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 DATA DRIVEN ENERGY CENTERED MAINTENANCE
DATA DRIVEN
ENERGY CENTERED
MAINTENANCE
Second Edition
DATA DRIVEN
ENERGY CENTERED
MAINTENANCE
Second Edition

Data driven energy centered maintenance is the main component in

developing a digitally enabled maintenance approach. That involves
using soft- ware and hardware technologies for real-time monitoring

Second Edition
of the equipment performance and comparing it to the historical
performance trends that define a baseline of its ideal performance.

Implementing this model in buildings supports the organizations in

their digital transformation strategy. It provides a business case for
implementing cost-efficient maintenance tasks defined based on
real-time data and real-time digital analytics.

Fadi Alshakhshir | Marvin T. Howell

Implementing this model allows the building operators to automate
more than 50%−60% of the energy-related maintenance tasks,
which increases the accuracy of predictive maintenance, reducing
maintenance man-hours and expanding the equipment reliability,
energy efficiency, and lifespan.

With the recent evolution of digital transformation in the maintenance

industry and the availability of IoT devices and sensors connected to
the building’s equipment, big data analytics in the maintenance
industry are becoming a key component in smart buildings operation.
Routledge

Exclusively Distributed by
Fadi Alshakhshir
Marvin T. Howell
River Publishers River River Publishers
 Data Driven Energy
Centered Maintenance

2nd Edition of Energy Centered Maintenance:

A Green Maintenance System
 Data Driven Energy
Centered Maintenance
COGNITIVE
NEUROSCIENC
2nd Edition of Energy Centered Maintenance:
A Green Maintenance System
Critical Concepts in Psychol

Fadi Alshakhshir
Emaar Properties PJSC, Dubai,
Edited by
United Arab Emirates
Jamie and
Ward
Marvin T. Howell
Energy and solar consultant, USA

Volume IV

TITLE PAGE LOGOS 2

ies & Social Science Titles

River Publishers
 Published 2021 by River Publishers
River Publishers
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www.riverpublishers.com

Distributed exclusively by Routledge

4 Park Square, Milton Park, Abingdon, Oxon OX14 4RN
605 Third Avenue, New York, NY 10017, USA

Library of Congress Cataloging-in-Publication Data

Data Driven Energy Centered Maintenance / by Fadi Alshakhshir and Marvin T.

Howell --- 2nd edition

©2021 River Publishers. All rights reserved. No part of this publication may be
reproduced, stored in a retrieval systems, or transmitted in any form or by any
means, mechanical, photocopying, recording or otherwise, without prior written
permission of the publishers.
Routledge is an imprint of the Taylor & Francis Group, an informa business

ISBN 978-8-7702-2357-7 (print)

ISBN 978-8-7702-2356-0 (online)
ISBN 978-1-0031-9510-8 (ebook master)

While every effort is made to provide dependable information, the publisher,

authors, and editors cannot be held responsible for any errors or omissions.
 Table of Contents

Dedication ix

Preface xi

Glossary xiii

List of Tables xvii

List of Figures xxi

1 Energy Reduction 1
1.1 Introduction Energy Cost . . . . . . . . . . . . . . . . . . 1
1.2 Implementing Low Hanging Fruit . . . . . . . . . . . . . 1
1.3 Identifying Energy Waste . . . . . . . . . . . . . . . . . . 3
1.4 Energy Conservation . . . . . . . . . . . . . . . . . . . . 6
1.5 Energy Efficiency Projects . . . . . . . . . . . . . . . . . 9

2 Different Maintenance Types and the Need for

Energy Centered Maintenance 21
2.1 History of Maintenance . . . . . . . . . . . . . . . . . . . 21
2.2 The Maintenance Types . . . . . . . . . . . . . . . . . . . 22

3 The Energy Centered Maintenance Origin and Model 31

3.1 Origin of ECM . . . . . . . . . . . . . . . . . . . . . . . 31
3.2 The Model − Its Aim and Design . . . . . . . . . . . . . . 32
3.3 Objectives of ECM . . . . . . . . . . . . . . . . . . . . . 36

4 ECM Process – Equipment Identification 37

4.1 Step 1: Equipment Identification . . . . . . . . . . . . . . 37
4.2 List of Energy-Related Systems . . . . . . . . . . . . . . 37
4.3 Energy Classification Code . . . . . . . . . . . . . . . . . 39

v
vi Table of Contents

5 ECM Process – Data Collection 45

5.1 Step 2: Data Collection and
Equipment Operational Baseline . . . . . . . . . . . . . . 45
5.2 Types of Data . . . . . . . . . . . . . . . . . . . . . . . . 45
5.3 Sources of Data . . . . . . . . . . . . . . . . . . . . . . . 50

6 ECM Process – ECM Inspections 53

6.1 Step 3: Identify ECM Inspections, Frequency, Craft,
Tools, and Job Duration . . . . . . . . . . . . . . . . . . . 53
6.2 Maintenance Records . . . . . . . . . . . . . . . . . . . . 54
6.3 Energy Centered Maintenance Inspections . . . . . . . . . 55
6.4 Energy Centered Maintenance Inspection Frequency . . . . 56
6.5 Energy Centered Maintenance Craft, Tool,
and Duration . . . . . . . . . . . . . . . . . . . . . . . . . 57
6.6 Calibration Program . . . . . . . . . . . . . . . . . . . . . 61
6.7 Inspection Duration . . . . . . . . . . . . . . . . . . . . . 61
6.8 Energy Centered Maintenance Inspection Plans . . . . . . 62

7 ECM Process – Measuring Equipment

Current Performance 81
7.1 Step 4: Measuring Equipment’s Current Performance
and Comparing to Baseline . . . . . . . . . . . . . . . … 81
7.2 Measuring Equipment’s Current Performance . . . . . . . 81
7.3 Root-Cause Analysis . . . . . . . . . . . . . . . . . . . . 82

8 ECM Process – Identifying Corrective/

Preventive Action and Cost Effectiveness 89
8.1 Step 5: Identifying Corrective/Preventive Action and
Cost Effectiveness . . . . . . . . . . . . . . . . . . . . . 89
8.2 Identifying Corrective/Preventive Action . . . . . . . . . . 89
8.3 Identifying Cost Effectiveness. . . . . . . . . . . . . . . . 90
8.4 Restoring Equipment Efficiency . . . . . . . . . . . . . . 92

9 ECM Process – Updating Preventative Maintenance Plans 95

9.1 Step 6: Updating PM Plans on CMMS . . . . . . . . . . . 95
9.2 What is CMMS? . . . . . . . . . . . . . . . . . . . . . . . 95
9.3 Updating PM Plans on CMMS . . . . . . . . . . . . . . . 97
9.4 Planning and Scheduling Next Inspection . . . . . . . . . 98
9.5 Sample Problem, Cause, Effect, and Corrective/
Preventive Actions . . . . . . . . . . . . . . . . . . . . . 99
 Table of Contents vii

10 Energy Centered Maintenance to Avoid Low

Delta T Syndrome in Chilled Water Systems 145
10.1 Low Delta T Syndrome Described . . . . . . . . . . . . . 145
10.2 Maintenance Relationship . . . . . . . . . . . . . . . . . . 147
10.3 Causes Can be Avoided During Design Stage . . . . . . . . 148
10.4 Causes Can be Avoided During Operation and
Maintenance . . . . . . . . . . . . . . . . . . . . . . . . . 151

11 Energy Centered Maintenance in Data Centers 155

11.1 ECM Terminology and Characteristics . . . . . . . . . . . 155

12 Measures of Equipment and Maintenance Efficiency

and Effectiveness… 159
12.1 Lead (Key Performance Indicators) and
Lag (Key Result Indicators) . . . . . . . . . . . . . . . . . 159
12.2 Maintenance Group Indicators . . . . . . . . . . . . . . . 160
12.3 Overall Equipment Efficiency (OEE) . . . . . . . . . . . . 163
12.4 ECM Inspection . . . . . . . . . . . . . . . . . . . . . . . 166
12.5 Indicator Checked . . . . . . . . . . . . . . . . . . . . . . 167
12.6 Target Setting . . . . . . . . . . . . . . . . . . . . . . . . 169

13 Energy Savings Verification 171

13.1 Baseline . . . . . . . . . . . . . . . . . . . . . . . . . . . 171
13.2 Example of Energy Baseline . . . . . . . . . . . . . . . . 172
13.3 Energy Baseline, Energy Targets, and Energy
Performance Indicators . . . . . . . . . . . . . . . . . . . 174
13.4 Energy Centered Maintenance and Energy
Performance Indicators . . . . . . . . . . . . . . . . . . . 176
13.5 Savings in Data Center Measures and Verification . . . . . 180
13.6 Developing an Electricity Baseline and Reducing
Energy Consumption and Costs − A Case Study . . . . . . 182
13.7 Energy Baseline . . . . . . . . . . . . . . . . . . . . . . . 183
13.8 Energy Benchmarking . . . . . . . . . . . . . . . . . . . . 184
13.9 Energy Centered Maintenance Implementation . . . . . . . 185

14 Building Energy Centered Behavior Leading to

an Energy Centered Culture 195
14.1 Kinds of Organizations’ Cultures . . . . . . . . . . . . . . 195
14.2 Culture Definition and Building a Specific Culture . . . . . 195
viii Table of Contents

15 Data Driven Energy Centered Maintenance Model 201

15.1 Digital Transformation . . . . . . . . . . . . . . . . . . . 201
15.2 Digitally Enabled Energy Centered Maintenance Tasks . . 202
15.3 Benefits of Data Driven Energy Centered Maintenance . . 203
15.4 Artificial Intelligence and Machine Learning in
Energy Centered Maintenance. . . . . . . . . . . . . . . . 204
15.5 Model Capabilities . . . . . . . . . . . . . . . . . . . . . 205
15.6 Analytics Rules . . . . . . . . . . . . . . . . . . . . . . . 206
15.7 Building Management System Schematics . . . . . . . . . 207

16 Conclusion 223
16.1 Designing and Implementing ECM . . . . . . . . . . . . . 223
16.2 Characteristics of a Successful Energy
Reduction Program . . . . . . . . . . . . . . . . . . . . . 232
16.3 Data Driven Energy Centered Maintenance . . . . . . . . . 233

ECM References 235

List of Acronyms 237

Index 239

About the Authors 243

 Dedication

Dedication from Fadi Al Shakhshir

This book is dedicated to the memory of my father, to my mother, my
family, my colleagues, and my friends for giving me the strength to com-
plete this work.
I also would like to dedicate this book to Mr. Ahmad Juma Al Falasi
for his motivation and support.

Dedication from Marvin Howell

This book is dedicated to Valerie Oviatt, Director, Seminars and Internet
Training, AEE Energy Training who selected me as an AEE Energy
Instructor and approved Energy Centered Maintenance (ECM) to be an
Online Energy Seminar.
In addition, I would like to thank my wife, Louise Howell, for her
continued support.

ix
 Preface

Energy Centered Maintenance (ECM) originated in 2012 by Marvin

Howell. He has a BS degree in mechanical engineering from Mississippi
State University with an MS degree in industrial engineering from
University of Pittsburgh. He has over 30 years’ experience in mainte-
nance management and facilities maintenance including over 14 years
in energy and environmental management. Marvin Howell kept finding
motors running 24/7 when they were only required to run for 7−8 hrs
daily. Also, he observed switches stuck on equipment, sensors not work-
ing, building automation systems with operators not trained, data centers
using servers that were energy hogs, and cold air mixing wrongly with
the hot air on the way to the computer room air conditioner (CRAC). He
recognized that a maintenance program is needed to address equipment
using excessive energy. Of the six different maintenance systems, none
addressed this energy waste as the primary focus. Marvin was excited to
present this concept on Association of Energy Engineers (AEE) On-Line
Energy Seminars.
Fadi Al Shakhshir, holder of a bachelor’s degree in mechanical
engineering from Jordan University of Science and Technology, an
M.Sc. degree in energy from Herriot Watt University, and a Certified
Energy Manager from AEE, attended in early 2016 the ECM Seminar
that Marv instructed. By the end of 2015, Fadi was already develop-
ing a maintenance program that focuses on including energy-related
maintenance tasks to regular reliability maintenance plans and called
it energy centered maintenance which turned out to be a similar pro-
gram to what Marv invented. The initial ECM concept was enhanced
tremendously by his development of the technical steps necessary
to implement ECM and the extension of its application to additional
equipment and extending the idea outside of building systems to water
supply system, drainage system, and the fire protection system. It was
apparent that the world could benefit if both Marv and Fadi would
come together and write a comprehensive ECM book outlining how

xi
xii Preface

to implement and sustain this new and beneficial green energy main-
tenance program.
In 2020, Fadi Alshakhshir defined a new concept that converts energy
centered maintenance model from a manual system, into a data driven
model; accordingly, the revised edition of the book has the title “Data
Driven Energy Centered Maintenance.”
 Glossary

