O&M Best Practices Series

For Energy-Efficient Buildings

Fifteen O&MBest Practices

Prepared with funding from the U.S. EPA and U.S. DOE

September 1999

PECI

A C K N O W L E D G E M E N T S

Appreciation is extended to the Climate Protection Division ofthe U.S. Environmental Protection Agency (EPA) for funding thisproject in cooperation with the U.S. Department of Energy(DOE). Tudi Haasl of PECI is the primary author of this publi-cation.

For additional copies of this booklet, contact:Portland Energy Conservation, Inc. (PECI)921 SW Washington, Suite 312Portland, OR 97205(503) 248-4636e-mail: peci@peci.orgAlso available on-line at www.peci.org

If you are an ENERGY STAR® Buildings partner or ally,contact:

Energy Star BuildingsU.S. EPA401 M Street, SW (6202J)Washington, DC 20460Toll-free hotline: 1-888-STAR-YES (1-888-782-7937)Also available on-line to ENERGY STAR® Buildings partners and alliesat www.epa.gov/buildings

TABLE OF CONTENTS

15 O&M BEST PRACTICES FOR ENERGY-EFFICIENT BUILDINGS

INTRODUCTION ...........................................................................................................................1

MANAGEMENT ......................................................................................................................................................3

BEST PRACTICE 1: GOALS.........................................................................................................................................................3

BEST PRACTICE 2: PLANNING................................................................................................................................................5

BEST PRACTICE 3: ENERGY ACCOUNTING ........................................................................................................................7

TEAMWORK .............................................................................................................................................................9

BEST PRACTICE 4: STAFFING.................................................................................................................................................9

BEST PRACTICE 5: TRAINING......................................................................................................................11

BEST PRACTICE 6: OUTSOURCING ......................................................................................................................................13

BEST PRACTICE 7: PARTNERSHIPS......................................................................................................................................15

RESOURCES ...........................................................................................................................................................17

BEST PRACTICE 8: DOCUMENTATION...............................................................................................................................17

BEST PRACTICE 9: TOOLS......................................................................................................................................................20

BEST PRACTICE 10: ASSESSMENTS ......................................................................................................................................22

ENERGY-EFFICIENT OPERATION AND MAINTENANCE.........................................................................................................................................25

BEST PRACTICE 11: TUNE UPS...............................................................................................................................................25

BEST PRACTICE 12: AUTOMATIC CONTROLS ...................................................................................................................27

BEST PRACTICE 13: SCHEDULING .......................................................................................................................................29

BEST PRACTICE 14: TRACKING .............................................................................................................................................31

BEST PRACTICE 15: PREVENTIVE OPERATION & MAINTENANCE .....................................................................................................................................33

GLOSSARY ..............................................................................................................................................................36

LIST OF ACRONYMS ..........................................................................................................................................39

REFERENCES .......................................................................................................................................................40

INTRODUCTION

Building operation and maintenance programs specifi-cally designed to enhance operating efficiency of

HVAC and lighting systems can save 5 to 20 percent of theenergy bills without significant capital investment. TheU.S. EPA and U.S. DOE want to help commercial buildingowners capture these savings. The 15 Best Practicesdescribed in this booklet are strategies that facility man-agers, energy managers and property managers can use tointegrate energy-efficient operation into their organiza-tions’ O&M programs and to obtain support from seniormanagement.

This publication is part of the O &M Best Practices Series,which includes the following books:

Fifteen O&M Best Practices for Energy-EfficientBuildings

Operation and Maintenance Service Contracts:Guidelines for Obtaining Best-Practice Contracts forCommercial Buildings

Portable Dataloggers - Diagnostic Monitoring Tools forEnergy-Efficient Building Operation

O&M Assessments: Enhancing Energy-EfficientBuilding Operation

Energy Management Systems - A Practical Guide

Putting the “O” Back in O&M: Best Practices inPreventive Operations,Tracking, and Scheduling

O&M BEST PRACT ICES

1

15 O&M BESTPRACTICESThe 15 Be s t O p e r a t i o n a n d M a i n t e n a n c eP r a c t i c e s f o r E n e r g y - E f f i c i e n t B u i l d i n g s

O&M Best Practicessave energy while main-taining or enhancing

indoor air quality and equip-ment reliability.

In line with the series’ focus on energy, best practices aredefined as those O&M activities, methods, and approachesthat contribute to, or are directly responsible for, produc-ing energy savings while maintaining or enhancing indoorenvironmental quality and equipment reliability. Theseoverarching O&M practices lead to the e f f i c i en t opera t ion ofcommercial buildings rather than emphasizing energy-effi-cient capital improvements, (such as energy-efficient light-ing and HVAC retrofits), or equipment-specific mainte-nance procedures, (such as cleaning indoor and outdoorcoils, tightening fan belts and changing filters). Each ofthe best practices fall into one of the following four majorcategories:

• Management—energy-efficient building operationand the “big picture.”

• Teamwork—energy-efficient building operation iseverybody’s business.

• Resources—information saves time and money.

• Energy-Efficient O&M—expanding the preventivemaintenance program.

Because there is very little information on building opera-tion (the “O”) compared to the volumes written on build-ing maintenance (the “M”), this series emphasizes activi-ties that support energy-efficient building operation, (suchas optimizing schedules, control strategies, sequences ofoperation, etc.). Maintenance is not ignored but this discussion is limited to the maintenance activities that sup-port efficient operation of equipment and systems.

O&M BEST PRACT ICES

2

These best practicesfocus on eff icientoperation — not capi-

tal improvements.

BEST PRACTICE 1: GOALS

INCORPORATE GOALS FOR ENERGY-EFFICIENT BUILDING OPERATION

INTO THE STRATEGIC BUSINESS

PLAN

Today’s business atmosphere of “downsizing” andreducing capital expenditures is fertile ground for

energy-efficient building operation. Senior managers andbuilding owners are focused on maximizing the return oninvestment (including assets such as facilities and O&Mstaff). This focus increases opportunities for energy managers, facility managers and property managers todemonstrate the relevance of energy-efficient buildingoperation. Optimizing O&M strategies for keeping expen-sive building equipment and systems operating efficientlyreduces the risk of early equipment failure, unscheduleddown time, high utility costs, and tenant losses. Also, effi-cient building operation can increase a facility’s net operat-ing income (NOI), which in turn increases its value.Clearly defining O&M goals and objectives, and communi-cating to senior management how O&M fits into the “bigpicture,” increases management’s awareness and supportfor the O&M department’s efforts.

