How to Kill Your Business Without Really Trying

Building Science’s Summer Camp Shines Again

Building Commissioning Reduces IAQ Problems

Word on the Street

• WHAT WENT WRONG?
  Television stations serving Washington, D.C., have latched onto the story at Barnard Elementary School, which opened up one year ago but is already in need of some costly upkeep not in the city’s budget. While students are watching their step to avoid slipping on wet floors and holding their noses to avoid the smell of mold from water leaking through ceiling tiles from a deteriorated roof, others in the school community want to know where to point their fingers. TV reporters said additional repairs and improvements would be needed too, such as fixing unusable restrooms and constructing an athletic field. City Council member Adrian Fenty said Aug. 18 that the school’s air ducts and drainage system had begun failing within the past month.
   
  When IE Connections went to press, there had been no estimate as to how much money would be needed to complete the repairs at Barnard. Public records of the school’s construction show that the $12 million school was completed in 2003 at a cost of $23 million. “D.C. government should be able to build a school for $12 million, but if you’re going to pay double, at least get it right,” Fenty said in a telephone interview Aug. 18. “There are so many problems at this school, it takes us two hours just to have a meeting about it.”
   
• KERRY FINDS SCAPEGOAT IN BUSH
  Political analysts have noticed that Democrats have a history of blaming the Republicans in power for high asthma rates. In the name of tradition, John Kerry dredged up this same complaint during his presidential nomination acceptance speech on July 29. In a litany of problems Kerry said he could help to solve better than President Bush, he blamed the 25 percent asthma rate among the children of Harlem on industrial air pollution. “America can do better,” Kerry said, repeating a mantra he used throughout the speech.
   
  The Delaware County (Pa.) Times one-upped the Democratic nominee by pointing out that asthma rates have rapidly increased despite four decades worth of successful efforts to curb outdoor air pollution. An Aug. 12 editorial said asthma rates may be more appropriately blamed on an increase in indoor air pollution since the 1970s. “Click on to virtually any Web site for asthma sufferers and the experts cite dust, mold, cat and dog hair as potential triggers for the disease,” it says. “Few, if any, cite industrial air pollution. In fact, the leading experts are downright dismissive of such claims.” Science knows that indoor air pollution is more of an asthma trigger than outdoor air pollution, The Times reinforces; yet Democrats, the editorial implies, would rather point the finger at their political opponents.
   
• AQS REPORT NIPS MOISTURE BEFORE IT STARTS
  Air Quality Sciences has responded to the Institute of Medicine’s July report advising against indoor dampness by issuing its own report on the prevention of moisture in buildings. Where the Institute of Medicine left off, with a recommendation for the release of guidelines for the prevention of moisture intrusion, Atlanta-based AQS picked up. The company said its 12-page document, “Moisture in Buildings: A Practical Guide to Avoiding Moisture and Mold,” was written for the owners and managers of facilities and that it “provides a comprehensive overview of the issues and steps that help protect the long-term value of the building and the health of occupants.” Complimentary copies of the AQS report are available for download at the Premium Content section of www.aerias.org or by calling (800) 789-0419.
   
• WORD OF THE MONTH: PNEUMOCONIOSIS
  Asbestosis, the lung disease caused by the inhalation of asbestos fibers, is one of the pulmonary diseases classified as pneumoconioses (singular: pneumoconiosis).
    
• ASBESTOS BODY COUNT RISING
  The Centers for Disease Control and Prevention reported July 23 that asbestosis is the only one of a class of lung diseases whose death toll has shown a steady increase between 1968 and 2000. Deaths from asbestosis are expected to continue for at least another decade, the CDC projected. The number of U.S. death certificates mentioning asbestosis as a cause or contributing factor in 1968 was 77. The number of casualties to asbestosis in 2000 was the all-time high for that period, accounting for 1,493 fatalities that year.
    
