor error. Common Faults and their Impact There are a range of common faults that can occur in building systems and services. Faults can Data Management and Processing occur at a systems level, at the component level and within the controls software. Some of the faults Once data has been acquired, the system needs to store and process it. In some systems this will commonly encountered in HVAC systems are listed in Table 9 (see following page). occur on site at the building. For other systems, the data is transmitted externally to a service provider.

30 31 The International Experience The International Experience

A key issue with data processing is an understanding of the uncertainty associated with the data • How can integrated controls be specified to avoid overlaps or gaps in system installation, provided. An FDD system should have the ability to allow for varying levels of error associated with commissioning and responsibility for performance? the sensor readings. Systems typically use thresholds and deadbands to account for this, in some • What sorts of functional testing and commissioning should be performed to ensure integrated systems these may be user adjustable. controls are working correctly? Once it has the data, the system will undertake initial processing, for alarm generation, for automated • How do procurement methods affect project outcomes? diagnostic algorithms, and to calculate relevant key performance indicators (KPIs) or metrics for more • How should building or facility managers be trained? effective visualisation. Project Structure Visualisation One contrast between the Australian industry and the UK and USA is the role of systems integrators, i.e. Visualisation can assist with manual fault detection and diagnosis, or simply be part of the user interface people whose role is to ensure the proper integration of systems in the design on a project, for example: for an automated system. • “New professional roles related to Intelligent Building Technology are emerging and are linked to the Visualisation may include: changes in the design and development process”, (CABA 2007, p.35). • Data filtering • The General Services Administration (GSA) has identified the role of Smart Buildings System • Aggregating data over various timescales or systems Integrator in their pre-qualification list (GSA, 2010). • Trending data • There were a number of companies at the Connectivity Week conference who perform this role, • Comparison to normal operation baselines and the Arup Building Performance and Systems group perform this role in the UK.

• Display of appropriate metrics for benchmarking against other buildings or systems It was noted that while these roles are emerging, they are not standard practice on all projects. The • Enabling plotting of multiple parameters (e.g. 3D, contour plot, or multiple variable x-y plots), which general consensus between the people Healey spoke with was that the value of this role increases can help to highlight co-incident events and effects as the complexity of the project increases. In a similar way, the value of having the controls contractor • Statistical representation of data, such as histograms and load duration curves as a direct appointment to the head contractor increases with more complex projects, rather than • Enable effects to be traced back to the relevant systems and components. multiple controls companies sub-contracted, for example a lighting controls company to the electrical contractor, a HVAC controls company to the mechanical contractor etc. Detection and Diagnosis Specification In essence, fault detection involves comparing actual operating data against a baseline data set that represents normal or predicted operation to highlight possible faults. Fault diagnosis involves identifying It was noted that there are a number of guides available to assist in the specification of control systems possible causes of the highlighted faults. There are a variety of methods that can be used to achieve (ASHRAE, 2007; Pennycook, 2001). However, these guides tend not to include advice on emerging these processes, including: technologies, such as wireless controls, building dashboards and fault detection and diagnostics. CABA (2007) in particular highlight the need for improved specification of the graphical user interface • First principles rules, such as the laws of thermodynamics, conservation of mass etc. for building management systems. • System specific rules, such as which items of plant should or shouldn’t be operating together or when there are particular external conditions or spaces are unoccupied. Data Management • Load-duration rules, such as whether a system is operating or not, or whether a resource is being Integrating systems can create an overwhelming amount of raw data. Unless it is processed into useful consumed for longer than it should be (e.g. water demand 24 hours a day). information e.g. via dashboards designed for specific audiences or fault detection and diagnostics, it • Historical baselines, such as for energy or water usage of a particular component, system or has little value and could even hinder [the FM team] (Sinopoli, 2010). whole building. • Statistical and pattern recognition methods that estimate how the system should be performing at Device Reliability part load. The reliability of devices was noted as an issue by various people, for example: • Reliability of sensors (in terms of positioning and calibration) if they are being used for fault detection, Automated systems compare the input data against pre-determined models, rules, KPIs or building or play a critical role in energy efficiency (e.g. economy cycle) metrics, highlight any detected fault or anomaly and suggest possible causes and solutions. • Battery life of wireless devices Practical Issues • Durability of active façade devices (e.g. external blinds and shades) which, although in theory can The fourth aim was to identify practical issues associated with the specification, construction, be retracted during wind gusts, may not be able to retract quickly enough to avoid damage. commissioning, tuning and maintenance of integrated building systems. The guiding questions were: • What idealised assumptions do project teams implicitly or explicitly make in relation to the implementation of integrated systems and controls? How do these compare to reality?

32 33 Knowledge Transfer: The International Experience Applying the Outcomes

Concluding Remarks A key aspect of the Fellowship is sharing the findings of the study tour. This already has been achieved and will be further achieved in the following ways: The destinations that Healey visited and people he met with proved to be a wealth of information about users the and other on mixed Guide: papers f buildings Melbourne ) School of Design ( of this committee. this of Federal G d AIRAH Controls G committee provided a nd input to t of the steering a member became Skills Victoria. Skills The Fellow is in discussions with Environment Team Sustainability Victoria Built Development Continuing Australian Institute of Architect P Environment Design Guide Energy Efficiency W students. his findings to these Masters Masters C Training C TAFE Hill Box the study tour. summarising the aims and findings of – AIRAH Conference Green Dream ControlsAIRAH G uide Study tour blog What? the Fellow hosted this workshop.

eveloped with funding from the

the topics of interest. It was clear from the tour that there is much the Australian construction and apers ommittee the Fellow presented a paper orkshop at the Retrofitting for property industry can learn from other countries in relation to integrated systems and controls. one on engaging on building one

or the Environment Design – . students,

the Fellow overnment. ourse

The range of technologies being deployed were generally similar to those considered here, albeit Professional – –

