BUILDINGS AND EQUIPMENT EFFICIENCY ORGANIZATIONAL INTEGRATION COMMUNICATION AND ENGAGEMENT ENERGY SUPPLY MANAGEMENT...

Transcription

1 Town of Caledon Corporate Energy Management Plan Update BUILDINGS AND EQUIPMENT EFFICIENCY ORGANIZATIONAL INTEGRATION COMMUNICATION AND ENGAGEMENT ENERGY SUPPLY MANAGEMENT MONITORING AND TRACKING

2 Introduction The Town of Caledon established its first Corporate Energy Management Plan in This Plan Update builds upon the success and momentum established by the original Plan, and brings the Town in compliance with the Provincial Green Energy Act 2009, Ontario Regulation 397/11. Key motivators of this Plan Update were to challenge the Town against Municipal best practices, further reduce greenhouse gas (GHG) emissions, improve building efficiency, realize cost savings and most importantly, empower all staff to integrate energy management into future decision making and financial investments. The following elements are included in the update: Discussion on key Provincial and Municipal policies that impact energy management at the Town A description of Caledon s Corporate Energy approach including a clear vision and objectives An outline of the Town s past energy management successes and future energy conservation activities over the next five years Overview of Caledon s baseline energy use profile and renewable energy projects ACRONYMS LIST BAS Building Automation System FIT Feed-in Tariff MW Megawatt CAO Chief Administration Officer GHG Greenhouse Gas O&M Operations and Maintenance CCAP Climate Change Action Plan HR Human Resources OPA Ontario Power Authority CDM Conservation Demand Management Plan HVAC Heating Ventilating and Air Conditioning PCP Partners for Climate Protection CEMP Corporate Energy Management Plan IT Information Technology RTU Roof Top Unit CET Corporate Energy Team kghg Kilo Tonnes Greenhouse Gas tghg Tonnes Greenhouse Gas E & E Energy and Environment kwh Kilowatt Hour TWh Terawatt Hour ekwh Equivalent Kilowatt-Hour LED Light Emitting Diode VFD Variable Frequency Drive EM & V Evaluation Measurement and Verification LEED Leadership in Energy and Environmental Design EMS Energy Management System LTEP Long Term Energy Plan EPAP Environmental Progress Action Plan m3 Metres Cubed 2

3 Provincial Policy at a Glance GREEN ENERGY ACT 2009, ONTARIO REGULATION 397/11 The Green Energy Act, 2009 was established to promote energy conservation, grow the green economy, and expand renewable energy generation. Under the Act, Ontario Regulation 397/11 requires that all public agencies annually publish their energy use and GHG data as of July , and create and make publically available, a 5 year energy conservation and demand management plan by July These plans must include: Energy consumption data Goals and objectives for managing and reducing energy use Description of measures and associated estimated cost, savings and timeframe Description of renewable energy projects Senior Management Approval CONSERVATION FIRST FRAMEWORK The Conservation First Framework was released by the Ministry of Energy in 2013, announcing a new approach towards energy planning and policy for the Province. This new approach was based upon the renewed vision to invest in conservation first, before new generation, where cost-effective. This new vision played a crucial role in influencing the review process of Ontario s Long Term Energy Plan. ONTARIO S LONG TERM ENERGY PLAN The 2013 Long Term Energy Plan (LTEP) is based on five key principles (1) Cost Effectiveness, (2) Reliability, (3) Clean Energy, (4) Community Engagement, and (5) Conservation and demand management before new generation. The Plan established a long term energy conservation target of 30 TWh (terawatt hours) by That s the equivalent to the electricity use of approximately 2.8 million homes for a year. The Province expects to offset almost all of the future growth in electricity to 2032 by using conservation programs, and improved codes and standards. The LTEP created a 20, 000 Megawatt (MW) renewable energy target by 2025, which would increase renewable energy generation to 46% of Ontario s energy supply mix. This will be driven at large by the Ontario Power Authority s feed-in tariff (FIT) and Large Renewable Procurement programs. The price of electricity is not expected to increase as significantly as predicted by the 2010 LTEP. Prices are expected to rise roughly 4% per year based on current forecasts. The LTEP also outlines a commitment to work with Municipalities on Regional Energy Planning initiatives, particularly the siting of large energy infrastructure. The commitment is to meet with Municipalities early in the process to ensure meaningful engagement. Lastly, the LTEP has committed to producing an annual report outlining the Province s current supply conditions as well as progress towards the Plan. 3

4 Provincial Policy at a Glance MINISTRY OF ENERGY DIRECTIVES A Directive released in March 2014 by the Minister of Energy, announced the development of a new six year conservation framework to achieve a 7 TWh reduction in electricity consumption by December 31, Under this framework, Local Distribution Companies have been given more autonomy in the types of programs offered to better suit their service communities. This new Framework has also called for better collaboration and integration of programs with natural gas and electricity conservation programs to achieve further efficiencies and convenient integrated programs for electricity and natural gas customers. The framework is expected to launch in

