Energy conservation plan 2019

Energy Conservation & Demand Management Plan 2014 - 2019

Table of Contents A Message from the Executive Vice-President and Chief Administrative Officer ...................... 3 Introduction ................................................................................................................................ 4 Completed Energy Conservation Projects and Established Strategies ....................................... 4 Greening Strategy ................................................................................................................................. 5 30 Bond Street – Main Hospital Campus .............................................................................................. 5 61 Queen Street East – SMH Family Practice Unit................................................................................ 5 Renovation Projects .............................................................................................................................. 6 Infrastructure Renewal Program .......................................................................................................... 6

Planned Energy Conservation Projects and Strategies ............................................................... 7 St. Michael’s 3.0 .................................................................................................................................... 7 Infrastructure Renewal ......................................................................................................................... 7 Greening Procurement ......................................................................................................................... 8 LKSKI Energy Measures ......................................................................................................................... 8 Utilities Review Program ....................................................................................................................... 8

Plan Measures ............................................................................................................................. 8 Implementation ........................................................................................................................ 11 Monitoring and Evaluation ....................................................................................................... 12 Conclusion and Next Steps ....................................................................................................... 12 Appendix A. Previous Energy Conservation Projects ................................................................ 13 Past Energy/Greening Projects ........................................................................................................... 13

Appendix B. Present State – Steam and Electrical Consumption ............................................. 16 Appendix C. Awards and Recognitions ..................................................................................... 18

A Message from the Executive Vice-President and Chief Administrative Officer I am proud to present St. Michael’s Hospital’s 2014-2019 Energy Conservation and Demand Management Plan.

This plan brings together the best ideas on how to position St. Michael’s Hospital to meet the challenge of conserving energy while managing its demand over the next five years. Building on the success of St. Michael’s Hospital’s Greening Strategy, this plan will ensure St. Michael’s Hospital formally addresses energy and environmental issues while continuing to seek new opportunities to decrease energy consumption.

St. Michael’s Hospital will continue to support existing energy conservation strategies and over the next five years will focus efforts on obtaining energy savings within four targeted areas: procurement, infrastructure renewal, St. Michael’s Hospital 3.0, and utilities monitoring and tracking. Specific measures are outlined in this plan and will act as enablers to ensure energy savings objectives are met.

Although this plan looks to the future of St. Michael’s Hospital, past successes should not go unnoticed. Within the past decade, St. Michael’s Hospital successfully completed major energy conservation and demand management projects. These experiences allowed St. Michael’s Hospital to identify additional energy conservation and demand management opportunities.

The St. Michael’s Hospital 2014-2019 Energy Conservation and Demand Management Plan will allow the hospital to apply this knowledge as we continue to be a leader in energy conservation and demand management, while maintaining our vision: creating a healthier world, through our culture of caring and discovery.

Vas Georgiou Executive Vice-President Chief Administrative Officer St. Michael’s Hospital 3|Page

Introduction St. Michael’s Hospital (SMH) is a Catholic teaching and research hospital founded by the Sisters of St. Joseph in 1892 to care for the Our Vision sick and poor of Toronto's inner city. SMH, known as Toronto’s Creating a healthier world, Urban Angel, is renowned for providing exceptional patient care. As through our culture of downtown Toronto’s adult trauma centre, SMH is a hub for caring and discovery. neurosurgery, complex cardiac and cardiovascular care, diabetes and osteoporosis care, minimally invasive surgery and Inner City health care of the homeless and disadvantaged.

Fully affiliated with the University of Toronto, SMH provides outstanding medical education to health-care professionals in more than 23 academic disciplines. Home to the Li Ka Shing Knowledge Institute, made up of the Keenan Research Centre and the Li Ka Shing International Healthcare Education Centre, the hospital is among the first in the world to bring together researchers, educators and clinicians to take best practices and research discoveries to patient bedside faster.

Our Values Human Dignity Excellence Compassion Social Responsibility Community of Service Pride of Achievement

Over the past decade, SMH has formally addressed energy and environmental issues through the development of the Greening Strategy. St. Michael’s Greening Strategy is committed to reducing the hospital’s ecological footprint and includes three-pillars: Environmental Awareness, Waste Diversion and Energy Conservation.

The SMH Energy Conservation and Demand Management (CDM) plan directly aligns with the Greening Strategy and will enable the hospital to achieve the mission of the Greening Strategy.

Furthermore, the Energy CDM plan will contribute to the success of SMH’s quality improvement initiative “SOAPEE”, Safety, Outcomes, Access, Patient, Equity and Efficiency.

