Deep Energy Retrofits · DOE IDIQ ESPC Awarded Projects ... Total for FY 2016 21 $ 718,966,109 ......

Tampa Convention Center • Tampa, Florida

Deep Energy RetrofitsAugust 15, 2017

Track 6, Session 3

Cara CarmichaelRMI

Kinga Porst-HydrasGSA

Randy SmidtARMY

Yolanda Robinson-Freeman

NNSA

Energy Exchange: Connect • Collaborate • Conserve

1. What is a deep retrofit?2. How are deep retrofits being applied at the

Federal level?

3. Deep retrofit best practices

4. Conclusion and discussion3

Agenda

Lessons learned, tools and insights from multiple perspectives

GSA’s National Deep Energy Retrofit Program

Army’s Deep Retrofit ESPC Program

DOE’s Facilities Infrastructure Restoration and Modernization Program

Energy Exchange: Connect • Collaborate • Conserve5

WHAT IS DEEP RETROFIT?

Integrative Design Process

Achieve ≥ 40% energy savings

Positive impacts to site and grid

Whole Systems PerspectiveBuilding, site/campus and lifecycle

Improved project economics


BENEFITS OF DEEP ENERGY RETROFITS

• Infrastructure improvements• Job creation• Public private partnerships• Cost savings• Increased energy security and resiliency• Reduced exposure to utility price volatility • Attract and retain quality staff• Energy efficiency is the cheapest fuel source• Bipartisan support

Bottom Line: In line with administration priorities and provides best overall value.


Federal Investment in Facility Efficiency


• Cost of energy saved: $25 / million Btu• Return on Investment 2007-2030: 2.3 years• Meets even very conservative payback calculations, also shows perhaps

we could be doing more!

8

Assumptions/Rules of Thumb for Savings Return

DOE IDIQ ESPC Awarded Projects Summary, May 2017

Project Count

ProjectInvestment

GuaranteedCost Savings

AnnualEnergySavings

(btu x 10^6)

CumulativeEnergySavings

(btu x 10^6)

Annual-Btu-saved/$1-of-

investment

Cumulative

Energy Saved (w/ O&M, etc.)$/million Btu

Return on Investment

Total for FY 1998 5 6,575,201$ 17,162,375$ 60,931 783,240 9,267 $21.91 2.61Total for FY 1999 15 40,950,583$ 94,265,528$ 340,539 5,660,293 8,316 $16.65 2.30Total for FY 2000 20 62,161,736$ 131,703,866$ 609,730 9,510,029 9,809 $13.85 2.12Total for FY 2001 31 126,376,566$ 273,213,735$ 869,148 13,374,390 6,877 $20.43 2.16Total for FY 2002 19 112,866,816$ 340,061,131$ 1,032,973 21,194,077 9,152 $16.05 3.01Total for FY 2003 39 260,867,190$ 541,848,764$ 2,543,263 35,515,859 9,749 $15.26 2.08Total for FY 2004 6 28,366,270$ 66,492,625$ 310,836 5,496,755 10,958 $12.10 2.34Total for FY 2005 9 75,391,097$ 201,465,006$ 1,398,118 30,787,712 18,545 $6.54 2.67Total for FY 2006 22 163,960,554$ 410,192,500$ 1,233,397 22,143,688 7,523 $18.52 2.50Total for FY 2007 15 149,177,735$ 371,703,394$ 957,303 16,206,513 6,417 $22.94 2.49Total for FY 2008 21 293,469,669$ 756,653,562$ 1,805,188 34,187,748 6,151 $22.13 2.58Total for FY 2009 23 397,338,861$ 1,493,828,946$ 4,681,992 86,523,921 11,783 $17.26 3.76Total for FY 2010 37 528,378,174$ 1,162,276,810$ 2,598,197 42,882,708 4,917 $27.10 2.20Total for FY 2011 7 252,650,259$ 916,419,640$ 418,087 7,952,004 1,655 $115.24 3.63Total for FY 2012 9 182,449,202$ 340,520,991$ 768,505 14,757,644 4,212 $23.07 1.87Total for FY 2013 22 278,140,200$ 504,714,514$ 1,240,130 18,569,274 4,459 $27.18 1.81Total for FY 2014 25 452,555,491$ 907,464,001$ 1,696,051 32,393,260 3,748 $28.01 2.01Total for FY 2015 9 187,978,442$ 451,152,148$ 876,840 17,829,351 4,665 $25.30 2.40Total for FY 2016 21 718,966,109$ 1,429,751,381$ 1,894,441 38,144,627 2,635 $37.48 1.99Total for FY 2017 16 659,580,916$ 1,512,823,080$ 2,079,747 45,863,451 3,153 $32.99 2.29

