This report discusses miscellaneous electrical loads, which are building loads that are not related to general lighting, heating, ventilation, cooling, and water heating, and typically do not provide comfort to the occupants. MELs in commercial buildings account for almost 5% of U.S. primary energy consumption.
Advanced Search
Your search resulted in 15 resourcesSort by
Conventional information technology (IT) equipment and data center spaces can consume more than 100 times the energy of standard office spaces, so the potential for energy savings is huge. You can use this application guide to reduce your equipment energy consumption in any building with a data center, server closets, or other IT equipment (computers, printers, etc.). Some of these strategies are most effective at the beginning of the design process; others can be implemented at any time and be sequenced as part of the normal procurement and replacement schedule.
The Research Support Facility complex (RSF, RSF II, parking garage, and associated site lighting) was designed to produce more on-site renewable energy than it uses over the course of a typical weather year, when accounted for at the site. To date, the end use performance monitoring and verification suggests that when the RSF complex is fully built out, we will meet the annual energy use goals. Continued performance monitoring and occupant education are required to ensure annual energy use goals will continue to be met.
This fact sheet describes how a hybrid finance model utilizing power purchase agreements (PPA) and public debt works and assesses the model’s relative advantages and challenges as compared to self-ownership and the third-party PPA. The fact sheet also provides a quick guide to project implementation and assesses the replicability of the model in other jurisdictions across the United States.
This guide presents a set of 15 best practices for owners, designers, and construction teams to reach high-performance goals and maintain a competitive budget. They are based on the recent experiences of the Research Support Facility owner and design-build team, and show that achieving this outcome requires that all key integrated team members understand their opportunities to control capital costs.