HomeMy WebLinkAbout09/24/2015 - Meeting Materials (2) 20
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Energy Management Plan
1-
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Salt Lake City Corporation
Department of Public Utilities
9/30/2015
Contents
Contents......................................................................................................................................................................I
Listof Figures and Tables..........................................................................................................................................3
1 Introduction........................................................................................................................................................4
1.1 Executive Summary....................................................................................................................................4
1.2 Energy Policy.............................................................................................................................................6
1.3 Energy Management Team.........................................................................................................................9
1.4 Public Utilities Facilities& Systems..........................................................................................................9
1.5 RMP Water Cohort...................................................................................................................................10
1.6 Wire to Water Energy Efficiency Study........ .........................................................................................12
2 Energy Management Summary............................. ...................................................................................13
2.1 Current&Future Energy Management Strategie ......... ...........................................................13
2.2 Past Energy Efficiency Improvements.....................................................................................................14
2.3 Transparency of Energy Performance......................................................................................................15
2.4 Energy Efficient Design for New Construction/Major Renov * ns........................................................16
2.5 Energy Use Summary and G Emissions FootX
rint .......... ....................................................16
3 Public Utilities Main Campus ....... ----------- -------- ..........................................................22
3.1 Benchmarking........................... -------- ...........................................................................22
3.2 Energy Savings Opportunities . ...........................................................................22
3.3 Eff(ient Operations.......... ...........................................................................23
3.4 Building Operator Training ......
.......................................................................................................23
4 Drinking Wate Treatment Plan ........... ...........................
4.1 Benchmarking...........................................................................................................................................24
4.2 Energy Savings Opportunities..................................................................................................................24
4.3 Efficient Operations..................................................................................................................................25
5 Water Reclamation Plant..................................................................................................................................26
5.1 Benchmarking...........................................................................................................................................26
5.2 Energy Savings Opportunities..................................................................................................................26
5.3 Efficient Operations..................................................................................................................................27
6 Water Distribution System...............................................................................................................................28
6.1 Benchmarking...........................................................................................................................................28
6.2 Energy Savings Opportunities..................................................................................................................28
Salt Lake City Department of Public Utilities 1
2015 Energy Management Plan
6.3 Efficient Operations..................................................................................................................................28
7 Stormwater/Sewer Collection System..............................................................................................................29
7.1 Benchmarking...........................................................................................................................................29
7.2 Energy Savings Opportunities..................................................................................................................29
7.3 Efficient Operations..................................................................................................................................29
8 Street Lighting..................................................................................................................................................30
8.1 Benchmarking...........................................................................................................................................30
8.2 Energy Savings Opportunities and Efficient Operations..........................................................................30
8.3 Employee Engagement.............................................................................................................................30
9 Benchmarking,Energy Audits,Retrocommissioning......................................................................................31
9.1 Benchmarking Schedule...........................................................................................................................31
9.2 Energy Audit Schedule.............................................................................................................................32
9.3 Retrocommissioning Schedule........... --------- ----- 32
10 Employee Engagement.................................................................................................................................34
10.1 Energy Team Engagement........................................................................................................................34
10.2 Department-Wide Engagement................................................................................................................34
10.3 Employee Training...................................................................................................................................38
11 Renewable Energy Opportunities.................................................................................................................39
AppendixA—Facilities and Systems.......................................................................................................................40
A.1 Public U�Main Campus ..................................................................................................................40
A.2 Drinking Water Treatment Plants.............................................................................................................41
A.3 Water Reclamation Plant.......... .........................................................................................................42
A.4 Water Distribution System.............. ..................................................................................................43
A.5 Stormwater/Sewer Collection System......................................................................................................44
Appendix B—Energy MmIagement Assessment Report..........................................................................................45
AppendixC—Executive Orders..............i...............................................................................................................58
Appendix D—Employee Comments/Feedback........................................................................................................66
Salt Lake City Department of Public Utilities 2
2015 Energy Management Plan
List of Figures and Tables
Table 1-1. Energy Management Plan Requirements..................................................................................................5
Table 1-2. Energy Management Goals,Objectives,and Strategies ...........................................................................8
Table 1-3. SLCDPU Energy Management Team.......................................................................................................9
Table 1-4. Current Energy Management Strengths and Weaknesses.......................................................................12
Table 2-1. Current&Future Energy Management Strategies..................................................................................13
Table 2-2. Past Energy Efficiency Improvements....................................................................................................14
Figure 2-1. Electricity and Natural Gas Expenditures by Month.............................................................................17
Figure 2-2. Energy Consumed by End Use..............................................................................................................18
Figure 2-3. Electricity Consumption by Month 2011-2013 .....................................................................................19
Table2-3. SLCDPU Electricity Use.........................................................................................................................19
Figure 2-4.Natural Gas Consumption by Month 2011-2013 (DTH).......................................................................20
Table 2-4. SLCDPU Natural Gas Use......... i................................20
Table 9-1. Benchmarking Schedule.............. ..............................31
Table 9-2. Energy Audit Schedule................... .................................................................................32
Table 9-3. Retrocommissioning Schedule............. .----..................................................................33
Figure 10-1. Example ENERGY STAR Report Dat .... .............................................................35
Figure 10-2. Example ENERGY STAR Report Data... .................................................................................36
Figure 10-3. Example"Friendly Reminder"............................................................................................................37
Table 1 I-1. Renewable Energy Summary Recommendations ............................................................................39
Table D-1. EMP Employee Comments/Feedback and Resolution...........................................................................66
Salt Lake City Department of Public Utilities 3
2015 Energy Management Plan
1 Introduction
1.1 Executive Summary
The Salt Lake City Department of Public Utilities supplies more than 350,000 customers in Salt Lake
City and surrounding areas in Salt Lake County with culinary water,providing an average of 89.8 million
gallons of water daily. Delivery of water to Salt Lake City service area residents depends on a complex
network of free-flowing streams,reservoirs,aqueducts, Drinking Water Treatment Plants,and water
mains. The Department also collects and treats wastewater at the Salt Lake City Water Reclamation
Plant,a 56-million gallon wastewater treatment plant. Addition ly,the Department manages the Street
Lighting enterprise fund,which is responsible for maintainin perating more than 15,000 street
lights within Salt Lake City.
In January of 2015,Salt Lake City Mayor Ralph Becker issued an Executive Order(EO)regarding the
Comprehensive Energy Management of Salt Lake City Facilities. The main objective of this EO was to
establish requirements for evaluation and implementation of energy-related best practices for all
facilities owned and operated by Salt Lake City Corporation. The EO advocates Salt Lake City's
commitment to the efficient use of resources and leadership in energy use. Besides this primary goal,the
EO also identifies other positive byproducts of its implementation:
• Enhanced interdepartmental coordination 14'
• Reduced energy waste
• Responsible use of City resources
• Mitigation of pollution associated with regiona<airissues and other challenges
The EO outlines several requirements for all City departments,but specifically focuses on the
Department of Airports,Public Services, and Department of Public Utilities(SLCDPU). As one of these
highlighted departments,we at SLCDPU have been tasked with additional requirements,including:
• Participation in the Energy Management Steering Committee
• Development of an Energy Management Plan that addresses:
o Energy Management Summary
o Benchmarking
o Energy Savings Opportunities
o Efficient Operations
o Building Operator Training
o Employee Engagement
o Renewable Energy Opportunities
• Transparency of facility energy performance
• Energy efficient design for new construction and major renovations
This Energy Management Plan(EMP)serves to address how each of the requirements will be addressed
by our department. Table 1-1 summarizes the EMP requirements and indicates where each of these
requirements is discussed throughout the EMP. This plan will be updated each year to comply with the
existing EO and any other requirements established by the Energy Management Steering Committee.
Salt Lake City Department of Public Utilities 4
2015 Energy Management Plan
Table 1-1.Energy Management Plan Requirements
Requirement Description
References
Include both current energy management activities and near-and
Energy long-term facility energy management strategies. Include a
Management summary report on the energy management strategies and efficiency Section 2
Summary projects implemented during the previous year,including the
associated costs and expected energy and emissions savings.
Annual benchmarking of the energy consumption of all Tier 1-3 and
Benchmarking Other Tier City facilities through an industry-recognized tool such as Section 3—Section
ENERGY STAR Portfolio Manager or comparable tools approved by 9
the Steering Committee.
Identification and documentation of energy-saving portunities for
all Tier 2-3 City facilities and Other Tier City facilities,where
Energy Savings appropriate.This will include the establishment of an energy audit Section 3—Section
Opportunities program or other protocols necessary to prioritize energy-saving 9
projects.This process should occur at least every five years for
related facilities. Im
Development of guidelines to ensure that base building systems 4�
controls for all Tier 2-3 City facilities are being operated to meet
Efficient energy efficiency standards.This should include a strategic plan for Section 3—Section
Operations retrocommissioning at least every ten years plus continuous re- 9
tuning.Any exceptions to this requirement must be approved by the
Steering Committee.
Development of guidelines for building operator traim related to
energy management. By summer 2016,the base building stems of
Building Operator all Tier 1-3 City facilities shall be operated by,or be under the Section 3
Training supervision of,an individual who holds a certificate from an
industry-recognized building operator program approved by the
Steering Committee.
Employee Development of strategies to engage City employees and ensure their Section 2.3,
Engagement awareness of energy-saving goals and participation to help achieve Section 8,
re at r ets. Section io
Renewable gy Identifi n and pri ization o enewable energy opportunities Section u
O ortunitie that can o he ener acts of Ci operations.
The EO also establishes a system for classifying facilities and systems. These classifications are used to
determine which requirements ipply to which facilities. This EMP refers to our facilities based on the
definitions from the EO:
Tier 1 City Facility—a facility between 3,000 and 21,999 gross square feet in total combined floor area
that is owned and operated by the City and for which the City pays all or part of the annual energy bills.
Tier 2 City Facility—a facility between 22,00o and 49,999 gross square feet in total combined floor area
that is owned and operated by the City and for which the City pays all or part of the annual energy bills.
Tier 3 City Facility—a facility of 50,000 or more gross square feet in total combined floor area that is
owned and operated by the City and for which the City pays all or part of the annual energy bills.
Other Tier City Facility—a physical system or component owned and operated by the City that consumes
a significant amount of energy,roughly equal to or greater than a Tier 2 Facility,that is not larger than
Salt Lake City Department of Public Utilities 5
2015 Energy Management Plan
2,999 gross square feet in combined floor area;this can include water-related and other industrial
systems or components.
Although the EO provides these classifications and corresponding requirements for each classification,
we have chosen to use the requirements as a minimum guide. Where necessary,we will meet higher
requirements for certain facilities that may not fall into the Tier 2 and Tier 3 categories. For example,we
may look at energy audits and retrocommissioning for a Tier 1 building when we can see worthwhile
benefit. These instances will be addressed specifically throughout the EMP.
1.2 Energy Policy
Before beginning to develop and document our energy management practices in this EMP,we set out to
establish an energy policy to appropriately guide our efforts. This energy policy will serve as the basis for
all energy management decisions.
SLCDPU uses energy wisely i conti to exceed the
expectations of those we s e implem rudent and
environmentally respons' rategies and p ams in our
facilities and operati at minimize our a use
without sac ri service reliability.
