ASHRAE Journal - April 2015 - 22

TECHNICAL FEATURE

Dennis Schroeder / NREL

Case Study: NREL's Research Support Facility
described various methods to control the hallway
The National Renewable Energy Laboratory (NREL) is
lighting while referencing the impact on the energy
a national laboratory of the U.S. Department of Energy
target. The client made a decision to go with the
(DOE). NREL has a long track record in research related to
most efficient method, because they had an underbuilding energy efficiency, especially in low-energy whole
standing of impact on the energy target and could
weigh that against other factors involved in the deci- building design and zero-energy buildings. NREL facilities
has embraced NREL's mission creating world-class laborasion process.
tories and support facilities that minimize energy use.
The performance target ideally results in an energy
While NREL set energy goals for its projects, design
model that is more accurate compared to a traditional
teams often struggled with meeting the goals within a
energy model developed for tax deductions or green
cost target. NREL was often left to prioritize programbuilding compliance. It represents the building as
matic versus energy features in order to meet budgets.
designed, updated to reflect actual equipment selecThe goal was to engage the design team and the contraction, and is followed up with a measured outcome. As a
tor to achieve programmatic and energy goals without
result, the building energy use and major end uses will
exceeding fixed budgetary
be known. This will aid
ceilings.
in identifying any drift in
NREL had created sevthe expected performance
eral low-energy laboraand the root cause of the
tory buildings, lessons
degradation.
learned from previous
In the end, though the
projects helped credesign and construction
ate a procurement and
represents a multi-year
management strategy
process, it pales in comNational Renewable Energy Laboratory Research Support Facility.
to achieve very low
parison to the amount of
energy buildings without
time the building will ultiincreasing the construction budget.
mately stand. The simple act of establishing a realistic
The solution is to align all the people involved in a
but challenging energy target will result in a tremenproject around a common goal. It was estimated that
dous amount of energy and greenhouse gas savings for
1,000 people had some level of decision-making impact
the university over the next 50 plus years.
on the delivery of the building. These people include the
owner, architect, contractor and their trade sub-conLessons Learned
tractors, a subset of the occupants, and the engineers.
* Occupant plug loads are a large component of enThe key is to find a method to motivate the decision
ergy use. It will be crucial to educate students and staff
making process and align everyone to the same goals.
on this impact and help them understand actions they
NREL chose to use a performance-based design-build
can take to reduce energy.
strategy for the RSF project. NREL would engage a con* Considerations need to be made on how to accomtractor who would be solely responsible of the design
modate future renovations in a building that has a very
and delivery of the project and hold them accountable
specific energy use target.
for achieving project goals, including energy. To start,
* It is crucial for the owner to inform designers what
NREL prepared a "Request for Proposal" document that
diversity factors and schedules are to be used for the
captured all project aspects and expressed them as perplug loads and lighting. Everyone will then be using the
same assumptions. This can be adjusted at a later time if formance criteria with no prescriptive solutions.2
The heart of the proposal was a prioritized list of project
required as the design solidifies.
goals. Through a facilitated process, the owner team (made
* The energy target should be repeatedly communicated to the design team. It is crucial for them to under- up of individuals from across the organization) created
the prioritized list which contained divisions of "Mission
stand the importance especially as new subcontractors
Critical" (items that must be completed), "Desirable," and
are brought on.
22

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