Pacific Northwest Healthcare Facility

Trusted partnerships stand at the heart of Edo. Aligning building owners and utilities and encouraging inventive thinking drives new outcomes for our built environment. That’s exactly what happened for a leading Pacific Northwest Healthcare facility and its large serving utility.

The Edo Solution

Edo worked with multiple stakeholders to design and deliver an active energy management program that spans six facilities totaling 1.9 million square feet. Through Edo’s active energy management platform, the utility gains:

  • Visibility of data past the customer meter.
  • New services that optimize energy use past the customer meter.
  • Aggregation of distributed energy resources that stabilize and balance the grid.

Edo focuses on improved capital planning, decision making and operations. The program supports deployment of grid-optimal building systems​ and leverages building plus utility data using machine learning optimization.

The utility leads all customer programs. Edo exists to support the utility teams and initiatives, including:

  • An active energy management program designed to complement energy management goals with deeper, data driven methodology​.
  • District development and operations that features zero-energy and zero-carbon developments providing grid-services.
  • Enhanced customer support through 24×7 capabilities to enable improved account management functions (e.g., power loss monitoring).
Program Phases

Phase 1: Targeting – identify appropriate buildings. Use smart meter data and ordinary least squares regression models to target buildings as having high likelihood of operational energy efficiency opportunities.

Phase 2: Recruiting – identify building owners and operators to participate in the program.

Phase 3: Site Assessment – collect facility characteristic data (leverage existing publicly available data sets) and establish live data feeds using on-site data collection device and smart meter data where available.

Phase 4: Analysis – use automated and manual analytical tools to highlight opportunities.

Phase 5: Recommendations – create detailed recommendations for improved operations and capital planning.

Phase 6: Research – solicit feedback from building owners on incentive programs, rate models, and other methods of innovative the service delivery model.