Annual Work Plan The proactive maintenance schedule on a 52-week

calendar. It lists every facility, system, and equip-
ment with its job plan and frequency for each pro-
active maintenance activity to be performed.
Asset Any facility, system, equipment, or component.
CMMS Computerized maintenance management system.
Corrective Action Repairs made when an asset fails to operate as
intended.
Craftsperson Any qualified technician assigned to handle prob-
lem calls and PM procedures.
Equipment The individual components of mechanical and
electrical systems that are serving the building to
function. Examples are heating, ventilating, and
air conditioning (HVAC) systems; elevators; and
communications systems.
Facility The buildings, utilities, structures, and other land
improvements associated with a building, opera-
tion, or service.
Failure Event rendering equipment non-useful for its
intended or specified purpose during a designated
time interval.
Flowmeter A device used to measure the flow rate of a liquid
or air.
Functional Failure The loss of function as the inability of an asset to
meet a desired standard performance.
Job Plan It provides all the details regarding operations,
materials, labor, and tools required to do the work.
Maintenance The administration of a program using such con-
Management cepts as an organization, plans, procedures, sched-
ules, cost control, periodic evaluation, and feedback
for the effective performance and control of main-
tenance with adequate provisions for interface with
related disciplines such as health, safety, environ-
mental compliance, quality control, and security.

xiii
xiv Glossary

Maintenance The individual having authority and responsibility

Supervisor for specific maintenance activities at a facility or
system.
Predictive Condition-based maintenance strategy where one
Maintenance or more equipment outputs is measured about the
degradation of a component or subsystem.
Preventive Time, usage, or cycle-based maintenance strat-
Maintenance egy in which periodic testing, servicing, adjust-
ments, lubrication, or inspections are performed
on equipment to determine the progress of wear
in components or subsystems. It can prevent/miti-
gate failure or detect hidden failures.
Planning The identification and assessment of needed
resources and the order in which the resources are
required to complete a job plan in the most effi-
cient manner. Planning defines the scope of work
on a work order, the resources needed to com-
plete the job, the sequence of the jobs, how long
each job will take, and which jobs can be done
concurrently.
Potential Failure Point at which the facility, system, or equipment
has been detected as failing.
Productive Work Work that corresponds to a work order or is related
to a piece of equipment.
Reactive Maintenance Maintenance strategy where equipment is allowed
to operate with no associated maintenance pro-
gram. Also referred to as “Run-to-Fail.”
Root-Cause Analysis The methodology used to identify solutions to pre-
vent failure from occurring. It is not root causes
that are sought: it is effective, controllable, goal
meeting solutions to prevent failures.
RCA process is also used in RCM model to pre-
vent operational deficiencies from occurring and
to eliminate or reduce energy waste.
Reliability-Centered A structured/logic-based process used to develop
Maintenance (RCM) complete system and equipment maintenance pro-
grams providing the highest level of equipment
reliability at best possible cost.
Scheduling The assignment of job plans to a specific period of
time to maximize the use of available resources.
 Glossary xv

Scheduled Work Work that can be identified, predicted, or planned

well in advance.
Scheduling The assignment of definite amounts of work to per-
sonnel based on estimates of how many personnel
labor hours are available for the planning horizon.
System A logical and systematic group of assets that are
necessary to support the facility’s mission. A sys-
tem must be described in a breakdown structure
for each site so that it can be properly identified
and managed.
Site All structures and systems that support a building
or a facility within a facility, e.g., utilities, parking
lots, roadways, bridges, fences, tunnel, etc.
Tools Inventoried implements used to perform or assist
in performing maintenance work functions within
the facility, e.g., specialized hand tools, calibra-
tion tools, power tools, electric cords, mechanical
tools, etc.
Tasks Instructions to be followed in the performance of
maintenance procedures.
Wrench Time Productive work. This work is the actual mechan-
ical work performed by a technician, manager, or
contractor.
 List of Tables

Table 3.1 Cost advantage of PM and PDM . . . . . . . . . . 34

Table 4.1 Energy classification code . . . . . . . . . . . . . 40
Table 4.2 List of equipment and its related electrical
consumption. . . . . . . . . . . . . . . . . . . . . 42
Table 4.3 Calculated energy classification code . . . . . . . . 43
Table 6.1 Craft personnel – function description . . . . . . . 59
Table 6.2 Tools and special equipment – sample list . . . . . 60
Table 6.3 ECM inspection plan for air handling units. . . . . 62
Table 6.4 ECM inspection plan for fan coil units . . . . . . . 63
Table 6.5 ECM inspection plan for energy recovery units
(i.e., heat wheels) . . . . . . . . . . . . . . . . . . 64
Table 6.6 ECM inspection plan for boilers . . . . . . . . . . 65
Table 6.7 ECM inspection plan for pumps . . . . . . . . . . 65
Table 6.8 ECM inspection plan for close control units . . . . 66
Table 6.9 ECM inspection plan for fans . . . . . . . . . . . . 67
Table 6.10 ECM inspection plan for cooling towers . . . . . . 67
Table 6.11 ECM inspection plan for air cooled chillers . . . . 68
Table 6.12 ECM inspection plan for water cooled chillers . . . 68
Table 6.13 ECM inspection plan for heat exchangers . . . . . 69
Table 6.14 ECM inspection plan for direct expansion
air conditioners (DX units) . . . . . . . . . . . . . 69
Table 6.15 ECM inspection plan for economizers . . . . . . . 70
Table 6.16 ECM inspection plan for air compressors . . . . . 70
Table 6.17 ECM inspection plan for domestic water pump set,
irrigation pump, and water features pumps . . . . . 70
Table 6.18 ECM inspection plan for heat exchangers . . . . . 71
Table 6.19 ECM inspection plan for pressure reducing
valve stations . . . . . . . . . . . . . . . . . . . . 71
Table 6.20 ECM inspection plan for boilers . . . . . . . . . . 72
Table 6.21 ECM inspection plan for sump pumps . . . . . . . 72
Table 6.22 ECM inspection plan for rain water pumps . . . . . 73
Table 6.23 ECM inspection plan for travelators and escalators . . 73

xvii
xviii List of Tables

Table 6.24 ECM inspection plan for elevators . . . . . . . . . 74

Table 6.25 ECM inspection plan for fire fighting pumps . . . . 74
Table 6.26 ECM inspection plan for motor control center . . . 75
Table 6.27 ECM inspection plan for variable frequency drive . 75
Table 6.28 ECM inspection plan for light bulbs . . . . . . . . 75
Table 6.29 ECM inspection plan for two-way control valve . . 76
Table 6.30 ECM inspection plan for differential
pressure switch . . . . . . . . . . . . . . . . . . . 76
Table 6.31 ECM inspection plan for differential
pressure transmitter . . . . . . . . . . . . . . . . . 77
Table 6.32 ECM inspection plan for flow rate/
velocity meters . . . . . . . . . . . . . . . . . . . 77
Table 6.33 ECM inspection plan for cooling coil
temperature and humidity sensors . . . . . . . . . 78
Table 6.34 ECM inspection plan for chilled water temperature. . 78
Table 6.35 ECM inspection plan for space/
return air temperature and humidity sensors . . . . 78
Table 6.36 ECM inspection plan for control logic for all
equipment controlled by BMS . . . . . . . . . . . 79
Table 9.1 Air handling unit . . . . . . . . . . . . . . . . . . 100
Table 9.2 Fan coil units . . . . . . . . . . . . . . . . . . . . 102
Table 9.3 Energy recovery units (i.e., heat wheels) . . . . . . 104
Table 9.4 Boilers . . . . . . . . . . . . . . . . . . . . . . . . 106
Table 9.5 Pumps . . . . . . . . . . . . . . . . . . . . . . . . 107
Table 9.6 Close control units . . . . . . . . . . . . . . . . . 109
Table 9.7 Fans . . . . . . . . . . . . . . . . . . . . . . . . . 112
Table 9.8 Cooling towers . . . . . . . . . . . . . . . . . . . 113
Table 9.9 Air cooled chillers . . . . . . . . . . . . . . . . . 114
Table 9.10 Heat exchangers . . . . . . . . . . . . . . . . . . . 116
Table 9.11 Water cooled chillers . . . . . . . . . . . . . . . . 117
Table 9.12 Direct expansion air conditioners . . . . . . . . . . 118
Table 9.13 Economizers . . . . . . . . . . . . . . . . . . . . 119
Table 9.14 Air compressors . . . . . . . . . . . . . . . . . . . 120
Table 9.15 Domestic water pump set, irrigation pump,
and water features pumps . . . . . . . . . . . . . . 121
Table 9.16 Heat exchangers . . . . . . . . . . . . . . . . . . . 123
Table 9.17 Pressure reducing valve station . . . . . . . . . . . 124
Table 9.18 Boilers . . . . . . . . . . . . . . . . . . . . . . . . 125
Table 9.19 Sump pumps . . . . . . . . . . . . . . . . . . . . 126
Table 9.20 Rainwater pumps . . . . . . . . . . . . . . . . . . 127
 List of Tables xix

Table 9.21 Travelators and escalators . . . . . . . . . . . . . . 129

Table 9.22 Elevators . . . . . . . . . . . . . . . . . . . . . . 130
Table 9.23 Fire pumps . . . . . . . . . . . . . . . . . . . . . 131
Table 9.24 Motor control center . . . . . . . . . . . . . . . . 133
Table 9.25 Variable frequency drive . . . . . . . . . . . . . . 134
Table 9.26 Lighting bulbs . . . . . . . . . . . . . . . . . . . . 135
Table 9.27 Two-way control valve . . . . . . . . . . . . . . . 135
Table 9.28 Differential pressure switch . . . . . . . . . . . . . 137
Table 9.29 Differential pressure transmitter . . . . . . . . . . 138
Table 9.30 Flow rate/velocity meters . . . . . . . . . . . . . . 139
Table 9.31 Cooling coil temperature and humidity sensors . . 140
Table 9.32 Chilled water temperature sensors . . . . . . . . . 141
Table 9.33 Space/return air temperature and humidity sensors . 142
Table 9.34 Control logic for all equipment controlled by BMS 143
Table 10.1 Use of constant flow chilled water system . . . . . 148
Table 10.2 Use of three-way control valve in variable flow
chilled water system . . . . . . . . . . . . . . . . 149
Table 10.3 Cooling coil selection for low delta T than design . 149
Table 10.4 Oversized airside equipment . . . . . . . . . . . . 150
Table 10.5 Chilled water pumps selected with higher pump
head that actual . . . . . . . . . . . . . . . . . . . 150
Table 10.6 Use of pressure-dependent control valves . . . . . 150
Table 10.7 Chilled water control valve left in open position . . 151
Table 10.8 Chilled water control valve is not responding
to space temperature . . . . . . . . . . . . . . . . 152
Table 10.9 Dirty/clogged cooling coil or air filter . . . . . . . 153
Table 10.10 Opened bypass lines on airside equipment . . . . . 153
Table 12.1 Targeted equipment with present MTBF . . . . . . 163
Table 12.2 Overall equipment efficiency for two
sequential weeks . . . . . . . . . . . . . . . . . . 165
Table 12.3 Indicators check . . . . . . . . . . . . . . . . . . . 167
Table 13.1 kWh by month and year. . . . . . . . . . . . . . . 172
Table 13.2 Year totals . . . . . . . . . . . . . . . . . . . . . . 173
Table 13.3 Energy utilization index (EUI) . . . . . . . . . . . 175
Table 13.4 Energy cost index (ECI) . . . . . . . . . . . . . . 175
Table 13.5 Energy productivity index (EPI) . . . . . . . . . . 176
Table 13.6 Performance indicator for air handling units . . . . 177
Table 13.7 Performance indicator for fan coil units . . . . . . 177
Table 13.8 Performance indicator for energy recovery units . . 177
Table 13.9 Performance indicator for boilers . . . . . . . . . . 177
xx List of Tables