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(C HVAC ControlsHVAC

more prevalent in some locations, how they were deployed though, and the education and training to P

uide Steering C D University of is is the Presentation ) support that deployment varied. onference P , which is being writing two two writing resentations Melbourne –

The challenge is to share these findings with the Australian industry in order to derive the most value the Fellow - from the study tour and the contacts Healey has made. The next section summarises the knowledge mode

– he ’

s transfer activities Healey has undertaken and plans to undertake. –

them about them the study tour. In discussions with Sustainability Victoria about giving a presentation to series industry. good The Environment Design Guide is published by the reference guide. This involved in building design and The AIRAH Controls G

to s to related to controls (primarily for HVAC). Government’s Green Jobs HillBox received TAFE funding under Architect’s Continu Architect’s for presentations to be held as part of the continuing The articles for the they happened. To encourage https://han in the Masters of Design (Urban Design). The students were enrolled in Environmental Systems, which is an elective technologiesnew that are currently challenging the industry. The conference theme was about findings with a wider audience. Why? http://www.iqpc.com/Event.aspx?id=353028#gerard_healey efficiency in existing buildings The workshop was focused on practical issues cope out cope the course advise and relevant on course content. . way toway share information with this segment of the construction

dbook.unimelb.edu.au/view/2011/ABPL90086 the Fellow

ing Professional Development (C Environmental Design Guide (EDG) provided uide will targeted be at a range of peopleare who to reflect on

Plan Plan

Healey withopportunity a good to share his

it to develop post is intended to become an accessible sharing lessons learnt about the range of Action 12 of his

The steering committee’s role was

trip findings communicate and as related to improving energy - trade course material the Victorian AIA P Australian Institute of of Institute Australian D

, is and therefore a will the basis become ) pr

esentations

Architects Government disciplines other design Architects and managers property managers, Project Engineers, Architects managers facility engineers and HVAC Primarily Who? controls with HVAC for experience people looking Post web World wide managers facility engineers and HVAC Primarily

- trade trade

March 2011 March October 2010 June 2011 Proposed date October 2010 June 2011 February 2011 – February 2011 July 2010 When? September 2011 February 2011 October 2010 April 2010 16 – 17 September –

June 2010 –

–

www.environmentdesignguide.net.au/ Melbourne Melbo http://www.architecture.com.au/i http://www.airah.org.au/Content/Navig Where?

Melbourne

cms?page=11410 s/default.htm#18062010 ationMenu/AboutAIRAH/PressRelease - lligent Melbourne http://fieldsofactivity.com/buildings/inte Melbourne urne buildings

- study

- tour/

Table 10 - Knowledge Transfer Activities

34 35 Recommendations

Healey makes the following recommendations based on the findings of this Fellowship:

Government Government, particularly Federal and State, should support the development of cross-discipline training courses. Healey notes that some courses and reference guides related to controls are being developed at the time of writing (e.g. AIRAH Controls Guide and Box Hill TAFE’s HVAC controls course); however, these are still focused within the HVAC sector.

Industry and Professional Associations Industry needs to encourage greater cross-discipline exchange of knowledge and ideas. A current barrier is that different trades and professions have different professional languages and ways of looking at projects. There is a need to create a common understanding and language around integrated systems and controls.

Education and Training – Universities, TAFEs, Schools Education institutions could encourage cross-discipline learning through activities such as multi- disciplinary design project across faculties (e.g. architecture students and engineering students).

Further Skills Deficiencies This Fellowship has focused on integrated systems and controls; however, there are other deficiencies related to high-performance buildings that also warrant investigation, including:

• How building contractors, sub-contractors and suppliers can best adapt to the requirements of environmental rating systems such as Green Star and NABERS. It is increasingly common to see specific ratings as contractual requirements and achieving these ratings requires some changes to the way a construction project is managed.

• Building physics modelling, such as for energy consumption, natural daylight, glare and thermal comfort. These are often valuable during the design process for a high-performance building and are requirements for a number of Green Star credits. Energy modelling is also often used to demonstrate compliance with the Building Code of Australia Section J. These types of modelling may be touched on in some university courses; however, these courses typically do not go into the same level of detail that is required in practice.

• With the rapid advances in computers and mobile devices, there are a number of innovations related to informatics, dashboard displays, smart phone applications etc., and the performance of buildings. This is another example of the need for cross-discipline education, in this case between IT professionals and architects and engineers.

36 37 Attachments: Overseas Destinations

Arup London Office

Location/Event: Arup London Office

Contact: Darren Wright, Associate Director, Building Performance and Systems, Arup

When: 30th April 2010

Practical Issues: Project team structure – Arup Building Performance and Systems group acts as a master integrator to co-ordinate and align controls functions within a building. Building Performance and Systems, Arup

Eden Project Activity: Eden Project. Built in a former quarry and reportedly the world’s largest greenhouse – the Eden Project consists of Mediterranean and tropical domes.

Location: Cornwall, UK

When: 1 May 2010

The Eden Project, Cornwall

38 39 Attachments: Overseas Destinations Attachments: Overseas Destinations

Examples of Integration

Engaging users with a wall of whitegoods and fridge magnets Fire exit sign

Practical Issues: User discomfort – fire exits wrongly used to escape tropical dome.

University College Cork Environmental Research Institute Location/Event: University College Cork Environmental Research Institute. “The Institute aims to foster collaborative, multidisciplinary environmental based research; ... and finally, where possible, to facilitate the transfer of technology to industry.” http://www.ucc.ie/en/eri/about/

Mixed-mode ventilation

Engaging users – adaptive thermal comfort in the tropical Dome façade. Façade is made of ethylene- dome tetrafluoroethylene (ETFE) cushions that are kept University College Cork, Environmental Research Institute front façade inflated

40 41 Attachments: Overseas Destinations Attachments: Overseas Destinations

Contact: Donal Browne, Senior researcher, Department of Civil and Environmental Engineering Examples of Integration

When: 4 May 2010

Examples of Integration

Mixed-mode ventilation – manually controlled operable Mixed-mode ventilation – automated operable windows windows at low level at high level

Practical Issues

Mixed-mode ventilation Mixed-mode ventilation

Wireless sensor Screen showing the data from avilable from the sensors

• Battery life of some wireless sensors in the building has been as short as two weeks. • Large volume of data available from all the sensors in the building – they are investigating how to most effectively capture and present it. • Underfloor heating no longer matches up with the partition layout above.

