Category Archives: Industry Resources

Ensuring the Most Energy Efficient Equipment

How can facility managers make sure they’re getting the most energy efficiency out of new or upgraded building equipment?

Ongoing energy use measurement and diagnostics will help optimize energy performance and keep building systems operating smoothly. There are new building energy management applications which bridge between data collection to diagnostics, alerts, and work orders, but an excellent facilities manager is the key to success. It’s also a tremendous asset to have tenant billed for actual energy consumption. Sub-metering tenant spaces with easily accessible, simple energy reports allow both building owners and tenants to understand energy use and costs. This transparency makes it easier to keep things running as planned and adapt as necessary.

Answers provided by Wendy Fok, project director, High Performance Demonstration Project of the Natural Resources Defense Council’s Center for Market Innovation.

Source: http://www.facilitiesnet.com/energyefficiency/article/Ensuring-the-Most-Energy-Efficient-Equipment–14995?source=part

Big Strides in HVAC and Lighting Efficiency

There have been big strides made recently in efficiency in HVAC and lighting. What do you see as the next area that offers the potential for improved energy efficiency?

Tenant spaces typically account for 50-70 percent of a building’s overall energy use, and building owners who effectively engage with tenants to build out and operate energy efficient leased space will improve the building’s overall energy performance and comfort while both sides can benefit financially. Office equipment plug loads are the primary energy driver in leased space and managing these ‘phantom loads’ through outlet switches and computer energy management software can be cost effective strategies.

NRDC’s High Performance Tenant Demonstration Project is focused on energy use in leased commercial space, and the economic benefits of building owner and tenant collaboration, and the projects are realizing strong returns of 25 percent IRR and payback periods well under 5 years.

Answers provided by Wendy Fok, project director, High Performance Demonstration Project of the Natural Resources Defense Council’s Center for Market Innovation.

Getting Back On Energy Budget After a Rough Winter

Most of the country had a pretty rough winter, and that led to a lot of people going over their energy budget. What can facility managers do now that the weather’s improving to help make up for some of that spending?

Spring is an excellent time to take stock of a building’s annual utility expenses and map out an energy saving strategy, at an asset and portfolio level. A walk through energy audit, retro-commissioning, and project identification are steps which will help a facility manager understand how building systems interact and where the ripe targets for energy savings are. Reviewing the building’s sequence of operations, and making adjustments to schedules, temperature and flow rate set-points in HVAC equipment are easy opportunities. A comprehensive energy efficient lighting and plug load reduction projects are also cost effective ways to reduce energy waste in buildings.

Mild spring temperatures and longer daylight hours also offer good opportunities to make HVAC and lighting adjustments. Outside air economization and free cooling, as well as for variable frequency drives on HVAC equipment serve to reduce cooling energy, and this is the best time to use operable windows. Don’t forget to make sure that the heating systems are shut off and the appropriate controls are functioning so that steam or electricity is not wasted unnecessarily. Capturing natural daylight by raising shades and adjusting lighting controls and timers to take advantage of longer daylight hours is an easy energy saving strategy.

Source: http://www.facilitiesnet.com/energyefficiency/article/Getting-Back-On-Energy-Budget-After-a-Rough-Winter–14993?source=part

Answers provided by Wendy Fok, project director, High Performance Demonstration Project of the Natural Resources Defense Council’s Center for Market Innovation.

Net zero energy for retail is possible

green energy chicago
Jason Robbins, Walgreens manager of mechanical engineering, and Jamie Meyers, manager of sustainability at Walgreens, discuss the energy-efficient technologies used in the net-zero drugstore in Evanston.

Imagine paying pennies for your utility bill. Better yet, imagine paying nothing. That’s the chimera architects, scientists, and building owners have chased for decades. “Net-zero” energy is a simple enough concept; it’s the idea that a building can produce enough renewable energy on-site to cancel out its consumption. But it has taken decades for technology to catch up with such a lofty goal. High costs and inefficient hardware created a barrier to entry that few but the most idealistic attempted to overcome. For most consumers, the return on investment wasn’t worth mainstream implementation. The economics may still be a stretch for many, but a proliferation of energy-conscious projects—several of them in Chicago—suggests we may be approaching a new dawn.