Energy Management Objectives
• Engage in operations and maintenance actions that lea increased energy efficiency
• Develop and implement energy management lans,pra policies,and procedures that promote
greater efficiency
• Monitor energy use performance
• Save money and resources
• Generate renewable energy
• Demonstrate ourselves as lea s in ener management to our community
Energy Management Strategies
• Incorporate cost-effective facility improvements that promote efficient and environmentally
responsible enersk use qW
• Institutionalize cap" improvements and asset management for compliance with energy efficiency
goals and best practic s
• Incorporate energy saving practices into daily routines
• Utilize advances in technology to efficiently analyze,control,forecast,and monitor facility operations
• Update Energy Management Plan on an annual basis
• Train staff and operators in energy efficiency practices
• Ensure all new construction and major renovations comply with the Net Zero Executive Order and
the LEED Executive Order
• Cooperate/partner with City departments,state and federal agencies,and energy utility companies
on energy programs
• Inform and engage employees and customers about our energy efficiency goals and progress
• Appropriately benchmark,audit,re-tune,and retro-commission all facilities and systems to
efficiently address energy management strategies specific to these facilities and systems
• Identify,prioritize,and implement renewable energy opportunities to offset the energy impacts of
operations
• Recognize budgetary needs associated with energy management strategies and work to balance costs
and energy savings
Salt Lake City Department of Public Utilities
2015 Energy Management Plan
• Promote a culture of energy awareness through employee engagement and improved policies and
practices
• Monitor and track energy to achieve the most efficient operations practicable
Table 1-2 summarizes the specific objectives and strategies associated with our SLCDPU Energy Policy.
This table also indicates specific sections of the EMP that address these specific objectives.
Salt Lake City Department of Public Utilities 7
2015 Energy Management Plan
Table 1-2.Energy Management Goals,Objectives, and Strategies
21
Reduce the total energy use of SLCDPU and implement energy best management practices.
Objective Strategies EMP
References
Increase energy
efficiency in the Implement facility improvements that promote efficient energy use Section 2
operations of
SLCDPU facilities and Institutionalize asset management for complian th energy
systems efficiency
Incorporate energy saving practices into utines Section io
Train staff and operators in energy efficlWcy practices Section 2.4
Ensure all new construction and major renovations co with the Section 1
Net Zero Executive Order and the LEED Executive Orde
Develop and Develop original Energy Management Plan by Sbptember 30, Section 1
implement energy
management plans,
IT
practices,policies, erMa Annually update Finagementlan
and procedures that Continually implement strategies and updates from Energy
promote greater Management Plan
efficient
Monitor energy Use advances in technolo efficiMalontrol,forecast,and
performance _
monitor facility operations
An ally bench facilities ems Section 3—
Section 9
Complete energy audits every 5 years for Tier 2,Tier 3,and Other Tier Section 3—
facilities at minimum and other Tier 1 and non-classified facilities as Section 9
necessary(such as facilities at the SLCWRF).
Retrocommission Tier 2 and Tier 3 facilities on a to-year schedule,and Section a-
non-classified faciliti necessary(such as facilities at the SLCWRF). Section 9
Save money and 1W,Cooperate/p r with y departments state and federal agencies,
resources d energy ut companies on energy programs Section 1.5
Recognize budgetary needs associated with energy management
strategies and work to balance costs and energy savings
Generate renewable Identify,prioritize,and implement renewable energy opportunities to
energy Section 11
offset the energy impacts of operations
Demonstrate Inform and engage employees and customers about our energy Section 2.3,
leadership in energy efficiency goals and progress Section 8,
management Section to
Promote a culture of energy awareness through employee engagement Section to
and improved policies and practices
Salt Lake City Department of Public Utilities 8
2015 Energy Management Plan
1.3 Energy Management Team
The SLCDPU Energy Management Team is responsible for planning,implementing,benchmarking,
monitoring,and evaluating SLCDPU's energy management efforts.The specific responsibilities of the
Energy Management Team include:
• Developing,implementing,and annually updating an Energy Management Plan
• Identifying energy efficiency projects
• Establishing performance goals and metrics
• Defining resource needs
• Serving as an energy information clearinghouse
Table 1-3.SLCDPU Energy Management Team AM=- -m�
Jeff Niermeyer Director
Laura Briefer Deputy Director/Co-Lead
Kristeen Schumacher Engineering/C ad
Carly Castle Special Projects C ordinator/Co-Lead
Tom Ward Deputy Director
Mark Christensen Finance
Jeff Grimsdell Operations
Tony Henson Operations
Mike Peglau OperatioiiLs
Dave Pearson Street Lighting
Jesse Stewa Water Quality
Brad Argentos Water Quality
Jason Mietchen Water Quality
Jeff Brinck Water Quality
mason Brown Engineering
Stephanie Duer Water Resources
Tracie Kirkham Water Resources
'quVan Olson Wastewater Treatment
lyfles Demke Nk NL Wastewater Treatment
Ben Jordan Wastewater Treatment
Wade ster Building Operations
1.4 Public Util acilities &Systems
SLCDPU's Energy Management Team has chosen to approach the energy management of our
department by analyzing six separate pillars of our operations. These pillars were determined based on
the specific functions that components of the overall system serve to fulfill. We believe that there are
better and more opportunities for superior energy performance if we focus on the subsystems that make
up SLCDPU operations. This plan will address the following pillars of operations:
• Main Campus
• Drinking Water Treatment Plants
Salt Lake City Department of Public Utilities 9
2015 Energy Management Plan
• Water Reclamation Plant
• Water Distribution System
• Stormwater/Sewer Collection System
• Street lighting
Within these six pillars,our team has identified systems and facilities that contribute to the energy use of
that pillar. A detailed list of these systems and facilities is included in Appendix A of this plan.
Each pillar has an individual section in the EMP. These sections discuss specific details that relate solely
to that pillar. Preceding and following the pillar sections,the plan reports on topics that apply to
SLCDPU as a whole.
Energy Use Variation Considerations
Due to the nature of SLCDPU's day to day activities to provide necessary utility service,there are
expected variations in energy use. Certain elements of energy use must be understood and considered to
acquire the most comprehensive snapshot of SLCDPU's energy performance. Several societal and
environmental factors contribute to variability in energy,including but not limited to:
• Amount of precipitation
• Annual variations in weather
• Water conservation efforts of customers
• Condition of the Water Distribution System
• System and infrastructure growth to meet demands
For example,in a heavy rain year,SLCDPU will have much more available surface water to treat and
distribute. This situation will have different energy use implications than in a drought year where we
rely more heavily on pumping from wells.
Throughout this EMP we have considered the unique circumstances that may affect energy performance
from year to year. Benchmarking efforts must be particularly sensitive to the weather circumstances of
the year being evaluated. It is important that we understand what external factors affect our energy use
and how these external factors bear effect. Each year's EMP will speak to the distinctive parameters for
that year and its energy use.
ENERGY STAR Portfolio Manager offers a unique perspective to analyzing energy use while
simultaneously considering outside factors—Weather Normalized Energy. Weather Normalized Energy
is the energy a building or system would have used under average conditions or climate normals. Actual
weather may have been hotter or colder than a normal climate year,and Weather Normalized Energy
accounts for this difference.
Along with weather and climate fluctuations,we must also consider that all of SLCDPU actions and
decisions must first and foremost protect the health and well-being of our customers. In this regard,
energy use may vary base4-on different standards that are imposed on our operations by the governing
bodies for water,wastewater,and stormwater quality.
1.5 RMP Water Cohort
In June 2015,SLCDPU joined the Rocky Mountain Power(RMP) 2015 Water Cohort(Water Cohort).
This cohort is a function of RMP's Wattsmart Business program. The Water Cohort is an 18-month
program working with RMP and consultants Cascade Energy and Hansen,Allen,and Luce(HAL).
Cascade Energy provides Strategic Energy Management(SEM)services,while HAL specializes in water
system modeling. SEM is defined as "a system of practices that creates reliable and persistent electric
energy savings through improved operations,maintenance,and management practices." Over the 18-
Salt Lake City Department of Public Utilities 10
2015 Energy Management Plan
months,we will have the services of RMP and these two consultants to identify potential energy and cost
savings.
SLCDPU's Energy Management Team has identified that much of the work completed during the Water
Cohort will directly correlate with this EMP. The results of the cohort will provide valuable information
in regards to benchmarking,energy savings opportunities,energy audit baselines,efficient operation
strategies,retrocommissioning,re-tuning,and associated cost savings. Several components of this EMP
will reference coordination with the Water Cohort. At the completion of the program,this plan will be
updated to incorporate the findings and results.
Energy Management Assessment
Already in 2015,we have participated in several meetings and workshops for the Water Cohort. Working
with both Cascade Energy and HAL,we have begun to lay the groundwork for their continued efforts.
One of the key activities of the Water Cohort is an Energy Management Assessment(EMA)conducted by
Cascade Energy. In early August,we assembled a group to participate in the EMA. Attendees,
background,results,recommendations,and other EMA information are included in Cascade Energy's
EMA Report in Appendix B.
The EMA proved to be an informative exercise that helped us to identify,here we currently are with
energy management and where we eventually want to be. The EMA targeted three components of energy
management—Management Commitment,Energy Savings Practices,and Energy Tracking and
Reporting. We scored highest in the Energy Savings Practices category—a positive indicator of our
current behavior in regard to energy use. Our score was lowest for Energy Tracking and Reporting. This
EMP is a first step at identifying how we can better track and report our energy use.
Within each focus area of the EMA,we were able to identify our u e strengths and weaknesses. Table
1-4 summarizes these findings.
Salt Lake City Department of Public Utilities 11
2015 Energy Management Plan
Table 1-4. Current Energy Management Strengths and Weaknesses
Management Energy Organizational Structure Employee Engagement
Commitment
Energy Impact on Decision Making Training
Energy Savings Utilization of External Resources Opportunity Identification and
Practices Prioritization
Completing O&M Energy Projects 1p
Project Management
Energy Tracking and hmar king
Reporting
System and Process Aware Reporting
Progress ng
�nergy Inform System(EIS)
The EMA also provided recommendations for our organization to improve in each area. These
recommendations will continue to be developed throughout the Water Cohort. We will evaluate and
consider all recommendations based on how they best fit with b=1perations and this EMP.
1.6 Wire to Water EnergyEfficient Stu
Y
The SLCDPU Budget for fiscal year 2015-2016 includes fun mg for a Wire to Water Energy Efficiency
Study. This study will provide the opportunity to take a detailed look at energy use as it relates to
production and delivery of service to our customers. The focus will be to analyze various components of
our systems to determine how efficiently we our running these systems. A primary objective of Wire to
Water will be to analyze and benchmark the performance of the Stormwater/Sewer Collection System.
Results from Wire to Water will also be reported in the annual update to our EMP next year.This is
discussed further in Section 7.
Salt Lake City Department of Public Utilities 12
2015 Energy Management Plan
2 Energy Management Summary
2.1 Current&Future Energy Management Strategies
Table 2-1 details both current and near-and long-term energy management activities.
Table 2-1. Current&Future Energy Management Strategies
DescriptionStrategy/Activity Status&
Timing
Efficiency Strategies: 2015& Lighting efficiency program at SLCDPU facilities.In 2015,the
SLCDPU Buildings ongoing program will address lighting at SLCDPU water treatment facilities.
