CA - Commissioning - Guide - New - California - Cost

California Commissioning Guide:
New Buildings
COST PAGE 21
© 2006 California Commissioning Collaborative
Acknowledgements
The information in this document is drawn from several existing guides to commissioning:
American Society of Heating, Refrigerating and Air-Conditioning Engineers, Inc. (ASHRAE).
Guideline 0-2005, The Commissioning Process (2005).
California Department of General Services. Adopting the Commissioning Process for the
Successful Procurement of Schools (January, 2003), prepared by Farnsworth Group.
Collaborative for High Performance Schools (CHPS). Best Practices Manual Vol. I “Planning “
and Vol. II “Design” (2002).
Energy Design Resources. Building Commissioning Guidelines (2000/2001).
Prepared by:
Portland Energy Conservation, Inc.
Tudi Haasl
Kristin Heinemeier
Project Manager:
Martha Brook, California Energy Commission
Reviewers:
Greg Cunningham, Enovity, Inc.
Glenn Friedman, Taylor Engineering
Al Garcia, California Energy Commission
Ken Gillespie, Pacific Gas and Electric Company
Hannah Friedman, Portland Energy Conservation, Inc.
The California Commissioning Collaborative is a non-profit corporation with a mission

to support and promote the practice of commissioning in California. Its Advisory Council
and Board of Directors are made up of utilities, state and federal government, researchers,
designers, building owners, and commissioning providers. The Board of Directors currently
consists of:
Jim Parks, Sacramento Municipal District, CCC Chairperson
Gregg D. Ander, FAIA, Southern California Edison, CCC Vice Chairperson
Nancy Jenkins, PE, California Energy Commission, CCC Secretary
Ed Becker, Sempra Utilities
Mark Bramfitt, Pacific Gas and Electric Company
Cover photo: Richard Conrad, Department of General Services
Capitol Area East End Complex, Chip Fox, Sempra Utilities
State of California Department of Arun Jhaveri, Federal Energy Management Program
General Services, Sacramento, CA Bill Pennington, California Energy Commission
2 / California Commissioning Guide

New Buildings
i4//California
CaliforniaCommissioning
CommissioningGuide
Guide
About this Guide
Building commissioning is a quality assurance process that spans the entire design and
construction process, helping ensure that the new building’s performance meets owner
expectations.
This Guide:
• Describes the building commissioning process. You can read it cover-to-cover, or skip
around to find only the information you need.
• Is written for building owners, managers, and operators, but others involved in the
commissioning process will also find it useful.
• Answers the following questions:
What is building commissioning and why should I implement the process?
What are the benefits and costs of commissioning?
How do I hire a commissioning lead and integrate them into my existing team?
What happens during the commissioning process and how does it relate to design
and construction?
How will the commissioning process ensure efficient operations at my facility over the
long term?
How do I get started with commissioning?
Helpful Hints
Indicates a definition. Definitions can be found throughout the text and at
the end of the guide in the Glossary (p. 63).
Indicates that additional information about the topic can be found

elsewhere in the guide.
Indicates an important topic.
California Commissioning Guide / ii

1 Introduction
What is Building Commissioning?. . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
Goals of the Commissioning Process. . . . . . . . . . . . . . . . . . . . . . . . 3
Why is Commissioning Important?. . . . . . . . . . . . . . . . . . . . . . . . . . . 4
Commissioning and LEED®. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

2 Benefits and Costs of Commissioning

New Buildings
Commissioning Benefits. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
Commissioning Costs. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13

3 The Commissioning Team

Commissioning Team Members and Their
Responsibilities. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
Selecting a Commissioning Lead. . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
4 The Commissioning Process

The Commissioning Process. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28
Pre-Design. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28
Design. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31
Construction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35
Occupancy and Operations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43
6 //California
iii CaliforniaCommissioning
CommissioningGuide
Guide
Strategies for Ensuring Persistence of
Benefits 5
Stragegies for Ensuring Persistence of Benefits. . . . . . . . . . . . . 46
Good O&M Begins During Design. . . . . . . . . . . . . . . . . . . . . . . . . . 46
O&M Manuals and Sequences of Operation. . . . . . . . . . . . . . . 47
Building Staff Training. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49
Preventive Maintenance. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51
Performance Tracking. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52
Recommissioning Plan. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55
Continuous Commissioning® and Monitoring-Based
Commisioning. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56
Getting Started 59 6
Appendix
Acronyms.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62
Glossary.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63
Commissioning Resources.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 68
California Commissioning Guide / iv

Commissioning Process Overview
• Select a commissioning lead

• Pre-Design Phase commissioning meeting
Pre-Design Phase • Begin developing Owner’s Project
Requirements
• Develop initial Commissioning Plan outline
• Design Phase commissioning meeting

(If Pre-Design meeting didn’t occur)
• Perform commissioning-focused
design review
Design Phase • Update Commissioning Plan
• Develop commissioning requirements
for the specification
• Begin planning for verification checklists,
functional tests, Systems Manual, and
training requirements
• Construction Phase kick-off meeting

• Review submittals, monitor development
of Shop and Coordination Drawings
• Review O&M Manuals
• Perform ongoing construction
observation
Construction Phase • Perform verification checks
• Perform diagnostic monitoring
• Perform functional testing
• Develop Commissioning Report and
Systems Manual
• Develop Recommissioning Plan
• Verify and review training of owner’s staff
• Resolve outstanding commissioning issues

Occupancy and • Perform seasonal /deferred testing
Operations Phase • Perform near warranty-end review
v / California Commissioning Guide

1. Introduction
1
This chapter introduces the building commissioning process. It answers the
questions:
• What is building commissioning?

• What are the goals of the commissioning process?
• Why is commissioning important?
Introduction / 1
1
What is Building Commissioning?
The term commissioning comes from shipbuilding. A commissioned ship is one
deemed ready for service. Before being awarded this title, however, a ship must pass
Commissioning (Cx) several milestones. Equipment is installed and tested, problems are identified and
Building commissioning, corrected, and the prospective crew is extensively trained. A commissioned ship
often abbreviated as “Cx,” is a is one whose materials, systems, and staff have successfully completed a thorough
systematic quality assurance quality assurance process.
process that spans the entire
design and construction
process, helping ensure that Building commissioning takes the same approach to new buildings. When a building
the new building’s performance is commissioned it undergoes an intensive quality assurance process that begins
meets owner expectations. during design and continues through construction, occupancy, and operations.
Commissioning ensures that the new building operates as the owner intended and
that building staff are prepared to operate and maintain its systems and equipment.
Retrocommissioning Retrocommissioning is the application of the same process to existing buildings.

(RCx) Retrocommissioning is a process that seeks to improve how building equipment
For more information on and systems are operating and functioning together. Depending on the age of the
retrocommissioning, consult the
building, retrocommissioning can often resolve problems that occurred during
Existing Buildings, a companion design or construction, or address problems that have developed throughout the
to this publication. building’s life. In all, retrocommissioning improves a building’s operations and
maintenance (O&M) procedures to enhance overall building performance.
Recommissioning is another type of commissioning that occurs when a building

that has already been commissioned undergoes another commissioning process.
More on The decision to recommission may be triggered by a change in building use
Recommissioning or ownership, the onset of operational problems, or some other need. Ideally,
A more detailed discussion of a plan for recommissioning is established as part of a new building’s original
recommissioning can be found
commissioning process or an existing building’s retrocommissioning process.
in Chapter 5: Strategies for
Ensuring Persistence of Benefits.
Retrocommissioning, and then recommissioning every five years, is required
of all State of California buildings more than 50,000 square feet in size.
Recommissioning is one of the steps that can be taken to ensure that retro-
commissioning and other efficiency measures last and to ensure the persistence

of their associated benefits. The State of California also requires that all large
1
State buildings receive a United States Green Building Council (USGBC)
LEED®-EB rating, which requires retrocommissioning. LEED requirements are Building Owner
discussed in more detail on page 6. Often the word “owner” can refer
to a number of different actors
in a building. In this document,
Goals of the Commissioning Process the term “owner” refers to

whoever makes the decisions
regarding the building’s facilities.
All forms of building commissioning share the same goals: to produce a building
Commissioning Lead/
that meets the unique needs of its owner and occupants, operates as efficiently
Provider/Authority/
as possible, provides a safe, comfortable work environment, and is operated and
Agent/Coordinator
maintained by a well-trained staff or service contractor.
These titles are often used
interchangeably, and have
The commissioning process is a team effort, usually led by a commissioning lead, historically been used to
who verifies that the building meets the owner’s expectations at each stage of refer to an individual hired
the design and construction process. Since each building project is unique, the to lead a commissioning
commissioning lead will adapt the process to meet the project’s specific goals. This process. However, in this
guide, “commissioning lead”
guide outlines a comprehensive process for reaching those goals. The scope of the
can either be an individual
individual projects may differ, depending on size, complexity, and budget. from the owner’s staff, a design
professional or contractor
The parts of the commissioning process that are included in the commissioning designated to lead the
lead’s scope of work can also vary. In the scope, the lead typically is engaged to commissioning process, or a
perform the following activities: hired independent third-party
provider.
Document the building’s functional and performance requirements. The Owner’s Project
commissioning lead works with the owner and design team to ensure that the Requirements (OPR)
Owner’s Project Requirements (OPR) document clearly describes the owner’s A document that details the
performance and maintainability criteria. Ideally, this occurs during the design phase owner’s functional requirements
of the project. This document is also sometimes called the Design Intent Document. for a project and expectations for
how it will be used and operated.
Provide tools and documentation to improve the project team’s deliverables. These include project goals,
measurable performance criteria,
These include Issues Logs, which track issues from identification to resolution at
cost considerations, benchmarks,
each phase of development, and a Commissioning Report, which documents the success criteria, and supporting
results of inspections and functional performance tests. information.
Introduction / 3
1 Verify and document that systems perform as specified in the OPR. To ensure
that the building will perform as expected, the commissioning lead observes
equipment start-up, writes and observes functional testing, verifies that control
“My experience in the contracting system calibration and testing, adjusting, and balancing have been performed
world has made me a believer in satisfactorily, and documents these activities.
commissioning.  Commissioning
is a process that assures that the
design intent is met when the Verify that the building owner and manager receive adequate and accurate system
building becomes operational. It documentation and staff training. The commissioning lead ensures that these
has become a critical process be- requirements are included in the specifications, tracks their delivery, and may oversee the
cause it assures that systems work of training leads in developing curriculum and conducting training sessions.
perform as intended, efficiently and
dependably. There are no other op-
Bring a holistic perspective to the design and construction process that integrates
tions to assure a functional and
efficient system while focusing on a and enhances its traditionally separate functions. The commissioning process brings
low first cost. Commissioning is the project team members together on a regular basis and encourages the group to work
only answer.” together to solve problems.
- John Wimer
Chief Operating Officer
National Center for Energy Why is Commissioning Important?
Management and Building
Technologies
In today’s complex buildings, systems are highly interactive. Increased system inter-
activity, together with the nearly universal presence of sophisticated control systems,
results in a trickle-down effect on building operations — small problems have
big effects on performance.
No matter how carefully a building is designed, if the systems, equipment and materials
are not installed and operating as intended, the building will not perform well.
Now more than ever, effective operations require subsystems and components
that work effectively and reliably and a building staff with the knowledge and
resources to operate and maintain them. But in today’s construction environment,
project team members are more cost-conscious than ever, and seldom is there
adequate budget allocated to quality assurance processes.

The result of this situation? Poorly performing buildings where:
Header
21
System and equipment problems result in higher than necessary utility bills.
Unexpected or excessive equipment repair and replacements due to
“The commissioning provider found
premature failures cost the owner money and eat up staff time.
dampers that weren’t functioning
Poor indoor environmental quality causes employee absenteeism, tenant properly and that would not have
complaints and turnover, and in the most severe cases, leads to lawsuits and been found without commissioning.
expensive retrofits. From a LEED compliance standpoint,
the commissioning provider found
Building commissioning is a proven way to achieve improved building performance. that the mechanical engineer had
As a process, rather than a set of prescriptive measures, building commissioning adapts specified a system with HCFCs, a re-
frigerant that is prohibited and would
to meet the unique needs of each building’s owner, design team, and future occupants. have resulted in the projects not being
When appropriately applied, the process avoids quick-fix solutions and addresses root able to qualify for LEED.”
causes to systematically ensure that building systems operate efficiently, effectively,
and reliably, and ensures the improvements persist over time. - Lesley L. Miles, AIA
President
Weston Miles Architects, Inc.
As this guide explains, commissioning accomplishes the following:
Brings the owner’s needs and project requirements to the forefront at each
phase of the project to ensure that the finished product will meet expectations.
Improves the building’s overall performance by optimizing energy-efficient
design features and directly addressing issues like equipment performance
testing and system integration.
Verifies that building staff members are well-trained and possess the documentation
they need to operate and maintain the building’s systems and equipment after
turnover.
Benefits and Costs / 5

Introduction
1
Commissioning and LEED®
What is the USGBC’s LEED® rating system?
The LEED guidelines specify the criteria that define environmentally superior buildings in
each of six categories:
Sustainable sites Materials and resources
Water efficiency Indoor environmental quality
Energy and atmosphere Innovation
In order to be LEED certified, a project must meet all the prerequisite requirements in
each category. Projects then earn points by selecting more advanced criteria from various
categories. The more points a project earns, the higher its LEED rating. This point system
allows projects a great deal of flexibility in producing a LEED certified building. Upon
What is LEED®? completion, a certification package is created that documents the measures that were
LEED stands for Leadership in implemented, and the USGBC evaluates the certification package and grants a LEED rating
Energy and Environmental along with a plaque and recognition on the USGBC website. There are distinct rating systems
Design, a green building rating
for new construction (LEED-NC), existing buildings (LEED-EB), and several other situations.
system developed by the U.S.
Green Building Council (USGBC).
LEED for new construction What are the LEED-NC commissioning requirements?
(LEED-NC) provides a standard
for defining a “green building.” All buildings seeking LEED-NC certification must implement a commissioning process that
It is used by owners, architects, meets the LEED-NC Rating System guidelines. The LEED-NC guidelines also identify more
engineers, and contractors advanced commissioning tasks that may be incorporated to earn an additional point. Many
to take a holistic approach in of the measures that will be incorporated to achieve the level of energy efficiency required
evaluating a building and its
for a LEED-NC rating are sophisticated and interdependent. Therefore, commissioning would
systems over the life of the
facility. be advisable even if it weren’t required, to ensure that the building performs as well in reality
as it did on paper.
New buildings can receive
one of four LEED for New Projects undertaking LEED certification should consult the most recent version of the LEED
Construction (LEED-NC) ratings: Green Building Rating SystemTM for detailed information. More information about the LEED
Certified, Silver, Gold, and Rating System can be found on the U.S. Green Building Council’s website at www.usgbc.org.
Platinum.