In November, Deerfield-based Walgreens became the first major US retailer on record to create a net-zero energy store, in the North Shore burg of Evanston. And it heralds the arrival of Chicago as a national leader that is breaking ground not only in the retail arena, but in the educational, residential, and farming sectors as well. “The industry as a whole considers net zero for retail impossible,” says Jason Robbins, manager of mechanical engineering for Walgreens, “until the first company does and shows that it is possible.”

In that case, consider the door blown open. Thanks to solar, wind, and geothermal technologies, the Evanston store is not only scheduled to reduce its required consumption by 50 percent, it will also produce all the energy it requires. It has even recycled 85 percent of the old site’s new materials into the construction of the new one.

walgreens chicago
Cool air is delivered to Walgreens from geothermal pipes.

Walgreens engineers project that the store will consume only 220,000 kilowatt hours per year (compared to the 450,000 kWh a normal store scarfs down), while producing up to 256,000 kWh, given optimal weather conditions. Excess energy will be sold back to the utility companies.

Eight hundred and fifty roof-mounted solar panels accomplish most of this feat by covering 95 to 100 percent of the store’s needs, while two 35-foot wind turbines chip in another 10 percent and offset emissions from an estimated 2.2 passenger vehicles. Massive geothermal pipes sunk 550 feet into the ground deliver air from deep within the earth at a year-round temperature of 54.5, which means that the air conditioning unit needs to do less work than normal to bring the indoor temperature to a comfortable 72 degrees.

So why now? “The right technology is finally available, but the push over the past seven to 10 years has revolved around companies becoming more responsible,” explains Jamie Meyers, manager of sustainability for Walgreens. For Walgreens, it was the logical next step in a company philosophy that champions sustainability in more ways than just the utility bill. “We saw this as part of the mantle of leadership,” Meyers says. “If we want to [be true to our tagline] of being ‘at the corner of happy and healthy,’ what can we do to demonstrate that living well goes beyond our products?”

walgreens chicago
Solar panels provide 95 to 100 percent of the Evanston Walgreens’ energy needs.

A TV inside the store tracks wind direction and speed; the indoor and outdoor temperatures; the amount of solar gain; and the levels of carbon dioxide, methane, and other gases.

Part of the initiative is educating customers. With Walgreens headquartered in Deerfield, there’s no question that Chicago is on the forefront of the net-zero movement. And with its fleet of 8,200 stores growing at more than 100 per year, the key benefits of this project are sure to spread across the country. Walgreens has already advised other Chicagoland companies on how to replicate its success, though Meyers declined to reveal which ones.

But is net zero becoming a way of life? “That’s certainly where it’s heading,” Meyers says. “I don’t think we’re at a critical mass yet, but customers are discerning based on the reputation of the company, and they will demand innovation.”

Backyard Greens

the plant chicago
Leafy greens are grown in an aquaponic production system at The Plant.

On the opposite end of Chicagoland from affluent college town Evanston, a revolution is underway in the form of a very different net-zero initiative. Sprouting in the Back of the Yards is The Plant, a vertical-farming operation in the defunct meat-packing facility that used to house Peer Foods. Where men with knives once tore flesh and broke bones, horticulturists now nurture leafy green life.

The Plant was founded in 2010 when John Edel and his company, Bubbly Dynamics, bought the 93,500-square-foot building for a mere $525,000 with the aim of offering a local, sustainable alternative to wasteful food production. While a new construction might have cost them thousands of dollars per square foot, this deal had the mind-bogglingly low cost of approximately $5.50 per square foot. “It was sold as a strip-and-rip because of all the valuable materials, but what we want to do instead is continue to focus on food production and take advantage of this building’s energy efficiency,” says Abigail Lundrigan, The Plant’s education and marketing coordinator, as she leads a group of curious Chicagoans past the rickety freight elevators and through the insulated passageways of the labyrinthine brick building.

the plant chicago
One third of The Plant is dedicated to aquaponic cultivation of watercress and other plants.

A third of the building is devoted to aquaponic growth in the form of live fish (tilapia, to be exact), chard, watercress, arugula, and lettuce mix. Two thirds are set aside for a community education space, a commercial kitchen (rentable by the hour when completed), and work spaces for independent food professionals like a kombucha brewery, a beer brewery, a bakery, and more.

