Resource Efficiency in Leisure Centres and Sports Facilities … · 2015-08-26 · fifteen leisure...
Transcript of Resource Efficiency in Leisure Centres and Sports Facilities … · 2015-08-26 · fifteen leisure...
Resource Efficiency in Leisure Centres and Sports Facilities
Guidance Document
Guidance Document | 2
Contents
1 Introduction 3
1.1 Background 3
1.2 Scope of this guidance document 3
2 Summary of data benchmarking results 4
2.1 Energy benchmarking performance 4
2.2 Energy and water consumption profiling 6
3 Summary of common utility data issues 8
3.1 Energy 8
3.2 Water 8
3.3 Waste 9
4 Assessment of site ‘operation and management’ 10
5 Summary of typical ‘resource improvements’ 11
5.1 Overview of key resource efficiency measures by category 11
6 Overview of key identified improvement measures 13
6.1 Energy awareness 13
6.2 Heating and ventilation 14
6.3 Lighting 18
6.4 Direct Pool 19
6.5 Other equipment 21
6.6 Renewables - solar photovoltaic (PV) 23
6.7 Water management 24
6.8 Waste minimisation/management 28
7 Key regulatory requirements impacting on leisure centres in Scotland 29
8 Strategic implementation guidance 30
9 For more information 31
Appendix 1: Template for an ‘on-site audit’ checklist 32
Appendix 2: Resource management performance matrices 34
Appendix 3: Benchmarking guidance for leisure centres 37
Guidance Document | 3
1 Introduction
1.1 Background
There is considerable scope for reducing resource use, carbon emissions and therefore
running costs from Scottish Public Sector leisure centres and sports centres. Energy, water
and waste costs can account for over 30% of the running costs of a facility and there are
many opportunities for reducing these costs. Many of the improvement opportunities
available to leisure centres are no cost or low cost with a short term payback. For example
a 10% saving in resource costs of all currently operating facilities in Scotland could result in
a £7 million annual saving.
This guidance document has been developed by Zero Waste Scotland’s Resource Efficient
Scotland programme to enable leisure centre staff to make environmental and cost savings
by the inclusion of small, simple changes as well as larger investments. This guidance
document also aims to advise managers and individuals on how to take responsibility for
their own resource consumption by empowering them to make informed decisions on
managing resource use.
Zero Waste Scotland is funded by the Scottish Government to support the delivery of its
Zero Waste Plan and other low carbon policy priorities. Through the Resource Efficient
Scotland programme, businesses and organisations across the private, public and third
sectors in Scotland are advised and supported to use resources, including energy, water and raw materials more efficiently.
1.2 Scope of this guidance document
This guidance document is based around issues and opportunities identified during resource
efficiency audits covering energy, water and waste carried out as a representative sample of
fifteen leisure centre sites across Scotland. These sites included combined wet / dry
facilities, dry only facilities, ice rinks and pool only facilities.
It also provides guidance to leisure centres on assessing how their facilities are performing
in relation to available benchmarks and examines how resources are used in the facilities.
This guidance document also considers typical utility type data management challenges
within this sector.
Both technical and strategic options for reducing resource use are proposed along with
guidance on how these can be implemented. This is supplemented by information on the
key legislative drivers that influence resource use in leisure centres and sports facilities.
Finally, guidance is provided on availability of advice and funding to support implementation
of the cost saving measures highlighted throughout this document.
Guidance Document | 4
2 Summary of data benchmarking results
2.1 Energy benchmarking performance
Prior to commencing an energy audit programme at a leisure facility, it will be beneficial to
determine how well the centre is performing against national energy performance standards
by undertaking an energy benchmarking exercise.
Energy performance indicators give a measure of activity based energy use, which can be
compared with equivalent sector benchmarks. Energy consumption benchmarks are
published in Good Practice Guides for different buildings and some processes. In the case of
leisure centres, sector comparative energy benchmarks are available from the Chartered
Institute of Building Services Engineers (CIBSE) Guide F
(http://www.cibse.org/knowledge/cibse-guide/cibse-guide-f-energy-efficiency-in-buildings).
Guide F presents ‘typical’ and ‘good practice’ values for different types of buildings (e.g.
leisure pool, dry sports centre, ice rink) as a ‘specific energy ratio’ being kWh per floor area
in square meters (kWh/m2).
CIBSE Guide F benchmarks value for various types of leisure centre are shown in Table 2.1
below. The values have not been adjusted and are based on data from 2001.
Table 2.1 CIBSE Benchmark Values (kWh/m2)
Typical Good Practice
Heating Electricity Heating Electricity
combined centre 598 152 264 96
dry sports centre
(local)
343 105 158 64
fitness centre 449 194 201 127
ice rink 217 255 100 167
leisure pool centre 1321 258 573 164
sports ground
changing facility
216 164 141 93
swimming pool (25m)
centre
1336 237 573 152
Table 2.1 and Graph 2.2 below show the % of number of “typical” leisure centre sites which
fall into each performance category for electricity and heating fossil fuel consumption. These
findings have been based on the afore mentioned Resource Efficient Scotland leisure centre
audit programme where 15 sites in 6 Local Authorities were short listed and surveyed in
2015.
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Graph 2.1 Electricity benchmark performance
Graph 2.2 Heating fuel enchmark performance
The above performance graphs clearly demonstrate that the findings from this
representative sample suggest that there is significant potential to improve energy
performance across Scotland’s leisure centre sector.
Further information regarding ‘benchmarking guidance’ for leisure centres is provided in
Appendix 3.
0%
33%
67%
Electricity benchmark performance
Better than GoodPractice
Between Typical& Good Practice
Worse thanTypical
13%
67%
20%
Heating fuel benchmark performance
Better than GoodPractice
Between Typical& Good Practice
Worse thanTypical
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2.2 Energy and water consumption profiling
Either prior to or during a utility based resource audit, it is important to have some
understanding as to how resources are being consumed. The following energy and water
profiling piecharts (Graphs 2.3, 2.4 and 2.5) represent estimated energy/water consumption
spilt for typical ‘dry & wet’ leisure centre sites as summarised from the findings of the
representative sample of fifteen leisure centre sites audited across Scotland.
Graph 2.3 Typical CO2 Breakdown for 'Dry & Wet' leisure centre
Graph 2.4 and Graph 2.5 below present a more detailed breakdown of electricity and gas
usage for typical ‘dry and wet’ leisure centre facilities as summarised from the findings of
the representative sample of fifteen leisure centre sites audited across Scotland.
Graph 2.4 Typical Electricity CO2 Break down for 'Dry and Wet' Leisure Centre
57.3%
41.4%
0.4% 0.9%
Typical CO2 breakdown for 'dry & wet' leisure centre
Electricity
Gas
Water
Waste Water
23%
2%
36%
5%
4%
19%
5%
6%
Typical electricity CO2 breakdown
Lighting
Fitness Equipment
Ventilation
A/C
Sauna/Steam
Pool Pumps
Auxiliary Pumps
Other Electrical
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Graph 2.5 Typical gas CO2 Breakdown for 'Dry and Wet' leisure centre
The above graphs provide a useful indication as to what areas typically need to be focused
on when trying to reduce resource consumption in ‘dry and wet’ leisure centres being
primarily lighting, ventilation systems, pool & pool auxiliaries and domestic hot water
systems. These breakdowns have been summarised from the findings of the representative
sample of fifteen leisure centre sites audited across Scotland. The short list was derived
from analysis of energy and water data for a total of 57 sites that were nominated by their
respective Local Authorities Energy Manager. The analysis consisted of comparing
performance against recognised professional benchmarks with the worst performers and
high consumers taking a priority.
