TOWN OF CALEDON. Corporate Energy Management Plan

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1 TOWN OF CALEDON Corporate Energy

2 T A B L E O F C O N T E N T S Click below to learn more about the Town of Caledon Corporate Energy. Current State of Corporate Energy Current Energy Concerns Background Vision Baseline Energy Use Goals and Objectives Managing Energy Management Actions Financial Assessment Corporate Energy Budget Energy Mandate APPENDIX A APPENDIX B APPENDIX C APPENDIX D

3 Current State of Corporate Energy Scorecard Results Town of Caledon staff, under the guidance of 360 Energy Inc., assessed their corporate energy management practices. This assessment included the completion of energy performance scorecards which recognized areas where energy management can be improved (See Appendix A). This exercise also highlighted areas where the Town of Caledon is excelling with regard to energy management. The following section summarizes the results of this exercise. Energy Data Management While the Town of Caledon has an admirable history of managing its energy consumption, the Ontario government's has required an increase in municipal energy management. This results in the need to enhance current practices and develop new approaches. To meet this need the Town of Caledon will design a comprehensive program for collecting and analyzing monthly energy billing information, and ensuring staff is informed about energy consumption. This effort will produce an energy costs and consumption database that will be used for monitoring excessive variations, targeting facility follow-up evaluations, and highlighting areas that could be candidates for improved conservation. These monitoring enhancements will improve the Town s understanding of the bottom line impact of energy management. Energy Supply Management The Town of Caledon has worked with senior levels of government and public agencies to improve its energy procurement strategy. In 2009, Caledon pursued cost mitigation by enrolling in the Local Authority Service (LAS) Spot Market Street Light offering. Caledon Council has adopted an energy hedging and procurement strategy and Town staff will oversee its implementation. As the Town of Caledon continues to grow and the complexities of the energy portfolio increases the Town will require a focused effort on the monitoring of the corporate energy load and the practices of industry retailers. Caledon s energy procurement goal will continue to be the pursuit of optimal rates while achieving an appropriate level of cost certainty. Energy Use in Facilities Town of Caledon facility staff has retained a great deal of knowledge with regard to their facility s energy use. This knowledge base has been enhanced by a series of comprehensive audits completed at the Town s larger recreation facilities. Through the deployment of energy management software staff will be equipped with the information necessary to make effective energy management decisions. This will make it possible to implement an effective energy procurement process, pursue appropriate capital projects, and implement successful conservation and demand management programs. 3

4 Current State of Corporate Energy Equipment Efficiency The Town of Caledon has pursued many measures to improve the energy efficiency of municipal equipment. Some of these measures include interior lighting upgrades, conversion to LED exterior lighting and the pursuit of solar thermal and solar photovoltaic applications at Town facilities. As the understanding of corporate energy consumption improves, staff will be equipped with the knowledge necessary to make informed decisions. This improved understanding will also reveal how simple actions like commissioning and maintenance procedures can improve existing equipment efficiencies. Organizational Integration Day to day management of energy has been primarily the responsibility of facility managers. The Environmental Progress Officer has provided assistance with energy conservation programs and projects. With the presence of a Municipal Energy Conservation Officer, the creation of an interdepartmental energy management team, improved energy monitoring and feedback, and interactive energy training and awareness, current practices will be enhanced. Staff across all departments will be given the necessary tools to address corporate energy concerns such as budgeting, procurement, conservation, and generation. Prior to the development of the Corporate Energy (CEMP), 360 Energy Inc. assessed Caledon s energy management practices. This was completed by speaking to staff and reviewing relevant municipal material. Upon completion of this review 360 Energy Inc. determined that Caledon Council had provided staff with a mandate to pursue proper energy management and through staff ingenuity the Town was able to direct resources to energy management. However, 360 Energy Inc. also noted that if the Town of Caledon is to achieve Council s mandate it will require the development of a CEMP that will address the Town s energy information and energy procurement needs. Figure 1: 360 Energy Inc s Town of Caledon Energy Assessment Resources Employee Engagement 360 Energy Radar Chart Mandate Energy Plan Procurement Energy Information 4 Back

5 Current Energy Concerns Municipal environmental, societal, and fiscal pressures accentuate the need for a Corporate Energy Management Plan (CEMP). Environmental Concerns surrounding energy consumption with regard to climate change and air pollution have been well documented. Since 1990 Ontario s greenhouse gas emissions have increased 14%. The Government of Ontario estimates that 75% of Ontario s greenhouse gas emissions are associated with the consumption of fossil fuels for energy purposes. Increased smog and air pollution is also connected to the consumption of energy. Ontario s electricity generation is the Province s second largest source of sulphur dioxide and the third largest source of nitrogen oxides. These pollutants can cause irreparable harm to human health. Societal The 2003 blackout heightened societal concerns surrounding the stability and security of our energy supply. Energy has been imbedded into most societal practices. If energy consumption is not managed appropriately the frequency of energy interruption and the subsequent societal disruption will increase. Fiscal The fossil fuels traditionally used for the generation of energy are becoming no longer financially accessible or environmentally acceptable. This has resulted in the promotion of renewable energy generation which comes with an additional expense. Energy costs are also anticipated to increase as Ontario s existing energy infrastructure is taken off-line or refurbished. Coming off of the lows of the 2009 recession national electricity and natural gas prices are 27% and 21% greater than they were at the start of the decade (See Figure 2). It is not anticipated that this upward trend will be altered in the short to medium future. The Province of Ontario has recently projected an annual 3.5% to 7.9% increase in electricity costs over the next 20 years. Natural gas is also projected to trend upward. Figure 2: Consumer Price Indexes, Energy in Canada In recent years the Town of Caledon has experienced substantial population growth and is projected to grow into the future (See Figure 3). As the Town of Caledon grows so will the municipalities environmental, societal, and fiscal energy concerns. The Town of Caledon recognizes that proper energy management must be pursued if these concerns are to be addressed. Figure 3: Recent and project population growth 120, ,000 80,000 60,000 40,000 20, *Projected growth is based on Town of Caledon Council adopted numbers Electricity Natural Gas 5 Back

