Trial / Demo
NHS Greater Glasgow & Clyde (NHS GG&C) have successfully developed and deployed Measurement & Verification (M&V) based procedures on a range of Energy and Capital NHS projects utilising IES technology and consulting services.
IES and NHS Greater Glasgow & Clyde (NHS GG&C) have worked together successfully over a number of years on a diverse range of projects aimed at enhancing capital energy projects through the development and implementation of post-handover quality procedures. This collaborative effort employs a monitoring-based commissioning approach that identifies non-compliance, installation defects, building control faults, and areas of energy waste. The goal is to improve sustainability and energy efficiency across the full range of capital project types, from boiler house upgrades to ward refurbishments and campus-wide district heating schemes.
Traditionally, energy objectives have often been overlooked in post-handover and commissioning processes for such projects. To address this gap, NHS GG&C have explored global best-in-class initiatives, notably Measurement & Verification (M&V) and BS EN 15232-1:2017 standards for capital Building Management System (BMS) upgrades.
NHS GG&C has invested in data-driven monitoring-based commissioning and associated technology plus services provided by IES, typically allocating between 1-3% of the project value to M&V based activities. This approach not only ensures financial viability but also sets a higher standard for Contractors to meet on projects, leading to better-performing HVAC systems and increased likelihood of ambitious energy targets being achieved.
Expanding efforts, NHS GG&C now collaborates directly with Public Private Partnership (PPP) Contractors on new-build design programs, integrating M&V principles from the project's outset. This involves early engagement of the NHS GG&C Energy team from the outset on a new build capital project. A collaborative approach of this nature incorporates lessons learned from previous energy projects to further enhance the quality of future new build NHS facilities from the earliest stages of design.
A notable by-product of the M&V approach is the strengthened working relationship between the NHS Energy/Estates and Capital Planning teams. Previously siloed, these teams now communicate more effectively, bringing improved technical due diligence to the Capital Planning process and bolstering the overall technical credibility of the NHS to the Supply Chain.
Process/ Findings
The M&V process entails a comprehensive review of Project Documentation, BMS Description of Operations, front-end graphics, and monitoring strategies. Typically a 6-12 month monitoring program then follows, using data-driven analytics to ensure seasonal system performance aligns with the design intent. Metering challenges are addressed, with a focus on avoiding over-engineering and strategic placement of meters to maximize value for money.
Conclusion
These newly developed M&V procedures compel design teams and contractors to prioritize energy in project planning, fostering collaborative cross-team working within the Health Board. Continuous improvements are achieved through project appraisal, aftercare checks, and lessons learned, ultimately enhancing sustainability and the quality of future NHS GG&C buildings.
As NHS GG&C strives for net-zero goals, an emphasis on data-driven and monitoring-based projects in achieving these outcomes is critical. Collaborating with PPP/PFI Contractors on new builds ensures early planning for net-zero objectives, avoiding post-handover challenges and aligning with future net-zero ambitions (e.g. 2030, 2040+ etc). NHS GG&C asserts that proactive M&V based measures are crucial as we confront the climate crisis, ensuring NHS buildings contribute positively to our net-zero future.