Greening Strategy – Mission Statement St. Michael’s Hospital will, through its environmental stewardship practices, become a green leader among its peers by reducing its impact on the environment through the promotion and establishment of green-friendly practices within the organization.

Completed Energy Conservation Projects and Established Strategies SMH has undertaken several energy conservation projects. As part of SMH’s Greening Strategy, SMH decreased its water consumption and improved its recycling programs. Examples include reconfiguration of the MRI cooling system to reuse water to cool MRI machines and the launch 4|Page

of a battery recycling program. (More details of past greening initiatives can be found in Appendix A). SMH has also completed major energy conservation projects at the 30 Bond Street - Main Hospital Campus and 61 Queen Street East SMH Family Practice Unit resulting in an 18% and 19% reduction of total utility costs respectively. All of SMH’s renovation projects aim to implement best practice energy efficiencies and waste reduction. Examples include installation of motion sensor lighting and purchasing of Energy Star appliances. Lastly, SMH’s Infrastructure Renewal Program evaluates all projects for greening opportunities while ensuring continued renewal of the hospital’s Infrastructure. All of these efforts have resulted in numerous awards and recognitions. For example, SMH was internationally recognized as a healthcare organization and awarded the 2010 British Medical Journal award for our outstanding and effective commitment to the greater good of society. (A full list of awards can be found in Appendix C.) Greening Strategy Launched in 2008, the Greening Strategy aims to increase awareness of our environmental impact, establish costs savings through energy efficiency and better manage the disposal of waste in a socially responsible manner. The Greening Strategy is fuelled by employees of their own accord; SMH employees have submitted ideas on how to ‘green’ their work environment.

Successful projects include the SMH Recycling Program and participation in Toronto’s Water Saver Program which included initiatives such as the launch of a battery recycling program and installing low flow toilets. Descriptions of the projects and a list of past greening initiatives can be found in Appendix A. 30 Bond Street – Main Hospital Campus In 2004 SMH reviewed systems responsible for major portions of energy consumption. Eight areas were identified as opportunities to reduce energy consumption by eliminating or reducing steam and implementing single closed loop chilled water systems. The eight identified measures were successfully implemented resulting in an 18% reduction of annual utility costs.

Details on the measures can be found in Appendix A. 61 Queen Street East – SMH Family Practice Unit In 2010 SMH implemented an energy efficiency retrofit project for the 61 Queen Street East building with a planned savings of approximately 13% of annual utility costs. The Measurement and Verification reconciliation report for the period of January 2011 to December 2011 showed that the energy efficiency retrofit project exceeded the savings target and resulted in approximately 19% reduction of annual utility costs. Details on the measures can be found in Appendix A.

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Renovation Projects Past and future renovations within SMH are performed in accordance with the three pillars of the Greening Strategy. When possible, renovation projects will implement best practice energy efficiencies and waste reduction practices. This may include but is not limited to the use of Energy Star appliances, HVAC systems upgrades, installation of energy saving devices such as LED light fixtures, motion sensor light switches, standardization of finishes to minimize material waste, reuse of materials such as doors, locks, light fixtures, windows, and furniture and proper recycling and disposal of construction materials.

Infrastructure Renewal Program The SMH Infrastructure program initiative is to renew infrastructure in order to improve the quality, functionality and efficiency of the hospital’s operations. The Infrastructure program also includes audits and condition assessments to help aid in the prioritization of projects. A recent addition to the program is the review of each initiative for greening opportunities. This is done in collaboration with Healthcare Energy Leaders Ontario (HELO), an initiative to provide resources directly to hospitals to reduce operating costs, improve operational efficiencies, realize opportunities for capital renewal, and enhance overall environment of care. Systems included in the review include, but are not limited to, roofing, windows, conveying systems, plumbing, HVAC, mechanical and electrical equipment and fire protection systems.

The success of these strategies and projects has positioned SMH as a leader in energy conservation among Figure 1: Energy Use Intensity per Square Foot of Selected Hospitals our peers across Ontario. As shown in Figure 1, SMH ranks third among the top twelve largest hospitals1 with regards to energy use intensity. Conversely, Figure 2 further supports SMH’s leadership in energy conservation. A comparison of SMH to smaller hospitals in the province shows SMH uses

1

Hospitals were only ranked if they operated 168hrs/week; facilities were used for hospital purposes; Acute/Chronic hospital; size of the hospital is greater than 500,000 square feet.

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relatively low amounts of energy per square foot2. A comparison of SMH’s steam and electrical consumption’s present state to the past five years can be found in Appendix B.

