Utilities, Energy Services, and Sustainability

Transcription

1 Utilities, Energy Services, and Sustainability Energy Services and Sustainability Program Plan 2007/2008 Revised Fourth Quarter 2006

2 Table of Contents Program Mission Statement... 3 Operating Principles... 3 Program Priorities 2007/ Metering... 4 Implementation Plan...5 Schedule... 6 Performance Indicators... 6 Energy Projects... 6 Implementation Plan...7 Schedule...8 Performance Indicators...8 Waste Management Planning... 8 Solution...9 Implementation Plan...9 Schedule...9 Performance Indicators...9 Education Outreach Solution...10 Implementation Plan...10 Implementation Schedule...10 Indicators...10 Program Success Factors Staffing & New Organizational Structure ESS-Summary-Program-Plan_4th-quarter_2006-revised.doc 2

3 Program Mission Statement The Energy Services and Sustainability Program mission is to lead the university community in sustainable practices that demonstrate synergy between economic development, ecological diversity, and social prosperity. By institutionalizing a commitment to sustainability, the Energy Services and Sustainability Program will create a living laboratory that will involve all members of the university community and encourage profitable stewardship. The goal is to lead Ohio State in achieving sustainability in all areas of university operations, including responsible resource use and energy management. Adoption of sustainability principles will benefit the university and its stakeholders by harnessing sustainability research, attracting faculty and students with a passion for sustainability, setting an example for regional and national practitioners in sustainability and demonstrating innovative technologies that can help revitalize Ohio s economy. Operating Principles Fiscal Responsibility Operational decisions and methods used will be innovative and reflect continuous improvement while maximizing the efficient use of resources - financial, human and natural. Accountability Appropriate performance measures will be used to track progress and enforce accountability. Customer Service Service will be delivered in a manner that is responsive to customer needs, treating each customer with dignity and respect. Program Priorities 2007/2008 Sustainability is the synergy between economic, ecological and societal goals. As a fountainhead of public education and research, The Ohio State University is uniquely positioned to provide the sustainability leadership necessary to society. In addition, the Board of Trustees (BOT) has identified energy and sustainability as an important resolution. Facilities Operations and Development (FOD) has demonstrated such leadership by re-establishing and redirecting the Energy Services and Sustainability Program. The new program will develop comprehensive energy management and recycling programs that: a) seek energy resources at competitive prices; b) improve energy efficiency through the definition and support of higher energy efficiency standards; c) provide accurate energy consumption and billing data that will potentially create accountability and incentive for individual units to reduce energy consumption; d) encourage waste prevention, reduction and reuse; and e) make recycling financially viable. The new program will: Focus on initiatives under FOD control The first phase will focus on sustainability efforts that can be fully influenced and led by FOD-owned program areas. This will demonstrate early success and will institutionalize practices, within FOD, that promote conservation and sustainability. Take advantage of new organization The recent restructuring of FOD has provided new opportunities for collaboration and will offer a forum to proactively address gaps in current energy services and sustainability. Attain early success The early implementation of a major energy reduction project will help to establish institutional procedures and policies needed for success, as well as provide credibility and ESS-Summary-Program-Plan_4th-quarter_2006-revised.doc 3