Table 13.10 Performance indicator for pumps . . . . . . . . . . 177

Table 13.11 Performance indicator for close control units. . . . 178
Table 13.12 Performance indicator for fans . . . . . . . . . . . 178
Table 13.13 Performance indicator for cooling towers . . . . . 178
Table 13.14 Performance indicator for air cooled chillers . . . . 178
Table 13.15 Performance indicator for plate heat exchangers . . 179
Table 13.16 Performance indicator for water cooled chillers . . 179
Table 13.17 Performance indicator for water cooled chillers . . 179
Table 13.18 Performance indicator for pressure reducing
valve stations . . . . . . . . . . . . . . . . . . . . 180
Table 13.19 Performance indicator for travelators, lifts,
and escalators . . . . . . . . . . . . . . . . . . . . 180
Table 13.20 Performance indicator for motor control centers . . 180
Table 13.21 Performance indicator for variable
frequency drives . . . . . . . . . . . . . . . . . . . 180
Table 13.22 Connected electrical load and operating hours . . . 182
Table 13.23 Energy baseline . . . . . . . . . . . . . . . . . . . 183
Table 13.24 Percent improvement compared to 2013 . . . . . . 184
Table 13.25 Energy utilization index for years 2013−2015 . . . 185
Table 13.26 Energy classification code . . . . . . . . . . . . . 186
Table 13.27 Total equipment’s operating load . . . . . . . . . . 187
Table 13.28 Calculated energy classification code . . . . . . . . 188
Table 13.29 Technical data for FAHU-3 . . . . . . . . . . . . . 189
Table 13.30 Inspection and measurements for FAHU-3 . . . . . 190
Table 13.31 Equipment current performance results . . . . . . . 191
Table 13.32 Problem, effect, root cause, and corrective
action for FAHU-3 . . . . . . . . . . . . . . . . . 192
Table 15.1 ECM inspection plan for air handling units. . . . . 208
Table 15.2 Air handling units . . . . . . . . . . . . . . . . . . 210
Table 15.3 Fan coil units . . . . . . . . . . . . . . . . . . . . 211
Table 15.4 Energy recovery units (i.e., heat wheels) . . . . . . 212
Table 15.5 Boilers . . . . . . . . . . . . . . . . . . . . . . . . 213
Table 15.6 Pumps . . . . . . . . . . . . . . . . . . . . . . . . 213
Table 15.7 Close control units . . . . . . . . . . . . . . . . . 214
Table 15.8 Fans . . . . . . . . . . . . . . . . . . . . . . . . . 216
Table 15.9 Cooling towers . . . . . . . . . . . . . . . . . . . 217
Table 15.10 Chillers . . . . . . . . . . . . . . . . . . . . . . . 218
Table 15.11 Heat exchangers . . . . . . . . . . . . . . . . . . . 219
Table 15.12 Travellators and escalators . . . . . . . . . . . . . 219
Table 15.13 Motor control center − LV panel . . . . . . . . . . 222
 List of Figures

Figure 1.1 Energy reductions . . . . . . . . . . . . . . . . . . 2

Figure 1.2 A simple but effective energy
conservation program . . . . . . . . . . . . . . . . 7
Figure 3.1 Maintenance and energy relationship . . . . . . . . 32
Figure 3.2 ECM model . . . . . . . . . . . . . . . . . . . . . 35
Figure 4.1 Energy classification code scale . . . . . . . . . . 41
Figure 4.2 Energy classification code scale – Example 1 . . . 43
Figure 7.1 Cause and effect chart . . . . . . . . . . . . . . . . 84
Figure 7.2 Fishbone diagram . . . . . . . . . . . . . . . . . . 86
Figure 10.1 Schematic layout of supply/
return chilled water loop . . . . . . . . . . . . . . 146
Figure 12.1 Introduction to lead and lagging indicators . . . . . 159
Figure 12.2 Lead and lag indicators relationships . . . . . . . . 160
Figure 12.3 KPIs (lead) drives KRIs (lag) . . . . . . . . . . . . 160
Figure 13.1 kWh monthly consumption by year. . . . . . . . . 173
Figure 13.2 Monthly Energy Consumption
Trend (Years 2013, 2014) . . . . . . . . . . . . . . 174
Figure 13.3 Electrical consumption trends by month . . . . . . 184
Figure 13.4 Energy classification code scale – Example 2 . . . 186
Figure 14.1 Organizational culture . . . . . . . . . . . . . . . 196
Figure 15.1 Air handling units – BMS schematics . . . . . . . 211
Figure 15.2 Fan coil units – BMS schematics . . . . . . . . . . 212
Figure 15.3 Energy recovery units – BMS schematics . . . . . 213
Figure 15.4 Boilers – BMS schematics . . . . . . . . . . . . . 214
Figure 15.5 Pumps – BMS schematics . . . . . . . . . . . . . 215
Figure 15.6 Closed control units – BMS schematics . . . . . . 216
Figure 15.7 Fans – BMS schematics . . . . . . . . . . . . . . . 217
Figure 15.8 Cooling towers – BMS schematics . . . . . . . . . 218
Figure 15.9 Chillers – BMS schematics . . . . . . . . . . . . . 219
Figure 15.10 Heat exchangers – BMS schematics . . . . . . . . 220
Figure 15.11 Travellators and escalators – BMS schematics . . . 221
Figure 15.12 Motor control center – BMS schematics . . . . . . 222

xxi
 1
Energy Reduction

1.1 Energy Cost

In the United States, around $500 billion a year is spent on energy. Energy
costs normally represent up to 30% of most corporations’ operating
expenses. The U.S. Green Buildings Council estimates that commercial
office buildings use, on the average, over 20% more energy than they
should, which is a significant dollar loss to industry due, primarily, to the
fact that management does not know where the waste is occurring and how
to eliminate or reduce this loss.
The three ways to reduce energy consumption are shown in Figure 1.1.
A common Goal established by many organizations is to reduce energy
consumption by 10% in the next two years compared to the energy base-
line of last year. The goal drives action and the components contributing
look like the following: Goal---Strategy---Objectives---Action Plans or
Projects.
A Strategy is simply a plan of how you are going to achieve the goal.
Our present strategies shown in Figure 1.1 are as follows:
1. Implement the low hanging fruit and address identified energy waste.
2. Implement energy conservation program in our organization.
3. Implement energy efficiency measures which include energy effi-
ciency projects and energy centered maintenance.

1.2 Implementing Low Hanging Fruit

Low hanging fruits are the most cost-effective actions that can reduce
energy use and costs. These measures can be applied immediately such
as behavioral changes as switching off unnecessary lights or adjusting set
points and time schedules for HVAC systems or that require little invest-
ment such as conducting testing and balancing for some mechanical

1
2 Energy Reduction

Reducing Energy

Low Hanging
Fruit

Energy
Reduction

Energy
Efficiencies Energy
including Conservation
ECM & ECP

Figure 1.1 Energy reductions.

systems. The simple payback can be immediate and seen in the future
energy bill.
Low hanging fruits are those hundreds of things that are available for
an organization to select (pick) and implement at no or little cost but do
reduce energy. They are:
• Not already implemented.
• Easy to implement.
• For my organization, low cost or no cost.
• Can sell to my management.
• Will reduce energy consumption.
Examples are:
1. Establish a compelling energy policy.
2. Implement an energy star procurement policy.
3. Turn off lights and communicate energy conservation plan to all
personnel.
4. Unplug appliances and electronics when not in use.
5. Use power chords that turn off when not in use.
6. Verify equipment operational hours and time schedule.
7. Checking illumination levels and switching off excess lighting.
8. Ensure doors and windows are closed as much as possible to prevent
heat loss or infiltration.
 1.3 Identifying Energy Waste Brainstorming Sessions: 3

9. Check door or windows sealant and insulation performance.

10. Conduct an energy awareness campaign that educates the staff, resi-
dents, and tenants about their impact on energy use.

1.3 Identifying Energy Waste Brainstorming Sessions:

Identifying energy waste is an excellent strategy. Once you know where
and what the energy waste is, it is possible to develop countermeasures
that eliminate or minimize them. There are several methods to do so.
Re-commissioning and an energy walkthrough audit are the two most
known. However, the organization may have to pay a cost to get these
done. Some utilities will do free for their customers. In almost every case,
these two methods will result in a cost avoidance or savings well above
their cost to accomplish. Two cheaper methods can prove excellent at iden-
tifying energy waste; they are management/employee brainstorming ses-
sions and energy walkthroughs.

1.3.1 Management/Employee Brainstorming Sessions

First, the team should develop an energy awareness training. Next, the
energy team leader, energy manager, or energy champion should accom-
pany a member of top management to the employee/management brain-
storming session consisting of a large department’s personnel or several
small departments or sections.
The senior management representative gives a short speech mentioning
the organization’s energy goals and the reason and purpose of the brain-
storming session that the organization is going to engage its entire people
in reducing the energy consumption and cost. Next, the energy awareness
training is given by the energy rep that came with the top management
rep. After the energy awareness training, the energy rep with the help of a
scribe will do the following:
1. Specify clearly the main objective of the meeting, which is related to
identifying the potential energy waste in your workplace, for example:
“What Energy Waste is Experienced or Evident in your work Area?”
2. Perform “Silent Generation” by having each person identify three
energy waste items in their job areas. For example, computer mon-
itors and CPU are not turning off after being idle, the brightness of
computers has not been reduced, not using duplex printing, and cur-
tains are over windows not letting light into the room thereby reduc-
ing the lumens in the work area.
4 Energy Reduction

3. Go “Round Robin” by having the energy rep go around the room and
have each participant offer one of their three suggestions and have it
written on white board or pad by the scribe. Continue until all possi-
ble ideas have been written.
4. Discuss each idea, eliminating duplicates, altering some by consoli-
dation, etc., until a final list is obtained.
5. Normally the ideas are prioritized, and selections are made. However,
in this situation, the list is given to the energy team to do the selecting.
These brainstorming sessions are conducted throughout the organiza-
tion to get inputs and ideas from all the team’s personnel. It gets everyone
engaged and gives the top management a chance to show their support and
commitment. The energy team will consolidate the lists into one main list.
The energy team will determine a countermeasure for each idea that will
eliminate the waste or at least reduce it. The energy team will track the list
until countermeasures have been implemented. Ongoing communications as
to progress and results should be provided to the organization’s personnel.

1.3.2 Walkthroughs or Energy Audits

Energy walkthroughs are investigations and analysis of facility energy use;
it is aimed to identify measures for energy reductions and savings in green-
house gas emissions. Further, energy walkthrough results in financial ben-
efits by reducing energy consumption. Energy walkthroughs are essential
for identifying energy management measures.
To perform an energy walkthrough, several tasks are typically carried
out depending on the type of the walkthrough and the size and function
of the building. Therefore, an individual energy walkthrough procedure
shall be put in place for each facility by itself. Energy walkthrough results
in identifying possible energy management measures, and it directs the
energy management program to the largest energy use equipment.
The energy team should perform the detailed energy walkthrough and
prepare a comprehensive report of findings and recommendations inclu-
sive of feasibility study and return on investment calculations. The report
should identify a clear projection of the energy consumption reduction and
savings subject to this walkthrough audit.
Saving calculations and energy use reduction should include the
following:
• Projections of savings.
• Energy efficiency measures.
• Comparisons with baseline data.
 1.3 Identifying Energy Waste Brainstorming Sessions: 5

• Tariff rates.
• All anticipated costs for energy efficiency measure with its return on
investment.
• A precise time bounded plan for implementation of actions.
Energy walkthroughs are inexpensive and can produce excellent ideas
on how to reduce energy use and consumption, provided the team mem-
bers are experienced in doing energy audits and have facility maintenance
and engineering experience.
Purpose: To identify energy waste and determine the appropriate fix.
Who? Facilities, engineers, technicians, energy team leader, and others
who can contribute.
What? Kick-off meeting, walk around the building and record any-
thing that uses energy, what it is the amount of energy used (if pos-
sible), whether it can reach a state of excessive energy consumption,
what preventative maintenance is being performed now, and other per-
tinent information.

Walkthrough Focused Areas:

Observations:
1. Occupancy Sensors:
Observe infrequently visited areas and determine whether an occu-
pancy sensor will save energy. Look at restrooms, break rooms, copy-
ing or printing areas, mechanical areas, hallways, and other areas.
2. Lights in Administrative Areas:
Note types such as T-12s, T-8s, and T-5s. Look for areas daylighting
can be used and skylights would help. Look at light bulbs and see if
they are dirty with film covering them.
3. Building Envelope:
Search for leaks in doors and windows. Determine if windows should
be glazed, caulked, or replaced. Weatherstrip the doors where needed
or replace them.
4. Walls and Roof Insulation:
Check the insulation level and determine if more would help.
5. Motors and Other Equipment Except for HVAC:
Note each and check the switches and sensors associated with each.
Check time schedule of each equipment and whether it runs accord-
ing to it or continuously running.
6. Data Centers:
Look for hot and cold aisles and whether hot air is kept from commin-
gling with the cold air on its return to the computer (CRAC).
6 Energy Reduction

7. Security Lights:
Check to see if they are adequate and energy friendly.
8. HVAC:
Note brand, capacity, date installed, the motors, and switches asso-
ciated with the system, and check roof vents and other parts for ade-
quacy and maintenance.
9. Building Automation System (BAS) and Metering:
See if BAS is outdated. Note where additional metering can help
identify potential problem areas.
10. Computers, monitors, imaging equipment, fax machines, and other
office equipment.
Walkthroughs can also be done along with ECM when the machine is
selected to be in ECM or when determining the significant energy users
to comply with ISO 50001 Energy Management Systems (EnMS). The
walkthrough results will be placed into low hanging fruit, energy conser-
vation, energy efficiency, and energy centered maintenance programs for
resolution and energy consumption reduction.