University College Cork Postgraduate Library Location/Event: University College Cork Postgraduate Research Library

Contact: John Burgess, Associate Director, Arup, Cork

When: 4 May 2010

Left: University College Cork, Postgraduate Library. Photo courtesy of Arup. Mixed-mode ventilation Mixed-mode ventilation

42 43 Attachments: Overseas Destinations Attachments: Overseas Destinations

Practical Issues • Internal walls require actuated windows to maintain the natural ventilation air path.

Trigeneration – central campus plant supplies steam to building absorption chiller

Optimisation

Mixed-mode controlled, based on temperature, CO2, humidity and rain. The readings for these variables The University College Cork, Postgraduate Library internal windows are displayed on the BAS/BMS. • Building is not in control of the steam supply to the absorption chiller, so it may not be available when the chiller could/should be used (see absorbtion chiller photo on previous page).

University College Cork – The Glucksman Gallery Location/Event: University College Cork – The Glucksman Gallery. “The Lewis Glucksman Gallery is a cultural and educational institution that promotes the research, creation and exploration of the visual arts.” http://www.glucksman.org/about.html

The BAS/BMS screen displaying the mixed-mode controlled variables A postcard of the Glucksman Gallery. Courtesy of The Glucksman Gallery.

44 45 Attachments: Overseas Destinations Attachments: Overseas Destinations

Contact: John Burgess, Associate Director, Arup, Cork Examples of Integration

When: 4 May 2010

Examples of Integration Practical Issues Air diffusers in stairs made of the same wood The gallery is next to a river (hence the use of as the rest of the flooring, making the servicing river-water cooling), but this meant that in floods in of the space almost imperceptible. November 2009, the basement and ground floor were flooded. The central plant in the basement had to be replaced, refurbished or cleaned.

Stadium operations centre, where all aspects of the Stadium operations centre, where all aspects of the stadium can be monitored stadium can be monitored

Practical Issues

Wembley Stadium mobile rig The Glucksman Gallery stairs showing the air An article highlighting the floods in November 2009 that diffusers affected The Glucksman Gallery

Wembley Stadium Location/Event: Wembley Stadium, London. “Wembley Stadium welcomes roughly one and a half million football and rugby fans each year [and] ...also has important roles as the country’s leading venue for music concerts and allows the UK to bid for the greatest events in world sport”.

http://www.wembleystadium.com Water storage tanks at Wembley stadium Cabling in place at Wembley Stadium

Left: Wembley Stadium, London • Very large water storage tanks are required to meet the toilet flushing demand at half-time.

Contact: Mohan Raje, Site Supervisor, Wembley Stadium (Honeywell) • Artificial light from a mobile rig is required to help the grass on the pitch grow.

When: 5 May 2010 • Approximately 17,000 km of cable were used to network the stadium building services.

46 47 Attachments: Overseas Destinations Attachments: Overseas Destinations

Arup Amsterdam Office • Local occupant control of lighting, blinds, temperature. • Destination control lifts – users enter their intended floor in the lobby and they are directed to a lift. • Cutting out sections of floor has created small atria up the building. These help to direct visitors because they provide a highly daylight space that is apparent to people as they exit the lifts on each level. Location/Event: Arup Amsterdam Office Practical Issues Contact: Hanneke Van Schijndel, Engineer, Arup

When: 6th May 2010

Left: The iCat robot. Photo courtesy of www.hitech-projects.com/icat/ Examples of Integration Dutch research that was looking at using emotional responses by a robot cat as a means of influencing behaviour was discussed. For more information see www.hitech-projects.com/icat/

Westraven Building Location/Event: Westraven Building, Utrecht “The Westraven office complex is an intricate and large- scale combination of new and existing construction for various sections of the Dutch Department of Public Works.” http://www.cepezed.nl/nl/projects/6-westraven

Left: Westraven Building, Utrecht, Netherlands

Contact: Robert Philippi, Director, Hungry Heart

When: 6 May 2010

Examples of Integration

Westraven atrium

Westraven lights Westraven ceiling

The building has lots of hard surfaces, so to provide an acoustically pleasant space, sound attenuating Left: Controller for lighting, blinds, temperature The small atria up the Westraven building material has been integrated into vertical shading baffles in the atria, and into ceiling components in Right: Destination controller for lift office and corridor spaces.

48 49 Attachments: Overseas Destinations Attachments: Overseas Destinations

Arup New York Office Selection Methods: Net present value per ton of CO2 saved Location/Event: Arup New York Office Practical Issues: Used an energy performance contract to procure and manage five out of eight energy efficiency initiatives. Contact: Michael Puckett, Sustainability Consultant, Arup, NY

When: 10 May 2010 Newark Airport Practical Issues: LEED-Existing Building – Some credits are difficult or impractical to achieve Location/Event: Newark Airport (New Jersey) because they require information to be collected from all tenants. When: 12 May 2010 1 Bryant Park (Bank of America Building) Examples of Integration Location/Event: 1 Bryant Park (New York City). The building is a green designed skyscraper that houses a number of Bank of America’s global businesses and is also the corporate head- quarters for the building’s owner, the Durst Organization. http://www.durst.org/assets/pdf/datasheet/OneBryantPark.pdf