  A CDC chart showing year-by-year death statistics for lung diseases classified as pneumoconioses reveals that while the total number of pneumoconiosis deaths reached a high in 1972, still a negligible number of asbestosis were being reported each year. The number began rising considerably in the mid 1980s and continued through the 1990s while all other pneumoconiosis deaths dropped off sharply.
  The CDC cited a 1980 journal source supporting the fact that “asbestosis mortality peaks 40–45 years after initial occupational exposure to asbestos.” The report also referenced a 2003 U.S. Geological Survey finding on worldwide asbestos consumption trends in the 20th century, which showed usage “increased substantially during and after World War II, with a peak in 1975 followed by a steep decrease beginning in the 1980s.” It was in 1980 that U.S. asbestos usage dropped below 500,000 metric tons for the first time; that figure fell to 15,000 metric tons in 2000, more than half of which was used in roofing products.
   
• NIPPING MOISTURE FROM THE GET-GO
  Air Quality Sciences has responded to the Institute of Medicine’s July report, which advises against indoor dampness, by issuing its own report on the prevention of moisture in buildings. Where the Institute of Medicine left off, with a recommendation for the release of guidelines for the prevention of moisture intrusion, Atlanta-based AQS picked up. The company said its 12-page document, “Moisture in Buildings: A Practical Guide to Avoiding Moisture and Mold,” was written for the owners and managers of facilities and that it “provides a comprehensive overview of the issues and steps that help protect the long-term value of the building and the health of occupants.” Complimentary copies of the AQS report are available for download at the Premium Content section of www.aerias.org or by calling (800) 789-0419.

How to Kill Your Business Without Really Trying
Michael S. Greene, Esq.
Shareholder
Akerman Senterfitt
West Palm Beach, Fla.

The Wild West of mold is here. The pioneers have rounded up their vans, loaded them up with six-shooting spore traps, high-powered Anderson devices and the best “mold-pokes” that money can buy. Instead of prospecting for gold, they are prospecting for mold.

However, the analogy to the Wild West stops there. While the pioneers of the 1800s, faced difficult terrain and hardships that could be overcome only by grit and determination, a modern business needs more thoughtful planning in order to avoid being consumed like the Donner party.

Many of the mistakes made by owners of small and medium-sized businesses are repeated over and over again as they first learn the techniques of starting, expanding and managing a new business. This is no less true for indoor environmental professionals – whether assessors, remediators, contractors or other professionals. In order to provide the small and medium-sized business owner with a place to start, I have outlined a list of some of the key concerns to avoid killing your own business.

Corporate Shield I am constantly surprised at how many business owners operate as a sole proprietorship. This means that the business owners are individual persons whose assets are fully exposed to lawsuits, claims and demands for payment. In most states, having a corporation, limited-liability company or similar state-approved investment vehicle can protect an individual’s assets and limit liability to the assets of the corporate entity. States vary as to the degree of protection, but many protect the assets of the individual from all actions but fraud or intentional misrepresentation. The first step in protecting your business is in protecting yourself. Without this shield, the mold pioneer is about to ride off into the sunset without his Winchester.

Divorce Planning
I am not referring to your spouse but to your business partners, shareholders or other investors in the new business you have created. Erecting the corporate wall may help you from outsiders, but a divorce among shareholders and partners can be as ugly as any War of the Roses. This requires a “prenuptial” agreement in the form of a shareholder agreement, detailed partnership agreement or other agreement among the investors providing for the means of buying out one another, or dealing with disputes and irreconcilable differences that may arise during the business relationship. A proper shareholder agreement or partnership agreement should also address the effects of the death of one shareholder
or partner on the operating business. For example, a majority shareholder may not want the spouse or other heirs of the deceased shareholder

having an influence on the business. This raises the issue of succession of any of the share holders and the desire of the shareholders to continue the business after they are gone. In this sense, the interest of heirs should be considered in the planning of any closely held business.