30%
3% 17% 20%
10%
15% 5%
Typical gas CO2 breakdown
Pool Hall Ventilation
Backwashing
Domestic Hot WaterHeating
Swimming Pool WaterHeating
General Heating
Dry Ventilation
Miscellaneous
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3 Summary of common utility data issues
The following represents some of the common types of data related issues across typical
leisure centres.
3.1 Energy
Some of the ‘energy’ data issues identified at typical ‘trust or local authority’ managed
leisure centres included the following:
It was identified that generally councils collect meter reads from public leisure
centres in Scotland and data is then managed and reported externally to the leisure
centre from Council central energy units.
Energy performance trends are generally not effectively communicated back to the
leisure centre for further investigation.
Similarly, a number of sites have automatic meter reading (AMR) but this is often
only accessed by the Council and therefore little use is made of the data to
investigate potential savings. It is also anticipated that even where sites have AMR
installed that data services will be patchy from the utility supplier particularly where
gas AMR is installed.
There is little evidence that efforts are being made to correlate gas AMR Half Hourly
Data with building management systems (BMS) settings at either site or central
management level.
A lack of site sub-metering was evident, for instance no examples of sub-metering of
domestic hot water and heating gas supplies were identified during the audit
programme.
Improvement suggestions
Agree an effective reporting process between leisure centre management and council
central energy staff.
Determine how energy data will be analysed, how often and by whom.
Provide training to appropriate leisure centre staff in existing or new ‘utility’ data
management software systems and where possible provide remote ‘logon’ access.
Determine who will be responsible for the identification of and rectification of energy
trend abnormalities which may be due to a combination of poor energy management
practices, poor system efficiencies or equipment defects.
3.2 Water
Some of the ‘water’ data issues identified at typical ‘trust or local authority’ leisure centres
included the following:
It was identified that water data is generally managed in a similar way to energy
data with the Council collecting meter reads and then managing the data.
A lack of consumption data trend feedback to the leisure centre management.
At many sites it was not possible to access the water meters due to problems getting
into areas where the water meters are located for example underground, or in some
cases the site personnel not being aware of where the water meter is.
Some water meters are connected to AMR devices but many others rely on monthly
or weekly manual reads being emailed to the Council energy units.
Improvement suggestions
Agree an effective reporting process between leisure centre management and
relevant colleagues.
Determine how water data will be analysed, how often and by whom.
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Provide training to appropriate leisure centre staff in existing or new ‘utility’ data
management software systems and where possible provide remote ‘logon’ access.
Determine who will be responsible for the identification of and rectification of water
energy trend abnormalities which may be due to a combination of poor water
management practices or on site water leakage.
3.3 Waste
Some of the ‘waste’ data issues identified at typical ‘trust or local authority’ leisure centres
included the following:
Waste data is generally very incomplete across this sector at present. Other than
some details of collection regimes (i.e. number and volume of bins uplifted regularly)
there was generally no information on the actual volume or weight of waste collected
for each waste stream. There is therefore minimal waste volume information
available to enable leisure centre management decisions on waste initiatives or the
ability to set waste reduction targets in accordance with current legislation, see
section 7 of this document for more information.
Improvement Suggestions
Further information on how to improve the recording of waste data can be accessed
on the Resource Efficient Scotland website www.resourceefficientscotland.com
Guidance Document | 10
4 Assessment of site ‘operation and management’
On-site review of operational and management aspects and performance can help to
improve resource efficiency and save costs. This can take the form of an on-site resource
efficiency review and site walk-round.
A typical set of ‘performance’ matrices for energy, water and waste are provided in
Appendix 2. These are designed to clearly illustrate how a site is performing against some
key resource operational management aspects. In reality such matrices only represent a
snapshot of the current performance situation, however they can be used to monitor
performance changes during a regular review process or when improvement actions have
been undertaken.
Users of this guide are encouraged to determine their own on-site resource management
performance by utilising the matrices set out in Appendix 2. At the same time try to explain
and write down why present performance is as it is, and use this as a baseline to compare
against future performance improvement actions during regular performance reviews.
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5 Summary of typical ‘resource improvements’
5.1 Overview of key resource efficiency measures by category
Graph 5.1 and Graph 5.2 below summarise typical areas where CO2 savings can be made in
‘dry & wet’ leisure centre buildings. The graphs depict the split by CO2 savings and typical
‘pay back’ periods for the different types or category of ‘improvement measure’ across the
leisure centre sector. These breakdowns have been summarised from the findings of the
representative sample of fifteen leisure centre sites audited across Scotland.
Graph 5.1 % total CO2 savings by recommendation
Graph 5.2 shows how total savings are typically split by ‘payback period’ relative to the
overall percentage of CO2 savings. It should be noted that ‘no cost’ represents an immediate
payback, ‘short’ is less than 3 years and ‘long’ is more than 3 years.
Graph 5.2 % total CO2 savings by payback
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Table 5.1 Graph 5.1summarises typical ‘improvement measure’ categories by overall
‘average payback’ from shortest to longest and also demonstrates the % CO2 savings which
would typically be expected to be achieved for each ‘improvement measure’ category.
Table 5.1 Recommendation Category in order of ‘Payback Period’
Improvement
Category
Payback (yrs) Payback
Category
% tCO2e savings
Awareness 0 to 1 No Cost 0 to 10%
Water management 1 to 3 Short 0 to 2%
Cooling & ventilation 1 to 3 Short 5 to 15%
Other equipment 1 to 2 Short 5 to 15%
Heating & ventilation 2 to 3 Short 20 to 40%
Pool specific 2 to 4 Long 20 to 30%
Waste management 3 to 5 Long 0 to 2%
Lighting 3 to 10 Long 10 to 20%
Photo voltaic 8+ Long 2 to 5%
Guidance Document | 13
Good housekeeping campaigns can
produce energy savings of up to
10% of total consumption even
though 3 to 5% is more realistic.
6 Overview of key identified improvement measures
6.1 Energy awareness
How can it help leisure centres improve resource management and save money?
Senior management commitment is
required.
The success of awareness campaigns
depends on engaging the majority of staff,
and ensuring that a campaign does not
lapse into inactivity.
Performance data and targeting is the key to a successful on-going campaign.
Areas which would benefit from a ‘good housekeeping’ campaign specifically are
kitchen/café area, office areas, lighting throughout and HVAC controls.
Potential barriers to be aware of
A successful campaign requires considerable amount of management time.
Often campaigns become ‘tired’ and require rejuvenation.
Without tangible demonstration of results, a campaign will lose momentum.
How to take it further
Ensure senior commitment.
Appoint an energy type champion and form an energy management committee.
Analyse energy consumption data to its full capacity including benchmarking to
identify and investigate poor energy performance.
The onsite audit checklist in Appendix 1 can be used to carryout site reviews.
Develop appropriate targeted energy awareness training for staff.
Maximum use should be made of the free stickers and posters available from Zero
Waste Scotland (www.resourceefficientscotland.com/search/poster).
Energy management initiatives should be publicised, and energy awareness training
for new staff included in their induction.
Review performance improvements against baselines and targets
Visit the www.resourceefficientscotland.com website to take advantage of the latest
support including training, tools, templates and case studies to take action to
improve resource efficiency.
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Leisure Centre “booking” systems
can be used to control heating,
ventilation, cooling and lighting
schedules.
1°C air temperature reduction can
reduce associated consumption by
up to 8%, however pool hall
temperatures must remain circa 1°C
above water temperature to limit
evaporation heat loss.
Always try to set up temperature
dead bands to ensure heating and
cooling are not operating at the
same time in the same room space.
6.2 Heating and ventilation
6.2.1 Controls
How it can help leisure centres improve
resource management and save money
Check all time schedules match
requirements (e.g. operating hours in different zones) and check time and date/day
are correct.
