UC/CSU/IOU 2013-2014 Energy Efficiency Partnership PROGRAM INFORMATION PACKAGE Version 3

UC/CSU/IOU 2013-2014 Energy Efficiency Partnership PROGRAM INFORMATION PACKAGE Version 3

MARCH 2013

TABLE OF CONTENTS

A.

EXECUTIVE SUMMARY .................................................................................................. 3

B.

KEY POLICIES................................................................................................................. 5

C.

PARTNERSHIP PROCESS FLOWCHART ...................................................................... 5

D.

PROJECT APPLICATIONS, FORMS AND INSTRUCTIONS ........................................... 9

E.

KEY CONTACTS AND ROLES .......................................................................................11

APPENDICES APPENDIX A: SUPPORTING DOCUMENTS AND GUIDELINES APPENDIX B: PROJECT AGREEMENT & PAYMENT ASSIGNMENT CLAUSES APPENDIX C: PRIMAVERA P6 2013-2014 SCHEDULING PLAN

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A. Executive Summary The UC/CSU/IOU Energy Efficiency Partnership was created to encourage energy efficiency investments and foster best practices in California’s Higher Education Systems. The state’s four investor-owned utilities (IOUs), including Pacific Gas & Electric (PG&E), Southern California Edison (SCE), Southern California Gas (SCG), and San Diego Gas & Electric (SDG&E), have partnered with the University of California (UC) and the California State University (CSU) systems to provide financial incentives and project support for energy efficiency improvements on the 33 campuses participating. In general, the program contains the following elements: • •

• •

Monitoring Based Commissioning (MBCx) Energy Efficiency Retrofits o Lighting and controls o HVAC systems o Energy Management Controls New Construction (Savings by Design) Training and Education

This Partnership was initially formed as an innovative new program within the 2004-2005 Energy Efficiency Program Cycle administered under the auspices of the California Public Utilities Commission (CPUC). Due to the Partnership’s success, the program was renewed for the 2006-08 Cycle, the 2009 Bridge Period, the 2010-12 Cycle and most recently for the 20132014 Cycle. The IOUs and campuses each contribute personnel, resources, infrastructure, and technical, administrative and financial skills to achieve the program goals. The program management consultant, Newcomb Anderson McCormick (NAM), manages and coordinates the Partnership’s activities statewide. A hierarchy of teams with representatives from each partner organization delivers the program: •

Executive Team o Sets overall vision and policy o Executes program contracts and agreements o Meets quarterly

•

Management Team o Manages day-to-day issues o Approves projects and monitors progress o Meets every 3 weeks

•

Training & Education Team o Hosts training sessions and web-based seminars o Coordinates conferences and best practice program elements o Meets bi-weekly to bi-monthly

Participating campuses may receive financial incentives from the appropriate utility for implementing energy efficiency projects. These incentives are based on the energy savings resulting from each project and break down by project type as follows: •

Retrofit and MBCx Projects: $0.24/kWh and $1.00/therm

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o o •

Lighting projects capped at 50% of total project cost All other projects capped at 80% of total project cost

New Construction Projects: $0.10/kWh above standard SBD rates and $1.00/therm o Existing SBD cost caps and eligibility requirements apply

The goals for the 2013-14 Partnership cycle are (Note: These figures are subject to revision): PG&E SCE SCG SDG&E Total

kW 7,085 3,416 700

kWh 31,193,172 15,295,509 25,250,000

Therms 2,231,520 2,102,979 774,000

Incentive Dollars $ 13,810,942 $ 6,042,730 $ 2,102,979 $ 6,744,000

10,544

78,012,365

5,252,093

$ 28,700,651

However, the Partnership will endeavor to fund all qualified energy efficiency projects. To receive incentives the campuses must use the applications, templates, forms, and processes provided herein. A further description of each item is provided in the following pages. A copy of each document is attached and is also available electronically on the Partnership website (http://uccsuiouee.org/) Forms and schedules should be completed and submitted electronically through the respective University contact. For CSU, the contact is Lindsey Rowell. For UC, the contact is Dirk van Ulden. (See Key Contacts and Roles)

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B. Key Policies The following outlines key polices and standards for the 2013-2014 Partnership program cycle: • • • • • • • •

100% incentive payment upon completion Lighting measures capped at 50% of project cost All other projects capped at 80% of total project cost PC Power Management cannot be bundled with any other measures MBCx incentive based on actual savings instead of targeted Closer coordination with Savings By Design for New Construction element Use of Primavera P6 web-based project management (UC - see Appendix C for details) UCOP and CSUCO centrally provided financing for state funded capital projects (projects at campus auxiliaries may be funded separately but still channeled through UCOP/CSUCO)

Significant changes from 2010-12 program cycle to the 2013-2014 cycle are: • • • • • • • •

Server Virtualization Projects are not eligible T12 to T8 Lighting Retrofits are not eligible, (32W T8 fixtures are new baseline) Projects cannot begin without a countersigned agreement issued by the IOU (no construction pre-approvals will be allowed) Invoices: Upon project completion, the University needs to provide the IOU with itemized invoices for parts and labor as it relates to the project. Lighting power density (LPD) calculations are required for all lighting projects New Title 24 standards will apply more broadly starting Jan. 1, 2014 when changing as little as 10% of the lighting in a space triggers code All early retirement projects will need to calculate dual baselines MBCx OBF will remain available, based on IOU terms and savings expectations

C. Partnership Process Flowchart This flowchart shows the high-level flow of various activities and the responsibilities of the parties involved in each step of the application, implementation, verification and payment processes. Responsible parties include individual campuses, the UC Office of the President (UCOP), CSU Chancellor’s Office (CSUCO), the IOU providing service, and the Partnership program management which includes a Management Team and its sub-teams comprising representatives from each IOU, UC, CSU, and Newcomb Anderson McCormick (NAM). The flowcharts cover primary activities – special cases and exceptions are not detailed herein. Project Development includes the work done on a project up to the point at which an application can be prepared. For UC campuses, Strategic Energy Plans should be used as a starting point for project development. CSU campus projects are driven by Capital Program Plans. Specific project development may start with a preliminary engineering study to explore feasibility, costeffectiveness, and building prioritization. All UC projects must be assigned an SEP ID before application submittal. For projects not on the original SEP list, campuses must request a new

