Deep Energy Retrofits · 2017-08-29 · 3. Deep retrofit best practices 4. Conclusion and...
Transcript of Deep Energy Retrofits · 2017-08-29 · 3. Deep retrofit best practices 4. Conclusion and...
Tampa Convention Center • Tampa, Florida
Deep Energy RetrofitsAugust 15, 2017
Track 6, Session 3
Cara CarmichaelRMI
Kinga Porst-HydrasGSA
Randy SmidtARMY
Yolanda Robinson-Freeman
NNSA
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1. What is a deep retrofit?2. How are deep retrofits being applied at the
Federal level?
3. Deep retrofit best practices
4. Conclusion and discussion3
Agenda
Lessons learned, tools and insights from multiple perspectives
GSA’s National Deep Energy Retrofit Program
Army’s Deep Retrofit ESPC Program
DOE’s Facilities Infrastructure Restoration and Modernization Program
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WHAT IS DEEP RETROFIT?
Integrative Design Process
Achieve ≥ 40% energy savings
Positive impacts to site and grid
Whole Systems PerspectiveBuilding, site/campus and lifecycle
Improved project economics
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BENEFITS OF DEEP ENERGY RETROFITS
• Infrastructure improvements• Job creation• Public private partnerships• Cost savings• Increased energy security and resiliency• Reduced exposure to utility price volatility • Attract and retain quality staff• Energy efficiency is the cheapest fuel source• Bipartisan support
Bottom Line: In line with administration priorities and provides best overall value.
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Federal Investment in Facility Efficiency
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• Cost of energy saved: $25 / million Btu• Return on Investment 2007-2030: 2.3 years• Meets even very conservative payback calculations, also shows perhaps
we could be doing more!
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Assumptions/Rules of Thumb for Savings Return
DOE IDIQ ESPC Awarded Projects Summary, May 2017
Project Count
ProjectInvestment
GuaranteedCost Savings
AnnualEnergySavings
(btu x 10^6)
CumulativeEnergySavings
(btu x 10^6)
Annual-Btu-saved/$1-of-
investment
Cumulative
Energy Saved (w/ O&M, etc.)$/million Btu
Return on Investment
Total for FY 1998 5 6,575,201$ 17,162,375$ 60,931 783,240 9,267 $21.91 2.61Total for FY 1999 15 40,950,583$ 94,265,528$ 340,539 5,660,293 8,316 $16.65 2.30Total for FY 2000 20 62,161,736$ 131,703,866$ 609,730 9,510,029 9,809 $13.85 2.12Total for FY 2001 31 126,376,566$ 273,213,735$ 869,148 13,374,390 6,877 $20.43 2.16Total for FY 2002 19 112,866,816$ 340,061,131$ 1,032,973 21,194,077 9,152 $16.05 3.01Total for FY 2003 39 260,867,190$ 541,848,764$ 2,543,263 35,515,859 9,749 $15.26 2.08Total for FY 2004 6 28,366,270$ 66,492,625$ 310,836 5,496,755 10,958 $12.10 2.34Total for FY 2005 9 75,391,097$ 201,465,006$ 1,398,118 30,787,712 18,545 $6.54 2.67Total for FY 2006 22 163,960,554$ 410,192,500$ 1,233,397 22,143,688 7,523 $18.52 2.50Total for FY 2007 15 149,177,735$ 371,703,394$ 957,303 16,206,513 6,417 $22.94 2.49Total for FY 2008 21 293,469,669$ 756,653,562$ 1,805,188 34,187,748 6,151 $22.13 2.58Total for FY 2009 23 397,338,861$ 1,493,828,946$ 4,681,992 86,523,921 11,783 $17.26 3.76Total for FY 2010 37 528,378,174$ 1,162,276,810$ 2,598,197 42,882,708 4,917 $27.10 2.20Total for FY 2011 7 252,650,259$ 916,419,640$ 418,087 7,952,004 1,655 $115.24 3.63Total for FY 2012 9 182,449,202$ 340,520,991$ 768,505 14,757,644 4,212 $23.07 1.87Total for FY 2013 22 278,140,200$ 504,714,514$ 1,240,130 18,569,274 4,459 $27.18 1.81Total for FY 2014 25 452,555,491$ 907,464,001$ 1,696,051 32,393,260 3,748 $28.01 2.01Total for FY 2015 9 187,978,442$ 451,152,148$ 876,840 17,829,351 4,665 $25.30 2.40Total for FY 2016 21 718,966,109$ 1,429,751,381$ 1,894,441 38,144,627 2,635 $37.48 1.99Total for FY 2017 16 659,580,916$ 1,512,823,080$ 2,079,747 45,863,451 3,153 $32.99 2.29