2. Benefits and Costs of Commissioning
2
New Buildings
The benefits of starting commissioning early in a new building project
are numerous. They include construction cost savings, energy savings,
improved indoor environmental quality, more effective and efficient
building operation, improved coordination among team members during
design and construction, a smoother turnover process, and fewer warranty
claims. This chapter discusses what a building owner, manager, or operator
should expect in benefits as well as costs.
This chapter answers the questions:
• What are the benefits of commissioning?

• What cost savings can an owner expect?
• How does commissioning reduce a building’s energy use?
• How much does commissioning cost?

2
Commissioning Benefits
Commissioning benefits are far-reaching. Each of the participants in
the design and construction process will benefit from commissioning,
Construction Phase and so will the building’s owner, staff, and future occupants.
Savings
One study of six new construction These benefits include but are not limited to:
projects found that commissioning
reduced change orders by 87% Construction cost savings
and contractor call-backs by 90%, Improved coordination between design, construction, and occupancy
thus reducing the total construction Fewer system deficiencies at building turnover
cost by an estimated 4% to 9%. Energy savings
Joy Altwies, “Information from Improved indoor environmental quality
a Commissioning Process Case
History,” PowerPoint presentation
to Energy 2002, Palm Springs, CA. Cost Savings: The Benefit of an Early Start
When commissioning starts during the design phase of a new construction project,
the result is significant cost savings. Errors caught on paper, rather than on the
job site, are much less expensive to fix. Because commissioning identifies and helps
resolve potential problems, it reduces costly change orders and contractor call-
backs. This in turn helps keep the project on schedule and on budget.
Savings from Commissioning1

Commissioning can produce significant cost savings in a new building project. Cost savings
are usually presented as a range, since actual savings vary depending on the building type,
its location, and the scope of the commissioning process. A comprehensive study found the
following cost savings ranges:
Description Range of Values

Value of Energy Savings $0.02 - $0.19/sqft
Value of Non-Energy Savings $0.23 - $6.96/sqft
1
Mills, E., H. Friedman, T. Powell, N. Bourassa, D. Claridge, T. Haasl, and M.A. Piette. 2004.
8 / California Commissioning Guide “The Cost-Effectiveness of Commercial-Buildings Commissioning,” Lawrence Berkeley National Laboratory.
http://eetd.lbl.gov/EMills/PUBS/Cx-Costs-Benefits.html
Owners who wonder how they will pay for commissioning with a limited design
2
and construction budget should think about transferring construction phase cost
savings to the design and commissioning budgets. When construction cost savings
are taken into account, commissioning can pay for itself. “We find the greatest advantage of
commissioning comes because we
are long-term residents - we’ve been
Improved Coordination Between Design, Construction, and
here over 100 years and we’re here
Occupancy for the long haul. Having a building
Commissioning improves communication between all team members. Without commissioned properly improves its
clear and frequent communication, there is little chance the new building longevity and the ability of mainten-
will meet the owner’s expectations. Throughout the project, commissioning ance and operations to care for it
throughout its life.”
tracks and resolves issues, focusing communication on pressing problems. During
commissioning meetings, participants are encouraged to consider one another’s - Bob Vanderwall
perspectives while maintaining a consistent focus on the owner’s expectations for Director of Facilities and Bond Projects
building performance. This improves the ability of the project team to identify South Pasadena
Unified School District
the best long-term solutions for problems, and as a result, ensures that systems
function as intended. This can avoid common problems like oversized and
inefficiently functioning systems, installation of the wrong equipment, and
incorrect programming of the sequences of operation.
As occupancy nears and the number of issues is at its peak, an owner must make
important decisions in a short time frame. The commissioning lead helps the owner
with these decisions by explaining their consequences and how each choice affects
the building and impacts the Owner’s Project Requirements (OPR).
Fewer System Deficiencies at Building Turnover

During the last few months before turnover, the project team often focuses its
attention on the systems and equipment most critical to obtaining permits and
readying the building for occupancy. At this stage it is easy to overlook incomplete
or deficient systems, but problems that remain after turnover do not go away
without attention.
Deficiencies may go undetected for years, negatively affecting building control,

energy use, equipment reliability, and occupant comfort. Some will come to the
attention of building staff either through occupant complaints or in the course of

2 routine maintenance. Others may never be found, causing excessive energy con-
sumption, unacceptable indoor environmental quality, and increased need for maintenance.
“Our company’s estimate for the Even with proper training and documentation, building staff may not have the time
provision of control systems for a or knowledge to correct these lingering issues, or may only be able to address the
commissioned building is more
symptoms without fixing the underlying problem. When a building has deficiencies
accurate than for buildings that
are not commissioned. On com- that can only be corrected by bringing the contractor back to the site, building staff
missioned projects I am thus able are often left to coordinate the callback and help resolve the problem.
to provide a more competitive
price.” Commissioning reduces the likelihood that problems will remain after turnover.
It helps the project team identify system deficiencies as early as possible and tracks
- Robert Gleeson
their status until they are corrected. By identifying deficiencies early and using a
President
Alamo Controls systematic process to track them, commissioning assists the project team in providing
a building that functions properly at turnover.
Energy Savings
More and more building owners want to reduce energy use in their facilities.
Building commissioning ensures that the building’s systems and equipment, as
well as any special energy efficient features, are installed and work correctly.
The commissioning lead ensures that the delivered building realizes the owner’s
energy efficiency goals. When a new building operates as efficiently as possible while
meeting the owner’s expectations, commissioning has been successful.
The commissioning process employs several strategies to reduce a building’s energy

use. Early in the design phase, energy issues are discussed among the project team.
In design review, they look for design issues that may lead to inefficient system operation
and wasted energy. The commissioning process also identifies places where energy
efficiency measures might fail, once they are integrated with the rest of the system.
During construction, the commissioning lead ensures that delivered equipment

meets the OPR, the designer’s plans, and the specifications. The commissioning
lead also observes installation to make certain that the equipment is installed,
maintainable, and working correctly. Functional testing extends this quality assurance

to establish that building systems work together correctly and perform effectively.
2
For example, during functional testing, commissioning helps resolve controls
system programming deficiencies that would result in inefficient operations. Energy Efficiency
Goals
Although it is difficult to quantify energy savings for new buildings without the Building commissioning is an
effective way to meet energy
necessary baseline data, commissioning will ensure that energy efficiency strategies
efficiency goals. The State
work effectively. of California has committed
to reducing the energy
Improved Indoor Environmental Quality consumption of its buildings by
20% by 2015.
The quality of a building’s indoor environment affects the health, comfort and
productivity of its occupants. The consequences of poor indoor environmental See State of California Green Building
Action Plan, March 2005—Detailed
quality (IEQ) range from mildly inconvenient to very serious. Temperature and Direction that accompanies Governor’s
lighting can cause an uncomfortable work environment that hinders learning and Executive Order S-20-04. Section 1.1.2.1.
lowers an organization’s efficiency and productivity. In more severe cases, poor air
quality can cause headaches, fatigue, or severe allergic reactions.
The IAQ Problem
Poor indoor air quality can have many causes, including: Indoor air quality is a big
Moisture and mold in the building envelope problem in U.S. commercial
buildings, some 20-30% of
Inadequate outside air
which suffer from indoor air
Poor air circulation quality problems.
Inappropriate control of ventilation air
Poor IAQ is especially troubling
Poor craftsmanship in the distribution system in schools, where students
spend close to 13,000 hours
Incorrect building pressurization can lead to poor indoor air quality. This is between kindergarten and 12th
especially important in facilities with labs, morgues, indoor swimming pools, or grade. The U.S. Environmental
any areas where pressurization is used to keep smells or toxins from migrating Protection Agency reports that
half of U.S. schools – where
between spaces. Proper commissioning ensures that pressure differentials
more than 55 million students,
between spaces are correct. teachers, and school staff spend
the majority of their time - have
Commissioning reduces the risk of indoor environmental quality problems. indoor air quality problems.
Many comfort and air quality issues stem from a poorly designed and maintained Conditions of America’s Schools,
HVAC system, a problem that commissioning addresses directly through rigorous February 1995. U.S. General Accounting
Office, Health, Education, and Human
construction observation, functional tests, and staff training. For example, Services Division, Document#: GAO/
commissioning can help prevent the growth of mold in the building envelope HEHS-95-61, Report#: B-259307.

2 by identifying issues that contribute to mold growth during design, catching
installation issues during construction before they are covered up by walls
or ceilings, testing control algorithms over a range of operating modes, and
ensuring that building staff have sufficient training and documentation to
effectively manage moisture in the building.
The Cost of Discomfort

Comfort problems affect every building owner – both those who occupy their facilities and
those who lease them.
Reduced Productivity
An uncomfortable building makes everyone less productive. Occupants spend more time
complaining and often take more sick days. Building staff spend more time responding to
comfort complaints and have less time to attend to their regular maintenance tasks.
Tenant Retention
A chronically unhealthy building can cause owners to lose tenants and money. When tenants
leave, rent revenues and leasing commissions are lost. In addition, word of uncomfortable
building conditions is likely to spread among business peers, increasing vacancy periods.
Increased Liability
Owners are increasingly on the receiving end of lawsuits over poor indoor air quality in
their buildings. They result in high costs to the owner, inconvenience to tenants, and wasted
time on everyone’s part.

2
Commissioning Costs
The cost of commissioning is different for each project, and depends “Over the past 20 years we have
on the project’s size, complexity, and the scope of the commissioning tracked the issues identified and
process. resolved through the commissioning
process. We find that in a typical
Commissioning costs are difficult to estimate. There is no standard convention for project, the owner has recovered the
full cost of the commissioning process
determining which costs are included in the total cost of commissioning. The
about 80% of the way through
commissioning lead’s fee is the most obvious cost, but sometimes the costs to other design as a result of eliminated
team members who participate in the commissioning process, and the cost of change orders and requests for
correcting problems identified by commissioning are also counted. information, improved system
operation, and reduced maintenance.”
Because it is hard to define precisely, the cost of commissioning is most commonly
- Chad Dorgan
and accurately presented as a range of potential costs rather than a specific dollar Commissioning Provider
amount. No matter how it is defined, however, the cost of commissioning accounts
for only a very small part of the overall construction budget, and an even smaller
part of the building’s lifecycle costs.
Commissioning Costs2
Actual commissioning costs, as reported in a study of 69 commissioning projects
Description Value or Ranges

Total Cx Cost $0.49 - $1.66/sqft
Cx Provider Fee as % of Total Commissioning Cost 74 - 86%
Provider Fee as % of Total Construction Cost 0.3 - 1.1%
Design Review 18%
Construction Observation 14%
Acceptence Testing 64%
Warranty 4%
2
Mills, E., H. Friedman, T. Powell, N. Bourassa, D. Claridge, T. Haasl, and M.A. Piette. 2004.
“The Cost-Effectiveness of Commercial-Buildings Commissioning,” Lawrence Berkeley National Laboratory. Benefits and Costs / 13
http://eetd.lbl.gov/EMills/PUBS/Cx-Costs-Benefits.html
2 It is important to note that when the dollar value of commissioning’s benefits are
taken into account, the cost of commissioning is often offset by more than 50%. This
results from commissioning’s ability to reduce a building’s net life-cycle costs and its
potential to reduce first costs, when commissioning begins early in the design phase
of the project.