Thanks to The Plant’s sustainability measures, it diverts 30 tons of waste per day. Mirroring the symbiosis of nature, it works like this: Fish waste feeds the greens. A giant, 100-foot anaerobic digester turns food waste into algae for the fish and a fuel called “bio gas,” which burns with 91 percent efficiency in a generator, creating electricity for the grow lights and steam for heating and cooling. All food waste—whether it’s from the fish, the breweries, the plants, or the humans—is fed back into the digester, and all loops are closed. In the process, The Plant’s operators plans to create 125 jobs and divert 10,000 tons of food waste out of landfills each year.

More will follow, but already The Plant’s tenants include Arize Kombucha; Pleasant House Bakery; Nature’s Little Recyclers, a worm farm; Greens and Gills, a fish and farm aquaponic operation; and the Urban Canopy, an organization that aims to support agriculture in cities.

the plant chicago
Fresh bread is made at Peerless Bread & Jam (PB&J) bakery, a tenant of The Plant.

As much as Lundrigan and her team aim to develop The Plant into a producer in its own right, they hope that replication is another major byproduct. Though they’re only one-third through a five-to-seven-year process, they’ve already set a precedent of being transparent and specific about the sources of funding and regulations. “It’s unheard of, and it’s the Chicago way of doing things: Apologize later instead of begging permission,” Lundrigan says, noting that the Department of Agriculture, the inspecting agency, doesn’t really have protocols set up to deal with an urban farm.

The result: sustenance for a food desert, a resource for food entrepreneurs, a source of jobs in a distressed neighborhood, and a model for repurposing the industrial skeleton left behind as Chicago transitions from Carl Sandburg’s “tall bold slugger set vivid against the little soft cities” into a greener place.

Conservation University

Over in McHenry County, Loyola University is developing a “Retreat and Ecology Campus” that aims to become net zero within the current decade. Wayne Magdziarz, senior vice president of capital planning, says it’s part of a much larger plan to green Loyola’s campuses and to provide a laboratory for future growth. The university has reduced about 34 percent of its consumption over the past four years, saving roughly $3 million per year. “We’ve embraced building green,” Magdziarz, says, referencing developments at both its Water Tower and Lake Shore campuses over the past decade. “We’re a Jesuit institution with a strong commitment to justice issues, and we believe we should be good stewards to the environment in order to live out our mission.”

The university retrofitted insulation, windows, and mechanical systems in existing buildings, which will reduce power demands by about 34 percent. “What’s completed to date is ‘net-zero ready,’” says Don McLauchlan, one of the principals at Elara Engineering, the firm that has overseen Loyola’s green projects for more than a decade. “That means we’ve made it as efficient as practically possible. What’s left is to add the renewable energy component.”

The plan: 91 geothermal wells driven 500 feet into the earth will handle heating and cooling, while photovoltaic panels, solar thermal cells, and wind turbines will harvest energy from the elements. There is also a biodiesel lab, which will generate 30,000 gallons of fuel from food waste across the campuses of Loyola and other institutions, including Northwestern.

“Chicago is clearly a leader,” McLauchlan says of the sustainability movement. “We’re seeing it in the private sector, too. Ask any manager of a downtown office building, and they will now know their Energy Star rating.”

The Hurdle

For all the drum banging about the admittedly impressive strides these Chicago institutions are making, we’re still years away from having compelling financial incentives for the average consumer to go net zero. “You want to be energy-efficient first, because the economics of net zero still aren’t quite there,” McLauchlan says. “Renewable energy is still very expensive, but just proving that it’s possible is a first big step.”

Karen Weigert
Karen Weigert, Chicago’s first chief sustainability officer.

Certain policies, such as President Obama’s “20 by 2020” initiative (a mandate that federal buildings generate 20 percent of their energy renewably within the next six years), provide some motivation. So does Chicago’s own Sustainable Chicago 2015 project, an aggressive plan to green the city over three years led by Chicago’s first-ever chief sustainability officer, Karen Weigert. “We should be about a third of the way done, but in a number of cases, we’re ahead,” Weigert explains, pointing to signs of progress: over 10,000 annual Divvy Bike memberships; a 65 percent increase in retrofitting activity in energy efficiency zones; 75 miles of water mains replaced; and groundbreaking on the 2.7-mile Bloomingdale Trail (the anticipated elevated trail system that will run through Bucktown, Wicker Park, Humboldt Park, and Logan Square), with its first phase opening to the public this fall. So far, though, many developing net-zero projects are doing so for philosophical reasons.