5 Related Municipal Plans The Town of Caledon has made a long term commitment towards energy conservation and environmental sustainability. This Plan Update was built upon further integrating the various Town wide strategic Plans and objectives to help maintain the Town s identity as the Greenest Town in Ontario. Below are key policies that position energy conservation and environmental sustainability as a priority for the Town s long term Vision and operations. COMMUNITY BASED STRATEGIC PLAN Vision: Caledon a safe, green community of communities; desiring a sustainable future by managing and fostering community progress while respecting its heritage. GOAL 1: PARTNER WITH LAND OWNERS AND COMMUNITY TO PRESERVE, PROTECT AND ENHANCE OUR ENVIRONMENT AND AGRICULTURAL RESOURCES AND NATURAL CAPITAL Strategic Objective 1B- Protect and enhance air quality and reduce impacts of climate change. Strategic Objective 1C- Support green energy and energy reduction GOAL 2: COMPLETE OUR COMMUNITY OF COMMUNITIES Strategic Objective 2G- Maintain Caledon as Safe, Secure Community GOAL 6: PROVIDE STRONG GOVERNANCE AND COMMUNITY ENGAGEMENT Strategic Objective 6A- Provide High Quality Public Services Strategic Objective 6B- Provide Open, Responsible Leadership OFFICIAL PLAN AMENDMENT 226 In 2010, the Town of Caledon amended its Official Plan to integrate many aspects of environmental sustainability and energy management. The Official Plan s sustainability policies in Section 3.1 embody and embrace many of the principles of sustainability including: SECTION 3.1- SUSTAINABILITY The management of resources to balance the wise use of renewable and nonrenewable natural resources with community social values and the protection and stewardship of natural and cultural resources The conservation of water and energy which is considered to be essential to the sustainability of the Town The aspiration of the Town of Caledon to show leadership in the promotion and development of appropriate alternative and renewable energy systems that are compatible with Caledon s other land use planning objectives. 5

6 Related Municipal Plans The development and implementation of green building guidelines which, among other things, facilitate the incorporation of alternative and renewable energy systems into new buildings and through retrofits to existing buildings. ENVIRONMENTAL PROGRESS ACTION PLAN (EPAP) Town Council first endorsed this Plan in Both the CEMP and EPAP were updated simultaneously to better align the Town s energy and environmental strategic objectives. This Plan prioritizes and identifies over 30 green actions addressing eight priority areas; air quality, climate change, energy, environmental awareness, sustainable planning, community capacity and greening Town Hall. The Plan Update recognizes the vital role that smart energy management can have on reducing environmental damage and harmful greenhouse gas emissions. CALEDON S COMMUNITY CLIMATE CHANGE ACTION PLAN (CCAP) Since 2003, the Town has been a member of the Partners for Climate Protection Program, a network of more than 200 Canadian Municipalities committed to greenhouse gas reduction. The program outlines the following five milestones: 1. Create a greenhouse gas emissions inventory; 2. Set greenhouse gas emission reduction targets; 3. Develop a local action plan; 4. Implement a local action plan; in progress 5. Monitor progress and report results; in progress The Town has completed the first three PCP milestones, and is currently on Milestone 4, implementing the Caledon Community Climate Change Action Plan (CCAP). The CCAP outlines a series of proposed GHG reduction actions in the following areas: Transportation, Green Development, Energy, Schools, Agriculture, Community Awareness, Tree Planting, Waste and Local Food. Specific to energy, the CCAP recognizes the significant contribution of energy consumption to greenhouse gas emissions in the Residential, Commercial and Institutional sectors. 6

7 Caledon s Corporate Energy Approach The Corporate Energy Management Plan (CEMP) was developed to address the fiscal, societal and environmental costs and risks associated with energy consumption. The Plan Update builds upon the momentum generated with the 2011 Plan by developing further actions that focus on energy conservation and embedding strategic energy management across all municipal departments. VISION To formalize energy management in a strategic manner allowing for the proactive pursuit of optimal energy solutions that will lead to environmental, societal, and economic benefits. GOALS The Plan Update actions have committed to maintain the following goals from the Town s initial CEMP: Maximize fiscal resources through direct and indirect energy savings Reduce the environmental impact of the Town s operations Increase the comfort and safety of staff and patrons at Town owned facilities Improve the reliability of Town equipment and reduce maintenance Provide the guidance and leadership necessary for the adoption of a culture of sustainability TARGET The original Plan established an energy intensity based target to reduce the Town s energy consumption 15% below 2007 levels by Staff worked with an independent consulting firm to verify progress towards this target. As of 2013, the Town exceeded this target, reducing its energy intensity 16% below 2007 levels 1. Based on the actions in the Plan Update, Council adopted a new holistic energy reduction target of 9% by 2019, based on the current building and energy consumption profile in ENERGY DATA The Plan Update used 2012 as the baseline year, to align with the required Ontario Regulation 397/11 reporting. This baseline is essential to monitoring the success of the recommended actions outlined in the Plan Update. The baseline took into account energy use in Town owned facilities which is summarized in Table 1 and Figure 1 with a more detailed breakdown available in Appendix I. 1 It is important to note that the building profile for the Town changed during this time, impacting this target review. Two facilities were sold and were not included in this analysis because they would have no bearing on the current energy consumption profile of the Town. Two facilities were acquired late in 2012 and were not included in this analysis due to a lack of available data. 7