3. The Commissioning Team
3
Assembling the commissioning team is usually the first, and one of the
most important, parts of kicking off a commissioning project.
This chapter answers the questions:
• Who should be on the commissioning team, and how are

responsibilities usually assigned?
• What is the role of the commissioning lead, and who are the
different parties that can fill this position?
• How can commissioning lead qualifications be evaluated?
• What is the commissioning lead selection process?
• What commissioning provider certification programs are available?
The Commissioning Team / 15

3 Commissioning Team Members and
Their Responsibilities
The commissioning team works together to identify and resolve
Possible
problems early in the design and construction process, and follows
Commissioning Team
them through to their eventual resolution, ensuring that the final
Members
delivered building meets the owner’s needs.
• Commissioning Lead
• Building Owner or Owner’s
Clearly defining and documenting the responsibilities of each team
Representative
• Building Manager and Staff
member is vital to the success of the commissioning project.
• Design Professionals
It is important to note that neither the commissioning team nor the commissioning
• Contractors
• Manufacturer’s Representatives
lead manages the design and construction process. Team members are not
• Testing Specialists
authorized to direct work, nor accept a building or system. Rather, their purpose
is to facilitate communication, resolve issues, and document performance.
Together, the commissioning lead and the owner assign roles and responsibilities
to members of the commissioning team. Budgets and special project characteristics
The Commissioning will affect the team’s structure, and the commissioning lead can help the owner
Team’s Role assemble a team that best matches the size and complexity of the project.
The commissioning team does
not manage the design and Roles and responsibilities are usually outlined at a commissioning scoping meeting,
construction of the project. which should occur early in the project and which all team members are required
Its purpose is to promote
to attend. At this meeting, the owner and commissioning lead describe each
communication among team
members, identify and resolve team member’s responsibilities, as well as the commissioning scope, process, and
problems early in the process, and schedule. These roles and responsibilities are also outlined in the Commissioning Plan.
document the performance of the Each team member’s responsibilities are outlined below. Of course, actual
building. responsibilities will vary.
Commissioning Lead
The commissioning lead can either be a member of the owner’s staff, a design
professional or contractor, or an independent third-party commissioning provider.
They are responsible for leading the commissioning process and planning,
scheduling, and coordinating the commissioning activities. In design, the lead

works with the project team to ensure that the owner’s expectations for building
3
operations are adequately documented in the Owner’s Project Requirements and
submits comments on the design professionals’ submissions, including the Basis
of Design and the Design Narrative. During construction, the commissioning lead
visits the job site frequently, documents any deficiencies in an Issues Log, attends
team meetings, oversees the start-up and functional testing of systems and their
components, and verifies that all necessary documentation and training are Communication is Key
completed. During occupancy and operations, the lead makes periodic visits to Members of a design and
the site, conducts testing that could not be conducted during construction and, if construction team must
it is in the scope, continues to help the owner and building staff resolve any remaining communicate clearly and
operational issues. openly in order to accomplish
their goals. The commissioning
process facilitates good
The Commissioning Lead’s Responsibilities communication by setting
• Organize and lead the commissioning team clear performance goals and
requiring regular meetings
• Ensure that the owner’s expectations are adequately documented in the among all team members.
Owner’s Project Requirements, Basis of Design, and Design Narrative
• Review design submittals
• Assist in documenting the commissioning requirements to be included in the
specification
• Prepare and update the Commissioning Plan
• Organize and lead commissioning meetings
• Develop and maintain an Issues Log
• Observe construction
• Observe and document functional testing
• Verify that the Systems Manual is complete
• Review staff training plans and materials, attend sessions, and verify that training
is acceptable
• Prepare and submit the final Commissioning Report
• Conduct periodic site visits during first year of occupancy, conduct any deferred
testing, and serve as a resource to building staff
Building Owner or Owner’s Representative

The owner makes crucial contributions to the success of any commissioning
process. The owner’s primary responsibilities are to support the commissioning

3 team and to clearly communicate expectations about how the building should
operate. However, it is equally important for the owner to be a strong advocate
for commissioning. This means not only supporting the commissioning lead’s
responsibility to identify issues, but the rest of the team’s responsibility to resolve
them. The owner’s support enables the commissioning process to proceed more
smoothly, correct more building problems, and thus produce greater benefits.
In addition to affirming the roles and responsibilities of the commissioning team,

the owner guides the process by clearly articulating the expectations for how the
building will operate. These expectations should be well-documented because
they serve as the foundation not only for commissioning but for almost every
decision to be made during design and construction.
Owner’s Responsibilities
• Clearly communicate their expectations for the project
• Hire the commissioning lead
• Assign staff to represent the owner’s interests during the commissioning
process
• Work with the commissioning lead to determine the scope and goals of the
commissioning process
• Review and comment on reports submitted by the commissioning lead
• Approve startup and functional test completion
• Begin including future building staff in the process as soon as possible
• Consider the recommendations of the commissioning lead when directing
the construction team or accepting building or systems
Building Manager and Staff

The building’s future staff can both contribute to and benefit from the
commissioning process. In order to realize these benefits, building staff must be
selected and brought to the table as early in the process as possible.
In pre-design, the manager or operator should contribute to the development of

the OPR. In the final phases of design, the insights of a manager or operator
can lead to no-cost changes that significantly improve the staff ’s ability to

operate and maintain the building. These may include modifications to point
3
naming conventions, alarm messages and graphic layouts of the energy management
system. Building staff may also comment on system choices, layout, and other
factors that affect maintainability.
By participating in the commissioning process, building staff will gain an understanding

of the building’s systems and their interactions well in advance of turnover and
occupancy. Observing functional tests and participating in trainings provided
by the contractors and the commissioning lead will also improve the staff ’s
understanding of equipment and control strategies.
Building Staff’s Responsibilities

• Review designs for maintainability
• Participate in periodic site walk-throughs
• Participate in commissioning process meetings
• Observe functional testing
• Participate in training sessions
Contractors and Manufacturers’ Representatives

Contractors and manufacturers’ representatives construct the facility. They provide,
install, start-up, and often test the building’s systems and their components. Their
commissioning responsibilities are limited, however, to what appears in the specifications.
If it is specified, it will be the responsibility of contractors and manufacturers’

representatives to ensure that the completed building systems operate as intended.
Their specific tasks usually include working with the commissioning lead to ensure
that commissioning milestones are integrated into the construction schedule,
conducting performance tests (developed by the commissioning lead) on the
systems they install, helping resolve any deficiencies, and documenting system startup.
They are also responsible for providing system documentation and training
building staff.

3
Contractor or Manufacturers’ Representatives Responsibilities
Commissioning responsibilities must be documented in the specification, or
contractors and manufacturers’ reps will not be responsible for completing them.
• Attend pre-bid and pre-construction meetings
• Integrate commissioning milestones into the construction schedule
• Supply the commissioning lead with all requested drawings and respond to
requests for information and change orders
• Approve and carry out functional testing
• Work with the commissioning team to remedy deficiencies
• Provide documentation for the Systems Manual
• Develop and conduct training for building staff
Design Professionals
Design professionals may include the architect, mechanical design engineer,
electrical design engineer, or other specialty sub-consultants. The design
professionals develop plans and specifications for the building that meet the
owner’s needs and expectations. Their role in commissioning is to work with
the commissioning lead to document the owner’s expectations for building
operations in the OPR document and work with the team to resolve issues that
arise during design and construction.
Design professionals’ commissioning-related responsibilities may vary, depending

on their interests and the owner’s needs. During design they respond to issues raised
by the commissioning lead and ensure that commissioning is detailed in the
specifications. During construction they assist in resolving any construction or
operational issues. In complex projects, the design professionals may review
commissioning and functional test plans, and may witness some functional tests.
System Specialists
If the design of the project requires special systems, a specialist may be used in
the commissioning. These specialists may perform design reviews and construction
observation. They may also perform testing. Test results and recommendations

from these specialists should be submitted to the commissioning lead for review.
3
Specialists may also be required to review documentation relating to the
systems they test and to train operators on the proper use of this equipment.
LEED® Requirements
Selecting a Commissioning Lead The commissioning prerequisite
in LEED-NC Version 2.2 requires
One of the first and most important decisions a building owner will that the commissioning lead
be independent of the project’s
make is selecting the commissioning lead.
design and construction
management, though they
As discussed earlier in this chapter, the commissioning lead heads up the may be employees of the
commissioning team and facilitates the entire commissioning process. They firms providing those services.
must thoroughly understand the commissioning process and be able to For projects smaller than
develop the commissioning specifications. The commissioning lead need not 50,000 gross square feet, the
commissioning lead may
be a technical expert, and can employ or partner with technology specialists.
include qualified persons on
The lead should, however, have solid, hands-on experience with HVAC the design or construction
systems and controls. Since each project is unique, it is important to select a teams who have the required
commissioning lead whose expertise and experience most closely match the experience.
project’s specific objectives and scope. To earn the additional
commissioning point, the
Commissioning Lead Qualifications commissioning lead must be
independent of the work of
The more complex the project, the more experience is required of the commissioning design and construction, not
lead. On projects with special or mission-critical needs like hospitals or labs, it an employee of the design
is particularly important to select a commissioning lead with directly relevant firm, and not an employee of,
experience. Individual projects may require a commissioning lead with more, or contracted through, the
less, or different qualifications than those described below. The following sections contractor.
provide an overview of the most common qualifications required. For both the prerequisite
and the additional point, the
commissioning lead may
Technical knowledge
be a qualified employee or
In all commissioning projects, the commissioning lead should have experience consultant of the owner.
and up-to-date technical knowledge in the related fields of design, construction
and building operations. The lead should also have extensive and recent hands-on
field experience in all aspects of the commissioning process. The commissioning
lead can employ or partner with technology specialists who have expertise

3 in systems with which the lead is not experienced. However, the HVAC and
controls systems are so central to commissioning that the commissioning lead
should have a good technical knowledge of the fundamentals, design, and
operation of the HVAC system and the implementation of controls systems.
Relevant experience
The commissioning lead must have experience troubleshooting commissioned
systems. The lead should have served in a similar capacity on at least two other
Evaluating Lead projects with similar needs. In a more complex project, the commissioning lead
Qualifications should have experience on at least four similar projects.
When evaluating commissioning
lead qualifications, owners should Communication and organizational skills
take the following steps: The commissioning lead must have excellent written and verbal communication
1. Evaluate the lead’s technical skills. Diplomacy and an ability to resolve conflicts are also essential. Organizational
knowledge and experience
with similar building systems
skills are equally important.
and problems.
2. Evaluate the lead’s non-technical References and sample work products
skills such as communication and The commissioning lead should provide references and work products from other,
organization.
similar commissioning projects.
3. Establish whether commissioning
is one of the individual or firm’s
core services. Objectivity
4. Request and contact references. In all commissioning projects, the commissioning lead should be able to provide
5. Request and review sample work an objective and unbiased point of view.
products.
Commissioning Lead Arrangements
The commissioning lead’s role can be filled by several different parties. In deciding
who will provide commissioning services, building owners and managers have at least
four distinct options from which to choose: their own staff, the design engineer or
architect, a contractor, or an independent third-party provider.
Owner’s Staff
When members of the owner’s staff have previous experience in commissioning, or
have both expert level knowledge of building systems and the opportunity to receive
training in the commissioning process, they can be a highly effective commissioning lead.

Owners that have multiple building projects can build internal commissioning teams
3
to fulfill the commissioning lead role in their facilities.
When the owner’s staff serves as the commissioning lead, the lessons learned during
the commissioning process can be invaluable in helping sustain building
performance. However, owners should carefully consider whether their staff has the
time and qualifications to play this role. Conflict of Interest
A situation in which a person in
Design Engineer or Architect a position of trust has competing
Some design engineers or architects are qualified to act as the commissioning lead. professional and/or personal
interests.
The design professional’s familiarity with the project may speed up the project
schedule. However, when one is immersed in a project, it may be easy to overlook
issues that may appear obvious to someone with a fresh perspective. It also can be
very difficult to review their own work in an unbiased way.
In cases where the design professional also serves as the commissioning lead, the potential
for conflict of interest must be addressed. The design firm should present their plan
for mitigating any potential problems, and commissioning requirements must be included
in the design professional’s contract. In this situation, it would be appropriate to have
some tasks, like design reviews, performed by an independent third-party consultant.
When employing the design professional as commissioning lead, owners should keep
three points in mind. First, commissioning is usually not included in the design
professional’s fees. Second, not all design professionals have the skills necessary to
oversee all aspects of the commissioning process, for example analyzing trends or
troubleshooting systems. Third, the owner may have to exercise a higher degree of
engagement in overseeing the commissioning activities.
Contractor
Contractors often have the knowledge and capability to test the equipment they install,
especially in projects with clearly detailed commissioning requirements. When the
contractor serves as the commissioning lead, the potential for conflict of interest
should not be ignored. A test engineer may be hired to commission the equipment and
report test results directly to the owner. Again, the owner or the design team will have

3 to exercise more diligence in overseeing the commissioning activities, and a plan for
mitigating conflicts of interest should be developed.
“The majority of building owners Owners should also keep in mind that although contractors may be capable of
never realize that their building is testing the systems they install, they may not be skilled at testing other equipment or
not functioning as it should. The
diagnosing system integration problems. Also, complete commissioning requirements
function and installation of Me-
chanical, Electrical and Plumbing are probably not included in the contractor’s fee.
systems are examples of systems
in which clients are typically not Independent Third-Party Provider
getting what they have paid for. An independent third-party commissioning provider is an individual consultant
The commissioning process, per-
or firm hired directly by the owner. The provider can be contracted through the
formed by an independent com-
missioning provider, is the best designer’s firm, but a third-party provider should still be solely responsible to the
way to ensure that the client gets building owner, playing an objective role in ensuring that the project team delivers
a building that is installed with a building that meets the owner’s expectations. The third-party can be a designer or
all the specified components and contractor, but should not be on the team delivering the project. This arrangement
which functions in accordance offers owners the greatest assurance of commissioning lead objectivity.
with the design intent.”
- Richard Puczkowski If choosing a third-party provider, owners should carefully assess their experience
Project Executive commissioning similar projects.
Bovis Lend Lease
The Selection Process
As when evaluating lead qualifications, the selection process should be appropriate to
the complexity and special needs of the project. If a design engineer, architect, contractor,
or independent third-party commissioning lead is desired, there are two primary
methods for selection: selection by proposal and selection by qualification.
Independent Third-
Party Commissioning
Selection by Proposal
Provider
A commissioning consultant This selection process is one in which the owner issues a Request for Proposals (RFP).
hired directly by the building This process can be time-consuming and expensive because it requires the owner to
owner and not responsible to, specify the desired commissioning process and rigor, and then carefully evaluate each
or affiliated with, any other submission to ensure that leads are offering comparable scopes of work.
member of the design and
construction team.

Selection by Qualification
3
With selection by qualification, the lead is selected based on qualifications and rate
schedule, supplied as a response to a Request for Qualifications (RFQ). Although
often simpler than the RFP process, using an RFQ does require the owner to
carefully evaluate the leads’ qualifications and interview past clients and references.
Commissioning Certification Programs

There are at least five organizations that offer commissioning certification programs.
Some of the organizations that provide certifications are indicated in the Resources
Sample Documents
Sample RFP documents are
section at the end of this guide. Each has its own set of requirements and gives a available for download at the
different title to the providers it certifies. Some certifications require the applicant CCC website: www.cacx.org.
to pass a test, while others require a demonstration of suitable experience with
commissioning projects. Some are focused on commissioning process issues, while
others are more focused on technical competence. The California Commissioning
Collaborative offers a comprehensive and up-to-date comparison of provider
certification programs at www.cacx.org.
It is important to remember that certification is not a substitute for relevant

experience. Owners should carefully evaluate the commissioning lead’s qualifications,
regardless of whether they are certified.