Planned Energy Conservation Projects and Strategies SMH plans to continue supporting established strategies for Infrastructure Renewal, Renovation projects and Greening initiatives as part of our organizational commitment to energy conservation in day-today operations and planning. As part of the SMH Energy CDM plan the following new initiatives will be undertaken.

St. Michael’s 3.0 Over the next 6 years, SMH is embarking on a Figure 2: SMH Energy Intensity per Square Foot Compared to its Peers series of projects to transform patient care at the hospital. St. Michael’s 3.0 includes the construction of a new 17storey patient care tower (PCT), a renovated Emergency Department, significant upgrades to improve the existing campus, and a re-constructed Shuter wing. St. Michael’s 3.0 enables SMH to implement new energy efficient measures. At a minimum, the new PCT will achieve LEED Silver certification and reduce total electricity and natural gas consumption by approximately 24%3.

Infrastructure Renewal SMH will ensure all infrastructure renewal projects are evaluated for greening opportunities.

This will include application for incentives as well as evaluating business cases for increased capital investment in order to achieve energy savings.

2

Data retrieved from the 2011 Broader Public Sector energy consumption data - Ministry of Energy.

Energy consumption and savings predictions are based on assumptions about occupancy, operations and weather as compared to a referenced model.

3

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Greening Procurement SMH will develop and implement policies to ensure procurement of capital equipment, supplies and services will be evaluated for greening opportunities. Specifically, SMH will manage its supply chain and improve its product lifecycle management to reduce its carbon footprint while ensuring the interests of the SMH Energy CDM plan are maintained.

LKSKI Energy Measures SMH will pursue the retro commissioning of the Li Ka Shing Knowledge Institute building which opened in 2012. After 2 years of operation several energy saving opportunities have been identified through Energy Audits. Energy conservation measures that will be implemented as part of the project include retro commissioning of building systems and lighting and ventilation retrofits.

Utilities Review Program SMH’s Utility Review Program will monitor and track utility consumption based on monthly steam and electricity data. The utility consumption will be analyzed on an annual basis by the SMH Engineering Department. Quarterly reports will be created and include information on the energy consumed and the associated costs for the given time period, and year-to-date.

Comparisons will also be made not only to energy baselines that have been established internally, but also to comparisons to previous period.

Plan Measures Table 1 outlines the measures that have been developed for each of the planned strategies.

Estimated costs savings cannot be determined at this time as the details and scope of each measure has not been determined. When feasible, SMH will update this plan with total estimated costs savings.

Table 1: Measures to be implemented at SMH

Infrastructure Renewal

Component

Present State Infrastructure is aging, beyond useful life and utilizes old technologies

Energy Savings Due To

Estimated Energy Savings/Measure

Roof Replacements

Reduced waste (improved insulation)

2-5% Total energy

Mechanical Fan Replacement

Improved efficiency (VFD, new motors)

30% Electricity

61 Queen St. Heat Pumps replacement

Improved efficiency (ECM motors)

20% Electricity

Measure

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Organizational Commitment Monitoring/ Tracking

No formal policy to ensure procurement is performed with a ‘greening lens’. May be selecting supplies, equipment or services that increase the hospital’s ecological footprint.

All renovations reviewed to incorporate improved efficiencies.

Utility usage monitored informally; no definitive process to review and compare usage.

Bond Stairwell Lighting

Improved efficiency (LED fixtures, dimmer switches)

30% Electricity

61 Queen Parking Garage

Improved efficiency (LED fixtures)

30% Electricity

Retro-commissioning of Li Ka Shing Knowledge Institute

Improved efficiency

3% Steam

Demand Controlled Ventilation and VAV Retrofit – Li Ka Shing Knowledge Institute

Improved efficiency

Lighting Retrofits and Occupancy Controls – Li Ka Shing Knowledge Institute

Improved efficiency

1% Electricity

Greening Procurement Strategy

Improved efficiency or reduced waste

5-10% Total energy

Energy Star Appliances

Improved efficiency

25% Electricity



To be implemented for all renovations

LED Retrofitting 

12% Steam 10% Electricity

(Energy Star Appliances)

Improved efficiency

30% Electricity

Improved monitoring/awarene ss and ability to determine areas to target for future improvements

5-10% Total energy

To be implemented for all renovations

Utilities Review Program  

2% Electricity

Quarterly reports Benchmarking

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St. Michael’s 3.0

LED lighting

Review of design specifications for new PCT.