6 Background The Town of Caledon s reputation for being the Greenest Town in Ontario, the fulfillment of commitments and regulatory requirements, and plans to make Caledon a more energy conscious and sustainable community has made the development of a Corporate Energy (CEMP) a logical and necessary next step. Town of Caledon Community Based Strategic Plan V I S I O N Official Plan Amendment 226 The Official Plan s policies embody and embrace many of the principles of sustainability. Section Sustainability This includes resource management policies that strive to balance the wise use of renewable and non renewable natural resources with community social values and the protection and stewardship of natural and cultural resources The conservation of water and energy is essential to the sustainability of the Town. GOAL 1: PARTNER WITH LAND OWNERS AND COMMUNITY TO PRESERVE, PROTECT AND ENHANCE OUR ENVIRONMENT AND AGRICULTURAL RESOURCES AND NATURAL CAPITAL Strategic Objective 1B - Protect and enhance air quality and reduce impacts of climate change. Strategic Objective 1C - Support green energy and energy reduction GOAL 2: COMPLETE OUR COMMUNITY OF COMMUNITIES Strategic Objective 2G - Maintain Caledon as a Safe, Secure Community GOAL 6: PROVIDE STRONG GOVERNANCE AND COMMUNITY ENGAGEMENT Strategic Objective 6A - Provide High Quality Public Services Strategic Objective 6B - Provide Open, Responsible Leadership The Town of Caledon aspires to show leadership in the promotion and development of appropriate alternative and renewable energy systems that are compatible with Caledon s other land use planning objectives The Town will consider developing and implementing green building guidelines which, among other things, facilitate the incorporation of alternative and renewable energy systems into new buildings and through retrofits to existing buildings. Environmental Progress Action Plan The Environmental Progress Action Plan recognizes that energy is a significant cost for the Town and a large source of greenhouse gas emissions and other air pollutants. It also recognizes that energy procurement and energy efficiency play an important role in reducing fiscal costs and environmental damage. The plan notes that viability of green energy is also imperative since renewable energy can help offset the Town's energy requirements while reducing greenhouse gas emissions. 6

7 Background Green Energy and Green Economy Act s Conservation and Demand s The gives the Province the authority to require public agencies, including municipalities, to develop a Conservation and Demand. The Lieutenant Governor in Council may, by regulation, require the municipality to achieve prescribed targets and meet prescribed energy and environmental standards, including standards for energy conservation and demand management. Partners for Climate Protection Through Partners for Climate Protection (PCP) the Town of Caledon has committed to reducing its corporate and community greenhouse gas emissions. This program requires the attainment of five milestones: i) create a greenhouse gas emissions inventory; ii) set greenhouse gas emission reduction targets; iii) develop a local action plan; iv) implement a local action plan; v) monitor progress and report results. As per the the content of a Conservation and Demand will include; i) a summary of annual energy consumption; ii) a description and a forecast of the expected results of current and proposed activities; iii) a summary of the progress and achievements in energy conservation; iv) such additional information as may be prescribed. 7 Back

8 Vision The Corporate Energy (CEMP) has been developed to address the fiscal, societal, and environmental costs and risks associated with energy consumption. Proper energy management will allow the Town to display leadership, improve the delivery of services, and enhance the overall quality of life within the community. The CEMP outlines key actions that must be pursued to make this vision a reality. The completion of these actions will assist the Town of Caledon to meet its energy conservation targets and its Partners for Climate Protection greenhouse gas emission reduction commitment. Achieving these goals will assist the Town of Caledon in maintaining its Greenest Town in Ontario reputation and will allow for cost savings that can benefit the Town of Caledon, its employees, and its tax payers. It is acknowledged that for this vision to come to fruition energy management at the Town of Caledon must become an inclusive process. Recognizing that energy effects everyone differently this plan was created to address a variety of energy related concerns, while capturing innovative and relevant actions that will lead to meaningful change. Overview This plan is designed to meet the current energy needs and obligations of the Town of Caledon. The intent is to guide the Town of Caledon in the development of an energy management foundation. This will be a living plan that will evolve as the Town s energy needs are revealed and better understood. The Town of Caledon s approach to energy management is three pronged. It begins with the 1) elimination of waste, followed by 2) maximizing efficiencies, then 3) optimizing energy supply. Prior to pursuing these actions the Town must be aware of the facility and staff behaviours that influence energy consumption. Once encapsulated, this knowledge must be dispersed throughout the organization, allowing for the development of a culture of sustainability. An improved understanding of corporate energy consumption will require improvements in energy management and awareness. Energy awareness campaigns will strive to make energy a tangible asset that staff can appreciate when it is being consumed or wasted. In addition to increasing energy awareness this energy plan will integrate energy efficiency into the capital and operational decision making of the organization. This plan will allow energy management to be incorporated into all Town activities including organizational and human resource procedures, procurement practices, financial management and investment decisions, and facility capital, operations, and maintenance. 8 Back

