1. 2 Agenda Section I. Project Background / Charter Review II. OEMP Summary III. Lessons Learned /...

Joint Base San Antonio 502nd Air Wing

Operational Energy Management Plan

Version July 7, 2011

1

2

Agenda

Section

I. Project Background / Charter Review

II. OEMP Summary

III. Lessons Learned / Critical Success Factors

IV. Next Steps

3

• Anthony Matinez – USAF CIV (US) OEMP Project Lead

• John Kain - HQ AETC

• Garland Scott - HQ AETC

• Bruce Nadler - HQ AETC

• Joe Haltaman - Randolph AFB Energy Manager

• Ruben Ramos - Randolph AFB Utility Engineer

• Bruce Dschuden - Randolph AFB Resource Efficiency

Manager

• Andres Hinojosa - Lackland AFB Energy Manager

• Elias Abdulahad - Lackland AFB Utility Engineer

• Dennis Seegar - Lackland AFB Resource Efficiency Manager

• Monico Luna - Energy and Utilities Chief Lackland AFB

• John Gonzales - Fort Sam Houston Utility Engineer

• Frank Thomas - Randolph AFB Resource Efficiency Manager

• Erik Hanson - BAH Engineer

• David Pratt - BAH Engineer

JBSA Energy Working Team

Objective: Provide project management support to JBSA to facilitate an environment of open dialogue and information exchange whereby the following commitments can be met:

1. Construct an Energy Strategic Management Plan that ties all of the JBSA activity to EO, legislation, QDR, OSD policy, etc. down to the objectives, activities and metrics being reported:

a. Strategic Energy Management Plan will incorporate and show clear linkages to DOD Leadership guidance and include Goals, Objectives, Projects/Tasks planned to achieve plan

b. Construction of Energy metrics that are reported by month (as lagging indicators) to serve as leading indicators by quarter.

c. Ensure submission of AFCESA-funded project cases present solid business cases complimenting the overarching strategic energy management plan of JBSA

2. Construct JBSA -wide project plans that will connect the vast amount of SEMP activity, enable visibility and drive execution.

Meter Installation Plan, Metrics/Measures and Reporting, Asset Identification & Replacement Mgt, Capital/Savings Investment Ratio Analysis, New Construction/Renovation Project Planning, Marketing and Education Plan

Project Charter Summary

4

4Q /1Q Working Sessions

1Q Working Sessions &SEMP Development

2Q Working Sessions &OEMP Development

Define Measure Analyze Improve Control

2Q + Working Sessions &

OEMP Implementation

Performance Improvement Milestones

OEMP Milestone Summary

Lessons Learned

5

• Accurate and consolidated Baseline Models are critical

• Leverage best practices for JBSA , Military Services and Private Sector for OEMP

• Utilize pilots and beta projects to increase first hand knowledge and scalability

• Provide JBSA standards for SIR determination and funding sources/acquisition

• Implement metering and closed loop control systems for consumption visibility

• Implement productivity projects to optimize the overall efficiency of energy conservation

• Standardize governance model and resource infrastructure for speed of implementation

• Utilize standard operational model with roadmap for continuous process improvement

Joint Base San Antonio 502nd Air Wing

Operational Energy Management Plan

Version July 7, 2011

OEMP Summary

6

7

Contents of the OEMP

Table of Contents

1. Introduction ....................................................................................................3

2. Executive Summary ....................................................................................... 5

3. Key Drivers for Energy Conservation Target Attainment ................................ 6

4. Productivity Initiatives................................................................................... 12

5. JBSA Energy Conservation Governance Model Guidelines ......................... 17

6. Process Used to Develop the Operations Methodology ............................... 22

7. Roadmap Implementation Steps for Energy Mgt Plan Target Attainment.....23

8. Summary of Consumption, Targets, and Gaps (Gap Analysis) .................... 31

9. Energy Project Scoring Model......................................................................33

10. Initial Rank Order and Implementation Status of Projects .......................... 36

11. Project Pipeline Analysis – Initial Status..................................................... 37

12. Alternative Strategies to Meet the Targets ................................................. 39

13. Stakeholder Information Action Plan Analysis (SIAPA) .............................. 41

14. Awareness Campaign ................................................................................ 43

15. Issues, Risks, and Opportunities ................................................................ 44

16. Planning for Energy Security and Energy Independence ........................... 46

Appendix A: Legislation, Orders and Directives ............................................... 47

Appendix B: Baseline and Conservation Targets Section: ............................... 49

Appendix C: Current Projects:.......................................................................... 50

Appendix D: Proposed Projects: ......................................................................55

Appendix E. High Square Footage...................................................................60

The Joint Base San Antonio - Operational Energy Management Plan (OEMP) is designed to align with legislative goals and targets and simultaneously focus on the current dynamic requirements of our mission. The OEMP ties all of our energy management activity to executive and legislative authorities while adhering to the spirit and intent of the Department of Defense Strategic Management Plan, the Air Force Energy Plan 2010 and The US Army Energy Strategy for Installations. It links these laws, directives and instructions from the National level, Department of Defense (DOD) and Military Departments to our goals, objectives and tasks. As the Vision of the Air Force Energy Plan 2010 states, “Making Energy a Consideration in All We Do” succinctly encompasses the practicality of the energy management effort locally here at JBSA.

Explore and Deploy New Technology Beta Projects

Introduction

8

A six step operational model is used to determine the best way forward for JBSA to attain its energy goals. The model is based on best practices from leading constructs in Energy Management, LSS, Decision Theory and Risk Management.