PURPOSE

• Gain the attention of senior management by increasingtheir understanding of efficient operation as part ofasset management. Efficient building operationreduces operating costs and maintains comfort. This

O&M BEST PRACT ICES

3

MANAGEMENT

Ener g y -Ef f i c i en t Bui ld ing Opera t i onand the “Big Pi c tur e”

Eff ic ient bu i ld ing oper-a t i on can i nc reasecapi ta l va lue.

translates into increased capital value. In addition, anincome building with excellent comfort and low oper-ating costs increases the owner’s ability to attract andretain tenants.

• Obtain senior management support for the O&Mdepartment in general and for energy-efficient buildingoperation in particular.

• Establish energy-efficient operation as a specific goalfor the facilities department.

ACTION TIPS

• Thoroughly understand the organization’s mission andstrategic business plan.

• Clearly define and communicate to senior managementhow the O&M department fits into the overall organi-zation by developing clear, written goals and objectivesthat are in harmony with the larger mission and strate-gic plan. Include an objective to achieve a level ofmeasurable operating efficiency for the building orbuildings.

• Keep senior management informed about the currentlevel of operating efficiency, additional savings poten-tial, and the resources needed to achieve it.

O&M BEST PRACT ICES

4

BEST PRACTICE 2: PLANNING

REQUIRE AN ENERGY MANAGEMENT

PLAN WITH ENERGY-EFFICIENTOPERATION AS A PRIMARY

COMPONENT

Energy-efficient operation means operating an energy-consuming device so that it uses only as much energy

as necessary to fulfill its intended function. The primaryobjective of an effective energy management plan is toeliminate or minimize energy waste while maintaining acomfortable and safe environment. Effective energy management planning generally consists of three basic elements:

• Purchasing clean and reliable energy at the lowest cost

• Replacing old equipment and systems with new, effi-cient technologies

• Operating energy consuming equipment efficiently

The energy management plan should include and equallyemphasize all three of these elements. Operating energyconsuming equipment efficiently is the most under-ratedand least understood element, yet it has high potential forsavings with little or no capital outlay (Her zog 1997).

PURPOSE

• Create a written energy management plan that not onlyincludes fuel purchasing and equipment replacementbut equally emphasizes strategies for efficient buildingoperation.

• Optimize energy cost savings by efficiently operatingexisting equipment and reducing inappropriate or pre-mature capital outlay.

O&M BEST PRACT ICES

5

An energy managementp lan min imizes waste.

ACTION TIPS

• Include in the energy management plan a componentclearly defining energy-efficient operation of energyconsuming equipment. An example of a definition is:Operate energy consuming equipment to constantlymaintain a match between the energy used and theenergy required for the equipment or system to fulfillits intended function (Herzog 1997).

• As part of the plan, state the goals for energy-efficientoperation, outline the steps to achieve the goals, anddefine methods of measuring and reporting whethergoals have been met.

• When communicating with management, use languageand terms they understand and emphasize benefits theyvalue, which may differ from your own.

O&M BEST PRACT ICES

6

BEST PRACTICE 3:ENERGY ACCOUNTING

USE AN ENERGY ACCOUNTING

SYSTEM TO LOCATE SAVINGS

OPPORTUNITIES AND TO TRACK AND

MEASURE THE SUCCESS OF

ENERGY-EFFICIENT STRATEGIES

A n energy accounting system is a critical part of theenergy management plan. For an energy management

plan to be successful it must include information on pastand current energy use, demand (in the case of electricity)and cost. Without this information it is impossible tounderstand or communicate in any measurable way theprogress of the overall energy management plan as well asthe various energy-saving components. An energyaccounting system can be used to better understand majordrivers of a facility’s energy use, such as weather, increasedoccupancy, additional equipment, operational deficiencies,etc. Tracking whole-building energy performance providesinsight into of overall energy and O&M fitness of thebuilding.

Often those individuals that are most involved with oper-ating and maintaining the building receive the least infor-mation on energy use. Sharing the energy accountinginformation with the building’s O&M staff helps them totrack the increases in demand and energy use that mayindicate problems. It also may help them track the successof energy-efficient O&M strategies.

PURPOSE

• Provide a basic foundation for a successful energymanagement plan.

• Record and track the progress of energy saving strate-gies.

• Provide a basis for setting realistic energy savingsgoals.

• Indicate possible areas for improved O&M.

O&M BEST PRACT ICES

7

O&M staf f need energyuse i n fo rma t ion i no rde r t o imp lemen t

energy-ef f ic iency st ra teg ies.

• Motivate O&M staff by continually giving them feed-back through monthly reports.

• Provide owners and managers of multiple buildings theability to benchmark and compare energy use amongsimilar buildings. A building with a unusually highannual energy use intensity or energy use index (EUI,or energy consumption per square foot per year) com-pared to buildings of the same type and use, often indi-cates energy waste and opportunities for savings.

ACTION TIPS

• Choose an energy accounting system or method thatsuits the size and complexity of the building or build-ings involved. The accounting system may be manualor computerized.

• Fully understand various utility bills for each building,including rate schedules, consumption data anddemand (electrical).

• Develop a reporting system for the data that is clear,concise and useful to both senior management andbuilding O&M staff. This may include information inthe form of charts and graphs that informs and edu-cates the audience about energy use, demand, costs,savings and progress.

• Remember to normalize data for weather, changes inoccupancy or use, and other relevant factors whendeveloping the report.

• Distribute the report to both senior management andbuilding O&M staff. Consider giving senior manage-ment a summary report and the building staff a moredetailed report.

O&M BEST PRACT ICES

8

Energy accounting reportsshould be useful to both seniormanagement and O&M staff.

BEST PRACTICE 4: STAFFING

HIRE OR APPOINT AN ENERGY

MANAGER

A ssigning or hiring someone to take on the role ofenergy manager sends a message to the facility staff

that the energy management process is important. A goodenergy manager engages the facility staff in the energymanagement process and supports and motivates staffefforts in energy-efficient operation. Often the cost sav-ings generated by an experienced energy manager can eas-ily cover his or her salary.

As part of the facility staff, an energy manager has the pri-mary responsibility for managing energy and promotingenergy-efficient building operation. The energy managermust have the technical background such as an engineeringdegree, professional engineer’s (PE) license, or certifica-tion as an energy manager (CEM). He or she should havethe skill and the desire to develop and carry out all aspectsof the energy management plan and should have a clearunderstanding of how indoor environmental quality (IEQ)issues relate to energy efficiency. A good energy manageralso has good communication skills, the ability to make abusiness presentation to the organization’s financial offi-cers, and should act as a champion for the energy manage-ment plan.

O&M BEST PRACT ICES

9

TEAMWORK

Ener g y -Ef f i c i en t Bui ld ing Opera t i on i sEv er ybody ’s Bus ine s s

Often, the cost savings gener-ated by an experienced energymanager can easily cover his

or her salary.

PURPOSE

• Employ a skilled staff member whose primary focus isdeveloping and implementing the organization’s energymanagement plan with an equal emphasis on efficientbuilding operation.