Unfortunately, without this advanced planning, the business will more often than not be destroyed when disputes arise or a partner leaves.

Insurance
Insurance is always the most difficult question to be addressed in the context of either construction or indoor environmental businesses. Some hold that going “naked” (i.e., without insurance) makes the business less of a target in this litigious age. Others hold that you cannot buy too much insurance coverage. This question can be answered only in the context of the particular business, its dealings with its customers and other issues that may arise. The key to proper insurance coverage is twofold; first, corporate customers may require that you have insurance in order to get the work, and second, a properly written policy will protect you from the costs of attorneys' fees, which may be the single greatest cost in defending a claim. Insurance therefore should be reviewed with a proper insurance counselor and not merely a sales agent.

Hiring Employees
As a company grows and the partners and shareholders are no longer performing all of the services, the business will be hiring employees or independent contractors to perform work. Great care must be taken if the business is attempting to style its workers as independent contractors instead of as employees. Failing to engage independent contractors properly and having such persons deemed employees could mean that the business will have violated state and federal laws regarding wage and hour requirements, benefits and overtime pay requirements.

By hiring the employees as independent contractors, the business may save on workers’ compensation insurance premiums but also loses the protection against liability should an independent contractor be injured on the project. This means that oversight for compliance with the Occupational Safety and Health Administration becomes just as critical with independent contractors as it is for employees.

In hiring employees, it is often beneficial that an outside wage-and-hour service be utilized to insure compliance with the applicable myriad of laws that apply to payment, benefits, social security and other aspects of a small business. It is also appropriate to consider a safety review that would insure that the employees or independent contractors are properly following all applicable federal, state and local laws, particularly when working with chemicals or mold under containment.

One of the unforeseen problems that regularly occurs in the expanding indoor environmental industry, is the failure of a business to properly protect its intellectual property, customer lists and efforts in training through appropriate employment agreements. With employees at a level that will enable them to potentially “steal” clients, take new techniques or procedures developed by the business, or otherwise become a significant competitor, appropriate non-compete and non-confidentiality agreements should be considered. A business that spends significant costs and time training personnel, only to 13have those now skilled employees become a competitor will find significant disruption to the operation of their business.

Agreements and Procedures
Those who have attended my legal module of the Indoor Air Quality Association’s Certified Indoor Environmentalist review course, know the importance of well-written and thorough contracts for providing services through their business. Controlling liability, providing for an adequate scope of work description and pricing, and appropriate disclaimers and waivers can limit potential claims and liability to the business and distracting lawsuits. But agreements are only the beginning. Each business should have detailed procedures for following up after the agreement is signed, carefully noting work rejected by the customer, recording issues that otherwise may arise, and in ensuring that employees do not “misspeak” on the project or misrepresent in selling the services in the first place. This requires careful and thoughtful procedure and training manuals in order to avoid problems in marketing and in managing projects. No business is too small to have appropriate procedures and protocols in place along with appropriate contract forms.

The aforementioned items are but a few of the keys to starting and maintaining a successful small or medium-sized business. These rules are not just for those in the indoor environmental arena but for anyone operating a closely held or start-up business. No business should proceed without investing in these appropriate and beneficial protective measures.

Michael Greene is a shareholder in the West Palm Beach office of Akerman Senterfitt. He can be reached by e-mail at MSGreene@Akerman.com or by phone at (561) 653-5000.

The author would like to thank fellow attorney David Governo, of Boston, Mass., for supplying background information.

Each year since 1997, a summer camp held partially at the Massachusetts home of Joe Lstiburek has brought together some of the greatest thinkers in North American building science for a three-day, three-night conference and social gathering. This year was no exception. The Eighth Annual Westford Symposium on Building Science, held Aug. 1–4, provided about seven hours of intense technical sessions by day; by night, the networking and social jamborees were every bit as intense.