8 Caledon s Corporate Energy Approach Facility Energy Breakdown By Utility Cost Facility Type Electricity (kwh) Natural Gas (m3) Fuel Oil (L) Total (ekwh) ($ Without Tax) OPP 225,996 16, ,618 36, Administration 1,123,691 94,649 2,129, , Fire Halls 336,242 78,380 1,169,247 70, Libraries and Community Centres 941,992 81,275 5,777 1,868, , Works Yards 310,312 47, ,095 55, Recreation 6,333, ,878 13,569, , TOTAL 9,271, ,862 5,777 19,959,906 1, 319, 038 Table 1: Breakdown of energy consumption and cost by energy and facility type 8

9 Caledon s Corporate Energy Approach Figure 1 shows the Town s energy breakdown by Facility type. This data helped direct actions within the Plan Update to reduce energy consumption and improve the management of energy use amongst high use Facilities. Specific attention has been given to Recreation Facilities, which represent 68% of the total energy use within the Town s building portfolio. This is typical for Recreation Facilities due to high energy use infrastructure such as pools and ice pads. Additionally, Administration Facilities have also been identified as high energy use Facilities, representing 11% of the Town s total building energy consumption. This data pattern is consistent with the original Plan, and led to the development of the Town s Big 6, which account for 78% of the total energy consumption of Caledon s buildings. A breakdown of the Big 6 energy consumers can be seen in Figure 2. These buildings have been, and continue to remain a major focus of the Town s corporate energy approach. The Big 6 includes: Town Hall (Administration) Caledon Centre for Recreation and Wellness (Recreation) Caledon Community Complex (Recreation) Albion Bolton United Community Centre (Recreation) Lloyd Wilson Centennial Arena (Recreation) Mayfield Recreation Complex (Recreation) 2% OPP 11% Administration 6% Fire Halls 9% Libraries and Community Centres 4% Works Yards 68% Recreation Figure 1: Town of Caledon s total Facility energy breakdown 9

10 Caledon s Corporate Energy Approach Caledon's 'Big 6' Energy Use (2012) Note: % represents the % of the Facilities energy consumption of the entire Town building portfolio % 21% Gas Electricity Total Energy Consumption (ekwh) % 10% 9% % 0 Caledon Centre for Recreation and Wellness Caledon Community Complex Mayfield Recreation Complex Albion Bolton Community Centre Town Hall Lloyd Wilson Centennial Arena Figure 2: Caledon s Big 6 Energy use breakdown 10

11 Caledon s Corporate Energy Approach RENEWABLE ENERGY The Town has established a series of renewable energy projects including; ground mount solar, solar wall, procurement of renewable energy certificates (RECs) and a geothermal system. The Town has three ground mount solar micro-fit projects located at Victoria Parks Community Centre, Caledon Village Fire Hall and Inglewood Community Centre. Each project has a capacity of 10kW and the annual income generated from each project is allocated to the Corporate Energy Reserve Fund (established to help cover the premium cost associated with more energy efficient technologies). In 2013, these projects collectively generated 44, kwh of clean energy. This is equivalent to the Carbon Dioxide generated by burning 32, 761 pounds of coal! The solar wall system was constructed at Mayfield Recreation Complex in The solar wall is designed to provide the pool area with solar heated fresh air, with the intent to reduce the Facility s natural gas consumption. The Solar Wall is estimated to save 9, 257 m3 of natural gas per year. The Town annually purchases 238MW of renewable energy certificates for the recently certified LEED Gold OPP Facility in Caledon East. Each certificate represents a unit of electricity generated by a renewable energy project. The Facility is also equipped with a geothermal system with 17 ground source heat pumps, designed to extract 1, 523, 629 btu annually. MANAGING THE PLAN Energy and Environment Staff Energy and Environment is a small section of staff that resides within the Public Works Department. Energy and Environment play a crucial role in facilitating the actions outlined in the CEMP. Specifically, this group has the role of assisting with compiling research on different initiatives to determine feasibility and help frame the business case for future actions. Additionally, staff will work with various departments to identify gaps in energy related knowledge and processes to inform the development of programs and policies to address these. Energy and Environment staff also manage the Town s Energy Management Software, to deliver and communicate insights on Facility energy consumption to Facilities staff. Lastly, their role is to ensure momentum within the Corporate Energy Team by developing agenda s, scheduling meetings and recording progress on initiatives to update all staff and the community on the status of the Plan update. 11

12 Caledon s Corporate Energy Approach Corporate Energy Team Strategic energy management is a shared responsibility that impacts all Town staff. Since there are many staff, facilities and functions within the Municipality, it is important to have formal discussions on activities occurring throughout various departments and buildings, specific to how they relate to energy consumption and conservation. The Corporate Energy Team will be the formal group within the Town to discuss these, and identify opportunities and barriers as it relates to energy in order to better formalize and integrate strategic energy management throughout the Town. Additionally, members within the Corporate Energy Team will be responsible for the energy consumption and conservation within their respective departments (where applicable). Overall, the Corporate Energy Team will also be the governing body of the Corporate Energy Management Plan, meeting quarterly to ensure that the goals, objectives and targets are being met. The positions and the roles of members of the Corporate Energy Team are outlined in Table 2 below: Position Energy and Environment Officer Manager, Energy and Environment Manager, Purchasing and Risk Management Treasurer Manager, Programs and Community Development Supervisors of Operations (Mayfield, Caledon East and Bolton Families) Manager, Civic Properties Supervisor, Property Operations Supervisor and Coordinator Facility Operations Role Primary contact, create and circulate agenda and minutes, Chair. Environmental implications of energy conservation Energy supply management and energy efficient procurement Energy data management and project financing Overview of energy use and projects in Recreation Facilities Energy use, conservation and technical retrofits at respective Facilities. Overview of energy use and projects in Civic Facilities Energy use, conservation and technical retrofits at Fire halls, Works Yards Energy use, conservation and technical retrofits at Town Hall and OPP Facilities Table 2: Corporate Energy Team Positions and Responsibilities. 12