Grand Total 371 $4,978,201,071 $11,923,713,997 27,415,416 499,776,544 5,507 $23.86 2.40
FY 2007 - FY 2016 $3,441,104,142 $8,334,485,387 16,936,734 309,447,050 4,922 $26.93 2.42
Source: FEMP – July 2017 analysis. http://energy.gov/eere/femp/federal-facility-annual-energy-reports-and-performance
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73 facilities, 40 million square feet
26 task orders awarded (2014 – 2016)
34% average energy reduction
$541 million implementation cost
$21.5 million annual savings
905 billion Btus annual energy reduction
One Net Zero ESPC project
Goals:
Increase use of PPP
Retrofit plans that move a building towards net-zero energy use
Use of innovative technologies
Achieve deep(er) energy savings than in past projects
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GSA’s National Deep Energy Retrofit Program
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% E
nerg
y Sa
ving
s
NDER Project % Energy Savings
NDER Program Average
Other Federal ESPC Project Average
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Round 1 Round 2
NDER 1 & 2 Results
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GSA’s keys to success
Emphasis on deep retrofits in the notice of opportunity
Design charrettes reinforced the need for ESCOs to dig deeper and propose ECMs with longer simple paybacks
Central Program Management Office provided central source of information for GSA regional managers
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• Army Real Property Portfolio ~ 1 Billion Square Feet (approximately 30% of all Federal SF)
• Campus Approach – Our “Facilities” are small cities, not just individual buildings
• Largest Single Facility Energy User in USA
• Energy Security & Sustainability (ES2) Strategy
• Net-Zero Philosophy• Energy• Water• Waste
• Everything we do is for Mission Readiness
The World of the Army
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• Started UESC program in 1992 and ESPC program in 1996, longtime champion
• Third Party Investment of over $2.5B• Over $1B investment just in last 5 years• Over 245 ESPC Task Orders/modifications• Over 375 UESC Task Orders/modifications• Largest ESPC program in Federal Gov’t• Second Largest UESC program in Federal Gov’t
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Army’s ESPC/UESC Portfolio
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• Senior Leader support• HQ Dept of Army provides guidance and
framework for program support, but installations generate and champion projects at the local level.
• Quasi-centralized contracting, maintains expertise in specialized contracting.
• Phased approach allows execution in manageable pieces.
• Not overly prescriptive RFPs/NOO.• Open, Early, honest communication, including
charrettes with all stakeholders• Longer terms and bundled projects
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Army’s Keys to success
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• Overview• Focused effort to deliver necessary
improvements to DOE’s facilities and infrastructure using public-private partnerships.
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DOE’s Facilities Infrastructure Restoration and Modernization (FIRM) Program
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• ObjectiveDOE has used public-private partnerships to install more $520 million in infrastructure improvements across the complex since 1999• Given the limited availability of appropriated
funding, ESPC and UESC projects are an ideal vehicle for upgrading energy performance and resolving the backlog of deferred maintenance issues in our facilities.