Ensure equipment controls are set to ‘automatic’ instead of ’hand’ or ‘local’ to ensure
equipment is not running continuously.
Include advanced controls (weather compensation, optimum start/stop, BMS etc.)
where appropriate.
Suggested temperature settings – refer to table 6.1 below:
Table 6.1 Suggested temperature settings for controls
Space Temp (°C)
Normal/Diving pool water 28
Leisure/Teaching pool water 29
Training/Competition pool water 25-27
Pool hall 1°C above pool water temp
Multi-purpose 12-18 for sports, 18-21 for sedentary
Weight training 12-14
Fitness centre 16-18
Squash courts 16-18
Changing areas 20 (dry)-25(wet)
Reception, offices and circulation 18-20
Guidance Document | 15
VSDs are often installed but
set to fixed speeds so it’s
important to install new VSDs
or include existing VSDs as
part of a closed loop control
scheme to optimise savings.
Fan power has a ‘cube law’ relationship with
flow, which means that the associated energy
reduction is to the power of three compared
with the base speed reduction. Therefore, a
20% speed or flow reduction results in a circa
50% power saving and often heating savings
are also achieved.
Potential barriers to be aware of
Staff may not have direct access or training to change control settings.
BMS may not have a maintenance contract.
There are risks associated with achieving a balance between fabric protection from
excess condensation, and a balanced temperature between pool water and the pool
hall air.
Staff may not have the time to regularly review (at least monthly) control settings.
How to take it further
There is good opportunity for control improvement in most public access buildings.
Training is key, approach Council experts, or control contractors for training support.
Keep a “change log” to record all parameter changes and reasons why they occurred.
6.2.2 Variable Speed Drives (VSD) for pool ventilation systems
How it can help leisure centres improve resource management and save money
Where Air Handling Units (AHU) fans
motors are fixed speed it is highly likely
that Variable Speed Drives (VSDs) could be
installed to reduce energy consumption.
AHU fan speeds can be based on a variety
of inputs including demand sensing, time
scheduling and differential pressure
sensing.
Controls should also be automated relative
to pool hall humidity levels within the range
of 50% to 70% relative humidity (RH) and
it is particularly important to optimise savings when pool covers are used. This type
of control is known as a closed loop control scheme.
Potential barriers to be aware of
Variable speed drives may produce electromagnetic interference that can affect the
operation of electronic equipment, but appropriately CE marked and installed devices
should comply all relevant legislative requirements.
Some older motors may not be suitable for VSDs and therefore the cost of a new
motor will need to be factored in.
Cooling effectiveness of motors may reduce at low speed therefore minimum speed
thresholds may have to be set.
How to take it further
A properly controlled closed loop scheme which can ramp down AHU fans overnight
and at other suitable times should be replicable across many buildings with
swimming pools.
You will probably need to engage the services of a controls expert as well as VSD
provider / installer. The selection of a contractor that can manage all aspects of such
projects is the key to optimisation and success.
Guidance Document | 16
If a boiler is more than 15 to 20 years
old, or if it is showing signs inefficient
operation, it should be considered for
replacement, normally providing an
investment payback period of less
than 5 years.
Typical seasonal efficiency for a
standard low temperature hot water
boiler in good condition is around 70%
whereas it is estimated that the
condensing boilers could operate with
an efficiency of up to 90%.
6.2.3 Boiler replacement
How it can help leisure centres improve resource
management and save money
Boilers should be replaced with condensing gas-fired
boilers even where flow and return temperature
differential does not regularly achieve condensing
conditions¹.
It should be noted that a number of manufacturers offer
condensing boilers with a separate condensing water
return.
It is recommended that new boiler controls (sequencing,
anti-cycling etc.) are also installed at time of boiler
replacement. These can have additional savings of
between 5 and 15%.
¹ Typical condensing boiler efficiencies will drop if the boiler is unable to operate in
condensing mode. This normally occurs when the design and/or implementation of the
heating system gives return water temperatures at the boiler of over 55°C, which prevents
significant condensation in the boiler heat exchanger. Many boilers are installed with higher
flow temperature by default because a domestic hot water cylinder is generally heated to
60°C, however even partial condensing is more efficient than a traditional boiler. The
requirement for lower return temperatures means that low temperature applications such
underfloor heating or even old cast iron radiators are a good match for condensing boiler
technology. It is also beneficial if domestic hot water calorifiers can be removed from the buildings low temperature hot water system.
Potential barriers to be aware of
Disruption to services during boiler replacement and cost are major barriers. It may
be possible to mitigate disruption by planning works during the none heating season
(summer months) especially if domestic hot water demand can also be mitigated
during this period or through hire of a temporary boiler if this is not possible.
Boiler replacement risk is mitigated if detailed design and sizing is carried out by a
suitably qualified engineer or consultant.
How to take it further
A number of boilers audited in the leisure centres were in excess of 20 years old.
However they may still have useful life with regular combustion checks and
specifically burner maintenance.
A boiler expert will be able to undertake full and part load testing to determine
existing boiler combustion and seasonal efficiencies.
Guidance Document | 17
In leisure centres where water saving
measures have been implemented,
calorifiers may be oversized causing
higher standing losses than
necessary.
Un-insulated valves and flanges are
equivalent to a 1m and ½m
respectively of uninsulated pipe!
Paybacks for insulating pipework are
typically within a year and two
years for valves.
6.2.4 Water storage heater (calorifier) improvement
How it can help leisure centres improve resource
management and save money
Domestic hot water (DHW) at leisure centres is
typically generated by the gas-fired boilers through
calorifiers.
The insulation on aging calorifiers may not be up to
current standards and may well have higher standing
losses leading to poorer efficiencies of around 60%.
A more efficient DHW arrangement is an insulated
plate heat exchanger (PHE) and as required an
appropriately sized, well insulated buffer vessel.
Depending on the end-use, PHEs usually have
efficiencies of around 90%.
Where a PHE arrangement is not suitable due to
current boiler sizing, direct gas fired water heaters
could be installed.
Potential barriers to be aware of
Not all buildings are suited to PHEs as this depends on DHW rate of demand change
and which will also determine if a buffer vessel is required.
If direct fired water heaters are to be installed then the gas supply capacity will have
to be checked.
How to take if further
Calorifier make up water metering can help to determine DHW demand and rate of
change of DHW flow.
Engage with a metering expert to determine other ways to monitor DHW use, this
will help to inform an investment decision regarding change-out of calorifiers.
Undertake a professional analysis of DHW consumption to identify if a PHE, direct
water heater or a new high efficiency calorifier should be installed to replace the
existing system.
6.2.5 Heating pipe insulation
How it can help leisure centres improve resource management and save money
Properly insulated pipework, valves,
flanges, inspection plates and PHEs can
eliminate almost all heat loss.
Flexible muffs fastened with Velcro should
be used for any items requiring regular
inspection or use.
Reduced heat gains from pipes can also
reduce cooling demand in cooled zones.
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Typically LED lighting has a life time
of around 70,000 hours which is
approximately 4 to 8 times
compared with traditional
fluorescent or high intensity
discharge (HID) luminaires.
Savings depend on usage hours but
for high use areas, paybacks of 3 to
6 years are achievable.
Potential barriers to be aware of
These actions should be considered as formalising good maintenance practice.
Valve covers are frequently removed during maintenance works and not replaced.
Staff and contractors should be instructed to ensure that covers are maintained and
utilised at all times.
Uninsulated pipework is a safety risk, especially at higher operating temperatures.
Any external pipework requires both weather proof and rodent proof insulation.
How to take it further
There is typically at least some potential for pipework insulation improvement
especially in plant rooms in older buildings.