ACTION TIPS

• Depending on the building size, use, complexity oftechnologies, and potential energy savings, either hire aprofessional energy manager or assign the energy management function to a technically qualified staffperson. Using an in-house staff person, (such as facil-ity manager, property manager or building operator) isusually only appropriate for smaller (less than 300,000sf) facilities.

• Provide adequate, up-to-date energy management train-ing for the staff member assigned the energy manage-ment position. Training might include conferences,seminars, and university classes on the subject.

• Consider obtaining memberships in organizations thatspecifically support energy management such as theAssociation of Energy Engineers (AEE) and theAssociation of Professional Energy Managers (APEM).

• Clearly define the energy management job functionalong with reporting and authority guidelines. Theenergy manager should know who they report to andhow much authority they have to carry out their goals.

• Assign a contracting representative “buddy” to workwith the energy manager when he or she investigatesthe financing options of energy efficiency and O&Mprojects.

O&M BEST PRACT ICES

10

BEST PRACTICE 5: TRAINING

TRAIN BUILDING OPERATORS IN

ENERGY-EFFICIENT O&M ACTIVITIES

Training helps staff to continually improve and sustainoperating efficiency as a proactive O&M function.

Today’s building systems and controls are more sophisti-cated and complex than in the past. New technologiessuch as computerized energy management control systems(EMS) offer the ability to perform complicated energy-efficient control strategies but are often underutilizedbecause of poor training. When staff understand the soft-ware control logic for the EMS, they can customize thecontrol of equipment to account for a variety of internaland external conditions. However, without the propertraining, the EMS often becomes a burden for the O&Mstaff. Some systems become scapegoats for comfort andcontrol problems and staff may eventually disable them.

Along with training staff on EMS control logic, train themin EMS-related maintenance activities that optimize ener-gy-efficient operation. For example, certain sensors (suchas the mixed air sensor and the supply air sensor) are morecalibration-critical for preventing energy waste than others. Therefore, staff should clean and check the cali-bration of these sensors more frequently than other sensors.

Training for management-level facility staff should includecontract and energy-related financing such as performancecontracting, negotiating under utility deregulation, arrang-ing service contracts, and equipment leasing.

PURPOSE

• Employ a confident, sophisticated, and motivated facil-ity staff that has a clear understanding of how to oper-ate the building’s energy-consuming systems efficientlyno matter how sophisticated the technology.

O&M BEST PRACT ICES

11

Tra in ing he lps staf f tou t i l i z e bu i l d i ng sys -tems ef f ic ient ly .

ACTION TIPS

• Develop an individual training plan and budget for eachfacility staff member using in-house resources as wellas outside classes, conferences, and seminars that focuson energy-efficient building operation.

• If the building uses an EMS, obtain a complete trainingpackage specific to that system for the staff responsi-ble for operating and maintaining the system. Thetraining could payback in a matter of weeks from ener-gy savings and reduced comfort complaints.

O&M BEST PRACT ICES

12

For information on operatortraining programs, visit theO&M Training Resource

Directory at www.peci.org.

Best Practice 6:OUTSOURCING

REQUIRE SERVICE CONTRACTS THAT

SUPPORT ENERGY-EFFICIENTBUILDING OPERATION

Building owners or managers may choose to hire outsideservice contractors to augment their own building

O&M staff or they may outsource all of the O&M work,including the management. In either case it is importantthat service contracts require activities that address effi-cient building operation and include methods to trackoperating changes, improvements, and deficiencies overtime. Unless requirements for attaining and sustainingefficient building operation are specifically addressed inthe contract, contractors will traditionally focus theirattention on maintenance issues only. The service contractshould define requirements for both the “O” (operation)activities and the “M” (maintenance) activities.

Most outside service contractors are hired to do periodicpreventive maintenance on large pieces of plant equipment(boilers, cooling towers, or chillers) or complex systems(fire, life and safety, security, and energy management sys-tems). To detect and troubleshoot both maintenance andoperational problems, include record keeping requirementsin the service contract. Tracking the preventive mainte-nance (PM) work helps building staff locate recurringproblems, understand when equipment performance isdegrading, and ensure that the contractor is performingPM tasks outlined in the contract. The documentationgenerated by the service contractor provides building staffand management with critical information for comparingpast and current conditions of equipment and system performance.

PURPOSE

• Increase the quality of the service provided by the ser-vice contractor.

• Increase service contractor accountability for bothmaintenance and efficient building operation.

O&M BEST PRACT ICES

13

Typical service contractsfocus on maintenanceactivities. Make sure yours

specifies operation activities aswell.

• Instill confidence that the service contract works toefficiently operate and maintain building equipment.

• Obtain, sustain, and in some cases increase the energysavings and equipment life generated by the servicecontract.

ACTION TIPS

• Hire a contractor with expertise in efficient buildingoperation as well as traditional maintenance tasks.Don’t assume that all service contractors understandefficient building operation.

• As a building owner, manager or O&M staff member,get involved with the development of the service con-tract. The contract should clearly state which measure-ments and tasks are related to efficient operation.

• As part of the service contract, insist that the servicetechnician who performs the work fills out the forms.The forms should clearly define the tasks along withblanks for recording the required measurements. Makesure the forms contain the expected performance dataand nameplate data for each piece of equipment.Assign an O&M staff person to review the invoices andperformance data forms after each PM servicing. Letthe contractor know who is assigned to review and fol-low-up on the invoices

• Measured data is only as good as the measuring device.Include in the contract calibration requirements for thecontractor’s measuring instruments.

For more information on requiring service contracts thatsupport energy-efficient building operation, see Operationand Maintenance Ser vice Contracts: Guidelines for ObtainingBest-Practice Contracts for Commercial Buildings , a publica-tion in the EPA O&M Best Practices Series.

O&M BEST PRACT ICES

14

BEST PRACTICE 7:PARTNERSHIPS

ACKNOWLEDGE ENERGY-EFFICIENTOPERATION AS A CROSS-FUNCTIONALACTIVITY

It is important to understand who directly operates theenergy-consuming equipment in a building as well as

who influences when and why equipment operates.Depending on how the building is managed and on howcontracts are negotiated, tenants, custodians and securitypersonnel may be primary operators of equipment such aslights, HVAC equipment, and office equipment (comput-ers, printers, copiers). When building operators and man-agers are not primarily involved in the operation of energyconsuming devices, providing easy-to-understand informa-tion on equipment operation, particularly in the case ofnew equipment and controls, is imperative. When newequipment and controls are installed, inform the usersabout proper operation. Otherwise, they often find waysto circumvent the technology, thus canceling the effects ofenergy-efficient operation.