4 inspiration. This project will include metering, building audits, and proactive monitoring and adjustment of building energy control systems. In turn, the implementation of this project will lead to future recommendations and projects to further achieve energy efficiency. Encourage community involvement Initiatives that integrate or coordinate the efforts of students, staff and faculty will produce more sustainable, creative and effective results than initiatives pursued on an individual basis. Create incentives and establish financial accountability To motivate constituents to undertake sustainability initiatives, a comprehensive incentive system needs to be developed. In addition, long-term comprehensive financial accounting of the costs and benefits of sustainability initiatives should be conducted. Provide for operating cost analysis and act as a sustainability assessment tool Sustainability metrics and cost tracking will be developed to demonstrate sustainability performance and effectiveness. Have an expanded scope Efforts will expand from energy and waste management, to aspects of sustainability including environmental and community well-being. The following priorities have been established beginning in fiscal year 2007: 1. Metering Develop the metering program. This includes: establishment of metering policies and standards, implementation of metering subcommittee recommendations, installation of steam meters, and the purchase and installation of metering software. 2. Energy Projects Undertake feasible energy conservation projects already identified as a result of the completion of nine preliminary building energy audits and one detailed building energy audit completed by Fuller and Associates in FY Conduct additional building energy audits in six buildings and initiate resulting energy conservation projects. 3. Waste Management Program Develop and implement an effective waste management program in partnership with Roads and Grounds, starting with a pilot recycling project in Fall Quarter A waste reduction policy will be developed in spring Community Education and Outreach Develop and implement a community outreach program to educate and solicit university community participation in sustainability initiatives. Metering FOD will manage energy and water resources responsibly. Utility metering and data management systems provide the means to: a) optimize system operation; b) measure campus energy and water use; c) bill customers; and d) provide data for energy and water management and building energy audits. Common standards, methods and goals provide consistency among designers, contractors and Facilities Operations and Development staff that will result in service to customers that is accurate and timely, and information for management that is reliable and useful for decision-making. The process of installing the correct meters and measuring utilities in FOD is a collaborative task between the Business Management, Design and Construction, Utilities, Operations and EHS service areas. The Metering Subcommittee Report defines roles and assigns responsibilities within the new organizational structure. These changes, if implemented, will add resources, sharpen processes and affect outcomes to meet the gaps identified by the Metering Subcommittee. We will strive to implement the recommended changes as follows: 1. Establish a new program area within Utilities that manages the installation and repair of meters, records and reports periodic meter readings, maintains a utility distribution chart, evaluates data quality, provides leadership to long-range meter planning, and makes adjustments as necessary. 2. Allocate funds to replace ineffective metering systems so that management can identify highreturn-on-investment energy projects. ESS-Summary-Program-Plan_4th-quarter_2006-revised.doc 4

5 3. Develop procedures that ensure that metering systems installed in new and renovated buildings provide useful energy measurement information. 4. Implement standards that ensure all team members work collaboratively and that data is processed accurately and in a timely manner. Implementation Plan Metering provides information that, when analyzed, allows staff to make informed decisions about how to most efficiently operate and maintain mechanical systems, electrical systems and equipment. These decisions ultimately affect energy costs, equipment costs and overall building performance. Installing meters and metering software will provide the ability to: 1. Monitor existing utility usage and establish baseline consumption. 2. Prove the financial impact of energy conserving actions. 3. Monitor building energy controls to identify equipment failures. 4. Increase accuracy of funds allocations by accurately billing customers (for example, during fall 2005, steam meters were placed in Lincoln and Drake adding approximately $230,000 in steam revenue per year.) 5. Use consumption data to educate and create awareness among customers. There are four necessary components to a viable building-level metering system: effective meters, robust data collection system, efficient data storage & retrieval system, and resources to analyze data. As recommended by the Metering Subcommittee report, the Energy Services and Sustainability Program will acquire and install metering software, install new meters, and tie-these new and existing meters to the new software system. A new software system will provide data management, user interface, centralized reporting, electronic meter reading of Ethernet compatible meters and real-time monitoring that allows for immediate correction and therefore cost reduction. The total cost to purchase metering software and associated hardware, as well as installation, will be approximately $200,000. The installation of high priority meters and the tie-in of existing meters is approximately $3,104,000. There will be some additional recurring costs, including meter maintenance and calibration. A multi-phase approach will be used to install and tie-in new and existing meters. The timing of design, acquisition and installation will likely occur within a 12-month period. One of the major goals of a centrally-monitored approach to metering is to provide the tools to proactively manage metering and ensure continuous quality improvement. This is achieved through the installation of software that provides accurate and quick import, storage, organization and validation of large amounts of complex usage data. This integrated framework allows company-wide access to relevant and critical data that streamlines business operations resulting in fewer errors, faster decisions, improved service and revenue cycle management. Companies that can efficiently leverage their usage data can achieve lower IT costs, increase sales opportunities, make more accurate forecasts, reduce market risk, accelerate revenue recognition, reduce disputes and customer service costs, and increase adaptability. 1 Ten steam meters will be installed in general fund buildings during the first year, costing approximately $300,000. The general funds buildings are all research buildings with high-energy consumption per gross square foot (GSF). They are listed in Table 1. High consumption indicates the greatest potential for consumption reduction, and therefore savings opportunities. These buildings each have an average estimated steam cost of $570,000 per year. 1 ESS-Summary-Program-Plan_4th-quarter_2006-revised.doc 5