Contact: Don Winston, Vice President Technical Services, The Durst Organization

When: 10 May 2010

Left: 1 Bryant Park, New York

Examples of Integration: Cogeneration linked to an electric vapour compression chiller and ice storage. Selection methods: Keep systems simple and easy to operate. Optimisation: Keep plant rooms spacious, well-lit, well-ventilated and clean. Make them spaces that the facilities management team will take pride in. A projection screen in Newark Airport, New Jersey Practical Issues: Don noted that theoretical high performance is no good if it is too complex to understand and operate, or if it is not robust (i.e. sensitive to disruption). A projection screen in Newark Airport, New Jersey, that shimmers as someone walks past (the example above is from a video of Healey walking past, taken by a helpful airport security guard). In this instance the display appeared to be just for entertainment, or perhaps a subtle advertisement, but the Empire State Building technology has potential to be used for engaging building occupants. Location/Event: Empire State Building (New York City). The world famous pre-war skyscraper that is currently undergoing a major capital works program to improve its environmental performance Continental Automated Buildings Association Contact: Dana Schneider, Northeast Market Lead, Sustainability Location/Event: CABA (Ottawa) www.caba.org/about Services, Jones Lang LaSalle “The Continental Automated Buildings Association (CABA) is an international not- When: 11 May 2010 for-profit industry association dedicated to the advancement of intelligent home and intelligent building technologies.” Examples of Integration Contact: Rawlson O’Neil King, Communications Director, CABA • Mixed-mode ventilation – the windows are double hung and able to be opened. When: 12 May 2010 • The BAS/BMS upgrade uses a cable riser and wireless control points Selection Methods: CABA’s Building Intelligence Quotient is on the floors. a web-based tool that can enable project teams to determine • Smart meters are being installed for each tenant that will show energy the technological requirements to make a building ‘smarter’ usage against relevant benchmarks. by assessing the status of the building’s intelligent technology. Image courtesy of www.caba.org/biq Left: Empire State Building, New York

50 51 Attachments: Overseas Destinations Attachments: Overseas Destinations

It covers: power distribution, voice and data systems, intelligent building systems, building/facility management, sub-system operation in degraded mode, and building automation.

Practical Issues • “ ...Interest in Intelligent Building technologies is directly related to how well it fits with their operations and organizations and the ability to reduce vs add complexity” (CABA 2007, p.15).

• “Crossing the chasm [from niche to mainstream] requires integrated industry programs including changes in the processes and methods used to design, construct and operate buildings. ... Coordination is required across BOMI International needs analysis sheet the industry” (CABA 2007, p.25). Practical Issues • “Lack of integration and education makes it hard to get everyone on the same page, even within the industry. • Bob Bieler noted that the course notes were about three years old and that it was difficult to keep Absence of a common vision creates impediments” them current because of the rapid pace of technological development. (CABA 2007, p.27). • “Technology initiatives demand more from facilities management than traditional ventures such as • “Systems are seen as being too hard to use. The building construction. ...The facility manager must be prepared to explain to senior management delivery of the graphical user interface is erratic and the three essential aspects of technology projects that make them unique: cost, complexity, and often of low quality” (CABA 2007, p.31). strategic importance” (BOMI 2008, p.3–2). • “...Successful deployment of technology is less about the technology than it is about aligning the Left: CABA Intelligent Buildings Roadmap (2007) people and processes that will be affected by it” (BOMI 2008, p.4–3). • “Most of the challenges that we face as an industry are not related to the ‘what’ of products or • “Internal ramifications are more likely to defeat project goals than outside surprises, because technologies, but the ‘how’ that buildings are conceived, designed and constructed” (CABA technology and facility goals are interdependent” (BOMI 2008, p.4–9). 20 07, p.3 4). • “Common problems in implementing or upgrading technology: • “New professional roles related to Intelligent Building Technology are emerging and are linked to the – Underestimating the time required for commissioning changes in the design and development process” (CABA 2007, p.35). – Not making organizational changes to support the technology – Failing to teach users how to use the system to its full potential BOMI International – Technologies for Facilities Management Course – Failing to document how to use the new technology and blend it into daily work procedures Location/Event: BOMI International – Technology for Facilities Management – Selecting technically inappropriate equipment course (Toronto) – Ignoring compatibility http://www.bomi.org/Students/Educational-Offerings/Courses-and- – Focusing on technical specifications over usability” (BOMI 2008, p.4–32). Seminars/Technologies-for-Facilities-Management-(Canadian-Version). aspx Toronto Airport Contact: Bob Bieler, Vice President, SNC-Lavalin Operations & Maintenance Location/Event: Toronto Pearson international Airport (Toronto). When: 13–16 May 2010 Toronto’s major international airport. http://www.gtaa.com/en/home/ Left: Cover of the course notes Contact: John D Thompson, Manager, Thermal Energy Systems, Selection Methods Greater Toronto Airports Authority • “The business case for a technology initiative should include the rationale (reason and justification) When: 14 May 2010 and positioning (aligning plans, projects and proposals with strategic business needs)” (BOMI 2008, p.3–13). Left: Greater Toronto Airport Authority Central Energy Plant building

• “Needs analysis” (BOMI 2008, p.4–18). Examples of Integration: Trigeneration consisting of • Combined cycle steam turbine • Electric vapour compression chiller • Steam turbine driven vapour compression chiller

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Syracuse Center of Excellence Location/Event: Syracuse Center of Excellence (Syracuse, NY) “SyracuseCoE is a federation of firms, organizations, and institutions that creates innovations to improve health, productivity, security, and sustainability in built and urban environments.” http://www.syracusecoe.org/coe/sub1.html?skuvar=2

Contact: Suresh Santanam, Deputy Executive Director, Syracuse Center of Excellence

Left: Syracuse Center of Excellence, Syracuse, New York. When: 17 May 2010

Examples of Integration Manually activated mixed-mode ventilation. Air-conditioning in the adjacent space is automatically deactivated when the window is opened.