9 Baseline Energy Use Effectively managing energy requires enacting appropriate Table 1: Key Business Units energy monitoring procedures. The establishment of an accurate energy baseline is essential in this process. It will assist with energy conservation and greenhouse gas reduction target setting, energy procurement and budgeting, bill verification, energy awareness, and the selection and assessment of potential energy projects. The Town of Caledon, like many municipalities, relies on its utility bills to Street Lights Parks Facilities 3,622, ,062 16,894,076 18% 1% 81% 31% 2% 67% establish its energy baseline. The Town of Caledon s most recent energy consumption inventory was completed in This took into account the electricity and natural gas consumption of Town facilities, street lights, and parks. In 2007 the Town of Caledon s total energy use, electricity and natural gas, was 20,761,938 equivalent kilowatt hours (ekwh). This total consisted of 10,891,948 kwh of electricity and 949,494 m3 (35,786 GJ) of natural gas, which is equivalent to 9,869,990 kwh. The 2007 combined total costs of electricity and natural gas was $1,894, Electricity represents 80% of this total, with natural gas representing the remaining 20%. Specific attention has been given to Town facilities which are responsible for 80% of corporate energy expenditure. All natural gas consumption occurs within the facilities. Among the 30 facilities considered in this energy plan the large recreation facilities (Caledon Centre of Recreation and Wellness, Mayfield Recreation, Lloyd Wilson Centennial Arena, Albion Bolton Community Centre, Caledon East Community Centre and Arena, and Caledon Central Pool) and Town Hall are responsible for over 80% of the energy consumed (See Appendix B additional for details). To improve the monitoring of corporate energy consumption the Town s energy portfolio has been sectioned into cost centres. This approach highlights where the municipality is consuming energy. A breakdown of energy use by cost centre is shown in Table 1. The Town of Caledon facilities electricity and natural gas portfolios are similar with the exception of the recreation facilities which use a greater percentage of electricity and fire halls which use a greater percentage of natural gas (See Figures 4 and 5). Figure 4: Facilities Electricity Consumption Figure 5: Facilities Natural Gas Consumption Administrative (13%) Fire Station (5%) Recreation (76%) Libraries (2%) Works Yards (4%) Community Centres (1%) Administrative (12%) Fire Station (11%) Recreation (69%) Libraries (2%) Works Yards (4%) Community Centres (2%) 9 Back

10 Goals and Objectives The Town of Caledon Corporate Energy (CEMP) was completed to help achieve the following goals: Maximize fiscal resources through direct and indirect energy savings. Reduce the environmental impact of the Town s operations. Increase the comfort and safety of staff and patrons of Caledon facilities. Improve the reliability of Town equipment and reduce maintenance. Provide the guidance and leadership necessary for the adoption of a culture of sustainability. The primary objective of this plan is to improve the management of the Town s energy consumption. Part of this objective is setting a conservation target that will see the Town of Caledon reduce its 2007 energy consumption by 15% by the end of Recognizing that the Town of Caledon is a growing community the Town energy conservation target will be intensity based. It is also the objective of this plan to improve the Town s understanding of energy consumption which is essential for the Town to meet its corporate energy management goals. Measurements of Success The measurement of success will be based on a variety of indicators. Reaching the Corporate Energy s energy conservation target. Assisting with the corporate greenhouse gas reduction target set through the Town s commitment to Partner s for Climate Protection. Achieving the savings outlined in the plan s budget section. Imbedding energy management in Town s capital and operations decision making process. The individual actions of the CEMP have their own unique measurements of success (See Appendix C). These measures will be enhanced through the development of key performance indicators. 10 Back

11 Managing Energy Management Municipal Energy Conservation Officer The Municipal Energy Conservation Officer (MECO) is the energy champion within the Town of Caledon, holding the responsibility of implementing the Corporate Energy (CEMP). This includes all issues related to energy education and awareness, monitoring and verification, supply-side management, and conservation and demand management. The MECO will ensure that the Town of Caledon is meeting all energy related regulatory requirements. This will require the MECO to work closely with Council and staff on all energy related operations and capital decisions. The MECO will be the primary point of contact for Council, staff, and residents with energy related inquiries. Lastly, the MECO will be responsible for staying current on all municipal energy related topics and building relationships with utility companies and other Municipal Energy Conservation Officers throughout Ontario. Corporate Energy Management Team For the Town of Caledon to achieve its goal of adopting a culture of sustainability, energy conservation has to become a priority for all Town staff. To make this happen, energy conservation must be integrated across the organization. An 'Energy Management Team' of managers from departments throughout the organization will be created. This team will meet quarterly to discuss the plan and any outstanding energy issues within the organization. The Energy Management Team will also be a medium for communicating the energy conservation message to staff. The composition of the Energy Management Team can be found in Table 2. Table 2: Energy Management Team s roles and responsibilities Role Municipal Energy Conservation Officer Purchasing and Risk Management Representative Financial Representative Recreation Representative Capital Asset Management Representative Environmental Progress Office Representative Public Works and Engineering Representative Responsibility Primary point of contact for all energy related matters. Energy supply management and energy efficient procurement. Energy data management and project financing. Facility energy use and energy awareness. Energy efficiency of capital projects. Environmental implications of energy consumption Street lights and work yard energy conservation. 11 Back