In fact, there was one visually noticeable difference between the 2004 assembly held last month and those of past years: The sun attended too. The light pattering of rain on the food tents in Lstiburek’s backyard one evening before sunset reminded attendees that previous years’ rainfall and resultant mud had sent them galloping into the Lstiburek house for shelter.

But a few drops of rain – and, more regularly, mosquitoes – were no match for these die-hard building-science experts. They were there to learn more about the trade. Don’t let session titles like “Beer, Barbeque, Buildings and B.S.” fool you.

That particular presentation was about the effect of weather considerations like rainfall and wind pressure on building envelopes and therefore why certain designs are more preferable. This highly technical feature on engineering was a near-six-hour marathon given on the opening day by Mark Lawton, a Canada-based 25-year veteran of solving building-enclosure problems. (The “B.S.” in the title stands for Lawton’s university degree, not – um, you get the picture.) The day’s technical program also included a “cameo appearance” by architect Wagdy Anis who discussed the use of stone in building design.

Already in day one, the traditions that make the Westford Symposium unique were beginning to show to first-timers. Sessions are run like open discussions. Rebelling against conference formats that force participants to hold onto questions until they are all lumped into a rushed time segment after presentations are over, Lstiburek encourages attendees to bust in at any time with requests for clarification and even challenges of accuracy. Using the presentation as an open dialogue seemed to provide answers to the burning queries that could not be held throughout subsequent hours of proceedings.

Sessions are held in the ample room of the conference center at a nearby hotel. Courtesy shuttle service is provided to and from Lstiburek’s house, where his sizeable backyard plays host each evening to games of horseshoes, kegs of beer and oversized tents of food and dining areas. Inside the house is a den with a large video screen where more education takes place after the sessions at the hotel are over.

As far as building science goes, there is no other gathering any time through the year that attracts names quite as venerated. The attendee list really reads like a who’s who of the science’s top names. For example, Achilles Karagiozis of Oak Ridge National Laboratory was seen hobnobbing in Westbrook last month with the likes of Terry Brennan of Camroden Associates of Westmoreland, N.Y.

According to a preliminary agenda, one of the sessions at the hotel had been given the working title “Details about Details.” Anyone who’s seen Lstiburek speak at a conference before, or has simply heard second-hand information about his appearances, knows he punctuates them with intriguing one-liners that sound in retrospect like they should have been common sense all along. In the format of the long sessions presented at his summer camp symposium, there is plenty of time to discuss the details of his assertions, and that’s just what all the highly competent speakers spent their allocated time doing.

A Tuesday morning session on psychrometrics took center stage, courtesy of Don Gatley from his consulting and engineering firm in Atlanta, Gatley & Associates. The afternoon was packed with a session on wood durability and performance from Steve Quarles of the University of California-Berkeley. Other presenters included Lew Harriman (“Moisture Detection Technology”), Chris Makepeace and Peter Baker (“Issues to Understand and Consider in Construction Detailing”) and Andrew Äsk (“The Duct Stops Here”).
These are all presenters of unchallenged authority, hand-selected by Lstiburek. “They are all the best of the best and deserve to be paid accordingly,” said Lstiburek. “Once you have been a speaker at summer camp, you are an honored guest at all subsequent summer camps you want to come to. The number of honored guests begins to add up after a couple of years, as you can imagine.”

And so does the number of attendees. “The first summer camp had only one speaker – the best of the best of the best,” the camp councilor said. “I figured out what it would cost me, and I sent out only 10 invitations and got back 30 paid registrants. For year two, I invited back only the 30 from the previous year, and we got 65.” Obviously, word had gotten around.

Each year, attendance continued to grow to proportions never imagined in the early years. This August’s program drew a total of 230 attendees, outdoing any previous year by several dozen.