In 2016,the program will address lighting efficiency at SLCDPU
pump stations. 6
Ongoing Engineering specifications comply with the International Energy
Conservati n Code(2012 ed.).
Efficiency Strategies: 2015 Replaci ced air heaters at Parleys Water Treatment Plant with
Drinking Water newer mo and replacing administration building air handler at
Treatment Plants Parley's Water Treatment4liant.
Efficiency Strategies: 2015 Wire to Water Energy Efficiency Study is b eted for fiscal year
Water Distribution 2015/2016 to identify energy efficiency and G reduction
System opportunities within the Water Distribution System.
Efficiency Strategies: 2oi6 The Pre-Design for Wastewater Reclamation Facility Nutrient
Water Reclamation Upgrade will integrate anal nd recommendations to incorporate
Plant facility-wide and process speci ergy efficiency improvements.
AP99—omwOpportunities for virtual net metering ongoing.
Efficiency Strategies: 015/201 Wire to Water Energy Efficiency Study is budgeted for fiscal year
Stormwater/Sewer 2015/2016 to identify energy efficiency and GHG reduction
Collection System opportunitie 'thin the Stormwater/Sewer Collection System.
Renewable Energy 201 SLCD comp e ed a comprehensive renewable energy feasibility
goin study that evaluates a variety of technologies to directly power or
indirectly offset its operations.SLCDPU's goal is to implement many
ese renewable energy projects over the next to years.
Efficient Ope s: On The Salt Lake City Council has set a goal to have all street lights
Street Lighting equipped with energy efficient technology by 2023. So far,31%of
street lights are energy efficient,with a savings of approximately
271,85o kW per hour of usage.
Capital Improvement 2015&= Project scoping for all Capital Improvement Projects will include
Program ongoinW criteria related to energy efficiency and GHG emissions. If energy
savings or GHG reduction opportunities are identified,these will be
implemented during design and subsequent construction.
Efficiency Strategies: Ongoing SLCDPU will pursue a process to ensure equipment
Equipment replacements/procurement are energy efficient.
Efficiency Strategies: 2015 SLCDPU Engineer enrolled to receive Envision Sustainability
Staff Training Professional credential. Envision is an infrastructure rating system
developed to help designers,builders and infrastructure owners
build and direct infrastructure projects toward increasing levels of
sustainability.
Salt Lake City Department of Public Utilities 13
2015 Energy Management Plan
2.2 Past Energy Efficiency Improvements
Table 2-2 provides a summary report on the energy management strategies and efficiency projects
implemented during previous years.
Table 2-2. Past Energy Efficiency Improvements
DescriptionFacility or System
Public Utilities Facility lighting upgrade—more than goo fluorescent T-12 bulbs replaced with
Main Campus more efficient T-8 bulbs;replaced all ballasts with more efficient electronic
ballasts;installed occupancy sensors in offices,break rooms,closets,and high
traffic areas; exterior HID lights replaced with LEDs.
Completed Building Assessment report for the Public Utilities Main Campus,
located at 1530 South West temple. The report identifies potential energy
efficiency improvements and includes cost estimates for making those
upgrades.
Drinking Water Treatment Big Creek-side intake improvements—new structure and Coanda
Plants Cottonwood screen. Eliminated 2 pumps with new structure,and new
screening process requires existing leaf screen to run less.
(Cover photo shows intake structure pr• r to upgrades and
energy improvements.)
ew influent vat sand actuators. The new valves do not
leak,so there is 1 water to pump back to intake,and the
new actuators are m efficient.
New backwash,drain, d effluent valves and actuators. The
new valves do not leak,so there is less water to pump back to
intake,and the new actuars are more efficient.
VFDs for feceiving,basih pumps
Parle 's Re ced leaking bypass valve on Mountain Dell Dam.
Water Distribution SystemilOhNorth Bench Installed ceiling and insulation.
(Pumps) 51h Ave.&U ew soft starter on#3,new motor on#2
Street
Bonneville rive for#2
Eastwood Replaced#2 motor
Mount New soft start#3
04ympus
Emigration 'Replaced VFDs on#1 and#2
University New VFDs on#i and# 2,new lights
East B nch New#2 pump and motor
Third ast New soft starter on motor#1
3300 South New pump and new motor
Oster
4500 South Upgraded station transformers,replaced#5 pump and motor
39a'&Birch Replaced#1 motor,replaced interior lights,replaced motor
#2,new soft starter on #4 motor
Canyon Cove Replaced VFDs on motors#4
7000 South Replaced#4 motor,upgraded station MCCs
Little Willow New soft starter on#2 and#4
Military New soft starter on motor#3,replaced#2 motor,new VFD on
#3
Water Distribution System 4th Avenue Replaced pump and motor
Salt Lake City Department of Public Utilities 14
2015 Energy Management Plan
(Wells) 13th East New MCC
Brinton New motor,replaced MCC
Spring
Millcreek Replaced pump and motor
48th&9th Replaced VFD,heater,soft start,exterior lighting
Fontaine Bleu Replaced VFD
Dyers Inn Pump rebuilt,upgraded well motor and service
Walter Lane New MCC and VFD
Nila Way Rebuilt well
Well 14 Replaced pump and motor
Stormwater/Sewer 40th West New Gorman-Rupp Super T Series pumps running at 67%
Collection System(Sewer efficiency(compared to 55%efficiency)
Lift Stations) Bonneville New pumps 10
700 South New 6-inchfpumps to replace 4-inch pumps
Delta C-8 New ea m
350o North Complete ebuild of statiMMth new VFDs and Gorman-Rupp
Super T Series pumps at 79° ienc (compared to 36%)
boo North Comp to rebuild of station witlftrman-Rupp Super T Series
pum AM' 2%efficiency(compar 6%efficiency)
Westport New station with VFDs and Gorman3N Super T Series
496, pumps at 79%efficiency
Apollo Xq"emw station with VFDs and Gorman-Rupp Super T Series
u s at 58%effic' nc
Nintech New station with VFDs and Gorman-Rupp Super T Series
19 pumps at 58% efficient
Legacy New station with VFDs and Gorman-Rupp Super T Series
,,O�
pumps at 79%efficient
Stormwater/Sewer loth TTjorth New pumps
Collection System Oaklev New numns,and control anel
(Stormwater Lift Stations) 400 West New east pump
(north
station)
400 West New pumps and control panel
(east stati
Oil Ditch4W New pumps
500 South IWFDs on both pumps
Gladiola New station
Indiana New station
500 South New station
Street Lighting Over 31%of street lights are energy efficient.This includes LED,induction,and
compact fluorescent lights. The Department is saving approximately 271,850
kWh per hour of usage.
2.3 Transparency of Energy Performance
The EO requires that energy performance for all Tier 1-3 City facilities be available to City employees
and the public. It also requires that this information be published on an annual basis. To comply with
this component of the EO,we will provide energy performance data on the SLCDPU website. This
website is easily accessed by both our employees and the public that we serve. We will keep this
information up to date on an annual schedule,at minimum.
Salt Lake City Department of Public Utilities 1 15
2015 Energy Management Plan
The available energy performance information will include an ENERGY STAR Score for the Main
Campus and the Water Reclamation Plant. These are the only pillars that are eligible for an ENERGY
STAR score. Although other systems and facilities owned and operated by SLCDPU are not eligible for
an official score,ENERGY STAR does provide support for these property types,including benchmarking
and comparison to other similar systems and facilities industry wide. This information will also be made
available to employees and the public.
Along with the website,we plan to publish energy use and performance data through other
communication devices. These separate efforts will contribute to our Employee Engagement program.
Section io discusses these other activities and energy performance transparency in more detail.
2.4 Energy Efficient Design for New Construction/Major Renovations
SLCDPU acknowledges the City's commitment to meet Net Zero and LEED Gold requirements for new
construction and major renovations. Existing EOs for these commitments(Appendix C)have been
considered throughout the development of this EMP,specifically in regard to long-term energy
management strategies. Our department has several buildings that are near the end of their designed
lifetime. When these buildings are renovated or rebuilt,Net Zero and LEED Gold compliance will be a
priority. These EOs impact the EMP and will con ' ue to be considered during plan development and
the annual process of updating the EMP.
2.5 Energy Use Summary and GHG E issions Footprint
Energy is one of the biggest economic and environmental costs of delivering water to taps and treating
wastewater. SLCDPU is striving to reduce its reliance on coal and fossil fuels as it provides these
essential services to our service area. As a part of our EMP production,we have analyzed our existing
energy use,cost,and impact.
Throughout our analysis of our existing ener use,cost,and pact,we have considered SLCDPU's
typical components of energy use variation. Section 1.4 provides an overview of identified factors that
affect our energy use year to year. The figures included in this section illustrate an increasing trend in
energy use. With the energy efficiency upgrades and changes we have made recently(Table 2-1 and
Table 2-2),these increases can be explained by expected variations. The figures in this section have not
been normalized for these factors. As we continue to develop and improve our energy management
practices,we will address specific evidence for variable energy use in the benchmarking sections of each
EMP for that specific year. This first EMP is being used to establish baseline information,and will not
focus on energy use variations.
Managing SLCDLPU's extensive system requires a significant amount of energy. In 2013,SLCDPU
consumed 32,320 MWh of electricity and burned 16,819 decatherms(DTH)of natural gas to operate the
systems it manages. Figure 2-1 illustrates the sum of our electricity and natural gas expenditures by
month.
Salt Lake City Department of Public Utilities 16
2015 Energy Management Plan
$450,000
$400,000
$350,000
$300,000
$250,000
$200,000
$150,000
$100,000
$50,000
$-
January-11 July-11 January-12 July-12 January-13 July-13
IV
Figure 2-1.Electricity and Natural Gas Expenditures by Month'
SLCDPU is served by two electric utilitie , P pr vides the vast majority of our electricity,while Murray
City Power provides power to a single pump station. The electricity provided by RMP has a significant
environmental footprint in terms of water consumed and emissions of criteria pollutants and GHG.
Electric rate structures vary by facility.
In general,the majority of SLCDPU's electricity use is from pumping plants and wells to supply water to
our customers. About 75 percent of the electricity demand is assigned to wells and pumps,as illustrated
in Figure 2-2.2
qqq%7
1 Salt Lake City Renewable Energy Plan,developed by Energy Strategies,Sunrise Engineering,Utah Clean Energy,&Carollo
Engineers(2015).
2 This energy use profile does not include information about the electricity used by the Street Lighting utility.
Salt Lake City Department of Public Utilities 17
2015 Energy Management Plan
Lift Stationl.9%
Wells
Plant Use Pumping
1� al4i
igu 2.Energy Consumed by End Use3
Electricity Use
SLCDPU has a peak energy demand in the summer months that correlates to customers'water demand.
Electricity demand is significantly lower in the winter. The monthly electricity demand can be seen in
Figure 2-3 for 2011 through 2013.
3 Salt Lake City Renewable Energy Plan, developed by Energy Strategies,Sunrise Engineering, Utah Clean Energy,&Carollo
Engineers(2015).
