Corporate Energy Management Plan

Transcription

1 Corporate Energy Management Plan

2

3 Corporate energy management plan of Pickering

4 This document was prepared for the of Pickering by IndEco Strategic Consulting Inc. For additional information about this document, please contact: IndEco Strategic Consulting Inc. 77 Mowat Avenue, Suite 412 Toronto, ON, Canada M6K 3E3 Tel: IndEco Strategic Consulting Inc. All rights reserved. No part of this document may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without the written permission of IndEco Strategic Consulting Inc. IndEco report B May 2014

5 Contents Executive summary... v Context... v Objectives and targets... vi Scope and method... vii Capital costs and savings... ix Introduction... 1 Planning horizon and scope... 1 Planning process... 2 Framework for planning... 4 Objectives and targets... 6 Objectives... 6 Targets and key performance indicators... 6 Updating and reporting on the plan... 8 Priority actions (Year 1, January 2015 January 2016) Organizational actions Technical actions Medium-term actions (Years 2-3, January 2016 January 2018) Organizational actions Technical actions Long-term actions (Years 4-5, January 2018 July 2019) Organizational actions Technical actions Capital costs and savings Renewables and alternative energy Energy management systems Taking advantage of utility incentives Communication and engagement Overview and program management Employee engagement Staff training Behaviour change and communication Conclusion Appendix A. Present state CORPORATE ENERGY MANAGEMENT PLAN iii

6 A.1. Utility data analysis A.2. Description of existing energy initiatives, policies and plans Appendix B. Criteria for prioritizing actions Appendix C. Responsibilities Appendix D. Utility incentives D.1. Veridian / Ontario Power Authority saveonenergy Programs D.2. Enbridge Gas Energy Management Programs Appendix E. Additional recommended measures E.1. No cost measures E.2. High efficiency motors Appendix F. List of acronyms iv INDECO STRATEGIC CONSULTING INC.

7 Executive summary Context North American municipalities are increasingly focusing on energy as a strategic priority to reduce operating costs, prepare for rising utility costs, and to demonstrate their commitment to long-term sustainability. In Ontario, the provincial government is allocating millions of dollars to energy conservation and demand management (CDM) programs, providing energy consumers with significant incentives to upgrade their facilities and. The Government of Ontario has also expressed a commitment to greening public sector buildings, and developed Regulation 397/11 under the Green Energy and Green Economy Act (2009) to advance this goal. Under the regulation, all public agencies including the of Pickering are required to report their energy consumption and greenhouse gas (GHG) emissions on an annual basis starting in 2013, and are required to submit 5-year energy conservation and demand management plans in The Corporate Energy Management Plan (CEMP) provides a 5-year roadmap for energy management in the of Pickering. It focuses on the use of electricity, natural gas, and fuel oil for heating and cooling in facilities. It covers the period from July 2014 to July 2019, and is designed to help the comply with the energy CDM planning requirements of Ontario Regulation 397/11 under the Green Energy Act (2009). The CEMP addresses buildings, technologies, and street lights and traffic signals as well as people, processes, and information. CORPORATE ENERGY MANAGEMENT PLAN v

8 Objectives and targets Energy efficiency is a valuable opportunity to reduce or avoid future costs. Investing in energy management and implementing the actions identified in the CEMP will provide valuable opportunities for the of Pickering. Not only will it result in energy intensity and GHG savings, but it will also provide opportunities for staff engagement, lower risk exposure, and demonstrated leadership by the. The objectives of the of Pickering s Corporate Energy Management Plan are to achieve the following: 1. The of Pickering promotes the efficient management of energy in corporate facilities. 2. The efficient use of energy is to be a consideration for the in corporate policy and budget decisions. 3. The efficient use of energy is to be a part of the day-to-day activities of staff. 4. An integrated / systems approach is to be taken when managing energy. The CEMP establishes the following quantitative targets to guide the s efforts on energy management from July 2014 to July 2019: vi INDECO STRATEGIC CONSULTING INC.

9 Scope and method The CEMP addresses buildings, technologies, and street lights and traffic lights as well as people, processes, and information. The plan draws on information from a number of sources: interviews, a strategic planning workshop, a review of existing walk-through and detailed facility audits, and a review of policies, plans and programs. The first step in the process was to identify and define the preferred state / vision of energy management for the. This was accomplished through five in-person interviews and a strategic planning workshop held with key staff. The second step involved defining the present state of energy use in the by reviewing the s energy management practices. Information was obtained through interviews with key staff and the review of the s key policies, plans, programs, and reports related to energy. The third step involved developing technical and organizational actions to assist the in moving from its present to its preferred state of energy management. Technical actions were identified from detailed audits that had been previously conducted at 10 of the 's largest energy consuming facilities and walk-through audits that had been previously conducted at 17 other facilities. The organizational actions, which relate to corporate processes, were identified through interviews and a strategic planning workshop. The actions are grouped in the CEMP according to the following categories: CORPORATE ENERGY MANAGEMENT PLAN vii

10 Organizational commitment measures related to policies, targets, and resources required to enable energy management and the other actions; Existing buildings and measures, both technical and policy based, that impact existing buildings and ; New buildings and measures, both technical and policy based, that impact new buildings and ; Monitoring and tracking measures related to evaluating, monitoring, and verifying energy data; Communication and engagement measures related to encouraging behavioural modifications to save energy; Procurement and renewables measures related to the procurement of energy and renewable technologies; and Street lights and traffic signals measures related to installing more energy efficient lighting technologies. Many of the priority actions are foundational and put in place the structures and practices that will facilitate on-going energy efficiency within the. viii INDECO STRATEGIC CONSULTING INC.

11 Capital costs and savings The technical actions identified through the facility audit reports are grouped according to type and were allocated across the five years of the plan in order to facilitate an annual net capital cost of approximately $130,000 in each year for budgeting purposes. These actions were prioritized based on their payback and net present value (NPV 1 ). The actions are categorized into three time periods for implementation: 1. Priority actions Year 1 (January 2015 January 2016); 2. Medium-term actions Years 2 and 3 (January 2016 January 2018); and 3. Longer-term actions Years 4 and 5 (January 2018 July 2019). These time periods were selected to ensure compliance with the regulation and to create alignment with the budget cycle of the. To implement the CEMP, the will need to make significant capital investments in energy efficiency over the five-year period. However, these investments will yield significant returns. It will cost approximately $640,700 to implement the selected measures identified in the 27 detailed and walk-through audits, as well as measures that were extrapolated to other buildings. If implemented according to the schedule, it will cost the approximately $130,000 each year over the next five years. The total cumulative net energy cost savings for the over the next ten years will be $1,582,050. The table below provides a breakdown of the capital costs and cumulative energy savings over the next ten years. The is committed to implementing these initiatives on a priority basis based on available funds. 1 The utility rates used to calculate the NPV were based on the average utility costs from the utility analysis in the audit reports. The electricity rate was adjusted based on the Industrial Price Forecast on page 8 of Ontario s Long-Term Energy Plan ( The natural gas rate was adjusted based on the natural gas price reference projections in Natural Resource Canada s report on Canada s Energy Future: Energy Supply and Demand Projections to Energy Market Assessment ( A discount rate of 12% was used in calculating the NPV. CORPORATE ENERGY MANAGEMENT PLAN ix

12 Capital cost, including incentives Cumulative energy cost savings 1 Year 1 $133,000 $48,300 Year2 $125,000 $81,100 Year3 $125,000 $113,900 Year 4 $128,850 $155,550 Year 5 $128,850 $197,200 Year 6 $0 $197,200 Year 7 $0 $197,200 Year 8 $0 $197,200 Year 9 $0 $197,200 Year 10 $0 $197,200 Total $640,700 $1,582,050 1 NOTE: The cumulative energy cost savings are based on current energy prices and do not reflect estimated price increases. The energy cost savings are also expected to persist for the lifetimes of the measures. For every dollar invested in energy efficient projects, the expects to receive $2.47 in anticipated energy cost savings over the next ten years. x INDECO STRATEGIC CONSULTING INC.

13 Introduction The of Pickering Corporate Energy Management Plan (the CEMP) provides a roadmap for energy management in the of Pickering. The CEMP describes the energy management activities that the as a corporation can take over the next 5 years to increase its energy efficiency, reduce its energy consumption, and minimize its environmental footprint. It is also designed to help the comply with the energy conservation and demand management planning requirements of Ontario Regulation 397/11 under the Green Energy Act (2009). The CEMP is organized as follows: Objectives and targets Priority actions (Year 1, January 2015 January 2016) Medium-term actions (Years 2-3, January 2016 January 2018) Long-term actions (Years 4-5, January 2018 July 2019) Capital costs and savings Renewables and alternative energy Energy management systems Communication and engagement Conclusion The CEMP also has appendices that contain the following: Appendix A Present state Appendix B Criteria for prioritizing actions Appendix C Responsibilities Appendix D Utility incentives Appendix E Additional recommended measures Appendix F List of acronyms Planning horizon and scope The CEMP for the of Pickering is a 5-year plan covering the period from July 2014 to July The CEMP provides a roadmap for energy management at all facilities. As can be seen in Figure 1, it addresses the use of electricity, natural gas, and oil for heating and cooling in facilities. It also addresses energy for street lights and traffic signals. CORPORATE ENERGY MANAGEMENT PLAN 1

14 Figure 1 Planning horizon and scope Planning process Figure 2 depicts the major steps in the planning process that were used to develop the s Corporate Energy Management Plan. Inputs to the planning process included: Analysis of the s energy use data; Review of the s existing policies, plans, and past energy efficiency projects; Review of existing walk-through and detailed facility audit reports; Interviews with staff (including department directors, managers, and Facilities staff); and A strategic planning workshop with key staff. Figure 2 Overview of the planning process 2 INDECO STRATEGIC CONSULTING INC.

15 Defining the preferred state involved exploring where the of Pickering would like to be with respect to energy management. The elements of the preferred state were identified through interviews with staff and during the strategic planning workshop. The preferred state informed the CEMP s objectives, targets, and actions. Identifying the present state involved exploring where the is now with respect to energy management. Energy data analysis; interviews; a review of existing walk-through and detailed facility audit reports; and a review of the s existing policies, plans, and past energy efficiency projects were among the inputs that were used to identify the present state. Developing actions involved identifying technical measures (i.e. measures identified from the facility audits) and organizational measures (i.e. measures related to corporate processes that also produce real energy savings and help to enable the technical measures) to help the move towards the preferred state. Actions were identified through audits, interviews, and the strategic planning workshop. They were grouped according to the following categories: Organizational commitment measures related to policies, targets, and resources required to enable energy management and the other actions; Existing buildings and measures, both technical and policy based, that impact existing buildings and ; New buildings and measures, both technical and policy based, that impact new buildings and ; Monitoring and tracking measures related to evaluating, monitoring, and verifying energy data; Communication and engagement measures related to encouraging behavioural modifications to save energy; Procurement and renewables measures related to the procurement of energy and renewable technologies; and Street lights and traffic signals measures related to installing more energy efficient lighting technologies. Setting priorities involved determining the timeframe for implementation of each action in the CEMP. Organizational measures were prioritized based on their importance and ease of implementation. Technological measures were prioritized based on their payback and NPV. CORPORATE ENERGY MANAGEMENT PLAN 3

16 The actions are categorized into three time periods for implementation: 1. Priority actions Year 1 (January 2015 January 2016); 2. Medium-term actions Years 2 and 3 (January 2016 January 2018); and 3. Longer-term actions Years 4 and 5 (January 2018 July 2019). These time periods were selected to ensure compliance with the regulation and to create alignment budget cycle of the. Preparing the Draft and Final Plan involved incorporating the results of the planning process as shown in Figure 2. As described in the section of this report, Updating and reporting on the plan, the CEMP will be reviewed annually and updated at the end of the five years. Framework for planning The s CEMP addresses buildings and technologies, including street lights and traffic signals as well as people, processes, and information. As illustrated in Figure 3, the CEMP centers on the s facilities and technologies. It aims to ensure that existing and new facilities are built and operated as efficiently, sustainably and as financially appropriate, as possible. The s supporting organizational policies and processes, monitoring and tracking systems, and communication and engagement tools allow this to happen. 4 INDECO STRATEGIC CONSULTING INC.