1.4 Energy Conservation

Energy conservation refers to reducing energy consumption by using less
of energy input. Energy conservation is different from efficient energy use,
which is using less energy for the same or more output. Driving for less
time is an example of energy conservation while driving a vehicle that
gets more mileage per gallon is an example of energy efficiency. Turning
out the lights when not in use, unplugging appliances or electronics when
not in use, making your computer monitors go to sleep after a period of
idle time, and using duplex printing when possible are examples of energy
conservation items. All organizations wishing to reduce energy conserva-
tion should develop and implement an energy conservation program and
recognize and reward success. A simple, but effective, energy conservation
program is shown in figure 1.2 below.

1.4.1 Step 1: Create an Energy Conservation Program

Put the energy conservation program into a power point presentation.
Include the typical items such as:
1. Switch off the lights when space is not used.
2. Unplug appliances, equipment, and electronics when you leave the
room.
 1.4 Energy Conservation 7

Six C’s – A Very Simple Model

Create

Conserve Communicate

Change
& Commit
Culture

Figure 1.2 A simple, but effective, energy conservation program.

3. Purchase energy star equipment, appliances, and electronics. It is rec-

ommended that all organizations make this a procurement policy.
4. Set computers to turn off after 15−30 minutes of non-use (hibernate
or system standby).
5. Set monitors to go to the sleep function after being idle for 15−30
minutes.
6. Turn down the brightness of the computer monitors and televisions.
7. For small refrigerators: Put a bag of ice in the refrigerator, clean the
coils periodically, and unplug when on long holidays and vacations.
8. Use power chords that turn off when not in use.
9. When printing or copying, use 30% or higher recycled paper.
10. Use duplex printing when feasible.
11. If practical, use network printing instead of everyone having a
printer.
12. Use electronic files when possible. Do not keep paper backup unless
required by headquarters.
13. Put on your emails: “Do Not Copy Unless Necessary. Save Paper.”
14. Report any energy or water problems to facility management.
8 Energy Reduction

15. Use a CFL bulb or LED fixture for task lights.

16. Actively participate in alternative work programs.
17. Wear proper clothing when ASHRAE temperature settings are set for
cooling and heating. Do not tamper with the thermostats.
18. At work or on campus, take short showers (2 minutes recommended).
19. Use only the paper towels when needed. Organization should use only
heavier paper towels so that four or five papers do not come out at a
time.
20. Check faucets in your area for leaks. Report any leaks to facilities
management.
21. Use the stairs for first two floors going up and first three floors coming
down.
22. Only use a cold wash.
23. Set hot water heaters to 120°.
24. Only use dishwashers for full loads.
25. Use blinds or curtains in all areas to help maintain comfort.
26. Keep windows and doors closed when air conditioning or heat is
provided.

1.4.2 Step 2: Communicate

Develop an energy conservation presentation to be given by your energy
champion or manager to all personnel. The presentation should include
the company or organization’s energy reduction goal and the definition of
energy efficiency and energy conservation. Providing energy conservation
training including getting everyone to commit and do the 26 items above
is our simple, but effective, energy conservation program. Experience has
shown that implementing the 26 energy conservation items can reduce our
energy consumption by 5%−8%. All personnel should receive this energy
conservation training and receive a certificate showing they did, and it
should go into their individual training records.

1.4.3 Step 3: Commit

During the energy conservation training, have all participants commit to
practicing energy conservation. A good way to do this is on earth day,
April 22 each year; have either individual commitment sheets or put the
26 items on a large sheet and have the ones that voluntarily commit by
signing the large sheet. They are committing for the next year that they will
support and do energy conservation items to help the organization achieve
 1.5 Energy Efficiency Projects 9

its energy reduction goals. Why should they do this? Because it is just the
right thing to do. It helps the individual, the organization, and our planet.

1.4.4 Step 4: Changes and Culture

To have a successful energy conservation program, people often have to
change their behaviors to participate. Most people want to contribute but
may not know what to do. The training will correct this problem. Some
who knows what to do, do not do it. Behavior training will help enforce
this type of behavior. Chapter 14, Building Energy Centered Behavior
leading to an Energy Centered Culture, will cover more about achieving
the desired behavior.

1.4.5 Step 5: Conserve

Steps 1−4 help an organization to implement energy conservation which
results in conserving electricity. To sustain the program, the positive results
must regularly be communicated through speeches, staff meetings, or on a
dashboard. Most importantly, individuals who contributed and made sig-
nificant contributions are recognized and rewarded.

1.5 Energy Efficiency Projects

The Department of Energy and Climate Change defines energy efficiency
as “a measure of energy used for delivering a given service. Improving
energy efficiency means getting more from the energy that we use.” Doing
the same but with less energy or energy efficiency is doing the same
mission with less energy.
Examples of energy efficiency projects are:
1. Upgrading HVAC.
2. Putting double paned windows in the facility.
3. Replacing the UPS for a data center.
4. Replacing and modernizing the cooling tower.
5. Putting panels in a data center to block the cold air returning to the
inside computer (commuter room air conditioner (CRAC)) and mix-
ing with the hot air.
Energy efficiency projects can significantly reduce energy consump-
tion. The walkthroughs can help identify energy efficiency projects. Next,
the payback (the time the savings will pay for the project) is computed
or calculated and projects with a payback of 3 years or less will most
10 Energy Reduction

probably be funded by the organization. The government will consider

plans up to 11 years’ payback to reduce energy consumption. Energy cen-
tered maintenance is an energy efficiency measure. An organization should
have a mixture of energy conservation, energy efficiency, and low hanging
fruit items implemented in their energy reduction program.

1.5.1 Energy Objectives and Targets with Action Plans

A best practice is to have a cross-functional energy team representing
all the major organization’s departments. They will need to be trained in
energy awareness, process improvement, problem solving and develop-
ment of objectives, targets, and action plans.
There are three types of goals. The first is one to improve something
such as reducing energy consumption, increasing the number of sugges-
tions or ideas, or development of a new procedure. The second purpose
is to maintain something you desire not to degrade such as environmen-
tal performance. The third type of objective is to determine if something
is feasible or not. Feasibility of going on time in use energy, accepting
demand response, and changing water heater from gas to solar are exam-
ples of this type of objective. During the first year, several of the objec-
tives will be developing something such as energy policy, energy plan,
energy procedures, development of energy awareness training, and others.
Then emphasis on reducing energy consumption objectives and targets
will be prevalent. Installing occupancy sensors in restrooms, break rooms,
mechanical rooms, and other areas with occasional visitors throughout day
or night shift and reducing office paper use and implementing IT power
management are good examples.
Objectives of Energy Reduction:
The overall purpose of energy reduction is to achieve and maintain opti-
mum energy purchase and utilization throughout different consumer types,
such as factories, commercial and residential developments, etc.
The implementation of an energy management process reflects the
organizationally responsible behavior in preserving natural resources,
reducing the impact on the environment, reducing greenhouse gas emis-
sions, improving air quality, and limiting global climate change.
Therefore, the implementation of an energy reduction program will
result in the following objectives:
• Enhance energy efficiency continuously by implementing an effec-
tive energy management program that supports all operations and
 1.5 Energy Efficiency Projects 11

achieves customer satisfaction while providing a safe and comfort-

able environment.
• Developing and maintaining effective monitoring, reporting, and
management strategies for wise energy consumption.
• Finding new and better ways to increase returns on investments
through research and development and energy saving initiatives.
• Developing interest and dedication to the energy management pro-
gram from all building’s operators, employees, tenants, shareholders,
owners, and visitors.
• Reducing operating expenses and increasing asset values by actively
and responsibly managing energy consumption.
• Reducing greenhouse gas emissions, mainly CO2 emission and reduc-
ing carbon footprint, caused by energy consumption.
• Complying with regulatory laws and legislations listed by the
government.
• Support the growth of renewable energy resources and sustainability
commitments.

1.5.2 Characteristics of a Successful Energy

Reduction Program
Eight characteristics keep showing up at organizations that have been suc-
cessful at reducing energy consumption and energy costs. They are:
1. Top management leadership supports, committed and involved in
the energy reduction effort and becomes the program GLUE (Good
Leaders Using Energy).
2. Energy |reduction is made a corporate priority.
3. Corporate goals are established and communicated.
4. The energy champion or energy manager or both along with their
cross-functional energy team select challenging strategies that include
development of an energy plan and objectives and targets with actions
plans.
5. Both key performance indicators (KPIs) and key result indicators
(KRIs) are employed and kept current and visible to measure and
drive progress and results.
6. Sufficient resources are provided to fund or ensure that adequate
countermeasures are implemented to achieve the corporate goals.
7. An energy centered culture is achieved.
8. Sufficient reviews are conducted to ensure that continuous improve-
ment, compliance to legal requirements, and adequate communications
12 Energy Reduction

are provided to keep all stakeholders informed, motivated, and

engaged.
For these eight characteristics or success factors, there are best prac-
tices that enable them to stand out as crucial to obtaining success. For the
first success factor, we have:
• Top management leadership supports, committed and involved in
the energy reduction effort and becomes the programs GLUE (Good
Leaders Using Energy). Appoints an energy champion or energy
manager who establishes an X-F energy team.
○ Shows commitment in the energy policy and communicates the pol-
icy, goals, success stories, and how everyone can support the program.
○ Provides support and resources and monitors energy reduction.
○ Programs and leads annual executive review.
• Energy reduction is made a corporate priority.
Top management communicates this in the energy policy. Senior man-
agers give motivating and informative speeches on reducing energy con-
sumption and why it is important. Actions show management commitment.
• Corporate goals are established and communicated.
Energy reduction goal is established. Renewable energy goal(s) are set.
They could be multi-goals − first two years short-term, middle-term 10
years, and neutrality achieved long-term goal. Other sustainability goals
are set. All goals are communicated to all involved. Greenhouse gas emis-
sions reduction goal(s) is established.
• The energy champion or energy manager or both along with their
cross-functional energy team select challenging strategies that include
development of an energy plan and objectives and targets with actions
plans.
○ Perform walkthroughs or have an energy audit and re-commissioning.
○ Conduct management/employees brainstorming sessions.
○ Appoint functional teams.
○ Perform energy research.
○ Encourage employee suggestions.
○ Develop and train everyone in energy awareness, energy conserva-
tion, and energy efficiency.
○ Conduct monthly energy team meetings that are effective.
○ Use critical success factors (CSFs) to measure progress and drive
increased performance.
 1.5 Energy Efficiency Projects 13

○ Use the energy reduction checklist to identify areas to improve.

○ Use both key performance indicators (KPIs) and key result indica-
tors (KRIs). Use the KPIs to drive the KRIs that measure the goals.
○ Use data collection forms for each indicator.
○ Design and use dashboards if possible.
• Sufficient resources are provided to fund or ensure that adequate
countermeasures are implemented to achieve the corporate goals.
○ Develop and implement an energy conservation program.
○ Get everyone to commit.
○ Identify energy efficiency projects with excellent payback.
○ Implement energy center maintenance (ECM) in buildings, manu-
facturing facilities, universities, and industrial buildings, including
data centers.
○ Implement the low hanging fruit items.
○ Estimate each as to its contribution and have contributions equal to
or greater than the goals.
• An energy centered culture is achieved. Organization’s values and
principles are identified and taught.
○ Energy training provided.
○ Committed and caring leadership is apparent.
○ Desired behaviors are encouraged and training is provided to ensure
what is desired is known by participants.
• Sufficient reviews are conducted to ensure that continuous improve-
ment, compliance to legal requirements, and adequate communica-
tions are provided to keep all stakeholders informed, motivated, and
engaged.
○ Executive or management reviews are held at least annually with
the required inputs and outputs.
○ The energy team conducts a legal compliance review to assess
whether all legal requirements are being achieved.
○ Minutes are kept and made available for interested parties to review.
The above is an overview of implementing a successful energy reduc-
tion program at any organization, business, university, or college. Energy
centered maintenance (ECM) is an effective energy efficiency strategy.
Its development including history, steps to implement, benefits, examples
such as reducing energy consumption in data centers and manufacturing,
measuring the efficiency and effectiveness, finding root causes and fixing
them, and other pertinent information will be presented in the following
chapters.
14 Energy Reduction

1.5.3 Energy Centered Maintenance

Energy centered maintenance (ECM) is a continuous improvement main-
tenance regime that combines the physical preventive and predictive main-
tenance tasks with energy-related maintenance tasks that maintain the
operational parameters of the equipment and its efficiency (i.e., motor cur-
rent or fan flow rate).
The primary purpose is to reduce energy use by identifying equipment
or items that can become energy hogs while still performing their function
and prevent that from occurring.
Energy centered maintenance supports the energy reduction program
adopted within the facility and helps achieving the projected energy
savings.