13 Caledon s Corporate Energy Approach Energy Champion The Energy Champion is crucial to the success of the CEMP. This is a well-respected figure of authority within the Town who legitimizes the goals, objectives and direction of the Corporate Energy Management Plan. This is fundamental in catalyzing the staff buy-in for the Plan and for the policies and projects that stem from the Plan Update. Actions Update The Plan Update actions are the result of an extensive gap analysis between the original Plan, and municipal best practices. Additionally, energy and environment staff worked inclusively with all departments in the Town to identify actions that balance energy literacy and education, technical retrofits, process and policies to further embed energy management throughout all departments and staff roles. The Plan Update has 5 action areas that are outlined below, and are further organized into Programs, Processes and Projects. Programs are voluntary in nature and tend to have an educational focus, Processes outline procedures that are to be embedded in staff routines, and Projects are tied to energy efficient initiatives, capital projects and related training. 1. BUILDINGS AND EQUIPMENT EFFICIENCY: Optimize operation schedules and investigate new technologies and systems to reduce energy consumption while improving the Town s service delivery. 2. ORGANIZATIONAL INTEGRATION: Integration of energy management policies and procedures throughout the Corporation that requires staff to include energy management into decision making. 3. COMMUNICATION AND ENGAGEMENT: Improve staff and client energy literacy through education and training and influence behaviours through Town wide energy challenges and awareness campaigns. 4. ENERGY SUPPLY MANAGEMENT: Responsible procurement practices of the Town s energy portfolio to continue to pursue optimal rates and cost certainty; and consider alterative choices to energy supply and generation that result in lower GHG emissions. 5. MONITORING AND TRACKING: Analyze and communicate energy information to allow for improved understanding of Town energy use and to measure and verify results of energy projects and campaigns. 13

14 Buildings and Equipment Efficiency: Optimize operation schedules and investigate new technologies and systems to reduce energy consumption while improving the Town s service delivery. KEY SUCCESSES Arena Lighting Upgrades at Albion Bolton Community Centre and Mayfield Recreation Complex: All inefficient metal halide and T12 fixtures were removed and replaced with T5 fixtures. The result was a more efficient, cost saving lighting system that significantly improved the quality of light and vision for patrons on the ice. Recommissioning: Town Hall underwent a recommissioning exercise to reconfigure the Building Automation System (BAS) to better integrate with the heating ventilating and air conditioning (HVAC) system and facility scheduling based on occupancy. This exercise also outlined opportunities for more efficient lighting technologies, and actions to further improve staff comfort and building energy efficiency. Town staff noticed significant energy savings from this project, as well as improved staff confidence and capabilities to operate the Facility at optimal efficiency. Outdoor LED Lighting Retrofits: Most Fire Halls, OPP stations, Public Works Yards, Recreation Centres and Town Hall outdoor lighting wallpacks have been retrofitted with light-emitting diode (LED) techology. Additionally, LED parking lot lighting have been installed at Town Hall and Caledon Community Complex. Delamping: A delamping pilot was undertaken in of the the departments at Town Hall. Staff measured light levels, and in collaboration with staff who had work stations in the area, removed lights and fixtures to obtain appropriate lighting. 14 Outdoor LED lighting Retrofit at Caledon East Fire Station (Before and After)

15 Buildings and Equipment Efficiency: WHAT S NEXT Processes Activity Task Groups involved Priority / timeframe Savings Cost Key Performance Indicator Benefit / anticipated results Energy efficiency equipment replacement policy Develop an energy efficiency equipment replacement policy that incorporates life-cycle costing and align with the 10- year capital replacement plan. E & E, Asset Management, Finance, Facility Managers, Medium Priority (July 2015 July 2017) Will be savings due to equipment efficiency-ration $15, 000 Energy efficiency replacement policy developed (y/n) Policy aligned with 10-year capital replacement plan (y/n) Number of equipment replaced under policy Coordinated approach to replacing equipment Energy consumption and cost savings Inclusion of lifecycle costing into equipment purchases instead of first-cost value Standards to be followed by all future equipment replacement Programs Activity Task Groups involved Priority / timeframe Savings Cost Key Performance Indicator Benefit / anticipated results Remove excess lighting Build upon the successes of de-lamping at Town Hall, and continue to remove excess lighting at Town facilities while maintaining safe and secure lighting levels. E & E, Facility Managers Medium priority (July 2015 July 2017) 296, 300 kwh $44, 570 $62, 000 Cost savings ($) Energy savings (kwh) Number and types of lights removed Staff and clients are comfortable with new lighting levels Reduced energy consumption and cost Program to automatically turn off all computers at night Develop a program that will automatically shut computers off at night. Undergo an extensive awareness campaign to make staff aware of this. E & E, IT, Communications Medium Priority (July 2015 July 2017) 38, 064 kwh $4,187 Caledon labour cost only Program written (y/n) Program implemented (y/n) Awareness campaign implemented (y/n) Staff and clients are comfortable with new lighting levels Reduced energy consumption and cost Energy savings (kwh) Cost savings ($) 15