17 Policies and processes Energy efficient facilities and technologies Communication and engagement Monitoring and tracking Figure 3 Framework for planning CORPORATE ENERGY MANAGEMENT PLAN 5

18 Objectives and targets Objectives The primary objectives of the of Pickering s Corporate Energy Management Plan are to achieve the following: 1. The of Pickering promotes the efficient management of energy in corporate facilities. For Pickering, promotion of energy management involves: Meeting the requirements of Regulation 397/11; Partnering with other public and private sector leaders in energy management; Clearly declaring a commitment to energy management; and Effectively publicizing the s energy management activities and successes. 2. The efficient use of energy is to be a consideration for the in corporate policy and budget decisions. 3. The efficient use of energy is to be a part of the day-to-day activities of staff. 4. An integrated / systems approach is to be taken when managing energy. Targets and key performance indicators Figure 4 illustrates the absolute targets that should guide the s efforts on energy management from 2014 to Figure 4 Energy intensity and GHG targets 6 INDECO STRATEGIC CONSULTING INC.

19 The results of the detailed facility audits suggest that an absolute reduction of 12.3% in energy intensity and a 13.8% reduction in greenhouse gas (GHG) emissions are very achievable in the existing building stock. The targets were calculated based on the results of the detailed audits completed in 10 facilities. The estimated energy intensity reductions and GHG emissions savings that could be achieved by implementing the recommended measures identified in the detailed audits can be found in Table 1. The walk-through audits conducted on an additional 17 facilities did not provide the level of detail needed to calculate energy intensity or GHG emissions reductions from the recommended energy efficiency measures. The percentage energy intensity and GHG emissions reductions from the last reported levels (2011) for these buildings was calculated, based on the selected recommended measures to be undertaken during the five-year period. The savings were grouped according to facility type with the assumption that similar measures and savings could be achieved in other facilities of the same type. The overall targets were derived by extrapolating the savings based on square footage by facility type to all facilities of the same type. All buildings that the of Pickering reported for under the Ontario Green Energy Act Regulation 397/11 reporting requirements were included in the calculations. Refer to Appendix A, Table 13 for a complete list of buildings. The targets are based on absolute percentage reductions in energy intensity and GHG emissions for the s existing facilities and are not per capita targets based on the population of the. Table 1 Estimated energy intensity reductions and GHG emissions savings from measures identified in detailed audits Facility Energy intensity reductions (ekwh/sqft) GHG emissions reductions (kg) Central Library 2.6% 2.5% Hall 21.1% 23.2% Claremont CC 10.5% 35.7% Don Beer Arena 25.1% 27.5% Dunbarton Indoor Pool 7.7% 6.7% East Shore CC 8.3% 7.4% Greenwood CC 22.9% 8.2% Petticoat Creek CC 26.2% 28.4% CORPORATE ENERGY MANAGEMENT PLAN 7

20 Facility Energy intensity reductions (ekwh/sqft) GHG emissions reductions (kg) Petticoat Creek Library 22.2% 22.4% Pickering Rec Complex 30.3% 37.0% Westshore CC 17.8% 17.1% NOTE: Petticoat Creek CC and Petticoat Creek Library are in the same building, as are the Central Library and Hall, but each had separate audit reports. The buildings of the same facility type associated with the buildings that were audited are shown in Table 2. Table 2 Audited buildings and the associated unaudited buildings of the same facility type Audited buildings Central Library Petticoat Creek Library Hall Claremont CC East Shore CC Greenwood CC Petticoat Creek CC Westshore CC Don Beer Arena Dunbarton Indoor Pool Pickering Rec Complex Associated unaudited buildings None None None None None None None All buildings with walk through or no audits None None None Based on calculations conducted it is not anticipated that any additional new buildings will have an adverse impact on the 's prospects for meeting their energy intensity targets. Updating and reporting on the plan The Corporate Energy Management Plan should be reviewed at least once a year. As part of the annual review, the Energy Supervisor assigned to oversee the implementation of the CEMP (see Action 3, Table 4) should also compile a short report 8 INDECO STRATEGIC CONSULTING INC.

21 annually describing projects implemented, progress towards targets, updates to the CEMP, and priority actions for the upcoming year. In 2019, a report should be prepared on the implementation of the CEMP as required under Regulation 397/11. This plan should include: energy and GHG emissions for 2017; current and proposed energy conservation and demand management measures; a report of results achieved; and a revised forecast of the expected results of the current and proposed measures. CORPORATE ENERGY MANAGEMENT PLAN 9

22 Priority actions (Year 1, January 2015 January 2016) In the first calendar year of the CEMP (January 2015 January 2016), the should implement the high-priority organizational actions presented in Table 4. Where possible actions should also be implemented in the second half of 2014, where actions are not tied to budget decisions. These actions are very important, as they directly or indirectly impact the s energy performance. All of these actions are easy enough to be initiated (and often completed) in Year 1. These actions are grouped by category and are numbered for ease of identification. The numbering is not an indication of importance; however, some actions will need to be completed first as they may directly impact other actions. A full list of responsibilities for all actions can be found in Appendix C. In the first calendar year of the CEMP, the should also implement the high-priority technical actions for retrofitting the s existing buildings, as presented in Table 5. A summary of the costs and savings associated with implementation of these technical actions is found below in Table 3. The is committed to implementing these initiatives on a priority basis based on available funds. Table 3 Summary of costs, savings and NPV for implementing Year 1 technical actions Capital cost, including incentives Annual energy cost savings Net present value $133,400 $48,300 $237, INDECO STRATEGIC CONSULTING INC.

23 Organizational actions Table 4 Preferred state, priority actions, metrics for tracking implementation, and responsibilities Preferred state of energy management Priority actions Metric / KPI Responsibility Organizational commitment The s energy management activities are guided by ambitious yet achievable targets. 1. Formally adopt 5- year corporate targets for energy intensity and GHG emissions. (See Objectives and targets section for specific objectives and targets). Targets adopted (y/n) Directors Office of the CAO Council The s energy management activities are guided by an up-to-date Energy Plan. 2. Develop a process for updating the CEMP in the interim and after 5 years, and ensure compliance with the Green Energy Act reporting requirements. (See Updating and reporting on the plan section for details) Updating process developed (y/n) Dedicated staff are available to implement the energy plan. 3. Assign the Energy Supervisor responsibility for implementing the CEMP. Energy Supervisor assigned to implementing the CEMP (y/n) The has appropriate resources to effectively manage and operate facilities in an energy efficient manner. 4. Assess staff resources for managing and operating facilities and hire staff as required. Staff resources assessed (y/n) Number of staff hired Directors CORPORATE ENERGY MANAGEMENT PLAN 11

24 Preferred state of energy management Priority actions Metric / KPI Responsibility The Energy Team assists the Energy Supervisor and plays a role in implementing the CEMP. 5. Invite a representative from Veridian and Enbridge Gas to sit on the Energy Team. Representatives invited from Veridian and Enbridge Gas (y/n) Energy management is highly recognized as a strategic opportunity and priority in relevant policy and planning activities. 6. Consider energy and environmental concerns where appropriate when Staff make proposals to Council. Energy considered in proposals to Council (y/n) All Departments Existing buildings and The strategically implements all cost effective energy efficiency projects in existing buildings. Implement all technical measures identified as priority actions: 7. Lighting bundle phase Replace electric heaters with gas. Technical actions implemented (y/n) ekwh and m 3 saved C&R Facilities 9. Install programmable thermostats and accurate setback design. 10. Install ductless heat pumps. (See Table 5 for more details). Cost effective energy conservation measures identified in audit reports are prioritized and implemented. 11. Include recommended technical measures in existing capital projects list. Technical recommendations included in list (y/n) Number of recommendations implemented C&R Facilities 12 INDECO STRATEGIC CONSULTING INC.

25 Preferred state of energy management Priority actions Metric / KPI Responsibility New buildings and The has specific energy and efficiency standards for new buildings that considers future operational costs. 12. Update the s Sustainable Guidelines to include an energy efficiency building standard for all new construction and major renovations (e.g. LEED, BOMA, etc.). Sustainable Guidelines updated (y/n) 13. Investigate the development of common construction standards with other municipalities within Durham Region. Discussion with other municipalities in Durham Region about common construction standards (y/n) Communication and engagement Energy falls under the Sustainable Pickering umbrella and the relays a common and consistent message about energy and sustainability. 14. Incorporate energy within the current Sustainable Pickering brand. (See Communication and engagement section for details). Brand incorporated (y/n) The s Facilities staff are aware of best practices in energy management and energy efficiency. 15. Continue to send Facilities staff to conferences and trade shows for information sharing. Number of staff attending conferences / trade shows C&R Facilities CORPORATE ENERGY MANAGEMENT PLAN 13

26 Preferred state of energy management Priority actions Metric / KPI Responsibility Procurement and renewables The is pursing net-zero energy use and all available surfaces have renewable energy generation. 16. Invest earnings from solar roof space rental with Veridian into the Green Initiatives Fund. Money ($) invested in the Green Initiatives Fund The s policies and procedures enable the adoption of state-of-the-art energy management technologies. 17. Work with the Purchasing department to develop a Vendor of Records list for energy efficient suppliers / contractors. Meeting set up with Purchasing (y/n) Vendor of Records lists developed (y/n) Corporate Services Department Street lights and traffic signals All street lights are LED and are replaced in phases to be less of a financial burden on the. 18. Develop a plan for replacing street lights with LEDs. 19. Develop and design construction standards to ensure that new subdivisions are equipped with LED street lights and signals. Plan developed (y/n) Construction standards developed (y/n) Engineering & Public Works Engineering & Public Works 14 INDECO STRATEGIC CONSULTING INC.

27 Preferred state of energy management Priority actions Metric / KPI Responsibility The has a representative involved in the municipal street light working group. Information gathered from the group is shared with the appropriate staff at the. 20. Assign a staff member to participate in the municipal street light working group 2. Staff member assigned (y/n) Number of municipal street lighting events attended Engineering & Public Works Technical actions The priority technical measures, listed in Table 5 below, were chosen for their shorter payback and their impact on future energy conservation measures. These actions should be completed in the first calendar year of the plan. The actions have been grouped together by type in order to facilitate the issuing a single tender for similar measures in all applicable buildings. A list of additional recommended technical measures can be found in Appendix E. The capital costs and energy cost savings presented below have been calculated by extrapolating the information presented in the 27 detailed and walk-through audits to include recommendations for all other applicable buildings. Detailed information on each technical action can be found in the accompanying audit or walk-through reports for each of the facilities. The projected capital cost, energy cost savings, payback, and NPV 3 numbers are estimates based on industry average data, research and analysis; they may not match actual costs and savings. NPV is defined as the sum of the present values of the individual incoming and outgoing cash flows over a period of time. It measures the excess or shortfall of cash flows, in present value terms, above the cost of funds, taking inflation and the rate of 2 The municipal street light working group is a group consisting of representatives from Ontario municipalities that meet regularly to discuss best practices and updates regarding street lights and traffic signals. 3 A period of 10 years and a discount rate of 12% was used in calculating the NPV. CORPORATE ENERGY MANAGEMENT PLAN 15

28 return into account. The rate of return is what could be earned on an investment in the financial markets with similar risk. In assessing a particular project, if the NPV is a positive value, the project has a positive cash inflow and if the NPV is a negative value, the project has a negative cash outflow. A project with a positive NPV is deemed acceptable, assuming there is an appropriate level of risk involved. For example, if an energy efficiency measure has an initial cost of $1,000, a lifespan of 10 years and a net present value of $10,000, this means that the value of the $1,000 investment in the measure is $10,000 in current value over the 10 years in comparison to investing the same $1,000 at a 12% interest rate for the same time period. In this example, the measure will have cumulative energy cost savings of $10,000 over 10 years over and above the $1,000 multiplied by a compound interest rate of 12% each year for the same 10 years. NPV is a more robust measure of the value of an investment than simply showing the annual return on that investment, as it takes into account the total value of the investment over its lifetime compared to the standard rate of return available on the same initial investment. Table 5 Priority technical actions for Year 1 Measure 7. Lighting Bundle Phase 1 Capital cost, including incentives Annual energy cost savings Simple payback Net present value $65,000 $18, $97,200 Components of the bundle to be implemented in a prioritized selection of the following buildings: Brougham Hall Centennial Park Club House Central Library Hall Claremont CC Don Beer Arena Dunbarton Indoor Pool East Shore CC Fire Station 2 Fire Station 5 Fire Station 6 Greenwood Library Mount Zion CC Petticoat Creek CC/Library Pickering Rec Complex PMV Gas and Steam Barn PMV Puterbaugh Schoolhouse PMV Redman House PMV Robert Miller Progress Club House Westshore CC Whitevale CC 16 INDECO STRATEGIC CONSULTING INC.