As the number of paid registrations always exceeded the number of invitations, Lstiburek faced a quandary: What should he do with all the extra money coming in from registrants? He said he offered his guests two options: “I could refund some of their money, or I could spend it on food and booze.” He said he couldn’t have asked a more outlandish question. The overwhelming response: “Food and booze, food and booze!”
The result is a fête unmatched elsewhere in the world of indoor air quality, with a celebration that has since become a yearly tradition and has surely taken its rightful place in industry folklore. The summer camp series has long been fabled in this newspaper. Editorial Advisory Board member Michael McGuinness gushes over summer camp every December without fail in his assessment of the events of the past 12 months deemed most worthy of coronation. In August 2000, IE Connections proclaimed the Westford Symposium “The Best Of IAQ” with a front-page story Lstiburek has ever since had framed in the same den that accommodates after-hours lectures and PowerPoint presentations.

Several inspired traditions have developed over the years, such as Music Night, when various attendees strum guitars or hog the house piano (as did yours truly) and lead everyone else in singing along to well-known compositions by such perennial favorites as Pink Floyd and Bob Dylan, as well as impromptu reggae jams.

Lstiburek, who works at Building Science Corporation with his wife Betsy Pettit, says they have added a deck to their house and a few acres to their yard since the first year of hosting the event. “That comes out of my own pocket,” he said.

The investments are well worth it. Newly purchased outdoor grills and fryers were placed on a deck the couple had also sprung for. Expanding the backyard by acquiring a few more acres every year allows more room for people to sit and devour their delectable food, and also to compete in matches of horseshoes and bocce ball. Over and above that, the yard is sprawling enough for just about everybody to park their rental cars without getting in anybody else’s way.

“I lose just a little bit of money per year,” said Lstiburek, “mostly because I keep having to buy kitchen gadgets, tables and fryers for Pete Consigli.” No doubt Consigli is instrumental in the most revered of all annual summer camp traditions, along with his mother and a full catering staff who, as a rule, each year provide the finest cuisine that is enjoyed by all.

This particular tradition dates back to the Sunday of the second year of the Westford Symposium, Lstiburek recalls. That day in 1998, Consigli complained about the food. Lstiburek’s infamous response – a sarcastic “Like you can do better” – was taken as a challenge, and Consigli insisted he wanted to take over the kitchen immediately. “I gave him the credit card,” said Lstiburek, “and the next day, Monday, the legend began.”

This year, Consigli and the others in the kitchen and at the outside grills went all out, offering each night a plethora of main courses like fresh haddock, turkey, ostrich, and pulled pork with choices of three different kinds of barbecue sauce. Sides included asparagus, cauliflower, a shipment of New Jersey corn and tomatoes brought in special by McGuinness, bountiful sushi courtesy of Envirotech Clean Air President and local boy Dan Greenblatt and wife Ginger, oyster shots, and scallops the size of fists. Vegetarians weren’t left out either; there was enough food for everyone to fill up with three or four plates each. Perhaps the most unique dish was the rice balls made from scratch by Consigli’s mother using a family recipe.

Those lucky enough to have been a part of the summer camp are invited back every year thereafter. Insiders say the only ways for newcomers to attend are either to sneak in or to make their way onto the invitation list. So, if you’re not yet on the guest list for next year, there are only 11 months of kissing up left before the Ninth Annual Westford Symposium of Building Science.

Charles Cochrane
President
Cochrane Ventilation Inc.
Wilmington, Mass.