Undertake a detailed survey of existing pipe insulation; use an Infra-Red gun for a
record to support investment.
Train / inform on site staff and contractors about replacing insulation after
maintenance work.
6.3 Lighting
How it can help leisure centres improve
resource management and save money
Light Emitting Diode (LED) lighting
technology has now advanced to cover
almost the complete range of indoor and
external lighting requirements.
LED replacements can either entail
swapping out complete luminaires or by
retrofitting lamps in existing luminaires by
the use of LED tubes or corn lamps.
LED emitters now have a wide colour
range and are available in an extensive
range of sizes and shapes.
Potential barriers to be aware of
There is still considerable variation in the
quality, efficiency and life of some
cheaper LED lamps.
It may be necessary to re-wire existing
luminaires when retrofitting which may
increase installation costs, although it
may be as simple as replacing existing
electromagnetic starters.
When replacing low voltage halogen spot
lights e.g. in reception areas, it may be necessary to also change the supply
transformer or convert the luminaires to mains voltage.
LED’s have high glare which may cause problems in pools for swimmers and for
lifeguards. Some leisure centres pools have addressed this by angling LED luminaires
to the ceiling and using reflective panels to diffuse the light.
How to take if further
LED technologies can now be used universally albeit the technology is still expensive
and as with other lighting replacements can create disruption.
It’s sensible to consult with light design / project management companies to
determine the optimal lighting design; they will help to develop a specification.
Guidance Document | 19
Power for pumps has a cube law
relationship with flow. Therefore a
20% flow reduction results in a circa
50% pump power saving and often
heating savings are also achieved.
Savings are likely to be most
apparent during out-of-hours
periods, when pool covers are in use
and there is much lower evaporative
heat loss from the water to air.
Consider performance targets, such as minimum luminance levels and kWh/m2
targets.
Obtain multiple quotations from suppliers / contractors.
6.4 Direct Pool
6.4.1 Variable Speed Control of pool circulation pumps
How it can help leisure centres improve resource management and save money
Pool circulating pumps are often fixed
speed which means that they operate at
full speed continuously.
Variable speed drives (VSDs) allow
flexibility to control pool flow rates based
on control parameters including activity
schedules and/or closed loop controls
which measure pool temperature, air
temperature and humidity.
Generally pool circulation pumps which
have existing VSDs installed are not
necessarily controlled in an optimal way
therefore existing VSD systems should also be assessed.
Potential barriers to be aware of
Some older motors may not be suitable for VSDs and therefore the cost of a new
motor may need to be factored in.
Cooling effectiveness of motors may reduce at low speed therefore minimum speeds
may have to be set.
The effect of variable flow on pool temperature, air temperature, humidity in the pool
hall and filter condition will have to be continuously monitored.
Adjusting the pool pumping rate will have a knock-on effect on the swimming pool
filtration, dosing and backwash rates.
Where there is a duty / standby pump arrangement, provision should be made to
install VSD’s on all pumps which will increase the overall payback period.
How to take it further
Pool VSDs and a properly controlled closed loop scheme which can ramp down
pumps overnight or at other appropriate times should be replicable across many
leisure centres with swimming pools.
Engage the services of a controls expert as well as VSD provider / installer. The
selection of a contractor that can manage all aspects of such projects is a key factor
to optimisation and success.
System operational monitoring regarding consumption versus environmental
conditions is vital to optimise savings and retain comfort levels and protect the
building fabric.
Guidance Document | 20
Pool covers offer excellent savings
in energy as they reduce the
evaporative heat loss which occurs
on the surface of the pool water.
6.4.2 Pool covers
How it can help leisure centres improve resource management and save money
Pool covers which are on wall-mounted
rollers can be easily rolled on and off the
pool.
When the pool cover is on the pool this will
then have a knock-on effect on the pool
pumping requirements and the ventilation
requirements for the pool hall as these can both be reduced with the appropriate
close loop controls.
Potential barriers to be aware of
There will be some disruption to the pool use whilst new pool covers are installed.
Swimming pool covers can become waterlogged if they are poorly maintained and
remain on the surface of the water too long which will make them harder to roll out.
Pool covers should be cleaned at regular intervals to prevent the build-up of bacteria.
How to take it further
If it is not possible to install a fabric pool cover then a liquid pool cover can be
applied – but this is not as effective as a fabric pool cover, but can help to reduce
evaporative losses even when the pool is still being used.
Request quotations for replacement pool covers with a roller mechanism. Wall
mounted pool covers which can be rolled out from a slightly higher location will make
the process of managing the covers much simpler. Motorised units could also be
procured but these are more expensive and more appropriate for larger pool areas.
Guidance Document | 21
Newer designed high velocity hand dryers
which require hands to be placed inside the
device are also less sensitive to adjacent
movement so they should not be
inadvertently activated.
All electrical hand dryers
contribute to reduced
paper waste by minimising
the need for paper towels.
6.5 Other equipment
6.5.1 Replacing hand dryers
How it can help leisure centres improve resource management and save money
Conventional warm air low speed hand
dryers are present in many leisure
centres and could be replaced with high
efficiency high velocity hand dryers.
Conventional hand dryers only blow
enough airflow to remove a small
fraction of the water from hands while
slowly evaporating the rest. This can
take up to 40 seconds to dry hands.
High velocity hand dryers effectively
“blow” water from the hands resulting in
up to a 75% time reduction.
The reduction in drying time and absence of a higher power heating element results
in 70 to 80% less energy being used by high velocity hand dryers compared to
conventional hand dryers.
Potential barriers to be aware of
Cost can be a major barrier as replacement hand dryer costs are circa £500 each,
dependent on the specification.
How to take it further
Most public accessible buildings including leisure centres which have high sink usage
will enjoy resource savings from the installation of efficient fast acting electrical hand
dryers.
Prioritise hand dryer replacement by frequency of use, condition and location relative
to inadvertent operation.
It’s likely that in house maintenance staff can undertake the replacement work.
6.5.2 Timers for vending machines
How it can help leisure centres improve
resource management and save money
Timer plugs can be plugged into any
conventional socket to control the power to
a device.
A timer plug is a relatively cheap device
(£20-40 depending on the number of built
in pre-settings).
Guidance Document | 22
Installed timer plugs will reduce
the operational hours of the
vending machines, turning the
machine ‘off’ for a set period
overnight.
Most leisure centres have vending machines
which are usually plugged in and energized
24/7.
A vending machine will typically consume
between 4 – 10 kWh per day, depending on
the size of the unit, and have a rated power
usually between 300-500W.
Compressors in the units continually modulate between ‘on’ and ‘off’ to maintain a
set temperature.
Drinks machines and other vending machines often contain non-perishable goods
that do not require continuous refrigeration.
Potential barriers to be aware of
This is an easy to implement action which is low cost and does not require a skilled
person to install.
The site will need to monitor the timer settings to ensure products remain at a
satisfactory temperature and that there is no accelerated perishing of goods.
This approach may not be suitable for all vending machines and the leisure centre
manager should consult with their vending machine supplier who may also be the
owner of the contents.
Timers are only as effective as the people that use them. Be sure to check timers
routinely to ensure that they set correctly.
How to take it further
Most leisure centre buildings have a vending machine area with the machines usually
remaining ‘on’ 24/7, so there is high replication potential.
Determine how many time pre-sets per 24 hour period and day of the week and
procure a timer and trial.
Remember to consult with vendor suppliers and monitor cabinet internal
temperature, tiny tag temperature monitors or similar can be placed inside and will
log temperatures over a period of time.
Guidance Document | 23
Did you know that FIT’s typically
reduce paybacks by around 50% to
less than 15 years?
FIT’s are much lower if your building
has an EPC rating of “E” or above.