29 Measure Green River CC Greenwood CC 8. Replace electric heaters with gas Capital cost, including incentives Annual energy cost savings Simple payback Whitevale Library All non-audited buildings Net present value $50,400 $18, $78,000 To be implemented in the following buildings: Don Beer Arena 9. Programmable thermostats and accurate setback design Greenwood CC $2,000 $2, $12,400 To be implemented in the following buildings: Brougham Hall Centennial Park Club House Millennium Square Washroom 10. Ductless heat pumps Mount Zion CC Whitevale CC Whitevale Library $16,000 $9, $50,000 To be implemented in the following buildings: Brougham Hall Mount Zion CC Whitevale CC Totals $133,400 $48,300 $237,600 There are some technical measures that have been grouped together to form bundles. The priority actions include a Lighting bundle. Lighting bundle The technical measures relating to lighting have been grouped together into a Lighting bundle. This is for ease of design and implementation of effective lighting retrofits, as well as to acknowledge that good lighting design may alter the number of fixtures and the impact of controls. CORPORATE ENERGY MANAGEMENT PLAN 17

30 Measures included in this bundle are: o Lighting retrofit o Lighting motion sensors and controls The lighting bundle measures have been split into three phases for each time period of the energy plan (priority, medium-term and long-term). A capital cost value has been given to each phase of the lighting bundle. The will make a selection of the lighting retrofit and lighting motion sensors and controls measures identified in the audits to implement in each phase of the lighting bundle. The total capital cost of all of the measures selected for each phase will add up to the capital cost value for that phase of the lighting bundle. As much as possible, the will prioritize actions with shorter payback for earlier phases of the lighting bundle. Other factors, such as other planned capital improvements scheduled in a facility or lighting quality issues may also influence the prioritization of measures. 18 INDECO STRATEGIC CONSULTING INC.

31 Medium-term actions (Years 2-3, January 2016 January 2018) In calendar years 2 and 3 of the CEMP (January 2016 January 2018), the should ensure that all of the priority actions have been completed, and are being maintained as required. The should also pursue the organizational actions presented in Table 7, and the technological actions presented in Table 8. A summary of the costs and savings associated with implementation of these technical actions is found below in Table 6. The is committed to implementing these initiatives on a priority basis based on available funds. A full list of responsibilities for all actions can be found in Appendix C. Table 6 Summary of costs, savings and NPV of implementing Years 2-3 technical actions Capital cost, including incentives Annual energy cost savings Net present value $249,700 $65,600 $323,200 Organizational actions Table 7 Preferred state, medium-term actions, metrics for tracking implementation, and responsibilities Preferred state of energy management Medium-term actions Metric / KPI Responsibility Organizational commitment The s energy management activities are guided by ambitious yet achievable targets. 21. Re-affirm commitment to targets. Targets reaffirmed (y/n) Office of the CAO Directors C&R Facilities CORPORATE ENERGY MANAGEMENT PLAN 19

32 Preferred state of energy management Medium-term actions Metric / KPI Responsibility The tracks progress towards targets. 22. Track and assess progress on Year 1 actions. Energy intensity (ekwh/m 2 ) Total energy use (ekwh, m 3 ) Percentage of actions implemented Energy management is highly recognized as a strategic opportunity and priority in relevant policy and planning activities. 23. Include energy management as a corporate consideration. Energy management included as a corporate consideration (y/n) Office of the CAO The Energy Team assists the Energy Supervisor and plays a role in implementing the CEMP. 24. Formalize the roles and responsibilities of the Energy Team and continue to schedule quarterly meetings. Roles and responsibilities assigned (y/n) Number of meetings held Directors 25. Annual workplans are created for each department related to the CEMP, and Directors from each department are held accountable for implementing the workplans. Departmental workplans created (y/n) Directors The takes advantage of available incentives from utility companies. 26. Continually monitor and apply for available incentives/grants. Number of incentive applications submitted Monetary value ($) of incentives obtained Finance 20 INDECO STRATEGIC CONSULTING INC.

33 Preferred state of energy management Medium-term actions Metric / KPI Responsibility Existing buildings and The strategically implements all cost effective energy efficiency projects in existing buildings. Implement all technical measures identified as medium-term actions: 27. Implement lighting bundle phase Install power misers on vending machines. Technical measures implemented (y/n) ekwh and m 3 saved $ saved on energy bills C&R Facilities 29. Install automatic controls for pool make-up water. 30. Install dual flush toilets. (See Table 8 for more details). Projects are prioritized in a consistent way, using clear criteria and appropriate metrics, and the implements retrofit projects that are cost-effective over longer time periods. 31. Update the criteria and metrics for prioritizing projects. (See Appendix B for details). Criteria and metrics formalized (y/n) C&R Facilities New buildings and Strong, formal processes exist to ensure that all new is highly energy efficient and appropriately sized. 32. Identify and adopt energy efficient standards to be followed when replacing (e.g. Energy Star). Equipment standards adopted (y/n) C&R Facilities 33. Develop a policy that ensures an integrated / systems approach is taken when replacing new. Equipment replacement policy developed (y/n) Directors C&R Facilities CORPORATE ENERGY MANAGEMENT PLAN 21

34 Preferred state of energy management Medium-term actions Metric / KPI Responsibility Energy performance of new buildings, major renovations, and additions to buildings is always verified after construction. 34. Develop a formal commissioning policy for new buildings, major renovations, and additions to buildings to verify energy performance after construction. Embed policy in the existing Sustainable Guidelines. Commissioning policy developed (y/n) C&R Facilities Energy is considered at all stages of new building design and development, including so the can add renewable energy technologies in the future. 35. Develop guidelines for considering energy at all stages of new building development (e.g. budgeting, procurement, design, construction / change management). Guidelines developed (y/n) C&R Facilities Monitoring and tracking The uses KPIs to track progress towards targets. 36. Formalize KPIs and tracking mechanisms to monitor and report on progress towards 5-year targets. KPIs formalized (y/n) Tracking mechanisms formalized (y/n) C&R Facilities 22 INDECO STRATEGIC CONSULTING INC.

35 Preferred state of energy management Medium-term actions Metric / KPI Responsibility The has realtime building level data for all utilities, at an appropriate level of granularity (e.g. daily). 37. Conduct an assessment of the metering needs of each building (e.g. interval meters, submeters). Assessment of metering needs conducted (y/n) C&R Facilities 38. Ensure each building or piece or is appropriately metered for each utility. Number of new meters identified C&R Facilities 39. Investigate options for an energy management system (EMS) to be used to track and analyze energy use at the building level. (See Energy management systems for details). EMS investigated (y/n) C&R Facilities Project evaluation, monitoring and verification (EM&V) is simple and accurate thanks to energy data and monitoring processes. 40. Develop a process for evaluating the savings achieved from energy efficiency projects. 41. Develop a process for rolling out successful energy efficiency projects. Evaluation process developed (y/n) Process for rolling out energy projects developed (y/n) CORPORATE ENERGY MANAGEMENT PLAN 23

36 Preferred state of energy management Medium-term actions Metric / KPI Responsibility Communication and engagement Project-specific communication and education helps building occupants (staff and public) appreciate energy efficiency retrofits. 42. Develop standardized education and communication tools (e.g. poster boards, brochures) for innovative retrofit projects and/or changes in building comfort levels for staff and the public. Standardized communication tools deployed (y/n) Changes in attitudes and behaviours Appropriate Facilities staff are trained and understand energy saving opportunities. 43. Implement general training on energy and energy efficiency for all Facilities staff. General training developed and implemented (y/n) C&R Facilities 44. Ensure that all Facilities staff are appropriately trained on energy efficiency in their specific buildings. Number of staff trained C&R Facilities (See Communication and engagement section for details). 24 INDECO STRATEGIC CONSULTING INC.

37 Preferred state of energy management Medium-term actions Metric / KPI Responsibility Staff have the tools and training to identify energy management opportunities and are actively engaged in submitting ideas. 45. Develop and implement an employee engagement process for all Facilities staff. 46. Include general training on energy and energy efficiency in the training process for all new hires. (See Communication and engagement section for details). Employee engagement process developed (y/n) Changes in attitudes and behaviours General training included in existing training for all new hires (y/n) Number of staff trained Office of the CAO Human Resources Technical actions The medium-term technical actions outlined in Table 8 below should be completed in the second and third calendar years of the plan. The actions have been grouped together by type in order to facilitate the issuing a single tender for similar measures in all applicable buildings. A list of additional recommended technical measures can be found in Appendix E. The capital costs and energy cost savings presented below have been calculated by extrapolating the information presented in the 27 detailed and walk-through audits to include recommendations for all other applicable buildings. Detailed information on each technical action can be found in the accompanying audit or walk-through reports for each of the facilities. The projected capital cost, energy cost savings, payback, and NPV numbers are estimates based on industry average data, research and analysis; they may not match actual costs and savings. CORPORATE ENERGY MANAGEMENT PLAN 25

38 Table 8 Medium-term technical actions for Years 2 to 3 Measure Capital cost, including incentives Annual energy cost savings Simple payback Net present value 27. Lighting Bundle Phase 2 $214,000 $60, $320,000 Components of the lighting bundle to be implemented in Phase 2, as explained in the Lighting Bundle section below. 28. Power misers on vending machines $3,900 $2, $15,600 To be implemented in the following buildings: Central Library Don Beer Arena East Shore CC 29. Automatic controls for pool makeup water Petticoat Creek CC Pickering Rec Complex $5,800 $2, $10,800 To be implemented in the following building: Pickering Rec Complex 30. Dual Flush Toilets 1 $26,000 $0 N/A -$23,200 To be implemented in the following buildings: Centennial Park Club House Central Library Hall Don Beer Arena Dunbarton Indoor Pool East Shore CC Fire Station 2 Fire Station 5 Fire Station 6 Millennium Square Washroom Petticoat Creek CC Pickering Rec Complex Progress Club Total $249,700 $65,600 $323, INDECO STRATEGIC CONSULTING INC.