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SEP ID from UCOP. This can be done by contacting John Rolle at UCOP ([email protected]). To submit a project application, campuses should use either Form B or Form C (for retrofit and MBCx projects, respectively). New Construction projects should be submitted on standard Savings By Design applications. Project applications should contain savings estimates with back-up calculations and costs for each energy efficiency measure in a project. In addition, roles and responsibilities should be assigned to the project manager and other members of the project planning and implementation team at this step. For CSU, the Program Administrator (NAM) will set up a schedule in Primavera P6 based on the information in the project applications. For UC, please see Appendix C for details on Primavera P6 scheduling requirements. UCOP/CSUCO, with the assistance of NAM, will screen applications before they are submitted to the appropriate utility. This screening process will verify that applications are complete in that all required documents are attached and free of obvious errors and omissions. Project Applications will also be screened for eligibility, as well as accurate application of incentive rates and cost caps. During application screening, UCOP and CSUCO funded projects will also be cross referenced to UC SEP list or CSU Capital Projects book to confirm financing approach. Note that projects not centrally financed by UCOP or CSUCO are still screened and submitted through UCOP/CSUCO. Upon receiving applications, the appropriate IOU will conduct an initial due-diligence review (see Due Diligence Requirements). For retrofit projects, a pre-installation site inspection will be performed either by a utility or a utility-contracted engineer. A site inspection is not normally required for MBCx projects, but the application will be reviewed before approval and additional information may be requested. The engineering reviewer will prepare a report summarizing the existing conditions before implementation/installation as well as a revised calculation of savings estimates, if necessary. These final energy savings and incentive estimates will be formally agreed upon in the Campus Payment Form. The Management Team, consisting of a representative from each utility and campus system, will then approve each project based on the due diligence review. Upon Management Team approval, a Campus Payment Form (CPF) will be prepared by the appropriate utility (see Sample Campus Payment Form). The campus must sign and return two copies of the CPF with wet signatures to the appropriate utility. Once the utility has processed the agreement, an executed copy will be returned to the campus. For all CSUCO and UCOP centrally financed projects, the CPF must be submitted with the utility-specific payment assignment clause as an attachment (see Payment Assignment Clauses). For UCOP funded projects the attached payment assignment must designate the payee as the Regents of the University of California. For CSUCO funded projects, the attached payment assignment must designate the payee as the Trustees of the California State University. For UCOP centrally financed projects, the following documentation must be on file or submitted to UCOP at this step in the process: -

IRS Declaration form Approval Letter from Budget Office Draw Down Schedule Private Use Certification

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Throughout implementation, project-specific financing will be managed by UCOP/CSUCO in conjunction with the campus receiving funding. Retrofit projects are considered complete when all measures are installed and operational in a manner such that energy savings can be demonstrated, and a Form E has been submitted to the appropriate utility (see Form E). MBCx projects are considered complete when all measures are fully implemented, three months of post-implementation data have been collected, and the building operator has been trained in commissioning and managing the new control strategy (see MBCx Guidelines). A completed Form E, Form D, and final report must be submitted to the appropriate utility upon completion (see Form D). Also note that subsequent retrofit projects are typically generated as a result of MBCx projects. The details of these proposed retrofit projects can be outlined in the MBCx final report. Upon receiving project completion forms, the appropriate utility will initiate the final postimplementation inspection to verify actual savings (see Due Diligence Requirements). Whereas retrofit projects require a site inspection, MBCx projects require utility engineering review of final report and forms, and site inspection only by exception. Upon verification of savings, the utility will issue an incentive check to either the campus or UCOP/CSUCO, as indicated in the payment assignment clause in the Campus Payment Form. Note that if verified savings and incentive differ from the proposed savings in the Project Agreement, a new CPF may be executed containing the revised savings and incentive amounts. Ultimately, campuses will be paid incentive funds based on actual savings, not those estimated before implementation. Throughout the operational phase, long-term financing will be managed by UCOP/CSUCO in conjunction with the campus to repay debts incurred to implement the project.

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UC/CSU/IOU 2013-2014 Partnership Projects – High Level Process Flow Phase I: Definition/Scope

Sign and Return Project Agreement (CPF) P

Develop Project

Campus

Phase III: Design/Plan

Phase II: Review

Prepare and Submit Application. Create/Revise P6 Project Schedule. B

Develop Detailed Project Plan/ Design

Prepare Project Financing Documents

Hire Consultants and Contractors if Outsourced

C

Phase IV: Implementation

Phase V: Verification & Payment

Implement Project. Continually update project status in P6

Receive Payment (Campus Financed) Monitor Ongoing Project Financing Budgets and Cash Flows

Submit Project Completion Documentation E

D

Phase VI: Operation

I

Provide ongoing schedule updates (UC in P6, CSU to CO)

Receive Project Financing Documents (UCOP/CSUCO centrally financed)

Screen Applications

UCOP/CSUCO

-Technical Review - Schedule Criteria -Confirm finance requirements

Monitor Ongoing Project Financing Budgets and Cash Flows CSUCO maintain project schedules in P6

Receive Payment (UCOP/CSUCO Financed)

IOU

Submit to IOU

IOU Due Dilligence & Approval

Send Project Agreement (Campus Payment Form “CPF”) & Payment Assignment Clause if UCOP or CSUCO funded

Send 100% Incentive Payment

IOU Inspect & Verify

NAM

P

Assist with Forms and Schedules as Needed

Assist with Screening Applications

Review and Report Verified Savings in Tracking Tool

Management Team Approval

Report Project Status, Coordinate Teams, Manage Regular Meetings, Website and P6 administration, Troubleshoot Internal Problems

B

Form B – Retrofit Project Application

C Form C – MBCx Project Application

P

Project Agreement (Campus Payment Form or “CPF”)

E 8 ofForm Page 48 E – Project Completion Form

D

Form D – MBCx Summary Report

Invoices – Itemized parts Package and labor I UC/CSU/IOU 2013-14 Information costs for project

D. Project Applications, Forms and Instructions Each project application or form incorporates specific instructions on how to complete the various fields within it. Below are descriptions of the forms, which are available for download off the UC/CSU Partnership Website: http://www.uccsuiouee.org/stakeholdercommunications.html •

Form B: Retrofit Application Use this form for retrofit type projects. Eligibility of certain project types relative to Title 24 baselines is addressed on page 5 of this application form. Measures should be grouped into projects in a way that facilitates tracking of project implementation progress. For example, a lighting retrofit across multiple buildings is an acceptable grouping, as is combining multiple measures for a single building. However, grouping disparate measures across multiple buildings is not recommended on a single project application. It is also important to keep in mind the 50% cost cap on lighting measures versus the 80% cost cap on all other measures. Because of this difference in cost caps, lighting measures may not be bundled with non-lighting measures. Also note that PC power management projects may no longer be bundled with other measures. A project schedule must also be submitted with each retrofit application. A preliminary schedule should be created using the Retrofit Project Schedule Tab in the Form B. This information will be used to set up a schedule in Primavera P6, the Partnership’s web-based project tracking tool. For CSU, the Program Administrator (NAM) will set up a schedule in Primavera P6 based on the information in the project applications. The CSU Chancellor’s Office is responsible for receiving status updates from the campus and maintaining project the schedule in P6. For UC, please see Appendix C for details on the Primavera P6 scheduling process and requirements, as the campus is responsible for keeping the schedule updated with actual and forecasted progress on a monthly basis.