6.6 Renewables - solar photovoltaic (PV)
How it can help leisure centres improve resource management and save money
Solar photovoltaic (PV) is a renewable
electricity generating technology.
PV is supported by the UK’s Feed in Tariff
(FIT) incentive.
Users that do not use electricity on-site
receive a further export payment, but it may be better to simply replace on-site grid
electricity use with renewable electricity which should be cheaper.
South facing roofs are most suited especially if they are pitched between 20-35° but
can also be mounted on special structures or cradles on flat roofs.
The potential for PV roof arrays is also determined by “shading” from surrounding
buildings and trees, available roof space and on site electrical connection points.
Potential barriers to be aware of
Capital costs and paybacks can be quite high for PV projects.
Government subsidies are temporary and FIT tariffs have fallen over time. For
example for a 4-10kWp system, the following comparative FIT tariffs have been
applied in 2012 and 2015 respectively;
o 2012 37.8p/kWh generated
o 2015 12.6/kWh generated
If your building does not meet an Energy
Performance Certificate (EPC) rating of E
or above, then the FIT tariff drops to
6.38p/kWh (regardless of installation size).
Roof structure needs to be assessed for suitability, don’t forget about wind and snow
loadings.
If there is a long distance between the PV system and electrical connection point
then cost and losses will increase.
How to take it further
Leisure centre buildings typically have good roof space and good day time electrical
demand – is your leisure centre suitable for PV? - You may require help to determine
this.
An independent feasibility study is therefore recommended to determine suitability
and develop a business case.
An independent specialist can also advise on contractual / commercial options.
Guidance Document | 24
Did you know that pool filter
backwash frequency should be
based on the pressure drop across
the filters and not simply a typical
weekly or bi-weekly programme.
A properly monitored reactive back
wash programme is a low or zero
cost measure but backwash water
savings of over 20% could be
possible.
6.7 Water management
6.7.1 Back wash regime
How it can help leisure centres improve resource management and save money
In order to reduce water and heating
consumption backwash frequency should be
optimised.
Backwashing is used to clean debris from
the pool filters that builds up over time.
Backwash frequency is dependent on a
number of factors (plant size, water quality,
etc.) but the main driving factor is bather
numbers.
Potential barriers to be aware of
Water management policies may have to be rewritten.
Who will provide the correct level of permission to allow reactive backwashing to
restart?
How to take it further
Prescriptive (typically weekly or bi-weekly) programmes were found at the majority
of leisure centres as a matter of routine.
How do you presently monitor filter condition, can this be improved?
Consult with your pool maintenance contractor or in-house expert to determine a
filter management regime / monitoring system.
6.7.2 Cistern volume reduction
How it can help leisure centres improve resource management and save money
Cisterns installed post-2001 have a maximum of 6
litres therefore no action should be necessary.
Reducing the cistern volume can be achieved in a
number of ways:
o Installing new cisterns with smaller volumes
and dual flush.
o By converting the cistern to dual flush (6/3
litre flushes).
o Or by retro fitting cistern volume reducers
(hippo bay, save-a-flush etc.).
The simplest and cheapest way to reduce flush
volume is by retro fitting cistern volume reducers.
These generally consist of a device located in the
cistern to displace some of the water volume.
Guidance Document | 25
Did you know that most cisterns produced prior
to 2001 will be 9 or 12 litres in volume and
cisterns with volumes over 6 litres could have
their volume reduced without any concerns to
operation.
Paybacks are typically
well under a year for
cistern volume
reduction measures.
Typical tap flow rates exceed 6 litres
per minute, best practice would be
to use 4 litres per minute giving
savings of over 30% or up to
approximately £1,000 per year in a
typical leisure centre.
Typical shower flow rates exceed 10
litres per minute, best practice flow
rate is 6 litres per minute thereby
giving potential savings of over 40%
or up to approximately £1,500 per
year in a typical leisure centre.
Potential barriers to be aware of
All cisterns modified need to be checked to ensure that there is sufficient flush
pressure.
Older toilets may only be suitable for a reduction to 9 litres.
Reduced flush toilets may not be recommended for older properties.
How to take it further
There is high potential for this measure in a leisure centre built prior to 2001.
Check existing cisterns, and record findings.
6.7.3 Low flow shower and tap fittings
How it can help leisure centres improve resource management and save money
Taps and shower can often be left ‘on’ in areas used
by the public so fitting percussion or infra-red tap
controls reduces wastage.
Tap and shower aerators can be retrofitted to taps to
maintain pressure while reducing water use through
displacement of water with air.
In-line flow restrictors can be used on taps and
showers to reduce flow to multiple fittings.
Low flow fitting not only save on water cost but also
on hot water heating cost.
Potential barriers to be aware of
Compatibility with existing shower fitting will need to be checked and user suitability
will need to be tested.
Flow volume should not be reduced in areas that require large amounts of water
such as kitchens and cleaning cupboards.
Installation of flow restrictors may require water isolation.
How to take it further
There is high potential for flow reduction measures across the leisure centre sector.
Percussion taps and shower are more common practice and therefore replication
potential is much lower so make an inventory of existing tap types.
An experienced plumber should be able to determine the most appropriate tap
solution and provide a proposal.
Guidance Document | 26
Water usage can be up to 860 litres
per cistern per day (9 litres flush)
which could equate to up to
approximately £900 per year.
Urinal water savings of up to 70%
can be realised by occupancy
controls, for a typical mid-size
leisure centre, this could save up to
approximately £1,500 per year.
Did you know that savings can be
made by reducing the size of leisure
centre water meters? (refer to table
6.3 below)
6.7.4 Control of urinals
How it can help leisure centres improve resource management and save money
The frequency of urinal flushing depends on how water is controlled into the cistern
and they will regularly flush 24hrs a day 365 days a year.
Timer controls can be fitted to more accurately control flush frequency and will
prevent out-of-hours flushing.
Occupancy sensor controls are even better to ensure that urinals only flush when
they have been used.
Potential barriers to be aware of
Battery operated occupancy sensors are the simplest to install but require battery
replacement and disposal.
Waterless urinals are now available and should be considered however they have
increased maintenance requirements and strict cleaning regimes which need to be
adhered to.
How to take it further
These is good potential to install urinal sensors controls across the leisure centre
sector.
Check what controls are in place now, if none, then these are the priority especially
for toilets with minimal occupant usage.
While many urinals have timer controls you also need to check if they prevent out-
of-hours flushing.
6.7.5 Water meter sizing
How it can help leisure centres improve resource management and save money
Water meters are often incorrectly sized
(refer to table 6.2 below) when initially
installed or the water meter size
requirement may have changed due to
changes on site.
Optimum water meter size depends on:
Water consumption (manual reads or
invoices).
Peak flow requirements (AMR data or
estimation).
Availability of water storage (survey).
Guidance Document | 27
Table 6.2 Guide to water meter capacity
Meter Size (mm) Typical Min. Consumption
(m3/year)
Typical Max. Consumption
(m3/year)
<20 0 2,609
25 – 30 2,610 3,653
40 3,654 6,263
50-63 6,264 10,439
80 10,440 37,559
100 37,560 62,599
150 62,600 75,119
Table 6.3 Typical water meter fixed costs
Meter Size (mm) Water Charge
(£/year)
Wastewater
Charge
(£/year)
Total Fixed Costs
(£/year)
<20 £143 £138 £281
25 - 30 £425 £445 £870
40 £1,203 £1,261 £2,463
50-63 £2,673 £2,803 £5,476
80 £6,961 £7,062 £14,023
100 £16,839 £17,196 £34,035
150 £47,381 £41,195 £88,576
Potential barriers to be aware of
May be difficult or expensive to get the water company to change the meter.
Potential risk that water meter is undersized.