Grand Total 371 $4,978,201,071 $11,923,713,997 27,415,416 499,776,544 5,507 $23.86 2.40

FY 2007 - FY 2016 $3,441,104,142 $8,334,485,387 16,936,734 309,447,050 4,922 $26.93 2.42

Source: FEMP – July 2017 analysis. http://energy.gov/eere/femp/federal-facility-annual-energy-reports-and-performance

http://energy.gov/eere/femp/federal-facility-annual-energy-reports-and-performance


73 facilities, 40 million square feet

26 task orders awarded (2014 – 2016)

34% average energy reduction

$541 million implementation cost

$21.5 million annual savings

905 billion Btus annual energy reduction

One Net Zero ESPC project

Goals:

Increase use of PPP

Retrofit plans that move a building towards net-zero energy use

Use of innovative technologies

Achieve deep(er) energy savings than in past projects

9

GSA’s National Deep Energy Retrofit Program


% E

nerg

y Sa

ving

s

NDER Project % Energy Savings

NDER Program Average

Other Federal ESPC Project Average

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Round 1 Round 2

NDER 1 & 2 Results


GSA’s keys to success

Emphasis on deep retrofits in the notice of opportunity

Design charrettes reinforced the need for ESCOs to dig deeper and propose ECMs with longer simple paybacks

Central Program Management Office provided central source of information for GSA regional managers


• Army Real Property Portfolio ~ 1 Billion Square Feet (approximately 30% of all Federal SF)

• Campus Approach – Our “Facilities” are small cities, not just individual buildings

• Largest Single Facility Energy User in USA

• Energy Security & Sustainability (ES2) Strategy

• Net-Zero Philosophy• Energy• Water• Waste

• Everything we do is for Mission Readiness

The World of the Army


• Started UESC program in 1992 and ESPC program in 1996, longtime champion

• Third Party Investment of over $2.5B• Over $1B investment just in last 5 years• Over 245 ESPC Task Orders/modifications• Over 375 UESC Task Orders/modifications• Largest ESPC program in Federal Gov’t• Second Largest UESC program in Federal Gov’t

13

Army’s ESPC/UESC Portfolio


• Senior Leader support• HQ Dept of Army provides guidance and

framework for program support, but installations generate and champion projects at the local level.

• Quasi-centralized contracting, maintains expertise in specialized contracting.

• Phased approach allows execution in manageable pieces.

• Not overly prescriptive RFPs/NOO.• Open, Early, honest communication, including

charrettes with all stakeholders• Longer terms and bundled projects

14

Army’s Keys to success


• Overview• Focused effort to deliver necessary

improvements to DOE’s facilities and infrastructure using public-private partnerships.

15

DOE’s Facilities Infrastructure Restoration and Modernization (FIRM) Program


• ObjectiveDOE has used public-private partnerships to install more $520 million in infrastructure improvements across the complex since 1999• Given the limited availability of appropriated

funding, ESPC and UESC projects are an ideal vehicle for upgrading energy performance and resolving the backlog of deferred maintenance issues in our facilities.