Why is ECM needed?

• Poor maintenance of energy-using systems, including significant
energy users, is one of the leading causes of energy waste in the
Federal Government and the private sector.
• Energy losses from motors not turning off when they should, steam,
water and air leaks, inoperable controls, and other losses from inade-
quate maintenance are large.
• Uses energy consumption excess or energy waste as the primary cri-
terion for determining specific maintenance or repair needs.
• Lack of maintenance tasks in measuring the operational efficiency
of the equipment such as motor power consumption and equipment
effectiveness.
The walkthroughs or energy audits, the management/employees
brainstorming sessions, energy conservation items and energy efficiency
projects, implementing low hanging fruit items, and implementing
energy centered maintenance are excellent ways to reduce energy waste
in your organization, business, or university. There are a few administra-
tive moves that will help the energy waste reduction strategy. First, have
an energy champion or energy manager to run the day-to-day energy-re-
lated activities and to coordinate with the maintenance team to ensure
that the maintenance activities are conducted effectively. He or she can
benefit by having a cross-functional energy team with representatives
from all the main departments including one or two members from facili-
ties and one from engineering. For large organizations, there may be sev-
eral other teams that either report or inform the energy manager and seek
his support and guidance. On a university campus, you can have energy
 1.5 Energy Efficiency Projects 15

conservation teams for large buildings. And to assign operational teams

from major departments to identify waste and develop countermeasures
that minimize or eliminate the energy waste that is resulted from lack of
proper maintenance.
The ECM planning, designing, and implementing efforts can be
accomplished by one or two engineers or by a maintenance leader and a
small team of 4−5 members.

Steps in Implementing ECM:

The following steps should help the energy management and maintenance
teams in implementing the ECM policy within the organization.
The details of the ECM model steps are discussed in depth in the sub-
sequent chapters of this book.
Some steps will enable ECM implementation to be accomplished effi-
ciently and effectively.
Step 1. Obtain top management approval and commitment to energy
centered maintenance (ECM):
• Make them aware of ECM purpose, objectives, and concept.
• Estimate ECM’s contributions to the organization’s energy reduction
plan and reducing greenhouse gas emissions.
• Start developing key contacts in other departments that can help ECM
become a reality such as operations, logistics, environmental, facility
maintenance, and others.
Step 2. Identify the equipment and systems most likely to use exces-
sive energy:
• Make a list of these systems and equipment and then prioritize them.
Step 3. Determine what systems will be needed to track the ECM
activities:
• Consider all systems that are major contributors to energy consump-
tion and determine which equipment are most energy consuming.
Step 4. Pilot a potential energy hog system:
• Commit to addressing at least one of these troubled energy hog sys-
tems for validation of ECM or as a pilot where value can be shown
and proven and baseline information can be developed.
• Begin baselining/tracking this system:
○ System operations and history.
○ System maintenance and history.
○ System costs, time to service, downtime, resulting over time, OEE,
machine efficiency, etc.
16 Energy Reduction

Step 5. Determine what ECM tasks need to be conducted:

• Consider required tasks, skill set requirements, tools and equipment,
cost effectiveness, etc.
Step 6. Determine what proactive measures should be included in the
regular maintenance plan:
• Consider purchasing or enhancing a computerized maintenance man-
agement system and commit to its implementation and use and update
it to include the ECM tasks.
Step 7. Purchase diagnostic, volt meters, amp meters, other metering,
or monitoring equipment necessary for ECM:
• Be sure not to purchase an equipment or items for inspections if the
organization already has them.
Step 8. Achieving maintenance and operational efficiency:
• Understand how to operate this system correctly:
○ Define and complete operator training needs.
• Understand how to maintain this system correctly:
• Define and complete maintenance training needs and establishing spe-
cific inspection procedures, what to look for, and maintenance tasks.
Step 7. Train appropriate personnel in ECM purpose, concept, bene-
fits, and how it fits into present maintenance program:
• Train Maintenance Manager, Supervisors, and Technician Leads
Who: Maintenance Manager, Maintenance Supervisors, Technician
Leads or Foremen, Technicians, or Mechanics.
What:
1. ECM purpose, objectives, and concept.
2. Seven types of maintenance − advantages and disadvantages.
3. Inspections − What to look for, tools needed, and data needed.
4. Equipment identification codes.
5. Updating PM plans.
6. Sample problem, cause, effect, and corrective preventative problem.
Step 8. Train Technicians or Mechanics in ECM procedures:
• Equipment identification.
• Inspections requirements.
• CMMS and data requirements.
• Maintenance, repair, or replacement decisions.
ECM Operating Principles:
Five operating principles guide ECM. They are:
1. Find waste and eliminate it.
 1.5 Energy Efficiency Projects 17

2. Perform quality inspections and maintenance or replacement.

3. Be both efficient and effective.
4. The Maintenance Program Management Team continually analyzes
the maintenance data to identify trends, inefficiencies, and to develop
strategies for operational and financial improvements. Continuous
improvement is a goal.
5. ECM addresses and solves all related environmental requirements,
concerns, or issues.
Some of the five are self-explanatory but not 3, 4, and 5.

1.5.4 Be Both Efficient and Effective

Someone once stated, it is possible to be efficient but not effective, or pro-
ductive but not efficient. Our goal should be that the maintenance tech-
nicians are both efficient and effective. For example, operations release
Machine XYZ to support to test for excessive energy use on Wednesday
morning. They want the machine back on Thursday morning by 10:30
am. The maintenance technician checks the Volts and Amps and found
that both exceeded their nameplate amounts. The machine’s bearings
were grinding and needed to be replaced. Inventory Management only
had one-half of the bearings needed and had to order from their central
parts store area the remainder. Although they had them on special order,
they came in overnight arriving at 8:20 pm. The technician picked them
up from the parts delivery person and rushed to the machine. He quickly
installed them and had the equipment running smoothly using only name-
plate power by 9:50 am. The Operations Required Date was met, so the
job had been useful but was not sufficient since the technician had to travel
to the machine site more than once and did not have the parts needed. The
previous sentence is an example of “Being Effective But Not Efficient.”
What about being efficient but not effective? Let us say another techni-
cian was assigned to do an ECM inspection of machine HWX that was
released to maintenance by operations for only 2 hrs, starting at 8:45 am.
Operations team were put under pressure due to the short notice interval
to do the inspection, and conduct some maintenance. The technician did
the inspection and found that excessive energy was being used. He found
the trouble or root cause right away and started the job tasks immediately.
The work that had to be accomplished was huge and required more than
one technician. They completed the work at 11:00 am within the man-
hour estimate or standard but were 15 minutes late to operations, thus
delaying production 15 minutes of unplanned downtime. The technicians
were efficient but not effective.
18 Energy Reduction

The maintenance technicians have to consider operations as their cus-

tomer. The Operations Required Date is their customer’s requirement, and
they need to meet it. However, in the past, one of the authors has seen them
act like they are each other’s enemy since maintenance felt the operators
set non-realistic requirements and the operators did not think maintenance
planned the job well and took unnecessary breaks or were unproductive
sometimes. They must work together as a team respecting each other and
honoring each need.

1.5.5 Analysis of the Maintenance Data and

Continually Improve
The computerized maintenance management system (CMMS) provides a
lot of meaningful data: the number of job plans completed on time; the
percent of the time that targeted machines have excessive energy use; the
number of times the equipment could be fixed with just maintenance or
had to be repaired or replaced; the times needed to do the inspection and
the maintenance so that historical standards could be developed or com-
pared to the present standards to be sure they are realistic. Data should be
trended, and the trends analyze to learn what is happening, what is going
well, and what should be changed.
Continuous improvement should occur if the Plan-Do-Check-Act
Wheel is followed. Job plans are developed, applied by the technicians
doing the inspections and maintenance, recorded by CMMS, and then pro-
vided to the maintenance analyzed to check if the job plan was okay or
needed change.
ECM Addresses and Solves All Related Environmental Requirements,
Concerns or Issues:
Today, both operations and maintenance must be environmentally aware
and manage the environmental aspects that can impact the environment.
Maintenance typically deals with numerous environmental aspects that
could impact the environment and the workplace. To name a few: grease,
oil, lubricants, cleaning supplies, aerosol cans, batteries, electronic equip-
ment, refrigerants, flammable materials, fuel, bulb disposal, acids, paint,
ether glycol, foam, packaging, and compressed gas. Each of these aspects
can impact the workplace or the environment. Some of them have legal
requirements that must be dealt with to ensure legal compliance. The
aspects vary on the risk as to the seriousness of impact, the probability
of impact, and whether an operational control has been designed to help
 1.5 Energy Efficiency Projects 19

minimize the impact. They also use and must deal with hazardous materi-
als which must be managed effectively to ensure compliance with federal
and state laws. If not, fines can be levied, and the government can close
your workplace due to non-compliance environmental problems.
All maintenance technicians or mechanics and their supervisors must
be trained on environmental aspects that could impact the workplace −
issues such as lubricants, acids, oil, and other items getting into the ground
water, what to do in case of an environmental spill, what to do with aerosol
cans, how to store flammable materials, and other environmental areas.
Each supervisor, technician, and mechanic must become an environmental
steward and help keep their workplace safe and productive.
ISO 14001 Environmental Management System is one of the best ISO
standards written. It provides excellent guidelines and procedures to enable
any organization to properly management its aspects in their workplace.
By adopting the ECM model, the energy and maintenance teams ensure
that they are minimizing the impact of equipment operation on the envi-
ronment. Minimizing the energy waste during equipment operation will
reduce the generation of greenhouse gases.
 2
Different Maintenance Types and
the Need for Energy Centered
Maintenance

2.1 History of Maintenance

It is hard to say exactly when maintenance started. During the industrial
revolution, some equipment maintenance was accomplished. Facilities
maintenance for years was normally emergency maintenance such as a
break in the water line, electricity outage in the building, a leak in the
roof, or a broken window. Those examples came to be called breakdown
or reactive maintenance. Preventative maintenance came in 1951, followed
closely by periodic maintenance, and predictive maintenance, all three
main maintenance programs. They were defined, procedures were writ-
ten, and maintenance planning and maintenance records became a reality.
Non-emergency tasks such as painting, lubricating, replacing bearings,
replacing burned-out light bulbs, repairing door locks, caulking around
windows, replacing filters, etc., became part of the maintenance of all the
main buildings since management now believed that was the most cost-
effective way of preserving their investment. Predictive maintenance was
valued in the manufacturing facilities in that machine efficiency and per-
sonnel productivity benefitted from this new predictive capability.
In 1978, total productive maintenance (TPM), invented by the Japanese
as part of their total quality improvement effort, was introduced by Toyota
in a widely acclaimed book on Toyota’s achievements in quality improve-
ment. TPM got the employees engaged and followed the simple concept
“Everything has a Place and Everything in its place.” Cleaning the work-
place was one of the first requirements of TPM. The concept also uses the
six S’s technique to get everything in its place, standardized and sustained.
About this time, a new concept called reliability centered maintenance
(RCM) came along and simply stated that all equipment are not equal.

21
22 Different Maintenance Types and the Need for Energy Centered Maintenance

Sometimes we need to perform regular proactive maintenance on some

equipment, and have some other equipment run to fail based on our opera-
tional strategy. RCM included using statistics and determining root causes,
thereby limited its application.
In 2012, a common strategic goal or objective in most large businesses,
universities, and organizations was to reduce energy consumption which
saved money and contribute to reducing greenhouse gas emissions. Energy
as an aspect in ISO 14001 environmental management system (EMS) was
not receiving sufficient attention; so ISO 50001 energy management system
(EnMS) was created. Maintenance managers felt energy and maintenance
were related but had not defined how. Motors running when they should not,
machines running while using excessive electricity, servers using excessive
energy, and other similar happenings resulted in energy centered mainte-
nance being born in 2012. Although seminars on ECM have been given
since 2013, no book has been written. This book is the first book written on
ECM to enable energy savings from maintenance practices to be realized.