Not possible to downsize your meter if it feeds fire fittings. However agreements can
be made that fixed charges are only paid for general use requirements.
How to take it further
Survey the complete water services infrastructure and end points to advise any
recommendations on improvements to reduce the water consumption.
Survey and carry out an analysis of the water management procedures for the pool
and associated equipment which includes filters, pumps, pool covers and control
equipment.
Where possible, analyse AMR data from the water meter and advise if the existing
water meter can be downsized and if so, detail the benefits and any cost/risk that
maybe incurred.
Guidance Document | 28
In most leisure centres a
combination of the following waste
streams can be recycled more
effectively:
Plastic bottles
Drink cans (& food tins)
Paper
Cardboard
Food waste
6.8 Waste minimisation/management
6.8.1 Waste segregation at source and awareness
How it can help leisure centres improve resource management and save money
It has been found by Zero Waste Scotland
(ZWS) that significant awareness raising
measures are associated with higher
recycling rates
(www.zerowastescotland.org.uk).
Introducing recycling bins with an awareness campaign will help to maintain high
percentage figures of waste recycled versus potential recyclable waste.
Initatiting compostable food packaging in canteen areas to reduce waste and provide
supply to centralised waste food collection for Anaerobic Digestion.
Easy to follow posters / signage can be produced and placed next to recycling bins to
provide user information and improve waste segregation awareness. Please visit our poster
creator website for assistance with developing signagePotential barriers to be aware of
The success of more effective use of recycling bins and conducting a thorough
awareness campaign depends on engaging the majority of staff, and ensuring that a
campaign does not lapse into inactivity. You should therefore ensure that a clear
communications strategy is developed before engaging with staff.
Without a proper measurement system it will not be possible to estimate
performance or set waste minimisation targets.
There is a need for investment and change of operation with regards to compostable
packaging.
How to take it further
It should be possible to increase recycling rates at all leisure centres to a greater or
lesser extent, with improved awareness and recycling options.
Undertake a detailed waste audit, Zero Waste Scotland can help
www.zerowastescotland.org.uk Its recommended to include the following:
o A waste audit of the current waste streams.
o Confirm what waste streams are to be monitored specifically a breakdown of
recycled waste streams.
o Appoint an on-site waste champion.
o Determine who and how waste volume data will be converted and reported
and to whom.
o Set waste minimisation and recycling targets.
o Obtain additional internal and external recycling bins.
o Discuss with the Council or waste contractor the addition of recycling
arrangements/pickups.
o Conduct staff training on waste practices.
Implement an awareness campaign and signpost new recycling bins.
On-going performance monitoring on a suggested weekly and monthly basis.
Guidance Document | 29
7 Key regulatory requirements impacting on leisure centres
in Scotland
Environmental Protection (Duty of Care) (Scotland) Regulations SSI 2014/4;
Environmental Protection Act 1990 Part II:
Waste producers are responsible for the safe transfer and recovery or disposal of all waste
produced at all points of the waste management chain. Producers of waste have legal
responsibility for waste until it has been safely recycled or accepted by an incineration or
landfill disposal site.
Producers of waste must ensure they are given appropriate waste paperwork for the
collection of all waste; Waste Transfer Notes (WTN) for non-hazardous waste and Special
Waste Consignment Notes (SWCN) for special waste. Controlled waste must only be
transferred to a registered Waste Carrier, a holder of a Waste Management Licence, or a
person with an exemption from holding a licence.
The Waste (Scotland) Regulations 2011 SSI 2012/148; Waste Framework
Directive (2008/98/EC)
Producers of waste are required to take “reasonable steps to promote high quality
recycling”. Therefore, a waste producer must: apply the waste hierarchy and present glass,
metal, plastic, paper & card for separate collection (wherever practicable); maintain the
quality of dry recyclables and separate food waste if more than 5kg per week (and a
collection service is available).
Special Waste Regulations 1996, Special Waste (Scotland) Regulations 1997,
Special Waste (Scotland) Regulations 2004
Waste producers must monitor Special Waste produced and segregate from the non-
hazardous and inert waste streams.
Each transfer of special waste must be accompanied by a completed SWCN. A producer of
special waste must keep a chronological record of the quantity, nature, origin, destination,
frequency of collection, and carrier details of the special waste produced by them.
Landfill (Scotland) Regulations 2003, Landfill Directive (99/31/EC)
Producers of waste must seek to follow the waste hierarchy in order to minimise waste
generation and maximise material recovery for recycling and other options in preference to
landfill. Waste arising from producers of waste must experience some form of 'pre-
treatment' before the waste is removed from site, or the waste contractor is to perform this
on behalf of the waste producer.
‘Pre-treatment' describes a level of waste segregation to maximise reuse and recycling
opportunities and minimise disposal to landfill.
Energy Performance of Buildings Directive (EPBD)
The Energy Performance of Buildings Directive is an EU measure designed to tackle climate
change by reducing the amount of carbon produced by buildings.
The main requirements are:
Energy performance certificate to be produced and displayed in a prominent location
for Public Buildings greater than 250m2.
Air conditioning equipment above 12kW rating to be inspected regularly with a TM44
inspection report.
Guidance Document | 30
8 Strategic implementation guidance
There is help available for the public sector in Scotland to access funding to deliver energy
efficiencyor renewable projects through “normal works” type procurement processes. The
Resource Efficient Scotland programme can advise on sources of funding available and such
works funded through traditional procurement, will facilitate the delivery of energy
efficiency measures which can be financedthrough spend-to-save.
Project initiation requires a robust business case to establish capital expenditure, resource
savings, non-capital projects costs, other avoided or additional operating costs, detailed risk
assessment and some outline project planning. Resource Efficient Scotland
www.resourceefficientscotland.com can provide further advice and support to help Leisure
Centres to take forward opportunities identified in this report through to the initial stages of
implementation.
Central Energy Efficiency Fund (CEEF)
The Scottish Local Authorities are eligible to access the Central Energy Efficiency Fund
(CEEF), which is a rolling fund which can be used for a variety of energy efficiency
measures. CEEF funding is used by eligible organisations where the savings from energy
efficiency measures are re-invested into the fund (locally) and used to invest in further
energy efficiency measures. Organisations accessing the funding have the opportunity to
part-fund projects using CEEF funding with the caveat that the CEEF funding must
demonstrably contribute towards carbon savings. In order to qualify for CEEF funding,
energy efficiency project finances must achieve a maximum “simple payback” period of 7
years or 10 years for renewables. Those accessing CEEF funding are now obliged to report
on the financial progress of projects (expenditure, projects implemented and savings)
annually.
Up to 10% of the fund’s value at the start of each year can be spent on running costs and
feasibility studies which are directly related to the running of the fund. These include:
Training;
Promotional activities;
Wage costs of new posts created to support the fund;
Improving energy management information; and
Feasibility studies that are part of a committed installation project.
Other projects may be eligible and will be considered on a case by case basis.
Salix Finance Loans
From April 2013, the Scottish Government also expanded the eligibility criteria of the Salix
Finance energy efficiency loans scheme to the wider public sector. In order to qualify for a
Salix loan, CEEF fund holders must have utilised their CEEF fund in that financial year and
updated the website with the full project details. Projects can be joint funded between CEEF
and Salix, which will be ideal for large scales projects such as replacement of H&V plant or
pool equipment.
Funded by the Scottish Government, Salix Finance have now been working with the public
sector in Scotland since 2006. Salix operates a funding source, supporting the public sector
with 100% interest free loans to cover the initial capital investment of energy efficiency
projects, with repayments made back to Salix through the energy savings achieved.
Funding can only be spent on capital projects, but contractor and consultant fees can be
included within the loan, provided it still meets payback criteria.