16 Buildings and Equipment Efficiency: Projects Activity Task Groups involved Priority / timeframe Savings Cost Key Performance Indicator Benefit / anticipated results Engineering design study on Town Hall HVAC System to replace RTU s and undertake an air balancing analysis. Based on the engineering study, replace RTU and improve HVAC system at Town Hall. Once this is complete, prohibit staff use of portable heaters. Manager Civic Properties, Purchasing High priority (July 2014 July 2015) 181, 860 kwh $20, 005 $425, 500 Cost savings ($) Energy Savings (kwh) Engineering design complete (y/n) Town HVAC system upgraded (y/n) Improved patron comfort Reduction in energy consumption and cost Improved building operations Evening ice temperature set back Assess opportunities to increase evening/off hour temperatures for all Town ice pads to -4ºC. Facility Managers, E & E Medium priority (July 2015 July , 825 kwh $5,041 Caledon labour cost only for manual setbacks Cost savings ($) Energy savings (kwh) Ice temperatures changed (y/n) Better alignment of operational hours with ice pad temperatures Reduction in energy consumption and cost Infrared sensor temperature controls for ice pads Pilot infrared sensor temperature controls at Caledon Community Complex and Mayfield Recreation Complex. Based on the results consider expanding to additional Town ice pads. Facility Operations Managers, E & E, Purchasing High priority (July 2014 July 2015) 117, 100 kwh $12, 881 $65, 000 Program expanded to additional ice pads (y/n) Infrared sensors installed (y/n) Cost savings ($) Energy savings (kwh) Reduction in energy consumption and cost Better control of ice pad temperatures Improved patron experience on ice pads Reduction in equipment run times Equipment maintenance frequency Daylight sensor controls Assess opportunities to conserve energy through the use of natural light. Pilot daylight sensor controls at Town Hall and/or Caledon Centre for Recreation and Wellness. Facility Managers, E & E High priority (July 2014 July 2015) 3, 508 kwh $386 $4, 000 Pilot program implemented (y/n) Energy savings (kwh) Cost savings ($) Reduction in energy consumption and cost 16

17 Buildings and Equipment Efficiency: Projects Continued Activity Task Groups involved Priority / timeframe Savings Cost Key Performance Indicator Benefit / anticipated results Recreation facility lighting retrofit Remove all metal halide fixtures and replace with efficient lighting at Caledon Centre for Recreation and Wellness pool and Fieldhouse fitness areas. Facility Managers, E & E, Purchasing, High priority (July 2014 July 2015) 218, 597 kwh $24, 046 $54, 000 Number of light fixtures replaced Energy savings (kwh) Cost savings ($) Reduction in energy consumption and cost Improved lighting quality for patrons and staff Elimination of inefficient light technologies Improved control over facility lighting systems Variable frequency drives (VFD) Assess the cost and savings of installing VFDs on pool filter pumps at Mayfield Recreation Complex and Caledon Centre for Recreation and Wellness. Facility Managers, E & E Low priority (July 2017 July 2019) 63, 000 kwh $6, 930 $15, 600 Number of VFDs installed Cost savings ($) Energy savings (kwh) Reduction in energy consumption and cost Extended equipment lifespan LED streetlight retrofit Establish a streetlight baseline inventory, and retrofit and replace existing Cobra style streetlight luminaires with LEDs. E & E, Public Works, Purchasing, Finance High priority (July 2014 July 2015) N/A pending 2014 streetlight inventory N/A pending 2014 Streetlight inventory Business case on LED retrofit (y/n) Streetlight inventory developed (y/n) Annual cost savings (maintenance) Improved quality of light and safety on Caledon s roads Reduced energy consumption and cost Improved inventory of Town owned street lights Number of lights retrofitted 17

18 Buildings and Equipment Efficiency: Projects Continued Activity Task Groups involved Priority / timeframe Savings Cost Key Performance Indicator Benefit / anticipated results Centralized equipment inventory Build upon the existing centralized equipment list to establish a detailed inventory. Include major motors, drives, hours of operation, age, and existing controls. Align this with the pending energy efficiency replacement policy. E & E, Facility Managers, Asset Management Medium priority (July 2015 July 2017) Building Caledon labour cost only Centralized list developed (y/n) List aligned with energy efficiency replacement policy (y/n) Load profiles developed based on this list (y/n) More organized and coordinated approach to identifying and prioritizing the replacement of Town equipment Improved understanding of energy load profiles. Building Automation Systems (BAS) in Caledon s Big 6 energy consuming facilities Install BAS in Caledon s highest consuming facilities, specifically Caledon East OPP, Mayfield Recreation Complex and Caledon Community Complex. Align this with software training for Operations Managers and regular maintenance plans to ensure controls are working and communicating properly Facility Managers, E & E Medium priority (July 2015 July 2017) 464, 829 ekwh $16, 649 $281, 000 Number of BAS installed Number of operators trained Cost savings ($) Energy savings (kwh) Better control of facility HVAC systems Improved staff knowledge of BAS Improved facility comfort Reduction in energy consumption and cost Building wall pack LED lighting retrofit Replace all existing inefficient wall pack technology with LED lights over the next 5 years. Facility Managers, E & E Ongoing 35, 350kWh $4, 550 $49, 000 Number of LED lights installed Cost savings (maintenance) Cost savings (energy) Energy savings (kwh) Reduction in energy consumption and cost Maintenance cost savings Improved exterior lighting quality 18