“I’m designing every home at a LEED Silver base level,” says William Scholtens, principal and founder of Elements Architectural Group, a residential design firm based in Oak Park. “I don’t see clients asking for it yet; I sense that it’s us keeping the conversation going.”

William Scholtens
William Scholtens of Elements Architectural Group designs every home to LEED Silver standards.

Scholtens recently transformed an 1880s row house in Lincoln Park into a LEED Platinum gem. Like the Loyola campus, the Lincoln Park home is currently net-zero ready and is equipped for photovoltaics, which convert solar radiation into electricity. In the few years since its completion, the architect and his client have discussed the pros and cons of taking it all the way, but to add the solar-harvesting component would be too pricey. “The cost to add photovoltaics to the home is close to $100,000,” Scholtens explains. “His energy bill is currently $100 to $200 a month. That’s a 50-year payback.” For the technology to become more widely adopted, “it needs to get cheaper,” he says. “As cost goes down and efficiency goes up, we might have a shot.”

Scholtens doesn’t believe any of this diminishes Chicago’s position at the forefront of the movement, largely because the city has become a go-to national resource. “One of the things Chicago is doing that’s leading the way is the amount of green professionals we have,” Scholtens says, as he runs through a list of places—upstate New York; Cape Cod; Marin County, California; even Hawaii—all of which have net-zero residential developments that Scholtens has been involved with. “I see us as an exporter of the [net-zero] mind-set.”

In the meantime, technological advances like fusion energy and more accessible photovoltaics in the form of shingles and window panes suggest that a financially viable net-zero future may be just around the corner—and Chicago is leading the charge.


Read more at http://michiganavemag.com/living/articles/chicago-institutions-lead-the-way-with-eco-friendly-practices#ZZHAVegKWiCuMlLY.99

Quick reads on variable refrigerant flow systems

1. Variable-refrigerant Flow (VRF) Systems: Weighing Benefits And Limitations

Variable-refrigerant flow (VRF) systems have been used for the better part of three decades in Europe and Asia. While clearly not as common in North America, the design has been catching on — mostly for its ability to respond to fluctuations in space load conditions. Because of this, it excels at saving money during part-load system use. VRF is appealing for reasons beyond energy savings. After all, the systems can simultaneously heat and cool separate spaces in the same building. VRF systems also can vary compressor speed to meet load condition and have quieter operation than a direct exchange system. But that’s not to say that it’s perfect for every building or every climate. Facility managers have to weigh benefits and limitations.

Affify is careful to note that a VRF system isn’t an off-the-shelf solution. It generally Ramez Affify, principal at E4P consulting engineering the assistance of a design engineer, who needs to review the load profile for the building so that each outdoor section is sized based on the peak load of all the indoor sections at any given time; then the outdoor unit can be specified.

Designing a VRF by selecting the outdoor unit first, Affify says, is a sure way to end up with an oversized system.

A VRF isn’t suitable for all applications. Limitations include:

There is a limitation on the indoor coil maximum and minimum dry- and wet-bulb temperatures, which makes the units unsuitable for 100 percent outside air applications, especially in hot and humid climates.

The cooling capacity available to an indoor section is reduced at lower outdoor temperatures. This limits the use of the system in cold climates to serve rooms that require year-round cooling, such as server rooms.

But in many cases, VRF systems work well. Affify references a recent VRF installation in the desert southwest where – shortly after installation – the area experienced a heat wave where ambient outdoor temperatures reached 120F, well exceeding the manufacturers recommended range.

“To our great pleasure, the system functioned and cooled the building during [those] hot times,” Affify says.

2.  Variable-Refrigerant Flow (VRF) Systems: Air-Cooled And Water-Cooled

Variable-refrigerant flow (VRF) systems have been gaining new attention among facility executives in the United States. The systems are energy efficient and can simultaneously heat and cool separate spaces in a building. But facility managers have to evaluate each project separately to decide whether a VRF system is appropriate. There are two basic systems, air-cooled and water-cooled, and a simple VRF system consists of an outdoor condensing unit and multiple indoor evaporators. The condenser and evaporators are connected by a complex set of oil and refrigerant pipes, all governed by individual thermostat controls.

Ramez Affify, principal at E4P consulting engineering, has worked extensively with VRF systems, including ASHRAE subcommittees addressing variable refrigerant flow, and notes that basic questions need to be asked before installing a VRF system.

