Rethinking HVAC System Optimization to Prevent Operational Drift

What happens when lab buildings drift from their original design parameters, making inefficient operations the “new normal?” In a presentation during I2SL’s Education Month in February, Thrive Buildings’ Director of Life Science Solutions Patrick Kelly described how existing lab buildings can experience what he calls “operational drift,” when facility managers either lack access to systems to see how their buildings are performing or find improvements too costly or risky to change the status quo.

Patrick provided an example of a Boston building where some labs operated with higher-than-prescribed air change rates and manual overrides of temperature deadbands. Many labs were able to run eight air changes per hour (ACH) but exceeded 12 ACH. In its 10 years of operation, he said, there was no evidence that unoccupied temperature or airflow setbacks were implemented.

In some instances, Patrick described, there is pressure to prepare a building for occupation, which can result in buildings that do not operate according to their designed intent. Once the building is operational, limited budgets can prohibit changes to the standards in place. The status quo becomes stabilization, not optimization, of lab systems.

According to Patrick, up to 80 percent of the buildings Thrive supports can be described as operating far from design intent. In many cases, he said, facility teams are expected to deliver sustainability and energy efficiency results with a lack of education, lack of measurement, or information that is siloed. This can waste energy and thousands of dollars per year in operational costs. Patrick noted that, in addition to saving money with energy improvement projects, utility companies often have incentives that will cover up to 60 percent of installation costs.

Energy efficiency projects should also ensure continuity after installation, Patrick noted, to avoid diminishing performance over time. Patrick suggested that energy improvements should be viewed as optimization programs rather than one-time efficiency projects. He recommended ensuring that all stakeholders, including facilities, EH&S, and lab users should be involved to consider safety, efficiency, and user comfort. Patrick said lab buildings should be treated as living systems, as they require continuous monitoring and improvements. By taking a lifecycle approach, facility staff can make adjustments and improvements as the needs of labs change.