OEMP Framework9

OEMP Framework for CPI

Key Drivers for Energy Conservation Target Attainment

Implement Tier 1 High Energy Conservation Return HVAC projects across all JBSA facilities. Buckets included: No Cost Constraints

Target MBTUs saved = 325,112 Estimated Project Amount = $34,000,000 (20 year cost) Estimated Annual Return = $3,200,000

The initial HVAC project was successfully implemented in 2009. Key lessons learned from the implementation of these systems include: Studying chilled water connections, physically or virtually connect units to eliminate smaller units and make larger units more efficient. Compliance in this area provides for closed loop control over major energy consumption equipment.

Implement Tier 2 Energy Conservation projects across all JBSA facilities using scoring model priorities. Buckets included: Next Best Tier of High Energy Projects Strategy and Metering

These projects include: envelop/insulation, lighting and individual room energy savings devices

Target MBTUs = 436,939* Estimated Project Amount = $31,168,000 Estimated Return = TBD (* PA data missing for some projects)*Additional 878,701 MBTUs can be saved in Tier 2 that currently lack project amount estimates

These projects are consistent with the Dept of Energy guidelines and Air Force Best Practices. Compliance in this area yields conservation benefits in new construction as well as historic preservation.

High $$ Project Amount Low

High

MBTUsSaved

Low

Individual Unit Solutions

Solar

HVAC & Controls

StandardsDeployment

Teams

Utility BillScorecards

Insulation / Envelops

Governance

Relative Return of Energy Conservation Strategies

MeteringSystems

10

Implement Level 3 Low Cost – High Impact Conservation projects and methods across all JBSA facilities using scoring model priorities. Buckets included: Technology, Incentives and Awareness, MBTU Calculations, and Alternative Work Methods

These projects include: single room usage detection devices and focus on individual soldier and civilian behavior that reside and work in JBSA.

Target MBTUs = 1,246,025* Estimated Project Amount = $7,000 Estimated Return = TBD (* PA data missing for some projects)

*Additional 36,900 MBTUs can be saved in Tier 3 that currently lack project amount estimate

As these projects focus on behavior and culture change, they can provide significant MBTU reduction for minimal cost Implement Closed-Loop Metering Systems that Enable Policy & Contingency Compliance

Enhance the current metering plan and investments to account for all major energy systems in JBSA and ensure closed loop control capability exist. Resources trained to properly operate equipment and program controls will also be required.

11


Utilize Rapid Deployment Teams to Drive Standardization & Rapid Continuous Improvement

Tiger Teams that specialize in SIR Proposals, project implementation areas and equipment installation and maintenance are recommended to implement / replicate projects across all bases vs. base specific teams. This best practice will accelerate implementation learning and overall savings.

Once implemented, formal recognition systems will be implemented to highlight best practices among individual and team contributors.

Project Best Practices & Replication

ActivityCostScheduleEnergyResourcesStd Methods

Prioritize, Measure, Replicate and Reward

=

Streamline & Optimize Project ID, Funding, Contract Award & Implementation

Current Funding Steps may take up to 33 months and cover 30 steps across multiple stakeholders.

One of the key requirements of the JBSA energy conservation effort will be to provide the data required to identify projects that will help meet the energy conservation goals, have available capable resources for full implementation and provide data to begin to count actual energy conservation in a timely manner.

IdentifyBeing

Validated

Approved and

FundedAwarded Complete

From

To

Streamline & Optimize Project ID, Funding, Contract Award & Implementation

Current Project Implementation

Streamlined Project

Implementation

time

IdentifyBeing

ValidatedComplete

Approved, Funded, and

Awarded

12


Alter the assumption/rule that projects must be in place

for a full year prior to the actual realization of MBTU

savings. This is not a best practice in industry and

essentially reflects a notion that when one turns off power in

an unused building, that building must be turned off for a full

year before the conservation savings can be counted. The

alternative and more accurate way to account for these

savings would be to collect verification data on a real

time, monthly or quarterly basis. Bases are encouraged to

conduct in-depth discussions regarding conservation savings

in this regard as it will result in a more realistic and favorable

indication of the timeliness of actions taken and achieve

targets faster.13



Several new and best practice ideas are introduced for beta projects for JBSA energy conservation analysis to include:

• Solar panels for large scale fields

• Solar based materials for windows

• Electric cars

• Individual room detection devices

• Other


14


Adopt Disciplined Use of Asset Management & Work Order Systems and Methods

Analysis of current asset & maintenance management systems (AMMS) indicate that several hundred structures are maintained in JBSA. An updated AMMS will assist stakeholders to indentify key areas of square footage, use, age, energy consumption, energy standard, and overall audit/LEED status. • Standardized Work Order Systems should be utilized to track equipment reliability and identify opportunities for predictive maintenance, spare part contracts and preferred supplier data.

• Additional data fields, user friendly reporting capabilities should be added to maximize visibility of all assets related to the JBSA Energy Conservation Program.

15


Implement Conservation Communications for All Stakeholders

Analysis reveals that approximately 12 stakeholder groups exist with JBSA and DOD that can positively influence the direction of energy conservation at JBSA.

Best practices in large scale transformation indicate that success is achieved when all key stakeholders are involved in the target changes and that they understand their respective roles in the change.

Assign Energy Conservation Targets to All Stakeholders

Once all stakeholders are identified for the energy conservation effort, it is imperative that specific targets be identified and tracked. An example for this area would be the exclusion of Wilford Hall Hospital.

Although plans currently exist to transition out of this facility, until the full transition occurs the approximately 878,700* MBTUs are being consumed annually in this structure.*based on 2010 data

16


Productivity Initiatives

E-billing - move from hardcopy and individual bills provided by the utility company that require manual signature to electronic individual billing with electronic signature verification and data analysis capability.

This process improvement project will save approximately 1 -2 days per month for each energy manager per base, postage, facilitate more timely payables and enable user friendly visibility to data captured via meters.

