Thesis (M.S.)--Boston University

Thesis (S.M. in Architecture Studies)--Massachusetts Institute of Technology, Dept. of Architecture, 2013. / This electronic version was submitted by the student author. The certified thesis is available in the Institute Archives and Special Collections. / Cataloged from student-submitted PDF version of thesis. / Includes bibliographical references (p. 118-124). / Federal buildings are required to reduce 30% of their energy use intensities (energy use per square foot) by 2015 and 37.5% by 2020. Additionally, 15% of federal buildings are required to achieve an Energy Star Rating of 75 or above by 2015. Despite rigorous efforts, current Air Force healthcare building performance reveals only a 15% decrease has been achieved from the 2009 baseline levels and only 12% of the building inventory holds the Energy Star Rating. Projections similarly reveal full compliance by 2020 may not be achievable, therefore, the need for a comprehensive and more robust effort is proposed. This thesis seeks to develop a road map for the Air Force's 68 existing healthcare buildings towards compliance by 2015. A methodology has been developed that leverages the Air Force's state-of-the-art energy efficiency strategy, the building energy performance analysis for 68 healthcare facilities including ten in-depth case studies, and multi-agency interviews to produce the road map. Strategic energy management plans, building system retrofits, whole building retro commissioning, occupant behavior and medical equipment plug loads and standby loads have been assessed. Investment costs, energy savings, and return on investments present timeline objectives intended to deliver a comprehensive strategy towards energy savings in Air Force healthcare facilities by 2015. Findings indicate that an energy master plan that incorporates a systematic building diagnostics approach targeting HVAC equipment and system operations as the most effective strategy. The results reveal that HVAC retrofits and implementation of no cost measures such as temperature setpoints and setbacks collectively reduce building energy use by 85% and energy use intensities by 50% by 2015. Projections include a total budget request of $43.5 million, annual cost savings of $4.1 with a 9.4% return on investment. / by Jose I. Ramos. / S.M.in Architecture Studies

Thesis (M.S.)--Boston University / PLEASE NOTE: Boston University Libraries did not receive an Authorization To Manage form for this thesis or dissertation. It is therefore not openly accessible, though it may be available by request. If you are the author or principal advisor of this work and would like to request open access for it, please contact us at open-help@bu.edu. Thank you. / 2031-01-01

Thesis (M.S.)--Boston University / PLEASE NOTE: Boston University Libraries did not receive an Authorization To Manage form for this thesis or dissertation. It is therefore not openly accessible, though it may be available by request. If you are the author or principal advisor of this work and would like to request open access for it, please contact us at open-help@bu.edu. Thank you. / 2031-01-01

Thesis (M.S.)--Boston University

Thesis (M.S.)--Boston University

Thesis (M.S.)--Boston University. Missing page 78.

Thesis (M.S.)--Boston University

Thesis (M.S.)--Boston University / The writer's intent in making this study is to give the reader an understanding of the following areas: 1. The problems and adverse affects of an Air Force base closure upon the civilian community and civilian personnel involved. 2. The current programs, policies, techniques, and procedures, used by the Department of Defense and the Air Force, in helping communities affected by a base closure to adjust to the inherent economic problems. 3. The Federal government's and in particular the Air Force's social responsibility to the communities and civilian personnel affected by a closure action. The main contention brought out in this thesis is that the Air Force is not acting as socially responsible as it could toward communities affected by closure actions. However, greater social responsibility is possible through a better informed Air Force. Therefore, the offered solution points toward the Air Force Information Officer and his responsibility to promote the social responsibility concept.

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