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DOE’s Facilities Infrastructure Restoration and Modernization (FIRM) Program
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• Participant Benefits• Meet goals and demonstrate leadership• Mobilize capital to address long-standing
issues or site needs• Enhance mission effectiveness• Boost employee productivity and recruitment:
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DOE’s Facilities Infrastructure Restoration and Modernization (FIRM) Program
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GSA-RMI Report: Summary of Deep ESPC Savings
60%
40%
100%
53% 54%
43%
68%
45%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
GSA - New Carrollton
Navy - NAS Oceana
GSA - Almeric Christian
Army - Fort Buchanan
DOS -Nicaragua Embassy
GSA - King Brickell
City of Boulder
Nat'l Archives and Records Adm. - NARA
Energy Cost Savings
Average Federal ESPC Savings
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Case Study OverviewProject Name
Location ESCO Energy Savings
Investment Value and % Appropriated
Contract Term
New CarrolltonFederal Building
New Carrollton, MD Ameresco, Inc. 60% $44.6M (1%) 22 years
NAS Oceana Virginia Beach, VA Trane U.S., Inc. 40% $89.6M (0%) 17 years
Almeric Christian Saint Croix, USVI
Schneider Electric 100% $6.4M (0%) 19 years
Fort Buchanan San Juan, Puerto Rico
JohnsonControls, Inc. 53% $71.1M (0%) 18.5 years
Nicaragua Embassy
Managua, Nicaragua
Lockheed Martin 54% $15.0M (0%) 25 years
King Brickell Miami, FL FPL Energy Services, Inc. 43% $4.4M (51%) 15 years
City of Boulder Boulder, CO McKinstryEssention, LLC 68% $16.2M (29%) 15 years
NARA (Multiple) Honeywell ESG 45% $11.1M (0%) 16 years
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What is Required to Achieve Deep Retrofits
Buildings that have not undergone recent energy retrofit projects
Emphasis from agency
Thorough audit process to identify ECMs
Integrated design approach
Realization that deep retrofits cost more
(in terms of energy savings per dollar invested)
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Deep Retrofit Best Practices
1 Set
Aggressive Goals
2Collaborate
with Diverse Stakeholders
3Use Iterative,
Holistic Design
Processes
4Incorporate
Ongoing Involvement
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Best Practice #1. Set Aggressive Goals
Establish long-term goals that align with facility masterplan
Clearly state desired outcomes and constraints
Push for longer contract terms to achieve deep, bundled savings
1
2
3
This image cannot currently be displayed.
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FULLY LEVERAGE APPROPRIATED FUNDING
• Inevitably, appropriations will fall short of ‘cost effective’ upgrade needs
• Plan B should include combined private ESPC/UESC funding
• Longer payback measures should be funded through appropriations and shorter term measures financed through ESPC/UESC.– Timing is key – ESPC work must align
with appropriated funding.– Legal understanding and engagement
• Source: https://d231jw5ce53gcq.cloudfront.net/wp-content/uploads/2017/06/ASHRAE-D-LV-17-006.pdf
Visit Track 14 Session 5: ‘Public Private Partnerships’ 10:30-12:00 for additional info
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Deep retrofit over time
Do load reduction ECM’s with or before equipment replacement
Load Reduction ECM’s:• Lighting• Sealing and weatherization• Window replacement or
films
• Roof or wall insulation• Shading• Daylighting• Plug load reduction
• Controls (i.e. DCV, programmable Tstats)
• Passive strategies (i.e. night flush w/ thermal mass)
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Almeric Christian Federal BuildingFirst Net Zero ESPC
• GSA Region 2
• Schneider Electric selected in 2012, through NDER, to implement ESPC
• TO awarded September, 2013
• Construction completed September, 2014
• Project parameters• $6.4 million investment• $0.5 million/year guaranteed
savings• 19 year finance term
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Key Facts
Building Characteristics:• Location: St. Croix, Virgin Islands• Floor Area: 57,872 ft2
• Original Construction: 1989• Tenant: Federal Courts• Baseline EUI: 57 kBtu/ft2
• Local Utility Rate: $0.52/kWh
Project Details:• Project Duration: Approx. 24
months, 12 each for development & construction
• Investment Value: $6.4 million• Projected Energy Reduction: 100%• Projected Savings: $500,000/year• Contract Term: 19 years
Energy Exchange: Connect • Collaborate • Conserve27
Keys to Success
• Well-structured communication plan
• Building tenant buy-in• Proactively addressed tenant concerns
• Consideration of unique project characteristics• Utility rates• Security requirements