2.2 The Maintenance Types

There are seven recognized maintenance types counting energy centered
maintenance. They are:
1. Breakdown or reactive maintenance (Before 1950, manufacturing
revolution).
2. Preventative maintenance (1951).
3. Periodic maintenance (1951).
4. Predictive maintenance (around 1951).
5. Total productive maintenance (1951 origin; 1980s in the USA).
6. Reliability centered maintenance (1960s origin; 1978 became known).
7. Energy centered maintenance (2012).
The reference “htpps://www1.eere.energy.gov/femp/pdfsOM_5.pdf”
available on the Internet will be used since it best describes the first six
maintenance types.

2.2.1 Breakdown or Reactive Maintenance

Basic philosophy:
• Machinery runs until it fails.
• Repair or replace damaged equipment only when problems occur
including failure.
Another random document with
no related content on Scribd:
morrow to submit to Parliament his plan for the Regency. His motion
merely affirmed the right of Parliament to deliberate on the present
emergency; but the course of the recent debate had compelled him to
outline his ideas. They were these: that the Regency should be vested
in the Prince, with the power of freely choosing his Ministers,
unrestrained by any Council. He had declined, and begged still to
decline, to detail the other powers, because the House might reject his
opinions as to its right to deliberate on the present crisis. If he gained
its approval, he would be honoured by the Prince’s permission to state
to him the opinions which, after due inquiry, Ministers were able to
form on the further proposals that might be submitted to Parliament.
Was this language “arrogant” and “unconciliatory”? Could a
Minister show more tact in seeking to harmonize the functions of the
monarchy and of Parliament? Far from bringing his scheme cut and
dried before Parliament and then foisting it upon the Prince, Pitt was
compelled by the attack of Fox to outline his plan in Parliament, but he
stated his views to the Prince courteously, and at the earliest
opportunity. The only other possible alternative was to allow the Prince
to take the matter into his own hands and override the powers of
Parliament. It is also noteworthy that not until the next day (16th
December) did Pitt move three Resolutions on the subject, and these
were of a preliminary character, affirming the right and duty of
665
Parliament to take steps for meeting the present emergency.
It should further be noted that the declaration of the Prince of
Wales of his wish not to press his right was not made until the debate
of 15th December in the House of Lords. The Duke of York, in a very
tactful speech, said that his brother “understood too well the sacred
principles which seated the House of Brunswick on the throne of Great
Britain ever to assume or exercise any power, be his claim what it
might, not derived from the will of the people, expressed by their
666
representatives and their Lordships in Parliament assembled.” If
Fox and Sheridan had treated the question in this way, there would
have been no dispute. On the other hand the Prince does not seem to
have sent a reply to the Prime Minister’s missive; and his discourtesy
probably led to the discontinuance of further communications from Pitt
until that of 30th December, soon to be noticed.
 The debates in the House of Lords were generally of small interest.
But that of 15th December was memorable, not only for the tactful
speech of the Duke of York noticed above, but also for the astute
balancings of Thurlow. By the middle of December that political
Blondin had seen the need of retracing his steps. As has already
appeared, Fox strongly disapproved of shelving Loughborough in order
to win Thurlow; and the clamour of the Whig peer, added to the
arguments of Fox, led the Prince of Wales to retract his promise to the
Chancellor. Even this, perhaps, would not have turned him had he not
come to believe that Warren was wrong and Willis was right.
Discerning a balance of gain in favour of fidelity to the King, he played
that part with an emotion peculiarly affecting in so rugged a nature. His
shaggy eyebrows rose and fell with great solemnity, as he deprecated
these discussions on the “right” of this or that member of the
constitution. They should await the inquiry into the precedents of the
case. Meanwhile their duty was to preserve the dignities of the
monarch intact until he should recover. Feelings of loyalty and
gratitude imposed that duty, and particularly on himself, the recipient of
667
so many benefits, “which whenever I forget, may God forget me.”
Two men who listened to that climax expressed their feelings with
diverse emphasis. Pitt, who knew all but the latest developments of the
Thurlow-Sheridan intrigue, exclaimed, “Oh! the rascal.” In Wilkes a
sense of humour, unclouded by disgust, prompted the witticism:
“Forget you! He’ll see you damned first.”
On 30th December, that is, seven days before the preliminary
proposals for a Regency came before the House of Commons, Pitt
drafted his suggestions in a most deferential letter to the Prince of
Wales. In brief they were as follows. Ministers desired that the Prince
should be empowered to exercise the royal authority, the care of the
King and the control of his household being, however, vested in the
Queen. The Regent, also, could not assign the King’s property, grant
any office beyond His Majesty’s pleasure, or bestow any peerage
except on the King’s children after attaining their majority—restrictions
which merely registered the belief that the King’s illness was only
temporary. At this time (the dawn of 1789) there were clear signs to
this effect; and Willis drew up a report laying stress on his partial
recovery; but, on his pressing Warren to sign it, the Whig practitioner
refused.
Thus opened the most fateful of all years of modern history. The
Whigs, the erstwhile guardians of popular freedom and the rights of
Parliament, were straining every nerve to prove the King hopelessly
insane, to foist upon the English people a hated Prince with
unrestrained powers, as if Parliament had no voice in the matter, and
to discredit the Prime Minister by representing his conduct as
unconstitutional, and his letter to the Prince as insolent.
The best brains of the party were also concentrated on the task of
inventing for the Prince a telling and dignified rejoinder. Political
philosophy, law, and wit, came to his aid in the form of Burke,
Loughborough, and Sheridan. Or, rather, the first two drafted the reply,
which Sheridan then touched up. The brilliant Irishman pronounced the
effusion of his sager compatriot “all fire and tow,” and that of the jurist
“all ice and snow.” Fox, it seems, was to have revised the result; but
the charms of Devonshire House on New Year’s Day detained “Sherry”
far into the night; and the document, hastily copied by Mrs. Sheridan,
was hurried off to Carlton House without the promised recension at
Holland House or Brooks’s Club. Fox was furious at this neglect, and
called his friend names which the latter preferred not to repeat to the
668
Duchess.
Such was this famous concoction. Connoisseurs, unaware of the
facts, have confidently pronounced it the mellow vintage of Burke.
Indeed, it is probable that the body of it may be his, while the bouquet
may be Sheridan’s and the dregs Loughborough’s; but, the personal
ingredients being unknown, it is useless to attempt a qualitative
analysis. One thing alone is certain, that the Prince wrote not a word of
it, but merely signed the fair copy when made out by Mrs. Sheridan.
Thereupon the expectant Junto planned its public tapping, as an
appetizing foretaste of the political wisdom of the new régime, Pitt
meanwhile being dubbed a Republican and an insidious weakener of
the executive power.
In more ways than one the situation was piquant. The volte face of
parties was odd enough. Pitt seemed about to impair the strength of
the hereditary principle and to exalt the power of Parliament; while the
Whigs, who vehemently assailed the kingly prerogative in 1784, now
as ardently belauded it in the person of the Prince. This contradiction
extended even to details. Amidst all his appeals to precedents
respecting a Regency, Pitt must in reality have resolved to discard
them; and all research into the customs of the then almost absolute
monarchy must have strengthened the case of those who scolded him
for resorting to this device. But, in truth, all these inconsistencies
vanish when we remember that the questions at issue were primarily
medical and personal. Pitt’s whole policy was therefore one of delay.
Owing to the death of the Speaker, Cornwall, and the subsequent
election of William Grenville as his successor, the debates on the
Regency were not resumed until 6th January; and ten more days
elapsed before other preliminary questions were disposed of and the
ministerial proposals were laid before the House. They were in
substance the same as those submitted to the Prince on 30th
December, except that a Council was now suggested for the purpose
of assisting the Queen in the guardianship of the King and the
669
regulation of the royal household. It would be tedious to follow the
course of the very lengthy debates which ensued. Ministers carried the
Resolutions in both Houses; and the Prince somewhat grudgingly
consented to act as Regent on the terms now proposed.
At the end of January Ministers proposed to legalize the
proceedings of Parliament by the issue of letters patent under the
Great Seal. A Commission was also appointed for the purpose of
giving the royal assent and affixing the Seal to measures passed by
670
the two Houses. In spite of a vehement protest by Burke, that he
worshipped the gods of our glorious constitution, but would never bow
down to Priapus (Thurlow), these proposals were carried. Not until 5th
February were preliminaries disposed of; and Pitt then produced his
Regency Bill. As it happened, the Opposition marred its own prospects
by these dilatory tactics; for in a fortnight’s time it was known that the
need for the Bill had vanished.
The importance of these debates centres in the treatment of a very
complex question by the two great rivals, Pitt and Fox. The conduct of
the former has been sufficiently outlined. It remains to say a few words
on that of Fox. Few of his speeches are more ingenious than those on
the Regency. As a forcible handling of a weak case they have few
equals. But the House of Commons is rarely won over by a dazzling
display of “tongue-fencing.” It demands to see the applicability of
arguments to the needs of the time. This has been its peculiar
excellence. Its deliberations are rarely lit up with the radiance of
immortal truths; but they are suffused with the comforting glow of the
domestic hearth. Fox forgot this. In contrast with the accepted Whig
doctrine, he put forth claims which, if pressed to their natural
conclusion, would have implied the restoration of monarchy of the pre-
Revolution type. If it was true that the Prince of Wales could demand
the Regency as a right, or even as a “legal claim,” free from all
restrictions, how much more could the King govern independently of
Parliament? A Regent is to a King what the moon is to the sun—a
merely borrowed and temporary splendour. Apart, then, from an
inconsistency of conduct highly damaging to a statesman, Fox
committed the mistake of pledging himself to a scheme of government
which was not only obsolete but unworkable.
Those who plod through the wearisome debates on the Regency
must be conscious of an air of unreality. The references on both sides
of the House to the cases of Edward VI or Henry VI were, after all,
illusory; for in those times the powers of Parliament were ill defined.
The nearest parallel to the present case was supplied by the events of
1688; and though pedants might appeal to certain forms observed by
the Convention of that year, the significance of those events
undoubtedly lay in the assertion of the supremacy of Parliament in all
cases of a temporary lapse of the royal power. The argument for the
supremacy of Parliament in all doubtful cases acquired redoubled
strength from the Act of Settlement of 1701, which set aside hereditary
right in favour of the House of Brunswick.
The arguments of Fox as to the inherent right of the Prince of
Wales to the Regency must therefore be pronounced archaically
interesting but inconclusive for any member of the reigning dynasty.
The fact that they were adopted by the Irish Parliament adds nothing to
their force; for that body was known to act more from corrupt motives
or from opposition to George III and his Lord-Lieutenant, the Marquis
671
of Buckingham, than from monarchical zeal.
 The divisions in the Parliament at Westminster were also much
influenced by similar considerations. The numbers of those who went
over to the Prince’s side were surprisingly large. Among the Peers, the
cases of the Marquis of Lothian and the Duke of Queensberry
attracted especial notice, as they had received many benefits from the
King. Of those helped on by Pitt, Lord Malmesbury and Gerald
Hamilton (commonly known as “Single-Speech” Hamilton) were the
worst defaulters. The former, after calling on Pitt to assure him of his
devotion, suddenly “ratted” to the Prince and sent a very lame letter of
excuse. To this Pitt replied that he had certainly misunderstood every
expression in their late interview, and begged his Lordship to act in any
672
way he thought fit without troubling to send an apology.
Malmesbury sought to appease his friend Carmarthen by offering to
call and discuss things in the old way; but, if he had lost his esteem, he
would prefer to retire and feed goats on a mountain “out of the reach of
673
d—d Kings and d—d Regents.” What Carmarthen thought of the
defaulters appeared in his witty reply to someone who asked how it
came about that Fox had let the cat out of the bag so soon—“To catch
the rats, I suppose.”
The pamphlet literature that sprang up at this crisis is highly
interesting. The hacks employed by the Opposition persistently
accused Pitt of aiming at dictatorial power—a theme on which they
richly embroidered, despite the well-known fact that he was preparing
to resume his position as a barrister. It is somewhat significant that,
while the nation warmly supported Pitt, he was bitterly assailed by
Grub Street and Soho. Anonymous writers confidently foretold his
ascendancy and the ruin of England. “A few years, perhaps, and our
boasted commonwealth may be numbered among the governments
that cover the earth—the awful ruins of edifices once consecrated to
674
the rights and happiness of the human kind.” A “Private Citizen”
urged the drawing up of an address to the Prince begging him to take
the full regal power as a “simple and obvious mode of restoring the
675
constitutional government to its full vigour.” A flurried patriot
declared that he knew of “but one alarming Regency, which is that of
676
ambitious Ministers voting themselves in power.” Another citizen,
surely of Jacobite tendencies, proved that no power in the universe
could appoint a Regent; for he assumed that office solely by hereditary
right. As for “Regent Ministers,” they would every day prostitute the
dignity of the Crown in the animosities of debate, and the state of
677
England would soon be worse than that of Poland. Similar in tone is
an “Address to those Citizens who had resisted the Claim of the late
House of Commons to nominate the Ministers of the Crown.” The
writer asserts that only sophistry can deny that the sole question now
is whether Pitt and his colleagues shall be invested with the regal
678
authority with unlimited powers and for an indefinite period. These
insinuations harmonize with those which Buckingham found in
circulation at Dublin; that the King had long been insane, but Pitt had
concealed the fact in order to govern without control; and that the plan
of a restricted Regency was the outcome of the same lust for
679
power.
The falsity of these charges is obvious. Whether the Regency were
a right or a trust, the Prince of Wales in the middle of February was
about to become Regent; and if he chose to risk a conflict with
Parliament he might at once dismiss Pitt and summon Fox to his
counsels. On this all-important question there were no restrictions
whatsoever. The restrictions solely concerned the relations between
the Regent and the King, with two exceptions. These were the
entrusting the Great Seal to a Commission, and the forbidding the
Regent to create Peers except among the royal family; and here the
aim obviously was to prevent the Prince obstructing legislation and
swamping the House of Lords with his own nominees.
That the Prince did not dismiss Pitt was due, not to the lack of legal
power to do so, but to the opportune recovery of the King. As appears
by the reports of Dr. Willis, his health steadily improved throughout
February. It is clear that Fox, who was drinking the waters at Bath,
disbelieved the official bulletins on this subject and looked forward to a
lease of power; for he wrote to Fitzpatrick on 17th February in terms of
jubilation at the decision of the Irish Parliament, and added: “I hope by
this time all idea of the Prince or any of us taking action in
consequence of the good reports of the King are at an end: if they are
not, do all you can to crush them.... I rather think, as you do, that
Warren has been frightened. I am sure, if what I hear is true, that he
has not behaved well.... Let me know by the return of the post on what
680
day the Regency is like to commence.” From this it is obvious that
the pessimism of Dr. Warren was not uninfluenced by political
considerations.
The Prince was either better informed or more cautious than his
favourite. On that same day a bulletin appeared announcing the King’s
convalescence. The signatories included Dr. Warren, who speedily fell
into disgrace with the Prince’s friends. On the 19th, at the request of
the King, Thurlow had an interview with him and informed him of what
had happened during his illness. We may be sure that the Chancellor’s
narrative illustrated that power of language to conceal thought which
Talleyrand held to be its choicest function. Thurlow, on his return to
town, moved the adjournment of the debate on the Regency Bill, which
proved to be the beginning of the end of that measure.
A still severer test of the King’s powers was afforded by his
interview four days later with the Prince of Wales and the Duke of York.
The Queen was present the whole time, and political topics were of
course avoided. Grenville asserts that after that interview the Princes
drove straight to Mrs. Armstead’s house in Park Street in hopes of
finding Fox there and informing him of the King’s condition. Certain it is
that, according to Willis’s report to Pitt, “the Princes expressed great
astonishment and satisfaction to Colonel Digby after their interview
with the King, remarking only one or two trifling circumstances in which
they thought His Majesty was not perfectly right. The King has been
perfectly composed since, and his anxiety to see Mr. Pitt increases to
that degree that probably Mr. Pitt will receive a message to that purport
681
to-morrow morning.” Accordingly Pitt saw his sovereign on the 24th,
and found him calm and dignified, without the slightest sign of flurry or
disorder of mind. He spoke of his illness as a thing entirely past, and
with tears in his eyes thanked all those who had stood by him. Even
682
his emotion did not derange his faculties or mar his equanimity.
Meanwhile at Westminster the Opposition sought to vie with their
rivals in expressions of loyal joy at the King’s recovery. Viscount
Stormont and other deserters to the Prince’s side hastened to avow
their satisfaction; and the Duke of York displayed some skill in
depicting the heartfelt joy which filled his heart and that of his royal
brother—sentiments which they further proceeded to illustrate by
683
plunging into a round of orgies. In the Commons Fox sought
decently to draw a veil over the disappointment of his partisans.
The Providence which watches over the affairs of mortals
sometimes wills that the dénouement of a problem shall come with
dramatic effect. It was so now. The recovery of the King occurred in
the very week to which the Prince’s friends were eagerly looking
684
forward as the time of entry into his enchanted palace. Their
chagrin, at the very moment when the paeans of triumph were on their
lips, recalls the thrilling scene in “Paradise Lost,” where the fiends are
about to acclaim Satan at the end of the recital of his triumph over
mankind, and raise their throats for the shout of victory, when, lo, the
sound dies away in