3

4. The Commissioning Process
4
Commissioning begins in pre-design and lasts throughout the
construction process. Commissioning activities usually conclude
during a building’s occupancy and operations period. In a sense,
however, commissioning never ends. Even after occupancy, periodic
recommissioning is necessary to maintain the building’s level of
performance.
This chapter answers the following questions:
• What are the phases of the commissioning process?

• What are the steps in preparing for a project?
• What kind of documentation is typically developed during a
commissioning process?
• What roles do trending, data logging, and functional testing play in
commissioning?
• Who typically defines and carries out a functional test?
The Commissioning Process / 27

4
The Commissioning Process
There is no one-size-fits-all approach to commissioning, since every
building project is unique.
This chapter describes the typical commissioning activities during each phase
of the building project; pre-design, design, construction, and occupancy and
operation. It is important to note that the commissioning process must be
adapted to meet the needs of each individual building project.
Sample Documents
Documentation is a cornerstone During all phases of commissioning, the commissioning lead will interact with
of the commissioning process. several members of the design, construction, and operations teams. In order to
To facilitate preparation of this
documentation, there are many
get the full benefit of commissioning, it is very important to establish a clear
sources for sample documents process for sharing information early in the process.
and templates.
Cx Assistant is a free, web-based
tool that helps owners and
designers choose the appropriate
Pre-Design
range of commissioning services
for their project. Cx Assistant out- Pre-design activities are critical Pre-Design Phase Deliverables
lines three types of commissioning to the success of the project. They • Owner’s Project Requirements
projects and provides sample build a strong foundation for both document
documents for each. commissioning and construction • Commissioning Plan outline listing
Cx Assistant was developed activities. design phase activities
by Energy Design Resources ,
the educational component of
During pre-design the commissioning
Savings By Design, a statewide lead helps develop the Owner’s Project Requirements (OPR). This important
new-construction energy document will guide the design, construction, and operations of the future building.
efficiency program in California.
Additionally, various organizations Select a Commissioning Lead
such as ASHRAE, BCA, NEBB, During pre-design, the building owner works with the architect to establish a
ACG and CCC all make sample
vision for the project. Together they determine how the building will look and
documents available.
function. This is the ideal time to select a commissioning lead.

The commissioning lead has many responsibilities. They ensure that the project
4
team members understand their role in the commissioning process. The lead fosters
communication and promotes a positive, team-based approach to problem solving.
A well-qualified commissioning lead has a depth of troubleshooting and problem

solving experience, and the diagnostic monitoring, testing, and analysis expertise
needed to uncover potential problems and select the most cost-effective solutions.
Bringing the lead into the project early has several advantages:
Architects and design engineers will find it easier to implement the lead’s
suggestions when they are received during pre-design. Pivotal decisions like The responsibilities of the
system selection are often made at this time, and even informal discussions commissioning lead and other
between the commissioning lead and the design team can have a commissioning team members
significant impact. are discussed in Chapter 3: The
The lead’s attention to the effects of design choices on operations and Commissioning Team.
maintenance practices will result in a building that is easier to operate and
maintain.
The lead’s presence as a team member from the beginning increases the
likelihood that other team members will recognize and appreciate the value of
commissioning. Owners Project
Requirements (OPR)
Hold a Pre-Design Phase Commissioning Meeting A document that details the
owner’s functional requirements
The pre-design phase commissioning meeting helps refine the scope, budget and for a project and expectations
rigor of the commissioning effort. The commissioning lead organizes and for how it will be used and
runs the meeting. Participants may include the owner or owner’s representative, operated. These include project
design professionals, the owner’s construction manager, and representatives of goals, measurable performance
the operations staff or future building occupants. Although the commissioning criteria, cost considerations,
benchmarks, success criteria,
team will evolve over the course of the project, at this meeting the owner and
and supporting information.
commissioning lead begin to identify each team member’s responsibilities and
communicate the owner’s expectations for building operation.
Develop the Owner’s Project Requirements

The Owner’s Project Requirements (OPR) document details the owner’s expectations
of how the facility will be used and operated. It describes the building’s physical and
functional characteristics and sets performance and acceptance criteria.

4 The OPR is an essential document because it serves as a baseline for decision making
throughout the rest of the design and construction process, and will be used by the
commissioning lead to evaluate the project’s development.
The commissioning lead’s primary role in pre-design is to help the owner and the
project team document the OPR. Developing the OPR is a team effort involving
Developing the OPR the owner, design team, and commissioning lead. There are many ways to divide
A workshop can be used to the responsibilities, and it is essential for owners to clearly specify the role they
develop the OPR. A guide to expect each team member to play.
developing the workshop is
available at the CCC website:
www.cacx.org The level of detail in the OPR varies according to the size and complexity of the
project, the owner’s preferences, and the experience of the design team. At a minimum,
the OPR should state the owner’s goals and objectives for the building. Ideally, each
item listed in the document will have defined performance and acceptance criteria.
Develop Initial Outline for the Commissioning Plan

Every commissioning project will have a Commissioning Plan, which defines the
scope and budget of the commissioning process. This deliverable is created by the
commissioning lead with input from the designer, and serves as a guideline for
team members to follow because it identifies the processes and procedures that will
be undertaken, a schedule of activities, and the roles and responsibilities of team
members. It also includes forms and templates that will be used to document the
commissioning activities.
The Commissioning Plan is an evolving document that takes shape throughout the
commissioning process, and the owner or owner’s representative should expect to
review it at certain milestones. For example, during pre-design it is advantageous
to specify commissioning-related tasks for the design phase. Although specific
LEED® Requirements construction phase tasks usually cannot be determined yet, developing an initial plan
during pre-design helps focus the scope of commissioning efforts. During the
The commissioning prerequisite design phase, the construction phase activities will be articulated, and documented in
the Owner’s Project Requirements,
both the Commissioning Plan and the project specifications. At that point, it is
Basis of Design and Commissioning possible to outline the types of tests that will be conducted, and the commissioning
Plan documents. milestones that will be integrated into the construction schedule.

Commissioning Plan
4
The Commissioning Plan is an evolving document that defines the project’s commissioning activities,
schedule, documentation requirements, and the roles and responsibilities of team members.
The final Commissioning Plan should include:
• General building information and contact information
• Project goals
• An overview of the commissioning process, including the scope of commissioning
• Building and systems description, including a list of components and systems that will be
commissioned
• Commissioning schedule
• List of team members, their responsibilities, and expected deliverables
• Description of communications, reporting, and management protocols
• Detailed description of testing procedures
• Detailed description of monitoring procedures
• Recommended training activities
Commissioning Plan templates and samples are available on the CCC website: www.cacx.org.
Design
In design, the project evolves Design Phase Deliverables
from concept to plan, as
architects and engineers • Regular commissioning progress
reports
develop drawings, draft
• Comments on the Basis of Design
construction documents
and Design Narrative documents
and write specifications.
• Issues Log
Commissioning ensures that
• Update Commissioning Plan, listing
as the building becomes a
Construction Phase activities
reality, its systems and
• Commissioning specifications for
operations continue to reflect inclusion in the bid documents
the owner’s goals.
During design, the commissioning lead reviews design and construction

4 documents, incorporates commissioning into bid documents, and plans for
commissioning activities that will occur during construction. Throughout, the lead
keeps an Issues Log to track issues that require further attention.
Acceptance Criteria
The conditions that must be Perform Commissioning-Focused Design Review
met in order for an aspect of
During design, the design team makes decisions about how to accomplish the
the project to meet defined
requirements, thus permitting owner’s goals as they are described in the OPR. The commissioning lead carefully
subsequent activities to proceed. reviews design documents for clarity, completeness and compliance with the
Acceptance criteria should be OPR. This includes the Design Narrative, in which designers describe in detail the
included in the Owner’s Project concepts and features they intend to incorporate during schematics, and the Basis
Requirements. of Design, in which designers explain their reasoning and assumptions for choices
made in the Design Narrative.
Basis of Design (BOD) The commissioning lead will also review the acceptance criteria to ensure that
A document that records the during functional testing, systems will be shown to meet both the Owner’s Project
concepts, calculations, decisions,
Requirements and the Basis of Design.
and product selections used
to meet the Owner’s Project
Requirements and to satisfy The design review process has several steps and takes place throughout the design
applicable regulatory requirements, phase of the project:
standards, and guidelines. 1. During schematics, the commissioning lead does a general review
to ensure that a basic level of quality is present, checking for items such
as legibility, labeling, and continuation of items from sheet to sheet.
Next, the lead examines the implications of system choices to ensure
LEED® Requirements that the design will meet the specifications in the OPR.
The additional commissioning 2. About midway through the design process the lead performs a
point in LEED-NC Version 2.2 coordination review to examine how systems will interact and whether
requires the commissioning lead there are any potential conflicts.
to conduct a design review of 3. Near the end of design the lead conducts a final check. When the
the Owner’s Project Requirements specifications are drafted, the lead does a detailed check for errors.
(OPR), Basis of Design (BOD), and
design documents prior to mid-
construction documents phase, Some of the most important decisions for the commissioning lead to review
and to back-check the review during the design phase include:
comments in the subsequent Sizing and selection of building systems and equipment
design submission.
Accessibility of equipment for operations and maintenance

Energy impact of design decisions
4
Details of the controls design relative to equipment being controlled
Ability of controls interface to facilitate trending and identification of
equipment faults during functional testing Design Review
Identification and access of test ports, sensors, and in-situ measurement Design Review is a process in
devices for use in functional testing and recommissioning which the commissioning lead
examines design documents
Issues requiring further attention are noted in the Design Phase Issues Log, with their to help ensure a design is likely
eventual resolutions. The commissioning lead will update the Issues Log regularly to meet the owner’s project
requirements. Design review
and submit it to the owner and the design team for discussion at design meetings.
both enhances design and
fosters communication between
It is not the role of the commissioning lead to approve recommendations designers, owners, and builders.
resulting from the Issues Log. It is the owner’s responsibility to evaluate the lead’s These reviews can address:
recommendations, discuss them with the design team, and decide whether or not • Barriers to functional testing
to require that the issue be resolved. • System performance problems
• Energy-efficiency improvements
Design Narrative • Indoor environmental/air
quality issues
A written description of the concepts and features the designer intends, during
schematics, to incorporate into the design to meet the Owner’s Project Requirements. • Operation and maintenance
issues
A Design Narrative accompanies each design submittal. At a minimum, the Design
Narrative includes:
• Objectives and purpose of each system • Equipment sizing calculations and
• How the objectives will be met criteria
• Indoor/outdoor design conditions • All sequences of operation
• Occupancy, usage, and schedule • Energy efficiency control strategies
assumptions • Design intent for all efficiency
• Internal loads assumptions measures
• Zoning descriptions • Reference to pertinent local or state
• Ventilation requirements
compliance documents LEED® Requirements
• Envelope requirements The commissioning prerequisite
that the commissioning
requirements be included in the
construction documents.

4 Update the Commissioning Plan
During the design phase, the following elements should be added to the
Commissioning Plan:
Systems and assemblies to be verified and tested
Issues Log
A formal and ongoing record of Commissioning schedule during construction and during warranty
problems or concerns, and their Roles and responsibilities of team members
resolution, that have been raised Documentation and reporting requirements, including procedures and formats
by the commissioning lead or any Communication protocols
member of the commissioning
team during the course of the Commissioning procedures
commissioning process. There References throughout to project specifications
are usually three different Issues
Logs created in the course of the Develop Commissioning Requirements for the Specifications
commissioning process: design
review, construction observation, Commissioning requirements define the contractors’ commissioning-related
and functional testing. responsibilities, including equipment installation and start-up, documentation,
The commissioning lead’s Issues and functional testing. It is essential to include commissioning requirements in the
Log is not a substitute for the specifications. If commissioning is not included, the owner should expect to receive
punch list usually developed a change order for the additional commissioning tasks.
during construction. The two serve
very different goals. Punch lists The designer is responsible for developing detailed commissioning requirements,
verify that equipment has been
although in practice, the commissioning lead will likely draft the language
delivered and installed as required
by the specification. The Issues and review the requirements before they are released. The commissioning
Log documents findings that requirements should describe:
affect the way equipment operates How potential contractors are expected to interface with the commissioning
and systems interact. Issues Logs lead’s construction oversight and testing procedures
and punch lists are also devel-
Appropriate staff training requirements, especially if installing contractors or
oped differently. The punch list is
manufacturer’s representatives will be required to participate
created during a walk-through,
which usually occurs near Special equipment or instrumentation that must be installed to obtain
construction completion. Issues measurements during performance testing
Logs are kept throughout the The party or parties responsible for compiling the equipment, O&M Manuals,
commissioning process. and the deadline for their delivery to the commissioning lead
Many aspects of the commissioning process, particularly comprehensive system

testing, may be new to contractors. When this is the case, owners must ensure
that contractors are correctly informed about what commissioning requires of

them before contractors submit their bids. Owners can do this by inviting the
4
commissioning lead to discuss the process and its requirements at a pre-bid
meeting and by providing sample test protocols and other documentation to Commissioning
contractors in advance of the submission deadline. Requirements in the
Specifications
Begin Planning for Verification Checklists, Functional Tests, Systems It is very important to include
commissioning requirements
Manual, and Training Requirements in the specifications. If
Towards the end of the construction process, verification checks (or prefunctional commissioning is not included,
tests) and functional tests will be conducted. The Systems Manual will be developed, the owner should expect to
and staff training will be provided. (All of these are described in more detail in the receive a change order for the
additional commissioning tasks.
Construction section). Since these require careful planning, the commissioning lead
will usually start preparing for them even before construction begins.
Commissioning and
MasterFormat™
Construction MasterFormatTM is the
specifications-writing standard
for commercial building design
During construction, the and construction. In the 2004
Construction Phase Deliverables
commissioning lead monitors Edition, it states that a summary
numerous aspects of the project • Updated Commissioning Plan, with of the commissioning scope
construction schedule should be placed in Division 01,
to ensure that building systems
• Reports of submittal reviews 019100, “General Requirements.”
and equipment are installed and
tested according to the owner’s • Completed verification checklists and In each of the other divisions
functional tests there are titles for commissioning,
requirements.
• Report of training completion where requirements relevant
The lead tracks issues that need further to that division should be
• Reviewed Systems Manual
attention in an Issues Log. placed. This is a very important
• Minutes from commissioning meetings step to ensure that all parties
• Issues Log understand the commissioning
If commissioning has not started before
• Periodic commissioning progress requirements that apply to them.
construction, the lead can still conduct
reports The MasterFormat 2004 Edition is
all the activities of the construction available at the CSI website:
• Draft Commissioning Report
and the occupancy and operations www.csinet.org/masterformat.
phases. However, the commissioning
lead will still have to review the design in order to understand it, and will still
have to develop the OPR. If commissioning requirements were not included in
the specifications, the lead’s recommendations are very likely to involve change