Individual bills from home and businesses would also be generated from this project. The visibility provided to base command relative to high consumption energy users is a cornerstone of the awareness campaign underway at JBSA. Estimated implementation time is 2-3 months depending on reporting complexity.

E-Workflow tools – transition from manual paper flow to allow for near real-time monitoring of project transaction status. Process dashboards can be established to provide multi-level status reports on billing, project funding and energy life cycle implementation. “Electronic Triggers” and business rules can be established within the workflow tools for reminders, alarms and user math based decisions and business rules. Estimated implementation time is 2-3 months depending on complexity. Figure 4.1: Example of Workflow Tool to Collect Project Status,

Measure Results, and Status Reporting

17

Project identification, Funding, Award and Implementation Cycle Analysis – Transition from up to 33 month cycle time to 50% improvement

Leverage industry best practices in the JBSA environment to further streamline the overall project life cycle to include the following: review all contracts for standard terms and conditions as well as unique requirements to streamline the overall contract and related processing cycle.

Revisit/Change current accounting rules that require 1 full year of implementation prior to counting energy savings. Implement meter based savings verification.

Contract Terms and Condition Rationalization and Standardization

Contract Allocation and Volume, Rate Table and Pricing Analysis

18


Temperature and Thermostat Analysis and Setting Controls

Utilize data analysis of JBSA temperature trends to identify thermostat settings and establish related guidelines for temperature control systems.

Utilize data analysis of JBSA temperature trends to identify thermostat settings and establish related guidelines for temperature control systems.

From the charts below, the following initial observations were made by the Energy Working Team:

Data analysis indicates that climate has not historically changed for the JBSA region. However, climate could be a factor in affecting how individuals, business owners and command CEs should align thermostat settings in line with recommended government setting for various seasons during the year.

Investigation should be conducted to minimize extreme temperature adjustments while actual temperatures fluctuate by month. Specific control systems, such as EMCS, would reduce the temperature fluctuations and therefore lower stress on HVAC systems and related O&M costs.

Awareness campaigns should align with these thermostat guidelines and should include alternative approaches for personal comfort level.

Temperature in San Antonio

0

10

20

30

40

50

60

70

80

90

100

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Month

Ave

rage

Tem

pera

ture

20062007200820092010

Trend Analysis of Temperature Differences to Recommended Thermostat Settings

-25

-20

-15

-10

-5

0

5

10

15

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Month

Diffe

renc

e Be

twee

n th

e G

over

nmen

t Sta

ndar

d Th

erm

osta

t Set

ting

and

Actu

al T

empe

ratu

re

2006

2007

2008

2009

2010

Average Temperature in San Antonio

19


Energy Conservation Continuous Process Improvement

Disciplined use of best practice project and program management techniques will be practiced to fully realize the target conservation reductions identified in the JBSA OEMP.

The diagram to the right illustrates the full life cycle of the DMAIC process that focuses on the disciplined use of data, measurements and project management to help guide priority project selection, resource utilization and ensure actual benefits are realized.

The overall goal of the JBSA framework, operating model and governance structure is to ensure that all target projects reach a control phase of implementation.

It is the Control Phase of the continuous process improvement effort that will provide the project outcome reliability to justify project replication, training, resource allocations and overall audit ability to meet 2015 energy conservation targets.

Define

Measure

Analyze

Improve

Control

Legislative & Executive Order Targets

JBSA Mission Goals and Objectives

Consumption Baselines

Aggregate Projects across all Bases

Actual Savings vs. Annual targets

Implementation & Replication Opportunities

Air Force / Services and Dept of Energy - Best Practices

Measures

New Project Implementation Opportunities

Rapid Deployment Teams

Integrated Energy Conservation Governance Model

Measures and Scorecards

OEMP Implementation

Energy Conservation Continuous Process Improvement using LSS

20


The Energy Conservation Governance model will provide for:

Identification of an Energy Executive Board to set strategic guidance and provide active project support

Systematic integration of external technologies and expertise to leverage market and technology breakthroughs

Centralized project tracking and support to provide a single POC for all the activities held at Enterprise JBSA level

Functionally aligned Rapid Deployment Teams that make use of project replication opportunities within JBSA to ensure project benefits are leveraged to the fullest extent

Independent SIR/Proposal Teams that make use of statistical analysis and project delivery best practices to further leverage project benefits

Standardize project benefit calculations to include energy as well as operations related benefits thus boosting SIR competitiveness edge

Create an updated project and benefits repository that allow a continuous project progress and results information

Validate and aggregate results by applying standardized metrics

Creation and standardization of End-to-End processes that define the operations model

Integrate benchmarking information provided by industry databases

Involve external providers in Energy Conservation trends monitoring

Ensure continuous improvement by maintaining a closed performance monitoring loop that can sustain a permanent and concerted Energy Conservation effort

Develop and coordinate an overall Awareness Campaign

DOD Strategic Energy Management Guidelines

JBSA Energy Council Planning, Policy and Governance

Project Management, Audit Compliance and Reporting

Rapid Deployment

Teams

SIR Development / Contract Award

Coordination

Energy Subject Matter Experts and

Strategic Alliances

Energy Sources

& Delivery

Contracts &

Billing

Metering, Consumption

& Controls

Asset Tracking, Modernization and

Maintenance

Process Standardization

Technology Assessment

Environmental and Contingency Plan Integration

Awareness and Communications

Guiding Principles

& Methods

Resources

Macro Processes

FoundationElements

21

JBSA Energy Conservation Governance Model

Monthly Management Review Agenda Items

1) Review Performance Scorecard Project Status and Metrics

2) Consolidated JBSA Overall Trend of Actual Conservation attainment vs. Target

3) Project Identification and Implementation Pipeline Status and Cycle Time

4) Current Project that must be completed in current month and related issues

5) Deployment Team Replication Status

a. Actual vs. Target Implementation, b. Cycle Time Trendingc. Lessons Learned

6) Actual Project $Amount vs. Target, Projected Project Amount and Sources

7) % Stakeholder Analysis Action Plan Implemented

8) % Communications and Awareness Plan Implemented

9) Best Practice project identification for replication

10) Recognition and Awards

11) Commission New Projects

a. SIR and Scoring Model Analysis

12) Training Required

a. SOPsb. Whoc. Status % Complete

13) Contract $ Allocations and Preferred Status

14) Action Item Register status review / Next Steps & Owners / Next Meeting Date22