Salt Lake City Department of Public Utilities 18
2015 Energy Management Plan
6,000
5,000
4,000
3,000
2,000
1,000
January-11 July-11 January-12 July-12 January-13 July-13
Figure 2-3.Electricity Consumpti onth 2011-20134
10461
In 2013,the Department spent$2.8 million dollars on electricity alone. We pay six different rates for
electricity,which are based on RMP rate schedules for different types of facilities. The average price paid
in 2013 was 8.7 cents per kWh,an increase from the average price in 2011(7.9 cents/kWh)and in 2012
(8.2 cents/kWh). We paid approximately 10 percent more for electricity in 2013 than in 2011,as shown in
Table 2-3. This change in the average price is based on a number of factors,including higher RMP
electricity rates and more purchases of electricity during summer peak energy use times. Table 2-3 also
relates electricity use to CO2 emissions.
Table 2-3. DPU Electri se
2011 27,295 $0.079 $2,158,849 22,655
2012 34,085 $0.082 $2,774,725 28,291
2013 42,320 $0.087 $2,805,383 26,826
4 Salt Lake City Renewable Energy Plan,developed by Energy Strategies,Sunrise Engineering,Utah Clean Energy,&Carollo
Engineers(2015).
5 Salt Lake City Renewable Energy Plan,developed by Energy Strategies,Sunrise Engineering,Utah Clean Energy,&Carollo
Engineers(2015).
Salt Lake City Department of Public Utilities 19
2015 Energy Management Plan
Natural Gas Use
SLCDPU's natural gas use is different than our electricity use. Unlike electricity demand,the natural gas
usage peaks in the winter months to meet heating demands at plants and buildings. Questar Gas supplies
our Department with natural gas. Our demand follows a typical pattern for natural gas with higher peaks
in the winter and less demand in the summer. This consumption is illustrated in Figure 2-4. SLCDPU's
natural gas use and spending has been stable,ranging from$133,661 in 2011 to$123,941 in 2013,as
shown in Table 2-4.
4,000
3,500
3,000
2,500
2,000
1,500
1,000
500
January-11 July-11 January-12 July-12 January-13 July-13
Figure 2\Gas
Consum n by Month 2011-2013 (DTH)6
Table 2-4. SLCDPU Natuoom
Year DTH Average Dollars Spent Emissions TonsCO2
2011 17,740 $102 $133,661 1,048
2012 15,609 $83 $110,352 922
2013 16,819 $108 $123,941 994
6 Salt Lake City Renewable Energy Plan,developed by Energy Strategies,Sunrise Engineering,Utah Clean Energy,&Carollo
Engineers(2015).
7 Salt Lake City Renewable Energy Plan,developed by Energy Strategies,Sunrise Engineering,Utah Clean Energy,&Carollo
Engineers(2015).
Salt Lake City Department of Public Utilities 20
2015 Energy Management Plan
SLCDPU Energy Use Carbon Footprint
Salt Lake City estimates there are 1.66 lbs/kWh of CO2 emissions and CO2 equivalent associated with its
electricity use and 13.446 lbs/DTH carbon emission associated with burning natural gas. PacifiCorp,
RMP's parent company,produces 65 percent of its electricity from coal(based on PacifiCorp's 2013
Resource Plan).8 SLCDPU uses significantly more electricity than natural gas,which means the
Department's CO2 emissions are primarily due to electricity use. In 2013,the CO2 emissions associated
with the Department's consumption of electricity and natural gas totaled 27,820 tons.
Ah
8 PacifiCorp Integrated Resource Plan,https://www.roclzmountainpower.net/about/irp.htm.
Salt Lake City Department of Public Utilities 21
2015 Energy Management Plan
3 Public Utilities Main Campus
SLCDPU's Main Campus is located at 1530 South West Temple in Salt Lake City. This campus includes
several office buildings,parking lots,and garages. Office and administrative work are conducted at this
facility. Many components of energy use at the Main Campus align with what one would see at a typical
office building(computers,kitchen appliances,HVAC,etc.).
g.i Benchmarking
The primary tool for benchmarking the Main Campus will be the ENERGY STAR Portfolio Manager.
ENERGY STAR allows us to benchmark this campus and its several buildings against itself or in
comparison to other facilities nationwide. There is also a feature that allows for adjustments based on
weather and other factors that can affect energy performance. Using ENERGY STAR,we will also be able
to receive an ENERGY STAR score for each building on this campus. This score(1—loo)serves as a
screening tool to assess how the building is performing in regard to energy. The score provides a
comprehensive snapshot of a building's energy performance—assessing the physical assets,operations,
and occupant behavior.
Table 9-1 provides a benchmarking schedule that addresses all SLCDPU facilities and systems,including
the Main Campus. Integral steps for adequate benchmarking of the Main Campus are planned to be
completed by the end of this calendar year. First,we need to set up an ENERGY STAR Portfolio
Manager for the campus. This process includes entering unique data about the campus and its buildings.
These factors include physical building characteristics(e.g.,square footage),usage information(e.g.,
percent of building used),and historical energy use data. After setting up the Portfolio Manager for the
Main Campus,we will create a process for updating the Portfolio Manager in a manner that
simultaneously meets benchmarking frequency requirements, can be supported by available staff,and
provides up-to-date information for energy management activities. Ideally,the Portfolio Manager
should be updated monthly when the utility bills are available. This will keep the ENERGY STAR score
and other data as current as possible.
3.2 Energy Savi s O tunitie
Energy Audit Program
To identify energy savin D13 unities,we will execute an energy audit every five years for the Main
Campus. Based on the E ,an energy audit will be required for two of the Main Campus buildings that
qualify as Tier 2—the Administration Building and the Shops Building. Each energy audit will provide
information on how the building is performing and what can be done to improve its energy performance.
The energy audit efforts will work simultaneously with benchmarking of the entire campus. Together,we
will be able to identify energy savings opportunities and plan projects to capture these savings. An
Energy Audit Schedule is included in Section 9 and addresses the timing of audits for the Main Campus.
Energy Savings Lighting Project
A lighting upgrade at the Main Campus was recently completed and has contributed to energy savings.
In all,approximately 9io fluorescent T-12 bulbs were removed and replaced with more efficient T-8
bulbs. All ballasts were replaced with more efficient electronic ballasts. Occupancy sensors were
installed in offices,break rooms,closets,and high traffic areas. Most of the exterior HID(High Intensity
Discharge)lights were replaced with LEDs.
RMP provided an incentive for the upgrade of$30,831. The estimated power savings is 146,649 kWh,
which equates to about$12,50o a year. Greenhouse gas reduction is estimated at ill tons of CO2. The
project cost was$76,992.88.The simple payback for this project is just over 3.5 years.
Salt Lake City Department of Public Utilities 22
2015 Energy Management Plan
3.3 Efficient Operations
To ensure efficient operations,we will actively participate in retrocommissioning and re-tuning. The EO
requires retrocommissioning for all Tier 2 and Tier 3 facilities. We have developed a schedule for
retrocommissioning that addresses the timing for the Main Campus Tier 2 buildings(Section 9).
Besides retrocommissioning,the EO establishes that continuous re-tuning will be necessary as part of
efficient operations. This re-tuning will be implemented as various needs become identified. To identify
these needs,we will rely on the users of the Main Campus buildings. Energy audits and
retrocommissioning activities will also help to recognize re-tuninNeeds.
3.4 Building Operator Training
SLCDPU has identified the Intermountain Building Operators Association(IBOA)as an industry-
recognized organization to provide building operator training. IBOA provides Building Operator
Certification to help building maintenance supervisors advance their skills in the energy efficient
operation of commercial buildings. The training provides a professional c dential in energy efficient
building maintenance. The training includes:
• Documentation of building equipment,systems,and controls
• Measuring and benchmarking the building's energy performance
• Updating occupancy profiles
• Reviewing HVAC systems and operation
• Mapping the facility's electrical distributi n system
• Efficient lighting fundamentals
• Indoor environmental quality
• Common opportunities for low-cost operational improveme s
Wade Koester,Maintenance Manager,will begin this training in pring 20i6 and will serve as SLCDPU
Building Operator. Mr. Koester was originally scheduled to begin training in August 2015,but the IBOA
class was cancelled.The SLCDPU Building Operator will be responsible for energy efficient operation of
all SLCDPU buildings. This begins with the Main Campus where several of our buildings are located,but
also extends to the buildings at the Drinking Water Treatment Plants and Water Reclamation Plant. The
SLCDPU Building Operator will be expected to impart the lessons learned from the IBOA training to the
individual plant operators. As a part of the annual update of this EMP,we will analyze the options and
potential benefits of training other employees to be certified building operators.
Salt Lake City Department of Public Utilities 23
2015 Energy Management Plan
4 Drinking Water Treatment Plants
SLCDPU owns and operates three Drinking Water Treatment Plants: Big Cottonwood,City Creek,and
Parley's. They treat surface water that is then distributed through our system to SLCDPU customers.
Each plant consumes energy in the several processes required to treat water to drinking water standards
established by the Safe Drinking Water Act(SDWA)and the Environmental Protection Agency(EPA).
When evaluating energy management options,we must always consider the federal laws and regulations
first. Our obligation to meet SDWA standards takes precedence over energy savings for the protection of
health and safety.
mik
Along with the energy used for treatment,the office buildings at each plant are energy consumers. These
buildings vary in size,but contain similar energy using equipment as an office. The lighting,computers,
and other equipment in the plant operations buildings contribute to the overall energy use.
4.1 Benchmarking
SLCDPU's involvement in the RMP Water Cohort will provide baseline information for all three Drinking
Water Treatment Plants. The plants will be included in the water model of our entire system. Results of
the model analysis and other activities as part of the cohort will be reported when they are available.
These findings will aide us in developing future goals for benchmarking these plants.
Along with the benchmarking opportunities presented through the Water Cohort,we will use ENERGY
STAR Portfolio Manager as a benchmarking tool for the Drinking Water Treatment Plants. ENERGY
STAR provides a property type for Drinking Water Treatment&Distribution. This property type will be
used so that we can track energy use of the plants. This specific property type is not eligible for an
ENERGY STAR score,however. Even without this facet of the Portfolio Manager,we see potential for
ENERGY STAR to supplement the results of the Water Cohort and help further our advances made based
on benchmarking.
As with the Main Campus,there are several steps necessary to launch the ENERGY STAR Portfolio
Manager for the Drinking Water Treatment Plants. See Section 3.1 for a discussion of these steps and
Section 9 for the benchmarking schedule. Each plant will have its own Portfolio Manager and unique
energy use data.
Benchmarking efforts for the Water Treatment PlAts must take into consideration the elements driving
energy use each year. As discussed in Section 1.4,SLCDPU's energy use is dependent on several outside
factors. Benchmarking for these treatment facilities and systems must be flexible based on shifting
seasons and water demands.
4.2 Energy Savings Opportunities
Energy savings opportunities will be clearly recognized in the Water Cohort. The primary goal of the
water model analysis is to locate areas of our system that are not using energy efficiently. Once these
opportunities are identifiQd,we will work to decide which measures best fit our needs. When it comes to
the Drinking Water Treatment Plants,it is essential that we properly analyze all energy savings
opportunities and how they align with our distribution and water quality needs.
Section 9 includes an energy audit schedule for the Drinking Water Treatment Plants. Energy audits are
required by the EO to identify these energy savings opportunities. The Water Cohort will serve as the
first energy audit for the Drinking Water Treatment Plants. An energy audit will be required every five
years.