6 Table 1. Steam Meter Installation Proposal FY2007 Steam Load No. Building GSF Factor* Estimated annual steam Biomedical Research Tower 416, $1,707, Neuroscience 114, $235, Tzagournis 78, $287, Biological Sciences 182, $955, Celeste Lab 110, $377, Riffe 130, $594, Parks 119, $353, Mendenhall 123, $507, Ag Engineering 111, $204, McPherson Lab 118, $486,386 Total consumption costs $5,708,377 * Steam Load Factor is 1 for average campus building. LF1 is 95 lbs/gsf/year of steam. While the next ten steam meters installations are for centrally funded buildings, the priorities for future years need to be carefully evaluated to ensure that metering needs for all customers, including earnings units, are adequately addressed. Schedule Year 1 1. Hire or transfer staff. 2. Research, purchase and install metering software. 3. Identify critical buildings that require steam meters. 4. Plan, design, order, schedule, calibrate and install 10 new meters. 5. Identify vital existing meters and tie to new software. 6. Identify and fix priority meters. 7. Evaluate metering policies and standards. 8. Create new standards and policies as required. Year 2 and Beyond 1. Continue to fix and install meters. 2. Tie new and existing meters to software. 3. Create 5 year metering plan 4. Revise 2006 Metering plan adjust for changes in requirements. Performance Indicators Progress will be measured by tracking achievement of established project milestones such as research, design and installation of software, number of meters installed, and number of meters tied to the existing system. Energy Projects Building energy audits identify opportunities or projects that lead to energy conservation. The data provided by building energy audits will be used to identify project costs, predict savings, and calculate return-on-investments. This analysis will aid in the selection and prioritization of the identified energy conservation projects. Research indicates that energy conservation projects have very high returns on investment. Harvard financed more than 42 conservation projects in existing buildings, generating an average return on ESS-Summary-Program-Plan_4th-quarter_2006-revised.doc 6

7 investment of 34%. 2 The University of New Brunswick has invested $985,900 in thirty energy improvement projects. The estimated annual cost avoidance for the projects is $295,543, which represents a simple payback of 3.34 years. SUNY Buffalo has taken an aggressive approach to conservation with 300 projects that have reduced energy bills from $22.5 million to $20 million per year. Savings are expected to increase by another $2 million in coming years. Through a contract with an energy services company (ESCO), improvements were made to 79 buildings at Kansas University. Savings from energy conservation helped fund 25 deferred maintenance projects at a cost of $8.6 million. Even a simple energy conservation project such as modifying fume hoods could lead to substantial savings. Implementation Plan In FY 2006, $100,000 was allocated for developing a building energy audit program with the help of an outside consulting firm - Fuller and Associates. The original goal was to conduct preliminary assessments of ten buildings, with in-depth studies on two. The preliminary audits were intended to identify the probability of finding significant energy savings opportunities in these buildings, while indicating areas in need of a more detailed review. An audit template developed by ASHRAE was used. Campus buildings chosen for the phase 1 audit were mostly heavy energy users (Table 2). Audit reports were received from Fuller and Associates in July, After completing analysis of the data provided in the report, low cost energy conservation projects were implemented in partnership with FOD Maintenance. Building energy audits, and implementation of energy conservation projects, will be conducted in phases. Table 2. Phase 1 Building Energy Audits Building Name Street Address GSF Built FY 2004 kwh/gsf Cooling Source Occupancy Aronoff Laboratory 107, PP Steam, Bldg Chil Life Sciences Research, Offices, Classrooms Ag Engineering 111, PP Steam, Bldg Chil Ag Engineering, Classroom, Offices, Labs Fisher Hall 132, PP Steam, PP Chil College Of Business, Classrooms, Offices Graves Hall 220, PP Steam, Bldg Chil Col of Medicine, Research, Classrooms, Offices Hitchcock Hall. 119, PP Steam, PP Chil Col of Engineering, Classrooms, Offices, Labs Kottman Hall 166, PP Steam, Howlett Chil Agronomy Dept, Labs, Offices, Classrooms Mendenhall Laboratory 123, PP Steam, Bldg Chil Geology, Acad Affairs Labs, Offices, Classrooms Parks Hall 119, PP Steam, Bldg Chil Col of Pharmacy, Labs, Offices, Classrooms St John Arena 215, PP Steam, Bldg Chil Arena & Offices Tzagournis Med. Res. 78, PP Steam, Bldg Chil Medical Research Labs, Offices Total 1,394,818 The rationale for targeting general funds buildings first, is that FOD has the primary responsibility for managing the physical environment of all centrally funded buildings. In addition to maintaining the facilities, FOD has a fiduciary responsibility to optimize financial resources, including managing the energy sources and uses for its customers. The current system used to allocate energy costs poses certain challenges. Direct-billed customers that bear the impact of rising energy costs themselves would be willing participants in any cost savings initiative. Plant, operation, and maintenance (POM) end-users whose utility costs are incorporated in the POM rate, currently do not have much of an incentive to reduce cost. However, effective communication of the cumulative effect of energy conservation by all POM end-users, one resulting in stable or lower POM rates in the future, might prove to be enough of an inducement. In addition, a portion of the cost savings could be directly passed on to customers via a reward and recognition program. Potential concerns about POM end-users include free-rider problems. Each POM end-user hopes that others would work diligently to keep costs down while shirking individual responsibility, since they bear the full cost of conservation but gain only a portion of the benefits. This problem is mitigated to some extent by the degree of control FOD has 2 ESS-Summary-Program-Plan_4th-quarter_2006-revised.doc 7