While there has always been enough blame to go around in connection with poor indoor air quality in older buildings – poor design, inadequate maintenance, antiquated systems – similar excuses are not available when it comes to new buildings. Yet, too often new buildings suffer from bad IAQ. How can that be? Consider the following scenario. The architect and engineers design a commercial building that meets all existing building codes and provides an ergonomically advanced environment that provides for optimum occupant comfort, relying on advanced HVAC technology. But the owner wants more space made available for occupancy. Back at the drawing board, mechanical systems get squeezed into ever smaller spaces. It looks workable on paper, but the practical effect is to limit access to mechanical systems, thereby setting the stage for limiting future effective preventative maintenance. As construction progresses, changes are made, often without consulting the owner. For example, the general contractor may allow a subcontractor to substitute one piece of equipment for another due to ready availability of the substitute. Construction stays on schedule but at the cost of altering the original plan .The building continues to be built, rain or shine. While tradesmen take pride in keeping things moving along, doing so may seal the building envelope with damp material inside. The chances of indoor mold growth occurring – and probably in highly inaccessible areas – have just increased. Throughout the life of the project, many subcontractors come on site to install HVAC systems, hang piping and run electrical conduit. Not infrequently, these interior lifelines get placed in front of the access to the heat pump or VAV (variable air volume) box. Again, the stage has been set for making future HVAC maintenance more difficult than it needs to be. And in the press of daily maintenance, the easy gets preference over the difficult. Since winter is approaching and contractors don’t want to work in the cold, the heat is turned on just in time for gypsum wallboard to be hung. With the HVAC system operating, gypsum dust and other debris are drawn into the system and deposited in the ducts, on coils and on control surfaces. After days of sanding and painting, the day for occupancy is approaching. Tenants are anxious to move in, so the date is moved up.

Carpeting is laid down, and brand-new furnishings brought in just days before the new deadline. Under the gun to get the tenants into the building, the punch list is worked through; the paint is good, the carpeting looks great, and all looks well in the building. The tenants move in. Soon, the complaints begin. First, people complain that the carpeting is making them feel ill. Then come calls that some offices are too hot while others are too cold. The new maintenance staff responds admirably, fixing many bugs and quirks that are part and parcel of nearly all new buildings, but there are a number of issues that just can’t get resolved. This keeps up for more than a year until the real issues are discovered. While the owner received a set of original drawings for the new facility, they do not reflect the condition of the completed structure. Since the building owner never required “as-built” drawings, the maintenance staff cannot find the specific location of a number of critical components in the building. As a result, the maintenance staff struggles to service some building components. Among other problems, incorrect placement of sprinkler pipes and electrical conduit are blocking access doors to fire dampers, heat pump filter plenums, and other vital HVAC components. Since the heating and cooling complaints are continuing, maintenance decides to look at the HVAC system controls and finds that some controls were installed improperly while others are missing altogether. While changing the filters, the staff notices that several coils are plugged with gypsum dust leftover from construction. In addition, some heat pumps are hung so the drains run uphill instead of downhill, which means they are not draining. This condition is discovered when water-damaged ceiling tiles turn color from mold growth. Thoroughly frustrated, the director of maintenance contacts the building owner to try to get the contractor to make things right. But the contractor has been paid, and the one-year warranty period just expired. What exists now is a new building that had been designed to incorporate modern building technology to assure maintenance and occupant comfort; in reality, it has become a nightmare for the owner, maintenance director and tenants alike. All these – and yet-to-be-discovered problems – could have been prevented from the start through commissioning. For that reason, building commissioning is really the first step in preventative maintenance for new construction.

Commissioning Assures Building Integrity, Avoids Future Problems
Total building commissioning is a systemic process for documenting that the performance of a new building and its systems meet the design needs and requirements of the owner, as presented in original design and engineering plans. Previously, commissioning focused on testing and balancing HVAC systems according to established standards before the building’s owner accepted the newly completed structure. Today’s widely accepted definition of commissioning recognizes that all building systems are integrated.