Quarterly Management Review Agenda Items

On a quarterly basis, the Management Review will be expanded to focus on forecast for the upcoming 2-3 quarters. The additional agenda topics for the quarterly review will include:

1) Long term view of projects in the Project ID and Implementation pipeline

2) New projects for SIR and Scoring Model Assessment

3) Asset Audit Schedules and Compliance Status

4) Identification of Energy Hogs and Conservation Compliance Status

5) Energy Consumption Scorecards by structure

6) Equipment record /reliability Trend Analysis

7) Metering Deployment Schedule Compliance

8) Metering Reliability and Records Utilization

9) Productivity Project Status

10) Actual vs. Target Deployment and related Productivity Realization

11) New Projects and Priorities23

Figure 5.3: Consolidated Energy Conservation Scorecard

JBSA OEMP – MBTU Energy Actual Consumption vs. Standard Scorecard Example

JBSA Overall

• Largest Structure• …• …• Smallest structure

Fort Houston


Lackland


Randolph

• Largest Structure• …• …• Smallest Structure

Loc. Asset No. Sqr .Ft Category Baseline MBTUs Target MBTUs Actual MBTUs Metering Stage Owner

Figure 5.4: High Energy Consumption Scorecard


A six step methodology will be used to help JBSA attain specific energy conservation goals in a timely and effective manner. The steps utilize a continuous process improvement framework to ensure JBSA actions are aligned with energy legislation, help enable and ensure the mission of JBSA and maintain a ongoing focus of rapid and effective project implementation.

The six steps of the methodology include:

1) Align Goals with Energy Conservation Legislation

2) Define Consumption Drivers and Measures

3) Define, Prioritize and Implement Conservation Reduction Opportunities

Utilize best practice tools and methods including SIR Analysis, Project Energy Scoring Models, Lean Six Sigma and Business Process Management to identify breakthrough projects

4) Implement Metering and Controls Infrastructure

5) Define and Implement Energy Contingency Plans

6) Implement Overarching Awareness and Environmental Integration Campaign

24

Roadmap Implementation Steps for Energy Mgt Plan Target Attainment

Define, Prioritize and Implement Conservation Reduction Opportunities - identify and evaluate Energy Improvement Projects (EIPS) based on SIR and other selection criteria in the Energy Project Scoring Model to attain 2015 Targets

Key tasks in this step include: define, document, train and maintain dedicated subject matter resource expertise in SIR analysis and business case preparation best practices.

Develop and deliver standard training modules to ensure that all energy managers (EMs) are current on funding sources and application guidelines.

Implementation of SIR / BIR Prep / Best Practice Teams

Utilize the Energy Project Scoring Model to evaluate the relative return of the projects based on actual and expected performance Define and maintain an aggregate listing of all projects by base, Savings Investment Ratio (SIR) intensity, project amount capital cost, implementation duration and resources as required in Form 1391.

Implement priority energy conservation projects using Rapid Deployment Teams to optimize lessons learned and implementation best practices for key project categories

25

Roadmap Implementation Steps for Energy Mgt Plan Target Attainment (S1-S3)

0

500,000

1,000,000

1,500,000

2,000,000

2,500,000

3,000,000

3,500,000

4,000,000

2003 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015

Axis Title

Axis Title

Cumulative Energy Savings Targets

Consumption Goal (MBTUs) Consumption (Actual or Projected)

Reduced Consumption (Two Year Cycle) Reduced Consumption (One Year Cycle)

26

Overview of Consumption, Targets and Gaps(modeling assumptions provided by JBSA EMs)

Define and Implement Metering Infrastructure Plan

Metering for high energy demand and/or critical energy grid security nodes is recommended. To gain full benefits of central control and feedback, meters should be configured to collect and send data to Energy Management Control Systems (EMCS), as well as receive commands through feedback loops (manual and automated) that enable energy conservation.

Key steps in the implementation plan include:

a) Define high consumption structures and critical security structures that require metering for electric, water and gas

b) Define connectivity standards and protocols

c) Define JBSA-wide contracts for connectivity, interoperability and volume based fees

d) Define properly skilled resources to be used for deployment

e) Finalize schedule and track deployment, testing and training

f) Verify controls are in place and in use via operational audits

g) Obtain timely billing verification of actual energy reduction from utility companies

27

Roadmap Implementation Steps for Energy Mgt Plan Target Attainment (S4)

Define and Implement Energy Contingency Plans

- Stand-up/ Integrate Security Planning and Energy Coordination

a) Key tasks with this step include:

a) Define contingency/back-up emergency energy requirements

b) Define sources of emergency capacity

c) Conduct supplier reviews to define energy and security operating procedures

d) Conduct Readiness Drills and Audits

28


Implement Overarching Awareness Campaigns – Conduct Stakeholder Information and Communication Plan Analysis.

Build Change Management into the overall Energy Conservation Project Plan consistent with the scale and scope of the Energy Program Transformation

A robust and comprehensive awareness program is recommended to ensure energy plan target attainment.