12 Actions Previous Actions The development of a Corporate Energy (CEMP) is intended to provide guidance for future energy projects. Prior to the development of this plan the Town of Caledon has pursued a range of progressive energy management actions. Table 3 highlights some of the most recent actions. Table 3: Town of Caledon s previous actions Process High Level Strategic Energy Plan that focused on the seven largest energy users Corporate Energy Reserve Fund Energy Procurement and Hedging Strategy Green Electricity Procurement Program Town Hall and Recreation Energy Audits Energy Awareness- It makes cents campaign LAS Benchmarking Program Projects Mayfield Recreation Centre Solar Wall LED LightSavers Pilot Facility Lighting Retrofits District Energy, Solar Photovoltaic and Solar Thermal Feasibility Studies Energy Management Actions The actions being pursued in this plan fall under one of three headings (Process, Programs, Projects) and address one of five focus areas (Energy Data Management, Energy Supply Management, Energy Use in Facilities, Energy Efficiency, Operational Integration). Energy Data Management Evaluate all elements within an organization with regard to energy usage data. This includes evaluating monthly bills, establishing key performance indicators, load profiles, interval data, benchmarking, and sub metering. Energy Supply Management Investigate an organization s exposure to the energy market and suppliers; monitor changes, and account management with the utility. Look at choices regarding the supplier, green energy alternatives, reliability and risk management. Energy Use in Facilities Evaluate facilities through diagnostic/comprehensive audits, operating procedures, and monitoring efficiency of equipment and systems. Equipment Efficiency Reduce the consumption of energy without sacrificing the services provided. This includes preventative maintenance, fuel switching, and the investigation of new systems and technologies. Organizational Integration Include staff throughout the organization in the planning and implementation of the CEMP. This involves spreading awareness regarding roles in various elements of the plan. 12

13 Actions Energy Actions Selections Process The corporate energy management actions were selected using a four step process: 1) Gap analysis through key staff interviews and the use of an energy assessment scorecard. 2) Evaluation of energy baseline data and key point indicators. 3) Alignment with vision, goals, and objectives. 4) Pursuit of SMART principles (Specific, Measurable, Accountable, Realistic, Time bound) Figure 6: Action Process SMART VISION, GOAL, OBJECTIVE BASELINE DATA REVIEW ENERGY SCORECARD ASSESSMENT Corporate Energy Management Actions Actions are selected with the intent to drive the municipality s energy management performance to the next level. The actions listed below will be completed by These actions will put the Town on track to achieve its five energy management goals. Table 4 outlines the actions that will be pursued in this plan (See Appendix C for additional details). Table 4: Corporate Energy Management actions Process Improvement Program Implementation Projects Energy Data Management Establish Key Performance Indicators Bill optimization & verification Energy Tracking Load management Energy Service Company opportunities Energy Supply Management Corporate energy reserve procedures Solar photovoltaic rooftop leasing Renewable electricity procurement Supply management awareness Solar photovoltaic projects Energy Use in Facilities Town building standard Equipment inventory Preventative and corrective maintenance procedures Shutdown procedures Energy conservation incentive programs Commissioning & recommissioning procedures Phantom power program Equipment Efficiency Energy efficiency procurement standards Incorporate life cycle costing Interior lighting designs Recreation facility lighting retrofits LED/Induction streetlight pilot Daylight sensor controls Waste heat recovery project Organization Integration Incentive tracking Energy reporting and feedback Energy awareness campaign Building automation system (BAS) training Energy management training 13

14 Actions The economic feasibility of proposed actions played a large role in the prioritization of the processes, programs, and projects. Equally important in this prioritization exercise was the evaluation of the Town s internal capacity to complete the proposed initiatives. Recognizing the need to develop the Town s internal capacity; the initial years of the plan focus heavily on processes and programs. The implementation of the recommended processes and programs will result in an improved understanding and awareness of energy consumption. This will allow for improved decision making and greater success with future energy projects (See Appendix D for Corporate Energy (CEMP) timeline). As these actions are completed the Energy Management Team will meet to discuss monitoring results and how they can be used to enhance the plan. The CEMP is intended to be a living document. Anticipated improvements in knowledge and capacity will result in enhancement of the proposed actions. Reporting Standards The Corporate Energy will allow for the monitoring and reporting that is necessary for the Town of Caledon to meet the regulatory requirement of the and the Town of Caledon s Partners for Climate Protection greenhouse gas reduction targets. Regular energy monitoring and feedback to Council and staff will improve knowledge and help make energy consumption a tangible asset; making possible appropriate behavioural changes. The intent of monitoring and reporting on energy consumption is to make energy management transparent and the consumer accountable. Council will be provided annual updates on the state of energy management at the Town of Caledon. Energy consumption feedback provided to staff will be imbedded into the Town s regular business. Future Energy Projects Energy projects at the Town of Caledon were occuring prior to the development of the CEMP. Council and staff have advocated for some ambitious energy initiatives that were investigated and determined not feasible for a variety of reasons. These applications included building automation systems, district energy, solar thermal (at Town Hall and the Caledon Centre for Recreation and Wellness), and geothermal applications. It is anticipated that as the Town of Caledon grows and energy management practices improve these action actions will be reassessed. 14 Back

