Glenn Lazarus- Why Your Observability Strategy Needs Security Observability
Achieving Energy and Cost Savings in Healthcare
1. ACHIEVING ENERGY & COST
SAVINGS IN HEALTHCARE
BY ENGAGING PEOPLE AND INSPIRING BEHAVIOR CHANGE
May 23, 2013
2. 2
LEARNING OBJECTIVES
• Define “Behavior-Based Energy Efficiency”
• Understand how a behavior-based energy
efficiency program might be implemented
• Understand the potential for energy and cost
savings in a healthcare environment
• Recognize the unique challenges associated
with the healthcare setting
• Decide if a behavior-based energy efficiency
program may be right for your organization
3. 3
WHAT IS BEHAVIOR-BASED ENERGY EFFICIENCY?
Behavior-based energy efficiency (BBEE)
is…
… a method of reducing energy
grounded
in psychology and behavior that relies on
individual choice and decision making
to realize verifiable energy savings
(BPA, 2013)
4. 4
WHAT IS BBEE?
• Behavior-based energy efficiency programs
target specific organizational behaviors, such as:
― One-time behaviors (e.g., changing the
settings on a thermostat)
― Habitual behaviors (e.g., turning off lights,
only running the dishwasher when full)
― Purchasing decisions
5. 5
WHY SUSTAINABILITY AT RMC
• Do No Harm
• Improve Community Health
• Environmental Impact Improvement
• Enhancing a Culture
• Improve Healing Environments
• Improve Employee Satisfaction
• Improve upon the Business
9. 9
“OH, THE THINGS THEY DO”
• Busy
• Focused
• Unaware
• Not educated as to the “why”
• Internally motivated
• No measurement, no worries
“Humans are the Hazard
in the System”
10. 10
PEOPLE AND PARTNERSHIPS
Recycling Rate
• 42%
Construction
• Recycling rate of 54.3%
• Most building items
purchased locally
• Native Plantings
Single Use Devices (SUDs)
• Annual savings =
$111,175
Electrical Usage
• 23% reduction
Natural Gas Usage
• 19.6% reduction
Water/Sewer Usage
• 28.1% reduction
11. 11
THE PARTNERS
• CLASS 5 Energy
―Consulting firm in White Bear Lake, MN,
established in 2002
―Specializes in behavioral energy programs,
energy plan development, utility tracking and
energy efficiency resources
―Clients in K-12 schools, higher education
and office/commercial
12. 12
THE PARTNERS
• Ridgeview Medical Center (RMC)
―Independent nonprofit, regional healthcare
network west of Twin Cities
―More than 1,500 employees
―13 buildings: hospital, clinics,
professional buildings and a
hospice home
―More than 460,000 sq. ft.
and an annual utility budget
of more than $1.2 million
13. 13
GOALS FOR CLASS 5
• Implement program components and adapt
as needed for a healthcare setting
• Develop new components specific
to the healthcare sector
• Obtain feedback from RMC staff
on the effectiveness of the program
• Evaluate the impact of the program on RMC’s
overall energy savings
14. 14
GOALS FOR RMC
• Increase RMC’s energy efficiency
• Engage staff in energy saving behaviors
• Achieve an 8% reduction in energy costs
• Work towards ENERGY STAR® recognition
for RMC’s buildings
• Run an effective program without affecting
quality or patient and staff safety
16. 16
RESULTS
Nearly 400 of RMC’s 1,575 employees
responded to a survey asking how the program
affected their attitudes and behaviors:
• 89% are more likely to engage in energy saving
behavior
• 83% have a more positive attitude toward saving
energy
• 91% learned that individuals can have an impact
on organizational energy costs
• 94% would be willing to submit an energy saving idea
to their department if they had one
17. 17
THE SCIENCE
Technical Approach: Improving business systems and
processes
Human Approach: Managing the people side of change
Convergence over time = CHANGE
MANAGEMENT
Organizational Change Management
18. 18
WHAT IS THE CLASS 5 PLAN?