16



• Participant Benefits• Meet goals and demonstrate leadership• Mobilize capital to address long-standing

issues or site needs• Enhance mission effectiveness• Boost employee productivity and recruitment:

17



GSA-RMI Report: Summary of Deep ESPC Savings

60%

40%

100%

53% 54%

43%

68%

45%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

GSA - New Carrollton

Navy - NAS Oceana

GSA - Almeric Christian

Army - Fort Buchanan

DOS -Nicaragua Embassy

GSA - King Brickell

City of Boulder

Nat'l Archives and Records Adm. - NARA

Energy Cost Savings

Average Federal ESPC Savings


Case Study OverviewProject Name

Location ESCO Energy Savings

Investment Value and % Appropriated

Contract Term

New CarrolltonFederal Building

New Carrollton, MD Ameresco, Inc. 60% $44.6M (1%) 22 years

NAS Oceana Virginia Beach, VA Trane U.S., Inc. 40% $89.6M (0%) 17 years

Almeric Christian Saint Croix, USVI

Schneider Electric 100% $6.4M (0%) 19 years

Fort Buchanan San Juan, Puerto Rico

JohnsonControls, Inc. 53% $71.1M (0%) 18.5 years

Nicaragua Embassy

Managua, Nicaragua

Lockheed Martin 54% $15.0M (0%) 25 years

King Brickell Miami, FL FPL Energy Services, Inc. 43% $4.4M (51%) 15 years

City of Boulder Boulder, CO McKinstryEssention, LLC 68% $16.2M (29%) 15 years

NARA (Multiple) Honeywell ESG 45% $11.1M (0%) 16 years


What is Required to Achieve Deep Retrofits

Buildings that have not undergone recent energy retrofit projects

Emphasis from agency

Thorough audit process to identify ECMs

Integrated design approach

Realization that deep retrofits cost more

(in terms of energy savings per dollar invested)


Deep Retrofit Best Practices

1 Set

Aggressive Goals

2Collaborate

with Diverse Stakeholders

3Use Iterative,

Holistic Design

Processes

4Incorporate

Ongoing Involvement


Best Practice #1. Set Aggressive Goals

Establish long-term goals that align with facility masterplan

Clearly state desired outcomes and constraints

Push for longer contract terms to achieve deep, bundled savings

1

2

3

This image cannot currently be displayed.


FULLY LEVERAGE APPROPRIATED FUNDING

• Inevitably, appropriations will fall short of ‘cost effective’ upgrade needs

• Plan B should include combined private ESPC/UESC funding

• Longer payback measures should be funded through appropriations and shorter term measures financed through ESPC/UESC.– Timing is key – ESPC work must align

with appropriated funding.– Legal understanding and engagement

• Source: https://d231jw5ce53gcq.cloudfront.net/wp-content/uploads/2017/06/ASHRAE-D-LV-17-006.pdf

Visit Track 14 Session 5: ‘Public Private Partnerships’ 10:30-12:00 for additional info

https://d231jw5ce53gcq.cloudfront.net/wp-content/uploads/2017/06/ASHRAE-D-LV-17-006.pdf


Deep retrofit over time

Do load reduction ECM’s with or before equipment replacement

Load Reduction ECM’s:• Lighting• Sealing and weatherization• Window replacement or

films

• Roof or wall insulation• Shading• Daylighting• Plug load reduction

• Controls (i.e. DCV, programmable Tstats)

• Passive strategies (i.e. night flush w/ thermal mass)


Almeric Christian Federal BuildingFirst Net Zero ESPC

• GSA Region 2

• Schneider Electric selected in 2012, through NDER, to implement ESPC

• TO awarded September, 2013

• Construction completed September, 2014

• Project parameters• $6.4 million investment• $0.5 million/year guaranteed

savings• 19 year finance term


Key Facts

Building Characteristics:• Location: St. Croix, Virgin Islands• Floor Area: 57,872 ft2

• Original Construction: 1989• Tenant: Federal Courts• Baseline EUI: 57 kBtu/ft2

• Local Utility Rate: $0.52/kWh

Project Details:• Project Duration: Approx. 24

months, 12 each for development & construction

• Investment Value: $6.4 million• Projected Energy Reduction: 100%• Projected Savings: $500,000/year• Contract Term: 19 years


Keys to Success

• Well-structured communication plan

• Building tenant buy-in• Proactively addressed tenant concerns

• Consideration of unique project characteristics• Utility rates• Security requirements

• Information collection and dissemination processes could be improved• More existing asset data needed• Standardized central location for all

project information


Fort Buchanan ESPC

The Fort Buchanan ESPC• Stemmed from Army’s

Net Zero Initiative• Utilized comprehensive,

long-payback measures balanced by shorter-term ECMs

• Helped the base achieve 53% energy and 70% water savings


Key Facts

Building Characteristics:

• Location: Guaynabo, Puerto Rico• Number of Buildings: 73• Total Floor Area: 1.7 million ft2

• Original Construction: 1940-present• Baseline EUI: 55 kBtu/ft2

• Utility Rate: $0.22/kWhProject Details:

• ESCO: Johnson Controls, Inc.• Managing Agency: U.S. Army• # Task Orders: 2*• Project Duration: 38 months• Investment Value: $71.1M• Projected Energy Reduction: 53%• Projected Savings: $4.8M per year• Contract Term: 17-20 years


Technical Specifications

• Key ECMs• Lighting replacements and

controls• HVAC improvements

• Water Conservation• Rainwater harvesting• Smart irrigation system• 70% reduction, 52 Mgal/yr saved

• Renewables• 5.4 MW solar PV • 875 kW wind turbines• 106 MmBtu/yr solar thermal

• M&V • Option B: renewable systems• Option A: all other ECMs

Invested First-Year Savings

Simple Payback

PV Generation $28.43M $1.53M 19 yrsLights & Occupancy Sensors $7.38M $1.1M 7 yrs

HVAC $7.04M $613k 12 yrsWind Generation $5.10M $179k 29 yrsWater Solutions $4.35M $590k 7 yrsAir Cooled Chiller $4.26M $236k 18 yrsEMCS $3.29M $445k 7 yrsLED Street Lights $890k $85k 11 yrsRoof Insulation & Reflective Membrane $660k N/A N/A

Retro-Commissioning $570k $5k 11 yrsSolar Water Heating $180k $5k 33 yrs


Key to Success

• ECM Bundling– $23.5M shorter-payback ECMs (7-12 years)– $38.0M longer-payback ECMS (18-33 years)

• Aggressive Goals– Specified Net Zero Water pilot site– Program supported by Army goals (e.g. security)– Program established project philosophy for water and energy

• Value Beyond Energy Savings– Projected O&M savings: $268k/year– O&M and water contribute 18% of total savings

• Project Champion and Interdisciplinary Project Team


AdministratorNNSA Act

Gives Authority

Procurement Executive(NA-APM-10)

Full Delegation

Head of theContracting Activity

Limited Delegation

Site Office Contracting Officers

Subject to Appointment Limitations and NNSA Coordination and Approval Process (CAP)

Formal Contracting Officer

Warrant Appointment

Acquisition Management

Contracting Officers

Formal Contracting Officer

Representative

Delegation Letters

HQ or Site Office M&OContracting Officer

Representatives

HQ or Site OfficeContracting Officer

Representatives Formal Contracting Officer

Representative

Delegation Letters

NNSA Flow of Contracting Authority


Acquisition Personnel Roles and Responsibilities

• Contracting Officer (CO): A person with the authority to enter into, administer, and/or terminate contracts. The only Federal position, 1102, who has the authority to contractually bind the Government

• Contracting Officer’s Representative (COR): Authorized representative of the CO– Can issue technical direction per written delegation, and accept

performance– Cannot change scope, schedule, price or terms– Must be a Federal employee– Appointed in writing by a Contracting Officer– No Conflicts of Interest

• Federal Project Director (FPD): An individual responsible for planning, organizing, directing, controlling, and reporting on the status of a capital asset project

33


Flow of Contractual Relationships

NNSA CO/COR Contractors Subcontractors

Direct Relationship Direct Relationship

No Direct Relationship


Lessons Learned

• Involve the site contracting personnel early in the acquisition process if the site will be responsible for contract administration.

• Appoint a qualified, experienced Contracting Officer Representative Federal Project Director

• Revisit, review Tri-Party Agreement continuously. Revise as necessary.• Ensure that the Tri-Party Agreement is executed and that roles and

responsibilities for all phases of the contract are clearly documented.• Ensure understanding that privity of contract (ESPC) lies between NNSA

and the ESCO• Clearly understand safety and security requirements and how they will

impact the all phases of the contract.• Understand that the M&O contractor can change (site management)

during any phase of the ESPC process, thereby requiring a mod to incorporate procedural changes, etc.

• Construction & design appears to be the most vulnerable phase of the process.