15 Financial Assessment The Corporate Energy s financial assessment philosophy is to treat fiscal resources as if they were energy assets. Therefore, financial investments follow the same three pronged approach used for the management of energy: Reduce waste - pursue proper energy procurement and billing verification strategies. Improve efficiency - pursue proper energy data management and energy awareness programs that will allow for more efficient energy investments. Generation - pursue opportunities to generate revenue through the generation of renewable energy and participation in demand response programs. The initial cost and saving estimates for the proposed process improvements, program implementation, and projects are broken down as follows: The listed costs and savings are for the inaugural year of a process, program, or project. If initiated and monitored affectively it can be anticipated that these savings can be sustained. It should also be noted that the price of energy is anticipated to increase, whereas, the costs of capital projects will likely decrease with advancements in technology. This could potentially lead to increased savings and decreased costs in the later years of the plan. The potential for avoided costs adds to the relevance for a plan of this nature. This fiscal assessment does not take into account the economic benefits of achieving all of the corporate energy management goals. Due to the difficulty in quantifing the economic value of extended equipment longevity, improved comfort and productivity, and climate change mitigation, it should not be discounted. Expenditures Savings Process Improvements Energy Data Management Energy Use in Facilities Organization Integration Program Implementation Energy Data Management Energy Use in Facilities Equipment Efficiency Organization Integration Project Implementation Energy Supply Management Equipment Efficiency Organization Integration $ 25,000 $ 56,824 $ 40,500 $ 16,500 $ 0 $ 37,198 $ 0 $ 11,740 $ 32,500 $ 51,467 $ 1,200 $ 214 $ 2,000 $ 8,747 Grant $ 60,000 $101,600 $ 71,857 $ 5,000 $ 5,000 *These are forecasted numbers based on an assessment completed by 360 Energy Inc. 15 Back

16 Corporate Energy Budget The following budget was derived from the planned actions within the Corporate Energy (CEMP). Each year s estimated cumulative savings have also been displayed (See Figure 7). These projected costs and savings do not consider the human resource expenditures. Figure 7: Costs and Accumulated Savings 350, , , , , ,000 Prior to requesting funding for energy actions the Municipal Energy Conservation Officer will consult with utility representatives allowing the Town to schedule project launch dates in parallel with applicable incentive funding programs. The projects may be moved forward or delayed based on changes to incentive programs as well as changes to the CEMP. However, the Town will not make significant alterations to the plan in a quest for incentive funding. This is not a prudent approach to planning. Actions will be pursued only when they coincide with the Town s objectives and are appropriate to be pursued at that time. As the Town of Caledon continues to evolve and its energy needs become greater it will be necessary to reassess and clarify as necessary the financial indicators that are applied to investment analysis and prioritization of proposed energy projects. Energy efficiency projects must be weighted appropriately relative to other investment needs. There will also be a need to develop procedures for the annual allocation of capital resources for energy efficiency measures in the capital budget. 50,000.. Expenditures Savings/Revenue ,500 97, ,400 90, , , Back

17 Energy Mandate It is of critical importance to improve energy efficiency and reduce our operating costs. Equally important is displaying our commitment to the environment through the reduction of greenhouse gases, while improving our air quality. It is also important that these actions are carried out without adversely impacting the Town s operations. All Town of Caledon staff will have an essential role in the success of this energy management plan. It will be the responsibility of the Municipal Energy Conservation Officer to ensure that energy management measures are properly communicated and effectively implemented. An Energy Mandate for the Town of Caledon has been developed and is an integral component of this Corporate Energy. T O W N O F C A L E D O N E N E R G Y M A N D A T E WHEREAS the Town of Caledon prides itself in being responsible stewards of all resources; AND WHEREAS energy is a resource that must be properly managed; AND WHEREAS in an effort to ensure effective energy management Council and staff are committed to imbedding a culture of sustainability into daily operations and decision making processes; AND WHEREAS the consumption of energy is a behaviour shared by all, therefore, the responsible management of energy must be pursued by everyone; AND WHEREAS the Town of Caledon recognizes that energy is a controllable operating expense where the anticipated fiscal savings will benefit the local community; AND WHEREAS Council will ensure that the necessary resources are allocated to ensure that the actions within the Corporate Energy are implemented and reported on; AND WHEREAS the Corporate Energy is a living document that will constantly evolve in the pursuit of optimal energy management. THEREFORE BE IT RESOLVED that the Municipal Energy Conservation Officer, with the assistance of the staff Energy Management Team, be directed to carry out the actions listed in the Corporate Energy, including; Deploy energy management software to allow for proper energy tracking, bill verification, and energy consumption reporting; Development of procedures and standards that will assist with the procurement of energy efficient capital; Promote energy conservation through staff education and awareness initiatives and programs; and, with the intent of achieving the recommended intensity based energy conservation target of 15% below the Town of Caledon s 2007 corporate energy load by the end of Back