Items to consider when designing the plan include:

Determination of core messages, expectations and results

Stakeholder analysis and value propositions

Communication plans targeted for each stakeholder group

Recognition and incentives for compliance and exceptional attainment

Visibility of goals, and progress towards goals

29


Audience Medium PurposeTopics of discussion /

key messages Owner Frequency Notes/statusAggregate Base Command Viedo

Scorecard

SIAPRA Communication plan

“JBSA Saving Energy All Year Around”JBSA will be instituting a new energy conservation awareness campaign aimed at making all focus on energy and water conservation. JBSA will change by adjusting daily habits in small ways and conservation moves at the larger level.

Savings resulting from items as simple as turning off lights in rooms not occupied. Specifically, ways that will create savings include:

•Setting thermostats to 68°F in the winter and 76°F in the summer

•Identify and correct inordinate after-hours building energy consumption

•Each building set a 10 hour comfort time window

•Consolidate appliances like microwaves, refrigerators and coffee pots to central break room

•Prohibit space heaters

•Control exterior lighting to go off by 2200 hrs

•Follow year-round water conservation restrictions

•Repair leaky faucets

•Buy equipment that is Energy Star compliant

•Participate in the JBSA Recycling Programs

30


Energy Project Scoring Model

Energy Savings Unit of measure = MBTsCriteria Weight Value (CWV) = 35 of 100

Time to implement the energy project Unit of measure = monthsCWV = 5 of 100

Savings Investment Ratio (i.e. Return on Investment Ratio)Unit of measure = % of ROI / intensity value (note: intensity = MBTUs /square feet)CWV = 20 of 100

Environmental Impact Unit of measure = relative performance value for electrical, water and gas projectsCWV = 5 of 100

Cultural AwarenessUnit of measure = estimated number of individuals impacted directly by the projectsCWV = 10 of 100

Equipment MaintainabilityUnit of measure = relative performance value base reliability and ease of repair upon breakdownCWV = 10 of 100

Capability to Produce or Enable Renewable EnergyUnit of measure = relative performance value based on the projects ability to produce or enable energy production vs. renewable vs. non renewable or production capabilityCWV = 10 of 100

Rebates and Incentives that are associated with project implementationUnit of measure = relative performance value based on the projects ability to generate a range of tangible rebates. CWV = 5 of 100

Scoring Model Overview

Electric

Water

Gas

31

An example calculation of how the overall project score is calculated Duration (months) Energy Reduction SIR Environment Impact

Threshold Points Threshold Points Threshold Points Threshold Points

Assorted -Lighting, Controls,

Renewables, Water & HVAC

ESPC Projects 21 5 162,556 35 1 8 5 5

% 6% % 42% % 10% % 6%

Cultural Awareness MaintainabilityRenewable

Energy/Energy Production

Rebates and Incentives

Threshold Points Threshold Points Threshold Points Threshold Points Final Score

Assorted -Lighting, Controls,

Renewables, Water & HVAC

ESPC Projects 5000 10 10 10 5 5 5 5 83

% 12% % 12% % 6% % 6% 100%

Benefits of using the Energy Scoring Model

Compares projects based on a wide range of costs, schedule and performance criteria

Rank orders projects based on expected performance to enable priority selection

Helps users define the full expected impact of the project during its life cycle

Helps users focus on those projects that excel in any one of the selection criteria

Helps users identify potential gaps in project deployment capability, training and or scope definition.

32

Energy Project Scoring Model

Project Name ScoreAssorted - Lighting, Controls, Renewables, Water & HVAC 83

HVAC Modifications 83EMCS Control Upgrades 72

Motor System Modifications 64Repair EMCS System 63

Upgrade HVAC / HW lines, B 1415 62AFSO21 B395 Chilled Water Plant 61Repair Central Chiller Plant B991 60

Install Thermal Storage Energy Tank 59Reflective Roofs 56

Repair Chiller/ Lighting / DDC 55Repair Windows, Improve Energy Efficiency (Bldg 2000) 55Repair Heating Efficiency, Water, & HVAC multi-facilities 55

B498 CP/TES 55Repair HVAC Systems Multi Facilities 54

Randolph Photovoltaic Hangar 3 (SOLAR) 52Repair Chiller/ Cooling Tower 51

Repair HVAC, B 5725 51Install TES B395 51

Central Energy Plant Upgrade B1377 49Repair Energy Lighting and Envelope Multi-facilities 47

Rpr HVAC system, Tech Training, B 9225 47Repair (Retrofit) Warehouse lighting 47

Con B100 to Chilled Water Plant B395 47Replace High Bay Lighting Hangars 3,4,5,7,16,40,41, and B241 46

Project Name ScoreCooling System Modification 46Energy Improvements B144 46

Fire House bldg Net Zero (21 KW PV array) 46Lighting retrofit for B-4055 45

Re-Lamp Admin B3, 241, 75, 76 45Heating System Modification 45

Install Thermal Storage Energy Tank 45Repair Energy Chillers and HVAC Multi-facilities 44

Rpr/Mnt Base Chilled Water Loop 42Roadway and Parking Lot Lighting 40

Replace Boilers/ Lighting various Faculties 40Repair/ Replace Fan Coil Units In Chapel, B 10338 40

Radiant Barrier Windows 39Repair (Retrofit) Lighting 38

LED Airfield Lighting 38Repair Chilled Water System (B498) 38

Rpl 19 AF (B661) to Chill Water Sys (B498) 38Connect B663, B66, H62, H63 and H64 to Chiller Plant (B498) 38

Expand EMCS Base Wide 38Install Thermal Storage Energy Tank 37Install Thermal Storage Energy Tank 37Install Thermal Storage Energy Tank 37

Expand Recycled Water Ph 1 16Expand Recycled Water Ph 2 16

Sub-soil irrigation 14

33

Energy Project Scoring Model – Initial Rank Order

Project Pipeline Analysis – Initial StatusThe steps below represent the different phases in the implementation process:

Stage 1: Identified: Concept documented on a spreadsheet or in ACES—JBSA

Stage 2: Being Validated—AETC

Stage 3: Validated--AFCESAPlus Up List: If it shows up on the list, rename to “Validated”.