People often have misconceptions about how to operateenergy consuming devices. For example many people feelthey should always leave computers running and fluores-cent lights on to extend equipment life and/or reduceenergy costs. In fact, turning off idle computers and theirmonitors will not harm them. IBM has had a policy inplace since 1973 encouraging their employees to turn offtheir computers when they aren’t using them. IBMinformed their employees that if they turned off theirworkstations and lights for an extra hour per day the com-pany would save one million dollars per year (Stickney andLovins, 1992.).

PURPOSE

• Increase energy savings and equipment life by educat-ing equipment users on how to properly operate energyconsuming devices.

O&M BEST PRACT ICES

15

Periodically remind equipmentusers to turn off equipmentwhen it’s not in use.

• Reduce O&M problems and trouble calls for O&Mstaff.

ACTION TIPS

• Make a list of who (other than the building’s O&Mstaff) operates which energy consuming equipment andwho influences when, why, and how the equipment isoperated. Develop partnerships with these individualsregarding proper equipment operation.

• Involve these individuals in the energy managementprocess through education. Instruct them in how tooperate new equipment and give them fact sheets thatput to rest misconceptions about operating equipmentsuch as lights and office equipment.

• Periodically remind equipment users such as custodi-ans, tenants, and employees to turn off equipmentwhen it’s not in use, especially when they leave the areafor an extended period of time. Take advantage ofmeetings, company newsletter, e-mail, stickers, andother opportunities to issue these reminders.

• Perform periodic night and weekend audits to discoverwhat equipment is operating that could be turned off.

O&M BEST PRACT ICES

16

BEST PRACTICE 8:DOCUMENTATION

MAINTAIN CONTINUITY AND REDUCE

TROUBLESHOOTING COSTS

M any large commercial buildings start out with ade-quate mechanical and electrical drawings and O&M

manuals. However, they seldom obtain operating docu-mentation such as written sequences of operation or con-trol strategies. Documenting the sequence of operationand energy-efficient control strategies for the energy usingsystems is essential to understanding building control. Thecontrol documentation is critical for maintaining energy-efficient operation and effectively troubleshooting opera-tional problems.

Once accurate building documentation is obtained, keep itupdated to maintain continuity. For example, sensor set-point changes, sensor location changes, and control strate-gy changes should be documented whenever they occur. Ifthe changes remain in the heads of only one or two staffmembers, when they leave the organization, the informa-tion is lost. Relying on memory can lead to mistakes thatcost time and energy.

PURPOSE

• Increase troubleshooting ability to reduce the timespent defining and solving operational problems.

O&M BEST PRACT ICES

17

RESOURCES

In format ion Sav e s Time and Money

Control documentation iscritical for maintaining ener-gy-efficient operation and

troubleshooting operational prob-lems.

• Promote continuity of information in order to reducetraining time for new staff and ensure that efficientoperating strategies are maintained during staffturnovers or absences.

ACTION TIPS

• Obtain a clear, written set of sequences of operationand building control strategies. Two ways to accom-plish this are:

- Ask the current control contractor or hire a controlexpert to develop the operating documentation.Simultaneously have them review current operatingstrategies for energy-efficient improvements. Theresulting savings could well pay for the time spenton developing documentation in a very short time.

- Assign an appropriate in-house staff person todevelop the current operating documentation. Makesure that other staff members are aware of the loca-tion of the documentation.

• As part of energy management policy require allchanges to equipment, space, sequences of operation,set points, control strategies, schedules, etc. to be rou-tinely recorded. Write this responsibility into the jobdescriptions of those responsible for making thechanges.

• Record the operating schedule for all equipment that isnot required to run continuously. This may includelighting, HVAC equipment, cooking equipment, andoffice equipment. Periodically review and update theschedules to reflect the current needs of building occu-pants.

• When specifying new control systems or equipment,include in the specification a requirement for theinstaller to provide at least two sets of complete docu-mentation including a hard copy of the control strate-gies and sequences of operation.

O&M BEST PRACT ICES

18

Videos and photographs canaugment written documenta-tion.

• Use video and photographs to augment the writtendocumentation.

• When taking over a new facility, request that the engi-neers provide the electronic files for the building’sdesign intent and sequences of operation. Use a copyof the electronic files to document changes.

O&M BEST PRACT ICES

19

BEST PRACTICE 9:TOOLS

EQUIP O&M STAFF WITH STATE-OF-THE-ART DIAGNOSTIC TOOLS

M any of today’s energy management control systemshave trend logging capabilities and can be used to

gather important data for troubleshooting and improvingbuilding operation. These capabilities can be used todetect energy waste. However, many energy managementsystems are limited in their ability to collect, store and pre-sent data. Also, EMS points are permanent, thus making itimpossible to take a measurement other than where thepoint was originally installed.

For buildings lacking an EMS or for those having an EMSwith limited data points, building staff can use portableelectronic dataloggers to optimize equipment operation.Portable electronic dataloggers are battery-powered, small,light, and easily installed and removed without disruptingbuilding occupants. Depending on complexity, they rangein price from $50 to $1000. Loggers are able to take a variety of measurements such as temperature, humidity,pressure, electrical current, and light levels. The moresophisticated ones are capable of storing tens of thou-sands of readings and can be set up to gather data atalmost any time frequency.

For analysis purposes, many loggers come with sophisti-cated software packages. Once the data are gathered, theinformation is downloaded into the computer software foranalysis. The software is capable of presenting the data inline graphs, making troubleshooting, analysis, and presen-tation extremely “friendly.” Numerous lines of data can beplaced on one graph for analyzing multiple variables.Other useful tools include pressure gages and airflowhoods. Special software is now available to graph and ana-lyze EMS data much faster than traditional spreadsheets.This software may be obtained as part of an EMS upgradeor as a stand alone product.

O&M BEST PRACT ICES

20

Building staff can use portableelectronic data loggers to opti-mize equipment operation.

PURPOSE

• Provide O&M staff and managers with a state-of-the-art means of troubleshooting and detecting energy-wasting malfunctions as well as obtaining immediatefeedback on comfort and operational changes.

• Provide a method of measuring the results of discretechanges in operating strategies.

ACTION TIPS

• Understand present EMS trending capability. Researchthe needs of the staff and facility for the number ofdataloggers and types of compatible measuring instru-ments that would be most useful.

• Investigate the types of dataloggers available thatwould best fit the needs of the facility. Many vendorswill be happy to demonstrate their products.Understand what innovations and upgrades they intendto introduce in the future. This could be importantinformation for deciding which datalogger system toinvest in.

• It may be useful to develop an analysis plan for thebuilding prior to purchasing the datalogger package.This exercise could help determine which logger sys-tem is most appropriate.

• After deciding which product best fits the needs of thebuilding, obtain sufficient training on the setup and useof the loggers for those staff members and managersresponsible for collecting and analyzing the data.