Guided process for achieving organizational
energy efficiency
• Identify an internal champion/team of champions
• Gain leadership buy-in and support
• Create energy steering committee, establish
guidelines
• Educate and engage employees and peer champions
• Implement low- and no-cost operational strategies
• Track energy use
19. 19
HOW DOES IT WORK?
• Educate people about why a change
is needed and how it will be
achieved
• Identify opportunities for both
short- and long-term wins
• Engage people and asking them
to do their part
• Measure and track progress
(using data) toward the goal
• Communicate and celebrate results
The Plan uses a dynamic, iterative change
management process:
20. 20
TECHNICAL APPROACH
• Adjusting thermostats in all areas except patient
rooms and having setbacks for areas that are not
open 24/7
• Putting timers on equipment that can be shut off
without affecting patient care
• Utilizing power-saving functions on equipment
and computers
• Asking employees to turn off
lights, monitors, printers, etc.
• Delamping in overlit areas
21. 21
TIMERS ON HYDROCULATORS
Calculated savings:
$0.125 per KWH x 8 hours/day x 365/days a year =
$365 dollars per year per unit
$365 x 8 units = $2,920 in savings per year minimum
(additional savings with weekends and holidays)
Cost: $41/timer x 8 timers = $328
Payback in 1.68 months!!
22. 22
HUMAN APPROACH
• Presentations to leadership
• Establish an Energy Steering Committee
• All-facility public kick-off
• Network of peer champions (44 EPAs!)
• Tracking employee suggestions and providing
feedback on implementation status
• Posters in employee break rooms, lounges
and bathrooms
• Share stories about employee participation
23. 23
COMMUNICATE AND CELEBRATE!
Last quarter Ridgeview
saved 16% on its energy
bills—more than $41,000 in
savings! Now that’s
something to get
batty about!
We’re just
batty about
saving energy
at RMC!
• Progress updates
on RMC’s intranet
• All staff emails
from leadership
• Presentations
at staff meetings
• Messages on
paystubs and time
clocks
• Treats!
24. 24
KEYS TO SUCCESS
• Visible leadership support for the program
• A designated employee assigned to coordinate
the effort
• A strong core team supporting the EEC
• Peer champions in each department/building
• Sharing success stories across the
organization
• Measure use/progress toward goal
• Communicating results
• Unified culture (notable at RMC)
25. 25
KEYS TO SUCCESS
“Was amazing how much energy departments saved when
everyone did a little.”
“Learning about energy use has helped me become more aware
of my surroundings at work as well as noticing how it affects
my personal life. I’ve been able to cut my own energy bill as
well!”
“Great program with impressive results! I like the updates
on RidgeNet letting us all know the positive impact we've had
on the organization's energy use.”
“I use a lot of energy saving techniques at home and was
grateful
for the chance to implement them at work to help cut waste
and as a recognized effort by RMC to be more efficient.
THANK YOU!”
Todd – Technical improvements. Describe and transition the missing link of behaviors in people
Todd
Todd – Talk about people. Why not like home.
Todd
Kathleen
Todd
Kathleen
Todd—Tie back to “Why Sustainability at RMC?”
Todd
Kathleen
Kathleen
Kathleen
Kathleen
Todd
Todd -- A hydrocollator “hot pack” is used for pain management and in physical therapy. It’s a quilted device filled with a clay-like substance that traps heat. In patient care, it is heated, wrapped in damp towels, and applied to a part of the body needing moist heat. Ridgeview Medical Center in Waconia, Minnesota, had eight hydrocollator heating units at its outpatient sites, units that were maintained at full temperature around the clock. Based on an employee’s suggestion, the facilities team purchased portable, programmable 120-volt timers at $41 each and attached a timer to each heating unit. Each timer was programmed to maintain the hydrocollator at full temperature all day for patients’ use and to turn it off during the night and on weekends and holidays. Hydrocollators that had previously been “on” continuously were now turned on only during the periods when they might be needed—eight hours per day. The facilities team calculated that Ridgeview would save at least $365 per unit per year in electricity costs—a total of nearly $3000 per year. Ridgeview recouped its investment in less than two months, and over the next ten years the medical center will save nearly $30,000.