Stage 4a: Approved: Ready to Advertise—AFCESA

Stage 4b: Not Selected: Move between validated and approved. Add “Return to Installation”—AFCESA

Stage 5: Funded: Authority to Advertise—Air Force Headquarters (HAF)

Stage 6: Awarded to Contractor:--JBSA/Installation/Contracting Agent

Stage 7: Completed—Installation/Contractor/QAE

The graph below illustrates the current progress of slated projects through the implementation pipeline, as of the May Working Session at JBSA:

0

2

4

6

8

10

12

14

Identified NOT SELECTED

Being Validated

Approved Funded Awarded Completed

Num

ber o

f Pro

ject

s

Project Stage

Project Status for Energy Implementation

34

Distribution of projects in “Selection, Approval and Implementation Pipeline”

35

Projects highlighted in red have high MBTU savings potential and should be accelerated

Project Pipeline Analysis – Initial Status

To help determine the estimated times when intensity savings would be realized, per year, and based on the 12 to 24 month lead time identified in Table 1, we projected when JBSA would actually realize intensity savings for the current list of 54 projects.

Category Est Work Dur (month)

Est Work Dur + 6 Months (as per 5/10 meeting) Est Work Dur + 12 Months

Interior Lighting 3 9 21

Envelops / Insulation 6 12 24

Distribution 6 12 24

HVAC / Controls 9 15 27

Plumbing 9 15 27

Water Systems 9 15 27

Efficient Vehicles 3 9 27

TES 12 18 30

Metering 12 18 30

Central Plants 12 18 30

Recommissioning 12 18 30

Solar 15 21 33

Figure 11.1: Estimated Total Cycle Time from Project Identification to Completion by Project Categories

Project Pipeline Analysis – Current Cycle Times

Strategy Set Outline

Alternative Work Methods

Improve energy maintenance practices to include proper

systems and training. Potential TAMU training.

Standardize the structure and number of resources for rapid

deployment teams across all bases

Change Chain of

Command for Energy

and/or Outsource /

Shared Services

Operations Rapid

Deployment Team.

Include checklist from DoE

CD.

JBSA CPS Energy Strategy

Partnership

Technical Rapid

Deployment Team

Schedule CPU shutdowns at designated intervals (ie: 4x per

week)

Alternative work schedule (telework, etc)

Incentives and Awareness

Reinforce energy incentives for managers at all levels

(horizontal chain of command and tenants). Include energy in

command performance appraisal to contribute or take

away from annual pay.

Demand reduction for entire year. Shut down

during peak times to reduce load at times

when power is the most expensive.

Implement quarterly energy

conservation awards program

Recirculateproject

savings, incentives, and rebates back

into the energy savings project

pool

Establish bonus pool at the end of the

year

Next Best Tier of High Energy

Projects Strategy

Define and Implement Individual Room Energy Saving Devices (ie: devices against vampire

energy)

Implement inflector window insulating material across all

bases to target buildings (historical buildings in

particular)

Add projects that are non-electric and

non-photovoltaic

Chill Water Plant Energy

Reduction

Implement Phase One of Photovoltaic

Farm

Utilize occupancy

sensors strips for peripheral

devices

MBTU Calculations

Must account for all new construction square feet and

include temporary square feet/Real Property Scrub/Trailers estimated to be 62,000 sq feet in

Randolph

Include all building new construction and major

renovations.

Benchmark biomass

energy savings for JBSA

Technology

Eliminate Total Energy Plant (Gas) from Wilford Hall and

replace with energy or invest in minimizing that occurs in gas system (estimated to be 50%)

Cool roofs as part of standard roof repair projects. Roof IDIQ.

ContractsConduct review of contracts from ESPC COR program

MeteringInstall Controls Across All Major

SystemsNo Cost

ConstraintsReplicate Best Energy Across All

Bases

37

Alternative Strategies to Meet Energy Conservation Goals

Land

Solar x

ELECTRICGRID

Internal Consumption

MBTUsTo GRID

MBTUs

JBSA DEMAND

Lackland

Randolph

FSH

x

% MBTUs

MBTUs Returned

Rebates,Incentives& Other

CPSExternal Customers

Implementation Process Overview

LandUse

Strategy/Ts & Cs

Contractor Selection

Construction Turn-on Production Consumption Payment& Billing

Sunset

Operations & Maintenance

Supplier Management & Support

Governance

Information Integration, Controls, Reporting, Workflow and Dashboards

Solar Panel Project - Strategy Definition and Planning DiagramsInformation Requirements

Plan Description

Demand•Current•Future

Capacity•Current•Future

Key interfaces

Cost•O&M•Other

Supply Plan

Business Case / ROI

Process Capability

Land Ownership

Equipment Ownership

Process Ownership

Timing issues

Other

Notional Illustration of Solar Panel Working Model

Draft / Notional Only – Not for distribution

38

Additional Opportunities – Solar

Solar Panel Energy Savings & Cost Models

Solar panels - for one small, medium and/or large structure or home. These PV applications would be evaluated to determine the percent of alternative energy, actual cost and overall decrease in the consumption footprint in water, gas and electric applications that single families could expect to harness in the JBSA region.

Estimated cost of these installations would be approximately $25k - $40k based on home size and application. It should be noted that purchase and implementation costs for projects in this area, as well as others, are subject to significant savings based on volume cost discounts.