• Once purchased, keep the dataloggers in use. Theywon’t save any money sitting on the shelf and they willeasily pay for themselves in a short time by increasingstaff understanding of where and when energy waste isoccurring.

For more information on data loggers, see Por t ab l eDa ta l og g e r s—Diagno s t i c Mon i t o r i n g Too l s f o r Ene r g y -Ef f i c i en t Bui ld ing Opera t i on , a publication in the EPAO&M Best Practices Series.

O&M BEST PRACT ICES

21

Keep dataloggers in use. Theywon’t save any money sittingon the shelf.

BEST PRACT ICE 10: ASSESSMENTS

PERFORM A COMPREHENSIVE O&MSITE ASSESSMENT

Arigorous O&M tune-up requires performing a thor-ough assessment of the current operation and mainte-

nance practices. Understanding why building systems areoperated and maintained the way they are, and where andwhat improvements are most beneficial and cost-effectiveis the first step in the O&M tune-up process.

The assessment systematically looks at all aspects of thecurrent O&M program and practices as well as the man-agement structures, policies, and user requirements thatinfluence them. It may include interviews with manage-ment and O&M personnel, reviews of current O&M prac-tices and service contracts, spot tests of equipment andcontrols, and trend or datalogging of pressures, tempera-tures, power, flows, and lighting use over time to revealwhere improvements are needed. The assessment reviewsschedules and control strategies to determine whether thebuilding is being operated optimally and develops a list ofrecommended O&M improvements. It provides the start-ing point from which to measure the effectiveness ofimprovements and O&M activities. Depending on thescope of work, an assessment may also recommend wheremore extensive improvements may be needed (such asrebalancing the whole building or specific zones) andwhich capital improvements to consider for further inves-tigation.

The O&M assessment differs from an energy audit in thatits primary focus is identifying low-cost, low-risk changesin O&M practices that improve building operation ratherthan identifying expensive, technology-intensive capitalimprovements. The O&M assessment is often performedprior to or as part of an energy audit because it offers waysto optimize existing building systems and reduce the needfor expensive technological solutions. Both the O&Massessment and the energy audit have the goals of reduc-ing operating costs and energy waste and improving thebuilding environment.

O&M BEST PRACT ICES

22

An O&M assessment is not anenergy audit.

PURPOSE

• Identify the most immediate and cost-effective O&Mtune-up activities that will lead to efficient buildingoperation and meet management and user needs.

• Generate a master list of O&M improvements to assistmanagement in budgeting and decision making.

• Document current O&M conditions as a baseline forcomparing to future improvements.

ACTION TIPS

• Hire a qualified expert to perform the O&M assess-ment. Often an outside person who is not invested inor biased toward “the way things have always beendone” can lend a new perspective and bring new experience to the facility’s O&M program. The personor firm you hire should have a background in energy-efficient building operation. They should be able toprovide a list of references and projects that demon-strate their ability to detect energy waste and providelow-cost O&M solutions. Engineering firms that pro-vide building commissioning services are generally wellqualified to perform O&M assessments. Your local util-ity may be able to recommend engineering firms thatcan perform this work.

• Often building staff members are capable of develop-ing and performing O&M assessments. Assign aknowledgeable in-house staff person to perform theO&M assessment or assist the outside expert. Havingin-house building staff assist with the assessment maybe viewed as a training exercise. They can repeat theassessment themselves in the future.

• Require a final assessment report that includes a com-plete master list of improvements. This list shouldprioritize the improvements according to their estimat-ed cost effectiveness. Most low-cost improvementsshould pay back in less than eighteen months.

For more information on O&M site assessments, seeOpe ra t i o n and Ma in t e nan c e As s e s smen t s f o r En e r g y -Ef f i c i en t Bui ld ing Opera t i on , a publication in the EPAO&M Best Practices Series.

O&M BEST PRACT ICES

23

The O&M assessment identi-fies low-cost changes in O&Mpractices that improve build-

ing operation rather than identifyingexpensive, technology-intensivecapital improvements.

O&M BEST PRACT ICES

24

This page intententionally left blank.

O&M BEST PRACT ICES

25

BEST PRACTICE 11:TUNE UPS

PERFORM O&M TUNE-UP ACTIONS

Five to twenty percent of annual commercial buildingutility bills can be saved through low-cost O&M

improvements—but only if they are implemented.Performing the O&M assessment and determining whichimprovements are most cost-effective is often the mosttime consuming and costly part of the O&M tune-upprocess. Once the improvements are selected and priori-tized many of them may be implemented very quickly andinexpensively. For example, control strategy or scheduleimprovements, where the greatest savings often occur, mayonly take a few hours to implement.

The O&M tune-up activities may be the first step in devel-oping a sustainable finance mechanism for the organiza-tion. Once an organization funds the initial O&M assess-ment and tune-up improvements, future energy efficiencywork can be funded from the savings generated by the low-cost O&M improvements. This kind of sustainable financemechanism requires monitoring and tracking savings sothat they can be dedicated to future improvements.

PURPOSE

• Implement the most cost-effective solutions that maxi-mize building performance and minimize energy waste.

“O”ENERGY-EFFICIENTOPERATION ANDMAINTENANCEPutting the “O” in O &M: Tune it Up, Turn it Of f and Check it Out

Many operational improve-ments can be implementedquickly and inexpensively.

O&M BEST PRACT ICES

26

• Document the improvements and their effects in orderto benchmark the performance of energy-using equip-ment and systems.

• Develop a sustainable finance mechanism for energy-efficiency measures for the organization.

ACTION TIPS

• Implement the improvements over a selected period oftime such as six months to three years depending onbudgets and paybacks. The savings from the initialO&M improvements may help offset the cost of otherlower priority but important improvements as well asmore expensive capital improvements leading to opti-mal building performance.

• Measure and document the effects of the improve-ments to create a baseline to track O&M activitiesagainst and ensure that improvements deliver theexpected results.

To receive a set of case studies demonstrating the costsand benefits of tuning up five U.S. office and retail build-ings, contact PECI at peci@peci.org or 503/248-4636.

Savings from initial improve-ments can off-set the cost ofmore expensive capital

improvements.

O&M BEST PRACT ICES

27

BEST PRACTICE 12:AUTOMATIC CONTROLS

MAKE FULL USE OF AUTOMATIC

CONTROLS TO OPTIMIZE EFFICIENT

OPERATION

A lthough many facilities have sophisticated, computer-ized, energy management systems (EMS) in place,

most do not take full advantage of the systems’ capabili-ties. Staff often use these systems only to turn equipmenton and off. These systems can be programmed to accom-plish control strategies such as optimal start/stop, air- andwater-side economizing, chilled and heating water resets,night setback and setup, night purge, morning warm-up,hot and cold deck optimization, and lighting sweeps.These strategies can save energy dollars beyond ordinarytime-of-day control.