As a result, a defect or fault in one system can affect others. Building commissioning involves a commissioning authority and, frequently, a commissioning team. It provides documentation, it validates initial conditions through verification procedures and performance tests, and it provides training to building owners and operators. While these activities typically add 0.5–1.5 percent to the cost of a new building, the payoff is substantial. (Moreover, the cost of retro-commissioning an existing building that has never been commissioned can range from 3 percent to 5 percent of the total operating cost, according to the U.S. Department of Energy.) A commissioned building can save its owners 8–20 percent in operating costs over the life of the building compared to a non-commissioned building, according to the Building Commissioning Association. Those savings result from reduced energy costs, improved system and equipment function, improved building operation and maintenance, less disruption to occupants, and improved building and tenant productivity. Commissioning also helps fulfill due diligence responsibilities of owners and provides an audit trail should litigation arise with respect to occupant or tenant complaints. Building commissioning is not about running down a construction punch list. It is not about testing, adjusting and balancing. It is not about startup procedures. These activities are elements of the commissioning process, but they do not define it. In addition to HVAC, key systems covered by commissioning include roof, exterior and interior walls, ceilings, floors, doors, plumbing, electrical, artificial lighting, fire protection, security, and communications systems, as well as external systems.

Because commissioning is a comprehensive process, it is important to address it early on at design and construction meetings, as well as at pre-bid or pre-construction conferences. Construction contractors and subcontractors should know that an independent commissioning authority or team will assess their work for compliance with specifications, and they should be prepared to assist and provide appropriate documentation.

Commissioning HVAC Systems Grows in Importance
Comprehensive commissioning of HVAC systems has become even more important in energy-efficient and so-called green buildings. Since smaller HVAC equipment common to such structures will operate close to or at maximum output much of the time, it’s important that the right equipment be configured and installed for the building and that it operates as intended.

The green building movement growing throughout the country is, in essence, an indoor environmental quality movement. The factors driving green building design – reduced operating costs and improved occupant safety, comfort and productivity – overlap with many of the factors driving the commissioning movement. Again, good HVAC design, proper commissioning and a solid program of preventative HVAC maintenance will help owners provide a comfortable attractive environment for occupants that saves costs and avoids headaches over the long run.

Because HVAC is one component of an indoor environmental infrastructure, it’s important that other elements are correctly specified and installed. For example; appropriately specified glazing must be correctly applied to the building, air-leakage standards must be met, and shade management devices must function properly. All these components affect the ability of the HVAC system to work properly. Commissioning ensures that this is the case.

The Five-Phase Commissioning Process
The Building Commissioning Association describes five phases of the commissioning process, as follows:

• Facility program phase: The functional, operational and occupant requirements of the facility are defined; construction schedules and budgets are planned; and a project management plan is developed. An initial statement of design intent and a preliminary commissioning plan are prepared during this phase.
   
• Design phase: The complete design of the facility including all systems is completed, including the development of construction drawings and project specifications. The commissioning plan and commissioning specifications are prepared during this phase.
   
• Construction phase: The facility is constructed, utility services are established, and systems and equipment are installed, functionally tested and operated. The commissioning plan is modified to reflect changes made to systems and equipment.
   
• Acceptance phase: Performance testing is conducted to verify that performance of the systems meet the objectives defined in the design intent. Building-system operation and maintenance documentation is reviewed and approved, and maintenance staff is trained on these procedures.
   
•  Post-acceptance or occupancy phase: Performance testing is continued to account for dynamic changes that occur in a facility over time, including seasonal variation.

Beyond Commissioning
Once a building has been commissioned, the process ideally should continue throughout the life of the facility, through continuous commissioning. This ongoing activity aims to solve operational problems, to improve comfort, to optimize energy use and identify retrofits for existing buildings and central plant facilities, according to the Federal Energy Management Program. It is not a maintenance program but rather a systematic means to ensure that the building operates optimally to meet current requirements.
Commissioning will not solve or prevent every HVAC and indoor environmental problem. Even the most meticulous construction team may fail to record every design change, especially under the often frenetic pressure to complete a project as the end nears. However, designing the commissioning process into new projects from the start will do much to create an efficient facility that will perform well for owners and occupants for many years – as it should.

Charles Cochrane is president of Cochrane Ventilation Inc., based in Wilmington, Mass., which has been working with New England’s leading commercial and industrial organizations to maintain safe, productive environments since 1948. He can be reached by e-mail at Charlie@cochraneventilation.com or by phone at (800) 974-9055.