Salt Lake City Department of Public Utilities 24
2015 Energy Management Plan
4.3 Efficient Operations
The EO requires that a strategic plan for retrocommissioning and re-tuning be established to ensure
efficient operations. These components will also be developed in conjunction with the Water Cohort. At
the conclusion of the Water Cohort,we will begin implementing retrocommissioning based on the
Cohort's findings. This is planned for 2o16. After this,the plants will each be retrocommissioned every
ten years as prescribed by the EO.
The second piece of efficient operations is continuous re-tuning. Initial re-tuning needs will be identified
through the Water Cohort and then addressed in the follow up retrocommissioning. Subsequent re-
tuning activities will be employed when necessary. It is the responsibility of plant operators to identify
and report re-tuning needs. Operators routinely inspect the various systems and processes of their
treatment operations for upgrade project candidates. Energy improvements and re-tuning opportunities
will be identified during these already routine activities.
Salt Lake City Department of Public Utilities 25
2015 Energy Management Plan
5 Water Reclamation Plant
The Salt Lake City Water Reclamation Plant treats tens of millions of gallons per day of wastewater from
the Sewer Collection System. The Water Reclamation Plant has undergone numerous upgrades and
modifications since it began operation in 1965. It now operates as a Trickling Filter/Activated Sludge
Facility that has achieved perfect compliance with the Utah Division of Water Quality(DWQ)and Utah
Pollutant Discharge Elimination System(UPDES)for almost two decades. The plant has also received
recognition by the National Association of Clean Water Agencies(NACWA)with a Peak Performance
Platinum 15 Award. As with the Drinking Water Treatment Plants,it is vital that the Water Reclamation
Plant meets the requirements established by DWQ,UPDES,and NACWA. The Water Reclamation Plant
also includes a pretreatment program to meet requirements of the Clean Water Act,which regulates
discharge of pollutants into United States water and quality standards for surface waters. These
programs regulate the quality of wastewater treatment for the protection and benefit of our residents.
With any energy upgrades,we must consider the requirements that are necessary to meet to ensure the
protection of the public health and environment through the performance of this facility.
The Water Reclamation Plant also includes an Influent Pump Station. This facility is located south of the
main campus of the plant. We have included the Influent Pump Station in our energy analysis of the
Water Reclamation Plant. Appendix A lists all buildings associated with the Water Reclamation Plant,
including the Influent Pump Station.
Finally,the Plant is tasked with complyingwith new nutrient limits assessed b th�Gtah Department of
Y P
Water Quality,as well as maintaining an aging Facility infrastructure.The existing facility is a hybrid
system that does not lend itself to meeting the required nutrient limits.Additionally,some process
structures are at the end of their design life and must be replaced regardless of nutrient limits.To that
end,the Department has issued an SOQ for a Pre-Design/Capital Improvement Plan for the Plant.
5.1 Benchmarking
ENERGY STAR provides a Portfolio Manager specific to Wastewater Treatment Plants. We will use this
benchmark tool to analyze the energy performance of the Water Reclamation Plant. By inputting
existing data,the Water Reclamation Plant will receive an ENERGY STAR score. We can then work from
that point to continually track the plant's energy performance. ENERGY STAR Portfolio Manager will
allow the following opportunities for the Water Reclamation Plant:
• Track and manage energy consumption
• Measure carbon footprint
• Set investment priorities
• Verify and track savings
• Report energy performance
As with the Main Campus and the Drinking Water Treatment Plants,we will need to set up the ENERGY
STAR Portfolio Manager for the Water Reclamation Plant and establish protocol for how the Portfolio
Manager is kept up-to-date. Section 3.1 discusses the details of these initial steps to begin
benchmarking. The benchmarking schedule in Section 9 also provides information regarding the timing
and planning of benchmarking for the Water Reclamation Plant.
5.2 Energy Savings Opportunities
The EO requires the identification and documentation of energy savings opportunities,including the
establishment of an energy audit program every five years,for all Tier 2-3 City facilities and Other Tier
City facilities. The Water Reclamation Plant consists of several Tier i facilities. Although the EO doesn't
require energy audits for these buildings,we desire to include the Water Reclamation Plant in our energy
Salt Lake City Department of Public Utilities 26
2015 Energy Management Plan
audit efforts due to its significant energy consumption. Developing an energy audit schedule for this
specific facility is complicated by the fact that the Plant will undergo extensive upgrades and new
construction within the next several years,and the final configuration and composition of the facility is
unknown at this point. However,the Pre-Design/Capital Improvement Plan that is in development for
the Plant will include an evaluation of energy use. Also,the identified expectations for the Pre-
Design/Capital Improvement Plan include energy efficiency and renewable resource recovery,along with
meeting LEED and equivalent standards for water treatment facilities.All new construction and major
renovations,including the upgrades at the Water Reclamation Plant,will conform to the Net Zero and
LEED Executive Orders.
5.3 Efficient Operations
The EO requires that a strategic plan for retrocommissioning and re-tuning be established to ensure
efficient operations for all Tier 2-3 City facilities. Although the Water Reclamation Plant consists of only
Tier 1 buildings,the forthcoming upgrades and new construction at the Plant will include commissioning
to conform to the Net Zero and LEED Executive Orders. Continuous re-tuning is a practice that SLCDPU
will partake in at all of their facilities,including the Water Reclamation Plant. Operators must be looking
for issues with systems and processes. When these issues are identified,energy efficiency must be
considered when determining how to proceed wit e-tuning efforts.
40
Salt Lake City Department of Public Utilities 27
2015 Energy Management Plan
6 Water Distribution System
The SLCDPU Water Distribution System is the largest energy user of all facilities and systems within the
Department. The Water Distribution System includes all pumps and wells used to deliver water to our
vast service district. SLCDPU serves water to all of Salt Lake City;the east bench of Salt Lake County,
including Cottonwood Heights,Holladay City,and Millcreek Township; and portions of South Salt Lake
and Murray. With a service area over 185 square miles and 350,000 customers,we rely on 30 pumping
stations and 22 deep pump wells(Appendix A). The energy used to operate these facilities exceeds half
of our total energy use(Figure 2-2). It has been a priority throughout the development of this EMP to
properly address the energy use of the Water Distribution System. We have focused great effort on our
partnership with RMP and the Water Cohort to add emphasis to the value of this system as an energy
user.
6.1 Benchmarking ,
Benchmarking for the Water Distribution System will be completecl"hin calendar year 2015 using
SLCDPU's involvement in the Water Cohort. The entire Water Distribution System will be modeled and
analyzed specifically for energy and associated cost savings. The Water Cohort will provide
recommendations unique to our system to reduce energy use. This initial analysis of our system will
serve as the baseline for future benchmarking activities. Benchmarking information for the Water
Distribution System will likely also be identified in the Water to Wire Study. Findings of the Water to
Wire Study will be reported in this section of future EM
ENERGY STAR Portfolio Manager will also be used for the r Distribution System. ENERGY STAR
has a property type that encompasses facilities designed to pu nd distribute drinking water. This
property type does not provide an ENERGY STAR score,but can be used to benchmark energy
performance. This lbws us t look at the energy used in our distr on process,which includes all
pumps.
As with the rest of our facilities,we have established a timeline for setting up the Portfolio Manager and
developing the updating process. These items are discussed in Section 3.1 and Section 9.
4'L 1%
6.2 Energy Savings Oppo 'es
The main priority of the Water Cohort is to identify energy savings opportunities specific to the SLCDPU
Water Distribution System. Potential energy savings adjustments to the Water Distribution System will
be identified at the conclusion of the Cohort,and these findings will be reported in the annual update of
our EMP.
The Water Cohort will serve as the initial Energy Audit of the Water Distribution System. After the
completion of this program we will establish guidelines for future energy audits. These energy audits are
required every five years. Goals of future EMPs will include efforts to establish guidelines for
appropriate energy audits of the Water Distribution System.
6.3 Efficient Operations
The EO requires that a strategic plan for retrocommissioning and re-tuning be established to ensure
efficient operations for all Tier 2-3 City facilities. This does not include Other Tier City facilities,such as
the Water Distribution System;therefore,retrocommissioning and re-tuning will not be required by the
EO. As with all of our facilities,we plan on continual re-tuning as needs are identified within the Water
Distribution System. These needs must be identified by system operators,rather than energy audits or
other specified programs. We have already established that re-tuning efforts are valued in regard to the
Water Distribution System by upgrading system components with energy efficient products. This will be
the continued trend as we strive for continual re-tuning of the system.
Salt Lake City Department of Public Utilities 28
2015 Energy Management Plan
7 Stormwater/Sewer Collection System
The SLCDPU Stormwater/Sewer Collection System consists of gravity sewer and stormwater collection
lines and lift stations. Gravity collection lines convey wastewater and stormwater by gravity to central
locations. Utilizing gravity eliminates energy use from the system through these collection lines.
However,the lift stations in the system do require energy. Lift stations are used where wastewater or
stormwater must be pumped from lower to higher elevations to continue in the system. These lift
stations are required where the existing elevations are not sufficient for gravity flow or when the use of
gravity conveyance will result in excessive excavation and high construction costs. There are 24
stormwater lift stations and 35 sewer lift stations that contribute to the total energy use of the
Stormwater/Sewer Collection System.
Each lift station is equipped with a pump that uses energy similarly to the pump stations in the Water
Distribution System. Even though both systems use pumps,the overall use of the Stormwater/Sewer
Collection System is dramatically less than the Water Distribution System(Figure 2-2). Pump stations in
the Water Distribution System must run 24/7 to maintain a continual water supply,while lift stations are
only run when needed. It is important to understand the difference between the pump uses in these two
systems. We have chosen to analyze the systems separately due to the significant difference in total
energy use and the unique characteristics of each system's pump operations.
7.1 Benchmarking N
ENERGY STAR and other industry tools do not provide akreqfor
ype for any type of stormwater
and/or sewer collection system. As benchmarking is still Other Tier City facilities,we must
address it through a tool that is not industry-recognized. ,we plan on using our Wire to Water
Study. Since the project scope has not yet been defined,it will be tailored to include appropriate analysis
and benchmarking of all stormwater and sewer lift stations. This will provide a baseline on how
efficiently we are operating the pumps at these lift stations. From that baseline,we can identify areas for
improvement and plan for future benchmarking.
7.2 Energy Savings Opportunities
Energy savings opportunities for the Stormwater/Sewer Collection System will be identified in the Water
to Wire Study. Findings of the Water to Wire Study will be reported in this section of future EMPs. The
study will serve as the initial energy audit of the Stormwater/Sewer Collection System. After the
completion of this study,we will establish guidelines for future energy audits. These energy audits are
required every five years. Goals of future EMPs will include efforts to establish guidelines for
appropriate energy audits of the Stormwater/Sewer Collection System.
7.3 Effici perations
The EO requires that a strategic plan for retrocommissioning and re-tuning be established to ensure
efficient operations for all Tier 2-3 City facilities. This does not include Other Tier City facilities,such as
the Stormwater/Sewer Collection System;therefore,retrocommissioning and re-tuning will not be
required by the EO. As with all of our facilities,we still plan on continual re-tuning as needs are
identified within the Stormwater/Sewer Collection System. These needs must be identified by system
operators,rather than energy audits or other specified programs. We have already established that re-
tuning efforts are valued in regard to the Stormwater/Sewer Collection System by upgrading system
components with energy efficient products. This will be the trend as we strive for continual re-tuning of
the system.