39 NOTE: 1 This measure was included despite the negative NPV, as the had committed to the measure already for non-financial reasons. There are no direct energy savings from installing water efficient dual-flush toilets, but they do save water. There are some technical measures that have been grouped together to form bundles. The medium-term actions include a Lighting bundle. Lighting bundle The technical measures relating to lighting have been grouped together into a Lighting bundle. This is for ease of design and implementation of effective lighting retrofits, as well as to acknowledge that good lighting design may alter the number of fixtures and the impact of controls. Measures included in this bundle are: o Lighting retrofit o Lighting motion sensors and controls The lighting bundle measures have been split into three phases for each time period of the energy plan (priority, medium-term and long-term). A capital cost value has been given to each phase of the lighting bundle. The will make a selection of the lighting retrofit and lighting motion sensors and controls measures identified in the audits to implement in each phase of the lighting bundle. The total capital cost of all of the measures selected for each phase will add up to the capital cost value for that phase of the lighting bundle. As much as possible, the will prioritize actions with shorter payback for earlier phases of the lighting bundle. Other factors, such as other planned capital improvements scheduled in a facility or lighting quality issues may also influence the prioritization of measures. CORPORATE ENERGY MANAGEMENT PLAN 27

40 Long-term actions (Years 4-5, January 2018 July 2019) In calendar years 4 through 5 of the CEMP (January 2018 July 2019), the should ensure that all of the priority and mediumterm actions (both organizational and technological) have been completed, and are being maintained as required. The should then pursue the organizational actions presented in Table 10. In addition, the should pursue the technical actions provided in Table 11. A summary of the costs and savings associated with implementation of these technical actions is found below in Table 9. The is committed to implementing these initiatives on a priority basis based on available funds. A full list of responsibilities for all actions can be found in Appendix C. Table 9 Summary of costs, savings and NPV of implementing Years 4-5 technical actions Capital cost, including incentives Annual energy cost savings Net present value $258,100 $69,500 $428,100 Organizational actions Table 10 Preferred state, long-term actions, metrics for tracking implementation, and responsibilities Preferred state of energy management Long-term actions Metric / KPI Responsibility Organizational commitment The s energy management activities are guided by ambitious yet achievable targets. 47. Re-affirm commitment to targets. 48. Prepare plan update. Targets reaffirmed (y/n) Plan update prepared (y/n) The tracks progress towards targets. 49. Track and assess progress on interim targets and Years 2-3 actions. Energy intensity (ekwh/m 2 ) Total energy use (ekwh, m 3 ) Percentage of actions implemented 28 INDECO STRATEGIC CONSULTING INC.

41 Preferred state of energy management Long-term actions Metric / KPI Responsibility The is progressive in energy management and strives for excellence. 50. Apply to energy conservation awards (e.g. OPA Community Conservation Award). Number of applications submitted Number of awards won Existing buildings and The strategically implements all cost effective energy efficiency projects in existing buildings. Implement all technical measures identified as long-term actions: 51. Implemented lighting bundle phase 3. Technical measures implemented (y/n) ekwh and m 3 saved C&R Facilities 52. Insulate hot water pipes. $ saved on energy bills 53. Replace old fridges. 54. Implement HVAC bundle. (See Table 11 for more details). All buildings operate in an energy efficient manner. 55. Develop consistent guidelines and policies for energy management to be followed at all facilities. 56. Prepare the corporate facilities preventative maintenance program. 57. Prepare the corporate facilities re-commissioning plan. Guidelines and policies for energy management developed (y/n) Preventative maintenance program implemented (y/n) Corporate recommissioning plan implemented (y/n) C&R Facilities C&R Facilities C&R Facilities CORPORATE ENERGY MANAGEMENT PLAN 29

42 Preferred state of energy management Long-term actions Metric / KPI Responsibility New buildings and The has specific energy and efficiency standards for new buildings that considers future operational costs. 58. Develop a process for updating the energy efficiency standards (every 5 years). Updating process developed (y/n) staff are aware of new and emerging energy efficient technologies. 59. Develop and maintain a database of energy efficient technologies. Database created (y/n) Database reviewed annually (y/n) Monitoring and tracking The has real-time building level data for all utilities, at an appropriate level of granularity (e.g. daily). 60. Implement the EMS chosen in Years 2-3 to track and analyze energy use at the building level. EMS implemented (y/n) C&R Facilities The has the capacity to manage, analyze, and use energy data from meters. 61. Develop a plan for analysis and use of energy data. 62. Conduct an assessment to ensure that energy data needs are being met, and that staff resources are adequate to manage and collect the data. Data analysis and energy use plan developed (y/n) Assessment conducted (y/n) C&R Facilities Staff have easy and up-to-date access to energy data for each facility. 63. Develop / purchase an energy dashboard that provides facilities management and Facilities staff with appropriate information on energy use. Energy dashboard chosen (y/n) C&R Facilities 30 INDECO STRATEGIC CONSULTING INC.

43 Preferred state of energy management Long-term actions Metric / KPI Responsibility The understands how all buildings are performing, relative to other comparable buildings. 64. Identify an appropriate benchmarking system to monitor the energy performance of buildings (e.g. Energy Star) or join an existing benchmarking group (e.g. Mayor s Megawatt Challenge). Benchmarking system identified (y/n) Benchmarking system utilized (y/n) staff and the public are aware of energy usage in facilities. 65. Develop a plan for installing energy dashboards in facilities that provides the public with appropriate information on energy use in buildings. Plan developed (y/n) Communication and engagement Staff have the tools and training to identify energy management opportunities and are actively engaged in submitting ideas. 66. Develop an employee engagement process for all staff based on the pilot program implemented in Years 2-3 for Facilities staff. Employee engagement process developed (y/n) Changes in attitudes and behaviours CORPORATE ENERGY MANAGEMENT PLAN 31

44 Preferred state of energy management Long-term actions Metric / KPI Responsibility The s Facilities staff work together with other municipalities, public agencies, and businesses to share technologies and best practices. 67. Continue to set up regular site visits and meetings with Facilities staff from other municipalities and other public agencies to share information and tour facilities. 68. Maintain and develop new strategic partnerships with local institutions and businesses related to energy and energy efficiency. Number of site visits set Number of staff attending site visits Number of meetings set up with public agencies Number of partnerships with local institutions and businesses 69. Continue to send staff to conferences and trade shows for information sharing. Number of staff attending conferences Renewables and procurement The s policies and procedures enable the adoption of state-of-the-art energy management technologies. 70. Work with the Purchasing department to enhance green procurement standards that consider energy efficiency and sustainability. Green procurement standards developed (y/n) Corporate Services Department Technical actions The long term technical measures presented in Table 11 below should be completed in calendar years four and five of the plan. The actions have been grouped together by type in order to facilitate the issuing a single tender for similar measures in all applicable buildings. 32 INDECO STRATEGIC CONSULTING INC.

45 A list of additional recommended technical measures can be found in Appendix E. The capital costs and energy cost savings presented below have been calculated by extrapolating the information presented in the 27 detailed and walk-through audits to include recommendations for all other applicable buildings. Detailed information on each technical action can be found in the accompanying audit or walk-through reports for each of the facilities. The projected capital cost, energy cost savings, payback, and NPV numbers are estimates based on industry average data, research and analysis; they may not match actual costs and savings. Table 11 Long-term technical actions for Years 4 to 5 Measure Capital cost, including incentives Annual energy cost savings Simple payback Net present value 51. Lighting Bundle Phase 3 $145,000 $41, $217,000 Components of the lighting bundle to be implemented in Phase 3, as explained in the Lighting Bundle section below. 52. Insulate hot water pipes $9,500 $2, $9,100 To be implemented in the following buildings: Brougham Hall Centennial Park Club House Central Library Hall Claremont CC Don Beer Arena Dunbarton Indoor Pool East Shore CC Fire Station 2 Fire Station 5 Fire Station 6 Green River CC Greenwood CC Greenwood Library Industrial Unit Garage Mount Zion CC Operations Centre Petticoat Creek CC Pickering Animal Services Shelter Pickering Rec Complex PMV Redman House PMV Robert Miller House Progress Club House Westshore CC Whitevale CC CORPORATE ENERGY MANAGEMENT PLAN 33

46 53. Replace old fridges $3,600 $ $3,000 To be implemented in the following buildings: Centennial Park Club House East Shore CC 54. HVAC Bundle Mount Zion CC Progress Club House $98,700 $38, $199,000 HVAC Rebalancing measure to be implemented in the following buildings: Centennial Park Club House Central Library East Shore CC Fire Station 5 Petticoat Creek CC PMV Redman House Demand Control Ventilation measure to be implemented in the following buildings: Hall Claremont CC Pickering Rec Complex Envelope Upgrades/ Draft Proofing measure to be implemented in the following buildings: Brougham Hall Hall Claremont CC Don Beer Arena Dunbarton Indoor Pool Fire Station 6 Green River CC Greenwood CC Greenwood Library Mount Zion CC PMV Robert Miller Building Progress Club House Westshore CC Whitevale CC Whitevale Library Outdoor Air Lock for Pool Area measure to be implemented in the following building: Pickering Rec Complex Attic Insulation measure to be implemented in the following buildings: PMV Robert Miller Building Whitevale Library Insulation Upgrades measure to be implemented in the following building: Hall Total $258,100 $69,500 $428, INDECO STRATEGIC CONSULTING INC.

47 There are some technical measures that have been grouped together to form bundles. The long-term actions include a Lighting bundle and an HVAC bundle. Lighting bundle The technical measures relating to lighting have been grouped together into a Lighting bundle. This is for ease of design and implementation of effective lighting retrofits, as well as to acknowledge that good lighting design may alter the number of fixtures and the impact of controls. Measures included in this bundle are: o Lighting retrofit o Lighting motion sensors and controls The lighting bundle measures have been split into three phases for each time period of the energy plan (priority, medium-term and long-term). A capital cost value has been given to each phase of the lighting bundle. The will make a selection of the lighting retrofit and lighting motion sensors and controls measures identified in the audits to implement in each phase of the lighting bundle. The total capital cost of all of the measures selected for each phase will add up to the capital cost value for that phase of the lighting bundle. As much as possible, the will prioritize actions with shorter payback for earlier phases of the lighting bundle. Other factors, such as other planned capital improvements scheduled in a facility or lighting quality issues may also influence the prioritization of measures. HVAC bundle From the perspective of heating and cooling energy cost savings, (related to airtightness, insulation, cooling load reduction through improved selective glazing, and ventilation) each successive thermal retrofit results in energy savings that are lower than predicted as individual measures, as the energy cost base is reduced. On the capital cost side, reducing peak heating and cooling capacities by retrofit measures before installing replacement reduces sizes and associated infrastructure. A good example of this is found by looking at boiler replacements: first perform conservation measures such as improved airtightness, insulation and glazing (including for cooling load reduction) as well as demand ventilation with heat recovery, then size the new boiler according to the lowered demand. CORPORATE ENERGY MANAGEMENT PLAN 35

48 The measures included in the HVAC bundle are: o HVAC rebalancing o Demand control ventilation o Envelope upgrades and draft-proofing o Outdoor airlock for pool area o Attic insulation o Insulation upgrades 36 INDECO STRATEGIC CONSULTING INC.