A dismal universal hiss

685
issuing from thousands of forms suddenly become serpentine.
Such (if we may compare small things with great) was the swift
change from exultation to disgust which came over the Prince’s
friends. Shortly before the critical day, the 19th, they had declared that,
were the Regent in power only for twelve hours, he would make a
clean sweep of all official appointments. Indeed, from the outset, he
and his followers had let it be known that no mercy would be shown to
686
the Pitt Administration and its officials. There is a manifest absurdity
in the assertion of Sir Gilbert Elliot, that Ministers and their adherents
looked on the Prince’s following “as a prey to be hunted down and
687
destroyed without mercy.” Up to the 19th of February this phrase
aptly described the aim of their rivals. So early as 13th December 1788
Sheridan informed the Marquis of Buckingham that the Prince intended
to dissolve Parliament both at Westminster and Dublin; for the
Opposition “could not go on with the old one in England; and the
choice of a new one in Ireland would give them a lasting advantage,
688
which is true.” The large powers of patronage entrusted to the
Regent would have influenced very many votes at the General
Election, just as the prospect of princely rewards caused many place-
hunters to change sides in the two Houses.
The lavishness of this form of bribery appears in a letter written by
Sydney to Cornwallis about 20th February, wherein he asserts that the
following promotions in the army were all but officially announced. Four
Field-Marshals, thirty-one Generals, twenty Lieutenant-Generals,
twelve Major-Generals, besides many Colonels and lower grades; also
ten new Aides-de-camp—almost all for political reasons. It was further
known that Portland would be Prime Minister; Stormont and Fox,
Secretaries of State; Loughborough, Chancellor; Sandwich or
689
Fitzwilliam, First Lord of the Admiralty; Spencer, Lord-Lieutenant of
Ireland; Northumberland, Master-General of the Ordnance; Fitzpatrick,
690
Secretary at War; Sheridan, President of the Board of Control. We
may note here that Northumberland and Lord Rawdon (afterwards the
Earl of Moira) with some followers had formed a group standing
somewhat apart, but acting with the Prince’s friends on consideration
of gaining office. They were called the Armed Neutrality; and their
proceedings bore no small resemblance to a political auction, in which
691
the Prince of Wales knocked down offices at discretion.
The abrupt ending to these intrigues and bargains brought intense
relief to every patriot. Independent observers, like Cartwright and
Wyvill, had felt deep concern at the prospect of the rule of the Prince
and Fox. “I very much fear,” wrote the former to Wilberforce, “that the
King’s present derangement is likely to produce other derangements
not for the public benefit. I hope we are not to be sold to the Coalition
faction.” Wyvill also wrote to Wilberforce: “Cabal I doubt not is
labouring under his [Fox’s] direction to overturn the present
Government, while you and the other firm friends of Mr. Pitt are making
equal exertions to prevent a change of men and measures. I think the
general opinion is that the Prince has acted like a rash young man,
that he is capable of being led into dangerous measures, and that men
whom the nation greatly distrusts have all his confidence and
692
esteem.”
 Public opinion was, however, influenced by something more
definite than distrust of the Prince and his favourites. By this time the
nation confided entirely in the good sense and disinterestedness of
Pitt. The Marquis of Buckingham expressed the general opinion when
693
he called Pitt “the honestest Minister he ever saw.” Those qualities
never shone more brightly than during the perplexing problem of the
Regency. If he trammelled the Prince, it was in order to assert the
supremacy of Parliament, and to prevent personal changes at Windsor
which would probably have brought about a return of the King’s
malady. For himself, he prepared quietly and with dignity to resume his
practice at the Bar. Had the recovery of George III been delayed
another week, the Minister would have been found once more at
Lincoln’s Inn, looking on with his wonted serenity at the wholesale
changes in the official world brought about by the vindictiveness of his
rivals. So near was England then to the verge of a political crisis which
would have embattled the nation against a Government foisted upon it
by an unscrupulous Prince and a greedy faction.
Fortunately the crisis was averted; and, thanks to the wise
measures taken by Pitt, the recovery of the royal patient was not
interrupted by the sight of new faces around him at Kew and Windsor.
Long and laboured explanations were afterwards offered to the King by
the Prince of Wales, in which he had the effrontery to refer to the pain
caused him when he “saw Her Majesty set up by designing men as the
694
head of a system” which was “a device of private ambition.” After
this he never was trusted or fully forgiven either by the King or Queen.
Their confidence and that of the nation was heartily accorded to the
Minister whose conduct had been as loyal and consistent as that of
Laurentius in Pitt’s early dramatic effort. Friends pointed to his simple
and earnest regard for the public welfare throughout the whole dispute.
By those qualities he peacefully solved a tangled problem and bound
together the King and the people in a union of hearts such as had not
been known since the accession of the House of Brunswick. On the
evening of the day when George III resumed his regal functions,
London was ablaze with illuminations which extended from Hampstead
695
to Clapham and Tooting. The joy of all classes of the people
brimmed over once more at the Thanksgiving Service held at St.
Paul’s Cathedral on 23rd April, when the demonstrations of loyalty
were such as to move the King to an outburst of emotion. The part
played by Pitt was not forgotten. With difficulty he escaped from the
importunities of his admirers, who had to content themselves with
dragging his carriage back to his residence in Downing Street.
Outwardly, this day marks the zenith of his career. True, he was to win
one more diplomatic triumph over the House of Bourbon, the
importance of which has been strangely under-rated. But already there
was arising on the horizon a cloud, albeit small as a man’s hand, which
was destined to overcloud the sky and deluge the earth. Only ten days
after the Thanksgiving Service at St. Paul’s there assembled at
Versailles the States-General of France, whose actions, helped on by
the folly of the French princes, led to the subversion of that august
monarchy. By so short an interval did the constitutional crisis in Great
Britain precede a convulsion which was destined to overturn nearly
every Government in the civilized world.
 CHAPTER XIX
AUSTRALIA AND CANADA

The outcasts of an old Society cannot form the foundation of a

new one.—Parl. Report of 28th July 1785.

The more enormous of our offenders might be sent to Tunis,

Algiers, and other Mahometan ports, for the redemption of
Christian slaves; others might be compelled to dangerous
expeditions, or be sent to establish new colonies, factories, and
settlements on the coast of Africa and on small islands for the
benefit of navigation.—W. Eden, A Discourse on Banishment.