• Information collection and dissemination processes could be improved• More existing asset data needed• Standardized central location for all
project information
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Fort Buchanan ESPC
The Fort Buchanan ESPC• Stemmed from Army’s
Net Zero Initiative• Utilized comprehensive,
long-payback measures balanced by shorter-term ECMs
• Helped the base achieve 53% energy and 70% water savings
Energy Exchange: Connect • Collaborate • Conserve29
Key Facts
Building Characteristics:
• Location: Guaynabo, Puerto Rico• Number of Buildings: 73• Total Floor Area: 1.7 million ft2
• Original Construction: 1940-present• Baseline EUI: 55 kBtu/ft2
• Utility Rate: $0.22/kWhProject Details:
• ESCO: Johnson Controls, Inc.• Managing Agency: U.S. Army• # Task Orders: 2*• Project Duration: 38 months• Investment Value: $71.1M• Projected Energy Reduction: 53%• Projected Savings: $4.8M per year• Contract Term: 17-20 years
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Technical Specifications
• Key ECMs• Lighting replacements and
controls• HVAC improvements
• Water Conservation• Rainwater harvesting• Smart irrigation system• 70% reduction, 52 Mgal/yr saved
• Renewables• 5.4 MW solar PV • 875 kW wind turbines• 106 MmBtu/yr solar thermal
• M&V • Option B: renewable systems• Option A: all other ECMs
Invested First-Year Savings
Simple Payback
PV Generation $28.43M $1.53M 19 yrsLights & Occupancy Sensors $7.38M $1.1M 7 yrs
HVAC $7.04M $613k 12 yrsWind Generation $5.10M $179k 29 yrsWater Solutions $4.35M $590k 7 yrsAir Cooled Chiller $4.26M $236k 18 yrsEMCS $3.29M $445k 7 yrsLED Street Lights $890k $85k 11 yrsRoof Insulation & Reflective Membrane $660k N/A N/A
Retro-Commissioning $570k $5k 11 yrsSolar Water Heating $180k $5k 33 yrs
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Key to Success
• ECM Bundling– $23.5M shorter-payback ECMs (7-12 years)– $38.0M longer-payback ECMS (18-33 years)
• Aggressive Goals– Specified Net Zero Water pilot site– Program supported by Army goals (e.g. security)– Program established project philosophy for water and energy
• Value Beyond Energy Savings– Projected O&M savings: $268k/year– O&M and water contribute 18% of total savings
• Project Champion and Interdisciplinary Project Team
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AdministratorNNSA Act
Gives Authority
Procurement Executive(NA-APM-10)
Full Delegation
Head of theContracting Activity
Limited Delegation
Site Office Contracting Officers
Subject to Appointment Limitations and NNSA Coordination and Approval Process (CAP)
Formal Contracting Officer
Warrant Appointment
Acquisition Management
Contracting Officers
Formal Contracting Officer
Representative
Delegation Letters
HQ or Site Office M&OContracting Officer
Representatives
HQ or Site OfficeContracting Officer
Representatives Formal Contracting Officer
Representative
Delegation Letters
NNSA Flow of Contracting Authority
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Acquisition Personnel Roles and Responsibilities
• Contracting Officer (CO): A person with the authority to enter into, administer, and/or terminate contracts. The only Federal position, 1102, who has the authority to contractually bind the Government
• Contracting Officer’s Representative (COR): Authorized representative of the CO– Can issue technical direction per written delegation, and accept
performance– Cannot change scope, schedule, price or terms– Must be a Federal employee– Appointed in writing by a Contracting Officer– No Conflicts of Interest
• Federal Project Director (FPD): An individual responsible for planning, organizing, directing, controlling, and reporting on the status of a capital asset project
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Flow of Contractual Relationships
NNSA CO/COR Contractors Subcontractors
Direct Relationship Direct Relationship
No Direct Relationship
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Lessons Learned
• Involve the site contracting personnel early in the acquisition process if the site will be responsible for contract administration.
• Appoint a qualified, experienced Contracting Officer Representative Federal Project Director
• Revisit, review Tri-Party Agreement continuously. Revise as necessary.• Ensure that the Tri-Party Agreement is executed and that roles and
responsibilities for all phases of the contract are clearly documented.• Ensure understanding that privity of contract (ESPC) lies between NNSA
and the ESCO• Clearly understand safety and security requirements and how they will
impact the all phases of the contract.• Understand that the M&O contractor can change (site management)
during any phase of the ESPC process, thereby requiring a mod to incorporate procedural changes, etc.