49 Capital costs and savings This section summarizes the extrapolated capital costs and savings associated with implementing all of the technical actions recommended in the 27 audited buildings and the equivalent measures in the appropriate unaudited buildings. The measures are listed in Table 5, Table 8, and Table 11, and include: lighting upgrades, replacing electric heaters with gas, programmable thermostats/setbacks, ductless heat pumps, power misers on vending machines, controls for pool water makeup, dual-flush toilets, insulating hot water pipes, new fridges, and HVAC upgrades. The groups of technical actions were allocated across the five years of the plan in order to facilitate an annual net capital cost of approximately $130,000 in each year for budgeting purposes. Table 12 shows the breakdown of net capital costs and cumulative energy savings of the technical measures over the next ten years. This shows that the will realize a total of approximately $1,582,050 in energy savings over the next ten years by investing an average of roughly $130,000 each year over the next five years, for a total of $640,700. The five-year implementation plan was designed to accomplish those measures with the shortest payback first, while overall maintaining a balanced yearly budget. In this way, the municipality can make the most of the energy cost savings in the early actions, even using these savings to help fund the later measures. The is committed to implementing these initiatives on a priority basis based on available funds. The costs listed in Table 12 below only include the capital costs associated with the technical measures. Additional costs will be required to implement some of the organizational measures, which may include: hiring third party contractors (e.g. to implement training programs and communication and engagement activities), auditing additional facilities, sending staff to conferences, and purchasing an EMS. Other costs associated with organizational actions will be mainly in the form of staff time (e.g. full-time equivalents (FTEs)). Additional operating budget costs will also be required to implement the technical measures, primarily in the form of staff time. CORPORATE ENERGY MANAGEMENT PLAN 37

50 Table 12 Net capital costs, cumulative energy savings and net present values for all technical actions Capital cost, including incentives Cumulative energy cost savings 1 Year 1 $133,000 $48,300 Year2 $125,000 $81,100 Year3 $125,000 $113,900 Year 4 $128,850 $155,550 Year 5 $128,850 $197,200 Year 6 $0 $197,200 Year 7 $0 $197,200 Year 8 $0 $197,200 Year 9 $0 $197,200 Year 10 $0 $197,200 Total $640,700 $1,582,050 1 NOTE: The cumulative energy cost savings are based on current energy prices and do not reflect estimated price increases. The energy cost savings are also expected to persist for the lifetimes of the measures. For every dollar invested in energy efficient projects, the expects to receive $2.47 in anticipated energy cost savings over the next ten years. These net capital costs and net energy cost savings have been extrapolated from the detailed and walk-through energy audits performed on 27 municipal buildings. They do not take into account complexities, such as the salvage value of being replaced, changes in operating costs, or rising energy costs. As well, the reduced capital costs and energy savings associated with bundling measures has not been factored in. 38 INDECO STRATEGIC CONSULTING INC.

51 Renewables and alternative energy The of Pickering has no renewable or alternative energy sources installed at this time. However, the is currently in the process of negotiating a contract with Veridian to lease the roof space of Claremont Community Centre for the installation and maintenance of a 99-kilowatt roof-top solar PV system. This project is anticipated to commence summer of CORPORATE ENERGY MANAGEMENT PLAN 39

52 Energy management systems As a medium-term action (Action 39, Table 7) it is recommended that the investigate options for an energy management system (EMS) to be used to track and analyze energy use at the building level. A wide range of EMS software applications are available on the market. The selection of a particular system will depend on the specific features being sought, as well as the compatibility with existing IT systems. This includes ensuring buildings or specific or systems have the appropriate meters to collect data at correct levels of granularity (e.g. realtime, hourly, daily, etc.). Taking advantage of utility incentives As part of the Fixed Retrofit and Custom Retrofit Incentives program, Enbridge Gas provides incentives for the installation of an energy management system (up to $100,000, not exceeding 50% of the project s capital cost). Veridian also offers an Energy Management and Monitoring program under the Process and System Upgrade program. For more details on incentives offered by Enbridge Gas and Veridian see Appendix D. 40 INDECO STRATEGIC CONSULTING INC.

53 Communication and engagement This section complements and expands on the high level communication and engagement actions identified in the Organizational Actions listed in Table 4, Table 7, and Table 10. Overview and program management The communication and engagement section will focus on three areas: Employee engagement Facilities staff training Behaviour change and communication Each area is expanded upon in more detail below. Employee engagement In Years 2 and 3 of the CEMP, the should develop a pilot employee engagement program that encourages all Facilities staff to identify energy efficiency opportunities across the facilities. Based on the success of this program, the should roll out the program to all staff within Years 4 and 5 of the CEMP. The pilot program should be developed by the Energy Supervisor in collaboration with C&R Facilities. The program would establish a formal process for all Facilities staff to submit ideas based on their daily activities in facilities, and staff would receive recognition for their ideas. For example, staff might identify opportunities related to: Operational inefficiencies (e.g. buildings where night-time setbacks are not in place); Equipment maintenance needs (e.g. air handling units requiring maintenance); Equipment upgrades (e.g. buildings that would benefit from occupancy sensors); and Policy and business process changes. Staff that submit ideas would be rewarded for their contributions. This would encourage them to identify additional opportunities and submit additional ideas. The Energy Supervisor would review ideas from the employee engagement program, implement them wherever possible, and report on the results. Ideas for the specific components of the employee engagement program include: CORPORATE ENERGY MANAGEMENT PLAN 41

54 Staff training A system for staff to submit ideas. The should develop a new system for staff to submit ideas for energy efficiency opportunities. For example, creating a process where staff fill out a specific energy opportunities form to give to their supervisors, who then submit the form to the Energy Supervisor for review. The form would include criteria such as: payback, life-cycle costing, ease of implementation, achievable energy savings, available incentives, occupant comfort, regulatory requirements, and contribution to demonstrating leadership. A system for recognizing staff contributions. Recognition / rewards for staff that contribute ideas should be designed based on culture of the organization. Particularly at the outset, the recognition and rewards system should convey that any idea is a good idea. The system could involve public recognition of individuals that submit ideas (e.g. contributing staff get their name in newsletter, their picture on the wall, and are eligible for the opportunity spotter of the month award). Or, it could involve rewards for group achievement (e.g. pizza lunches each month where over 25 ideas are submitted). Tools for communicating about the program. Particularly at the outset, the employee engagement program should be continuously promoted (e.g. reminders in meetings, advertized on posters, updates on progress visible on the wall) to encourage staff to submit ideas. Staff should also receive feedback about the implementation of their ideas, to realize that they are making a difference. Based on the success of the pilot, the program can be implemented more broadly across all staff at the in Years 4 and 5. Implementing an employee engagement program has many benefits, including: providing a formal system for staff to submit ideas, allowing for opportunities to be captured and not missed, and encouraging Facilities staff responsible for operating and maintaining buildings to share their ideas and knowledge. This section provides further information on three types of training identified as actions in Table 4 and Table 7. General training on energy efficiency for all Facilities staff (Action 43); 42 INDECO STRATEGIC CONSULTING INC.

55 Facilities staff training Facility specific energy training for Facilities staff responsible for operating and maintaining specific buildings (Action 44) General energy efficiency training for all new hires (Action 46). General energy training should be provided to all Facilities staff to ensure that they have the knowledge and skills to contribute to efficient energy management within the. Training options should be developed and implemented in Years 2 to 3. The training could be provided as a half-day or full-day workshop, or through multiple weekly / monthly sessions. Training may address: Energy basics (cost of energy, how and where energy is used); Lighting and mechanical basics; Building automation systems and re-commissioning; Metering, monitoring, and the energy management system; How to spot energy saving opportunities; The s building policies, preventative maintenance program, and re-commissioning plan; and The s employee engagement program (including how to submit ideas and what types of ideas can be submitted). Facilities staff should receive an internal certificate upon completion of the training, recognizing that they have gained important knowledge and skills. The should provide general energy management training to all Facilities staff every two to three years (or more often, if staff turnover is high). The content of the training can be updated to reflect state of the art knowledge about energy management, and to reflect changes in the s buildings,, and practices. More specific training on energy management and energy efficiency should be provided to all Facilities staff responsible for operating and maintaining specific buildings. This training would be catered toward specific features of the operator s building, allowing the operator to manage energy more effectively within individual buildings. Additionally, project specific training on energy should be provided to operators, as needed, when new or a new CORPORATE ENERGY MANAGEMENT PLAN 43

56 New hires piece of technology is installed. This includes any updates to the building and its systems. The Energy Supervisor should take the lead on designing and implementing these training programs in collaboration with C&R Facilities and external agencies. The program(s) may be designed and delivered by in-house staff, trainers may be hired from outside the organization and/or staff could be sent to more generic training (e.g. Natural Resource Canada s Dollars to $ense Energy Management Workshops). Training for energy management should be built into the existing training and orientation process for all new hires. General training on energy efficiency should be provided for all new staff (see Action 46), while more specific training on energy efficiency should be provided to new staff that will be operating and maintaining buildings. Training could be more or less formal, as appropriate given current training and orientation practices. Behaviour change and communication Communicating about the CEMP and encouraging staff to think about energy efficiency in their day-to-day activities is one of the objectives of this plan and is fundamental to improving the management of energy within the. Behaviour change programs are important for raising staff awareness about energy management. Change in behaviour may also lead to up to five percent in energy intensity savings. The Energy Supervisor should develop a behaviour change and communication strategy with an initial focus on Facilities staff. This strategy should involve a combination of tools and initiatives to communicate and engage the staff. These could include: Using a consistent set of high impact tools for corporate -wide communication. These may include: visual displays in the lobbies of facilities, dashboard tools on the s intranet, e-newsletters, brochures, YouTube videos, event calendars, etc. Incorporating energy into the existing Sustainable Pickering brand (e.g. logo) to promote awareness of energy initiatives. Developing building-specific poster boards and educational materials discussing the building s energy efficient features, technologies, retrofits, etc. 44 INDECO STRATEGIC CONSULTING INC.

57 Promoting the spot the energy efficiency opportunities program for staff outlined above in the Employee engagement section. This will help encourage staff to think about energy management in their day-to-day activities, and change their behaviours to include energy efficiency. Implementing a friendly competition between departments focusing on energy efficiency and energy reduction. Progress on the CEMP should also be communicated to the community so they are aware of the energy initiatives being undertaken by the corporation. The sustainability page on the of Pickering website is very informative and already has a lot of information about sustainability initiatives that have been undertaken by the. Updates on the CEMP and energy efficiency initiatives should also be included on this website. CORPORATE ENERGY MANAGEMENT PLAN 45

58 Conclusion There are very significant opportunities for the of Pickering to improve the energy efficiency of its buildings, to reduce utility costs, and to minimize its environmental footprint. From 2014 to 2019, the will work to reduce its absolute energy intensity by 12.3% and to reduce greenhouse gas emissions by 13.8%. The of Pickering can take advantage of these opportunities by implementing the organizational and technological actions of the Corporate Energy Management Plan, including: Re-defining the roles and responsibilities of the Energy Team, and developing an energy strategy that is communicated to all staff; Systematically and strategically implementing the recommended retrofits in existing buildings; Developing a rigorous and effective monitoring and tracking system through an EMS and supporting organizational capacity; Implementing the education, communication, engagement and training initiatives for staff; and Developing organizational policies and processes for implementing the CEMP, tracking progress, and updating the CEMP. The of Pickering has the motivation and expertise to implement all of the actions in the CEMP. The s investments in energy efficiency will yield significant returns, in the traditional economic sense, and will allow the to reduce its GHG emissions. Finally, they will help the of Pickering to manage energy efficiently and ensure it is part of the day-to-day activities of staff. 46 INDECO STRATEGIC CONSULTING INC.