T HE first settlement of the white man on a Continent where all was

strange might seem to be a topic more engaging, as well as more
important, than the escapades of a selfish young prince and the
insanity of his father. But the piles of printed paper respecting the
affairs of Carlton House and the Regency attest the perennial
preference of mankind for personal topics; and its disregard of wide
issues that affect the destinies of nations is seen in the mere scraps of
information concerning the early colonization of Australia. The
statement of the late Sir John Seeley that the British people founded
an Empire in a fit of absence of mind is nowhere more true than of the
events of the years 1787, 1788, which marked the beginning of a new
epoch of expansive energy.
There is a curious periodicity about the colonizing efforts of the
British race. At one time the islanders send forth swarms of
adventurers and make wide conquests. At another time the colonies
languish for lack of settlers; so that one is tempted to compare these
movements, albeit slow and irregular, with those of the blood in the
human organism. They have had beneficial results. The contracting
impulse has prevented that untimely diffusion of the nation’s energies
which leads to atrophy of the essential organs. But when these are
once more in full vigour they can do naught else but send forth their
vitalizing streams. By this systole and diastole the nation recovers
strength and makes use of that strength. The variation of effort is
doubly beneficent. It prevents the too great effusion of life-blood which
enfeebled Portugal in the sixteenth century; and the recurrence of the
colonizing instinct has saved England from the undue absorption in
domestic affairs which until recently narrowed the life of France.
The terrible drain of the American War naturally concentrated the
attention of Britons for some time on home affairs. The most imperious
need of the body politic was rest; and, as we have seen, Pitt used all
his tact and energy to bestow and prolong that boon. Fortunately, the
loss of life had been slight. Lack of money rather than of men put a
stop to colonizing efforts and induced the belief that they weakened
the State. But the life-blood was there in abundance, ready to flow
forth as soon as confidence returned and the will was quickened.
Meanwhile, for want of a firm and intelligent lead, the experiment
began slowly and awkwardly. As is well known, it was excess of
population, of a particular type, which led the authorities to take action.
The savage penal code of that age hanged or immured in gaol
numbers who would now escape with a small fine. As many as 160
offences were punishable with death, and this gives the measure of
the code, in its less Draconian enactments. Indeed, but for sleepy
Dogberries, and reluctant jurymen, a tenth part of the population might
have lodged in the filthy gaols which formed the fruitful seed-bed of
crime. Goldsmith in his “Vicar of Wakefield” asks whether the
licentiousness of our people or the stupid severity of our laws was
responsible for the numbers of our convicts doubling those of
continental lands. The question impelled John Howard and Romilly to
their life-long efforts.
Meanwhile the State continued to avert the need of building more
gaols by extending its time-honoured methods, hanging and
696
transportation. During the years 1714–65 those two cures for
overcrowding enjoyed increasing favour. Under the first George any
one found guilty of larceny, either “grand” or “petit,” might be
transported to America for seven years. The same penalty was
inflicted in the next reign on poachers who were caught, with arms in
their hands, in the act of chasing or taking deer in unenclosed forests;
or, again, it fell to be the lot of those who assaulted magistrates or
officers engaged in salving wrecks, and likewise on all who were
married without banns or licence. It was reserved for the law makers of
George III to allot seven years of transportation to all who stole or took
fish “in any water within a park, paddock, orchard or yard, and the
receivers, aiders and abettors.” Sir William Eden, in his “Discourse on
Banishment,” cites these offences as about the average of the crimes
punishable by transportation; but he hints that many less heinous
offences led to the same dreary goal. That philanthropist apparently
did not think it an ingenious means of torture to send some of these
convicts to Algiers to rescue from life-long slavery the Christians
caught by the Barbary rovers.
Meanwhile, the United States having closed their doors against
poachers, thieves, and those who married in too great haste, a
paternal Government found it necessary either to relax the penal code,
to build more prisons, to commission more hulks, or to found new
penal settlements. Georgian legislators, being practical men, turned
their thoughts to the last alternative. The subject was brought up in the
House of Commons by Burke on 16th March 1785. He asserted that
as many as 100,000 convicts were then liable to transportation; and
protested against the rigour, cruelty, and expense attending that mode
of punishment. Lord Beauchamp again called the attention of the
House to that topic on 11th April, when Pitt admitted the importance of
finding a new penal settlement. The Gambia River in West Africa had
been used for that purpose; and Burke now rose to protest against the
inhumanity of sending convicts to any part of that deadly coast. He
was interrupted by the Prime Minister, who assured him that such a
plan was not in contemplation, and that a Report would soon be
697
issued.
Parliamentary Papers on this subject appeared on 9th May and
28th July. The latter is remarkable for the statesmanlike utterance,
quoted as a motto at the head of this chapter, which shows that at
least some of our politicians looked on a new settlement as something
more than a chapel-of-ease of our prisons. In other respects the
Report is somewhat puerile. It recommended the need of strict
discipline in the new settlement, and pointed out the district of the
River das Voltas as desirable. If this were the same as the River Volta
of the Gold Coast, the Committee evidently regarded fever as the most
effective of governors.
It is curious to speculate on the results that might have attended
these weak and stumbling moves. Probably the strenuous opposition
of Burke vetoed the Gambia and Gold Coast schemes; but the
Government, still intent upon the Atlantic coast of Africa, sent a sloop,
H.M.S. “Nautilus,” to survey the south-west coast between 15° 50´ and
33°. Very fortunately for the future of the British people the whole coast
was found to be inhospitable. If the hinterland of Walfisch Bay or Angra
Pequeña had been less barren it is almost certain that the new penal
colony would have been formed at one of those spots. Ministers also
turned their attention to the coasts adjacent to Cape Town; for we find
Pitt writing to Grenville on 2nd October 1785: “I have desired
Devagnes also to send you some papers relative to a scheme of a
settlement on the Caffre coast, to answer in some respects the
purposes of the Cape, and to serve also as a receptacle for convicts,
698
which I hope you will have time to look at.”
This points to a plan for settling some point of the coast of
Caffraria, possibly Algoa Bay or what is now East London. There were
special reasons for gaining a foothold in that quarter, seeing that the
Dutch Republic was falling more and more under the control of France,
and the union of those two Powers in the East would have threatened
the existence of our Indian Empire. A British stronghold on the South
African coast was therefore highly desirable; but perhaps matters were
too strained in the years 1786 and 1787 for this menacing step to be
taken.
Whatever may have been the cause, Pitt and his colleagues failed
to find a point on the African coast suitable for their purpose, which
was to found a penal settlement furnishing relief alike to the prison
system and to British ships midway on the voyage to India. Had they
discovered such a place the course of history might have been very
different. The English-speaking race would early have taken so firm a
hold of South Africa as to press on a solution of the Anglo-Dutch
question. But in the meantime the Pacific coast of Australia would have
gone to France. The one study in which Louis XVI shone, and in which
Pitt was most deficient, was geography. The lord of Versailles found
his chief mental recreation in maps and books of travel. Already he had
sent out expeditions to rival that of Captain Cook; and, as we shall see,
only by the infinitesimal margin of six days did Britons secure a
foothold in Australia in advance of their rivals.
The honour of turning the attention of Ministers to the Pacific coast
of “New Holland” belongs to Sir Joseph Banks, James Matra, and
Admiral Sir George Young. In his description of the voyage of Captain
Cook along the coast of New South Wales, Banks had spoken of the
rich soil and wealth of vegetation around Botany Bay, a description
which undoubtedly led Matra and Young to take up the matter. Sir
Joseph Banks did not pursue the theme. At least in his letters and
papers in the British Museum there is no hint that he induced Pitt or
Lord Sydney to people that terrestrial paradise. Perhaps the work of
the Royal Society, of which he was President, engaged all his
attention.
James Maria Matra, a Corsican who had long been in the British
service and had accompanied Banks in the memorable voyage of
699
Captain Cook, was the first to formulate a definite scheme for the
colonization of Botany Bay. In a long letter, dated 23rd August 1783,
he pointed out to the Coalition Cabinet the great extent of the land, the
fertility of the soil, and the paucity of the natives as marking it out for
settlement, especially by the American Loyalists, whose dire distress
then aroused deep sympathy. He also declared that the nearness of
New South Wales to the Spice Islands, India, China, and Japan, was
favourable for commerce; that the growth of New Zealand flax would
provide endless supplies of cordage for shipping; and that, in case of
war, the harbours of New South Wales would furnish a useful base of
naval operations against the Dutch and Spanish settlements in the
East. In his original scheme Matra did not mention settlement by
convicts. He desired to found a colony either by means of United
700
Empire Loyalists, or “marines accustomed to husbandry,” a
suggestion which recalls, not very felicitously, the Roman plan of
planting veteran soldiers on the outposts of the realm.
 The discredit of making the first suggestion in favour of a convict
settlement at Botany Bay probably belongs to Lord Sydney, Secretary
of State for Home Affairs in the Pitt Cabinet. Matra had a conversation
with him on 6th April 1784, in which the Minister hinted at the
desirability of relieving the congestion in the prisons, which was giving
trouble to the authorities. The details of the conversation are not
known; but apparently it led Matra to add a postscript to his scheme, in
which he referred to the interview and remarked on the frightful
mortality among the convicts sent to the West Coast of Africa. Out of
746 sent there in 1775–6, 334 died, 271 deserted, and nothing was
known of the remainder. Obviously in a distant and healthy climate like
Botany Bay, men must either work or starve; certainly they could not
701
return. Nothing definite seems to have come of Matra’s
conversation with Sydney or his plan, even as now modified.
Scarcely more successful were the efforts of Admiral Sir George
Young to interest Ministers in the subject. His scheme was sent by the
Attorney-General, Sir Richard Pepper Arden, to Sydney on 13th
January 1785. The admiral called attention to the facilities which New
South Wales would enjoy for a lucrative trade with New Spain, China,
and the East Indies. He laid stress on the fertility of the soil and the
variety of climates in the new possession, which would ensure the
growth of all tropical and sub-tropical products. New Zealand flax
would by itself furnish several requisites for ship-building and repairing,
thereby freeing us from dependence on Russia. Metals would probably
be found; and thus at a small expense (about £2,000) an important
commercial mart might be founded. Sir George Young deprecated any
plan of emigration from Great Britain as weakening to her; but he
suggested that the distressed American Loyalists should be transferred
to New South Wales, and that labourers might be collected from the
Society Islands and China. “All the people required from England are
only a few that are possessed of the useful arts, and those comprised
among the crews of the ships that may be sent on that service.” He,
however, added that convict settlements might most suitably be
planted there. Finally, he claimed that the whole scheme would further
the cause of religion and humanity, and redound to the prosperity and
702
glory of King George III.
 The ideas and the phraseology of the Memorandum are so similar
to those used by Matra as to suggest that Sir George Young founded
his plan on that of the Corsican; and the Admiral at the end of his Plan
introduced three sentences on the suitability of parts of New South
Wales for convicts. Possibly this was inserted in order to attract
Ministers. Nevertheless they took no action on the matter; and
possibly, but for the pressure exerted by Lord Beauchamp and Burke
on 11th April 1785, this vitally important question would have remained
in abeyance. Pitt, however, then promised that Government would take
it up. The “Nautilus” was accordingly sent to the African coast, with the
result that we have seen; and the humiliating truth must be confessed
that the Ministry showed no sign of interest, if we except the single
sentence in Pitt’s letter of 2nd October 1785, quoted above, respecting
a settlement in Caffraria.
Not until 18th August 1786 do we find any sign that the
Government sought to redeem its promise to Parliament. The Pitt
Papers, however, afford proof that Ministers had before them at least
one other scheme for the disposing of convicts elsewhere than in New
Holland. On 14th September 1786 William Pulteney wrote to Pitt an
important letter (quoted in part in Chapter XIV), which concluded as
follows: “I mentioned to Mr. Dundas that a much better plan had been
proposed to Lord Sidney [sic] for disposing of our felons than that
which I see is advertised, that of sending them to Botany Bay; but his
Lordship had, too hastily I think, rejected it; if you wish to know the
particulars, Mr. Dundas can in great measure explain them, and I can
703
get the whole in writing.”
Pitt gave no encouragement to his correspondent, and the official
plan, already drafted, ran its course. On 18th August 1786, Sydney
sent to the Lords of the Treasury a statement that, considering the
crowded state of the prisons and the impossibility of finding a suitable
site for a settlement in Africa, the King had fixed on Botany Bay, owing
to the accounts given by those who had sailed with Captain Cook. As
many as 750 convicts would therefore be sent out, along with 180
marines, provisions for two years, seeds, tools, and other necessaries
for the founding of a settlement. The importance of growing New
Zealand flax was named,—a sign that Ministers had consulted the
reports of Matra and Sir George Young, and saw the need of having a
naval station in the Pacific. A fortnight later Sydney sent a similar letter
704
to the Lords of the Admiralty.
In this halting and prosaic way did Ministers set their hands to one
of the most fruitful undertakings of all time. We do not know which
member took the initiative. Probably it was Sydney, as Minister for
Home Affairs; but Pitt certainly gave his approval, and there are two
letters which show that he took interest in details. One is his letter to
Evan Nepean, Under Secretary for Home Affairs, requesting him to
obtain from the Secretary of the Admiralty, Sir Charles Middleton, an
705
estimate of the expenses of the expedition. The second is a letter
from the Lord Chief Justice, Earl Camden, to Pitt, who must have
consulted him about the legal questions involved in the formation of
the colony:

706
Hill St., Jany. 29, 1787.
Dear Pitt,
... I have looked over the draught of the Bill for
establishing a summary Jurisdiction in Botany Bay. I believe such
a jurisdiction in the present state of that embryo (for I can’t call it
either settlement or colony) is necessary, as the component parts
of it are not of the proper stuff to make jurys [sic] in capital cases
especially. However, as this is a novelty in our constitution, would
it not be right to require the Court to send over to England every
year a report of all the capital convictions, that we may be able to
see in what manner this jurisdiction has been exercised? For I
presume it is not meant to be a lasting jurisdiction; for if the colony
thrives and the number of inhabitants increase, one shd wish to
grant them trial by jury as soon as it can be done with propriety.

Clearly, then, Pitt had a distinct share in the drafting of the Bill for
establishing the settlement. The general plan had been decided at a
707
Council held at St. James’s Palace on 6th December 1786. The
Letters Patent forming the Courts of Law were issued on 2nd April
1787; but it was not until 12th May that H.M.S. “Sirius” and “Supply,”
escorting the transports “Alexander,” “Charlotte,” “Scarborough,”