19 Buildings and Equipment Efficiency: Projects Continued Activity Task Groups involved Priority / timeframe Savings Cost Key Performance Indicator Benefit / anticipated results De-mineralized floodwater treatment Evaluate the feasibility of installing a de-mineralized floodwater treatment system at Caledon Community Complex. Facility Managers Medium priority (July 2015 July 2017) 115, 299 ekwh $9, 161 $46, 000 Business case developed (y/n) Demineralized floodwater treatment installed (y/n) Energy savings (kwh) Removal of water impurities Decreased temperature of flood water Reduction in energy required to freeze the ice surface Cost savings ($) Reduction in energy consumption and cost Programmable thermostats in libraries and community centres Install wireless programmable thermostats at libraries and community centres to help improve control of room temperatures and energy use based on facility programs and schedules. Facility Managers Low priority (July 2017 July 2019) 26, 969 kwh $919 $5, 200 Number of wireless programmable thermostats installed Improved ability to control temperatures Better client comfort Reduction in energy consumption and cost 19

20 Organizational Integration: Integration of energy management policies and procedures throughout the Corporation that requires staff to include energy management into decision making. KEY SUCCESSES Corporate Green Building Standard: Town staff created the Corporate Green Building Standard in 2012, requiring that all new facilities over 10, 000 square feet, and major renovations be built to LEED Silver certification. Town staff have also included in this Standard, additional energy and environment requirements for each facility, such as establishment of electric vehicle plug in stations. This Standard was underway during the construction of the new OPP station in Caledon East, which received LEED Gold certification in early Additionally, to support this initiative, key staff have undergone courses through the Canadian Green Building Council to enhance knowledge of the LEED rating system. Purchasing Requirements: Staff have allocated points in the Request For Proposal procurement process to environmentally friendly and energy efficient attributes. This will help ensure that major purchases made by the Town consider green characteristics. Energy and Environment sign off is also required for large purchases. Outdoor LED Lighting Standard: Staff created this Standard in an effort to integrate efficient and high quality lighting for all street lights throughout Caledon. Established in 2013, this Standard requires LED lighting for all future street light installations for new residential, commercial and industrial developments. OPP LEED Gold Facility in Caledon East 20

21 Organizational Integration: WHAT S NEXT Processes Activity Task Groups involved Priority / timeframe Savings Cost Key Performance Indicator Benefit / anticipated results Internal Corporate Energy Team (CET) to play a role in implementing the CEMP Formalize the roles and responsibilities of the CET and set up quarterly meetings. All Departments High priority (July 2014 July 2015) Building Building Roles and responsibilities formalized (y/n) Number of meetings Improved communication, coordination, and management of energy within the Town Energy integrated into decision-making across all departments Policy and procedure database Add current and new energy policies and procedures to the existing corporate database. E & E, Clerks High priority (July 2014 July 2015) Building Caledon labour cost only Policies and procedures added to database. Policies and procedures database communicated to staff (y/n) Improved communication and awareness of energy policies and procedures Increased use and reference of energy policies and procedures Energy management as part of annual goal setting and performance review system Work with appropriate departments to determine requirements to embed energy management as part of staff annual goal setting. E & E, HR, CAO High priority (July 2014 July 2015) Building Caledon labour cost only Number of staff with energy as a goal Number of positive performance reviews related to energy Behaviour change Improved energy knowledge and awareness among staff Integration of energy responsibility Foster a healthy working relationship with Hydro One and Enbridge Gas Seek and obtain an account manager with Hydro One. Initiate and maintain semi-annual meetings with the Town s energy utilities account managers (Enbridge Gas and Hydro One). Determine potential to have monthly meter readings at all facilities. E & E, Finance, Facility Managers In progress building Caledon labour cost only Account manager obtained (y/n) Number of estimated and replacement bills decreased Improved communication with utility companies Better energy management and identification of energy saving opportunities Improved data quality and reduced number of estimated and replaced bills Utility meter upgrades (where appropriate) Micro Energy Management Plans for Caledon s Big 6 Work with Facility Managers and Operators to develop facility micro energy management plans that are shorter term. E & E, Facility Managers and Operators High Priority (July July 2015) Plan outcomes will have savings Caledon labour cost only Micro energy management plans established (y/n) Number of projects implemented Energy Reduction (ekwh) Ownership of energy consumption and expenditures spread throughout the Town Increased number of projects implemented Energy management is embedded throughout the Corporation 21

22 Organizational Integration: WHAT S NEXT Program Activity Task Groups involved Priority / timeframe Savings Cost Key Performance Indicator Benefit / anticipated results Corporate Energy Reserve Fund Develop a staff application process for funding energy efficient related projects through the Corporate Energy Reserve Fund. Formalize criteria and metrics for prioritizing projects. E & E, Finance, CET Departments High priority (July 2014 July 2015) N/A Caledon labour cost only Number of applications received Number of projects approved Criteria and metrics formalized (y/n) Increased number of energy projects Increased participation in energy initiatives Improved awareness and promotion of energy as a shared responsibility Energy savings (kwh) Cost savings ($) 22