Larger scale projects must be defined and scoped for full impact via Strategy Definition and Planning Diagrams. These will ensure the full end-to-end process issues are addressed and evaluated on a standard basis

The key elements of expected return on these projects include reduced demand on existing utility sources, independent back-up energy capability and overall contingency plan enablement.

Note that tax and rebate incentives must be evaluated for government applications.

Appendix E. High Square Footage – Potentially High Consumption Structures or “Energy Hogs”

Top 50% of Square Feet by

Building Category

Aggregated Square Feet within each

Building Type

Number of Buildings in

Building Category

7115 Report Listing of

Largest Square Footage

Structures

Top 50% of Square Feet by Building Category(ie: 46M Sq. Ft out of 92M Sq. Ft)

AUTO FR DETC 27%

CLSD HD A/SPRINKLER 24%

HTG FR CEN PLT 12%

A/C FM CEN PLANT 11%

WHSE SUP EQUIP DEP 10%

HT GAS SOURCE9%

DORM RECRUITS7%

Aggregated Square Feet within each Building Type

0

2000000

4000000

6000000

8000000

10000000

12000000

14000000

Building Type

Squa

re F

eet

39

Macro Energy Conservation Project Plan:

All key tasks of the energy roadmap will be formulated into a project plan that clearly identifies key tasks, owners, start, stops and interdependencies.

Standing Management Reviews will also be indicated in the overall plans.

The plans will extend to the full life of the time horizon of the energy goal. Figure 8.4 illustrates a macro level Gantt chart / project plan that will be maintained at the aggregate and base level.

These plans will be part of the standard documentation used in Management Reviews.

1. Define Energy Conservation Legislative Guidance

2. Establish JBSA Energy & Environmental Governance Steering Committee

3. Align JBSA Goals and Base Targets with Legislative Guidance

4. Define JBSA Conservation Drivers and Measures

5. Define and Prioritize Energy Conservation Improvement Projects (CPIS)

i. Implement SIR Best Practices

ii. Score and Select CIPs

iii. Identify and Implement Productivity Improvement Projects

6. Implement Conservation Improvement Projects

7. Implement Metering and Controls Infrastructure

8. Implement Overarching Awareness Campaigns

JBSA Operational Energy Management Plan – MBTU Program Milestones

1Q 2Q 3Q 4Q 2012+ Status

Legend: Complete = C Pending = P Underway = U Attention Required = AR

C

P

U

U

U

P

U

AR

U

AR

AR

= OEMP Kick-off

40

Proposed Next Steps

Appendix Slides

41

Figure 5.3: Consolidated Energy Conservation Scorecard

42

Version 16-Jun-11

Stakeholder name/group

Target Stakeholder Impact on Project (H=9 (Driver), M= 5 (Engaged

and Doing), L = < 3(Occasional

Engagement )supportive)

Stakeholder level of influence on success

of project (h,m,l)

Current Level of information provided to

Stakeholder to make proper decesions

(+,o,-) (3,1,-3)

Current Level of Action Taken on the

information provided (+,o,-) (3,1,-3)

Cummulative Stakeholder Score (H=9, M=3, L=<3,

Information Gap From

Target Action plan for stakeholder

Aggregate Base Command 9 3 1 1 5 4Use new scorecards, goverance and communication

plans

Energy Steering Committee 9 3 1 1 5 4Use new scorecards, goverance and communication

plans

Individual Base Command 9 3 1 1 5 4Use new scorecards, goverance and communication

plans

Energy Managers / SME 8 3 2 1 6 2Implement standardizex use of Asset Mgt and

workorder systems. Use rapid Deployment Teams

Energy Technicians 8 3 1 1 5 3Implement standardizex use of Asset Mgt and

workorder systems. Use rapid Deployment Teams

Utility Company 6 2 1 1 4 2Implement Electronic Billing Capability and Issue

Indiviudual Meter Scorecards

Contractors 5 2 1 1 4 1Log energy consumption units to be accounted for

during project constructionGovernment Officials 5 2 1 1 4 1 Promote JBSA and Utility Company Programs

Schools 5 2 1 1 4 1

Adopt the "You've got the Power" campaign and help our households attaine A's and B's on Metering

Scoecards

Base Families 5 2 1 1 4 1

Adopt the "You've got the Power" campaign and help our households attaine A's and B's on Metering

Scoecards

DOE 4 1 1 1 3 1

Modify accounting rules to allow for next year or "receipt based" savings. Expand measures to account

for restoration facilities, new construction and "building traffic" vs only square footage based

measures

DOD / Departments 4 1 1 1 3 1

Modify accounting rules to allow for next year or "document based" savings. Define energy rules for historic buildings. Enhance & conduct IA audits on

asset systems for user-friendly enegy reporting

Stakeholder Information and Action Plan Risk Analysis (SIAPRA)

43

Stakeholder Information Action Plan Analysis

JBSA OEMP – MBTU Energy Actual Consumption vs. Standard Scorecard Example

JBSA Overall


Fort Houston


Lackland


Randolph

• Largest Structure• …• …• Smallest Structure

Loc. Asset No. Sqr .Ft Category Baseline MBTUs Target MBTUs Actual MBTUs Metering Stage Owner

Figure 5.4: High Energy Consumption Scorecard

44

45

7115 Report Listing of Largest Square Footage Structures

46

Provide Project Management Support to JBSA to complete the following:

1. Construct an Energy Strategic Management Plan to enable the application and receipt of funding ($250M)that ties all of the JBSA activity to EO, legislation, QDR, OSD policy, etc. down to the objectives, activities and metrics being reported :

a. Energy Strategic Management Plan will incorporate and show clear linkages to DOD Leadership guidance and include Goals, Objectives, Projects/Tasks planned to achieve plan

b. Construction of Energy metrics that are reported by month (as lagging indicators) to serve as leading indicators by quarter. Metrics should reflect :

