How One Small Change Saved 4 Million Gallons of Water
As an Owner’s Representative, one of my top priorities is making sure projects not only meet the needs of the client but also use resources responsibly. While working on a new hospital central plant project, I experienced firsthand how asking the right question at the right time can save money, energy, and millions of gallons of water.
The Problem
The new hospital tied together both existing and new steam and steam condensate systems. Under the original schedule, we were set to waste steam condensate from the existing buildings for seven months until the new recovery systems were completed. That meant sending millions of gallons of usable water (in the form of steam condensate) down the drain—and using a lot of energy producing steam than necessary to make up for the loss.
Steam is expensive in every sense: it takes enormous amounts of both water and energy to produce. When condensate is wasted instead of being returned and reused, the cost compounds quickly. Running the numbers confirmed my concern. Even though the flow rate seemed small at first glance, stretched over months running 24 hours a day 7 days a week, it added up to millions of gallons of water—and that’s before factoring in the energy waste.
The Solution
Instead of accepting the schedule as it was written, I brought the team together—general contractor, mechanical contractor, startup contractor, and facilities staff—to explore alternatives. Through collaboration, we were able to re-sequence the work so that condensate recovery from the existing buildings could begin seven months earlier than originally planned.
The Results
That small adjustment produced a massive outcome:
- 4 million+ gallons of water saved
- Tens of thousands of kilowatt hours of electricity conserved
- More than $500,000 in cost savings for an implementation cost of just $4,500.
The Takeaway
This experience was a reminder that the phrase “that’s the way we’ve always done it” should never be the final word on a project. Schedules are important, but they should never be a substitute for critical thinking. As project leaders, we have a responsibility to minimize impact, use resources wisely, and look for better ways to deliver value.
In this case, a simple shift in approach translated into major savings for the project and lasting benefits for the community.
And it all started with a willingness to ask: Does this really make sense?