Salt Lake City Department of Public Utilities 29
2015 Energy Management Plan
8 Street Lighting
Street Lighting is a recent addition to SLCDPU,but has been a long-standing concern for the City. Salt
Lake City was the fifth city in the United States to have electric streetlights,and has since focused on the
quality and safety of the urban environment influenced by Street Lighting. The purpose of the Street
Lighting system is to illuminate the City streets for safe vehicle operation and safe pedestrian movement.
Streetlights are provided at each intersection on long blocks and midblock,if needed.
8.1 Benchmarking
Benchmarking for Street Lighting will be different than any of the other pillars of this EMP. The
streetlights are not metered,and we cannot track energy use by meter readings. Instead,we must look at
the proportion of streetlights that utilize high efficient(HE)lighting technology compared to the total
number of streetlights. Our metric for benchmarking 11 be the percentage value of all streetlights that
have been updated to use HE lighting technology. SLXPU currently owns and maintains 15,341
streetlights. To date,just over 31%of those are considered HE lighting technology. This 31%will serve as
our initial baseline for benchmarking. Each year we will determine an updated percentage for that year's
benchmarking. VL
We have gathered some approximate data on Street Lighting pertaining to ge%2ete
ruse. In April
2014,we used 3,326,000 kW for every hour the street lights were on. In Apri 3,054,15o kW
for every hour the lights are on. That's a savings of approximately 2�71,850 kr of usageilk
8.2 Energy Savings Opportunities and Efficient Operations
When Street Lighting was revised to be a SLCDPU function,there were two main goals: Get the lights on,
and upgrade the lights with energy efficient technology.
The most obvious opportunity for energy savings for Street Lighting is converting old,high-intensity
discharge(HID)technology to LED. In 2013,the Salt Lake City Council set a goal to have all streetlights
utilizing energy efficient technology by 2023. As of now,the City has completed 31%. The upgrade is
slightly ahead of schedule,but some of the more difficult and expensive upgrades are still to come.As
Street Lighting continues to perform maintenance and replace lights with LED,less energy is used. Often
lights will fail and stay on 24-hours a day. Even though the City does not pay extra for lights that stay on
all day,they are still wasting energy. The City strives to repair these lights in a timely manner to help save
energy.
As Street\EO.
es as an Other Tier City facility,retrocommissioning and re-tuning are not
required ever,the main objective of the Street Lighting program is to upgrade streetlights
for energ program is constantly working toward improving energy use.
8.3 Employee Engagement
There has already been a unique effort regarding employee engagement for energy management of Street
Lighting. SLCDPU employees have been encouraged to look up at the City's streetlights. By having all
employees monitor all our assets,not just streetlights,it adds another dimension to our ability to identify
potential problems. Many streetlights,when internal components fail,stay on during the day. SLCDPU
employees can report these day-burning lights and we can get them repaired. Section to provides a more
detailed discussion of employee engagement efforts.
Salt Lake City Department of Public Utilities 30
2015 Energy Management Plan
9 Benchmarking, Energy Audits, Retrocommissioning
9.1 Benchmarking Schedule
The following schedule has been developed to guide our benchmarking efforts throughout the upcoming
year. Our goal is to have initial benchmarking completed for all facilities by the end of summer 2o16.
This will allow us to include benchmarking results and findings in the 2016 Energy Management Plan.
This first round of benchmarking is essential for the development and improvement of the department
and our energy management efforts. The benchmarking results will establish baselines and provide us
with valuable information to most strategically plan for energy management best practices,projects,and
future goals.This schedule is subject to change based on circumstances encountered during
implementation of the benchmarking efforts.
Table 9-1.Benchmarking Schedule
Timeline Strategy System/Facilities
September— Set up ENERGY STAR Portfolio Manager Main Campus, Drinking Water
December 2015 with facility data and historic energy use Treatment Plants,Water Reclamation
data Plant
Select a designated Energy Manager to Main Campus,Drinking Water
facilitate benchmarking efforts through Treatment Plants,Water Reclamation
ENERGY STAR Portfolio Manager .� Plant
Develop process for updating ENE Main Campus,Drinking Water
STAR Portfolio Manage onthl Treatment Plants,Water Reclamation
Plant
Water Cohort benchmarkin Drinking Water Treatment Plants,
Water Distribution System
RFP and consultant selection for ter to Stormwater/Sewer Collection System,
Wire Energy Efficiency Study JOWater Distribution System
October 201 Ident potential projects through Water Drinking Water Treatment Plants,
Spring 2016 Cohort Water Distribution System
Wire to Water Energy Efficiency Study Stormwater/Sewer Collection System,
benchmarking Water Distribution System
Spring 2016 ENERGY STAR Portfolio Manager Main Campus,Drinking Water
training—interpreting and using results Treatment Plants,Water Reclamation
Plant
Spring&Summer Identify potential projects using ENERGY Main Campus,Drinking Water
2016 STAR Treatment Plants,Water Reclamation
Plant
Identify potential projects through Wire Stormwater/Sewer Collection System
to Water Energy Efficiency Study
Salt Lake City Department of Public Utilities 31
2015 Energy Management Plan
9.2 Energy Audit Schedule
The schedule below details our plans for executing energy audits on all required Tier 2,Tier 3,and Other
facilities. The EO requires an energy audit for these tiers every five years. This schedule details our plan
for the timing of the first energy audit. Once the initial energy audit is completed for a facility,we will
begin planning for the next audit five years from the completion of the first.
The schedule is subject to change based on available funding and administrative feasibility.
Table 9-2.Energy Audit Schedule
System/Facility Schedule Facilities Method/Strategy
Main Campus 2016 Admi ' rati Building, RMP Wattsmart
Sho Program/Energy
Consultant
Drinking Water Treatment 2015 Creek,Big Cottonwood, Water Cohort
Plants Parley's Treatment Plan
Water Reclamation Plant 2oi6 Water Reclamation Plant nt Upgrade Pre-
n
Water Distribution System 201 Pump and well system Water Cohort
Stormwater/Sewer Collection 2016 Lift stations Wire to Water Energy
System Efficiency Study
",,11111111116, N
Street Lighting dE:T9
treet lighting s stem In development
I%k 11 T
9.3 Retrocommissioning Schedule
We have developed the following schedule for retrocommissioning based on the plans and timing of
benchmarking and energy audits. Both of these efforts will affect retrocommissioning of all facilities.
Issues identified through the energy audits will determine what needs done during retrocommissioning.
The retrocommissioning process is required every ten years for all Tier 2 and Tier 3 facilities. We have
identified the first year for retrocommissioning for each of those level facilities.
The schedule is subject to change based on the results of benchmarking and energy audits,available
funding,and administrative feasibility.
Salt Lake City Department of Public Utilities 32
2015 Energy Management Plan
Table 9-3.Retrocommissioning Schedule
Beginning Facilities/Buildings Method/Strategy
Year
Main Campus 2017 Administration Building, RMP Wattsmart
Shops Program
Drinking Water Treatment 2016 City Creek,Big Implemented by
Plants Cottonwoo rley's SLCDPU based on results
Treatme s from the Water Cohort
Water Reclamation Plant Construction Curren nown Major renovations and
schedule is still belause the forthcoming new construction will
in development upgrades and new conform to Net Zero and
construction is still in LEED Executive Orders
development
Water Distribution System Retrocommissioning is not required for thi em.
Stormwater/Sewer Collection Re commissionin fired for this sys
System IV
Street Lighting Retrocommiss* * is not required for this system.
Salt Lake City Department of Public Utilities 33
2015 Energy Management Plan
to Employee Engagement
io.i Energy Team Engagement
There are several opportunities for employee engagement in energy savings at the Public Utilities
facilities. This first year we will focus on engaging and educating our Energy Management Team
members so that they may be energy champions. This includes training them to use tools such as
ENERGY STAR,learning how to identify potential projects,and increasing their awareness. This is an
immediate goal that will set our team up for success as we transition into employee engagement at the
department level.
10.2 Department-Wide Engagement
We plan to implement a number of low-cost,effective ways to engage SLCDPU employees as we debut
and begin this first year of Energy Management Plan implementation.
Employee Engagement Committee IM
To manage our employee engagement efforts,we plan on creating an Energy Engagement Committee.
This committee will be a smaller subset of our Energy Management Team. We would like to have
committee members that are familiar with the EMP and its development,content,and goals. We also
want the members to represent a diverse population of SLCDPU employees. We believe this will aid us
in delivering unique programs aimed to engage employee participation and help achieve energy savings
targets. The committee will be responsible for:
• Reviewing concepts for employee engagement programs
• Developing and implementing chosen programs
• Monitoring progress and success of various programs
We have developed several possibilities for employee engagement programs. These initial concepts are
discussed throughout this section in general detail. It will be up to the committee to vet these programs
and determine how they will be efficiently ecuted.
Reporting
The EO requires that e oyee engagement focus on strategies to ensure employees'awareness of energy
saving goals. With this,we also desire that all SLCDPU to be informed to a level that they understand
our energy performance in relation to these goals. We are in the process of selecting communications
tools that will help us deliver our Energy Management message. Our efforts will rely on using existing
lines of communication within SLCDPU.These include:
• Monthly articles in the Pipeline
• SharePoint Home Page
• E-mail
• Social media,such as our Facebook page
• Website Portal(if selected and developed in coordination with Steering Committee)
• Regularly scheduled staff meetings
With these communication tools,we will deliver information regarding several aspects of energy
management. We have identified a preliminary list of appropriate information to relay to department
employees:
• Current energy management strategies identified in Energy Management Plan
• Status of efficient energy projects and endeavors
• Energy use data
Salt Lake City Department of Public Utilities 34
2015 Energy Management Plan
• ENERGY STAR Portfolio Manager reports(tables,graphs,etc.)
• Results of renewable energy projects and efforts
• Access to Energy Management Plan,Renewable Energy Study,and other energy
reports/studies
ENERGY STAR provides many options for viewing energy use and benchmarking data. Some examples
of these graphics are included in the figures within this section. We will use these available resources to
inform SLCDPU employees of our energy management efforts.