“There are major decisions in the beginning of each project to choose the most suitable HVAC system for a building,” Affify says. “When VRF are considered, the very first question is: Will the VRF units be air cooled or water cooled?”

If they are air cooled, Affify says, exterior space is required for installation of the condenser unit. Furthermore, the space/site selected for installation has to be away from windows, accessible for maintenance, and able support the weight of the units.

In one case, “the height of an exterior [air-cooled] VRF units caused the neighbor, which was an adjacent restaurant, to complain because they said the unit blocked their view,” Affify says. “Lesson learned is to think ahead before installing a 6-foot outdoor VRF section, especially in low rise communities.”

He further notes that architectural enclosures can be considered; while the enclosures might not mitigate concerns neighbors have with blocked views, they can hide the condenser units.

If a water-cooled VRF system is used, Affify says, water source units that help comprise the system can be placed in small closets.

With both air- and water-cooled units, a feasible path to route the network of refrigerant pipes needs to be identified.

One challenge when specifying VRF systems is providing a separate outside air supply to each indoor unit to comply with ASHRAE Standard 62.1 and building codes. For larger buildings, that means that a separate outside air fan and control system is usually required, and in humid climates, providing preconditioned outside air to each indoor unit helps ensure good indoor air quality.

Today’s quick read came from, contributing editor for Building Operating Management.

Source: Facilities Net

Building Operators are Crucial to Energy Advancements

Energy ManageAccording to a study of energy-use behavior that focused on medium and large office buildings in California, reducing energy use in buildings requires more than isolated changes to technologies or individual behaviors.

The study, Behavioral Strategies to Bridge the Gap Between Potential and Actual Savings in Commercial Buildings, conducted by the California Air Resources Board and the University of California Davis, recommends that future building energy use research include building operators, who are in an ideal position to help shape and vet solutions.

The California researchers say it’s important to recognize the building as a social system and use real buildings and users to experiment with solutions. The researchers stress the role of building operators and recommend training and certification for the profession, with curricula including energy use and energy efficiency.

The study recommends: “Recognize and promote building operations as a green job. Building operators can have a major effect on the indoor environment and indoor air quality as well as on building energy use and sustainability. These potential contributions to environmental sustainability can help make building operations an attractive career.”

Source: Energy Manager Today

Facility Managers Can Educate Tenants To Reduce Complaints

One effective strategy for minimizing the number of complaints is to educate building occupants about the situation that is generating the complaints.

Consider this story from Joan Woodard, president and CEO of Simons & Woodard Inc. Canada geese can be pests, so you’d think a story involving them would be about complaints around the noise, their waste, or how aggressive they can be. But Woodard has the opposite problem. Her tenants love their geese and ducks, almost too much. A series of five man-made lakes at one of her properties in northern California has become a very popular stopover for migrating birds, with a pair of geese and some ducks routinely using it as a nesting ground. In their concern and exuberance for their wilderness mascots, Woodard’s tenants have had rather unusual requests. The lakes have a bulkhead that’s about six inches above the water, and the tenants get distressed that the babies will not be able to clear the barrier. One tenant even went as far as standing in one of the lakes with his pant legs rolled up, attempting to scoop the ducklings onto dry land, which of course would not do — for the ducklings, himself, or the property management firm.

One strategy Woodard uses to try to stem the seasonal requests is to issue a newsletter to the tenants educating them on the importance of leaving the wildlife undisturbed. Using the newsletter, they distributed information about little ramps and small stone steps that had been constructed for the ducks after the wading incident, so they might navigate the lakes with ease. Of course, the birds don’t actually use the ramps or the steps. “The tenants were happy we took that extra step, but then they wanted management to instruct the ducks on how to use the ramp,” she says.

Though they declined that request, Woodard says they were happy to try to accommodate the requests around the geese and ducks. “From the moment they become tenants, we’re trying to make them feel this is their daytime home and that they’re part of a community,” she says.

 

2.  Facility Managers Should Tackle Complaints Head-On

For facility managers, complaints are a fact of daily life. Tackling them head-on is usually the best strategy, rather than ignoring them and hoping they go away.

A good example of why that’s true comes from Larry Virts, local president of BOMA Corpus Christi and property manager with REOC San Antonio. Sometimes Virts says he feels more like a high school principal. He inherited a tenant mix with glaring differences in work and life styles. In one corner, a call center making up about 25 percent of the building’s population, filled with very young employees who are loud, brash, and often not used to working in a professional setting — at least as evidenced by their behavior. In the other corner, everybody else.