4 orders and addendums, resulting in added expense to the owner. The sooner the
lead can be brought in, the better. Even with a late start, commissioning can
significantly benefit overall building operations.
Commissioning Construction Phase Meetings

Guidelines for Periodic meetings of the commissioning team are at the heart of the commissioning
Contractors process. The commissioning lead coordinates the kick-off meeting with the
Since the comprehensive owner, construction manager, design team, and representatives from each of the
system testing that occurs
subcontractors (general contractor, mechanical, electrical, controls, and the testing
during the commissioning
process is new to many and balancing specialist). Ideally this meeting takes place before construction begins.
contractors, it may be helpful The kick-off meeting introduces the team members to the schedule of commissioning
to provide them with sample activities, responsibilities, and procedures for documenting and resolving issues and
test protocols, to give them a communicating expectations. The kick-off meeting also provides an opportunity for
sense of the expected rigor. A the team members to offer their ideas and suggestions to the commissioning lead for
clear description of roles and
inclusion in the Commissioning Plan.
responsibilities during testing is
also very important.
Throughout the construction process, the commissioning lead attends planning and
job site meetings to stay informed of construction progress. As needed, the
Managing the
commissioning lead attends regular construction meetings and holds a line item
Construction
on the agenda. Later in construction, the commissioning lead will typically conduct
Schedule
separate meetings devoted to commissioning issues. The owner’s representative(s)
The general contractor
develops the project schedule should attend commissioning team meetings in order to stay up-to-date on
and the commissioning lead changes that may affect the project’s ability to achieve requirements in the OPR,
should provide dates for commissioning issues, and the scheduling of training for building staff.
commissioning milestones
and testing. The lead also Review Submittals, Monitor Development of Shop and
reviews the schedule to look
for potential conflicts and to
Coordination Drawings
ensure there is sufficient time It is helpful if the commissioning lead can review construction documentation to
for testing towards the end of verify that it complies with the OPR and to collect information that will be used
the project. to write functional tests and develop the Systems Manual. This may include:
Equipment and sensor selection and testing tolerances
Manufacturers’ recommended startup tests
Warranty data
Controls submittals, for inclusion of required control points

Controls submittals, for functional capabilities in trending points
4
Operation and Maintenance Manual content
The owner’s support can be critical in helping the commissioning lead obtain LEED® Requirements
documentation in a timely manner. The lead pays close attention to any
Submittals
proposed substitutions or deviations from earlier documents, checking to see if The additional commissioning
they will have any adverse effects. point in LEED-NC Version 2.2
requires review of submittals.
Review Operation and Maintenance Manuals Installation & Performance
Operation and Maintenance (O&M) Manuals ensure that operational knowledge The commissioning prerequisite
stays with the facility, even if the staff does not. The O&M Manuals are also in LEED-NC Version 2.2 requires
a valuable reference for construction phase commissioning activities, and the verification of the installation
and performance of the systems
specifications should require that contractors provide these at the same time
to be commissioned.
as the submittals. The commissioning lead ensures that the O&M Manuals are
complete and on time, and verifies that the information is clear, correct and
available for use during observation, testing, and training.
Perform Ongoing Construction Observation

Throughout construction, the commissioning lead attends job site meetings,
observes the construction process, and keeps a Issues Log. If the lead finds any
conditions that might affect the ability of the building’s systems or operations to
meet the owner’s performance expectations, they are recorded in the Issues Log.
The lead also uses the Issues Log to track the resolution of these findings, and will
frequently refer to it during regular construction meetings. The completed Issues
Log becomes part of the permanent construction record.
Complete Verification Checklists

Verification checklists are used by contractors during start-up as equipment
comes online. They are sometimes called “prefunctional tests” and list activities
that must be completed prior to and during start-up to ensure equipment is Verification Checklist
properly installed and ready for functional testing. Once complete, they provide A document that identifies the
vital information about the equipment, its condition upon delivery, and issues that steps that must be taken to
verify the readiness of a piece
arose during start-up. The checklists help the commissioning lead verify correct
of equipment for functional
installation and, after building turnover, help building staff in their maintenance tasks. testing.

4 Responsibility for developing the
verification checklists varies. Contractors When Equipment Fails to Perform
are usually responsible for creating If equipment does not perform as specified
Functional Test them, but only if this requirement during functional testing, the commissioning
Tests that evaluate the dynamic is documented in the specifications. lead will document the issue in the Issues
operation of equipment and The commissioning lead reviews Log and bring it to the attention of the
systems using manual or the checklists and may assist in project team. The lead will communicate the
automated monitoring methods developing or enhancing them. potential consequences to the owner, who
and either passive observation
Contractors complete the checklists must decide whether to require corrective
or active testing. Functional
testing is the assessment of the when they execute equipment start- measures. If it is in the commissioning scope,
system’s ability to meet the OPR. up, often with lead oversight. In some the lead may work with the project team to
Functional tests are not usually cases, it may be possible for the lead to achieve acceptable performance.
performed on systems tested use spot checks or sampling to ensure
and approved by regulatory that verification checklists have been
authorities. However, the lead’s completed accurately.
scope may be drafted to include
participation in these tests, if the
owner desires. Perform Diagnostic Monitoring
Throughout the construction phase, the commissioning lead will spend a great deal
of time gathering data on how the systems operate through functional testing and
monitoring. This verifies that the systems as a whole, as well as individual pieces
of equipment and their components, function properly and meet the performance
requirements specified in the OPR.
The Controls
Contractor and
As equipment or systems come on-line, their performance can begin to be
Functional Testing
monitored. The use of meters, portable data loggers, and the building’s energy
The control system contractor
management control systems (EMCS) gather data that allow for observation of
is an important participant in
the commissioning process, the building’s performance under various modes and operating conditions. Time-
and it is important to document series data are collected and analyzed, allowing sampling and storing of various
their role in the specifications. parameters at intervals ranging from 30 seconds to one hour. Some of the
The control system may be variables typically trended include operating parameters, weather data, equipment
used to help test equipment status and runtimes, actuator positions, and setpoints.
performance and system
interactions.
From this collected data, the commissioning team can calculate key metrics and
perform statistical analysis as well as create data plots that show hourly, daily, weekly,
or monthly trends, or how one parameter varies with changes in another. By analyzing

this information, the commissioning team characterizes the performance and verifies
4
whether or not the systems are operating correctly.
There are two methods of collecting trend data: EMCS trend logging and Data Logger
A stand-alone electronic data-
portable data logging.
gathering device that utilizes
sensors to collect information
Trend logging (trending) capabilities vary considerably among EMCS systems. over time. Data collected could
The extent of these capabilities determine the extent to which the EMCS can be include temperatures, pressure,
used for diagnostics. Of course, the EMCS must be installed, operational, and current, humidity, or other
operational information.
tested before it can be used to collect performance data on the rest of the system.
The controls contractor may be involved in setting up the necessary trends.
Portable data loggers can be an extremely useful diagnostic tool, especially if the EMCS
has any limitations in its ability to collect, store, or present data. Portable data loggers Resource
are battery-powered, small, light, and easily installed and removed without disrupting A library of functional test
building occupants. Many come with sophisticated software allowing data to be forms and guidance documents
downloaded, graphed, and analyzed on a computer in a variety of ways. Because they is available in the Functional
are portable, these dataloggers can be applied where they are needed (a shortcoming Testing Guide, available from
of monitoring using an EMCS, whose sensors are already in place). Portable PECI at www.peci.org/ftguide/
dataloggers can be an excellent way to supplement EMCS monitoring. PECI and LBNL, Functional Testing Guide
- From the Fundamentals to the Field.
Prepared for the US Dept. of Energy and
Perform Functional Tests the California Energy Commission’s Public
In many cases, however, it is impossible to naturally observe every possible Interest Energy Research program.
operating regime, and the commissioning team conducts functional performance

tests to take the system through its paces, observing, measuring, and recording its
performance in all the key operating modes.
Test procedures are often prepared, witnessed, and documented by the commissioning
lead and conducted by the contractors, although other arrangements are possible.
The commissioning lead and contractors schedule the testing and make any
necessary preparations, such as checking and calibrating control points or temperature
sensors. The functional tests typically involve forcing the system into a series of
operating modes, and observing the system’s response. The commissioning lead
will meticulously record all their activities and observations on a pre-defined data

4 sheet, and then ensure that all systems are returned to a “normal” state. During
functional testing, the commissioning lead uses an Issues Log to track any
Sampling Pros and performance issues that may arise, and their resolutions.
Cons
Sampling can be an effective Having future building operators participate in testing enhances the process and is
way to minimize the costs of a unique opportunity to deepen their understanding of the systems and controls.
commissioning. Rather than
reviewing, inspecting, or
testing every item, only a
Test Protocol
random sample is selected. A test protocol is a test form that describes exactly how a particular test will be carried out.
In order for sampling to It includes:
be effective, however,
commissioning must begin • Purpose of the test • Prerequisites for testing
during pre-design and the • Instructions for carrying out and • Detailed procedural steps for testing
most critical or failure-prone documenting the test • Procedure for returning to normal
components and systems must • Equipment required • Analysis required
be weighted most heavily • Acceptance criteria • Required sign-offs
when selecting the sample. • Precautions
The lead’s scope of services
and the specification should
define this in detail.
Develop Commissioning Report and Systems Manual
After all construction phase commissioning tasks are complete, the commissioning
lead delivers the Commissioning Report and the Systems Manual to the owner.
The Commissioning Report is an essential document that summarizes the commissioning
effort and evaluates whether each piece of commissioned equipment meets the
specifications in the OPR. The Systems Manual is a comprehensive package of
documentation that assists the owner in better understanding, operating, and
LEED® Requirements
maintaining the building’s systems. This document is assembled by the commissioning
The commissioninig prerequisite lead, if it is in the commissioning scope of work. The Systems Manual should
of LEED-NC Version 2.2 requires not be confused with the O&M Manuals, which is only one part of the more
a Commissioning Report. The comprehensive package. The Systems Manual includes information collected during
additional commissioning point the commissioning process and provides a perspective on the building that is
requires that training requirements system-based, rather than equipment-based. It may include a Recommissioning
have been completed, and a Plan, although the plan may also be developed later, after occupancy.
Systems Manual developed.

Develop Recommissioning Plan
4
Commissioning produces high performance buildings – those that meet the
owner’s expectations, operate efficiently, and provide a safe and comfortable
Recommissioning Plan
indoor environment for occupants. But after occupancy, the work is not over.
A document containing
Maintaining the building’s optimal performance requires periodic recommissioning.
all the information required
A Recommissioning Plan will help owners and building staff plan and prepare
to recommission the facility.
for recommissioning. The commissioning lead can help draft the plan, if it is in The plan may include specific
his or her scope. The best time to produce this plan is at the end of the initial tasks, their descriptions, and
commissioning process, because the Owner’s Project Requirements and the building schedules. Other information
system performance are well documented at this point. that may be helpful includes
operational requirements for
key systems, functional tests,
Verify Training of Owner’s Staff and Review and documentation templates.
Operations and maintenance documentation and training are vital to the long-
term operational health of the facility.
Commissioning
Thorough training by the contractor gives staff the information they need to operate Report
the facility. Because of its role in assuring long term benefits, the importance of this The Commissioning Report
step should not be underestimated. The commissioning lead works with the owner’s is written by the commissioning
representative(s) and building staff to ensure that training agendas meet the lead and provides an overview
specifications in the contract documents and the OPR. Often the lead will interview of the commissioning process. It
team members, including the building staff, to determine training needs. The usually includes:
requirements for training must be outlined in the specification, and the commissioning • A written narrative offering
lead will verify that they are carried out as specified. the lead’s assessment of
each of the commissioned
system’s compliance with
If contract documents specified that contractors, designers, and/or manufacturers’ both contract documents
representatives are to conduct trainings, the commissioning lead may recommend and the OPR, as well as any
agenda items and/or oversee these sessions. unresolved commissioning
issues.
Additional Training Options • Copies of project document-
There are multiple formats for staff training. A manufacturer’s representative can ation: the Commissioning Plan,
functional tests, individual
conduct onsite sessions, staff can be sent to an offsite location such as the factory,
commissioning reports and
or training can be held virtually using internet or video technology. Content can reviews, Issues Logs, and all
be equally diverse. Training sessions may include focused walk-throughs of the major communications, such
facility during construction as well as classroom work. It is usually helpful to as emails, memos, and letters.
record training sessions so future staff members can benefit from the training.