18 Appendix A Corporate Energy Level Energy Data Management Energy Supply Management Energy Use in Facilities Equipment Efficiency Environmental Organizational Integration Processes Accessibility (1A1.1) Monthly Bills (1A2.1) KPI & Benchmarking (1A3.1) Reporting (1A4.1) Error Resolution (2A1.1) Rate Optimization (2A2.1) Account Management (2A3.1) Facility walk-through (3A1.1) Benchmarking & Ranking Facilities (3A2.1) Corrective Maintenance Program (4A1.1) Systems Control (4A2.1) Energy Use & Carbon Footprint (5A1.1) Aware of regulations (5A2.1) Carbon Intensity (5A3.1) Awareness & Participation (6A1.1) Energy Manager`s Role (6A2.1) Programs Load Profiling (1B1.1) Internal Data (1B2.1) Supplier Choice (2B1.1) Purchase set up (2B2.1) Supply Management (2B3.1) Supplier Reliability & Quality (2B4.1) Deregulation (2B5.1) Diagnostic Audit (3B1.1) Operating Procedures (3B2.1) Preventive Maintenance Program (4B1.1) Lighting Upgrades (4B2.1) Alternate Fuels (4B3.1) Carbon Footprint for scopes 1 & 2 (5B1.1) Targets, Green energy alternatives (5B2.1) Incentives & Studies (5B3.1) Procedures in place (5B4.1) Energy Planning (6B1.1) Performance & Training (6B2.1) Resource Management (6B3.1) Budget Preparation (6B4.1) Results Auditing (6B5.1) Projects Sub-metered Data (1C1.1) Monitoring/Targeting (1C2.1) Demand-Supply Optimization (2C1.1) Risk Management (2C2.1) Investment Grade/ Comprehensive Audits (3C1.1) Commissioning (3C2.1) On-going Monitoring (3C3.1) System Upgrades (4C1.1) Standards (4C2.1) New Technology (4C3.1) System Measurement/ Verification (4C4.1) Carbon Footprint Scopes 1, 2 & 3 (5C1.1) Carbon Issues/Trading (5C2.1) Green sourced energy (5C3.1) Project Approval (6C1.1) Accountability & Review (6C2.1) Green highlight = completing all required actions Red highlight = Corporate Energy Team top three priorities 18 Back

19 Appendix B Corporate Energy Streetlights THE TOWN OF CALEDON Parks Facilities Electricity Electricity Electricity Total kwh 3,622,800 Total kwh 245,062 Total kwh 7,024,086 Total $ $582, Total $ $46, Total $ $893, Total GHG Total GHG Total GHG 1, % of Corp 33.26% % of Corp 2.25% % of Corp 64.49% Natural Gas GHG Coefficient Total m3 949,494 Electricity Total $ $371, Natural Gas Total GHG 1, Natural Gas Electricity TOTAL* Total m3 949,494 Total kwh 10,891,948 Total kwh 20,761,938 ekwh 9,869,990 Total $ $1,894, Total $ $371, Total $ $1,522, Total GHG 4, Total GHG 1, Total GHG 2, *Natural gas and electricity only *Cons = Consumption **% of Total Fac = % of Total facility consumption Electricity Natural Gas FACILITIES TOTAL COSTS $1,265, TOTAL GHG 3, **Convert natural gas (m3) to ekwh: m3 = ekwh GHG Coefficient * Administrative Fire Station Recreation Libraries Work Yards Community Centres Electricity Electricity Electricity Electricity Electricity Electricity Total kwh 920,240 Total kwh 319,455 Total kwh 5,321,207 Total kwh 115,010 Total kwh 274,809 Total kwh 73,365 Total $ $106, Total $ $39, Total $ $684, Total $ $14, Total $ $32, Total $ $16, Total GHG Total GHG Total GHG 1, Total GHG Total GHG Total GHG % of Cons* 13.10% % of Cons* 4.55% % of Cons* 75.76% % of Cons* 1.64% % of Cons* 3.91% % of Cons* 1.04% % of Costs 11.92% % of Costs 4.37% % of Costs 76.63% % of Costs 1.60% % of Costs 3.68% % of Costs 1.80% Natural Gas Natural Gas Natural Gas Natural Gas Natural Gas Natural Gas Total m3 110,587 Total m3 103,260 Total m3 658,315 Total m3 17,978 Total m3 39,690 Total m3 19,664 Total ekwh 1,149,552 Total ekwh 1,073,388 Total ekwh 6,843,184 Total ekwh 186,881 Total ekwh 412,578 Total ekwh 204,407 Total $ $53, Total $ $43, Total $ $240, Total $ $9, Total $ $15, Total $ $9, Total GHG Total GHG Total GHG 1, Total GHG Total GHG Total GHG % of Cons* 11.65% % of Cons* 10.88% % of Cons* 69.33% % of Cons* 1.89% % of Cons* 4.18% % of Cons* 2.07% % of Costs 14.50% % of Costs 11.72% % of Costs 64.59% % of Costs 2.49% % of Costs 4.10% % of Costs 2.52% TOTAL COSTS TOTAL COSTS TOTAL COSTS TOTAL COSTS TOTAL COSTS TOTAL COSTS Total $ $160, Total $ $82, Total $ $924, Total $ $23, Total $ $48, Total $ $25, Total ekwh 2,069,792 Total ekwh 1,392,843 Total ekwh 12,164,391 Total ekwh 301,891 Total ekwh 687,387 Total ekwh 277,772 Total GHG Total GHG Total GHG 2, Total GHG Total GHG Total GHG % of Total Fac $ 12.68% % of Total Fac $ 6.53% % of Total Fac $ 73.09% % of Total Fac $ 1.86% % of Total Fac $ 3.80% % of Total Fac $ 2.01% % of Total GHG 12.32% % of Total GHG 7.93% % of Total GHG 72.33% % of Total GHG 1.77% % of Total GHG 4.06% % of Total GHG 1.59% 19 Back

