Building Performance Services

Transcription

1 Building Performance Services Mark Tuffo 2004 National Symposium on Market Transformation Washington, DC March 1, Building Performance Services Overview 2

2 Building Performance Services The target is medium- and large-sized commercial buildings with complex HVAC systems The long-term goal is to develop a market structure that successfully promotes and supports better operating performance in these buildings It will take a sustained market transformation effort to achieve this goal In the near and intermediate term, key activities include infrastructure development, a Building Performance Services (BPS) test and larger-scale pilot activities All activities are being conducted in partnership with BPS sponsors and service providers, building on what they are doing and have already accomplished 3 BPS Description Screening Scoping Enhanced O&M Practices Energy Tune-Up Commissioning Equipment Replacement 4

3 BPS Definitions Screening: Identifies buildings that are likely to benefit from improvements to operating performance Scoping: Identifies technical opportunities for high priority buildings through an on-site review and recommends appropriate follow-on service activities Enhanced O&M Practices: Recommends improvements to O&M activities based on a review of current practices 5 BPS Definitions (cont.) Energy Tune-Up: Identifies and implements operational changes that reduce building energy costs, such as adjusting equipment or reprogramming controls Commissioning: Is a systematic and documented process of ensuring that the owner s operational requirements are met, building systems and equipment perform efficiently, and building operators are properly trained Equipment Replacement: May be necessary if equipment is obsolete or prone to failure 6

4 BPS Test Objectives: Test value and appropriateness of BPS business model Service providers and participants show interest, see value in service offerings Refine service definitions, process descriptions and support tools Make improvements to the BPS Implementation Toolkit based on input from service providers and customers Define delivery roles and relationships Between BPS sponsors, service providers, building owners and managers Validate energy savings and other customer benefits 7 BPS Test (cont.) Scope: Limited to select sponsors and service providers Energy Trust of Oregon, Puget Sound Energy, Seattle City Light and Snohomish County PUD McKinstry, Siemens Building Technologies, Trane and others Includes up to 25 commercial buildings with distribution spread across BPS service offerings Enhanced O&M Practices, Energy Tune-Up and Commissioning Includes benchmarking of all test buildings using ENERGY STAR s Portfolio Manager Web-based tool Timing: September 2003 through June

5 Building Performance Services Challenges Based on Experience To-Date 9 BPS Challenge #1 Sales 10

6 BPS Test Business Proposition BPS ACTIVITY SPONSOR RESPONSIBILITIES SERVICE PROVIDER RESPONSIBILITIES CUSTOMER RESPONSIBILITIES SCOPING Conduct in-house or pay service provider a fixed fee for Scoping Sell customer on appropriate follow-on service activity Conduct Scoping for fixed fee Support sales effort Provide access to facility data and assistance from inhouse or contract staff Decision to proceed with follow-on service activity ENHANCED O&M PRACTICES Cost-share on Enhanced O&M Practices with customer Provide Enhanced O&M Practices for fixed fee Implement recommendations at price negotiated with customer Provide enhanced O&M service contract at price negotiated with customer Cost-share on Enhanced O&M Practices with sponsor Agree to appropriate recommendations that have a one-year payback 11 Sales Challenge Market Perceptions: Customers often think that they are already paying for operating performance Service providers say they are fully capable of providing more robust service options given the opportunity In-house staff say they are already routinely performing O&M actions 12

7 Sales Challenge (cont.) Solutions: Provide building owners and managers with tools and resources Suggest potential O&M contract provisions Recommend using ENERGY STAR s Guidelines for Energy Management and on-line training resources Provide professional development opportunities for service provider staff and customer in-house O&M staff Assess professional development needs of service provider staff Recommend Building Operator Certification (BOC) courses for inhouse O&M staff 13 BPS Challenge #2 Scoping 14

8 Scoping Process Flow Screening Scoping Screening Data Early Exit Site-Visit Action Plan On-Site Review Post Visit Analysis Follow-On Service Activities Customer Presentation and Follow-On Service Commitment 15 Scoping Challenge Service Provider Capabilities: Limited Scoping experience and expertise; often they have a capital project mindset Tendency to go too far with Scoping; often they move directly to fixes rather than provide technical sales support Need to better define customer commitment moving forward Solutions: Implement Scoping-specific training and professional development for service provider staff Develop example Letter of Agreement (LOA) between customer and service provider to help move project forward Establishes customer s willingness to take action Linked to Scoping recommendations for appropriate follow-on service activities 16

9 BPS Challenge #3 Service Delivery 17 Enhanced O&M Practices Process Flow Scoping Identifies need for basic maintenance Sets budget for O&M effort Basic O&M Basic maintenance needed before BPS Services Enhanced O&M Service Review O&M Practices Quick Fixes Can be accomplished as part of O&M review Identify Enhanced Practices Enhanced O&M Action Plan Decision-Maker Presentation Management practices Describe O&M actions In-house staff responsibilities Contractor responsibilities Enhanced O&M Practices Implementation Initiate enhanced in-house O&M practices Revise O&M contracts Train in-house staff O&M Check-In 18

10 Service Delivery Challenge The Business Opportunity: Lack of emphasis given to enhanced O&M opportunities, including better management practices and specific O&M actions Easy for service providers to fall back on existing business practices (focus on equipment sales and capital projects) Takes effort and commitment to expand their business models to incorporate new business opportunities Solutions: Sell and support the business proposition with service providers (show benefits to expanding business models and approaches) Continue to improve BPS tools and training to help evolve standard practice 19 Building Performance Services Market Transformation 20

11 BPS Approach and Long-Term Direction Stimulate Demand Focus on Business Practices Desired Market Effects Building owners and managers: Expect better operating performance Willing to pay for BPS services Service providers embrace BPS as standard practice Evolve Service Offerings Define Services and Processes Develop Support Tools Identify Service Providers Initiate BPS Test and Pilot Activities Support Service Offerings Refine Service Offerings Brand BPS Train Trade Allies Promote Services and Qualified Trade Allies 21 Building Performance Services For Further Information Contact: Mark Tuffo, Project Coordinator Northwest Energy Efficiency Alliance 529 SW Third Avenue, Suite 600 Portland, OR ext