• Construction & design appears to be the most vulnerable phase of the process.
• Ensure that communication lines and methods are clearly understood by all parties involved.
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Pantex Wind Farm
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Best Practice #2. Collaborate with Diverse Stakeholders
Map out key decision makers and influencers
Maintain stakeholder engagement
Mitigate the effects of personnel turnover
1
2
3
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Quantify the benefitsbeyond energy cost savings4 1x : 10x : 100x
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Diverse and broad Stakeholder team
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As we move toward more efficient and net zero energy buildings, plug loads play a big role in energy use, between 30% - 60% of a buildings energy use.
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Occupant engagement is critical
0%10%20%30%40%50%60%70%80%90%
100%
J. Craig VenterInstitute
Jacobsinstitute for
Designinnovation
University ofWY Visual Arts
Facility
City ofBerkeley WestBranch Library
service waterheatinglighting
fans
Pumps
cooling/dhw
heating
Office/lab/plugloads/freezers
Source: 1. http://www.aiatopten.org/, 2. 2013 UCLA meta-analysis of 156 field studies http://papers.ssrn.com/sol3/papers.cfm?abstract_id=2273850
7.4% reduction in energy use due to behavioral strategies.2
• Energy kiosk and educational signage
• Certifications and awards
• Training programs and fact sheets
• Energy competitions
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• In Support of the GSA ESPC Effort:– Created a Program Management Office (PMO) March 2012:
• Provide Guidance and Capture Best Practices• Provide Subject Matter Experts to Support Regions
During ESPC Development• Provides Quality Assurance to Regional ESPC
Contracting• Develop System to Ensure Essential EPSC
Administration During Contract Performance Period• PMO Membership Includes Portfolio, Budget, Finance, Energy
Team, Contracting, and Regional Representatives and Subject Matter Experts
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GSA – ESPC Program Management Office
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• PMO/Dedicated Contracting Personnel• A Preset Agenda for Weekly Meetings• Provided More Information at the PA Kick Off• Provide the Utility Escalators at PA Kick Off• Reasonable Number of Task Orders to Match Resources• Schedule a Baseline and M&V Meeting Outside of Regular Meetings• Keep a Cohesive Comment Form Throughout All Reviews. • Independent Cost Estimator • Centralized Contracting Reviews Equate to Quicker Reviews• Adding Appropriated Funds, if Possible, into the Planning Process• M&V – If a Larger Retrofit, Utilize 3-year Option C M&V
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PMO Best Practices
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Rock Island Arsenal ESPC• Collaboration between
major mission tenant and the host installation
• Maintained engagement through multiple phases
• Enhanced mission by modernizing WWII era industrial processes
• Solved emissions issues by decentralizing coal-fired heating plant
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Rock Island Arsenal ESPC
FY14 ESPC, Air Exchange System as part of ESPC at Rock Island Arsenal, IL
Energy Exchange: Connect • Collaborate • Conserve
• ESCO: Honeywell• Managing Command: Installation Management
Command (IMCOM)• Mission Command: Army Materiel Command• # Task Orders: 3 T.O.s plus 3 modifications• Project Duration: phases executed over 2 years• Investment Value: $86.2M• Projected Energy Reduction: 46%• Projected Savings: $6.2M per year• Contract Term: 16-17 years
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Project Facts
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• Facilities Improvements: HVAC, Water and Sewer conservation
• Industrial Modernization: Industrial process improvements to Finishing Line & Painting Line, Compressed Air Optimization
• Central Plant: Decentralization of Coal-Fired Central Plant and conversion to decentralized Natural Gas
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Main ECMs
FY15 ESPC – New Boilers, Rock Island Arsenal, IL
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• Multiple stakeholders collaborated to enhance mission readiness.
• Solved problems other than energy issues that were critical to the success of the mission.