20 Appendix C Corporate Energy Processes FUTURE* Activity Gas? Elec? Groups Involved Review Frequency Estimated Annual Savings Cost Completion Date Objective Measurements of Success Energy tracking MECO, Information and Technology Manager, Director of Recreation, Treasurer, Facility managers, Utilities Monthly Indirectly affects the saving of most proposed actions. $25,000 annual Q4 Data allows for improved budgeting, goal setting, conservation program and project development, monitoring and verification, and awareness campaigns. Use an energy management system. Energy management software is operational. Creation of energy management database. Energy Data Management Establish Key Performance Indicators (KPI) Bill optimization MECO, Facility Managers, Director of Recreation MECO, Facility Managers, Treasurer, Utilities Quarterly Capacity Building Semi-annually $18, Q Q4 Allows for fair comparisons when benchmarking facilities against each other and targeting projects based on conservation potential not gross consumption. Identify billing anomalies, costs that can be controlled, and where the utility can improve rate structure. Provide staff billing education. Exceeding Local Authority Services benchmarks. Identification of billing costs that can be controlled (ex. Gas transportation Elec. Peak demand). Identifying where the utility can help. Identifying anomalies in consumption. References to calculations made in corporate utility tracking system. Bill verification MECO, Treasurer, Director of Recreation, Public Works Manager, Utilities Monthly $37, Q2 Ensure correct billing, inaccurate bills will be identified and addressed. Improve understanding and accuracy of energy consumption and costs. Inaccurate bills are identified and addressed. Improved energy consumption and billing accuracy. Energy Supply Management Energy reserve account procedures MECO, Treasurer Biennially N/A Q3 Determine revenue stream for corporate energy reserve fund (i.e. renewable energy earnings, cost avoidance, incentive money). Develop reporting procedures. Accumulation of funds from successful energy conservation initiatives. Develop Town building standard MECO, Chief Building Official, Capital Facilities Manager, Environmental Progress Officer Biennially $9,000 $30, Q1 Development or adoption of a building standard for all new construction. Provide leadership to the community through the reduced energy consumption. Development or adoption of a building standard that will be endorsed by staff and the public. Mandatory building standard that will be followed for all new buildings meeting agreed upon specifications. Energy Use in Facilities Equipment inventory MECO, Captial Facilities Manager, Facility Managers Annually Capacity Building Q3 List major motors, devices and drives. Catalogue associated nameplate, hours of operation, existing controls, and age. Necessary to enhance understanding of building operation. List of motors, devices, and drives. Catalogue of associated nameplate, hours of operation, existing controls, and equipment age. Develop load profiles. Determine best practices within facilities. Replacing equipment when fiscally and environmentally sensible. Maintenance and tracking procedures MECO, Facility Managers Annually $2,500 $7, Q4 Determine where current maintenance practices can be improved to allow for reduced energy consumption and prolonged equipment life. Extended equipment life. Shutdown procedures No MECO, Facility Managers Annually $5,000 $1,000 - $3,000 per building Q4 Determine all non-critical loads that can be turned off at the end of each shift. Reduce overnight and weekend baseload consumption. Focus will be on buildings with interval meters and high weekend baseload. Reduction in off-peak electricity consumption. 20

21 Appendix C Corporate Energy Processes continued FUTURE* Activity Gas? Elec? Groups Involved Review Frequency Estimated Annual Savings Cost Completion Date Objective Measurements of Success Equipment Efficiency Energy efficiency procurement standards Incorporate life cycle costing MECO, Purchasing Manager MECO, Treasurer Biennially Annually N/A N/A Q Q2 Use of appropriate efficiency standards when procuring equipment. Use of life-cycle cost and NPV, instead of first-cost evaluation. Develop method that consider costs that are incurred over the life of a piece of equipment rather than just considering the initial capital cost. Use of appropriate efficiency standards when procuring an item. Use of life-cycle cost and net present value, instead of first-cost evaluation. Consideration for operational costs. Consideration of equipment life-expectancy. Incentive tracking MECO, Treasurer, Facilities Managers, Utilities Semi-annually $20, Q1 Develop incentive database that can be referenced during development of budget and project implementation. Database of available energy conservation incentives. Capital and/or operation budget savings due to the utilization of incentives. Organization Integration Energy reporting and feedback MECO, Capital Facilities Manager, Recreation Director Quarterly $17, Q1 Provide directors and managers with feedback on energy consumption departments and facilities to assist with the setting of conservation goals and the tracking of progress. Department/ facility will set individual energy conservation targets that fall in line with corporate energy management team mandate. Manager s will include energy conservation in department/facility quarterly meetings. Manager s will make energy conservation part of staff responsibilities and will recognize and hold staff accountable for their energy management. TOTAL ESTIMATED PROCESS SAVINGS $108,022 TOTAL ESTIMATED PROCESS COSTS $108,698 21