•

Form C: MBCx Application Use this form for MBCx type projects. Use one form per building or central system— separate buildings should be submitted on separate forms. Building Benchmarking Form C.1 must accompany Form C for UC MBCx applications to be considered complete. (See MBCx guidelines). A project schedule must also be submitted with each MBCx application. A preliminary schedule should be created using the MBCx Project Schedule Tab in the Form C. This information will be used to set up a schedule in Primavera P6, the Partnership’s web-based project tracking tool. For CSU, the Program Administrator (NAM) will set up a schedule in Primavera P6 based on the information in the project applications. The CSU Chancellor’s Office is

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responsible for receiving status updates from the campus and maintaining project the schedule in P6. For UC, please see Appendix C for details on Primavera P6 scheduling process and requirements, as the campus is responsible for keeping the schedule updated with actual and forecasted progress on a monthly basis. •

Form C.1: Building Benchmarking for MBCx (required for UC) This benchmarking form is required for UC MBCx applications and is encouraged for CSU MBCx applications. This form documents the historical building energy use for the largest 20 buildings on a campus. If the MBCx project is proposed at a building not among the top 20, it should be listed on the form in 20th place.

•

Form D: MBCx Summary Report Use this form to report summary results of a completed MBCx project in addition to completing and submitting a final report and Form E (see Form E below). The summary data collected on this form provide standard information in a consistent format for subsequent program-wide data analysis.

•

Form E: Project Completion Form Use this form to notify the Partnership that a project has been completed and is now ready for IOU verification. Form E also allows the campus to communicate why any measures included in the initial application were not fully implemented.

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E. Key Contacts and Roles The following tables provide contact information for key parties involved in the Partnership, as well as their respective roles in administration, management and implementation. PG&E 

 

 

Dave Hather 

[email protected] 

Sarina Uriza Dito 

[email protected] 

Program Manager, Management Team, manages and coordinates all Partnership  activities in PG&E territory  Account Representative, communicates with campuses about future projects and  obtains updates on existing projects 

Julie Cassel 

[email protected] 

Program administrative and project management support 

Leif Christiansen 

[email protected] 

Executive Team member 

  SCE 

   

   

Robert Brunn 

[email protected] 

Lisa Hannaman 

[email protected] 

Program Manager, Management Team, manages and coordinates all Partnership  activities in SCE territory  Account Representative, communicates with campuses about future projects and  obtains updates on existing projects 

Jason Zarraga  

[email protected] 

Program administrative and project management support 

Nancy Jenkins 

[email protected] 

Executive Team member 

  SCG 

   

   

Jason Lewis 

[email protected] 

Michael Kung 

[email protected] 

Program Manager, Management Team, manages and coordinates all Partnership  activities in SCG territory  Account Representative, communicates with campuses about future projects and  gets updates on existing projects 

Frank Spasaro 

[email protected] 

Executive Team member 

  SDG&E 

   

   

Linh‐Chi Hua 

[email protected] 

Jim Tello 

[email protected] 

Program Manager, Management Team, manages and coordinates all Partnership  activities in SDG&E territory  Account Representative, communicates with campuses about future projects and  obtains updates on existing projects 

Greg Lawless 

[email protected] 

Executive Team member 

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  UCOP 

   

   

Dirk van Ulden 

[email protected] 

Program Manager, Management Team, oversees project review and resource  allocation for UC 

Matthew St. Clair 

[email protected] 

Training & Education Team Lead 

John Rolle 

[email protected] 

Manages SEP ID allocation and SEP Program analysis and reporting 

Clif Bowen 

[email protected] 

Coordinates program financing and manages program financial portfolio 

George Getgen 

[email protected] 

Executive Team member 

  CSUCO 

   

   

Lindsey Rowell 

[email protected] 

Program Manager, Management Team, oversees project review and resource  allocation for CSU 

Michael Clemson 

[email protected] 

Program management, administrative, & scheduling support 

Len Pettis 

[email protected] 

Executive Team member 

  EMCOR  

   

   

Marc Theobald 

[email protected]> 

PG&E due diligence reviewer 

  Sterrett Consulting 

   

   

Richard Sterrett 

[email protected] 

SCE and SCG due diligence reviewer, T&E Team  

    Newcomb Anderson McCormick 

   

Andrew Meiman 

[email protected] 

Overall Program Manager and Management Team Chair 

Mike Anderson 

[email protected] 

Principal, Lead Engineer & technical resource 

Kelly Gallo 

[email protected] 

Program management support, P6 management & project scheduling 

Eric Xu 

[email protected] 

Program management, administrative, & scheduling support 

Joshua Babcock 

[email protected] 

Program administrative support 

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APPENDICES

APPENDIX A: SUPPORTING DOCUMENTS AND GUIDELINES APPENDIX B: PROJECT AGREEMENT AND PAYMENT ASSIGNMENT CLAUSES APPENDIX C: PRIMAVERA P6 2013-2014 SCHEDULING PLAN

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Appendix A Supporting Documents and Guidelines Document descriptions are below and attachments enclosed on the following pages. •

Mandatory Milestone Descriptions This table provides the list of milestones that are used to track project status. In order to enable cross-cutting program reporting, Retrofit, MBCx, and New Construction projects all share common milestones, which are embedded in Primavera schedule templates developed for projects. However, the detailed descriptions of each milestone will vary across different project types. The explanation of the significance of each milestone for each project type is also provided in the attached table.

•

MBCx Project Requirements This attachment provides guidance on the MBCx Project monitoring timelines.

•

Due Diligence Requirements The appropriate IOU conducts the CPUC-mandated due diligence to verify measure savings and cost estimates and ensure program eligibility and other requirements are met. For retrofit projects, a third party or IOU engineer will inspect each project site before and after implementation. MBCx projects typically do not require site inspections, although they may be inspected at the utility’s option. MBCx applications and final reports are subject to engineering review. In order to make the verification process as efficient and cost-effective as possible, the following should be provided by the campus with applications, ahead of the actual inspection. o

Pre-installation inspection: -

o

Existing equipment specifics (including manufacturer, model, and operating hours) Proposed replacement equipment specifics (including manufacturer, model, operating hours, and installation counts) Supporting calculations and/or energy modeling software reports/models that are transparent, repeatable and state valid assumptions

Post-installation inspection:

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-

Installed equipment specifics (including manufacturer, model, operating hours, and installation counts) Supporting calculations that are transparent, repeatable and state valid assumptions Invoices documenting total project cost, itemized for parts and labor as it relates to the project.