59 Appendix A. Present state This section provides an overview of the present state of energy use in the of Pickering facilities, including the s 2012 utility energy data, and a description of existing policies and plans. A.1. Utility data analysis Table 13 shows the 2012 calendar year utility data, GHG emissions, and energy intensity for the of Pickering buildings that are required to be reported to the Ministry of Energy under Regulation 397/11 of the Green Energy Act. CORPORATE ENERGY MANAGEMENT PLAN 47

60 Table 13 Energy consumption and greenhouse gas emissions reporting template for Pickering for 2012 Confirm(consecutive( Energy(Consumption(and(Greenhouse(Gas(Emissions(Reporting(1(for( mth(period((mth1 Jan12012(to(Dec1 yr(to(mth1yr) 2012 Energy(Type(and(Amount(Purchased( Operation(Name Operation(Type Address Bentley'House Administrative' offices'and'related' facilities,'including' municipal'council' chambers 3590'BROCK'RD Total( Floor( Area( (sqft) 2,816 Avg( hrs/ wk 40 and(consumed(in(natural(units Electricity Natural(Gas Fuel(Oil(1(&(2 Quantity( (kwh) 84,847 Quantity( (m³) 0 Quantity((L) 0 Total((calculated(in( webform) GHG( Emissions( (Kg) Energy( Intensity( (ekwh/sqft) 8, Brougham'Hall Community'centres 3545'BROCK'RD Centennial'Park'Club' House Community'centres 2250'BROCK'ROAD 2,400 1, ,241 22, , , Central'Library Public'libraries 1'THE'ESPLANADE 'Hall Administrative' offices'and'related' facilities,'including' municipal'council' chambers 1'THE'ESPLANADE Claremont'CC'&'Fire' Stn'4'&'Library Community'centres 4941'OLD'BROCK'RD Claremont'CC'&'Fire' Stn'4'&'Library Fire'stations'and' associated'offices' and'facilities 4941'OLD'BROCK'RD Claremont'CC'&'Fire' Stn'4'&'Library Public'libraries 4941'OLD'BROCK'RD 34, ,743 11,243 5,274 1, , ,778 97,984 78,387 19,597 69,357 69,357 18,553 14,842 3, , , , , , Don'Beer'Arena Indoor'ice'rinks 940'DILLINGHAM'RD Dunbarton'Pool Indoor'swimming' pools 655'SHEPPARD'AVE'E East'Shore'CC'&' Senior's'Cntr Community'centres 910'LIVERPOOL'RD Fire'Station'#'2 Fire'stations'and' associated'offices' and'facilities 553'KINGSTON'RD Fire'Station'#'5 Fire'stations'and' associated'offices' and'facilities 1616'BAYLY'ST Fire'Station'#'6 Fire'stations'and' associated'offices' and'facilities 1115'FINCH'AVE 94,211 20,790 28,766 7,955 13,360 9, ,603, ,964 76, , ,508 98, ,808 40,044 10,493 30,232 6, , , , , , , Green'River'CC Community'centres 190'HWY'7 3551'GREENWOOD' Greenwood'CC Community'centres RD 3,210 8, , , , , Greenwood'Library Public'libraries 3540'WESTNEY'RD Storage'facilities' where''or' vehicles'are' Industrial'Unit,'Parks' maintained,' Dept repaired'or'stored 935'DILLINGHAM'RD 1,728 4, ,722 6,905 1,825 5, , , Mount'Zion'CC Community'centres 4230'SIDELINE'6 Operations'Centre Storage'facilities' where''or' vehicles'are' maintained,' repaired'or'stored 2570'TILLINGS'RD Petticoat'Creek' Community'Centre Community'centres 470'KINGSTON'RD Petticoat'Creek' Library Public'libraries 470'KINGSTON'RD 2,150 71,035 7,821 9, , , , , ,377 14,770 14,770 4, , , , , INDECO STRATEGIC CONSULTING INC.

61 Operation*Name Operation*Type Address PMV$Gas$&$Steam$ Barn Cultural$facilities 2365$CONC$6 PMV$NE/Post$Misc$ Building$Use Cultural$facilities 2365$CONC$6 PMV$Puterbaugh$ Schoolhouse Cultural$facilities 2365$CONC$6 Total* Floor* Area* (sqft) 5,975 6, Avg* hrs/ wk Energy*Type*and*Amount*Purchased* and*consumed*in*natural*units Electricity Natural*Gas Fuel*Oil*1*&*2 Quantity* (kwh) 8,659 3,427 0 Quantity* (m³) Quantity*(L) 0 0 1,008 Total*(calculated*in* webform) GHG* Emissions* (Kg) Energy* Intensity* (ekwh/sqft) 2, , PMV$Redman$House Cultural$facilities 2365$CONC$6 2, ,266 4, , PMV$Robert$A$Miller Cultural$facilities 2365$CONC$6 3, , , Progress$Club$House Community$centres Indoor$recreational$ Recreation$Complex facilities 680$FRONT$RD 1867$VALLEY$FARM$ RD 2, , ,352 4,922,259 2, , , ,148, West$Shore$CC Community$centres 1011$BAYLY$ST 7, ,794 4, , Whitevale$CC Community$centres 405$WHITEVALE$RD 2, , , Whitevale$Library Public$libraries 475$WHITEVALE$RD , A.2. Description of existing energy initiatives, policies and plans For the of Pickering, energy has strategic importance. Well before undertaking the Corporate Energy Management Plan, the has been actively implementing and exploring energy conservation opportunities. The has already developed corporate and community energy and GHG emissions targets and is working toward achieving them: Corporate energy target: 50% per capita reduction in energy consumption by 2016 from the 1995 baseline. Corporate GHG emissions target: 22% per capita reduction in GHG emissions by 2016 from the 1995 baseline. Community energy target: 35% per capita reduction in energy consumption by 2016 from the 1995 baseline. Community GHG emissions target: 19% per capita reduction in GHG emissions by 2016 from the 1995 baseline. In addition, several plans and strategies support energy conservation and GHG emissions reduction. These reports demonstrate the s commitment to the environment, energy, and sustainability. They establish relevant goals for the, as a community and as a corporation. These plans and strategies are briefly described in more detail below. CORPORATE ENERGY MANAGEMENT PLAN 49

62 Corporate and Community Energy and GHG update report, November 2013 In 2008, a corporate Energy Management Strategy was prepared by the of Pickering. The Corporate and Community Energy and GHG update report addresses the challenges of implementing the strategy, outlines energy projects that have been completed to-date, and provides an update on the progress towards the corporate and community energy and GHG targets that were developed for the FCM Partners for Climate Protection (PCP) program. Progress toward targets 2011 progress toward corporate energy target: 1.6% per capita reduction (3% of the target gap) progress toward corporate GHG emissions target: 9.9% per capita reduction (45% of the target gap) progress toward community energy target: 5% per capita reduction (15% of the target gap) progress toward community GHG emissions target: 13.9% per capita reduction (73% of the target gap). Corporate initiatives As of 2012, the has implemented 50 significant energyefficiency initiatives that provide an estimated 11.3% savings in energy consumption compared to 2007, resulting in savings of $434,000 per year with an average payback of 4.1 years. Initiatives include: conversion of traffic lights to LED lights, replacement of older vehicles with 8 hybrids and more energy efficient vehicles, facility lighting retrofits, an upgrade to the energy management system at several facilities, upgrades to HVAC systems and building envelops, and installation of lighting controls. Barriers Barriers to implementation were identified in 2011 and include: lack of resources, resistance to systems and culture change, financial constraints, and lack of formal monitoring and reporting system. The has been actively working to address these barriers and has accomplished the following as of 2013: Created the position of Supervisor, Energy Management and Projects to coordinate and monitor energy efficiency initiatives; Set-up a project prioritization system; Completed an inventory of key ; and 50 INDECO STRATEGIC CONSULTING INC.

63 Working on implementing an energy management monitoring and quarterly reporting system. Corporate Local Action Plan update, November 2013 The has completed milestones 1, 2 and 3 of the PCP program on the corporate side, and is working toward completing milestones 4 and 5. This report provides an update of the corporate GHG emissions inventory for 2007 to 2011 to measure progress towards the 2016 targets and to measure to what degree the local action plan has been implemented. Measures implemented to-date include: building audits and retrofits, employee education and awareness programs, water and waste management initiatives, the development of a green procurement policy, awards for businesses recognizing efforts in environmental measures and sustainability, development of the Measuring Sustainability Report, requirement to build new municipal buildings to a LEED silver standard, and green fleet initiatives. Community Local Action Plan update, November 2013 The has completed milestones 1, 2 and 3 of the PCP program on the community side, and is working toward completing milestones 4 and 5. This report provides an update of the community GHG emissions inventory for 2007 to 2011 to measure progress towards the 2016 targets and to measure to what degree the local action plan has been implemented. Measures implemented to-date include: the development of the sustainable home program, responsible water consumption and waste management initiatives, development of the Sustainable Guidelines for new neighbourhoods and new developments, implementation of sustainable workplace programs for businesses and sustainable school programs, and the establishment of an anti-idling program and a responsible commuting program. Measuring Sustainability Report, 2012 The s Measuring Sustainability Report outlines 55 indicators of sustainability that are grouped into five sections: healthy environment, healthy economy, healthy society, responsible development, and responsible consumption. The report provides baseline data and information that will allow the to track its progress overtime in each of the sections. Indicators that relate to energy and GHG emissions reduction include: Energy used by municipal operations, per capita; CORPORATE ENERGY MANAGEMENT PLAN 51

64 Facility audits Greenhouse gas emitted by municipal operations, per capita; Energy used by the community as a whole, per resident; Greenhouse gas emitted by the community as a whole, per resident; Installed local renewable energy capacity; Building floor area certified under recognized green building programs; Percentage of employed labour force commuting to work by walking, bicycling, transit, or carpooling; Average commuting distance, per person; and Number of neighbourhoods that are considered sustainable based on the s sustainable neighbourhood guidelines. The of Pickering has completed energy audits on almost all of its facilities. The larger and most energy consuming facilities underwent detailed audits, while the smaller and lower consuming facilities underwent free walk-through audits. Table 14 shows a list of the s facilities that had detailed or walkthrough audits and those that were unaudited. Through the audits, energy conservation measures (ECM) were identified, including measures related to plumbing upgrades; heating, ventilation, and air conditioning optimization; installing lighting controls; building envelope upgrades, and lighting retrofit measures. Table 14 List of facilities that had detailed or walk-through audits and those that were unaudited Detailed audit Walk-through audit Unaudited Central Library Bentley House Industrial Unit, Parks Dept Hall Brougham Hall Operations Centre Claremont CC Centennial Park Club House Don Beer Arena Fire Station 2 Dunbarton Indoor Pool Fire Station 5 East Shore CC Fire Station 6 Greenwood CC Petticoat Creek CC Green River CC Greenwood Library PMV NE/Post Misc Building Use 52 INDECO STRATEGIC CONSULTING INC.

65 Detailed audit Walk-through audit Unaudited Petticoat Creek Library Pickering Rec Complex Westshore CC Millennium Square Washroom Mount Zion CC PMV Gas and Steam PMV Puterbaugh Schoolhouse PMV Redman House PMV Robert Miller building Progress Club House Whitevale CC Whitevale Library Corporate priorities statement The has included sustainable placemaking as one of the corporate priority statements. Sustainable placemaking is a process to improve the long-term social, environmental, economic, and cultural health of the, and involves two interrelated components: building a sustainable city, and living and working in a sustainable city. This priority statement demonstrates the s commitment to the environment and sustainability, which includes energy and GHG emissions reductions since they are components of building a sustainable environment. CORPORATE ENERGY MANAGEMENT PLAN 53

66 Appendix B. Criteria for prioritizing actions The of Pickering can evaluate and prioritize energy management actions identified in the future (e.g. from future Level II audits, staff ideas, and renewable/alternative energy feasibility studies), based on the following criteria: Cost-effectiveness: Is the action cost-effective over its lifetime, based on payback? The net present value (NPV) of each action is also a useful calculation for decision makers, as it provides a measure of the estimated net financial benefit of each action. A positive NPV for an action should also be used as indicator that the should implement that action. Contribution to day-to-day energy efficiency: Does the action make energy management visible at facilities, change the behaviour of staff, help the to publicize its successes, and contribute to the s reputation? Leadership: Does the action help the become a champion in energy management? Does it demonstrate the s commitment to improving its energy performance? The should implement projects that are not cost-effective if they have high visibility, demonstrate new or emerging technologies, are an established best practice, etc. These criteria align with the objectives presented in the Objectives and targets section: 1. The of Pickering promotes the efficient management of energy in corporate facilities. 2. The efficient use of energy is to be a consideration for the in corporate policy and budget decisions. 3. The efficient use of energy is to be a part of the day-to-day activities of staff. 4. An integrated / systems approach is to be taken when managing energy. In addition, the can consider the following criteria: Annual energy savings: For projects with good NPV, the should prioritize actions with the highest annual energy savings. Though these larger projects will likely have high capital costs, they will have the most significant impact on the s overall energy performance. They will also yield the highest returns per hour of staff time devoted to implementation. Ease of implementation: Projects may be accelerated (or decelerated) based on ease of implementation. For example, a 54 INDECO STRATEGIC CONSULTING INC.