Improved efficiency

Efficient heat recovery

Improved efficiency

High performance windows

Improved efficiency

High-efficiency chillers

Improved efficiency

Economizers on recirculating AHUs

Improved efficiency

All measures will contribute to LEED Silver certification which is estimated to have a 24% of energy savings.

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Implementation The high level timelines for the four objectives of the SMH Energy CDM Plan are outlined below.

Schedule* 2014 Infrastructure Renewal Program

2015

2016

2017

2018

2019

**

LKSKI Energy Measures Greening Procurement Utilities Review Program** St. Michael's Hospital 3.0

Donnelly

PCT

Shuter

Evaluation of Current Energy CDM Plan Development of New Energy CDM Plan *Schedule is in accordance with fiscal schedule, and is subject to any changes. **The Infrastructure Renewal Program and Utilities Review Program will be evaluated at the end of, and refreshed at the start of every fiscal year. The Utilities Review Program will also consist of quarterly reports.

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Monitoring and Evaluation SMH will utilize the Utilities Review Program to monitor energy consumption and evaluate the success of this plan. Annual results will be compared to our peers and benchmarked against the 2011 benchmarked energy consumption data that was created by the Ministry of Energy.

Furthermore, SMH will continue to compare annual utilities consumption to previous year’s data. Measures and timelines may be adjusted depending on the results of these evaluations.

This includes the addition of new measures where possible.

Conclusion and Next Steps The success of past energy conservation projects and greening initiatives has positioned SMH as a leader in energy conservation amongst its peers across Ontario.

The SMH Energy CDM plan outlines measures within four areas; procurement, infrastructure renewal, St. Michael’s Hospital 3.0, and utilities monitoring and tracking The next steps in implementing this Energy CDM plan is to engage all appropriate stakeholders to ensure the measures outlined in Table 1 are successfully executed.

SMH’s Energy CDM plan, in collaboration with the Ontario Ministry of Energy, will further strengthen SMH’s commitments to reduce its ecological footprint. As SMH continues to be a leader in health care innovation, this plan will also enable SMH to be a leader in energy conservation and demand management.

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Appendix A. Previous Energy Conservation Projects The table below followed by the diagram Greening Initiatives lists all notable energy/greening projects completed by SMH. Specific quantitative outcomes were documented where applicable. Conversely, qualitative outcomes from the Greening Initiatives include the increase in awareness and importance of ‘greening’ among staff.

Past Energy/Greening Projects SMH Past Energy/Greening Projects Project

Actions/Scope

Outcomes

30 Bond Street – Main Hospital Campus

Replacement of steam humidification by a high pressure water system

18% reduction in buildings annual utility costs

Simplified steam network and implementation of a high temperature hot water heating system

138,000 gigajoules of energy saved

Implementation of a single closed-loop domestic hot water system

Reduction of more than 7,000 tons of C02 emissions

Implementation of a single closed-loop chilled water system for the stand-up units Installation of three new chillers with heat reclaim capabilities Shutdown absorption chiller Optimization of the chilled water network Implement new schedule for the ventilation system Energy Retrofit Project – 61 Queen Street East SMH Medical Health Centre

Retro-commissioned the existing building automation system to optimize the operation of the many facility systems including the following:        

19% reduction in buildings annual utility costs

Multiple heat pumps within the facility Evaporative condenser system Makeup air unit Two hot water space heating boilers Variable frequency drives on the condenser glycol loop circulation pumps Electric baseboard heating system Garage ramp heating system Hot water storage tanks

Retrofit of existing lighting with higher efficiency lighting in the common areas such as the stairwells, waiting areas, doctors examination offices, conference rooms, parking garage areas and display signs

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Installation of lighting controls for six floors to automatically shut-off lighting systems during unoccupied hours of the facility Installation of electric baseboard heating controls for six floors as part of heating cooling integration Installation of variable frequency drive on the building glycol circulation pumps Installation of high-efficiency motors for building glycol circulation pumps Installation of chemical water treatment for the evaporative condenser cooling system Install electricity power factor correction and power cleaning equipment SMH Recycling Project

Nearly all waste from two of the hospital’s former buildings, equivalent to nearly three million garbage bags of waste are being turned into reusable or recyclable material

96% of 14,041 metric tons of waste are being reused on site or recycled

Material will be recycled and reused in new development construction as road base, landscaping or erosion control material, or sold as clean aggregate Toronto’s WaterSaver Program / Water Conservation Initiatives

SMH the first hospital to participate in the program Organizations successfully reducing water received a rebate of 30 cents per litre saved Transition to reuse water to cool MRI machines

To date, SMH received $60,906 from the city and can expect an additional $40,000 for further reductions Water savings equal enough for 1,200 homes $137,000 saved per year

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Appendix B. Present State – Steam and Electrical Consumption Past utilities consumption for SMH is outlined in the tables and figures below.