To be eligible for Salix funding, projects must use specific energy saving technologies
(outlined in a Salix compliance tool, available from www.salixfinance.co.uk/knowledge-
share/compliance-tools). Many of the outputs and figures from your survey can be dropped
straight into the compliance tool. Projects must meet a maximum 8 year payback period,
Guidance Document | 31
projects exceeding an 8 year payback may be part funded using a Salix loan with the
additional funding sourced by the public body. Further details on the Salix funding available
in Scotland can be found on www.salixfinance.co.uk.
Energy Performance Contract via the Private Sector
An alternative to “normal works” type procurement will be through the provision of an
“Energy Performance Contract” (EnPC) arrangement whereby a private sector provider
undertakes the required works and assumes the performance risk by guaranteeing energy
savings either for a transparent fee (or unitary payment) or through a share of savings
arrangement. The private sector may also be able to bring third party capital funding into
play which will fund both the capital element and also any project unitary payment. Under a
guaranteed savings programme if the savings are not realised the provider pays the
difference and takes all performance risk.
There are various frameworks including the “Refit” programme which can facilitate the
provision of EnPC’s within the Scottish public sector and the Scottish Government are also in
the process of developing a Non Domestic Energy Efficiency (NDEE) framework to facilitate
the provision of EnPC programmes across the Scottish public sector.
9 For more information
For further information on how advice and support from the Resource Efficient Scotland
programme could help your business or organisation, please contact us
www.resourceefficientscotland.com
@ResourceScot
0808 808 2268
Full contact details are available within the footer of this document.
Guidance Document | 32
Appendix 1: Template for an ‘on-site audit’ checklist
On site checklist Covered Control Intervention log
Comments
Behaviour
Review visible onsite policie
Review of evidence of awareness programmes
BMS Review
Coverage
Functionality
Settings review
Metering
Review of fiscal meters for AMR suitability
Audit of water meters and their ratings, locations, ease of access and condition
Check rating of water meter against metered usage to determine opportunity for downsizing
Water Use Toilets, Cisterns, Urinals, Showers
Audit of cisterns, toilets, urinals and showers
Water Use Infrastructure
Review application of leakage detection procedures
Review application of maintenance procedures
Pool Water Management and Treatment
Description and condition assessment
Back wash regime
Review application of cleaning and maintenance procedures including refill rate, deck cleaning, filter maintenance etc
Leak detection procedure review
Waste Management
Identification of waste streams
Review of application of contractor waste procedures
Review recycling/waste receptacles for quality of recycling practices and effectiveness of segregation
Review of signage
Review of security of waste storage facilities
Heating Plant
Description and condition assessment
Detailed boiler house/s audit
Audit of all heat exchange/calorifier plant rooms
Identify areas for heat recovery to include backwashing and ventilation
Insulation survey
Review of system documentation, to include annual performance reports, efficiency checks, system schematics, existing test or commissioning reports, PPM reports etc
Guidance Document | 33
Ventilation and air conditioning plant
Description and condition assessment
Review of pool hall temperature and humidity conditions and controls
Review of system documentation, to include annual performance reports, efficiency checks, system schematics etc
Initial audit of all cooling / chilling systems
Review of previous reports e.g. TM44 reports
Any R22 refrigerant identified or other F-Gas issues
Review of BMS and local control settings
Motors, pumps and drives
Description and condition assessment
Drive / pump/ motor efficiencies and VSD review
Lighting
Description and condition assessment
Detailed audit of areas identified as having inefficient lighting systems
Creation of a lighting inventory and upgrade and replacement calculator in Excel format
Opportunities for increasing natural light or daylight usage
Review existing behavioural practises relating to lighting
Particular focus will be given to opportunities for installation of LED lighting
Lighting Controls
Sensor types
Time delays
Luminance levels
Electrical Infrastructure and transformers
Voltage level check
Condition of power factor correction equipment
Review of other major auxiliary electrical loads such as fans and pumps
Review of ICT and small power loads
Electrical base-load assessment
Renewable and low carbon energy technologies
Description and condition assessment of existing renewables
Initial high level assessment of all renewable technologies and applicability to site
CHP assessment
High level District heating assessment
Building Fabric
Initial walk round audit of building fabric
Detailed audit of prioritized areas for building fabric upgrades and improvements
Guidance Document | 34
Appendix 2: Resource management performance matrices
Energy Management Matrix
Score Level
Management Data Control Awareness
5
Site is aware of energy consumption, reports regularly and takes action on energy issues. There is a named member of staff responsible. Policies and procedures are in place at site and followed at all times. This site has achieved or is working towards an accredited standard.
Meters read at site, data recorded and maintained locally. This is used to check off against supplier statements and informs wider action on energy.
BMS controls have been optimised for the operation of the site.
All staff on site are trained and informed in relation to energy awareness. All staff have an excellent understanding of the importance of energy efficiency. All training is refreshed regularly or when required. A named individual at site is responsible for disseminating information and feeding back to external management. Staff are aware of external individuals with responsibility.
4
Site is aware of energy consumption but relies on external leadership to address issues and provide information. Policies and processes are in place on site and generally followed but not consistently.
Meters are read but information is maintained externally. Information is used to inform wider action but out-with the involvement of site.
BMS control is in place but has not been optimised for the operating hours of the site.
Staff are given initial training in relation to energy awareness and understand the importance of energy efficiency. However there is no regular refresher training and no named individual at site. Staff are aware of external individuals with responsibility.
3
Management receives information from external resource and relies on this to take action on energy issues. There are written policies and procedures in place but these are followed sporadically.
Meters are read, information is maintained externally but no action or information is received by the site.
Automated controls are used to control timing of heat and hot water, but no BMS is in place.
Staff are given initial training and there is good understanding of the need for energy efficiency. There is no named individual at site. Staff are aware of any external individuals who provide this information.
2
Site receives sporadic information on energy consumption but has no knowledge of how to implement consistent leadership. There are written policies and procedures but these are not followed.
No data recorded on site but information can be gained from external individual responsible for this.
Automated controls are in place but are not used or are not optimally set for the operation of the site.
Staff are given initial training but no updates. There is a basic understanding of energy awareness at site. No named site individual. Staff are aware of external contact that can provide information if requested.
1
There is no clear leadership at site in relation to energy. No knowledge of consumption and no action is taken at site to address issues. No policies or procedures in place and there is a lack of understanding regarding the need for these. Site reports issues when they arise but does not receive or maintain any information regarding energy. No policies or procedures in place.
No data recorded at site, no information is fed back to the site and contact with external responsible individual is limited or non-existent. Site is unaware of external data monitoring and does not receive any information or take any action at site.
No automated controls are in place, manual switching only.
Staff are unaware of the importance of energy efficiency. No initial training provided and there is no regular timetable for training. No named individual at site responsible for providing information or feedback to external management.
Guidance Document | 35
Water management matrix
Score Level
Management Control Data
5
Procedures and policies are in place at site in relation to water use. Signage is in place. Meters (if present) read. Training programme is in place and updated and refreshed regularly. Named individual responsible for water consumption at site.
All appropriate measures for water control have been taken at site. Staff training on water use has been carried out and updates scheduled. Maintenance regime regularly checks on water efficiency. Temperature control in place to prevent scalding.
Site is billed for water directly by supplier. Meter readings are recorded at site and passed to external individuals for records. These are used as the basis of reduction strategies for the site or for identifying issues and leaks.
4
Some procedures and policies are in place but require updating along with signage. Meters (if present) are sometimes read. Training happens in a reactionary manner. Named individual responsible for water consumption at site.
Some measures in place to make water use more efficient. Some training has taken place. Planned maintenance does go ahead but will mainly focus on repair rather than efficiency improvement. Temperature control in place to prevent scalding.