8 over metering, and the creation, delivery and maintenance of utility systems. The mitigation occurs because of the two components of energy conservation, end-user actions and actions affecting infrastructure, the latter typically have a much higher potential of generating significant cost savings. Schedule Year 1 1. Hire or transfer staff. 2. Prioritize, select, plan, design and implement phase 1 energy conservation projects. 3. Prepare audit procedure and plan defining the roles of staff and consultants. 4. Conduct audits and identify energy conservation projects. 5. Monitor results of Phase 1 energy conservation measures. Year 2 and Beyond 1. Prioritize select, plan and design phase 2 energy conservation projects. 2. Implement phase 2 energy conservation projects. 3. Conduct new building energy audits. 4. Continue to plan and implement conservation projects. 5. Calculate return on investment to validate energy cost savings. 6. Continue building monitoring to ensure efficient building operation and determine effectiveness of energy conservation projects. 7. Partner with Building Automation Shop to institute daily monitoring of building HVAC system. Performance Indicators Progress will be measured by tracking achievement established project milestones including number of audits conducted, number of energy conservation projects implemented and return on project investment. Waste Management Planning The current recycling program and its initiatives have suffered from inadequate funding, leading to marginal performance. The recycling or diversion rate currently achieved by OSU is much lower than other Universities. Only 15% of the current waste stream, excluding pallets and green wastes, was diverted from landfill-disposal during Benchmarking with universities of comparable size (University of Minnesota, 30.3%; University of Michigan, 31%) further demonstrates the inadequacies of the current program. There is insufficient emphasis on campus waste reduction and reuse; more emphasis is placed on recycling than reducing and reusing waste. Additionally, waste and recycling collection is managed by four separate entities within OSU - FOD, Student Affairs, Athletics, and the Medical Center. This has resulted in insufficient coordination of efforts. Opportunities to increase the recycling stream, by collecting from large campus sporting and special events, construction projects, outside areas, food service operations, dining halls, residence halls and class rooms are not being implemented, due to inadequate resources and collaboration. Solid waste personnel collect recyclables from centrally-funded buildings. Shortage of staff in the Solid Waste unit has led to inconsistency in collection service and high costs. The net cost per ton to collect recyclables in 2004 was higher than the cost to collect and dispose waste. The 2004 net recycling cost for centrally funded units was approximately $119.61/ton, while the cost to collect, transport and dispose of ESS-Summary-Program-Plan_4th-quarter_2006-revised.doc 8

9 waste on campus by Roads and Grounds was approximately $100.93/ton. 3 $18.68/ton more to recycle than to landfill the materials collected on campus. In other words it cost OSU Solution Develop a comprehensive and coordinated campus-waste management program, in partnership with Roads and Grounds, which optimizes the use of appropriate technologies to manage the university waste stream in a sustainable manner. Implementation Plan To accurately assess the current state of operations, and identify opportunities to reduce costs, current program costs will be analyzed in further detail. A strategic Waste Management Plan will be developed. The strategic plan will identify and prioritize opportunities to reduce wastes, set waste reduction goals and outline an initial implementation schedule. Opportunities will be prioritized on the basis of costeffectiveness, diversion potential and ease of implementation. Schedule Year 1 1. Assess current state of operations including effectiveness of recycling collection routes. 2. Develop and implement efficient collection routes. 3. Design and implement a recycling program that increases user convenience and provides consistent service on a pilot scale basis. 4. Evaluate the pilot recycling program and develop a phased approach to expanding the collection program if determined to be successful. 5. Identify additional opportunities to increase recycling and waste reduction. 6. Develop educational materials. Year 2 and Beyond 1. Develop a five year strategic plan that prioritizes sustainable waste management programs for implementation and sets waste reduction goals based upon diversion potential of prioritized programs. 2. Develop community education plan. 3. Develop a record keeping and data management system to facilitate benchmarking and program evaluation 4. Partner with other university departments to implement the programs outlined in the strategic plan. 5. Update strategic plan as necessary Performance Indicators Progress will be measured by tracking achievement of established project milestones including plan creation, annual assessment of diversion rate and cost-benefit analysis. 3 The Ohio State University Waste & Recycling Program Assessment, Prepared by GT Environmental and Gershman, Brickner, & Bratton. ESS-Summary-Program-Plan_4th-quarter_2006-revised.doc 9