Acton An" Not Lacking oil
%
+a�«a+3.�,rn r,4wr tldpl ,o%M.o.s.srrw rw�eq} »�{rRye llyrt ua,�rlr�sa�
xx,Yone uy, r prggM e2 s wore Mawr 4bpM LStu Ow" a sY►Qe*t1V
1r1u1111111a H1111111r111 11111111r...k
on W I u oa vs ow'u on vs aT•u
� CO2 Emissions C06# B'eakdoxwn
TW 01+4 Sir NMWIN4S .... OPNNM
' vow Rid 0#)dw
= a M11C 67-"idw
40 -0 an Aunt"
� t a
ISM Mw■4fi�w+Mrtk��1
Am V1 I.* ON V1 Sep .6
Figure 10-1.Example ENERGY STAR Report Data
Salt Lake City Department of Public Utilities 135
2015 Energy Management Plan
Energy Usage Report 2 WFC 225 Liberty Street,New York,NY 10281 A4rdt4.2011
owner
yr.,ar BuI It Annual Site Energy Consumption
Square ror;t.ryc.O.bbb St
Analysis Pe•iod: 121IM06-1711/2007 HearYtouCenlgaRto Your tkMct Total Energy By Use lotalStetne•gy
Corsurlphr.n
25 80 meafuFwj In me1011sef KBtu
_• ■ ENctrldb ■ Sum
a PortFnfaA Tager Wre Your Building
32p
Yodr Building's Score 4D 107
e a 2W.,
Iso 36
Average Score For Your Districtin 1 5 1%
0 0 1
J ■ Electricity{41 K!31 'sl
130 so 7,3 naaa Cnrd Hwat Steam(17 K81i
e Mulsf
Annual Carbon Emissions Total Annual Energy Cost
Total Carbon Footprint: How You Compare to Your District Total Cost By Use Total Coat
VF 25 20 maasurad in thousands of down, 4.123.730.71(61 AW)
27,109,373 (71ee,34reodlpsre)
w Your Bullding ■ Eleclrldq ■ BNartt
e
$3,153
a $3000
The total building energy is oonverted Q 13
to one consatenl and IBtuaj to allow for
comparison w1h other eu ldrngs
Display or carbon oms&ons accounts v I I I I11900 — t8/S
for the environmental imil of the site >k
C)
energy used and cons,ders the source $146 .
■ ENctrldty(1122 io
fuel for eleclncily 01.11 0 MEN IN Sisa n(10.4e Atl
25 10 Besa Cool Nest
K&ulef
Figure 10-2. Example ENERGY STAR Report Data
Energy Management Website
Along with reporting our energy management and performance data through existing lines of
communication,we will develop a website solely for energy management information. All of the items
discussed in"Reporting"could be kept at a central location for instantaneous viewing. This website
could also serve as a database for employee feedback and discussion. The site could include a discussion
board to initiate the conversation on our energy performance. For something less public,we could
develop a component for submitting requests and ideas to the Engagement Committee. We will also
incorporate this site into our branding of employee engagement materials. Anything that relates to
employee engagement could contain the website address. This would help keep materials organized and
easy to find for all SLCDPU employees.
Salt Lake City Department of Public Utilities 36
2015 Energy Management Plan
Friendly Reminders
The"Friendly Reminders"program would be established to keep efficient energy use on the forefront of
all employees'minds. The main component of this program is to strategically place small signs around
our buildings and facilities. These signs would include an energy saving tip,an intriguing fact,and
directions on how to receive more information. These will be placed in locations that correspond to their
content and message. For example,the sign in Figure 10-3 could be located above a light switch in a
restroom. We would like this program to focus on branding an image and style that would create
consistency and promote recognition of our energy management efforts. Figure 10-3 is simply an
example of a possibility—this will be fully developed by the Engagement Committee for peak
effectiveness.
Don't Forget to Flip the Switch!
Approximately 30%of energy used in
buildings is used inefficiently or unnecess
Curious?Go to www.slcd uener mana ement.c
a'
kre 10-3. Examp riendly Reminder"
Watt
To help employees understand their personal energy use,we are proposing that SLCDPU purchase
several watt meters. These small,easy to use devices can track how many watts of power are being used
by a computer or any other electrically ran machine. Employees could sign up on a voluntary basis to use
a watt meter for a specified amount of time. During this time,they would be able to monitor what
activities use more energy than others. They would be able to see how much energy they waste by
leaving a monitor on,running certain programs,having certain screen saver settings,etc. This could
help employees to djust their behaviors and use energy more wisely. The watt meters could also be used
on other office ap ces to identify where we maybe wasting energy. Between the Main Campus and
treatment plants,w ve several kitchen areas with microwaves,fridges,coffee makers,and other
appliances. These all se energy,but some operate more efficiently than others. The watt meters could
help us to pinpoint where we should be focusing our efforts when it comes to replacing these appliances.
Work Group Routines
Some of our work groups may not have a standard protocol for"closing up shop"—i.e.,what equipment
should be turned off at the end of the day and who is responsible for powering things down and turning
them on in the mornings.We plan to establish a routine for each work area for the last person to leave to
follow. These routines would address what lights need to be turned off,what to do with computer
monitors that are left on,shutting down other office machines(printers,fax machines,etc.),and
anything else specific to the work group's area. By establishing protocol and training employees,we
Salt Lake City Department of Public Utilities 37
2015 Energy Management Plan
believe the resulting accountability can help mobilize the various work groups to take ownership of
overall energy usage and implement a culture of energy use awareness and conservation throughout the
Department.This mindset will also have the potential to expand into employees'lives outside of work.It
also provides the opportunity to realize cost savings due to less energy use.
Focus Groups and Program Analysis
To effectively monitor how our various employee engagement programs our working,we would like to
periodically work with small focus groups. Ideally,a focus group would consist of a variety of employees
from various work groups within SLCDPU. This would provide a better view of how our efforts are
progressing. The goals of the focus group meetings would incluAift
r
• Soliciting feedback on implemented programs
• Identifying what efforts would get more participation
• Gathering ideas on other areas of focus 1
10.3 Employee Training
The Water Cohort will engage in extensive tra 4
with our Drinking Water Treatment Plant and Water
Distribution System operators so that they may se the information and strategies identified in the
Cohort's evaluation of our system to affect change to our energy use.A training schedule will be developed
when the Cohort completes the energy profile of these systems,approximately by the end of 2015.The
Wire to Water Energy Efficiency Study will also likely identify opportunities where training of operations
staff will be necessary.
Salt Lake City Department of Public Utilities 38
2015 Energy Management Plan
11 Renewable Energy Opportunities
SLCDPU completed a comprehensive renewable energy feasibility study that evaluates a variety of technologies to
directly power or indirectly offset its operations. Our goal is to budget these renewable energy projects within the
system over the next io years. Table a-i summarizes the recommendations generated from the renewable energy
feasibility study.
The Department will also likely engage with RMP as part of its upcoming Subscriber Solar Program.Details of this
program are still being determined,but the Department has expressed interest in engaging in the program to
cover the energy used by most of our 6A meters. Many of the Department's pumps and wells are served at the 6A
rate,which means some of our biggest power consumers could run on renewable energy.
Table 11-1.Renewable Energy Summary Recommendations
Site Technology
An operation change would allow Make operational changes to more
SLCDPU to use excess biogas from effectively use biogas from the site.
Biogas wastewater treatment to power 2 Until BNR process is required,use
Cogeneration existing electric turbines.Cost- excess biogas to power ex'ting
Salt Lake (no BNR,no effective under any COZ regulation turbines.
City Water NG) Offset utility purchases onsite and
Reclamation scenario. tY
contract to sell excess electricity.
Facility Biogas BNR may be required in the future If required to switch to BNR process,
Cogeneration and will have an impact on [he lkkl explore other options for producing
(BNR,NG) econo TLreturn. clean energy onsite.
Solar PV panels would likely have a Apply for RMP Solar Incentive Program
good economic return if using Build a small,net-metered solar project,
15th East Roof-mounted grants,the Utah Solar Incentive or build a large project if virtual net
Reservoir Solar PV prand/or a PPA. metering is enabled
• Explore PPA or lease structure to reduce
cost and capitalize on 30%federal tax
credit.
he fu aste heatNffiRty Complete a demonstration project to
be us ughout SLC.A illustrate the potential of this
West Temple Wastewater de ration ct will show technology and use project as an
Trunkline Heat ic
ry the ty of thi nology. education tool to promote public
engagement.
A hydroelectric turbine at this dam Complete a hydroelectric turbine at the
Mountain Hydroel offers a good economic return dam and use net-metering to offset
Dell Dam depending on the cost of carbon electricity purchases onsite.
ulation*sumptions.
Mar PV panels at this site have the Build a PV project to sell electricity to
potential to produce a large the grid or use virtual net-metering,if
Terminal& Roof-mounted amount of energy.Economics enabled.
Park Solar PV improve significantly if virtually Consider the use of a PPA to
Reservoirs net-metered. significantly improve the economics of
the project.
A micro-turbine at PRVs can Contract to sell electricity to the grid or
PRV Station Hydroelectric generate clean electricity when use virtual net-metering,if enabled.
Reverse-pump pressure is reduced in water
Turbine delivery pipes.