• Ensure that communication lines and methods are clearly understood by all parties involved.


Pantex Wind Farm


Best Practice #2. Collaborate with Diverse Stakeholders

Map out key decision makers and influencers

Maintain stakeholder engagement

Mitigate the effects of personnel turnover

1

2

3

38

Quantify the benefitsbeyond energy cost savings4 1x : 10x : 100x


Diverse and broad Stakeholder team


As we move toward more efficient and net zero energy buildings, plug loads play a big role in energy use, between 30% - 60% of a buildings energy use.

40

Occupant engagement is critical

0%10%20%30%40%50%60%70%80%90%

100%

J. Craig VenterInstitute

Jacobsinstitute for

Designinnovation

University ofWY Visual Arts

Facility

City ofBerkeley WestBranch Library

service waterheatinglighting

fans

Pumps

cooling/dhw

heating

Office/lab/plugloads/freezers

Source: 1. http://www.aiatopten.org/, 2. 2013 UCLA meta-analysis of 156 field studies http://papers.ssrn.com/sol3/papers.cfm?abstract_id=2273850

7.4% reduction in energy use due to behavioral strategies.2

• Energy kiosk and educational signage

• Certifications and awards

• Training programs and fact sheets

• Energy competitions

http://www.aiatopten.org/

http://papers.ssrn.com/sol3/papers.cfm?abstract_id=2273850


• In Support of the GSA ESPC Effort:– Created a Program Management Office (PMO) March 2012:

• Provide Guidance and Capture Best Practices• Provide Subject Matter Experts to Support Regions

During ESPC Development• Provides Quality Assurance to Regional ESPC

Contracting• Develop System to Ensure Essential EPSC

Administration During Contract Performance Period• PMO Membership Includes Portfolio, Budget, Finance, Energy

Team, Contracting, and Regional Representatives and Subject Matter Experts

41

GSA – ESPC Program Management Office


• PMO/Dedicated Contracting Personnel• A Preset Agenda for Weekly Meetings• Provided More Information at the PA Kick Off• Provide the Utility Escalators at PA Kick Off• Reasonable Number of Task Orders to Match Resources• Schedule a Baseline and M&V Meeting Outside of Regular Meetings• Keep a Cohesive Comment Form Throughout All Reviews. • Independent Cost Estimator • Centralized Contracting Reviews Equate to Quicker Reviews• Adding Appropriated Funds, if Possible, into the Planning Process• M&V – If a Larger Retrofit, Utilize 3-year Option C M&V

42

PMO Best Practices


Rock Island Arsenal ESPC• Collaboration between

major mission tenant and the host installation

• Maintained engagement through multiple phases

• Enhanced mission by modernizing WWII era industrial processes

• Solved emissions issues by decentralizing coal-fired heating plant

43

Rock Island Arsenal ESPC

FY14 ESPC, Air Exchange System as part of ESPC at Rock Island Arsenal, IL


• ESCO: Honeywell• Managing Command: Installation Management

Command (IMCOM)• Mission Command: Army Materiel Command• # Task Orders: 3 T.O.s plus 3 modifications• Project Duration: phases executed over 2 years• Investment Value: $86.2M• Projected Energy Reduction: 46%• Projected Savings: $6.2M per year• Contract Term: 16-17 years

44

Project Facts


• Facilities Improvements: HVAC, Water and Sewer conservation

• Industrial Modernization: Industrial process improvements to Finishing Line & Painting Line, Compressed Air Optimization

• Central Plant: Decentralization of Coal-Fired Central Plant and conversion to decentralized Natural Gas

45

Main ECMs

FY15 ESPC – New Boilers, Rock Island Arsenal, IL


• Multiple stakeholders collaborated to enhance mission readiness.

• Solved problems other than energy issues that were critical to the success of the mission.