And worse, the call center was clogging the elevators. The tight scheduling typical of a call center was causing this set of employees to enter and leave the facility in large groups. Where other tenants had been always been able to get on an elevator in 40 seconds, now they were waiting two, three, or more minutes — an eternity. The complaints rolled in. When Virts hired on, he resolved to improve the situation.

“The tenant had assumed that complaints made about them were because of their appearance and their loudness, their unrestrained youth,” Virts says. “I think they just assumed that it was a personality clash, never realizing they could make it better.”

After first cultivating a relationship with the call center’s management, Virts says he approached them in a calm manner to find a reasonable solution to the issue. They were very receptive and a compromise was found in staggering start times and break times to relieve long waits for the elevator. It has helped the situation, some, he says.

3.  Report Back To Management On How Approved Facility Projects Are Performing

Facility managers should report back to top management on how approved facility projects are performing.

Getting a “yes” on a facility funding proposal is one part salesmanship, one part public relations, and one part stick-to-it-iveness. Successful facility managers are the ones who have developed a system that works consistently, and successful facility management organizations are well-funded ones. So understanding all that goes into a successful facility funding proposal — from laying groundwork to campaigning to understanding the difference between a smooth, quick presentation and one that will get you laughed out of the boardroom — is a career must for any facility manager.

One common mistake facility managers make is failing to report back on an approved project, even if nobody asked for data. “We remind everyone when we have a successful project,” says Jim Cooke, national facilities operations manager for Toyota Motor Sales, USA. “Give updates. That provides the personal touch.”

John Balzer, vice president, facility planning and development for Froedtert Hospital and Community Health, agrees: “Facility managers can make themselves more noticeable by sending quarterly reports on how their initiative is working. It’s a great way to build credibility. You’re saying, ‘Look, I stuck my neck out and I’ll report, even though you’re not asking, because I’m confident enough in this initiative.'”

Doing such voluntary reporting completes the credibility loop, which again, is one of the biggest factors in getting a “yes.” Your personal relationship with the financial folks making the decision on your proposals is just as important – perhaps more so – than the numbers themselves. As Jim Cooke, national facilities operations manager for Toyota Motor Sales, USA, puts it, “Your credibility and personal relationships are the keys.” The question to ask, he says, is this: “f I call them, will they give me the time of day?” If the answer is “yes,” you’ve got much better odds the answer will be “yes” on your proposal as well.

4.  Get Help From Finance On Proposals For Funding Facility Projects

Today’s tip from Building Operating Management: Get help from the finance department when preparing a proposal for funding facility projects.

For many facility managers, presenting a funding proposal is the bane of their professional existence. Folks with engineering or operations backgrounds often struggle not just with the soft skills, like public speaking, marketing and campaigning, but also the financial expertise required to construct a proposal in terms that will resonate with those holding the organization’s purse strings.

When it comes to actually building the meat and potatoes of the proposal, there’s no better idea than to get financial folks to help you with the proposal. That way, your numbers are vetted and in the appropriate form before upper management lays eyes on them.

Regarding the proposal itself, the exact format will depend on the organization, but again, experts suggest a few best practices. The most important thing: Keep it short and sweet. Provide two to three alternatives, e.g., the benefits of the proposal if it is accepted, the risks of doing nothing, and what would happen if the proposal is delayed for a year or two or if a less costly option is chosen.

The problem, solution and benefit to the company should be made clear in the first 90 seconds, says Alan Whitson, president, Corporate Realty, Design & Management Institute.

Use PowerPoint because that’s what executives are used to, says Stormy Friday, president of The Friday Group, but dress it up a little. Use photos, or “if you’re extraordinarily clever, create a simulation model or things that move and circulate. Anything’s better than just a flat presentation.”

The actual hard copy of the presentation must be equally short and sweet. “I’d strongly recommend, and this is not easy with people with engineering backgrounds, one page or less and using bullet points,” says John Balzer, vice president, facility planning and development for Froedtert Hospital and Community Health. “That’s the only way the CFO will look at it.”

The biggest mistake to make is to assume more data, pages and spiffy charts will help your cause. “Leaders have a nanosecond attention span,” says Friday, “So so you can’t overwhelm them with blocks of text or charts and graphs that are hard to decipher.”

Source: Facilities Net