Site is billed for water directly by supplier. Meter readings are recorded at site and passed to external individual for records. Data is sometimes used for financial verification.
3
Some procedures and policies are in place but require updating along with signage. No training or meter reading takes place at site. No named individual responsible for water consumption at site.
No measures in place to control water consumption. Planned maintenance focuses on repair only. Temperature control in place.
Site is not billed directly and holds no data but has requested data from an external management team in relation to consumption and performance.
2
Older procedures exist for the site but are now regarded as obsolete. No training and no meter reading takes place. No named individual is responsible for water consumption at site.
No temperature control in place. Repair regime is reactionary and focuses on best value repair rather than water efficiency.
Site is not billed directly and holds no data but can request data from an external management team and is not concerned with obtaining data on water use.
1
No policies or procedures in place, no signage, no training programme. No reading of meters. No named individual is responsible for water consumption at site.
No measures in place to control water. No planned maintenance that will take into account water efficient technology or repairs that have an effect on water efficiency. No temperature control in place.
No data recorded at site or requested by the site from supplier or external management.
Guidance Document | 36
Waste management matrix
Score
Level Management Compliance Procurement Containment
5
Excellent management of information, training and instruction on the discard of different wastes and recyclates. Policies and procedures are in place. Training on compliance is regularly updated and a named individual at site is responsible for waste and recyclate. This process is consistently adhered to and updated as required to comply with legislation.
All relevant paper work and waste transfer notes are retained on site and externally. All paper work is updated when required and signed by relevant senior individual. Site undergoes an internal audit of paper work and procedures in order to assess compliance and make changes where necessary. Site visits to waste contractors have been arranged in order to verify contractors stated service in terms of discard and recycling.
All contractors providing material and resource to the site are assessed in terms of sustainable behaviour and sustainability of resource. All electrical equipment is assessed in relation to end of life discard and process. Procurement considers the reuse potential of any office, accommodation furniture when making furniture decisions Site is asked to contribute to any central procurement policies with regard to waste hierarchy.
All waste and recyclate is separated at site and stored in dedicated areas which are secure and tamper and vermin proof. All refuse areas clean and dry. Differing waste and recyclate is stored in approved/appropriate receptacles. Waste does not pose environmental or health and safety hazard to site and surrounding area. Access for refuse and recycling contractors is safe and hazard free. Waste audit is carried out in order to assess whether procedures are being adhered to. Special collections are organised for
specific waste.
4
Good management of information, training and instruction on the disposal of different wastes and recyclates. Policies and procedures are in place but not updated as regularly as could be. Individual at site is responsible. Process is consistently adhered but legal compliance has not been reviewed regularly.
All relevant paper work and waste transfer notes are retained on site/ externally. All paper work is updated when required and signed by relevant senior individual. Site undergoes an internal audit of paper work and procedures in order to assess compliance. No site visits to contractors are carried out. No audits are carried out.
Procurement process adheres to minimal requirements in term of contractors’ sustainability procedures. Procurement decisions are made in relation to waste and end of life of material but only where finance allows.
Waste and recyclate storage conditions are generally in good order. Refuse areas are clean and dry and vermin free. Access for refuse and recycling contractors is safe and hazard free. Audits are carried out to assess whether procedures are being adhered to. Special collections are organised for specific types of waste. Storage area is not secured.
3
Basic management of information, training and instruction on the discard of different wastes and recyclates. Policies and procedures are in place and are updated sporadically. No named responsible individual at site. Procedures generally adhered to.
Relevant paper work and waste transfer notes are retained on site /externally. Relevant documentation is generally updated with some gaps in annual versions and control. No contractor site visits are arranged and no audits of procedures or documentation takes place.
Sporadic implementation of policies and procedures in relation to procurement of sustainable material, however, finance is the main driver for this process.
Waste storage area is in an acceptable order. Area is generally clean with some litter present. Access for refuse and recycling contractors is acceptable. Storage area is not secure. No audits take place. No evidence of special arrangements for specific types of waste.
2
Management information relating to waste is outdated and incomplete. Policies and procedures are also outdated and in need of refreshing.
No current documentation could be accounted for at site however documentation is held externally. Procedures for waste control have been written but not updated. No site visit to contractors. No audit of written procedures or documentation takes place at site.
All procurement of material takes place external to the site and the site has no say in the matter.
Waste is not separated at site and is collected in a single container. No separate recyclate carts are present. Waste storage area is littered with possible hazard underfoot. Storage area is not secure.
Guidance Document | 37
Appendix 3: Benchmarking guidance for leisure centres
A simple high level benchmarking exercise may be carried out by comparing the overall site
electricity and heating fuel consumption per unit floor area against one of the benchmarks
above which best describes the site. Some guidelines for carrying out a benchmarking
exercise now follows:
Use the “The Energy Consumption Guide 78 (ECG078)
The Energy Consumption Guide 78 (ECG078 Energy Consumption Guide 78 - Energy use in
sports and recreation buildings), upon which the CIBSE values are based, describes the
‘composition’ of each type of site in terms of % floor area for each facility and may be used
to determine the closest match. ECG078 also contains data which allows the tailoring of
benchmark values to a site which doesn’t quite fit the composition of one of seven examples
provided.
Recent good quality electricity and heating fuel annual consumption (kWh) figures should be
used. If the heating fuel is oil or biomass, an accurate record of deliveries and stock
volumes should be used to determine the annual consumption. Gross floor areas (in metres
squared) should be used.
The benchmark values are average national figures based on a sample of 200 sites so it
may improve accuracy to make adjustments for location (climate), site exposure (e.g.
coastal or hillside) and usage (number of customers). This is particularly relevant for sites
in Scotland. ECG078 includes simple adjustments for these factors. There are also
adjustments for additional features such as CHP (combined heat and power) and older
buildings, tailored for each building type.
Increasing benchmark efficiency
To increase benchmark accuracy, buildings energy performance should ideally be measured
by a normalised performance indicator (NPI), normally being a weather-adjusted kWh per
square metre of floor area. This is achieved by adjusting for changes in weather conditions
at a particular site location by making weather related adjustments using degree day
compensation. In addition performance indices may also be modified to take into account
other variables which will impact on energy performance including aspects such as
exposure, building occupancy, size and activities etc.
Various adjustment methods may be used. For example, at Vesma.com
(http://www.vesma.com/energy_benchmarking.htm) a more tailored approach to adjusting
for weather based on local heating degree days is outlined.
Making conclusions from a benchmarking exercise
Having made any necessary adjustments, general conclusions may be derived:
consumption above ‘typical’ would suggest immediate action to reduce energy; if
consumption is between ‘typical’ and ‘good practice’ then steps should be taken to improve
energy usage; and even if consumption is below ‘good practice’, further measures may be
implemented albeit less urgently. Note that cost per m2 values presented in ECG078 are
1
No policies and procedures are in place at site. Staff have not received training on waste handling. No responsible individual at site. No management information or leadership in relation to waste.
No current documentation is retained at site and no knowledge of evidence of waste compliance exists.
Equipment end of life and waste has no influence on the purchasing decisions of the site or external body.
Waste is not separated at site and goes straight to landfill. No separation of waste,
Guidance Document | 38
outdated (the document was published in 2001) and should not be used but may be
updated with current pence per kWh values.
The overall site benchmarking exercise is, however, a rather simplistic measurement of
performance and ideally a more detailed analysis of end uses should be performed. Table
10 in ECG078 breaks down electrical and heating fuel use into specific uses e.g. lighting and
ventilation for each zone which makes up the site. Based on the site’s composition,
benchmarks for specific end uses may be derived and then comparison made with actual
consumptions. This approach would help to focus attention on specific areas that require
immediate attention.