Newer HVAC equipment may have sophisticated integralcontrols that can be programmed to accomplish energy-efficient strategies such as chilled water reset. Unlessoperators fully understand their capabilities, these controlsmay also be underutilized. The energy management con-trol system may interface with these pieces of equipmentbut only to enable or disable them. Once enabled by theEMS, the integral controls take over the operation of theequipment. The integral controls should be programmedand adjusted to take full advantage of energy-efficientstrategies.

PURPOSE

• Maximize the use of the control system to operateequipment and systems in the most energy-efficientmanner possible while maintaining a comfortable andsafe building environment.

• Reduce building staff time spent on comfort com-plaints from building occupants.

Save money by using auto-matic controls to do morethan just turn equipment on

and off.

O&M BEST PRACT ICES

28

ACTION TIPS

• Take the time to fully understand the installed system’scapabilities and which of these capabilities are pro-grammed to function for your facility or piece ofequipment. Take advantage of available trainingoffered by the EMS vendor.

• For new systems, require the supplier/installer to turnover a full set of documentation on the installed systemincluding written control strategies and sequences ofoperation so that O&M staff and managers know whatis expected of the system.

• For both new and existing systems consider hiring aqualified third-party expert to evaluate and commissionthe installed system. This ensures that all the energyefficiency capabilities are being applied and the EMSinterfaces correctly with the controlled equipment.The money spent for this service can often paybackwithin one year.

• Train one or more of the building operating staff toprogram and oversee the control systems to ensure theyare regularly updated, backed up, and the documenta-tion remains current.

For more information on using building automation sys-tems to optimize efficient operation, see Ener g yManagement Sys t ems : A Prac t i ca l Guide , a publication inthe EPA O&M Best Practices Series.

O&M BEST PRACT ICES

29

BEST PRACTICE 13:SCHEDULING

OPERATE EQUIPMENT ONLY WHEN

NEEDED

The number-one way to waste energy is to leave equip-ment and lights on when they could be off. The pay-

back for improved scheduling is almost immediate.Although individual pieces of equipment may be wellmaintained and perform efficiently, unless the controlstrategies and occupant needs are periodically reviewed,equipment may be operating more than necessary. Becausemany people often have access to lighting and HVAC con-trols, parameters and schedules may be changed to meet aspecial need or unusual condition and never get changedback to their original setting unless preventive mainte-nance procedures for addressing operational issues are inplace. Equipment may operate very efficiently, but if it’s“on” when “nobody’s home,” the only thing happening isenergy waste.

PURPOSE

• Make sure that equipment is only “on” when actuallynecessary to meet occupant needs or fulfill its intendedfunction.

• Reduce energy waste and costs by periodically review-ing schedules and operating strategies to ensure equip-ment runs only when needed.

ACTION TIPS

• As part of preventive O&M planning, develop procedures to periodically review and monitor EMStime-of-day schedules, optimum start/stop strategies,temperature setups and setback (these may be increasedor decreased depending on outside conditions), lock-outs, freeze protection, and other strategies and para-meters that stage or turn equipment on and off.

Equipment may operate veryeff iciently, but if i t ’s “on”when nobody’s home, the only

thing happening is energy waste.

O&M BEST PRACT ICES

30

• Also review and monitor any other on/off controlssuch as programmable and mechanical time clock set-tings, integral equipment controls, lighting photocells,sweeps, and occupancy sensors for proper operation.

• Ensure unused or unrented tenant/occupant spaceshave HVAC equipment and lights turned off. Diffusersmay be shut back or thermostats turned off in thesespaces.

• Periodically perform an after-hours night or weekendwalk-through to see if any equipment is on when itdoesn’t need to be. Pay attention to tenant plug loadssuch as computers, printers, and copiers. Small, inex-pensive, “stick-on” dataloggers are available on themarket that can assist in understanding when equip-ment is running more often than needed.

• Periodically interview tenants about their comfort andlighting needs to determine if any operating opportuni-ties exist. Consider low-cost solutions such as occu-pancy sensors in areas of low or intermittent use likestorerooms and employee lounges.

For more information on optimizing equipment schedules,see Put t ing the “O” Back in O &M: Bes t Prac t i c e s inPr e ven t i v e Opera t i ons, Tracking and Schedu l ing , a publica-tion in the EPA O&M Best Practices Series.

O&M BEST PRACT ICES

31

BEST PRACTICE 14:TRACKING

TRACK ACTUAL PERFORMANCE

AGAINST EXPECTED PERFORMANCE

FOR MAJOR EQUIPMENT

It is important to track the overall energy use anddemand of a facility as discussed in Best Practice 3:

Energy Accounting, but it is also useful to track energy useand demand at the equipment level. When building O&Mstaff does not have adequate or correct information toassess day-to-day equipment performance, energy-savingopportunities may be lost. In order for O&M staff andmanagers to understand when major plant equipment isnot operating as efficiently as it could be, they need toregularly track actual equipment performance data againstexpected performance data. Expected performance dataor the “figure of merit” (FOM), such as kW per ton, maybe a combination of manufacturer test data and the actualdata obtained from field testing the equipment. The goalis to obtain benchmark performance criteria for compar-isons against future data. When equipment does not meetthe expected performance criteria, it may indicate a needfor improved or more frequent maintenance procedures(cleaning, lubricating, etc.) or different operating parame-ters (setpoints, lockout strategies, capacity control strate-gies, etc.).

PURPOSE

• Provide building O&M staff and managers with con-tinuous feedback on the performance of major plantequipment such as chillers and boilers as a way toassess day-to-day operation.

• When O&M changes are made, regular performancetracking provides timely feedback on the effect andsuccess of those changes on equipment efficiency.

Building staff need up-to-dateinformation to take advantageof savings apportunities.

O&M BEST PRACT ICES

32

ACTION TIPS

• Obtain the necessary manufacturer performance testdata and “figures of merit”(FOM) for all major plantequipment, such as chillers, cooling towers, boilers, airhandlers, and pumps. Or, establish benchmarks for theequipment using field measurements.

• When developing benchmark FOMs, the equipmentand systems should be tested under full and part loadconditions and only after they have gone through rig-orous annual PM procedures to ensure that they are inbest condition possible. Hire a test engineer to assistin developing the baseline performance data.

• Decide which temperatures, pressures, currents, volt-ages and flows should be measured to best analyzeequipment performance over time. Keep in mind thatonly critical parameters need to be tracked regularly.These key parameters indicate when a problem existsand let operators know when more in-depth informa-tion needs to be gathered or when troubleshootingneeds to occur.