4
Ongoing Training Opportunities
Building Operator Certification (BOC)
The BOC’s trainings are designed specifically to help building operators improve their
ability to operate and maintain comfortable, efficient facilities.
BOC courses are offered at two skill levels and cover several topics, including electrical, HVAC
and lighting systems, indoor air quality, environmental health and safety, and energy
conservation. Classes are usually a combination of lecture, discussion, and small group
activities. BOC classes are held continuously, at locations across California.
Course schedules and descriptions are available at the BOC Web site: www.theboc.info
Utility Customer Training Centers
California’s investor-owned and municipal utilities have customer training centers to educate
their customers on matters related to smart energy use. Their workshops and seminars often
include training related to building operations and commissioning.
Pacific Gas & Electric Southern California Edison Southern California Gas
Company Customer Technology Company
Pacific Energy Center (PEC) Application Center (CTAC) Energy Resource Center (ERC)
San Francisco, CA Irwindale, CA Downey, CA
www.pge.com www.sce.com
http://www.socalgas.com/
business/
Sacramento Municipal San Diego Gas & Electric Co.
Utility District Events and Training
SMUD Customer Service San Diego, CA
Center
http://www.sdge.com/training/
Sacramento, CA
www.smud.org

4
Occupancy and Operations
Upon turnover, the building
is in the hands of the owner Occupancy and Operations Phase
and operators. Although the Deliverables
project is considered complete, • Summary report from seasonal testing
some commissioning tasks • Warranty review of each system
continue during the typical • “As operated” sequence of operations
(developed either by the commissioning
one-year warranty period. lead or the controls contractor)
• Findings from the Occupancy and
The active involvement of the Operations Phase for inclusion in the
commissioning lead during final Commissioning Report
the initial occupancy period is • Final Issues Log
essential to the success of the • Final Commissioning Report
commissioning process.
Help Resolve Outstanding Commissioning Issues

It is common for some commissioning issues to remain unresolved, even after
turnover. When this is the case, the commissioning lead can assist the owner in
coordinating contractor callbacks, since he or she has been involved in the project
for some time and can identify how best to resolve an issue. It is up to the owner
to decide whether or not to resolve a particular issue.
Perform Seasonal and Deferred Testing

Seasonal testing is conducted to verify proper system operation during different seasons
– at minimum winter and summer. Some testing of heating and cooling systems can
be performed under simulated conditions during the off-season, but natural conditions
usually provide more reliable results. Testing that was delayed due to site and equipment
LEED® Requirements
conditions or inclement weather will also be completed during occupancy. The additional commissioning
point in LEED-NC Version 2.2
Perform Near Warranty-End Review requires a 10-month review
of operation and a plan for
Shortly before the expiration of the contractor’s one-year warranty, the commissioning resolution of outstanding issues.

4 lead may return to the building to review system operation and interview building
staff. The lead can assist staff in addressing any performance problems or warranty
issues. The commissioning lead may also add information about the facility to the
Commissioning Report at this time.
Summary of Recommended Deliverables

by Commissioning Phase
• Owner’s Project Requirements

Pre-Design Phase • Commissioning Plan
• Regular commissioning progress reports

• Comments on the BOD and Design Narrative
Design Phase • Issues Log
• Updated Commissioning Plan
• Cx specifications for bid document
• Updated Commissioning Plan

• Reports of submittal reviews and training completion
• Completed verification checklists and functional tests
Construction Phase • Reviewed Systems Manual
• Minutes from the Cx meeting
• Issues Log
• Cx progress reports
• Draft Commissioning Report
• Summary report from seasonal testing

• Warranty review of each system
Occupancy and • “As Operated” sequence of operations
Operations Phase
• Findings from the Occupancy and Operations Phase
• Final Issues Log and Commissioning Report

5. Strategies for Ensuring Persistence of
5
Benefits
Now that the new building has been delivered with all its systems
working well, what can an owner, building manager, or operator do to
keep it operating efficiently?
This chapter answers the following questions:

• How can good building design and construction facilitate good
operations and maintenance practices?
• What should be in the comprehensive O&M Manuals for all building
equipment and systems?
• When should training for building staff begin?
• What should a preventive maintenance program for all building
equipment and systems consist of?
• How can building performance be tracked?
• How often will the building need to be recommissioned?
Ensuring Persistence / 45
5
Strategies for Ensuring Persistence of
Benefits
“It’s equally important to com-
mission a new building or major There are a few key factors that can make the difference between commissioning
renovation properly, and to have benefits that are short-lived and those that endure over time. These can include:
monitoring devices in place to
introducing O&M during the design phase, development of O&M Manuals
make sure it stays at its peak
performance level. and Sequences of Operation, training building staff, preventive maintenance,
performance tracking, and developing a Recommissioning Plan.
During design, our in-house com-
missioning/start-up/life-safety
group worked with the property
management group to assure Good O&M Begins During Design
that our facility was designed
as efficiently as possible, and Like commissioning, successful O&M begins in the design phase of
installed and commissioned to a project.
perform at 100%. We made sure
we could continue to maintain Commissioning brings O&M considerations to the table during pre-design and
and operate the building at this design. At this time, the commissioning lead will identify any potential barriers to
level throughout its life by invest- good O&M in the facility design and suggest alternative approaches.
ing in 100% direct digital controls
(DDC) and a real-time web-based
building management system Design Considerations that Facilitate Good O&M
(BMS). • Ground-floor access to the chiller room through a connected loading dock
Now, after our renovation, our en- • One or more roll-up doors of sufficient size to permit removal and replacement
ergy consumption is down quite a of chillers or other major equipment without the need to disassemble equipment
bit. And we paid for the DDC and
BMS systems in under two years • Sufficient clearance on all sides of the chiller and other major equipment to perform
with our energy savings.” all maintenance
• Hoist or crane equipment over banks of chillers or other major equipment
- Bill Krill, • Sufficient valves to permit the isolation of an individual chiller without
Operations Manager having to shut down the entire system
Green Building Chairman,
Swinerton Inc. • Walkways around elevated equipment
• Roof access with adequate openings via stairs, not ladders
• Direct ceiling access to each terminal box

Commissioning also provides a forum for soliciting input from building staff
5
during the early stages of design. Building staff have an excellent perspective on
how design choices affect their ability to maintain the building, and can often
identify items that result in significant improvements to ongoing operations.
For example, ensuring consistency with point naming conventions, considering
staff skill levels when selecting equipment, and ensuring that all equipment is
accessible for routine maintenance, repair, and replacement.
O&M Manuals and Sequences of Operation

O&M Manuals and Sequences of Operation contain essential
information about building equipment and will be used for years to
come.
O&M Manuals
The final, as-built O&M Manuals must be well-organized, detailed, and delivered
in time for staff training.
In order for building staff to use O&M Manuals effectively, the information they
contain must be well-organized. An index or table of contents will improve
usability, and if it created early in the project, can also serve as a checklist to ensure
all contents have been received. It may also be helpful to organize the manuals by
system, rather than specification number.
The information in the O&M Manuals must be detailed enough to help building
staff operate, maintain, and troubleshoot equipment. Too often, contractors wait
until the last minute to submit their sections of the O&M Manuals. This may be
at the end of construction, or even later, after occupancy. If the commissioning lead
plans to use the O&M Manuals to develop functional tests or as a reference during
staff training, the due date should be included in the specifications and set as soon
as possible after submittals are approved.
The process of keeping the O&M Manuals up-to-date begins almost as soon as
5 they are completed. After functional testing and staff training, the commissioning
lead may add information gathered during the commissioning process, such as
equipment submittals, design documents, control strategies, sequences of operations,
and copies of the commissioning tests. After occupancy, building staff are
responsible for updating the manuals as new material becomes available. This may
include checklists and updates to reflect changes to equipment or operations.
O&M Manuals
O&M Manuals are the product of a team effort, and individual responsibilities will vary
on each project. In the most common arrangement, designers produce sections on the
equipment they specify and compile the O&M Manual. The commissioning lead reviews the
manual to ensure it meets the owner’s needs and may also provide a detailed outline of the
manual’s contents in the specifications.
It is important to note that contractors are not required to produce O&M Manual materials
unless it is written in the specifications. For manuals to be optimally useful, the specifications
should include the level of detail required in the materials and their due date.
The O&M Manual typically includes:
• Installing contractor contact information to the equipment design and

• Product data application
• Test data • Equipment submittals
• Performance curves (for pumps, • Design documents
fans, chillers, etc.) • Control strategies
• Installation instructions • Sequences of Operations
• Operation requirements • Copies of commissioning tests
• Preventive maintenance requirements • Copy of Testing Adjusting and Balancing
• Parts lists report
• Troubleshooting procedures specific • Warranty information
Systems Manual
If the scope of work calls for
a Systems Manual, the O&M Sequences of Operation
Manual and Sequences of Sequences of Operation help building staff understand how the control system
Operation will become an should operate. Without detailed sequences, staff will have difficulty verifying
important part of that manual.
correct operation and troubleshooting problems. The sequences provided in the

contract drawings and specifications provide a good overview, but they may
5
need to be supplemented for the Systems Manual. For example, the Systems
Manual should address any critical system interaction details that the Sequences of
Operation do not cover. At a minimum, a detailed Sequence of Operations should be
created for each HVAC and lighting system.
Building Staff Training

One of the essential components of an excellent O&M program is
training. Unless operators and managers have the right knowledge
and skills, it will be impossible for the building to perform optimally Training
over time. Requirements in
the Specifications
Training for building staff should occur throughout the project, starting during To ensure that rigorous
construction and prior to substantial completion. Training during construction training occurs, training
gives staff the best opportunity to learn about building systems and equipment. requirements must be clearly
The staff ’s observation of functional testing may be their first training experience detailed in the specifications,
in the new building. and oversight of the training
must be included in the
commissioning lead’s scope
The commissioning lead works with the owner to develop a training plan that of work. Important points to
will prepare building staff to maintain building performance after turnover. include are:
Training will likely occur over several days and may include classroom work and • Contractors’ requirements
hands-on site demonstrations. Training should also include site orientation. This regarding developing
is best done during construction, while the building’s walls are still open and access training materials and
points are visible – a key reason to start thinking about training during design. conducting training sessions
• Training topics and length
If staff is brought into the project at the end of construction, it is helpful if their • Who should attend
first training session provides an overview of the project, including a discussion of • When and how the training
the project’s goals in the Owners Project Requirements and Basis of Design. This gives will be conducted (onsite,
building managers and operators a thorough understanding of why the facility was factory, classroom, before
constructed and how it is intended to operate, as well as its limitations. or after construction)
• How the training will
In buildings where O&M activities are led by a facility manager who does not be documented (written
have a technical background, the commissioning lead will work with contractors documentation, video)
5 to ensure that the manager understands the capabilities, intended function,
and required maintenance of the building systems. Emphasis should be placed
on preparing the facility manager to respond to occupant complaints without
circumventing design intent. It will also be important to provide the facility
Training after manager with a list of resources for maintenance assistance.
construction
If training will not begin until Suggested Training Topics3
after construction is complete,
it is important to hold a site • Descriptions of systems/equipment and • Hands-on operation of equipment and
tour for facility staff before their warranties systems
finished walls go up, so they • Operation instructions and procedures: • Review of operation and maintenance
can see how systems connect seasonal changeover and manual/ manuals, and their location onsite
first-hand, rather than just automatic control • Building walk-through
on paper. As an alternative, • Emergency instructions and procedures • Review of related design intent documents
contractors can be asked to
• Operation and adjustment of dampers, • Energy management control system (EMCS)
video or photograph systems
valves, and controls operation and programming
immediately after installation.
• Adjustment instructions: information for • Control sequences and strategies
maintaining operational parameters
• Thermostat programming
• Requirements and schedules for
• Relevant commissioning reports and
maintenance on all operation and
documents
maintenance-sensitive equipment
• When and how to recommission building
• Common troubleshooting problems,
systems
their causes, and corrective actions
• Sound energy management practices
• Indoor air quality, health, visual comfort,
acoustic comfort, and safety issues • Exotic or special equipment like scrubbers,
fume hoods, or water features/fountains
• Recommendations for special tools and
spare parts inventory
Ongoing Training
Well-trained operaters with opportunities to study how to optimize building
operations are more likely to maintain a high level of building performance, year
after year. Building operators should be encouraged to increase their knowledge
and enhance their job skills by taking readily available training courses offered by
utility energy centers, training organizations, and equipment manufacturers.
3
From CHPS Best Practices Manual, 2002, p. 437, and ASHRAE Guideline 0 – 2005, p. 12.
5
Preventive Maintenance
Preventive maintenance saves energy, increases equipment life,
and helps prevent unexpected equipment failure.
Good preventive maintenance practices require building staff to continuously

monitor building equipment and document all maintenance activities.
Developing a Preventive Maintenance Plan

While a Preventive Maintenance Plan can be implemented using a computerized
maintenance management system (CMMS), it can also be implemented manually.
The plan consists of a checklist of maintenance tasks and a schedule for performing
them. Most of the required information will have been gathered during the
commissioning process, or can be obtained from the O&M Manuals.
Preventive maintenance checklists should be kept separately for each piece of equipment
and updated after maintenance tasks are performed. It may be helpful to structure
checklists as logs, with room for at least two people to sign off: the technician who
performs the maintenance task and the supervisor who verifies the task was performed.
The preventive maintenance schedule is usually determined by the manufacturer’s

recommended service intervals, often measured in hours of equipment run time.
Preventive
Many major controls contractors offer preventative maintenance modules for their Maintenance
software that automatically track activities and alert staff when maintenance is Preventive maintenance can
needed. These systems can provide valuable information to building staff, especially save building owners time and
if they are operational prior to occupancy and the staff is well-trained in using them. money by:
• Maintaining efficient facility
It may be helpful to review the Preventive Maintenance Plan at a yearly “lessons operations
learned” meeting with building staff, consultants, and the owner. This meeting • Extending equipment life
allows all parties to review whether the building’s operating intent has changed, • Increasing energy savings
review maintenance activities, and share information about plans and requirements • Preventing loss of equipment,
during the coming year. It may be beneficial to bring in a third-party facilitator to time, productivity, and
the resulting revenue
run the meeting, so attendees can focus on the discussion.
5
The Preventive Maintenance Plan
The Preventive Maintenance Plan should include an up-to-date equipment list. For each piece
of equipment, the following information should be included. Much of this will be gathered
during the commissioning process.
Required information Desirable information