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St. Michael's Hospital 2008 - 2013 Steam Consumption (lbs) April May June July August September October November December January February March Total

2008 4,906,940 2,649,529 2,364,920 2,144,338 2,411,243 2,383,537 3,703,700 6,930,860 9,933,867 15,110,888 10,013,988 9,272,086 71,825,896

2009 5,492,948 2,644,740 2,090,040 2,579,186 2,447,355 2,407,159 4,356,387 4,867,890 10,132,712 14,120,288 10,227,034 6,957,727 68,323,466

2010 4,387,092 3,795,620 2,546,921 2,560,586 2,772,535 3,064,162 6,218,710 9,695,160 17,973,584 19,814,792 16,873,633 15,062,156 104,764,951

2011 12,232,665 6,856,894 5,704,266 5,073,969 4,551,769 5,596,527 7,509,377 8,998,818 12,568,081 15,636,620 13,531,146 10,765,994 109,026,126

2012 9,962,018 6,547,947 6,332,404 6,595,452 6,107,407 6,569,444 7,817,388 10,761,639 14,236,497 17,630,263 16,806,845 16,061,540 125,428,844

2013 11,869,967 9,100,820 5,633,755 7,337,451 5,896,215 6,772,355 9,113,304 12,838,150 16,962,193 22,040,302 18,040,913 17,160,605 142,766,030

St. Michael's Hospital 2008-2013 Steam Consumption4 25,000,000 20,000,000 15,000,000

2008

Lbls

2009 10,000,000

2010 2011

5,000,000

2012 2013

0

4

Data not weather adjusted; data includes consumption from 30 Bond St. – Main Hospital for all years. Li Ka Shing Knowledge Institute consumption included for the years 2010-2013.

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St. Michael's Hospital 2008-2013 Electricity Consumption (adjusted kw/h) 2008 2009 2010 2011 2012 3,242,394 3,285,991 3,277,566 3,119,449 3,157,026 3,415,157 3,512,856 3,813,408 3,422,497 3,693,899 3,800,617 3,675,396 3,760,291 3,709,302 3,872,980 4,152,899 3,890,877 4,291,937 4,254,587 4,231,057 4,025,375 4,059,749 4,197,947 4,090,383 4,190,283 3,728,228 3,675,924 3,552,260 3,679,641 3,712,361 3,399,810 3,265,355 3,359,542 3,340,635 3,358,924 3,213,200 3,196,038 3,171,720 2,754,248 3,172,435 3,299,895 3,320,133 3,339,750 3,232,144 3,204,174 3,325,868 3,325,749 3,324,655 3,274,820 3,289,917 3,160,988 2,903,753 3,016,830 3,082,514 2,971,641 3,238,686 3,307,059 3,155,225 3,261,825 3,213,297 42,003,117 41,418,880 42,261,131 41,222,043 42,067,996

April May June July August September October November December January February March Total

2013 3,862,823 4,025,675 4,677,931 5,081,543 5,421,243 4,787,060 4,406,294 4,067,660 4,158,527 4,238,629 3,880,815 3,981,775 52,589,977

St. Michael's Hospital 2008 - 2013 Energy Consumption5

Adjusted Kw/h Used

6,000,000 5,000,000 4,000,000 3,000,000

2008 2009 2010

2,000,000

2011

1,000,000

2012

0

2013

5

Data not weather adjusted; data includes consumption from 30 Bond St. – Main Hospital for all years. Li Ka Shing Knowledge Institute consumption included for the 2013 only.

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Appendix C. Awards and Recognitions   

       

2013 – Health Care Without Harm  Clinical Advocacy and Engagement Award 2011 – Recycling Council of Ontario  Silver – Waste Reduction Award 2010 – British Medical Journal  Social Responsibility Award

2010 – Ontario Hospital Association  Waste Reduction Award 2010 – Recycling Council Ontario  Gold – Communications 2009 – City of Toronto  Excellence for Water Efficiency Award 2008 – Ontario Hospital Association  Overall Leadership in Greening Healthcare 2007 – Ontario Hospital Association  Green Healthcare Energy Efficiency 2006 – Natural Resources Canada  Energy Management Award 2006 – Canadian College of Health Service Executives  Energy Management Award Winner of the Greening Healthcare 5% club for energy reduction of more than 5% (actual reduction was >16%)

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