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UC/CSU/IOU Energy Efficiency Partnership 2013-2014 Mandatory Milestones No.

Process Component

Detailed explanation MBCx Projects

Retrofit Projects

Savings By Design

Phase I: Definition/Scope 1

2

Start Project

Initial milestone representing decision to pursue a given project Initial milestone representing decision to pursue a given project Initial milestone representing decision to pursue a given project and start project-specific effort; Campus sends a "Participation and start project-specific effort and start project-specific effort Letter/Letter of Interest" to IOU

Finish Project Definition/Scope

Perform initial site assesment; evaluate building systems and Develop energy savings projections, project budget, and existing metering capabilities; identify problem areas; develop Initial meeting with campus, IOU represenatative, and technical schedule. Complete when Project defined enough to prepate a preliminary energy savings projections, project budget, and support staff to define project parameters and determine defensible application schedule. Complete when Project defined enough to prepare a appropriate incentive path. defensible application Submit design analysis report to IOU (for Design Team Incentive)

3

Submit Application

Finalize and submit Retrofit Project Form B to IOU, after CSUCO/UCOP review

Finalize and submit MBCx Project Form C to IOU, after CSUCO/UCOP review

If Design Assistance is requested, IOU consultant will perform detailed energy efficient design, energy simulations, and lifecycle costs analysis

Phase II: Review

4

Finish IOU Review

IOU Performs Due Diligence and site visit

IOU Performs Due Diligence, site visit not typically required

IOU provides varrying levels of design review (Note: If IOU performs detailed energy design analysis, campus can still receive financial incentives but design team is ineligible for design team incentives)

5 6 7

Management Team Approval IOU Send Project Agreement (RPCP) Campus Sign & Return Project Agreement

Partnership Management Team approves reviewed project IOU sends project agreement to campus Campus signs and returns agreement

Partnership Management Team approves reviewed project IOU sends project agreement to campus Campus signs and returns agreement

Partnership Management Team approves reviewed project IOU sends project agreement to campus Campus signs and returns agreement

Includes procurement of Design Engineer/Contractor/Implementor if necessary. Complete Design specifications to the level of detail necessary given procurement approach

Meters Installed, 3 months of baseline data collected, & Findings Log Complete

Design specifications, life-cycle cost analyses, and construction schedule are complete

Begin project construction/measure implementation

Begin Implementation of identified measures

Begin Construction

Complete when long lead items are on site

Complete when long lead items are on site

Complete when long lead items are on site

11 Finish Contruction/Implementation

All measures installed and operational.

All measures installed and operational. 3 months of postimplementation data collected.

Contruction is "susbstantially complete"

12 Notify IOU of Finished Contstruction/Implementation

Submit Project Completion Form (Form E)

Submit final documentation, including Summary Results (Form Arrange for an on-site verification with IOU D), Final Report narrative, and Systems Manual

Phase III: Design/Plan

8

Finish Design/Plan

Phase IV: Implementation 9

Start Construction/Implementation

10 Long Lead Items On Site

Phase V: Verification & Payment 13 Finish IOU Verification

IOU or their techinical consultant performs site inpsection; total IOU or their techinical consultant performs post-installation site IOU or their techinical consultant performs review and approval incentive may be changed to reflect final projected savings inpsection and verification of Summary Results and Final Report after construction and revised energy simulations

14 Submit Invoice 15 Payment/Project Complete

Send invoice to IOU for 100% Incentive Payment IOU records project as "Paid" and books savings

Send invoice to IOU for 100% Incentive Payment IOU records project as "Paid" and books savings

Send invoice to IOU for 100% Incentive Payment IOU records project as "Paid" and books savings

= Campus Responsibility = IOU Responsibility

Milestones_2013-14_v1

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MBCx Project Requirements Monitoring Based Commissioning (MBCx) Program 2013-2014 Higher Education / Investor Owned Utility Partnership Programs January 2013

Monitoring Based Commissioning The Higher Education / IOU programs support MBCx for individual buildings or multiple buildings at UC, CSU and CCC campuses. MBCx is a unique combination of building monitoring and commissioning. The monitoring supports the commissioning effort by providing a diagnostic tool, as well as by documenting energy savings in the near term and increasing the persistence of those savings over the long term. The MBCx process includes the following steps: • • • • • • • • • • • •

Use a benchmarking process to select the best candidate buildings for MBCx. Apply to the Partnership for project approval. Install whole building meters to accurately establish the baseline energy use of the buildings. Perform functional testing to identify basic operating problems. Log the energy use and key EMS points in a database per program guidelines. Utilize physical investigation, control sequence review and database analysis to identify and evaluate opportunities to improve the energy efficiency of the building. Document potential operational and capital modifications to reduce electricity and gas use. Implement low and no cost modifications. Measure actual energy savings per program guidelines and project annual savings. Document the process in a report and receive Partnership incentive. Perform ongoing monitoring to ensure the persistence of the savings in future years. Implement the capital modifications through future funding.

This work can be done by the campus in house, or portions of it can be contracted to an MBCx agent. If an MBCx agent is used, training of campus personnel must be included in the work. This Minimum Program Requirements document describes the basic steps necessary for the implementation of these projects. Campus Eligibility The campus should take either electricity or natural gas service from an Investor Owned Utility to qualify for the Higher Education / IOU MBCx Program. The campus may buy commodity electricity or gas from a supplier other than the IOU. The campus can house a cogeneration plant if it does not sell excess power to the utility, or a PV or other renewable plant that is net metered. Commitment The campus must commit to implement all recommended no and low cost measures from the MBCx evaluation that it agrees are feasible. The campus must measure pre and post implementation energy use to provide solid documentation of annual energy savings. The Program incentive will be based on this measured savings.

2013-14 MBCx Project Requirements

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Application The campus submits the program application showing building area, building function, and current baseline metered or estimated energy use. This includes electricity and natural gas entering the building, as well as steam, hot water and chilled water delivered to the building from a central plant. Additional metering may be necessary if there are other energy flows, such as chilled water supply to other facilities. The campus should select buildings with high energy use intensity relative to other buildings on campus, or relative to other buildings which serve similar functions. Select buildings which meet other program requirements, such as no demolition or significant reconstruction planned for the next 10 years, basic HVAC and lighting equipment is in operational condition, no other energy projects are currently being implemented, and the building air handlers and plant are controlled by direct digital controls. The campus should provide a realistic schedule breakdown for implementation of the project. Metering Implement an M&V plan to install whole building metering to measure all electric, gas, steam, hot water and chilled water inputs to the building. Campuses should also consider metering domestic water for 1 comprehensiveness. Use existing meters as available, with new pulse outputs if necessary. The meters should automatically communicate interval energy use (using hourly or smaller intervals) to a front end storage device in real time. Install submeters as necessary to break out particular equipment energy use. Calibrate all new and existing meters. Small energy flows, such as Bunsen burner gas, do not need to be measured. Define the necessary periods of time to collect adjusted baseline and post implementation energy use to allow accurate projection of annual building energy use for the adjusted baseline and for the post implementation energy use. Refer to the 2013-2014 Higher Education / IOU Partnership MBCx Measurement Protocol Guidance document for specific requirements. For MBCx projects at central plants, the whole building metering requirement includes energy streams entering and leaving the plant so that overall efficiency can be evaluated.