67 project with a positive NPV should be scheduled for immediate implementation if renovations in the building make it very easy to implement. A project with a negative NPV should be delayed if implementation is currently very difficult, and if planned renovations (or other changes) will make it significantly easier in the future. Occupant comfort and regulatory requirements: Projects that increase comfort, address occupant concerns, improve program participation and revenue, or address regulatory requirements will improve the overall experience of staff, enhance the s reputation, or contribute to the culture of effective energy use. Availability of incentives: The should also accelerate implementation of projects that are eligible for funding from electric and gas utilities, or from provincial or federal governments. This is particularly important where incentives are likely to be discontinued in the near future (e.g. in 2015 for current saveonenergy programs). CORPORATE ENERGY MANAGEMENT PLAN 55

68 Appendix C. Responsibilities This section includes a list of the group(s) responsible for the implementation of each action. Groups include: (Table 15), C&R Facilities (Table 16), Engineering & Public Works (Table 17), Corporate Services (Table 18), Directors (Table 19), Office of the CAO (Table 20), Council (Table 21), and All Departments (Table 22). Table 15 Actions under the responsibility of Priority actions (Year 1, January 2015 January 2016) 1. Formally adopt 5-year corporate targets for energy intensity and GHG emissions. 2. Develop a process for updating the CEMP in the interim and after 5 years, and ensure compliance with the Green Energy Act reporting requirements. 3. Assign the Energy Supervisor responsibility for implementing the CEMP. 5. Invite a representative from Veridian and Enbridge Gas to sit on the Energy Team. Action category Organizational commitment Organizational commitment Organizational commitment Organizational commitment 7. Implemented lighting bundle phase 1. Existing buildings and 8. Replace electric heaters with gas. Existing buildings and 9. Install programmable thermostats and accurate setback design. Existing buildings and 10. Install ductless heat pumps. Existing buildings and 11. Include recommended technical measures in existing capital projects list. 12. Update the s Sustainable Guidelines to include an energy efficiency building standard for all new construction and major renovations (e.g. LEED, BOMA, etc.). 13. Investigate the development of common construction standards with other municipalities within Durham Region. Existing buildings and New buildings and New buildings and 56 INDECO STRATEGIC CONSULTING INC.

69 14. Incorporate energy within the current Sustainable Pickering brand. 15. Continue to send Facilities staff to conferences and trade shows for information sharing. 16. Invest earnings from solar roof space rental with Veridian into the Green Initiatives Fund. 17. Work with the Purchasing department to develop a Vendor of Records list for energy efficient suppliers / contractors. 18. Develop a plan for replacing street lights with LEDs. 20. Assign a staff member to participate in the municipal street light working group. Action category Communication and engagement Communication and engagement Procurement and renewables Procurement and renewables Street lights and traffic signals Street lights and traffic signals Medium term actions (Years 2-3, January 2016 January 2018) 21. Re-affirm commitment to targets. Organizational commitment 22. Track and assess progress on Year 1 actions. Organizational commitment 26. Continually monitor and apply for available incentives/grants. Organizational commitment 27. Implemented lighting bundle phase 2. Existing buildings and 28. Install power misers on vending machines. Existing buildings and 29. Install automatic controls for pool make-up water. Existing buildings and 30. Install dual flush toilets. Existing buildings and 31. Update the criteria and metrics for prioritizing projects. 32. Identify and adopt energy efficient standards to be followed when replacing (e.g. Energy Star). 33. Develop a policy that ensures an integrated / systems approach is taken when replacing new. Existing buildings and New buildings and New buildings and CORPORATE ENERGY MANAGEMENT PLAN 57

70 34. Develop a formal commissioning policy for new buildings, major renovations, and additions to buildings to verify energy performance after construction. Embed policy in the existing Sustainable Guidelines. 35. Develop guidelines for considering energy at all stages of new building development (e.g. budgeting, procurement, design, construction / change management). 36. Formalize KPIs and tracking mechanisms to monitor and report on progress towards 5-year targets. 37. Conduct an assessment of the metering needs of each building (e.g. interval meters, sub-meters). 38. Ensure each building or piece or is appropriately metered for each utility. 39. Investigate options for an energy management system (EMS) to be used to track and analyze energy use at the building level. 40. Develop a process for evaluating the savings achieved from energy efficiency projects. 41. Develop a process for rolling out successful energy efficiency projects. 42. Develop standardized education and communication tools (e.g. poster boards, brochures) for innovative retrofit projects and/or changes in building comfort levels for staff and the public. 43. Implement general training on energy and energy efficiency for all Facilities staff. 44. Ensure that all Facilities staff are appropriately trained on energy efficiency in their specific buildings. 45. Develop and implement an employee engagement process for all Facilities staff. 46. Include general training on energy and energy efficiency in the training process for all new hires. Action category New buildings and New buildings and Monitoring and tracking Monitoring and tracking Monitoring and tracking Monitoring and tracking Monitoring and tracking Monitoring and tracking Communication and engagement Communication and engagement Communication and engagement Communication and engagement Communication and engagement 58 INDECO STRATEGIC CONSULTING INC.

71 Long term actions (Years 4-5, January 2018 July 2019) Action category 47. Re-affirm commitment to targets. Organizational commitment 48. Prepare plan update. Organizational commitment 49. Track and assess progress on interim targets and Years 2-3 actions. 50. Apply to energy conservation awards (e.g. OPA Community Conservation Award). Organizational commitment Organizational commitment 51. Implemented lighting bundle phase 3. Existing buildings and 52. Insulate hot water pipes. Existing buildings and 53. Replace old fridges. Existing buildings and 54. Implement HVAC bundle. Existing buildings and 55. Develop consistent guidelines and policies for energy management to be followed at all facilities. 56. Prepare the corporate facilities preventative maintenance program. 57. Prepare the corporate facilities re-commissioning plan. 58. Develop a process for updating the energy efficiency standards (every 5 years). 59. Develop and maintain a database of energy efficient technologies. 60. Implement the EMS chosen in Years 2-3 to track and analyze energy use at the building level. Existing buildings and Existing buildings and Existing buildings and New buildings and New buildings and Monitoring and tracking 61. Develop a plan for analysis and use of energy data. Monitoring and tracking 62. Conduct an assessment to ensure that energy data needs are being met, and that staff resources are adequate to manage and collect the data. 63. Develop / purchase an energy dashboard that provides facilities management and Facilities staff with appropriate information on energy use. Monitoring and tracking Monitoring and tracking CORPORATE ENERGY MANAGEMENT PLAN 59

72 64. Identify an appropriate benchmarking system to monitor the energy performance of buildings (e.g. Energy Star) or join an existing benchmarking group (e.g. Mayor s Megawatt Challenge). 65. Develop a plan for installing energy dashboards in facilities that provides the public with appropriate information on energy use in buildings. 66. Develop an employee engagement process for all staff based on the pilot program implemented in Years 2-3 for Facilities staff. 67. Continue to set up regular site visits and meetings with Facilities staff from other municipalities and other public agencies to share information and tour facilities. 68. Maintain and develop new strategic partnerships with local institutions and businesses related to energy and energy efficiency. 69. Continue to send staff to conferences and trade shows for information sharing. Action category Monitoring and tracking Monitoring and tracking Communication and engagement Communication and engagement Communication and engagement Communication and engagement Table 16 Actions under the responsibility of C&R Facilities C&R Facilities Priority actions (Year 1, January 2015 January 2016) Action category 7. Implemented lighting bundle phase 1. Existing buildings and 8. Replace electric heaters with gas. Existing buildings and 9. Install programmable thermostats and accurate setback design. Existing buildings and 10. Install ductless heat pumps. Existing buildings and 11. Include recommended technical measures in existing capital projects list. 15. Continue to send Facilities staff to conferences and trade shows for information sharing. Existing buildings and Communication and engagement 60 INDECO STRATEGIC CONSULTING INC.

73 C&R Facilities Medium term actions (Years 2-3, January 2016 January 2018) Action category 21. Re-affirm commitment to targets. Organizational commitment 27. Implemented lighting bundle phase 2. Existing buildings and 28. Install power misers on vending machines. Existing buildings and 29. Install automatic controls for pool make-up water. Existing buildings and 30. Install dual flush toilets. Existing buildings and 31. Update the criteria and metrics for prioritizing projects. 32. Identify and adopt energy efficient standards to be followed when replacing (e.g. Energy Star). 33. Develop a policy that ensures an integrated / systems approach is taken when replacing new. 34. Develop a formal commissioning policy for new buildings, major renovations, and additions to buildings to verify energy performance after construction. Embed policy in the existing Sustainable Guidelines. 35. Develop guidelines for considering energy at all stages of new building development (e.g. budgeting, procurement, design, construction / change management). 36. Formalize KPIs and tracking mechanisms to monitor and report on progress towards 5-year targets. 37. Conduct an assessment of the metering needs of each building (e.g. interval meters, sub-meters). 38. Ensure each building or piece or is appropriately metered for each utility. 39. Investigate options for an energy management system (EMS) to be used to track and analyze energy use at the building level. Existing buildings and New buildings and New buildings and New buildings and New buildings and Monitoring and tracking Monitoring and tracking Monitoring and tracking Monitoring and tracking CORPORATE ENERGY MANAGEMENT PLAN 61

74 C&R Facilities 43. Implement general training on energy and energy efficiency for all Facilities staff. 44. Ensure that all Facilities staff are appropriately trained on energy efficiency in their specific buildings. Long term actions (Years 4-5, January 2018 July 2019) Action category Communication and engagement Communication and engagement 51. Implemented lighting bundle phase 3. Existing buildings and 52. Insulate hot water pipes. Existing buildings and 53. Replace old fridges. Existing buildings and 54. Implement HVAC bundle. Existing buildings and 55. Develop consistent guidelines and policies for energy management to be followed at all facilities. 56. Prepare the corporate facilities preventative maintenance program. 57. Prepare the corporate facilities re-commissioning plan. 60. Implement the EMS chosen in Years 2-3 to track and analyze energy use at the building level. Existing buildings and Existing buildings and Existing buildings and Monitoring and tracking 61. Develop a plan for analysis and use of energy data. Monitoring and tracking 63. Develop / purchase an energy dashboard that provides facilities management and Facilities staff with appropriate information on energy use. Monitoring and tracking Table 17 Actions under the responsibility of Engineering & Public Works Engineering & Public Works Priority actions (Year 1, January 2015 January 2016) 18. Develop a plan for replacing street lights with LEDs. Action category Street lights and traffic signals 62 INDECO STRATEGIC CONSULTING INC.