Engaging users – exposed ground-source pipe-work Double-glazing with interstitial blinds on an automatic with thermometers so that people can see and feel the sensor to control daylight and glare. difference

Building as a test-bed – Removable façade section for testing various façade options (solar combined heat and power system shown in photo below). Carrier IEQ testing room (where the effect of IEQ on occupants can be investigated using independently-controlled fan coil units and pollutant dosing points).

Manually activated mixed-mode ventilation

Building as a test-bed

Ground source heat pumps Building as a test-bed Building as a test-bed

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Practical Issues Examples of Integration Complexity of mixed-mode control – red/green light high in the space indicates whether outside conditions are suitable for opening the windows. When green, the occupants open the door and go out into the corridor to manually open the insect screen then the window.

California Academy of Science office The public foyer showing retractable roof windows

The red/green light high in the space indicates whether outside conditions are suitable for opening.

California Academy of Science Location/Event: California Academy of Science (San Francisco) “This popular Bay Area attraction houses a natural history museum, planetarium, aquarium, and rainforest dome. It is also home to a world-class research institution with over 25 million specimens in its collections.” http://www.calacademy.org/academy/

Contact: Ari Harding, Director of Building Management Automated vents above tropical greenhouse Systems, California Academy of Sciences Mixed-mode ventilation (clockwise from top left of page): When: 19 May 2010 • High and low-level trickle vents and openable windows in staff ofices

Left: Front entrance of the California Academy of Science • Retractable roof over the public foyer • Automated vents above tropical greenhouse

56 57 Attachments: Overseas Destinations Attachments: Overseas Destinations

Photovoltaics in shading Interactive floor

Interactive floor – people are meant to chase cartoon insects towards set locations and are then presented with information about that insect. Most children just tried to stamp on the insects.

Practical Issues • Some external blinds had been damaged because the weather station and building management system could not detect high winds and retract the blinds fast enough. Diagram showing the Building Controls Virtual Test Bed (BCVTB) • The temperature range of the automated mixed-mode system in office was reportedly too wide for some people, leading to complaints about thermal comfort. Practical Issues Below are quotes from a presentation by Michael Wetter of Lawrence Berkeley National Laboratory Lawrence Berkeley National Laboratory in May 2010: Location/Event: Lawrence Berkeley National Laboratory (San Francisco) • “Innovation happens at the interface between disciplines.” “The Building Technologies Department ... works closely with industry to develop efficient technologies for buildings that increase energy efficiency, • “Integrated systems require system-level analysis.” and improve the comfort, health and safety of building occupants.” • “[The] gap between design and operation needs to be closed.” http://eetd.lbl.gov/eetd-org-bt.html • “Buildings become data rich, how do we deduce actionable information?” Contact: Michael Wetter, Computational Scientist, Simulations Research Group, Lawrence Berkeley • “Typical building design process: National Laboratory – HVAC Consultant may specify control sequence in English-language When: 20 May 2010 – Controls engineer implements some variant of this control sequence Optimisation – Commissioning agent tests a subset of the control sequence. Lawrence Berkeley National Laboratory has been developing the BCVTB to enable co-simulation of • There is no verification during design, the specification is not executable, the implementation is multiple systems in a building (e.g. automated blinds controlling glare and energy analysis). They are error-prone, [and] the commissioning tests only a partial range of the operation. also working towards the control strategies that are developed during the design phase in order for them to be tested on hardware and actually implemented. • Few building control systems work as intended.”

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UC Berkeley Center for the Built Environment Location/Event: University of California, Center for the Built Environment (San Francisco) “Our mission is to improve the design, operation, and environmental quality of buildings by providing timely, unbiased information on building technologies and design techniques.” www.cbe.berkeley.edu/aboutus/index.htm

Contact: David R. Lehrer, Partner Relations and Communications, Center for the Built Environment, University of California

When: 20 May 2010

Examples of Integration Engaging users – the energy dashboard displayed in the foyer of the Center for the Built Environment The energy dashboard displayed in the foyer building includes a screen displaying near real-time energy usage, as well as providing information about how people use energy at home and on campus. Selection Methods

Control strategies for mixed-mode buildings:

“There are no standard protocols for the operations and control strategies for mixed-mode buildings, nor is there consensus about the relative degree of personal vs. automated controls that they should provide” (Brager et al., 8.19 UC Berkeley Center20 07,for p.4).the Built Environment Left: Cover of ‘The Summary Report: Control Strategies For Mixed-Mode Buildings’.

Automated Control Manual Control

• Energy efficiency • Thermal comfort • Code ventilation requirements • Connection to outdoors Goals • Personal control

• Public spaces that do not have an ‘owner’ • ‘Private’ spaces where someone can • Devices that are inconvenient to operate: be responsible for manual operation ⇒ High spaces, such as atrium • Devices that are convenient to windows or roof vents operate, i.e. the controller (window, ⇒ Unoccupied spaces (e.g.. due to switch, level etc.,) is located near the Situations rain, security). occupants

• Temperature (indoor, outdoor) • Visible • Humidity (indoor, outdoor) • Readily accessible riorities • CO2 and air quality • Intuitive to use P • Wind speed • Responsive • Rain • May provide indication (e.g. by a light) • Timer of remote conditions (external • Occupant sensors conditions and/or response of device)

The energy dashboard displayed in the foyer / Options Control

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San Francisco Federal Building Arup San Francisco Office Location/Event: San Francisco Federal Building (San Francisco) Location/Event: Arup Office (San Francisco)