Database Program Implement a database program specifically designed for the tracking and evaluation of energy use meters and EMS points. The program should have the ultimate capability to log, store and manipulate energy use information for every major building on campus for at least 10 years. These capabilities are beyond the capacity of many energy management systems. The system should have the ability to communicate with existing campus energy management systems to allow logging of points or virtual points from the EMS for use in the database program. The program will allow multiple ways to view and display data, including with data visualization software.

Evaluation Perform functional testing for the major mechanical equipment in the building. Identify deficiencies in operations and correct deficiencies to bring building up to a minimal operating point. Utilize the findings from the functional testing and evaluations of the energy use load profile and EMS point logs as the basis for identifying ways to improve the efficiency of the building. Project cost and savings for recommended measures. A report of findings is presented to the campus for its approval. 1

The CPUC and Utilities are conducting pilot water-energy programs. Eligibility of water-energy savings for Partnership incentives is subject to the guidance provided by CPUC.

2013-14 MBCx Project Requirements

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Implementation The campus implements the low and no cost measures evaluated in the report. Reporting Follow the M&V plan to create the post implementation energy use. Subtract the post implementation energy use from the Adjusted Baseline to calculate annual energy savings. Report these results in the program spreadsheet to document energy savings, including a comparison of savings with original program commitments. . Documentation Document the MBCx process through the reporting procedures outlined in the enclosed MBCx Report Components. Ongoing Program the database to evaluate data collected in the following years to alarm operators when energy use patterns or other indicators show that operations have changed or that energy use is drifting up. Training Train campus operators in the revised sequences of operation and monitoring systems.

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2013-14 MBCx Project Requirements

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List of Attachments Attachment 1 - Recommended MBCx Process Schedule ........................................................... 6 Attachment 2 - MBCx Report Components ................................................................................ 8 Attachment 3 - Selection Guidelines for MBCx Sites .................................................................12 Attachment 4 - General Types of Building Systems to be Investigated ......................................13 Attachment 5 - Typical Measures ..............................................................................................14 Attachment 6 - Measurement Protocol Guidelines ....................................................................15 Attachment 7 - Definitions .........................................................................................................17 Attachment 8 - DEER Demand Definition ..................................................................................18 Attachment 9 – Selection Guidelines for Metering, Communications, and Data Storage ...........20

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Attachment 1 Recommended MBCx Process Schedule

Item Planning Phase Use a benchmarking process to select the best candidate buildings for MBCx (optional for CSU and CCC, but recommended) Submit Form C-MBCx Project Application for best candidate buildings Project approval from Partnership Management Team Investigation and Implementation Phase Provider performs initial site investigations Install whole building meters to accurately establish the baseline energy use of the building(s). Log energy use and key EMS parameters in a database. Ensure that meters and sensors are calibrated correctly. See Attachment 6 for detailed requirements for baseline measurements. Perform pre-functional testing to identify basic operating problems. Analyze energy and EMS database to identify operational and capital modifications to reduce electricity and gas use, and electricity demand. Campus Delivers MBCx Baseline/Findings Report to IOU. See Attachment 2 for report components.

Campus emails list of measures from MBCx Initiation/Findings Report that will be implemented to IOU Implementation of selected measures

Post-functional testing of modified systems Document remaining improvement opportunities Measure post-implementation energy use. Normalize data and extrapolate to show annual energy savings achieved.

Suggested Timeframe/Duration

Deliverable Partnership Report Form

Prior to application for MBCx Incentive

Form C.1 (optional) Form C

Baseline data should be collected for at least 3 months. Prior collected trending data can be used if available.

Prior to generation of MBCx Baseline/Findings Report

Approximately 4 months from Partnership approval (IOU to provide comment, but approval not required to proceed) One week from delivery of MBCx Baseline/Findings Report Measure implementation period can last up to 3 months

Report

email

Post-implementation data should be collected for at least 3 months.

See Attachment 6 for detailed requirements for post-implementation measurements.

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Item Closeout Phase Campus delivers Draft MBCx Final Report and to IOU See Attachment 2 for outline. Campus delivers Final MBCx Final Report to IOU Provider conducts MBCx Training for Campus (records of Training Sessions to be included in MBCx Systems Manual). Provider delivers MBCx Systems Manual to Campus. Campus notifies IOU of receipt of Manual. See Attachment 2 for outline Campus submits Form D-MBCx Summary Report to IOU Campus receives MBCx Incentive Payment

2013-14 MBCx Project Requirements

Suggested Timeframe/Duration Approximately 10 months from IOU acceptance of Form C. IOU to review and comment.

Deliverable Partnership Report Form Report

Report

Report

IOU to Review and Approve

Form D

Approximately 11 months from IOU Acceptance of Form C

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Attachment 2 MBCx Report Components 1. MBCx Baseline/Findings Report 1.1. Introduction Include summary of all projected costs, savings, and incentives. Campus benchmark ranking and bar chart of actual data compared to other campuses; building benchmark data if available 1.2. Facility Description Area, age, function, schedule, contacts, operational requirements (schedules, occupancy, etc.) Available and missing documentation identified 1.3. Scope of Services Basic MBCx scope and systems being evaluated Description of existing controls and trending capacities Description of new monitoring capabilities and/or control points to be added 1.4. Known issues, improvement opportunities, and potential MBCx measures identified at this stage. Include projected costs and savings, anticipated incentive. Summary Table of Proposed Measures, including projected savings, costs, expected incentives Discussion of Analysis of the Potential MBCx Measures and Savings Projections 1.5. Historical Energy Use Annual Energy Use and Costs to Campus 1.6. MBCx Plan / Measurement and Verification Plan 1.6.1. Monitoring objectives and requirements 1.6.2. Identify measurement points and planned duration of data collection 1.6.3. MBCx Process 1.6.4. Roles and Responsibilities 1.6.5. Project Schedule 1.6.6. Pre-Functional Test Plan 1.6.7. Functional Test Plan 1.6.8. Operator Training Plan 1.6.9. (Optional Section) Other, non-whole-building M&V methods to be utilized 1.6.10. Plans for M&V Data Analysis (e.g., extrapolation, normalization, adjustment) 1.7. Baseline Report 1.7.1. Baseline system/equipment meter data gathering plan and data summary for each measure. Include the revenue meter numbers that savings will accrue to. 1.7.2. Discussion of baseline system/equipment data analysis 1.7.3. Assessment and proposed solutions 1.7.4. Assessment and analysis of whole-building metering data, if not included in 1.7.2.

