DFCM energy meeting presentation

Aggregate Lighting Project

DFCM Energy MeetingNovember 2014

Ezra Nielsen

Energy Manager

Salt Lake Community College

Index

Project Scope and Development

Approval and Financing

Project Implementation

Lessons Learned

Pictures

Project Scope & Development

Aging Infrastructure- Campuses built from 1960’s – early 2000’s

High wattage HPS & MH technology - Costly maintenance parts/labor - Cycling lights and start up times- Lumen depreciation, CCT/CRI, and uniformity

Desire for enhanced controllability in the future

ENERGY EFFICIENCY/ COST SAVINGS- Trend of rising utility rates, risk aversion

Identifying the Need – to Upgrade to LED’s

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lamps, ballast, starters, capacitors, etc.

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Older lamps start cycling on and off. Every on cycle takes approximately 10 minutes to light up to full brightness.

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HPS: Good lumen depreciation, bad CCT/CRIMH: Bad lumen depreciation, Good CCT/CRIBoth produce very hot spot directly underneath the fixture.

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I.E. Networked motion/occupancy sensing. Low & high lighting levels.

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Major reduction in wattage, saves money on utility bills as well as maintenance parts.

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1,100w - 275w RX2160 = 75% reduction450w - 200w RX2120 = 56% reduction

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450w - 245w Pendant = 46% reduction

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275w - 150w Low Bay = 45% reduction

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450w HPS - 104w Wallpack = 77% reduction

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175w - 35-100w Post top 46-80% reduction

Planning & Assessment

Current LED products on market and past projects - Performance metrics, cost comparisons, reputability - Survey of institutions with current/past experience

Preliminary cost effective calculations- Simple ROI based on annual energy savings- Apply potential rebates from utility

Immediate stakeholder buyoff - In house electricians; maintenance rational- Management; investment & upgrade opportunity;

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CRI, LPW, Lifespan, distribution options, CCT options, BUG rating, etc.

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Manufacturer, warranty, supplier, technology

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Salt Lake City, Weber State, SUU, just to name a few

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Energy savings only - No demand savings necessarily

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Lifespan, parts, labor Less time in the bucket truck, less variety of parts to inventory and replace. making maintaing the various campuses a lot less demanding as a whole.

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Residual energy savings, enhanced modernized facilities,

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Simple ROI cost - incentive / yearly savings

Documentation & Organization

Rocky Mountain Power Audit- Broken down by campus main utility account/meter- Documented existing fixture wattage & schedule

Preliminary project report - Estimations of replacement wattage, and costs for new material and installation labor (project costs)- Energy & cost savings- Prescriptive incentive offer (rebate)

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$100 exterior fixture, $10 per lamp, $100 high bay

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Turned out to be very conservative estimate.

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kWh & $No kW because of nighttime usage

Approval and Financing

Making the Financial Case - ROI

Project Numbers- Total project cost $700,000- Estimated energy savings 1,691,000 kwh/year- Estimated energy cost savings $84,000/year

Industry standard <5 year ROI- Utilizing the Bill Credit incentive & participating in new Co Funding program, achieved 4.2 year ROI- Recoup approximately $70,000/year in offsets on the total for all accounts at all our various campuses- Residual energy savings and bill credits

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1,000,000 kwh saved in one year, they add an extra .025 cents so 25,000 per 1,000,000 saved.

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Eligibilty requirements 1000kw. 80% of applicalbe costs are Offset on the customer efficiency charge on bill which is approximately 3.2% for commercial customers. We will be able to apply the credit to all of our various accounts

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For the most part Demand savings weren't included but we will definietly see some due to the interior spaces that run during the day and typically affect the demand.

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7.2 years to fully recoup it all

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8.33 Year ROI

Management Buy Off

Facilities Services - Investment opportunity- Proactive approach- Risk reduction - Presented to V.P.

Business Services- V.P. has the final decision

Financing

DFCM Revolving Energy Loan Fund - Application- Present to Building Board for approval

Measurement and Verification- RMP post inspection report numbers- After project completion quarterly reporting- Payments on loan made from realized energy savings

Project Implementation

Procurement

Project broken into 3 phases to ensure more accuracy- Ordering ease, generally make it more manageable - Phase A: Parking lots - Phase B: Interior spaces- Phase C: Walkways & Wall packs

All product purchasing was done internally - Codale Electric state contract products/pricing, no bids- No contractor mark up cost or substitution products - SLCC’s responsibility to ensure ordering accuracy, working products, warranty, etc.- LED’s eligible for incentives on 1 of 3 certifying lists

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Tons of footwork, verifying specifications i.e. voltage color, mounting, etc.

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Both A and B completed over the summer due to access and classroom interuption

Installation

Solicited labor only bids for each phase- Bids under 25k (DFCM limit) could be sole sourced - Wrote up scope of work and conditions internally - Created site plans for location of fixture installation- Ensured all fixtures were working before closing

Cost for additional labor beyond the scope of the bid- Fixture miscounts- Existing power issues- Problems or delays with supplied fixtures- Additions/subtractions from scope

Project Management

Work scheduling & material coordinating- Receiving, inventory, & on campus storage- Coordinated contractor access and needs

Monthly progress meetings- Problems and setbacks addressed - Stakeholder concerns

Cost tracking - Manual spreadsheet by ordering costs

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Accepted delivery's every week, offloaded with forklits and stored in Heat Plant bay and Connex

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Access to breaker panels so they could troubleshoot installation issues. Kept track of work above and beyond the scope for additional billing. Answered questions and offered help on site plans, fixture part #'s, etc.

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Delay of materials so contractor could reschedule. Unforseen installation issues, and existing power issues. Worked with in house personnel on scheduling of interior spaces.

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Keeping management and DFCM informed and up to date on how the project is going.

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Budget tracking

Project Close Out

Close out projects individually as they are completed - Post inspection verification of wattage, hours, count- Provide documentation of product purchases

Receive project report with final energy savings and incentive numbers

- Accept incentive offers- Apply incentives and energy savings to loan- Begin reporting on realized energy and cost savings

Double and triple check ordering specifications- Wrong color temperature, voltage, cost, distribution

Direct involvement in every project process - Especially ones that are dependent on one another - I.E. site plan, scheduling, mounting accessories

Update all stakeholders ASAP- Changes in scope & timeline- Material delays, installation issues, & access

Very conservative preliminary costs- Overestimate costs to cover unforeseen expense

Lessons Learned

Ezra Nielsen

At the first I relied on the contractors and vendors to perform and make the necessary arrangements, but soon realized that my vested interest in a successfull project was needed to keep it on track.

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We had to swap drivers in over (100) fixtures that were ordered wrong. We sent back just under (100) other fixtures that were ordered the wrong Color Temperature, We were charged different prices on the same product multiple times. (38) Walkway fixtures were ordered the wrong color temperature

Before

AfterAfter

Winter

Before After

One Circuit

Before

AfterAfter

BeforeBefore

After

Before After

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45w Flood = 75% reduction

Before

After

Before After

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200w MH - 50w wallpack = 72% savings + added photocontrol for even more savings

After

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20w PAR 38= 78% Savings

After

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Added (4) occupancy sensors and a photocell. Before the lights weren't on a switch, therefore running 24/7.

After

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30w Recessed can = 58% reductionParts for the T5 coves paid for by SLCC

Soon To Come

END

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Documents

DFCM energy meeting presentation