• Not only phased, but Task Orders grouped by area of focus: facility, process, central plant

46

Keys to Success


• Multifunctional Team hold weekly meetings • Adopt a “get it done” Attitude • Empower a project champion• Accountability• Buy in from the M&O• Solid communication plan • Well vetted scope

47

DOE’s Keys to success


Best Practice #3. Use a Holistic Design Processes

Whole building energy modeling

Master integrative design1

2

http://design.jillm.com/project/learning-from-public-interest-design-oz-journal/

http://design.jillm.com/project/learning-from-public-interest-design-oz-journal/



Controls Lighting

Plug Loads

EnvelopeHVAC

Renewables DHW

Occupant Behavior

Optimize the WHOLE,not the parts


1. Better buildings, lower energy costs

2. Downsizing or eliminating mechanical and other systems - and therefore avoiding capital costs

• Central plant expansion, nat gas, lighting, chillers, perimeter heating

3. Reclaim square footage or roof space due to reduced mechanical space

4. Allowing for more cost-effective measures to “finance” longer payback measures

50



New Carrollton Federal Building

Building Characteristics:• Location: Near Washington, DC• Floor Area: 1.2 million ft2

• Original Construction: 1994• Tenant: IRS• Baseline EUI: 121 kBtu/ft2

Project Details:• ESCO: Ameresco• Managing Agency: GSA• Project Duration: 38 months• Investment Value: $40M• Projected Energy Reduction: 60%• Projected Savings: $2.5M per year• Contract Term: 22 years

51


Keys to Success

• Integrative Design and Focus on End-Use

• Project Champions• National GSA office• Building Facility Manager• Project facilitator

• ECMs Saved with Design Compromises• PV array and rain gardens• Window films and roof replacement

• Well-Structured Communication Plan• NDER Program

• Standardization of processes• Streamlining of legal and logistical hurdles• Potential for improvements in commissioning of integrative design

52


• ECMs for demand reduction linked with generation projects that can cover half of load.

• Multiple phases executed in 3 Task Orders achieved 48% energy savings.

53

Adelphi Research Lab

FY14 ESPC, Adelphi, MD 2.1 MW PV


Key Measures

331 kW Solar PV Rooftop

Rain Water HarvestingNew ValvesNew Controllers

New High Efficiency Dry-Type Transformers

Data Center HVAC Upgrades

DDC Automation

Occupancy Sensors for Room Lighting & HVAC

Integration to Garrison’s controls front-end with Sequence Optimization

For Cooling Tower Make-Up

Combined Heat & Power

Multiple low-efficient transformers consolidated into new right-sized efficient transformers

All PV includes revenue grade metering and monitoring

2.2 MW at Central Plant

1,729 kW Solar PV Carports

Base-wide Application

Five computer server rooms

5 New High Efficiency Rooftop Units


• Look for systems integration• O&M issues reveal energy-saving opportunities

- 84% of equipment past expected service life• Team: Management, Contracting, O&M, ESCO,

Higher Headquarters, Customer, and Installation Sub-Contractor

55

Lessons Learned


• Performance based contracts transform current energy use into infrastructure improvements by monetizing energy savings

• The value of these energy savings is maximized when– They are augmented with energy-related savings

(i.e., maintenance savings)– They are derived from projects with longer simple

paybacks, as through deep energy retrofits• Deeper energy savings enable deeper

improvements in infrastructure

Maximizing Infrastructure Improvements Through Deep Retrofits


• Goal to award $125 million in new ESPC, UESC, PPA, etc. annually beginning in 2018

• NREL expertise available to sites to jump start the project development process

• Coordination of DOE/NNSA program offices to streamline project award/implementation process

• Series of three DOE-wide design charrettes to ensure DOE/NNSA program offices, individual sites, contracting staff, ESCOs and utilities are trained in the integrative design process necessary to achieve deep retrofits and maximize infrastructure improvements

DOE FIRM: Facilities and Infrastructure Restoration and Modernization Program


4. Incorporate Ongoing Involvement

Include BAS installation or upgrades

Incorporate an occupant engagement program

1

2

3

Multiple Modifications to a task order

4

More involved and continuous M&V

5

Select ’Ripe’ projects


• Identifying projects with potential for a deep retrofit

• Deep Retrofit technical triggers:1. Older HVAC equipment at the end of its useful life or failing, poorly designed or implemented building systems.2. Poor Occupant Satisfaction Thermal Comfort Ratings.3. Old or failing major building envelope components .4. Older/inefficient lighting systems.5. Occupant turnover or change of use