• Unique equipment identification number • Expected equipment life
• Name plate information • Expected efficiency
• Manufacturer’s name • Maintenance schedule
• Vendor’s name and telephone number • Maintenance task descriptions
• Equipment location • Forms for collecting and documenting
required information
• Date installed
Outsourcing Preventive Maintenance

When building staff is not available or trained to perform preventive maintenance
tasks, it may be advisable to purchase a maintenance service contract from the
Maintenance Service
equipment vendor, installing contractor, or a maintenance service contractor. Service
Contracts
contractors hired during the construction phase should receive the same training as
A service contract should
cover all the manufacturer’s would have been provided to in-house staff. In cases where maintenance is outsourced,
recommended preventive the O&M Manuals need to be easily accessible by the maintenance service contractor.
maintenance procedures, as
described in the O&M Manual.
More information on service
contracts can be found in Performance Tracking
Operation and Maintenance
Service Contracts: Guidelines for Tracking building performance helps building staff detect problems early, before
Obtaining Best-Practice Contracts they lead to tenant complaints, high energy costs, or unexpected equipment failure.
for Commercial Buildings, one
In fact, problems in today’s buildings may be impossible to detect without performance
of seven volumes in the O&M
Best Practices Series. All seven tracking. There are three important strategies for performance tracking:
are available in the CCC library: benchmarking, utility tracking, and trend analysis.
www.resources.cacx.org/library/.
Benchmarking
Benchmarking is a way for building owners and operators to track their building’s

energy use over time and compare it to other buildings. Owners of multiple buildings
5
can use benchmarking to compare buildings and prioritize improvements.
Several online resources are available to help with building benchmarking. Two of
the most comprehensive and widely applicable are ENERGY STAR® Portfolio
Manager and the Cal-Arch Building Energy Reference Tool. Resources
Energy Information Systems
(EIS) can be used to harvest
ENERGY STAR® Portfolio Manager
the data from a control system,
This web-based tool uses the energy bill data and building characteristics supplied and perform powerful analysis
by building staff to rank the building compared to similar buildings. When and reporting. For more
it compares buildings, Portfolio Manager takes into account factors that are outside information, go to the California
the control of the building staff, like climate, occupancy level, hours of operation, and Commissioning Collaborative’s
on-line library.
space use. Buildings scoring 75 or higher can apply for the ENERGY STAR label.
www.resources.cacx.org/library/:
Motegi, Piette, Kinney, and Dewey.
Portfolio Manager is a widely used building benchmarking tool. It was developed
Case Studies of Energy Information
by the U.S. Environmental Protection Agency (EPA), and since 1999 approximately Systems and Related Technology:
12% of the total building market has been benchmarked using this tool. Operational Practices, Costs, and
Benefits. 2003. Public Interest
Cal-Arch Building Energy Reference Tool Energy Research (PIER).
This web-based tool shows how a building’s energy use per square foot compares to
other California buildings. Unlike Portfolio Manager, Cal-Arch only requires the
input of the size of the building and the amount of energy it uses. As a result, Cal-
Arch can be faster and easier to use than Portfolio Manager, but it does not take into
account the effects of parameters like weather and occupancy on energy use.
Benchmarking Tools
ENERGY STAR® Portfolio Manager Oak Ridge National Laboratory
www.energystar.gov/benchmark Benchmarking
http://eber.ed.ornl.gov/
Lawrence Berkeley National commercialproducts/cbenchmk.htm
Laboratory Cleanroom Benchmarking
http://ateam.lbl.gov/cleanroom/ Cal-Arch Building Energy Reference Tool
benchmarking/ http://poet.lbl.gov/cal-arch/
5 Utility Tracking
Utility tracking and troubleshooting are key elements in ensuring long-term
building performance. Where benchmarking compares utility consumption against
other buildings, utility tracking measures the building’s energy use over time and
helps staff understand the building’s energy consumption patterns. By tracking
performance over time, building operators can spot emerging problems before
they cause occupant discomfort or premature equipment failure. There are a host
of energy accounting software tools available. Utility tracking can also be automated
using an Energy Information System (EIS).
Performance Monitoring
The data handling capabilities of control systems allow building staff to “listen” to
the building by supplying data on building operations over time. In order to be
useful, a control system must have enough memory to trend and archive data. It is
also important to understand how the system stores data. Are they automatically
downloaded to a hard drive, or does this process need to be scheduled?
When building staff are not familiar with the trending capabilities of the control
system, or are unskilled in how to set up trends and retrieve collected data, it may be
helpful to bring in the control vendor or commissioning lead to train at least one or
two building operators on the topic. Staff should also be trained on how to analyze
and interpret the data. To assist the staff responsible for this, important metrics can be
defined and evaluated, and illustrative diagnostic charts can be “canned” to allow collected
data to be reviewed in the most informative format to diagnose particular problems.
If it is part of the Commissioning Plan, a skilled commissioning team member can
set up “smart alarms” in the control system. These look at concurrent values of several
variables at one time or compare variables to limits that depend on the operating
mode. Operators should be trained on what the alarm conditions signify, how to
respond to these alarms when they are triggered, how to set up their own alarms, and
how to refine alarms to avoid irritating and distracting false alarms.

5
“A well-run building should be
Periodic recommissioninig (ReCx) occurs when a building that has recommissioned every three to
already been commissioned undergoes another commissioning five years. After completing 41
process to help keep it operating optimally. energy and related conservation
projects at Adobe’s headquarters
buildings and realizing savings
Ideally, a plan for recommissioning is established as part of a new building’s
of just under $1 million per year,
original commissioning process. we re-commissioned the three
buildings and discovered another
The need for recommissioning depends on several things: changes in the facility’s $273,000 in savings!”
use, quality and schedule of preventive maintenance activities, and the frequency
of operational problems. In California, recommissioning is required of all state - George Denise
General Manager for Facilities
buildings over 50,000 square feet on a recurring five-year cycle, or whenever Cushman & Wakefield at Adobe
major energy consuming systems or controls are replaced. Systems Incorporated
Recommissioning is similar to new building commissioning, although the phases

and goals are slightly different. Recommissioning typically begins with a review of
the Owner’s Project Requirements of the building to determine if there have been
any changes. When changes have occurred, systems are reviewed to determine if
corresponding changes in equipment or operations are necessary. Next, systems
are inspected, just as they would be in new building commissioning, and any
issues are recorded in an Issues Log.
Functional performance tests and trend data may be used to determine if the
systems are still operating as intended. Minor system improvements may be
implemented during recommissioning, while others may require more significant
design, scheduling, and budgeting. The building documentation will also be reviewed to
determine if updates or trainings are required. Finally, the OPR document is updated
to reflect any changes in building systems and functions.
Although a third party may have led the original commissioning activity, building staff
can lead the recommissioning effort, if they have the time, resources, and ability. One
of the real advantages of involving building staff deeply in the original commissioning
effort is the experience they gain for performing subsequent recommissioning projects.
5
Time to Recommission?
Positive answers to two or more of the following questions indicates that it may be time to
recommission:
• Is there an unjustified increase in • Are there frequent equipment or
energy use? Is energy use more than component failures?
10% higher than previous years? • Have there been significant tenant
• Have comfort complaints increased? improvement projects (build-outs)?
• Has nighttime energy use increased? • For State of California buildings
• Is building staff aware of problems over 50,000 square feet: Has it been
but without the time or in-house five years or more since the previous
expertise to fix them? recommissioning process? Have any
• Has control programming been major energy consuming systems or
modified or overridden to provide a controls been replaced recently?
quick fix to a problem?
Continuous Commissioning® and

Monitoring-Based Commissioning
(MBCx)
Continuous Commissioning® and Monitoring-Based Commissioning are
two processes that use retrocomissioning techniques. They are distinct from
retrocommissioning in that they install extensive metering that is left in place to
provide ongoing commissioning and help ensure persistence of benefits.
In Continuous Commissioning® (practiced by the Energy Systems Laboratory

of Texas A&M University), third-party commissioning providers work closely
with building staff to commission major pieces of equipment and involve the
building staff in selecting and implementing improvements. The providers then
commission the entire building, optimizing it to current operating requirements.
Monitoring equipment is left in place, and a dedicated third-party analysis staff
reviews data to ensure persistence of savings.

Monitoring-Based Commissioning (in a program provided by the University of
65
California and California State University systems, along with California utilities)
is similar in that it has an emphasis on involving the building staff and leaving
monitoring equipment for ongoing diagnostics. It has an increased emphasis
on training of the building staff, and empowering them to use the monitoring
through analysis training, automation of diagnostics, and “smart” alarms.
In both programs, ongoing monitoring is used to establish a baseline of appropriate

operation. Deviations from that baseline indicate opportunities for ongoing
operational improvements and immediate equipment repairs. Recommissioning
may still be needed, but it should be required at less-frequent intervals, and
should be much more tightly focused due to the availability of trained staff and
monitored data.
5

6. Getting Started
6
So how does an owner or building manager get started with
commissioning? There are a few key steps that will help get a new
commissioning project off to a strong start:
Become informed about commissioning

Explore the resources listed in this guide, explore online resources, and begin talking
to others about their experiences, including designers and contractors.
Determine what local, utility and government resources are available

Contact utility representatives and government agencies to learn about the incentives
they offer for commissioning and other energy efficiency products and services.
Start early! Identify an upcoming project that could benefit from

commissioning – preferably one not yet in design
Begin thinking about the special needs of the project and the commissioning
scope that will be required to meet them. Consider holding a “lessons learned”
workshop on a recently completed project to identify issues that commissioning could
have addressed. If a full commissioning process cannot be implemented, think about
how to employ selected commissioning strategies.
Obtain buy-in from members of the organization

Consider giving a presentation on commissioning or inviting a commissioning lead to
explain its benefits to staff. Identify any individuals who may need convincing and be
sure they are present.
Hire a commissioning lead, and specify the project scope and

objectives
Identify commissioning leads working in the area and begin investigating their
qualifications. Ask whether the lead’s experience is relevant to the project’s needs.
Once a lead is selected, the owner and lead must work together to clearly scope the
commissioning process and define its objectives. The owner should require the lead
Getting Started / 59
6 to create a detailed commissioning plan, hold a kick-off meeting, conduct site
inspections, deliver progress reports and Issues Log, and produce a Commissioning
Report.
“We have found the Cx Guide
valuable for our internal com- Identify in-house commissioning resources
missioning efforts, and also as a
source of information in setting Designate a member of the owner’s project team to represent the owner during
scope when we hire third party the commissioning process, and make it an early priority to identify members of the
commissioning agents. Clean building’s O&M staff who will be involved from start to finish.
turnover of a construction project
team to store operations is very
Include commissioning requirements in the specifications
important to Target. We look at
the commissioning process as a It is absolutely essential to include commissioning requirements in the specifications.
way to help minimize operational Without them, contractors will not be required to participate in the commissioning
disruptions to the store operation process and may issue change orders if asked to complete commissioning tasks.
teams as they concentrate on
serving guests in our new stores.”
- Scott D. Williams, PE
Become an advocate for commissioning in your organization
Manager, If you are in a position of authority, others in your organization will take the lead
Mechanical Engineering, from you. If you are fully committed to the commissioning process, communicate
Target Property Development your expectations and become an active and interested participant in the process.
You will achieve maximum benefits and others will recognize the value of
commissioning as well.

7
7. Appendix
Appendix / 61
Acronyms
ASHRAE American Society of Heating, Refrigerating and Air
Conditioning Engineers
BOD Basis of Design
CC® Continuous Commissioning®
CMMS Computerized Maintenance Management System
Cx Commissioning
CxP Commissioning Provider
EIS Energy Information System
EMCS Energy Management and Control System
HVAC Heating, Ventilation and Air-conditioning
IAQ Indoor Air Quality
IEQ Indoor Environmental Quality
LEED® Leadership in Energy and Environmental Design
MBCx Monitoring-Based Commissioning
O&M Operations and Maintenance
OPR Owner’s Project Requirements
PM Preventive Maintenance
RCx Retrocommissioning
ReCx Recommissioning
RFI Request for Information
RFP Request for Proposals
RFQ Request for Qualifications
TAB Testing, Adjusting, and Balancing

Glossary
Acceptance Criteria
The conditions that must be met in order for an aspect of the project to meet
defined requirements, thus permitting subsequent activities to proceed.
Basis of Design (BOD)

A document that records the concepts, calculations, decisions, and product
selections used to meet the Owner’s Project Requirements and to satisfy
applicable regulatory requirements, standards, and guidelines.
Building Commissioning (Cx)

A systematic quality assurance process that spans the entire design and
construction process. Building commissioning helps ensure that a new
building’s performance meets owner expectations by verifying and
documenting that building systems and components are planned, designed,
installed, tested, operated, and maintained to meet the Owner’s Project
Requirements.
Building Owner
Often the word “owner” can refer to a number of different actors in a building.
In this document, the term “owner” refers to whoever makes the decisions
regarding the building’s facilities.
Commissioning (Cx)
See Building Commissioning.
Commissioning Plan
A document that outlines the organization, schedule, allocation of resources,
and documentation requirements of the commissioning project.
Appendix / 63
Commissioning Lead
The person who coordinates the commissioning process. This can be either a
third-party commissioning provider or an experienced in-house staff member.
Commissioning Provider (CxP)

A third-party individual or firm under contract to serve as the commissioning
lead on a project.
Commissioning Team
The key members of each party involved with the project designated to
provide insight and carry out tasks necessary for a successful commissioning
project. Team members may include the commissioning lead, building owner
or owner’s representative, building staff, design professionals, contractors
or manufacturer’s representatives, testing specialists, and the LEED coordinator.
Conflict of Interest
A situation in which a person in a position of trust has competing professional
and/or personal interests.
Continuous Commissioning® (CC®)

A continuation of the commissioning process well into the occupancy and
operations phase to verify that a project continues to meet current and
evolving owner’s requirements.
Contract Documents
A wide range of documents binding on all parties involved in the construction
of the project, which may include: specifications, price agreements, construction
management processes, subcontractor agreements or requirements, submittal
procedures or requirements, drawings, specifications, change orders, addenda,
requests for information, and the Commissioning Plan.
Coordination Drawings
Drawings showing the work of all trades created to eliminate any logistical and
spatial conflicts between equipment and systems.