10 Education Outreach Some effort has been made to engage the university community in sustainability practices such as recycling and energy conservation. However, tremendous work still needs to be done before a significant impact is made on institutional practices and personal habits. Solution The first step in leading the university community in sustainable resource and energy consumption practices is to create and deliver a consistent, sincere and comprehensive message. This is absolutely essential if one is to raise the collective awareness of the campus community and engender behavioral change. Implementation Plan Partnerships with FOD and faculty, active in the area of sustainability, can develop curriculum, theses topics, and senior design projects to actively engage students in the areas of resource stewardship and energy management. Through unique partnerships with FOD, students can give back to the university and contribute to the advancement of campus sustainability initiatives. Partnering with student organizations will strengthen the movement at the grass roots level. Actively seeking out and collaborating with interested organizations will further increase potential success. Implementation Schedule A comprehensive outreach and education plan and implementation schedule will be developed by end of FY Indicators Progress will be tracked by measuring milestones such as number of collaborative partnerships formed and number of student service learning projects on campus. Program Success Factors The success of this program depends largely on the extent of collaboration and teamwork between different units of FOD and key auxiliary areas. This is particularly true in the area of energy management. For instance, energy conversion, management and delivery systems (Utilities), design and construction of energy systems (Design and Construction), environmental conditions in buildings and upkeep of energy equipment (Maintenance) all impact energy use and consumption. The importance of integrated goals and mission is further illustrated in the arena of Waste Management. For example, collection cost and efficiency (Building Services and Roads & Grounds) has a tremendous influence on Waste Management costs and program success. Furthermore, the vision of the program to truly transform OSU into a leading developer and practitioner of sustainability will never be achieved without the support of the predominant constituents of the university community including faculty, students, staff and central administration. Adequacy of resources (personnel, financial, etc.) impacts the success of the Program. ESS-Summary-Program-Plan_4th-quarter_2006-revised.doc 10

11 Staffing & New Organizational Structure The core approach of the Energy Services and Sustainability program will be to establish an engine for expanding sustainability participation and learning throughout the university. To accomplish its work, the Energy Services and Sustainability program needs to be adequately staffed. Director of Energy Services and Sustainability will provide leadership, education and oversight for the development and coordination of energy and sustainability programs impacting OSU operations (existing position). Energy Programs Manager will develop campus energy program, conduct careful and critical review of all aspects that affect energy conservation and consumption - such as new buildings and renovation projects, monitor developments in the energy marketplace, and advise the university on cost effective strategies for purchasing electricity and natural gas, etc. (existing position). Sustainability Coordinator will establish, maintain and monitor recycling and other sustainability programs for campus (existing position). Metering Technician will establish new service, collect meter-reading data from a variety of sources, and maintain meters (existing position). Senior Energy Manager will serve as a building HVAC systems and controls analyst, perform or supervise energy audits to identify and prioritize energy conservation measures, provide cost analysis of these measures, audit data emphasizing university s improvement and/or return on investment, and review design of new and remodeled buildings with an eye to maximizing energy efficiency (new position). Data Analyst will establish and maintain master database of new and historic meter readings, ultimately providing a web-based bank of utility consumption readings for all buildings. Will record and manage other departmental data for building audits, natural gas purchase tracking, and recycling records (new position). Student Interns will assist in monitoring and reporting functions, assist in program implementation, and perform other duties as assigned. This is the organization structure required for the 2007/2008 Energy, Sustainability and Services Program. This plan will be updated annually. ESS-Summary-Program-Plan_4th-quarter_2006-revised.doc 11