22 Appendix C Corporate Energy Programs FUTURE* Activity Gas? Elec? Groups Involved Energy Data Management Energy Supply Management Load management Solar photovoltaic rooftop leasing Renewable electricity procurement Supply management awareness No MECO, Recreation Director, Capital Facilities Manager MECO, Treasurer, Purchasing Manager, Capital Facilities Manager, Recreation Director, Legal Services MECO, Environmental Progress Officer, Capital Facilities Manager Review Frequency Semi-annually $11,740 Annually Biennially MECO, Purchasing Manager, Treasurer, Region Quarterly of Peel, Energy retailer Estimated Annual Savings Capacity Building Capacity Building Capacity Building Cost Completion Date Q Q Q Q4 Objective Shift and reduce energy demand and consumption during peak periods. Assess opportunities to participate in demand response programs. Evaluate market for leasing roofspace for solar p.v. projects. Perform a cost-benefit analysis for leasing opportunities. Reassess objectives for purchasing renewable electricity certificates. Build internal energy supply management capacity through the dissemination of energy market research with the intent to increase awareness and improve purchasing practices. Measurements of Success Participation in a demand response programs. Favourably change rate structure through demand reduction. Shift energy consumption to off-peak periods. Cost benefit analysis for solar photovoltaic roof top leasing. Municipal scan of roof top leasing practices Develop criteria for renewable electricity certificate purchase Regular energy market meetings with the Region of Peel and energy retailers. Production of energy market newsletter for interested staff and councillors. Energy Use in Facilities Equipment Efficiency Organization Integration Energy conservation incentive programs Phantom power program Commissioning & recommissioning procedures Interior lighting designs Energy awareness campaign No MECO, Recreation Director, Human Resource Director MECO, Human Resources Director, Information and Technology Manager MECO, Facility Managers, Chief Building Officer No MECO, Facility Managers Annually MECO, Environmental Progress Officer, Human Resource Director, Communication Specialist, Information Technology Manager Building automation system (BAS) training MECO, Facility Managers, BAS Firm Annually $8,000 $2, Q4 Annually $3,467 $ Q3 Biennially $40,000 $30, Q2 $214 per building $1,200 building Q1 Annually $8,470 $2, Q3 Quarterly $ Q3 Provide incentives and a competitive environment to encourage conservation through annual facility and individual energy conservation competitions. Provide information on the concept of phantom loads and how it can be resolved. Verify systems & equipment are operating as efficiently as designed. Establish performance specifications, measurement and verification of compliance. Reduce excessive lighting, while maintaining safe and secure light levels. Increase staff awareness and understanding of the energy they consume and the implications of their consumption. Re-educate appropriate staff on the use of Town building automation systems allowing for increased energy awareness and optimal system usage. Establishment of annual facility and individual energy conservation competitions. 70% staff participation rate at all facilities. Energy conservation and improved awareness. Improved staff awareness of phantom power. Make addressing phantom power part of daily routine. 70% reduction in evening and weekend phantom load. Establish performance specification. Measurements and verification of compliance. Lighting design is reevaluated. All staff and residents are comfortable with the adjusted light levels. Incorporation of energy awareness into job training. Staff appreciation for the impact of energy cost on financial performance. All appropriate staff feels comfortable using the Town s BAS. Staff incorporates the use of the BAS to improve their energy awareness. Expand the use of the Town s BAS. TOTAL ESTIMATED PROGRAM SAVINGS $72,168 TOTAL ESTIMATED PROGRAM COSTS $35,700 22

23 Appendix C Corporate Energy Projects FUTURE* Activity Gas? Elec? Groups Involved Energy Data Management Energy Service Company opportunities MECO, Treasurer Review Frequency Biennially Estimated Annual Savings Cost of proposed projects Cost Completion Date Q1 Objective Evaluate project funding opportunities provided by energy service companies (ESCO) and the internal capacity to manage an ESCO funded project. Measurements of Success Cost benefit analysis of using energy service companies to finance projects. Municipal scan of energy service company practices. Energy Supply Management Solar photovoltaic microfit projects No MECO, Treasurer, Recreation Director Monthly $20,000 Grant funding Q4 Generation of 40 kw of solar energy with the intent to provide community leadership and revenue while reducing greenhouse gas emissions. Completed contract with the OPA for the sale of solar electricity. Tracking and displaying solar energy being generated by the Town of Caledon. Recreation facility lighting retrofits No MECO, Recreation Director, Facility Managers N/A $65,837 $80, Q1 Replace inefficient lights at Town facilities. Remove T12 systems, standard halogens and incandescent. Elimination of all inefficient lighting at Town facilities. Equipment Efficiency LED/Induction streetlight pilot Daylight sensor controls No No MECO, Environmental Progress Officer, Public Works Manager, Legal Services Director MECO, Facility Managers Quarterly Annually $300 per fixture $450 $4,000 per fixture $2, Q Q4 Address liability concerns associated with streetlight pilot. Create business case. Pilot LED/induction street lighting in new subdivision. Pilot daylight sensor control technology at town hall. Assess opportunities to conserve energy through the use of natural light. Address liability concerns associated with streetlight pilot. Creation of business case. Pilot LED/Induction street lighting on a street new subdivision. Reduced number of lights on in naturally lit areas. Waste heat recovery project MECO, Facility Managers Annually $5,000 $15, Q1 Assess opportunities at recreation facilities to capture wasted heat from equipment and discharged water and applied to other appropriate applications. Pursue projects deemed to be feasible. Technological feasibility at Town s pools. Development of business case. Harnessing wasted energy. Reduced costs and energy consumption. Organization Integration Energy management training MECO, Facility Managers Annually $5,000 $5, Q1 Energy management training will allow for the internal capacity building necessary to ensure that staff are making informed decision and reducing the need for costly external assistance. Staff from all departments attending energy related internal and external training sessions. TOTAL ESTIMATED PROJECT SAVINGS $96,587 TOTAL ESTIMATED PROJECT COSTS $106, Back

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