Design Intent Documents
See Owner’s Project Requirements
Design Narrative
A written description of the concepts and features the designer intends,
during schematics, to incorporate into the design to meet the Owner’s Project
Requirements. A design narrative accompanies each design submittal.
Design Review
A process of review in which the commissioning lead examines design
documents to help ensure that a design is likely to meet the Owner’s Project
Requirements. Design review both enhances design and fosters communication
between designers, owners, and builders.
Functional Tests/Testing
Tests that evaluate the dynamic function and operation of equipment and systems
using manual or automated monitoring methods and either passive observation
or active testing of operation. Functional testing is the assessment of the system’s
ability to meet the Owner’s Project Requirements.
Independent Third-Party Commissioning Provider

A commissioning consultant hired directly by the building owner and
not responsible to, or affiliated with, any other member of the design and
construction team.
Indoor Air Quality (IAQ)

The characteristics of the air in the indoor environment, including gaseous
composition, temperature, relative humidity, and airborne contaminant levels.
Indoor Environmental Quality (IEQ)

Encompasses all aspects of the indoor setting, including air quality, thermal
comfort, lighting, and noise.
Appendix / 65
Issues Log
A formal and ongoing record of problems or concerns, and their resolution, that
have been raised by the commissioning lead or any member of the commissioning
team during the course of the commissioning process. There are usually three different
issues logs created in the course of the commissioning process: design review,
construction observation, and functional testing.
Non-Energy Benefits
Benefits that go beyond energy savings. Common non-energy benefits include
environmental benefits, enhanced property value, extended equipment life and
reduced down time, improved occupant comfort and productivity, and reduced risk.
Owner’s Project Requirements (OPR)

A document that details the owner’s functional requirements for a project and
expectations for how it will be used and operated. These include project goals,
measurable performance criteria, cost considerations, benchmarks, success
criteria, and supporting information.
O&M Manuals
Documents that provide all the information necessary for operating and
maintaining installed equipment.
Pre-functional Checklist
See Verification Checklist
Recommissioning (ReCx)
An application of the commissioning process to a building that has already
been commissioned. Recommissioning may be scheduled or triggered by a change
in building use, operational problems, a change in ownership, or other needs.
A document containing all the information required to recommission the
facility. The plan may include specific tasks, their descriptions, and schedules.

Other information that may be helpful includes operational requirements for
key systems, functional tests, and documentation templates.
Request for Information (RFI)

A request made by contractors to designers to clarify details in the design.
Retrocommissioning (RCx)
Retrocommissioning is a systematic method for investigating how and why an
existing building’s systems are operated and maintained, and identifying ways
to improve overall building performance.
Sequence of Operations
A narrative describing how the mechanical, electrical, energy management,
and control systems are intended to operate during start-up, shut-down,
unoccupied, manual, fire, power failure, security lock-downs, and other modes
of operation.
Systems Manual
A system-focused composite document that includes the O&M manuals and
additional information of use to the owner and building staff in operating and
maintaining the facility.
Test Protocol
A test form that describes exactly how a particular test will be carried out. It
includes documentation of such things as required equipment, precautions,
detailed procedural steps, and procedures for returning to normal.
Verification Checklist
A written checklist identifying the steps which must be taken to verify that a
piece of equipment has been properly installed and started up in preparation
for full operation and functional testing.
Appendix / 67
Commissioning Resources
Look for quick reference icons in this section for indication of the following:
Training C
Certification Guidelines G
www.commissioning.org           AABC Commissioning Group (ACG)

C G A non-profit association of certified commissioning
authorities, in conjunction with the Associated Air
Balance Council (AABC), dedicated to the advance-
ment of professional, independent commissioning
services through education, training, and certification
of qualified architects and engineers.
www.aceee.org                        American Council for an Energy Efficient

Economy (ACEEE)                              
The American Council for an Energy Efficient
Economy website includes a section on commercial
building performance with links to technical and
programmatic resources.
www.ashrae.org                       American Society of Heating

G Refrigeration and Air Conditioning
Engineers (ASHRAE)
The American Society of Heating, Refrigerating
and Air-Conditioning Engineer’s website offers
commissioning guidelines, links, research, tools,
and recommendations.
www.aeecenter.org                  Association of Energy Engineers (AEE)

C G AEE is a source for information on energy efficiency,
utility deregulation, facility management, plant
engineering, and environmental compliance. AEE
offers a range of information outreach programs
including technical seminars, conferences, books,
local chapters, and certification programs.

www.bcxa.org                          Building Commissioning Association
(BCA)
G C
An organization of commissioning professionals, the
BCA website offers publications, templates, training
announcements, an e-newsletter, and an online
discussion forum. The BCA also offers the Certified
Commissioning Professional designation.
www.theboc.info/ca                  Building Operator Certification (BOC)

C The BOC is a nationally recognized training and
certification program for building operators, designed
specifically to help them improve their ability to operate
and maintain comfortable, efficient facilities.
www.cacx.org                          California Commissioning Collaborative (CCC)                 

The CCC is a non-profit organization dedicated to supporting
building commissioning in California. Their website
offers case studies, sample documents, a provider list,
information on selecting a provider, a searchable library
of commissioning documents, a quarterly newsletter, and
training and meeting announcements.
www.dsa.dgs.ca.gov                California Department of the State

Architect
California’s policy leader for building design
and construction offers web resources such as
commissioning and sustainability information and state
codes and regulations.
www.energy.ca.gov/greenbuilding California Green Building Initiative,

State of California Executive Order S-20-04
The Executive Order sets a goal of reducing energy in
state-owned buildings by 20% by 2015 and encourages
the private commercial sector to set the same goal. The
website provides the latest information and links to
related websites.                      
Appendix / 69
www.chps.net                          Collaborative for High Performance
Schools (CHPS)
An organization whose goal is to facilitate the design
of California schools that are healthy, comfortable,
and energy efficient. Their website offers information
on high performance schools, training and event
announcements, and downloadable publications.
           
www.energydesignresources.com Energy Design Resources (EDR)
The website is a palette of energy design tools and
resources for energy-efficient design and construction.
It features Cx Assistant, a web-based tool that provides
project-specific building commissioning information
to design teams, helps users evaluate probable costs
and appropriate scope, and provides access to sample
commissioning specifications.
www.energysmartschools.gov     Energy Smart Schools

A program affiliated with the Department of Energy’s
Rebuild America, focused on high-performance schools.
It has a strong emphasis on commissioning within
the climate-specific Energy Design Guidelines for High
Performance Schools.
www.energystar.gov                 ENERGY STAR®

G A U.S. Environmental Protection Agency sponsored
program to help individuals and businesses achieve
superior energy efficiency. The website contains energy
advice and building energy benchmarking tools.
www.eere.energy.gov/femp/
                                                Federal Energy Management Program
operations_maintenance/
(FEMP)
G The website offers information, tools, and recommendations
on a wide variety of energy efficiency topics, including
equipment procurement, new construction/retrofits,
operations and maintenance, and utility management.

It is targeted towards federal facilities but useful for any
building owner.
www.fypower.org                    Flex Your Power

The website for California’s state-wide energy
efficiency marketing and outreach campaign contains
comprehensive information on available rebates, grants,
and loans, product guides, educational opportunities,
and resources for new and existing buildings.
http://eetd.lbl.gov/ Lawrence Berkeley National Laboratory (LBNL)

The Building Technologies department, within LBNL’s
Environmental Energy Technologies Division, performs
research and development leading to better energy
technologies and reduction of adverse energy-related
environmental impacts. Their High Performance
Commercial Building Systems program has an emphasis
on integrated commissioning and diagnostics, and has
many publications related to commissioning.
www.nemionline.org                 National Energy Management Institute

C (NEMI)
Affiliated with the Sheet Metal and Air Conditioning
National Association, NEMI provides training for
commissioning and related technical matters, and
certification of HVAC professionals.
www.nebb.org                         National Environmental Balancing

C G Bureau  (NEBB)
NEBB exists to help architects, engineers, building
owners, and contractors. They establish and maintain
industry standards, procedures, and specifications for
work in its various related disciplines.
Appendix / 71
www.pge.com/pec Pacific Gas & Electric (PG&E)
Pacific Energy Center (PEC)
Pacific Gas & Electric Company’s educational center
in San Francisco features educational programs, tool
lending library, and services. Their website includes
energy information and class schedules.
 
www.peci.org                           Portland Energy Conservation, Inc. (PECI)
G PECI helps transform markets through education
and incentive programs that build demand for more
efficient products and services. PECI’s Resource Library
contains several well-used commissioning resources,
including the Model Plan and Guide Specifications,
Functional Testing Guide, Control Systems Design
Guide, O&M Best Practices Series, and the Proceedings
of the National Conference on Building Commissioning.
www.energy.ca.gov/pier           Public Interest Energy Research (PIER)

PIER offers a portfolio of research, development,
and demonstration projects that is administered by the
California Energy Commission.
www.rebuildamerica.gov          Rebuild America

G A program of the U.S. Department of Energy, focused on
community-based solutions to reducing energy use in
existing buildings.
                                               
www.smud.org/education/ Sacramento Municipal Utilities District
(SMUD)
The Sacramento Municipal Utility District offers a
range of educational resources for energy efficiency
education. The website lists workshops and seminars,
references, and resources.

www.sdge.com/training San Diego Gas & Electric (SDG&E)
The website offers information on training opportunities
and seminars for San Diego Gas & Electric customers,
including Building Operator Certification courses.
www.sdenergy.org                   San Diego Regional Energy Office (SDREO)

A non-profit corporation that provides information,
research, and analysis on energy issues for the San
Diego region. Their website offers information on
programs and incentives, energy technologies, news,
training opportunities, events, and policy updates.
www.sce.com/ctac Southern California Edison (SCE)

Customer Technology Application Center
(CTAC)
Southern California Edison’s energy learning and
demonstration center in Irwindale features six
technology centers showcasing energy solutions, a
conference center, meeting rooms, and classes. Their
website lists class schedules.
http://www-esl.tamu.edu/ Texas A&M University, Energy Systems

Laboratory (ESL)
Texas A&M University’s Energy Systems Laboratory is a
division of the Texas Engineering Experiment Station.
ESL has developed Continuous Commissioning® (CC®), a
process that reduces energy consumption and costs in
existing buildings while increasing comfort.
http://www.energy.ca.gov/title24/ Title 24
G Title 24 contains California’s Energy Efficiency Standards
for Residential and Nonresidential Buildings.  The
Title 24 website provides links to information on the
standard and downloads for current standards and
manuals.
Appendix / 73
www.usgbc.org/LEED U.S. Green Building Council (USGBC)
C G The website offers information on the LEED® (Leadership
in Energy and Environmental Design) Green Building
Rating System, which requires building commissioning
for certification.
www.epdweb.engr.wisc.edu           University of Wisconsin Department of

Engineering Professional Development
C (UW)
The UW’s website provides training and certification
for commissioning providers. UW offers 300 courses
annually in engineering, design, operations, production,
management, maintenance, and planning. The
Department of Engineering Professional Development
also offers on-site courses and distance degrees.

Appendix / 75
© 2006 California Commissioning Collaborative
www.cacx.org
CEC-500-2006-076

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California Commissioning Guide:

The California Commissioning Collaborative is a non-profit corporation with a mission

2 / California Commissioning Guide

Indicates that additional information about the topic can be found

Indicates an important topic.

California Commissioning Guide / ii

2 Benefits and Costs of Commissioning

3 The Commissioning Team

4 The Commissioning Process

California Commissioning Guide / iv

• Select a commissioning lead

• Design Phase commissioning meeting

• Construction Phase kick-off meeting

• Resolve outstanding commissioning issues

v / California Commissioning Guide

• What is building commissioning?

Retrocommissioning Retrocommissioning is the application of the same process to existing buildings.

Recommissioning is another type of commissioning that occurs when a building

2 / California Commissioning Guide

Goals of the Commissioning Process the term “owner” refers to

4 / California Commissioning Guide

Benefits and Costs / 5

6 / California Commissioning Guide

This chapter answers the questions:

• What are the benefits of commissioning?

Benefits and Costs / 7

Savings from Commissioning1

Description Range of Values

Fewer System Deficiencies at Building Turnover

Deficiencies may go undetected for years, negatively affecting building control,

Benefits and Costs / 9

The commissioning process employs several strategies to reduce a building’s energy

During construction, the commissioning lead ensures that delivered equipment

10 / California Commissioning Guide

Benefits and Costs / 11

The Cost of Discomfort

12 / California Commissioning Guide

Description Value or Ranges

14 / California Commissioning Guide

This chapter answers the questions:

• Who should be on the commissioning team, and how are

The Commissioning Team / 15

16 / California Commissioning Guide

Building Owner or Owner’s Representative

The Commissioning Team / 17

In addition to affirming the roles and responsibilities of the commissioning team,

Building Manager and Staff

In pre-design, the manager or operator should contribute to the development of

18 / California Commissioning Guide

By participating in the commissioning process, building staff will gain an understanding

Building Staff’s Responsibilities

Contractors and Manufacturers’ Representatives

If it is specified, it will be the responsibility of contractors and manufacturers’

The Commissioning Team / 19

Design professionals’ commissioning-related responsibilities may vary, depending

20 / California Commissioning Guide

The Commissioning Team / 21

22 / California Commissioning Guide

The Commissioning Team / 23