“Federal office building with offices for the Department of Health Contact: Kirstin Weeks, Energy + Building Ecology Specialist, Arup and Human Services, Social Security Administration, Department of State, Department of Labor, and the Department of Agriculture. When: 21 May 2010 Additional program includes a conference/community center, day Examples of Integration: Engaging users – Arup office was in the process of having a dashboard care, fitness center, public sky lobby, public plaza, and café.” installed to show energy use. http://morphopedia.com/projects/san-francisco-federal-building Optimisation: Arup is currently involved with an integrated design for a new hospital campus for Contact: Gene Gibson, Regional Public Affairs Officer, Pacific University of California (San Francisco). The project involves an integrated project delivery office Rim Region, US General Services Administration where all members of the design team work in close collaboration and use 3D models to develop Left: San Francisco Federal Building. the design. Detailed reviews are also undertaken on a weekly basis by facility managers. The close collaboration of the contractor is expected to increase the probability by enabling the project to finish When: 21 May 2010 on time and within budget. Examples of Integration Natural ventilation louvres in the external screen viewed from outside and inside the building. The Connectivity Week majority of the building above level 6 is naturally ventilated; there is no air-conditioning except for some “Connectivity Week is a collection of events that together focus on the application of Information enclosed spaces, such as meeting rooms. Technology (IT) on the energy challenges facing the world, challenges as illustrated by climate change and the need for sustainability. Spanning all the major industries and energy consumption areas of commercial, residential, industrial and infrastructure, conference sessions at ConnectivityWeek will explore how IT can be leveraged towards the new energy paradigm facing the world.” http://www.connectivityweek.com/2010/#about

Building Automation Bootcamp Location/Event: Connectivity Week, San Jose – Building Automation Bootcamp Contacts • Sean Kennedy, Vice President Integration Services, Voyant Solutions • Matt Horton, Clasma Events

Natural ventilation louvers Natural ventilation louvers

Skip-stop lifts stop at every third floor. To access floors in between, people must exit on the nearest floor then take the stairs.

The stairs between levels have been well designed, being highly visible when people exit the lifts and attracting people with large windows overlooking the city and water beyond. Cover slide from Sean Kennedy’s presentation Cover slide from Matt Horton’s presentation

Left: Skip-stop lifts When: 24 May 2010

Practical Issues: Glare was found to be uncomfortable following occupation, leading to blinds and Examples of Integration a film being applied to the glass. The blinds are attached to the windows so that they do not obstruct Kennedy noted that there is the ability to capture data and extract value from multiple buildings e.g. in the natural ventilation (i.e. when the window opens, the blind moves with it). a campus or portfolio.

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Horton advocated the convergence of building automation systems (BAS/BMS) with IT systems for the Practical Issues following reasons: Zimmer also noted: • IT has better data infrastructure and transmission standards, which are also becoming common • IT convergence is not perceived as a benefit by many BAS/BMS suppliers. IT suppliers are keen to knowledge. drive convergence, including Cisco and IBM. • Integrating BAS/BMS into IT environments allows for greater use of existing services. • Barriers to integration include: too much customisation, lack of standard applications, lack of the • Use of smart phones, ubiquitous wireless Internet, and better user interfaces increases productivity. ability to demonstrate return on investment to prospective clients.

• Improved data sharing for more effective decision-making Sinopoli noted: • Web services standards are the way most IT systems interoperate today • Data does not equal actionable information. Horton discussed the merits of cloud computing (i.e. the use of Internet-based services to support a • The operator’s interface to the IT and Audio Visual (AV) systems have a significant impact on business process), including: efficiency and effectiveness. • Rapid deployment • How information is presented to operators determines how it is analysed, processed and acted on. • Low up-front costs because costs for services are usage based It also effects how issues are prioritised, decision-making confidence and response time. • Easily scalable • Situational awareness involves perception of important information, comprehension of how that information relates to the task at hand, and projecting where the situation is going. • Costs can be lower because the services can be used by multiple customers • Data becomes information when presented in relation to reference values. • Limited ability to customise a service to specific business needs

Practical Issues: Kennedy noted the importance of controls protocols in the integration of building Smart, Green and Efficient Buildings systems. He also Advocated the use of a Master Controls Integrator as part of the design team. Location/Event: Connectivity Week, San Jose – Smart, Green and Efficient Buildings Contacts CABA Connected Homes & Buildings • Brian Thompson, President, Sensus Machine Intelligence Location/Event: Connectivity Week, San Jose – CABA Connected Home & Buildings • Tom Arnold, Vice President Energy Efficiency and Carbon Solutions, EnerNoc Contacts • Jim Sinopoli, Managing Principal, Smart Buildings • Ron Zimmer, President and CEO, Continental Automated Buildings Association • Jim Sinopoli, Managing Principal, Smart Buildings

Cover slide from Brian Thompon’s Cover slide from Tom Arnold’s Cover slide from Jim Sinopoli’s presentation presentation presentation

When: 26 May 2010

Examples of Integration Thompson noted: Cover slide from Ron Zimmer’s presentation Cover slide from Jim Sinopoli’s presentation • Automated fault detection and continuous commissioning provide information to increase the effectiveness of decision making. When: 25 May 2010 Sinopoli noted: Examples of Integration: Zimmer noted that there are two main drivers of convergence between IT and Building Management Systems: energy efficiency and security. • Buildings could become charging points for electric vehicles, and also a key player in grid demand response.

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Selection Methods From the US General Services Administration: Arnold: • Henry Singer, Smart Buildings Leader • Adopters of Smart Building Systems and Programs need to keep in mind that the business case • Mary L Snodderly, Business Management Division 6QSAB will be proportional to data availability and actionable insight: • Kevin M Powell, Director of Research – Interval meter data, BAS/BMS and what information they can provide – Actionable insight comes from data being presented in the most useful way (e.g. dollars, carbon), being reliable etc.

Optimisation Thompson highlighted: • The run-time ratio can be used as a measure of system capacity utilisation, or to compare zones.