• Not only phased, but Task Orders grouped by area of focus: facility, process, central plant
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Keys to Success
Energy Exchange: Connect • Collaborate • Conserve
• Multifunctional Team hold weekly meetings • Adopt a “get it done” Attitude • Empower a project champion• Accountability• Buy in from the M&O• Solid communication plan • Well vetted scope
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DOE’s Keys to success
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Best Practice #3. Use a Holistic Design Processes
Whole building energy modeling
Master integrative design1
2
Energy Exchange: Connect • Collaborate • Conserve49
Integrative Design Process
Controls Lighting
Plug Loads
EnvelopeHVAC
Renewables DHW
Occupant Behavior
Optimize the WHOLE,not the parts
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1. Better buildings, lower energy costs
2. Downsizing or eliminating mechanical and other systems - and therefore avoiding capital costs
• Central plant expansion, nat gas, lighting, chillers, perimeter heating
3. Reclaim square footage or roof space due to reduced mechanical space
4. Allowing for more cost-effective measures to “finance” longer payback measures
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Integrative Design Process
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New Carrollton Federal Building
Building Characteristics:• Location: Near Washington, DC• Floor Area: 1.2 million ft2
• Original Construction: 1994• Tenant: IRS• Baseline EUI: 121 kBtu/ft2
Project Details:• ESCO: Ameresco• Managing Agency: GSA• Project Duration: 38 months• Investment Value: $40M• Projected Energy Reduction: 60%• Projected Savings: $2.5M per year• Contract Term: 22 years
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Energy Exchange: Connect • Collaborate • Conserve
Keys to Success
• Integrative Design and Focus on End-Use
• Project Champions• National GSA office• Building Facility Manager• Project facilitator
• ECMs Saved with Design Compromises• PV array and rain gardens• Window films and roof replacement
• Well-Structured Communication Plan• NDER Program
• Standardization of processes• Streamlining of legal and logistical hurdles• Potential for improvements in commissioning of integrative design
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Energy Exchange: Connect • Collaborate • Conserve
• ECMs for demand reduction linked with generation projects that can cover half of load.
• Multiple phases executed in 3 Task Orders achieved 48% energy savings.
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Adelphi Research Lab
FY14 ESPC, Adelphi, MD 2.1 MW PV
Energy Exchange: Connect • Collaborate • Conserve54
Key Measures
331 kW Solar PV Rooftop
Rain Water HarvestingNew ValvesNew Controllers
New High Efficiency Dry-Type Transformers
Data Center HVAC Upgrades
DDC Automation
Occupancy Sensors for Room Lighting & HVAC
Integration to Garrison’s controls front-end with Sequence Optimization
For Cooling Tower Make-Up
Combined Heat & Power
Multiple low-efficient transformers consolidated into new right-sized efficient transformers
All PV includes revenue grade metering and monitoring
2.2 MW at Central Plant
1,729 kW Solar PV Carports
Base-wide Application
Five computer server rooms
5 New High Efficiency Rooftop Units
Energy Exchange: Connect • Collaborate • Conserve
• Look for systems integration• O&M issues reveal energy-saving opportunities
- 84% of equipment past expected service life• Team: Management, Contracting, O&M, ESCO,
Higher Headquarters, Customer, and Installation Sub-Contractor
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Lessons Learned
Energy Exchange: Connect • Collaborate • Conserve
• Performance based contracts transform current energy use into infrastructure improvements by monetizing energy savings
• The value of these energy savings is maximized when– They are augmented with energy-related savings
(i.e., maintenance savings)– They are derived from projects with longer simple
paybacks, as through deep energy retrofits• Deeper energy savings enable deeper
improvements in infrastructure
Maximizing Infrastructure Improvements Through Deep Retrofits
Energy Exchange: Connect • Collaborate • Conserve
• Goal to award $125 million in new ESPC, UESC, PPA, etc. annually beginning in 2018
• NREL expertise available to sites to jump start the project development process
• Coordination of DOE/NNSA program offices to streamline project award/implementation process
• Series of three DOE-wide design charrettes to ensure DOE/NNSA program offices, individual sites, contracting staff, ESCOs and utilities are trained in the integrative design process necessary to achieve deep retrofits and maximize infrastructure improvements