• Remember to normalize data in terms of weather inorder to accurately compare data from year to year.Software is available to help with benchmarking(www.lbselbse.org) and weather normalization.

• Decide how frequently to track equipment perfor-mance. Some equipment data should be looked at daily.Tracking methods may include manual logging of datafrom permanently installed gages, use of hand-heldinstruments and portable dataloggers, permanentlyinstalled monitoring/metering equipment, the EMS ora combination of these methods. The process can beautomated by programming alarms in the EMS whentemperatures, flows, pressures or combinations are out-side appropriate levels.

For more information on tracking equipment performance,see Put t ing the “O” Back in O &M: Bes t Prac t i c e s inPr e ven t i v e Opera t i ons, Tracking and Schedu l ing , a publica-tion in the EPA O&M Best Practices Series.

Only critical parameters needto be tracked regularly.

O&M BEST PRACT ICES

33

BEST PRACTICE 15:PREVENTIVE OPERA-TION & MAINTENANCE

REDEFINE PREVENTIVE MAINTENANCE

TO INCLUDE ACTIVITIES CRITICAL

TO ENERGY-EFFICIENT BUILDING

OPERATION

Typically, the primary goal of the preventive mainte-nance (PM) plan is reliability and increased equipment

life. Including procedures to check for efficient operationas part of the plan should enhance this primary goal aswell as eliminate unnecessary energy waste. Buildingsoften have extensive maintenance-focused PM plans,which are rigorously carried out by the O&M staff.However, even if a piece of equipment or a system ismeticulously maintained, if it is poorly operated usinginadequate control strategies or improper scheduling, vastamounts of energy waste can occur. Also, poor equipmentoperation can lead to premature equipment failure (forexample, short-cycling) and an increase in maintenancerequirements. PM plans tend to focus on component-by-component care, missing the holistic view that sees theoperation part of O&M as equal in importance to mainte-nance.

PURPOSE

• Provide a comprehensive O&M plan for the facility byformally including PM procedures for periodicallyreviewing and monitoring the operating sequences,strategies, and schedules to ensure that the facilityoperates as efficiently as possible.

ACTION TIPS

• As part of preventive O&M planning, perform period-ic reviews of HVAC and lighting schedules, tempera-ture setpoints, and occupant/tenant use requirementsto ensure that equipment runs only when needed.

Develop a more holistic pre-ventive maintenance plan.Give the operation side of

O&M equal importance to mainte-nance.

O&M BEST PRACT ICES

34

• Seasonally adjust control strategies. Just as certainmaintenance tasks are performed to prepare equipmentfor heating or cooling season, control strategies shouldalso be reviewed and adjusted. A good control strate-gy for cooling season is not necessarily optimal for“swing” season or heating season.

• Develop O&M procedures and forms for tracking actual equipment performance against expected perfor-mance. Forms may include the task description, check-ing method and frequency for each piece of equipment,reporting formats, procedures for addressing non-con-formance issues and how to resolve performance defi-ciencies. In many cases the data gathering procedureson equipment performance dovetail nicely with otherPM work adding very little staff time for accomplishingthe task.

For more information on redefining preventive mainte-nance to include operation activities, see Putting the “O”Back in O&M: Best Practices in Pr eventive Operations,Tracking and Scheduling , a publication in the EPA O&MBest Practices Series.

Review and adjust controlstrategies seasonally.

O&M BEST PRACT ICES

35

THE O&M BEST PRACTICES

SERIES INCLUDES THE FOLLOWING

BOOKLETS:

Fif teen O&M Best Practices for Energy-EfficientBuildings

Operation and Maintenance Service Contracts:Guidelines for Obtaining Best-Practice Contracts forCommercial Buildings

Portable Dataloggers - Diagnostic Monitoring Tools forEnergy-Efficient Building Operation

O&M Assessments - Enhancing Energy-EfficientBuilding Operation

Energy Management Systems - A Practical Guide

Putting the “O” Back in O&M: Best Practices inPreventive Operations,Tracking, and Scheduling

To order these booklets, contact:Portland Energy Conservation, Inc. (PECI)921 SW Washington, Suite 312Portland, OR 97205(503) 248-4636e-mail: peci@peci.orgAlso available on-line at www.peci.org

If you are an ENERGY STAR® partner or ally, contact:Energy Star BuildingsU.S. EPA401 M Street, SW (6202J)Washington, DC 20460Toll-free hotline: 1-888-STAR-YES (1-888-782-7937)

O&M BESTPRACTICES SERIESThe 15 Bes t Opera t i on and Maint enance Prac t i c e sf o r Ener g y -Ef f i c i en t Bui ld ings

GLOSSARY OF TERMS

Baseline. The “before” data that is used in a “before &after” comparison. Baseline data may refer to energy con-sumption values, efficiency parameters, or other indica-tions of building (or system) performance.

Commissioning. According to ASHRAE Guideline 1-1996, the process of ensuring that new systems anddesigned, installed, functionally tested, and capable ofbeing operated and maintained to perform in conformitywith the design intent.

Control Strategy. An approach to controlling equipment.Usually this term refers to automated routines implement-ed through an energy management system that aredesigned to control equipment while providing maximumenergy efficiency.

Datalogger. A stand-alone electronic data gatheringdevice that utilizes sensors to collect equipment informa-tion over time. Data collected could include temperature,pressure, current, humidity, or other operational informa-tion.

Diagnostic Monitoring. The practice of collecting dataon equipment operation over a period of time for the pur-pose of assessing the equipment performance. This datamay be obtained through a datalogger or an energy man-agement system. This data may consist of time-series orchange-of-value (COV) data that can be collected for digi-tal points such as temperature, pressure, or status.

Efficiency Curve. For some equipment, the efficiencyvaries with the load on the equipment. In those cases theefficiency is plotted against load. This efficiency curveillustrates the performance of the equipment over its rangeof operational conditions.

O&M BEST PRACT ICES

36

O&M BEST PRACT ICES

37

Energy Accounting. The process of tracking and analyz-ing energy use for the purpose of detecting problems,trends, or savings opportunities. Typically, energyaccounting is performed for an entire building. In theanalysis process, adjustments may be made for variations inweather, space use, or other variables from year to year.

Energy Assessment (audit). An investigation of systemsin existing buildings with the goal of replacing or retro-fitting equipment. This is a quick process that may includebuilding simulation and results in a list of energy conser-vation measures that involve significant capital investment.

Energy Management System. The automatic systemused for controlling equipment in a building. Most likely,this will be a computer-based system, including eitherpneumatic or digital components, or both.

Equipment Efficiency. A measure of the output of somepiece of equipment as it relates to the energy input.Higher efficiency indicates that a machine can producemore heating, cooling, etc. for each unit of fuel (electrici-ty, gas, etc.) consumed. For some equipment, the efficien-cy varies with the load on the equipment. In those casesthe efficiency is plotted against load. This efficiency curveillustrates the performance of the equipment over its rangeof operational conditions.