23 Communication and Engagement: Improve staff and client energy literacy through education and training and influence behaviours through Town wide energy challenges and awareness campaigns. KEY SUCCESSES Building Automation System (BAS) Training: Facility Operation s Staff who use BAS systems in facilities they manage (new OPP station, Town Hall, and Caledon Centre for Recreation and Wellness) underwent training to better understand the capabilities of these systems to help optimize and schedule equipment use efficiently and effectively. Incentive Training: Staff worked with the Town s energy utilities and held a training session to familiarize appropriate staff with existing energy incentive programs. The purpose of this training was to increase staff awareness to enable them to leverage existing programs that can help cover the premium cost associated with more energy efficient technologies. Earth Hour Campaigns: The Town participates annually in the global Earth Hour Campaign (an hour dedicated to shutting off lights in recognition of Climate Change). Town Hall, Recreation Facilities and Community Centre s go dark annually for the hour. In addition, Energy and Environment Staff annually engage in an education campaign in support of Earth Hour for Town staff and the public. This campaign includes press releases, posters and public viewing of movies that promote thought and awareness of key energy and environmental issues. According to Hydro One, the Caledon community reduced its energy demand 7.5% during the 2014 Earth Hour campaign (0.5% higher than the previous year). The Town of Caledon has been a proud support of Earth Hour since

24 Communication and Engagement: WHAT S NEXT Program Activity Task Groups involved Priority / timeframe Savings Estimate of Cost Key Performance Indicator Benefit / anticipated results Annual facilitywide energy reduction competition Develop and initiate an annual energy reduction competition for staff to foster behavior change, more efficient use of equipment, and improved operations. E & E, Facility Managers, Communications Departments Medium priority (July 2015 July 2017) 153, 566 kwh $16, 892 $15, 000 Cost savings ($) Energy savings (kwh) Competition developed (y/n) Changes in attitudes and behaviours Changes in attitudes and behaviours among staff and users of facilities Improved staff awareness and engagement of energy management Reduction in energy consumption and cost Formal employee engagement program Develop and implement an annual energy themed employee engagement program for all staff (i.e. phantom power awareness, incentive training). E & E Ongoing Linked with energy reduction competition, capacity building Caledon labour cost only Success of employee engagement program (surveys, or energy reduction) Number of participants involved Changes in attitudes and behaviours Improved staff awareness of energy management Reduction in energy consumption and cost Energy-focused training for staff responsible for operation, and maintenance (O&M) of Facilities Investigate opportunities to partner with an educational institution to implement energy-focused training for staff specific to their roles. E & E, Facility Managers, HR Medium priority (July 2015 July 2017) building, and savings from better building operation maintenance To be determined Number of staff trained Training program implemented (y/n) Improved O&M understanding of energy management, buildings, and equipment Improved O&M technical knowledge Reduction in energy consumption and cost Energy policy training for new staff Include Town energy policies and practices in the training and orientation process for new employees. E & E, HR High priority (July 2014 July 2015) Building Caledon labour cost only Number of participants in HR On Board training sessions Presentation created for HR Downloads program (y/n) Improved awareness, performance and understanding of energy management Better understanding of Town s policies and practices as they relate to energy management 24

25 Energy Supply Management: Responsible procurement practices of the Town s energy portfolio to continue to pursue optimal rates and cost certainty; and consider alterative choices to energy supply and generation that result in lower greenhouse gas emissions. KEY SUCCESSES Solar Projects: The Town has three 10 kw micro-fit projects located at Caledon Village Fire Hall, Inglewood Community Centre and Victoria Parks Community Centre. These projects generate income for the Corporate Energy Reserve Fund, which was established to support energy efficient projects. Renewable Energy Certificates: The Town purchases annually, renewable energy certificates for the recently certified LEED Gold OPP campus in Caledon East. These certificates are purchased at a premium price over the cost of electricity to support clean renewable electricity generation. Energy Procurement Practices: Town staff have worked with third party energy market analysts to expand knowledge of Ontario Energy Markets for the purpose of seeking optimal rates for the Town s energy utility accounts. Staff regularly seek information on energy markets to continue to procure energy at optimal rates based on an accounts consumption profile and type. One of the three Town owned solar projects, located at Inglewood Community Centre 25

26 Energy Supply Management: WHAT S NEXT Processes Activity Task Groups involved Priority / timeframe Savings Estimate of Cost Key Performance Indicator Benefit / anticipated results Renewable electricity procurement Re-assess objectives and develop criteria for purchasing renewable electricity certificates. E & E, Purchasing Manager, Finance Medium priority (July 2015 July 2017) building Caledon labour cost only Objectives re-assessed (y/n) Criteria developed (y/n) Amount (kwh/m3) of renewable energy purchased Demonstrating leadership in energy procurement Energy procurement Continue to build on internal energy supply knowledge through energy market research and awareness. This will improve energy purchase practices, especially in an increasingly volatile markets due to external influences. E & E, Finance High priority (July 2014 July 2015) Building Caledon labour cost only Energy purchasing practices reviewed (y/n) Energy procurement strategy developed (y/n) Improved internal expertise and understanding of energy markets Improved risk management Renewable energy opportunities Investigate additional renewable energy project opportunities at Town owned Facilities (such as solar or ground source heat pumps). E & E, Facility Managers Low priority (July 2017 July 2019) N/A Caledon labour cost only determined Number of renewable energy opportunities identified Amount of Town owned renewable energy generation Reduction in energy consumption and cost Demonstrating leadership in energy generation 26