DOE FIRM: Facilities and Infrastructure Restoration and Modernization Program
Energy Exchange: Connect • Collaborate • Conserve58
4. Incorporate Ongoing Involvement
Include BAS installation or upgrades
Incorporate an occupant engagement program
1
2
3
Multiple Modifications to a task order
4
More involved and continuous M&V
5
Select ’Ripe’ projects
Energy Exchange: Connect • Collaborate • Conserve
• Identifying projects with potential for a deep retrofit
• Deep Retrofit technical triggers:1. Older HVAC equipment at the end of its useful life or failing, poorly designed or implemented building systems.2. Poor Occupant Satisfaction Thermal Comfort Ratings.3. Old or failing major building envelope components .4. Older/inefficient lighting systems.5. Occupant turnover or change of use
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GSA Project Selection Workbook
Energy Exchange: Connect • Collaborate • Conserve
• gBUILD, FMIS, REXUS, and EUAS• ARRA Project Overview• Building Expenses, Mechanical Expenses/GSF • Energy Consumption, EUI % difference• OCS comfort rating
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Utilize Existing Building Data
Energy Exchange: Connect • Collaborate • Conserve
Narrow the list of buildings to a more manageable numberMethods to further investigate options:1.Projects can either be disqualified due to recent major HVAC, envelope, controls upgrades or prioritized due to no recent work in this area.2. If a building has potential performance issue and the lease is about to end, this impending change of use is a big potential for accessing the space and adding work to existing retrofit plans. 3. Integrate OCS data for all buildings. By adding this data, an analysis of low overall occupant satisfaction ratings by building could suggest a need to use a DER to address this problem.
The Project Selection Workbook search tool will help automate andexpand the search process to make the process more manageable and data driven.
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Portfolio Planning
Energy Exchange: Connect • Collaborate • Conserve
• Long term strategic plan with multiple phases.
• Load reduction paired with onsite generation provides energy security for mission readiness.
• EMCS/Building Operations Control Center (BOCC) for majority of installation.
• Building Energy Monitor Program
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Fort Knox UESC and ESPC
District Ground Source Heat Pump Plant
Energy Exchange: Connect • Collaborate • Conserve
• Just under $300M investment value over 100 UESC task orders and an ESPC awarded over a 20 year period.
• Achieved 57% savings with another 8% reduction currently in construction for 65% reduction overall.
• Large District Ground Source Heat Pump Loop
• Combined UESC, ESPC, and Utilities Privatization efforts enable installation to completely island from the grid.
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Project Facts
CHP Plant, Ft Knox
Energy Exchange: Connect • Collaborate • Conserve64
In conclusion…
• The keys to successful deep ESPC
projects are communication,
deliberate goal setting, and
integrative design
• Deep ESPCs are a responsible
investment of taxpayer money
• Investing in efficiency today
increases resiliency, improves
health and productivity and
supports goals like net-zero
energy
Energy Exchange: Connect • Collaborate • Conserve
With your neighbor, discuss:
1. What resonated? 2. What do you still have questions on?3. What are you doing currently?4. What else could you do to get to deeper
savings?
Questions for our panel? Comments to share?65
Thoughts?
Energy Exchange: Connect • Collaborate • Conserve
• Path to a Deep Retrofit: Owner’s Practice Guide: https://d231jw5ce53gcq.cloudfront.net/wp-
content/uploads/2017/04/2015-02_Path_to_DR_using_ESPC.pdf
• Deep Energy Retrofits Using Energy Savings Performance Contracts: Success Stories
http://www.rmi.org/Content/Files/Deep_Energy_Retrofits_Using_ESPC.pdf
• Deep retrofits and combined funding https://d231jw5ce53gcq.cloudfront.net/wp-
content/uploads/2017/06/ASHRAE-D-LV-17-006.pdf
• Deep Retrofit Value Guide: https://rmi.org/insights/reports/calculate-present-deep-retrofit-value-
investors/?preview=true
• Integrative Design Principles: https://www.rmi.org/our-work/areas-of-innovation/office-chief-
scientist/10xe-factor-ten-engineering/
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Additional Resources
Energy Exchange: Connect • Collaborate • Conserve67
Thank you!
Cara CarmichaelRocky Mountain Institute
Kinga Porst-HydrasGeneral Services Administration
Randy SmidtARMY
Yolanda Robinson-FreemanNational Nuclear Security
AdministrationYolanda.R-