59

GSA Project Selection Workbook


• gBUILD, FMIS, REXUS, and EUAS• ARRA Project Overview• Building Expenses, Mechanical Expenses/GSF • Energy Consumption, EUI % difference• OCS comfort rating

60

Utilize Existing Building Data


Narrow the list of buildings to a more manageable numberMethods to further investigate options:1.Projects can either be disqualified due to recent major HVAC, envelope, controls upgrades or prioritized due to no recent work in this area.2. If a building has potential performance issue and the lease is about to end, this impending change of use is a big potential for accessing the space and adding work to existing retrofit plans. 3. Integrate OCS data for all buildings. By adding this data, an analysis of low overall occupant satisfaction ratings by building could suggest a need to use a DER to address this problem.

The Project Selection Workbook search tool will help automate andexpand the search process to make the process more manageable and data driven.

61

Portfolio Planning


• Long term strategic plan with multiple phases.

• Load reduction paired with onsite generation provides energy security for mission readiness.

• EMCS/Building Operations Control Center (BOCC) for majority of installation.

• Building Energy Monitor Program

62

Fort Knox UESC and ESPC

District Ground Source Heat Pump Plant


• Just under $300M investment value over 100 UESC task orders and an ESPC awarded over a 20 year period.

• Achieved 57% savings with another 8% reduction currently in construction for 65% reduction overall.

• Large District Ground Source Heat Pump Loop

• Combined UESC, ESPC, and Utilities Privatization efforts enable installation to completely island from the grid.

63

Project Facts

CHP Plant, Ft Knox


In conclusion…

• The keys to successful deep ESPC

projects are communication,

deliberate goal setting, and

integrative design

• Deep ESPCs are a responsible

investment of taxpayer money

• Investing in efficiency today

increases resiliency, improves

health and productivity and

supports goals like net-zero

energy


With your neighbor, discuss:

1. What resonated? 2. What do you still have questions on?3. What are you doing currently?4. What else could you do to get to deeper

savings?

Questions for our panel? Comments to share?65

Thoughts?


• Path to a Deep Retrofit: Owner’s Practice Guide: https://d231jw5ce53gcq.cloudfront.net/wp-

content/uploads/2017/04/2015-02_Path_to_DR_using_ESPC.pdf

• Deep Energy Retrofits Using Energy Savings Performance Contracts: Success Stories

http://www.rmi.org/Content/Files/Deep_Energy_Retrofits_Using_ESPC.pdf

• Deep retrofits and combined funding https://d231jw5ce53gcq.cloudfront.net/wp-

content/uploads/2017/06/ASHRAE-D-LV-17-006.pdf

• Deep Retrofit Value Guide: https://rmi.org/insights/reports/calculate-present-deep-retrofit-value-

investors/?preview=true

• Integrative Design Principles: https://www.rmi.org/our-work/areas-of-innovation/office-chief-

scientist/10xe-factor-ten-engineering/

66

Additional Resources

https://d231jw5ce53gcq.cloudfront.net/wp-content/uploads/2017/04/2015-02_Path_to_DR_using_ESPC.pdf

http://www.rmi.org/Content/Files/Deep_Energy_Retrofits_Using_ESPC.pdf

https://d231jw5ce53gcq.cloudfront.net/wp-content/uploads/2017/06/ASHRAE-D-LV-17-006.pdf

https://rmi.org/insights/reports/calculate-present-deep-retrofit-value-investors/?preview=true

https://www.rmi.org/our-work/areas-of-innovation/office-chief-scientist/10xe-factor-ten-engineering/


Thank you!

Cara CarmichaelRocky Mountain Institute

[email protected]

Kinga Porst-HydrasGeneral Services Administration

[email protected]

Randy SmidtARMY

[email protected]

Yolanda Robinson-FreemanNational Nuclear Security

AdministrationYolanda.R-

[email protected]

mailto:[email protected]




Deep Energy Retrofits · DOE IDIQ ESPC Awarded Projects ... Total for FY 2016 21 $ 718,966,109 ......

Documents

Transcript of Deep Energy Retrofits · DOE IDIQ ESPC Awarded Projects ... Total for FY 2016 21 $ 718,966,109 ......