27 Monitoring and Tracking: Analyze and communicate energy information to allow for improved understanding of Town energy use and to measure and verify results of energy projects and campaigns. KEY SUCCESSES Energy Management Software: The Town purchased an energy management software to record information and data from energy utility bills. This software assists the Town with understanding its energy consumption profile, bill optimization and verification procedures, monitor and verify results of energy efficiency projects, energy trend analysis and financial payments. Mayors MegaWatt Challenge: The Town joined the Mayors MegaWatt Challenge with municipalities nationally, to learn best practices in energy management in facilities, and to participate in facility energy reduction challenges. Race to Reduce: Caledon joined the Race in 2012, challenging Town Hall to reduce its energy consumption by 10%. The Race uses Energy Star s Portfolio Manager to analyze utility bill data and to benchmark progress towards the energy use reduction goal. Town Hall is entered into two energy challenges; Mayors Megawatt Challenge, and the Race to Reduce. 27

28 Monitoring and Tracking: WHAT S NEXT Processes Activity Task Groups involved Priority / timeframe Savings Estimate of Cost Key Performance Indicator Benefit / anticipated results Additional metering Install additional energy metering, where applicable, to major equipment at facilities to better understand consumption trends and to ensure that equipment is operating at optimal efficiency. Also, purchase portable wireless meters to use amongst facilities. E & E, Facility Managers High priority (July 2014 July 2015) building To be determined Number of meters installed Energy savings (kwh) Cost savings ($) improved understanding of equipment energy use Improved monitoring of energy use Formal evaluation, verification and monitoring (EM&V) process Develop a formal EM&V process to take place after the completion of every project. Include a debriefing session with all staff involved. Consider diverting a percentage of energy savings into the Corporate Energy Reserve Fund. E & E, CET, Finance, Facility Managers, Project Managers High priority (July 2014 July 2015) Building $20, 000 Evaluation process developed (y/n) Percentage of energy savings diverted to Corporate Energy Reserve Fund Process for diverting savings into Corporate Energy Reserve Fund developed (y/n) Increased accountability of the outcome of projects improved understanding of the impact of energy investments Able to measure and report in the results of energy investments and projects Energy management system (EMS) usage Conduct a needs assessment and develop an improved process for utilizing data in the Energy Management System. E & E, Facility Managers, Administration, Finance High priority (July 2014 July 2015) Building Caledon labour cost only Process developed for utilizing data (y/n) Number of staff using EMS software More effective and efficient management of energy within facilities Better understanding of facility energy use Improved correspondence with staff and utility companies Improved tracking of annual energy utility budgets 28

29 Monitoring and Tracking: WHAT S NEXT Programs Activity Task Groups involved Priority / timeframe Savings Estimate of Cost Key Performance Indicator Benefit / anticipated results Facility energy reporting and feedback Assess the viability of developing quarterly facility energy report cards, that benchmark current and past building energy performance and include energy conservation goals for each facility. E & E, Facility Managers Medium priority (July 2015 July 2017) building Caledon labour cost only Number of facility report cards developed Facility benchmarks established (y/n) Conservation goals developed (y/n) Better understanding of facility energy use Energy included as part of staff responsibilities Conservation goals met (y/n) Biennial reporting Develop a biennial CEMP update report to track the status of the actions within the Plan. All Medium priority (July 2015 July 2017) Building Caledon labour cost only Number of update reports developed Monitoring and tracking of CEMP progress Improved understanding among staff and the public on the Town s energy initiatives Incentive tracking Develop an incentive-tracking database that can be referenced during the development of budget and project implementation, and overall energy reporting. E & E High priority (July 2014 July 2015) Cost savings dependent upon the Provinces new CDM funding program framework Caledon labour cost only Incentive-tracking database developed (y/n) Dollar value of incentives in database Number of incentives in the database Central database of incentives available to staff for easy access Increased likelihood of applying for and utilizing available incentives Increased number of energy efficiency projects implemented Increased staff awareness of available incentives Energy dashboard Develop / purchase an energy dashboard at Town Hall, and feature on the Town intranet to allow all staff to view energy trends and use. E & E, Manager Civic Properties Ongoing Building $2,000 Energy dashboard developed/purchased Improved staff engagement of energy use at Town Hall Improved awareness and understanding of energy use at Town Hall Data integrated into awareness campaigns 29

30 Monitoring and Tracking: WHAT S NEXT Programs Activity Task Groups involved Priority / timeframe Savings Estimate of Cost Key Performance Indicator Benefit / anticipated results Touch screens to display energy information at Recreation Facilities Purchase touch screens for each major recreation centre to display information related to facility specific and Town wide energy initiatives. E & E, Facility Managers, Purchasing Medium priority (July 2015 July 2017) building Linked with Energy dashboard Number of users Number of touch screens installed Improved awareness and understanding of energy use Public education and engagement of Town s energy commitments 30