75 Engineering & Public Works 19. Develop and design construction standards to ensure that new sub-divisions are equipped with LED street lights and signals. 20. Assign a staff member to participate in the municipal street light working group. Action category Street lights and traffic signals Street lights and traffic signals Table 18 Actions under the responsibility of Corporate Services Corporate Services Priority actions (Year 1, January 2015 January 2016) 17. Work with the Purchasing department to develop a Vendor of Records list for energy efficient suppliers / contractors. Long term actions (Years 4-5, January 2018 July 2019) 70. Work with the Purchasing department to enhance green procurement standards that consider energy efficiency and sustainability. Action category Procurement and renewables Procurement and renewables Table 19 Actions under the responsibility of Directors Directors Priority actions (Year 1, January 2015 January 2016) 1. Formally adopt 5-year corporate targets for energy intensity and GHG emissions. 4. Assess staff resources for managing and operating facilities and hire staff as required. Medium term actions (Years 2-3, January 2016 January 2018) Action category Organizational commitment Organizational commitment 21. Re-affirm commitment to targets. Organizational commitment 24. Formalize the roles and responsibilities of the Energy Team and continue to schedule quarterly meetings. 25. Annual workplans are created for each department related to the CEMP, and Directors from each department are held accountable for implementing the workplans. Organizational commitment Organizational commitment CORPORATE ENERGY MANAGEMENT PLAN 63

76 33. Develop a policy that ensures an integrated / systems approach is taken when replacing new. New buildings and Table 20 Actions under the responsibility of the Office of the CAO Office of the CAO Priority actions (Year 1, January 2015 January 2016) 1. Formally adopt 5-year corporate targets for energy intensity and GHG emissions. Medium term actions (Years 2-3, January 2016 January 2018) Action category Organizational commitment 21. Re-affirm commitment to targets. Organizational commitment 23. Include energy management as a corporate consideration. 46. Include general training on energy and energy efficiency in the training process for all new hires. Organizational commitment Communication and engagement Table 21 Actions under the responsibility of Council Council Priority actions (Year 1, January 2015 January 2016) 1. Formally adopt 5-year corporate targets for energy intensity and GHG emissions. Action category Organizational commitment Table 22 Actions under the responsibility of All Departments All Departments Priority actions (Year 1, January 2015 January 2016) 6. Consider energy and environmental concerns where appropriate when Staff make proposals to Council. Action category Organizational commitment 64 INDECO STRATEGIC CONSULTING INC.

77 Appendix D. Utility incentives This section describes incentives and services that are currently available from the s electricity and natural gas utilities. The of Pickering can take advantage of these incentives to implement some of the technical measures identified. For the most part, the applicable incentive program for the majority of technical measures related to electricity would fall under the Equipment Replacement Incentives Initiative (ERII) from Veridian. For natural gas, all applicable technical measures would fall under the Fixed Retrofit and Custom Retrofit Incentives program from Enbridge Gas. For specific recommendations on incentives for each of the technical measures please refer to the audit reports. For metering measures, the Process and System Upgrade Initiative would be applicable on the electricity side, and the Custom Retrofit Incentives program would be applicable for natural gas. D.1. Veridian / Ontario Power Authority saveonenergy Programs Full details are available at: Page.aspx?ldc=veridian Demand Response (DR3) Program The OPA s Demand Response 3 (DR3) Program offers rebates to voluntary participants in the commercial and industrial sector, of 50 kw or greater, to reduce the amount of power being used during certain periods of the year. Participants are scheduled to be on standby approximately 1,600 hours per calendar year and are notified to reduce their load up to 100 to 200 hours within the year depending on the contract. Payments are made to participants based on their actual energy reduction during the demand response event. Alternatively, participating organizations can sign a contract with an aggregator to reduce the risk of not meeting required load reductions. Process and System Upgrade Initiatives (PSUI) The process and systems upgrade program provides support for facilities to identify major energy saving opportunities and continue to take advantage of these savings. The program offers two types of services: 1. Energy efficiency upgrades includes a three-step feasibility and upgrade process (preliminary engineering study, detailed engineering study and capital incentives). CORPORATE ENERGY MANAGEMENT PLAN 65

78 2. Energy management and monitoring provides long-term support to increase savings (includes an embedded energy manager and/or a monitoring and targeting plan). Organizations can receive up to 70 percent funding for major energy-saving upgrade projects. Equipment Replacement Incentive Initiative (ERII) This program offers incentives to non-residential customers to reduce electricity demand and consumption by upgrading to more energy-efficient for uses such as: lighting, space cooling, ventilation, elevators, and sub-metering. Upgrades are subject to project measurement and verification (M&V) to confirm the new achieves energy and demand savings. Successful participants are eligible to receive between $10,000 and $25,000 for basic upgrades, and more than $25,000 for enhanced upgrades. High Performance New Construction program The Ontario Power Authority supports up to 100% of the cost of modeling a new energy efficient building (up to $10,000). Approved projects are also eligible for incentives for energy savings through a prescriptive path, an engineered path, or a custom path with incentives based on modelled energy performance. There is no cap on the incentives for energy savings. Audit funding program Businesses can receive up to 50% of the cost of an energy audit, or up to a certain dollar amount (whichever is less based on the size of the facility and complexity of the audit). Energy audits can identify ways to save energy through replacement, operational procedures, or participation in Demand Response initiatives. Existing Building Commissioning The program provides incentives for large buildings (>50,000ft 2 ) with chiller water plants. Incentives cover: hiring an expert to analyze the Chilled Water System and make recommendations for increasing its energy efficiency; buying and installing metering ; and implementing the recommended upgrades. The participant incentives are broken down into four project phases: 1. Scoping Study: amount charged, to a maximum of $2, Investigation Phase: up to $30, INDECO STRATEGIC CONSULTING INC.

79 3. Implementation Phase: up to $5,000 plus up to 50% of purchasing and installing costs. 4. Completion Phase: amount charged, to a maximum of $2,500. D.2. Enbridge Gas Energy Management Programs Full details are available at: Fixed Retrofit and Custom Retrofit Incentives Fixed commercial retrofit incentives are offered for condensing boilers, high efficiency boilers, air doors, infrared heaters, energy and heat recovery ventilators, condensing make-up air systems, ozone laundry systems, low-flow showerheads, and dishwashers. Qualifying custom projects may include: improving boiler or ventilation controls, installing energy or heat recovery systems, installing energy management systems or other automated controls, insulation upgrades, installing reflective panels on radiators, or high extraction washers. Implementing any number of energy-saving measures could result in a savings of $0.10 per m³ of gas saved, up to $100,000 per facility or project, not exceeding 50% of the project s capital cost (before tax). Energy Compass This is a free diagnostic service that evaluates the operating efficiency of buildings to identify energy efficiency improvement opportunities along with applicable financial incentives. CORPORATE ENERGY MANAGEMENT PLAN 67

80 Appendix E. Additional recommended measures E.1. No cost measures A number of additional measures that are not formally included in the five-year energy plan, but that are worth considering have been included in this appendix. Some of the measures presented in the facility audits are behavioural energy reduction measures. These are specific changes that can be made immediately for little to no cost, yet hold large energy reduction potential. These measures include: E.2. High efficiency motors Turn off and unplug unused fridges and freezers specifically noted in East Shore, Petticoat Creek, and Claremont Community Centres Disconnect the refrigeration system for the refrigerated water fountain in the Petticoat Creek Community Centre during the winter months Automatic lockout schedule for the Pickering Recreation Centre s three electric kilns to prevent them from being used during periods of peak energy demand Reduce inefficient use of electric resistance heaters, and ensure temperature controls are locked to avoid inappropriate access to temperature settings Another technical measure discussed in the audits is the installation of high efficiency motors. This measure is not included in the technical measures as part of the plan. It is recommended that for heavily used motors, such as those larger than 1HP which run for more than 4,000 hours per year, the full replacement costs of upgrading to high efficiency motors before their end of life is arguably worthwhile because of the potential energy savings. For smaller and lesser-used motors, it is not costeffective to replace the existing motors before they are at the end of their life, however as new motors are needed, high efficiency models should be chosen. This investment is only incrementally more than the cost of lower efficiency motor replacement, and will hold the in good stead for anticipating future energy cost increases, as well as improving the facility s electrical power factor. 68 INDECO STRATEGIC CONSULTING INC.

81 Emerging Technologies Additional savings are possible with more enhanced retrofit strategies than those identified by the audit consultants as well as by use of emerging technologies. The applicability of these initiatives need to be matched to the building opportunities as noted below and would be identified by a feasibility study of appropriate detail. Our study team recommends that the following strategies merit consideration. Conservation & load reduction Ventilation preheat The preheating of ventilation air with exhaust air is more difficult in existing buildings as the exhausts were not planned to be physically close to the ventilation supply of the building, and are usually distributed on the roof by function. Two strategies can be used to cost-effectively preheat ventilation air. 1. Preheat with solar or waste heat An air solar collector, such as Solarwall, can be used to preheat ventilation air during daytime hours, often coincident with the building s hours of operation. If a thermal process within the building exists that wastes heat (e.g. warm or hot water going down the drain) or the space could benefit from cooling even in the winter, then that heat can be used for preheating of supply air. 2. Heat recovery ventilation Heat from major building exhausts can be captured with a fluid coil piped to another fluid coil in outdoor intake air supply, known as a run-around loop. In the heating season the warm fluid from the exhaust air coil pre-warms the intake air to reduce the need to heat the cold air coming in from outside. The fluid in the run-around loop would be an anti-freeze-water mixture. Low-e ceilings in arenas In arenas, body heat from spectators and their comfort heating rises to the ceiling, making the ceiling surface significantly warmer than the ice surface and significant radiant heating of the ice surface results. By using low-emissivity material draped horizontally or low-emissivity paints, the warm ceiling surface emits heat to the ice surface at a much lower rate, saving on ice refrigeration energy. CORPORATE ENERGY MANAGEMENT PLAN 69

82 Geothermal and Ice storage for heating and cooling base load For facilities that have significant concurrent or seasonal heating and cooling loads, using a ground source heat exchanger coupled to highly efficient heat pumps can make economic sense. For example, an athletic facility with an indoor pool has year-round pool heating requirements and dehumidifying air-conditioning loads, as well as the space heating and space cooling loads for the rest of the building. The dehumidifying function may need to reject heat that can be directed to the geothermal storage for use when needed for space heating or domestic water heating (e.g. for showers). The most cost-effective installation would be to size the geothermal portion for a consistent year-round base load and back up heating with natural gas water heating. Ice thermal storage can also be considered in conjunction with geothermal to enable use of low off-peak electrical rates, particularly for space cooling. Renewable Energy Solar Thermal combined with geothermal Solar thermal installations designed to go beyond domestic water heating can assist in downsizing the geothermal component noted in the previous section. By regularly charging the ground in winter and reversing the panel function in summer to reject heat at night, the in-ground portion can become significantly smaller. Combined solar electric and hot water PVT The audits have proposed photovoltaic installation and solar thermal installations for electric and hot water generation, respectively. An emerging technology is a new solar panel type that combines photovoltaic panels and plumbing for solar heat. Cooling photovoltaic panels (even with up to 50ºC water) improves the efficiency of the electrical generation and integration of the panels reduces capital cost and area over separate systems. Night time heat rejection capability is also improved via the PV surface rather than a standard solar thermal collector. Renewables at critical municipal sites It can be strategic and cost-effective to site solar and wind infrastructure at sites of critical infrastructure for emergency response, such as may occur during a major power outage. Such sites could include the s fire stations and the operations centre. 70 INDECO STRATEGIC CONSULTING INC.

83 Appendix F. List of acronyms AC Air conditioning AHU Air handling unit ASHRAE American Society of Heating, Refrigerating and Air Conditioning Engineers BOMA Building Owners and Managers Association CAO Chief Administrative Officer CC Community Centre CDM Conservation and demand management CEMP Corporate Energy Management Plan C&R Culture and Recreation DHW Domestic hot water EM&V Evaluation, monitoring and verification EMS Energy management system FCM Federation of Canadian Municipalities FTE Full-time equivalent GHG Greenhouse gas HVAC Heating, ventilation and air conditioning IRR Internal rate of return IT Information technology KPI Key performance indicator LED Light-emitting diode LEED Leadership in Energy and Environmental Design NPV Net present value OPA Ontario Power Authority PCP Partners for Climate Protection PV Photovoltaic VFD Variable frequency drive CORPORATE ENERGY MANAGEMENT PLAN 71

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86 providing environmental and energy consulting to private, public and non-governmental organizations IndEco Strategic Consulting Inc 77 Mowat Avenue Suite 412 Toronto ON M6K 3E INDECO [email protected]