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Appendices MBCx Kickoff Meeting Minutes Initial Project Deficiency and Resolution Log Name of System or Equipment Description of Finding, Deficiency or Problem Date Noted Recommended Solution Estimated Cost of Correction Status of Implementation Actual Cost of Correction Verification of Implementation Conclusion Date Baseline Data and Analysis files on CD or similar format

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2. MBCx Final Report 2.1. Executive Summary 2.2. MBCx Findings/Initiation Report, including baseline analysis (updated if required) 2.3. As-installed report 2.3.1. Installed energy conservation measures: describe in detail including sequence modifications 2.3.2. Discussion of corrected baseline (if necessary) 2.3.3. As-installed system/equipment metering data gathering plan and data summary 2.3.4. Discussion of energy savings calculations for each measure or package of measures & savings table 2.3.5. Provide actual field data that savings are based upon (include whole building interval data when available) 2.3.6. ECM persistence recommendations 2.4. Discussion of operator training activities 2.5. Discussion of final findings log 2.6. Additional goals and recommendations 2.7. Remaining improvement opportunities 2.8. List any retrofit project identified as a result of the MBCx process Appendices Initial Project Deficiency and Resolution Log (from time of Baseline Measurements) Final Project Deficiency and Resolution Log Pre- and Post-Implementation Trend Data and Energy Savings Calculations (Include actual data and post-processed files on CD, DVD, or FTP) All MBCx Team Meeting Minutes Training Session Attendance Records and Materials

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3. MBCx Systems Manual 3.1. MBCx Final Report 3.2. Alarm set points 3.3. Available monitoring points and active trending capabilities 3.4. Control graphics or diagrams 3.5. O&M plan 3.6. Ongoing diagnostics 3.7. M&V Plan 3.7.1. General building or plant info & Design intent (current facility requirements) 3.7.2. System diagram and descriptions 3.7.3. Equipment schedules & control sequences (this includes setpoints) 3.7.4. Available monitoring points and recommended trend groups 3.7.5. ECM persistence recommendations 3.7.6. Updated findings log and action plan 3.7.7. Updated benchmarking and baseline data 3.7.8. Operator training plans and records 3.7.9. Plans for Recommissioning to maintain persistence (15 years). 3.7.10. Summary of available as-built records & documentation

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Attachment 3 Selection Guidelines for MBCx Sites The following criteria should be used when selecting good candidate sites for MBCx projects: •

• •

•

•

Buildings should have 25,000 square feet of conditioned space or larger. Clusters of multiple, similar buildings located near each other may be considered in order to increase the footprint impacted by MBCx Buildings should have some type of mechanical air-conditioning; either served by DX units, dedicated chillers, or chilled water from a central plant. Select buildings with high suspected baseline energy use o Buildings with laboratories using fume-hoods, or other spaces requiring elevated ventilation o Buildings with data centers o Buildings with extended operating hours and/or dense occupancy o Where pre-existing metering exists, any building shown to exhibit above average use per square foot The MBCx process can be applied to central plants, when there are suspected energy savings opportunities there. Monitoring will need to be applied to the central plant’s energy outputs (chilled water, hot water, steam) as well as its inputs. Buildings should have functioning control systems such that energy conservation measures can be implemented and expected to persist.

Conversely, the following types of sites make poor candidates for MBCx projects: • • • • • • • •

Small buildings Buildings with limited annual operating hours Buildings with low occupancy Buildings that are only served by heating and ventilation (or evaporative cooling), with no mechanical air conditioning Buildings with non-functioning control systems Buildings already operating efficiently, with low energy use intensities (kWh/yr/sf, th/yr/sf) Buildings with strict operating requirements, that would prevent modifications being made for efficiency purposes Buildings with upcoming major renovations

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Attachment 4 General Types of Building Systems to be Investigated

Central Plant(s) including the following general types of equipment: • Chillers • Cooling Towers • Boilers • Pumps • Control Systems including VFDs and sequences of control • Waterside Economizers Central Air Handler(s) • Fans • Chilled water coils and valves • Hot water coils and valves • Dampers • Control Systems, including VFDs, Outside Air Economizer and other sequences of control Zonal HVAC • Depending upon the number of zones, zonal equipment may initially be evaluated by Provider by sampling, and the extent of problems will determine whether all zones need to be evaluated and whether any discovered problems are assumed to be global, and that solutions may be applied globally (“Global” as used here means similar units serving similar types of zones) • HVAC delivery to the Space (air and/or water distribution, whether dual duct, VAV terminals with re-heat, hydronic, etc.) • Control Systems and sequences of control for HVAC delivery and zonal temperature control Major Unitary Systems • Rooftop Package Units (15 Tons or over) • Controls Lighting Systems • Interior Lighting Controls • Exterior Lighting Controls Refrigeration Systems • Controls Domestic Hot Water Systems • Heaters/Boilers • Controls Process Controls

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Attachment 5 Typical Measures A wide range of energy efficiency measures may be implemented under the Program. Most commonly, energy efficiency measures will apply to the following system components: air handlers, chillers, cooling towers, economizers, boilers, lighting, and controls. While measures will be determined on a site-by-site basis, the Program's common MBCx measures include: •

•

•

•

•

• • •

Scheduled Loads o Equipment Scheduling: Time of Day o Equipment Scheduling: Optimum Start-Stop o Equipment Scheduling: Lighting Controls Economizer/Outside Air Loads o Economizer Operation: Inadequate Free Cooling o Over-Ventilation o Demand Controlled Ventilation Control Problems o Simultaneous Heating and Cooling o Sensor/Thermostat Calibration and/or Optimal Relocation o Hunting and Loop Tuning o Damper/Valve Actuator Calibration o Zone Rebalancing Controls: Setpoint Changes o Duct Static Pressure Setpoint o Piping Differential Pressure Setpoint o Reduction of VAV Box Minimum Setpoint o Implementation/Adjustment of Heating/Cooling, and Occupied/Unoccupied Space Temperature Setpoints Controls: Reset Schedules o HW Supply Temperature Reset or HW Plant Scheduling o CHW Supply Temperature Reset o CW Supply Reset for Chiller Efficiency Optimization (for Newer VFD Chillers) o Supply Air Temperature Reset: Cooling and Heating o Duct Static Pressure Reset Equipment Efficiency Improvements / Load Reduction o De-Lamping of Over-Lit Spaces o Pump Discharge Throttled, Over-Pumping and Low Delta T–Trim Impeller Variable Frequency Drives (VFD) o VFD Retrofit – Fans o VFD Retrofit - Pumps Equipment Maintenance o Leaking Valves (hot water or chilled water valves) o Actuator / Damper Operation

The goal of the MBCx program is to implement the following types of measures: • Fix problems with existing controls. • Enhance the control and operation of existing equipment. • Make limited repairs/upgrades to existing equipment to make it run more efficiently. Recommendations to improve the facility performance, such as indoor air quality issues, should be noted in the MBCx Final Draft Report even if there are no energy savings associated with them. Minimum ventilation requirements must be maintained per code.