Practical Issues Thompson also highlighted: • “The first step of continuous commissioning is to confirm that sensors are giving sensible data. It is possible to compare outputs from related sensors to check if they are consistent. However, there Cover slide from Henry Singer’s presentation Cover slide from Kevin Powell’s presentation may still be a need for periodic manual recalibration. • The outside air temperature sensor is very important in terms of energy efficiency (e.g. economiser), When: 27 May 2010 but can be an operational risk if there is only one of them (i.e. how do you know it is measuring properly?).” Examples of Integration Arnold: Singer: • “As [facility management] chiefs retire, detailed knowledge of systems and processes is being lost.” • “Smart building technology standards: – Open: non-proprietary building controls that give GSA greater flexibility to manage systems and Sinopoli: reduce service costs. • “To maintain flexibility to use automated demand response, designers need to make sure that – Converged: common sense elimination of overlapping controls infrastructure such as conduit and building management systems are BACNet-enabled (or another open protocol) rather than just cabling and networking. compatible.” – Normalised: different controls manufactures or even disparate systems can ‘talk’ to each other allowing for more flexibility and management control.” Selling (and Buying) Smart Building Solutions Location/Event: Connectivity Week, San Jose – Selling (and Buying) Smart Building Solutions Powell: Contacts • “A ‘Smart Building’ integrates major building systems on a common network. • Tom Shircliff, Leader and Co-founder, Intelligent Buildings • Building systems share information and functionality to improve: • Darryl S Benson, Global Solutions Manager, Panduit – energy efficiency – operational effectiveness – occupant satisfaction. • Controls to both make things happen and show what things are happening. • Data to make decisions about the things that are happening.”

Practical Issues Shircliff: • “Modern buildings will have networks, the question to ask is: how many?” Singer: • “GSA will be a green proving ground for the real estate industry in three key areas: – Buildings: progressive and experimental use of systems and methods. – Technology: capture and analyse data for continuous optimisation and results measurement. – People: transform staff and occupants with skill sets and information for next generation building Cover slide from Tom Shircliff’s presentation Cover slide from Darryl Benson’s presentation information management.”

66 67 Attachments: Overseas Destinations References

Snodderly: • AIRAH (2009) DA19 HVAC&R Maintenance, Australian Institute of Refrigeration, Air-conditioning • “The GSA has recognised and created a pre-qualification process for the role of Smart Building and Heating, Melbourne System Integrator on government projects.” • AIRAH (2010a) Achieving the Green Dream, http://www.airah.org.au/Content/NavigationMenu/ Events2/AIRAHConferences/AchievingtheGreenDream/default.htm, viewed 23/8/10 General Discussion • AIRAH (2010b) Work under way on two crucial new Australian Best Practice Guidelines, http:// Location/Event: Connectivity Week, San Jose – General discussion www.airah.org.au/Content/NavigationMenu/AboutAIRAH/PressReleases/default.htm#18062010, Contacts viewed 23/8/10 • David Katz, Sustainable Resources Management Consultant, Sustainable Resource Management • Arkin and Paciuk (1997) Evaluating intelligent buildings according to level of service systems (involved in the development of the CABA Building Intelligent Quotient). integration, Automation in Construction, Volume 6, p.471 – 479 • Sila Kiliccote, Program Manager, Lawrence Berkeley National Laboratory. • ASHRAE (2007) Guideline 13 – Specifying Direct Digital Control Systems, American Society of When: 24–27 May 2010 Heating, Refrigeration and Air-Conditioning Engineers

Examples of Integration • Bachman, L. (2003) Integrated buildings – the systems basis of architecture, John Wiley & Sons, New Jersey Kiliccote: • “Lawrence Berkeley National Laboratory have developed demand response guidelines that could • Bannister, P (2009b) Top tricks for upgrading buildings, presented to Melbourne Forum, 30th be used in specifications. June 2009, accessed at: http://www.airah.org.au/Melbourne_Forum/AM/ContentManagerNet/ TemplateRedirect.aspx?Section=Melbourne_Forum&Template=/ContentManagerNet/ • They have done outreach with ASHRAE to educate the design community. ContentDisplay.aspx&ContentID=4489 • California is one of the most advanced places in terms of demand response due to supply/ demand issues. • Bannister, P (2009a) Why good buildings go bad while some are just born that way, Ecolibrium, • Lawrence Berkeley National Laboratory have developed a demand response quick analysis tool February, 24 – 32 that links to EnergyPlus, allowing designers to estimate peak demand and investigate strategies.” • BOMI (2009) Installing, Retrofitting, or Upgrading Intelligent Building Systems, last updated March 2009, accessed 8/1/2010, available at: http://www.fmlink.com/ProfResources/HowTo/article. Arup Los Angeles Office cgi?BOMI%20International:howto030509.html Location/Event: Arup Office (Los Angeles) • BOMI (2008) Technologies for Facilities Management – course notes, Building Owners and Contact: Jeff Landreth, Engineer, Arup, Los Angeles Managers Institute International, Annapolis When: 2 June 2010 • Bordass, Leaman and Bunn (2007) Controls for End Users, Building Controls Industry Association, available from: http://www.bcia.co.uk/documents/Controls%20for%20End%20Users%20guide.pdf Practical Issues: Working in existing buildings is challenging because as-built and operation and maintenance records are often either not available or up-to-date. • Brager G., Borgeson S., Soon Lee Y. (2007) Summary Report: Control Strategies for mixed-mode buildings, Center for the Built Environment, University of California. Available at: http://www.cbe. Morphosis Architects berkeley.edu/research/pdf_files/SR_MixedModeControls2007.pdf Location/Event: Morphosis Architects (Los Angeles) • BSRIA (2009) The Soft Landings Framework, available from: http://www.bsria.co.uk/services/ design/soft-landings/ Contact: Natalia Traverso Caruana, Architect, Morphosis When: 3 June 2010 • CABA (2007) Intelligent Buildings Roadmap, Continental Automated Buildings Association, Ottawa, Canada Examples of Integration: Morphosis were the architects for the San Francisco Federal Building discussed earlier in this report. Healey discussed the motivation for the skip-stop lifts in that and other • Cherniack, M (2006) Fault Detection and Diagnostics: Automated, Ongoing Commissioning buildings, which are primarily about encouraging interaction between building occupants. Functionality for Large and Small HVAC Systems, National Conference on Building Commissioning: April 19-21, 2006. Available at: http://www.peci.org/ncbc/proceedings/2006/17_Cherniack_ Practical Issues: Morphosis uses a large number of physical models to explore and communicate NCBC2006.pdf design ideas. • DEWR (2007) Green Lease Schedules – guidance notes, Department of the Environment and Water Resources, available at: http://www.climatechange.gov.au/government/initiatives/~/media/ publications/eego/glsguidancenotesv10.ashx

