1. Thomas T. Tolan Vice President of Engineering
Conscientious and Continuous operational Changes: Sustainable DEVELOPMENT AND Management for energy reduction
Thomas T. Tolan
Vice President of Engineering

2. Introduction
There have been many articles written in regards to managing energy usage and conserving it, all of which are of value if used in the appropriate environment. However, 37 years of experience has led me to believe that:
The industry is lacking a “complete cycle” with an organic and sustainable approach, which is continuous and frequently changes.

3. Specifics about how the building enclosure contributes to energy usage/savings
Attributes an owner values in their service and product suppliers
How owners and suppliers should communicate about the goals of the program in order to work collaboratively

4. The Program
Real estate management teams need an organic and sustainable approach to energy management, a process which is continuous and changes frequently. 
The approach must be customized to each asset based upon the current technology, operating conditions, geography and personnel.
How owners and management teams can use the Conscientious and Continuous Operational Changes approach and how their professional consultants and vendors can contribute to achievement of the program goals

5. The program I utilize to ensure an organic, complete, and recurring cycle to implement and facilitate a sustainable energy management program is called Conscientious and Continuous Operational Changes (CCOC).
CCOC focuses on our approach to presence of mind (Conscientious), vigilance (Continuous), monitoring operations & acknowledging feedback (Operational) and action (Changes)
(T.I.A.T.A.T.) Technology Introduced At The Appropriate Time

6. The Process

8. Step 1
Identify and analyze energy conservation opportunities and cost avoidance opportunities for each asset using data received from the following:
Energy management assessment survey form

9. Step 1
Cost avoidance assessment survey form
ROOF

10. Step 2
Tour each asset with the stationary engineer to evaluate whether or not the equipment and systems are being operated at optimum efficiency Meet with the on-site team to review and discuss the current operational status and gather required information
SEMPP
Asset Visits
Asset
Month - Year
Jan-17
Apr-17
Jul-17
Oct-17
Jan-18
Apr-18
Jul-18
Oct-18
Jan-19
Apr-19
Region

11. Step 3
Provide a report with a list of suggestions and recommendations for each item identified at the asset

12. Step 4
Differentiate items identified as no-cost, low-cost, R&M, capital, and cost avoidance

13. Step 5
Summarize information on spreadsheets, by asset, to include an opinion of probable costs for items identified

14. Step 6
Develop and implement an asset specific scope of work process with operational agendas and monthly calls for updates

15. Asset Quarterly Visits
Step 6
Develop and implement a quarterly schedule for site visits
SEMPP
Asset Quarterly Visits

16. Step 7
Implement the monitoring program using the asset specific utility tracking spreadsheet to track implemented measures

17. Step 7
Implement the asset specific cost avoidance spreadsheet to track implemented measures

19. Summary
By implementing and facilitating a CCOC program and process, it will:
Produce positive financial results
Identify cost avoidance opportunities
Lower overall operating and capital expenses
Limit liability and exposure
Improve occupant comfort
Increase the assets value
Form a behavioral engaging environment that is collaborative

20. RESULTS
Year end, 2009 we had 27 of 81 assets that had a score of 75 or higher (34.57% of portfolio) using the EPA’s Energy Star Portfolio Manager. The overall portfolio rating was 72
For 2012, we entered and closed out the EPA’s National Building Competition (Battle of the Buildings) with 45 assets, of which 35 assets achieved a savings from the 2011 baseline year. For those 35 assets, that savings was over two million dollars. In addition, nine of our assets were in the top 10% overall; the competition had over 3,200 buildings

21. Year end, 2016 we had 34 of 43 assets that had a score of 75 or higher (70.06% of portfolio) using the EPA’s Energy Star Portfolio Manager. The overall portfolio rating was 82

22. 2013 AEE winner – Region IV, Corporate Energy Management and Energy Manager of the Year
2014 BOMA winner – Regional Building of the Year, Three Parkway, 500,000 – 1,000,000 sqft
2014 BOMA winner – International Building of the Year, Burnett Plaza, 1,000,000+ sqft

23. TOBY Awards 5 buildings
BOMA buildings
LEED 2016 certified at 14 buildings
GRESB 2016 overall score = 69; compared to a global average of 60

24. 20.4% reduction in energy usage over 7 years

25. 27.9% reduction in energy cost over 7 years

26. Contact Information
Thomas Tolan Vice President of Engineering Tier Reit 5950 Sherry Lane, Suite 700 Dallas, TX – mobile office

27. QUESTIONS