I. Activity and effort underway to achieve goals, objectives, and tasks, that will properly indicate starting point baseline, progress trend, milestone way points, and target level

II. Energy (electric, mogas, and natural gas/propane) consumption rate

III. Water consumption rate

2. Construct JBSA -wide project plans that will connect the vast amount of ESMP activity, enable visibility and drive execution. Risk Analysis, Cost Management and Results Sustainability will be conducted as a follow on effort.

a. Meter Installation Plan b. Metrics / Measures and Reporting

c. Asset Identification & Replacement Mgt. d. Capital / Savings Investment Ratio Analysis

e. New Construction / Renovation Project Planning f. Marketing and Education Plan

JBSA Energy Strategic Management Plan - Proposal Deliverables – 1Q Notes

- BLUF -

46

Strategy Drivers PriorityExecutive Order 1Congressional Acts 2National Security 3QDR 4SMP 5Interagency 6JBSA 7Benchmarks 8

Comprehensive Project Listing1. Completed ‘092. Awarded ‘103. Approved 4/104. Being Valuated 11/105. Identified TBD6. Test / Partner TBD

Evaluation /Funding CriteriaECIP 1 FY11ECIP 2 FY12ECIP 3 FY13SRMMilcon

Energy/Conservation Group1. Reduce Consumption2. Increase Capacity3. Renewable Energy4. Risk, Security & Contingency

Strategy Framework

Framework Strategy Drivers/Goals: EO I Congress I QDR I SMP

Targets & Timing: Ex: % Reductions

JBSA Application of Strategy Drivers: Gen Patrick 6

Process Owners: Who will implement

Task Required to Achieve Strategy

Outcome Measures (Ys)

Projects aligned to Goals

Leads and Resources

Control Measures (Xs): Do these things to achieve Ys

Authoritative Data Sources

Other

Project Tracking Data SheetsForm 1391 Data FieldsAdditional Evaluation Criteria

E&C SMP Document: Categories of Content

1. Vision

2. Goals

3. Scope

4. Benefits and Costs

5. Budget and Resources

6. Project Governance

7. Roles & Standard Operation Procedures

8. Measures

9. Market & Communications

10. Culture Change & Education

11. Timeline for Plan Implementation

12. Appendix

JBSA Energy & Conservation Strategic Management Plan: Process Overview & Deliverables Target

2011 - 2013E

&C

SM

P T

ask

Pla

n47

47

Year MBTUs Begin to be Realized 2011 2012 2013 2014 2015

MBTUs Saved by Projects

2009 179,620 179,620 179,620 179,620 179,620

2010 34,385 34,385 34,385 34,385

2011 88,690 88,690 88,690

2012 62,246 62,246

2013 0

Total MBTUs Saved by Current Projects 179,620 214,005 302,694 364,940 364,940

MBTUs Above Target 702,478 811,777 921,076 1,030,375 1,139,674

Total MBTUs Remaining Short of Target (MBTUs Above Target –MBTUs Saved)

522,858 597,772 618,382 665,435 774,734

Analysis of Current Projects in Original SEMP Identified by Energy Managers through April 2011

Year MBTUs Begin to be Realized 2012 2013 2014 2015


No Fiscal Year Given

878,701 878,701 878,701

2010 49,140 49,140 49,140 49,140

2011 202,949 202,949 202,949

2012 705,160 705,160

2013 100,000

Total MBTUs Saved by Current Projects 49,140 1,130,790 1,835,950 1,935,950

MBTUs Above Target 811,777 921,076 1,030,375 1,139,674

Total MBTUs RemainingShort of Target (MBTUs Above Target –MBTUs Saved)

762,637 -209,714 -805,576 -796,277

MBTUs Saved by New Projects Alone (Identified in May Working Session and Listed Below)

48


Year MBTUs Begin to be Realized 2011 2012 2013 2014 2015


2009** 179,620 179,620 1,058,321 1,058,321 1,058,321

2010 83,525 83,525 83,525 83,525

2011 291,639 291,639 291,639

2012 767,406 767,406

2013 100,000

**No Fiscal Year Given projects have been added to begin being realized in 2013

Total MBTUs Saved by Current Projects 179,620 263,145 1,433,484 2,200,890 2,300,890

MBTUs Above Target 702,478 811,777 921,076 1,030,375 1,139,674

Total MBTUs Remaining Short of Target (MBTUs Above Target –MBTUs Saved)

522,858 548,632 -512,408 -1,170,516 -1,161,217

MBTUs Saved by New Projects and Current Projects Combined

49


Based on the 2003 baseline and current base square footage, JBSA must

consume no more than 2,550,309 MBTUs in 2015 in order to be compliant

with the energy conservation target. This target represents a 3% savings

each year from its 2003 baseline through 2015. JBSA is currently projected

to consume 3,689,983 MBTUs in 2015, which means JBSA must reduce

consumption by 1,139,674 MBTUs by 2015 to meet the goal. Currently

slated projects are estimated to reduce energy consumption by 334,023

and new strategies that have been developed amount to an additional

1,935,950 MBTUs reduction in energy consumption. Base Command

Steering Committees and Energy Working Teams will conduct the necessary

project prioritization, selection funding and implementation using a standardized

roadmap to reach JBSA objectives, communicate & recognize best practices

and drive continuous energy process improvement. 50

Opportunity Statement / Context Need for the OEMP

1. 2 Agenda Section I. Project Background / Charter Review II. OEMP Summary III. Lessons Learned /...

Documents

Transcript of 1. 2 Agenda Section I. Project Background / Charter Review II. OEMP Summary III. Lessons Learned /...