68 69 References References

• DTF (2007) Victorian Government Office Accommodation Guidelines, Department of • Pennycook (2001) Standard Specifications for BMS, BSRIA Ltd Treasury and Finance, available at: http://www.dtf.vic.gov.au/CA25713E0002EF43/ • Price, B (2010) Strategic Development Director, A.G. Coombs Group, Personal communication WebObj/2007OfficeAccommodationGuidelines/$File/2007OfficeAccommodationGuidelines.pdf • Schein, J (2006) Results from Field Testing of Embedded Air Handling Unit and Variable Air Volume • Economo and Higgins (2010) Green Leasing at the forefront in a new era of regulation, Facility Box Fault Detection Tools, National Institute of Standards and Technology, US Department of Management, 60 – 63, April/May. Available at http://www.fmmagazine.com.au/wp-content/mags/ Commerce. Available at: http://fire.nist.gov/bfrlpubs/build06/PDF/b06033.pdf FM0410.pdf • Sinopoli (2010) The Leading Edge of Building Management: Operations Centers, Presented at • ECS (2006) Szencorp Building Performance Verification Report, Energy Conservation Systems, Connectivity Week, Santa Clara, May 24 – 27 available at: http://www.ourgreenoffice.com/PDFs/40A-1stYearPerformance_Full%20Report.pdf • Thomson (2010) Continuous Facility Optimization, Presented at Connectivity Week, Santa Clara, • Ehrlich and Diamond (2009) Smart Buildings: Business Case and Action Plan, General Services May 24 – 27 Administration, USA • TIAX (2005) Energy Impact of Commercial Building Controls and Performance Diagnostics: • Friedman, H., Piette, M. A. (2001) Comparative Guide to Emerging Diagnostic Tools for Large Market Characterization, Energy Impact of Building Faults and Energy Savings Potential, US Commercial HVAC Systems, Lawrence Berkeley National Laboratory. Available at: http://buildings. Department of Energy. Available at: http://www.tiaxllc.com/aboutus/pdfs/energy_imp_comm_ lbl.gov/cec/pubs/ICEBO_Diag_Tools.pdf bldg_cntrls_perf_diag_110105.pdf • Frost & Sullivan (2008) Bright Green Buildings – Convergence of Green and Intelligent Buildings, • Wall and Linsell (2009) Bringing existing high efficiency buildings back into line, published in Pre- Continental Automated Buildings Association, available at: http://www.caba.org/brightgreen, last loved Buildings Conference 19-20 November 2009 accessed 7/6/09 • WBCSD (2008) Energy Efficiency in Buildings – Facts and Trends, World Building Council for • GSA (2010) Schedule details Facilities Maintenance and Management – Smart Buildings Systems Sustainable Development, available at: http://www.wbcsd.org/DocRoot/JNHhGVcWoRIIP4p2NaKl/ Integrator, available at: http://www.gsaelibrary.gsa.gov/ElibMain/sinDetails.do?executeQuery= WBCSD_EEB_final.pdf, accessed 27/12/09 YES&scheduleNumber=03FAC&flag=&filter=&specialItemNumber=003+01, viewed 23/8/2010 • Wetter (2010a) Computational Scientist, Simulations Research Group, Lawrence Berkeley National • Jobs For The Future Economy Victoria’s Action Plan for Green Jobs April 2010, Published by the Laboratory, Personal communication Victorian Government Department of Innovation, Industry and Regional Development Melbourne, April 2010 • Wetter (2010b) Building Controls Virtual Test Bed website, available at: https://gaia.lbl.gov/bcvtb, viewed 23/8/10 • Katz and Skopek (2009) The CABA Building Intelligence Quotient programme, Intelligent Buildings International, Volume 1, p.277 – 295 • Winston, D (2010) Vice President Technical Services, The Durst Organization, Personal Communication • Leaman, A., Thomas, L., and Vandenberg, M (2007) ‘Green’ Buildings: What Australian building users are saying, Ecolibrium, November, 22 – 30 • Wong, J, Heng, L, Lai, J (2008) Evaluating the system intelligence of the intelligent building systems Part 1: Development of key intelligent indicators and conceptual analytical framework, Automation • Leaman (2009) Associate Director, Building Performance and Systems, Arup, Personal in Construction, Volume 17, 284 – 302 communication

• Linton, J (2010) President of the Building Automation and Control Contractors Association, Personal Communication

• Mattar, S (1983) Buildability and building envelope design, Proceedings of 2nd Canadian Conference on Building Science and Technology, Waterloo, November

• Miller, G and Pogue, D. (2009) Do Green Buildings Make Dollars and Sense?, report by CB Richard Ellis and University of San Diego Center for Real Estate. Available at: http://catcher.sandiego.edu/ items/business/Do_Green_Buildings_Make_Dollars_and_Sense_draft_Nov_6_2009.pdf

• Motegi, N, Piette, M A, Watson, D S, Kiliccote, S, Xu, P (2007) Introduction to Commercial Building Control Strategies and Techniques for Demand Response, Lawrence Berkeley National Laboratory, available at: http://drrc.lbl.gov/sites/drrc.lbl.gov/files/59975.pdf?q=pubs/59975.pdf, accessed 28/8/09

• PCA (2006) A Guide to Office Building Quality, Property Council of Australia

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