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Attachment 6 Measurement Protocol Guidelines MBCx (Monitoring Based Commissioning) 2013-2014 Higher Education/ IOU Partnership MBCx projects should quantify energy savings through procedures in accordance with IPMVP. The 2 preferred IPMVP approach is the Option C – Whole Building method, although other Options can be used with justification. The use of alternative IMPVP Options does not eliminate the need for whole building metering of all utilities. The following specific accommodations are required for the use of Option C in the Partnership program: •

Typical Savings: Expected building energy savings should typically be more than 5% of the base-year energy use.

•

Independent Variables: In order to establish and adjust baseline energy use, the following variables should be tracked at a minimum: o o o

Outside Air temperatures - hourly or daily average data Building operating hours (e.g., weekday hours and weekend hours for both in-session and out-of-session periods) Occupancy – whether the university is in-session or out-of-session (separate regression models may need to be developed for these periods)

Additionally, data for potential special adjustments should also be captured, including: o o •

Major changes in building plug loads (e.g., a computer monitor upgrade project) Any batch processing occurring and associated hours

Measurement Period:

Minimum Measurement Period to Establish Baseline

kWh, kW

Buildings without pre-existing metering (metering capability to be installed with MBCx project). Three consecutive months of whole building interval electric data (and CHW if served by plant not on bldg meter) not including January or July. Annualized using independent variables above.

Buildings with pre-existing metering or building level monthly records of all main energy uses (metering capability to be upgraded with MBCx project). Four weeks of whole building interval electric data (and CHW if served by plant not on bldg meter), including at least two weeks at full occupancy. Annualized by reconciling with one year historical usage data.

Buildings with preexisting metering and full trending capability. Baseline may be established with at least three consecutive months excluding January and July of existing data from preexisting energy information system. Annualized using above independent variables if necessary.

2

International Performance Measurement and Verification Protocol (IPMVP). See Volume I “Concepts and Options for Determining Energy and Water Savings”

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Gas, Hot Water, Steam

Three consecutive months of whole building interval gas, (and HW and steam if served by plant not on bldg meter) not including January or July. Annualized using independent variables above.

Four weeks of whole building interval gas, (and HW and steam if served by plant not on bldg meter) from either fall or spring season, including at least two weeks at full occupancy. Annualized by reconciling with one year historical usage data.

Baseline may be established with at least three consecutive months excluding January and July of existing data from preexisting energy information system. Annualized using above independent variables if necessary.

After MBCx measure implementation, the savings reporting period should be at least three months as in the first column above, and ideally in the season opposite the baseline (i.e., if baseline established in the spring, post-implementation measurement period in the fall).

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Attachment 7 Definitions

1) Monitoring Based Commissioning (MBCx): A systematic process for optimizing an existing building’s performance by identifying operational deficiencies and making necessary adjustments to correct the system. Emphasis on whole building metering, data base analysis and storage of energy records, long term monitoring of projects. 2) Campus: Program

Applicant for the Higher Education / IOU Monitoring Based Commissioning

3) MBCx Provider: Consultant hired by the campus to perform Monitoring Based Commissioning Services 4) IPMVP: International Performance Measurement and Verification Protocol 5) Pre-functional Test: Test that evaluates the dynamic function and operation of equipment and systems using manual or automated monitoring methods and either passive observation or active testing of operation. 6) Functional Test: The assessment of the system’s ability to perform within the parameters described in the design. 7) Peak Demand: the average grid level impact for a measure between 2 p.m. and 5 p.m. during the three consecutive weekday periods containing the weekday with the hottest temperature of the year. Refer to DEER Peak Demand definition, Attachment 7.

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Attachment 8 DEER Demand Definition DEER Peak Demand Definition Max Demand (DEER): For weather dependent measures, the peak demand definition used in the 2005 Database for Energy Efficiency Resources (DEER) update is as follows:

DEER Demand Definition

- Average demand reduction over a nine hour period for the installed measure - 2 pm - 5 pm - 3 consecutive weekday period containing the highest temperature of the year.

Adobe Acrobat Document

The dates and associated weather bin data from TMY weather data are summarized below for use in calculations. If using eQUEST or other DOE2 software, these defniitions may already be incorporated. For additional explanation, the full details can be found in the attached pdf document. Note that a different set of maximum temperature hours can be used for educational facilities.

CA Climate Zones Adobe Acrobat Document

The following are the wet and dry bulb temperatures for the Maximum Demand hours in the eQUEST weather files. The average wet and dry bulb temperature for these nine hours is calculated for each Climate Zone. CZ01 30-Sep

1-Oct

CZ09 2-Oct

Averages

Hour

WB (°F)

DB (°F)

WB (°F)

DB (°F)

WB (°F)

DB (°F)

WB (°F)

DB (°F)

15 16 17

61 62 61

67 69 67

62 61 59

74 71 66

57 55 56

60 56 56

59

65

23-Sep

24-Sep

23-Jul

Hour

WB (°F)

DB (°F)

WB (°F)

DB (°F)

WB (°F)

DB (°F)

15 16 17

69 68 69

96 96 94

74 74 73

102 100 94

66 64 62

86 82 77

69

92

CZ10 24-Jul

Averages

Hour

WB (°F)

DB (°F)

WB (°F)

DB (°F)

WB (°F)

DB (°F)

WB (°F)

DB (°F)

15 16 17

65 64 63

98 95 93

69 69 69

99 97 94

65 65 64

92 91 83

66

94

12-Aug

13-Aug

18-Jul

Hour

WB (°F)

DB (°F)

WB (°F)

DB (°F)

WB (°F)

DB (°F)

15 16 17

66 68 68

98 99 95

67 67 67

104 103 99

71 70 69

101 96 93

68

99

21-Aug

Averages

Hour

DB (°F)

WB (°F)

DB (°F)

WB (°F)

DB (°F)

WB (°F)

DB (°F)

15 16 17

67 66 64

80 79 75

67 66 64

84 82 79

68 68 65

78 78 74

66

79

22-Aug

Hour

WB (°F)

DB (°F)

WB (°F)

DB (°F)

WB (°F)

DB (°F)