Indoor Environmental Quality (IEQ). A term thatrefers to the total environment of a building and includesthermal comfort, proper illumination, adequate outside airventilation, and control of indoor air pollutants.

O&M Assessment. A systematic method for identifyingways to optimize the performance of an existing building.This assessment involves gathering, analyzing, and pre-senting information based on the building owner or man-ager’s requirements.

O&M BEST PRACT ICES

38

Performance Tracking. The ongoing procedure ofobtaining data that gives an indication of a system’s per-formance. This data could include information on energyefficiency, energy consumption, or run-time. As part ofthe process, performance data is often compared to thesystem’s baseline.

Preventive Maintenance Program. A program that isimplemented to address equipment maintenance issuesproactively. The goal of such a program is to performmaintenance tasks on a regular schedule so as to maximizethe operational efficiency and lifetime of the equipment.

Trend Log. A log of data that is collected through anenergy management system. This data may consist oftime-series or change-of-value (COV) data that can be col-lected for digital points such as temperature, pressure, orstatus.

O&M BEST PRACT ICES

39

LIST OF ACRONYMS

AEE Association of Energy Engineers

APEM Association of Professional Energy Managers

CEM Certified Energy Manager

COV Change of Value

DOE U.S. Department of Energy

EMS Energy Management System

EPA U.S. Environmental Protection Agency

EUI Energy Use Index

FOM Figure of Merit

HVAC Heating, Ventilating, and Air Conditioning

IEQ Indoor Environmental Quality

NOI Net Operating Income

O&M Operation & Maintenance

PE Professional Engineer

PM Preventive Maintenance

O&M BEST PRACT ICES

40

REFERENCES

Ameduri, Gene. 1994. “Facility Automation for RetailFacilities.” Heating/Piping/Air Conditioning , Vol. 66, No.12, pp 43-50.

Arney, W. Mark, Tudi Haasl and Karl Stum. 1996.“Uncovering Hidden O&M Problems with Short-TermDiagnostic Testing.” In Proceedings of the Fourth NationalConfer ence on Building Commissioning . Portland, Oregon:Portland Energy Conservation, Inc.

Claridge, David E., Mingsheng Liu, Yeqiao Zhu, MustafaAbbas, Aamer Athar, and Jeff Haberl. 1996.“Implementation of Continuous Commissioning in theTexas LoanSTAR Program: “Can You Achieve 150% ofEstimated Retrofit Savings” Revisited.” In Proceedings ofthe 1996 ACEEE Summer Study on Ener g y Ef ficiency inBuildings , 4: 59-67. Washington, D.C.: American Councilfor an Energy-Efficient Economy.

Gordon, Lois M. and Tudi Haasl. 1996. “Operation andMaintenance in Office Buildings: Defining Baseline.” InProceedings of the ACEEE 1996 Summer Study on Ener g yEf f i c i enc y in Bui ld ings , 5: 51-59. Washington, D.C.:American Council for an Energy-Efficient Economy.

Haasl, Tudi, Karl Stum, and Mark Arney. 1996. “BetterBuildings through Improved O&M —A Five Building CaseStudy.” In Proceedings of the Fourth National Confer ence onBuilding Commissioning . Portland, Oregon: PortlandEnergy Conservation, Inc.

Heinemeier, Kristin E., and Hashem Akbari. 1992.“Proposed Guidelines for Using Energy Management andControl Systems for Performance Monitoring.” InProceedings of the ACEEE 1992 Summer Study on Ener g yEf ficiency in Buildings . 3:111-119. Washington, D.C.:American Council for an Energy Efficient Economy.

Herzog, Peter. 1996. Ener g y-Ef f i c i ent Operat ion o fCommercial Buildings: Redefining The Ener g y Manager’s Job .McGraw-Hill.

O&M BEST PRACT ICES

41

Houghton, David. 1997. Operating and Maintaining Roof-top Air Conditioners . E-Source, Inc. Boulder, Colorado.

International Facility Management Association. 1994.Proceedings of the 1994 Winter Best Practices Forum . IFMAResearch Publications, Houston, Texas.

Kao, James Y. 1983. “Sensor Errors: Their Effects onBuilding Energy Consumption .” AS HRAE Jour nal ,December 1983: 42-45.

Kao, James Y. 1992. HVAC Functional Inspection andTesting Guide . NISTIR 4758. National Institute ofStandards and Technology, U. S. Department ofCommerce.

Koran, William. 1994. “One Adventure for Using anEnergy Management System for Commissioning.” InProceedings of the Second National Confer ence on BuildingCommiss ioning . Portland, Oregon: Portland EnergyConservation, Inc.

Kunkle, Rick, Vince Schueler, and Tony Usibelli. 1996.“Building a Constituency for Good Facilities Management:The Missing Link for Maintaining Energy Efficiency inPublic Sector Buildings.” In Proceedings of the ACEEE1996 Summer Study on Ener g y Ef ficiency in Buildings. 5:147-151. Washington, D.C.: American Council for an Energy-Efficiency Economy.

Monger, Samuel C. 1993. “Cutting Utility Bills withHVAC and Building Maintenance.” TAB Jour nal .Associated Air Balance Council.

North Carolina Alternative Energy Corporation. 1988.Introduction to Ener g y Management in Local Governments .North Carolina Alternative Energy Corporation. ResearchTriangle Park, North Carolina.

Portland Energy Conservation, Inc. 1995. AddressingOperation and Maintenance in the 1996 Power Plan . Reportprepared for the Northwest Power Planning Council.Portland, Oregon.

O&M BEST PRACT ICES

42

Sharp, Terry. 1996. “Energy Benchmarking in CommercialOffice Buildings.” In Proceedings of the 1996 ACEEESummer Study on Ener g y Ef ficiency in Buildings. 4;321-329.Washington, D.C.: American Council for an Energy-Efficient Economy.

Stickney, Bristol L., and Amory B. Lovins. 1992. “NewPower Management Strategies for Personal Computers andOther Office Equipment.” Tech Update. E Source, Inc.,Boulder, Co.

Thumann, Albert. 1989. Plant Engineers and ManagersGuide to Ener g y Conser vation , 4th Edition. The FairmontPress, Inc., Liburn, GA.

Turner, Wayne. 1992. “Chapter 12: Energy ManagementControl Systems.” Ener g y Management Handbook.Association of Energy Engineers.

U. S. Department of Energy. 1995. Rebui ld Ameri ca ’sCommunity Par tnersh ip Handbook. Rebuild AmericaProgram, Office of Energy Efficiency and RenewableEnergy, U.S. Department of Energy.