15 16 17

64 64 64

96 97 94

65 65 64

99 99 95

67 67 66

100 101 97

65

98

Averages

Hour

DB (°F)

WB (°F)

DB (°F)

WB (°F)

DB (°F)

WB (°F)

DB (°F)

15 16 17

73 74 72

87 86 83

73 73 71

94 90 86

75 75 75

86 86 82

73

87

22-Jul

23-Jul

Hour

WB (°F)

DB (°F)

WB (°F)

DB (°F)

WB (°F)

DB (°F)

15 16 17

64 64 64

90 92 92

67 67 69

99 101 101

74 72 72

102 103 100

68

98

Averages

Hour

DB (°F)

WB (°F)

DB (°F)

WB (°F)

DB (°F)

WB (°F)

DB (°F)

15 16 17

65 63 62

84 82 81

58 55 55

84 82 80

60 59 58

77 71 71

59

79

30-Jul

31-Jul

Averages

Hour

DB (°F)

WB (°F)

DB (°F)

WB (°F)

DB (°F)

WB (°F)

DB (°F)

15 16 17

63 65 63

98 98 96

67 69 67

101 101 99

74 72 71

105 106 104

68

101

CZ14 26-Sep

Averages

Hour

WB (°F)

DB (°F)

WB (°F)

DB (°F)

WB (°F)

DB (°F)

WB (°F)

DB (°F)

15 16 17

68 68 68

79 81 79

63 64 63

71 70 67

60 61 60

67 67 64

64

72

2013-14 MBCx Project Requirements

1-Aug

WB (°F)

CZ06 25-Sep

Averages

DB (°F)

CZ13 5-Sep

WB (°F)

24-Sep

24-Jul

WB (°F)

CZ05 4-Sep

Averages

DB (°F)

CZ12 19-Jul

WB (°F)

3-Sep

23-Aug

WB (°F)

CZ04 18-Jul

Averages

DB (°F)

CZ11 19-Jul

WB (°F)

17-Jul

14-Aug

WB (°F)

CZ03 17-Jul

Averages

DB (°F)

CZ02 22-Jul

25-Sep

WB (°F)

15-Jul

16-Jul

17-Jul

Averages

Hour

WB (°F)

DB (°F)

WB (°F)

DB (°F)

WB (°F)

DB (°F)

WB (°F)

DB (°F)

15 16 17

61 62 61

103 104 103

62 61 62

102 102 102

63 63 63

102 102 103

62

103

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CZ07 9-Sep

10-Sep

CZ15 11-Sep

Averages

Hour

WB (°F)

DB (°F)

WB (°F)

DB (°F)

WB (°F)

DB (°F)

WB (°F)

DB (°F)

15 16 17

72 70 71

81 78 78

69 70 69

80 82 79

64 58 58

84 70 67

67

78

9-Sep

10-Sep

24-Sep

Hour

WB (°F)

DB (°F)

WB (°F)

DB (°F)

WB (°F)

DB (°F)

15 16 17

67 66 66

108 106 105

65 66 65

108 108 104

67 66 64

111 110 107

66

107

CZ16 25-Sep

Averages

Hour

WB (°F)

DB (°F)

WB (°F)

DB (°F)

WB (°F)

DB (°F)

WB (°F)

DB (°F)

15 16 17

61 58 58

90 84 83

63 62 62

93 92 88

62 63 62

92 90 87

61

89

2013-14 MBCx Project Requirements

Averages

DB (°F)

CZ08 23-Sep

11-Sep

WB (°F)

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26-Aug

27-Aug

28-Aug

Averages

Hour

WB (°F)

DB (°F)

WB (°F)

DB (°F)

WB (°F)

DB (°F)

WB (°F)

DB (°F)

15 16 17

61 61 59

90 91 85

60 60 58

91 91 84

63 63 61

85 84 81

61

87

January 14, 2013 2013-14 UC/CSU/IOU Information Package

Attachment 9 Selection Guidelines for Metering, Communications, and Data Storage A robust guide for selection of appropriate metering and data storage devices and analysis tools for use under the MBCx Program can be found in the United States Federal Energy Management Program (FEMP) document, Metering Best Practices: A Guide to Achieving Utility Resource Efficiency, October 2007. The most relevant information can be found in Chapter 5 “Metering Technologies”, Chapter 6 “Metering Communications and Data Storage”, and Chapter 7 “Data Analysis and Use”. This document can be found online at either if the following locations: http://www1.eere.energy.gov/femp/operations_maintenance/om_resources.html http://www1.eere.energy.gov/femp/pdfs/mbpg.pdf (direct link) Below are some relevant excerpted highlights from the FEMP document. Electricity Metering Advanced (solid state/digital) electric meters are shown to be an acceptable choice for MBCx purposes on page 5.8. Advanced (solid state/digital) Electric Meters: Different from mechanical/electro-mechanical meters, advanced meters require no moving parts, rather they rely on sophisticated integrated circuits with current and voltage transformers, on-board memory, and communication technology. Advanced meters are those that have the capability to measure and record interval data (at least hourly for electricity) and communicate the data to a remote location in a format that can be easily integrated into an advanced metering system. These meters measure electrical demand (kW) over a predetermined interval—commonly every 15 minutes to match utility billing intervals. Other intervals (e.g., 1 minute, 5 minute, hourly) can be accessed and are useful for examining equipment performance, trending, and start/stop characteristics. With availability and versatility of advanced meters increasing and capital costs falling, these meters are quickly gaining market share and acceptance. Advanced meters can take a variety of shapes and sizes (also known as the meter “form factor”), from the familiar circular socket-based style to an array of rack and panel-mount configurations. Depending on the manufacturer and model, advanced meters have accuracies in the range of 0.2 to 3.0 percent, with most in the 0.2 to 0.5 percent range. Equipment costs for these meters can also vary by manufacturer and features selected; typical advanced meter cost range from $1,000 to $3,000. Properly configured, advanced meters meet EPAct (hourly interval data with daily downloads) and most models go well beyond with advanced features. Some of the more common features of advanced meters are listed below: •

Data storage and time-stamp capabilities – meters can record and store energy, demand, and diagnostics in a time-series record with user selectable intervals.

•

Multiple modes of communication – most meters have capabilities from traditional phone modem to networked connections and wireless options. In addition, some meters allow for multiple communication options and include an ability to be a communications hub for other devices such as gas or water metering devices.

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Natural Gas Metering Selection criteria for natural gas meters are laid out in Table 5.1 on page 5.22. Table 5.1. Criteria Accuracy Turndown Ratio Repeatability Installation Ease Pressure loss Recalibration Needs Capital Cost Installed Cost Maintenance Cost

Positive Displacement Good 10:1 Good Easy Medium Infrequent Low Moderate Low

Common Natural Gas Metering Technologies and Key Criteria Orifice Moderate