Salt Lake City Department of Public Utilities 39
2015 Energy Management Plan
Appendix A — Facilities and Systems
A.i Public Utilities Main Campus
Building Square EO Classification
Footage
Administration Building 24,000 sq ft Tier 2
Shops 36,00o sq ft Tier 2
Welder Shop 5,60o sq ft Tier 1
Reagan Building 5,200 sq ft Tier i
Elect Barn 3,150 sq ft Tier 1
V&H Barn 9192o sq ftA Tier i
Drainage 4,60o sq ft Tier i
Concrete 4,60o sq ft Tier 1
Sewer&Drainage 3,60o sq ft Tier 1
Sewer Barn 5,040 sq ft Tier i
Salt Lake City Department of Public Utilities 40
2015 Energy Management Plan
A.2 Drinking Water Treatment Plants
Treatment Plant System
City Creek Water Treatment Plant Administration(Computers,Control Room,Lab Equipment)
Intakes
Chemical Feed Generation and Storage(Leaf Screens,Rapid Mixers,
Air Compressor,Electrical Room— VFD's/Breakers,Hypochlorite
Generators,Chemical Feed Pumps)
Coagulation(Flocculation Drives,Fans)
Filter Building/Fluoride(Pumps, VFD's)
Receiving Basin and Clarifiers(Clarifier Drive Motors,Pumps)
Lighting(Fluorescent,Sodium VapLpr,Incandescent)
Heating(Gas,Electric)
Parley's Water Treatment Plant Administration(Comp ,Contro ,Lab Equipment)
Intakes
Chemical Feed Ge.4rati6n and Storage(Leaf Screens,Rapid Mixers,
Air Compressor,Electrical Room— VFD's/Breakers,Hypochlorite
Generators,Chemical Feed Pum*s)
Coagulation(Floccula ' rives,
Filter Building/Fluoride ps, VFD's)
Receiving Basin and Clarifiers(Clarifier Drive Motors,Pumps)
Lighting(Fluorescent,Sodium Vapigr,Incandescent)
Heating(Gas,Electric)
Big Cottonwood Water Treatm dministration(Compu ntrolllbu,Lab Equipment, Work
Plant Shop)
Intakes (Creek Ade,Po hous ,Sleeve Vault)
Chemical Feed Generation and Storage(Leaf Screens,Rapid Mixers,
Air Compressor,Electrical Room— VFD's/Breakers,Hypochlorite
enerators,Chemical Feed Pumps)
Coagulation-(Flocculation Drives,Fans)
Filter Building/Fluoride(Pumps, VFD's,Actuators and Valves,
Computers and PLC's,Filter Monitoring Equipment)
Receiving Basin and Clarifiers(Clarifier Drive Motors,Pumps)
Lighting(FI scent,Sodium Vapor,Incandescent)
Heating(Gas,Electric)
IV
Salt Lake City Department of Public Utilities 41
2015 Energy Management Plan
A.3 Water Reclamation Plant
Building Square Footage
Operations Building 4,900 sq ft Tier 1
Administration Building 4,775 sq ft Tier 1
Chlorination Building 4,125 sq ft Tier i
Energy Recovery Building 6,395 sq ft Tier 1
Blower Building 6,820 sq ft Tier 1
Snail Dewatering Building 470 sq ft N/A
Digester Control Building 530 sq ft N/A
East Maintenance 10,26o sq Tier 1
West Maintenance i9,000 sq ft Tier i
Lab 9,015 sq ft Tier 1
Heavy Equipment North 3, sq ft Tier 1
Heavy Equipment South 8,06 sq ft Tier i
North RAS Pump Station 1,0 ft 3, N/A
South RAS Pump Station 1,072 sq ft NJI
North Storehouse 3,130 sq ft Tier i
South Storehouse 90 sq ft Tier 1
Tunnels Other
Digestor Area Other
Pre-Sedimentation Other
Influent Pump Station 16,749 sq ft Tier 1
Screenings Building 7,350 sq ft Tier i
Pump Station B ng 5,624 sq ft Tier 1
lormation g 1,125 sq ft N/A
Grit Pump Building 500 sq ft N/A
Emergency Generator Bu 1,400 sq ft N/A
IIEW Maintenance"Building IL
750 sq ft N/A
IV
Salt Lake City Department of Public Utilities 42
2015 Energy Management Plan
A.4 Water Distribution System
Pumping Plants Deep Pump Wells
Ensign Downs 1300 East
North Bench igoo East
Arlington Hills 2700 East
5th Ave&U Street 3580E#4
University 358o E#5
Research Park 4800 South
Oakhills 4th Avenue
Bonneville 500 South
East Bench AI" oo South
Third East Brinton Springs
33rd South Booster Diagonal
Kenton Drive Booster Dyers Inn
Amok
Virginia&Millcreek Booster Edgewood
Eastwood jQ6, migration Canyon
Lower Boundary/Mill Fountaine Bleu
Mount Olympus eenfield Village
4500 South illcreek
9th&Birch Neffs Draw
Canyon Cove Nila Way
70tk South Sugarhouse Park
7800 outh Upper Ellison
Golden Hills Walker Lane
C,Wigan Cove
Lit illow
h
X6-2-00
Sout Booster
Irrigation
Emigration
Military
Dry Hollow/Tavaci
Granite Oaks
Salt Lake City Department of Public Utilities 43
2015 Energy Management Plan
A.5 Stormwater/Sewer Collection System
SS Lift Stations SD Lift Stations
Westpointe Under Drain(By Ditch)
New Rose Park 1000 North
170o North Golf Course(Rose Park)
North Lift Oakley
South Lift 140o North
Gate 1 Underdrain in Park
Cannon ffMontague
Bonneville Lt.Underdrain
700 South Liberty Park
Delta C-8 406 West(No.Side)
4oth West 400 West(So.Side)
goo North Paxton
350 North West TemmldL
boo North Oil Ditch(County Pu ps)
Billy Mitchell Lee Drain
5300 West 1700 South
Amelia Earhart oo North
Centennial South
Pioneer Bridgecrest
Ifto,dustrial MF80o West
Airport Deicer#i 50o North
rport Deicer#2 Gladiola
ort Deicer#3 Indiana
Airport Deicer#4 500 South
Fuel Farm
Concord
500 West
'Worth Cove
st Lift
California Place
Smith&Loveless
Westport
Apollo
Nintech
Legacy
Salt Lake City Department of Public Utilities 44
2015 Energy Management Plan
Appendix B — Energy Management Assessment Report
Salt Lake City Department of Public Utilities I 45
2015 Energy Management Plan
Energy Management Assessment Report
Presented To:
784
Sponsored By:
ROCKY MOUNTAIN
POWER
Submitted By:
Cascade Energy
Cascade Project Number: 5462.002
Report Date: 9/3/2015
Energy Management Assessment Report I Cascade Energy, Inc.
Disclaimer
In no event will Cascade Energy, Inc. be liable for(i) the failure of the customer to achieve the estimated
energy savings or any other estimated benefits included herein, or(ii)for any damages to customer's
site, including but not limited to any incidental or consequential damages of any kind, in connection with
this report or the installation of any identified energy efficiency measures.
Salt Lake City Water 12
Energy Management Assessment Report Cascade Energy, Inc.
CONTACTS
SALT LAKE CITY CONTACTS
Jesse Stewart—Executive Sponsor
1530 South West Temple
Salt Lake City, UT 84115
Phone: (801)483-6864
Email: Jesse.Stewart@slcgov.com
Carly Castle—Energy Champion
1530 South West Temple
Salt Lake City, UT 84115
Phone: (801)483-6748
Email: carly.castle@slcgov.com
ROCKY MOUNTAIN POWER CONTACT
Raenee Burgarske- Project Manager
201 South Main Street, 20`" Floor
Salt Lake City, UT 84111
Phone: (801) 220-4710
Email: raenee.bugarske@pacificorp.com
CASCADE ENERGY CONTACT
Jeff Hare—Energy Performance Manager
Cascade Energy, Inc.
4587 West Cedar Hills Dr., Suite 220
Cedar Hills, UT 84062
Phone: (801) 770-4332
Email: jeff.hare@cascadeenergy.com
HANSEN, ALLEN & LUCE CONTACT
Steve Jones, M.S., P.E.
Hansen, Allen & Luce, Inc.
6771 South 900 East
Midvale, UT 84047
Phone: (801) 566-5599
Email: sjones@hansenallenluce.com
Salt Lake City Water 3
Energy Management Assessment Report I Cascade Energy, Inc.
Table of Contents
1 EXECUTIVE SUMMARY...........................................................................................................5
1.1 Background.......................................................................................................................... 5
1.2 Observation Highlights......................................................................................................... 5
1.3 Baseline Energy and Savings Goals...................................................................................... 5
2 ASSESSMENT RESULTS ...........................................................................................................6
2.1 Assessment Scores and Observations ................................................................................. 6
2.2 Analysis Results.................................................................................................................... 6
3 RECOMMENDATIONS...........................................................................................................10
4 MAINTAINING SAVINGS.......................................................................................................11
5 EMA PARTICIPANTS AND ROLES...........................................................................................12
5.1 EMA Participants................................................................................................................ 12
5.2 Energy Management Roles and Responsibilities............................................................... 12
Salt Lake City Water 14
Energy Management Assessment Report I Cascade Energy, Inc.
1 EXECUTIVE SUMMARY
1.1 BACKGROUND
Cascade's Energy Management Assessment (EMA) is designed to pinpoint an industrial organizations
strengths and opportunities in energy management.This EMA process is designed to benchmark
culinary water system best practices in energy management.The EMA plays an important role in
developing strategies that will enable Salt Lake City to establish a clear path toward achieving energy
management goals.
1.2 OBSERVATION HIGHLIGHTS
The mayor of Salt Lake City has issued an executive order to increase energy efficiency at all city
facilities.This action has created a strong commitment with the city to pursue energy efficiency within
the water system.The list below highlights strengths currently displayed with respect to energy
management practices within the organization.
• City leadership is leading the effort on energy efficiency.
• An energy team is assembled and a draft energy policy and plan have been written.
• The water team is working on plans to target pump system efficiency at individual pump
stations.
The EMA also identified some areas for improvement.
• Develop an energy savings goal.
• Develop and implement an employee engagement plan.
• Develop and implement a communication plan to measure and report energy performance
information among the water system team.
• Work to collect energy efficiency ideas,then develop a method to record, prioritize, track, and
implement the ideas.
1.3 BASELINE ENERGY AND SAVINGS GOALS
A target for Salt Lake City's energy savings goal could be in the area of 3%of the 2014 annual energy
use of 19.4 M kWh. At 3%savings, the energy savings goal for the SEM engagement will be to save
584,000 kWh from now until November 2016. The baseline energy consumption for the years of
2012/2013/2014 will be combined with production data to develop a baseline energy model that will be
used to determine the energy savings acquired during this engagement.
Salt Lake City Water 15
Energy Management Assessment Report I Cascade Energy, Inc.
2 ASSESSMENT RESULTS
2.1 ASSESSMENT SCORES AND OBSERVATIONS
This section provides the detailed results from the EMA for the three strategic components:
• Management Commitment
• Energy Savings Practices
• Energy Tracking& Reporting
The EMA has determined the following scores in three strategic areas.
Table 1: EMA Scoring
Follow-upAggregatedjr Total
Affssessment A 7ea U Score Score Possible
Management Commitment 3.7 TBD 10.0
Energy Savings Practices 4.9 TBD 10.0
Energy Tracking& Reporting 1.7 TBD 10.0
2.2 ANALYSIS RESULTS
Each of the three strategic components is broken down into more detail on the following pages.
Salt Lake City Water 6
Energy Management Assessment Report I Cascade Energy, Inc.
Figure 1: Management Commitment
Communication
Employee Energy
Engagement Organizational
Structure
Energy Impact
on Decision Vision, Goals,
Making Targets
Accountability Training
Management Commitment LeadeM
Communication 3.5
Energy Organizational Structure 6.3
Vision, Goals, and Targets 3.8
Training 3.0
Accountability 4.0
Energy Impact on Decision Making 4.8
Employee Engagement 1.8
3.7
The Management Commitment section focuses on Salt Lake City's organizational capacity to collaborate,
plan, and drive action.
Salt Lake City Water 17
Energy Management Assessment Report I Cascade Energy, Inc.
Figure 2: Energy Savings Practices
Minimizing
Energy Cost
Maintaining Opportunity
Efficient Identification
Operation and Prioritization
Utilization of Completing
External O&M Energy
Resources Projects
Complete Capital
Energy projects
Minimizing Energy Cost 5.0
Opportunity Identification and Prioritization 2.5
Completing O&M Energy Projects 5.7
Completing Capital Energy Projects 4.6
Utilization of External Resources 8.0
Maintaining Efficient Operation 5.0
Combined Score:
The Energy Savings Practices section focuses on the capabilities of your energy management program to
identify and implement new energy savings opportunities.
Salt Lake City Water 18
Energy Management Assessment Report I Cascade Energy, Inc.
Figure 3: Energy Tracking& Reporting
Reporting
Systems and Energy
Process Information
Awareness System (EIS)
Project Progress
Management Tracking
Benchmarking
Reporting 1.4
Energy Information System (EIS) 2.3
Progress Tracking 2.2
Benchmarking 1.2
Project Management 0.0
System and Process Awareness 3.0
The Energy Tracking & Reporting section focuses on tools, practices, and skills that underlie the
capabilities of your energy management program.
Salt Lake City Water 9
Energy Management Assessment Report I Cascade Energy, Inc.
3 Recommendations
The recommendations in this table are the highest priority action items for Mountain Regional to improve its energy management practices.
Table 2:Action Items
Strategic Focus System Elements Description
Management Commitment Vision, Goals,Target Set an energy savings goal.
Management Commitment Vision, Goals,Target Finalize and implement the draft energy policy that defines a vision, metrics, and
resources to accomplish.
Energy Tracking& Reporting Progress Tracking Develop energy performance tracking and reporting methods that outline the
information, channels, and timing for the different levels of the organization.
Energy Savings Opportunity Develop and prioritize an action item list.
Identification
Energy Savings Opportunity Make assignments, establish completion dates, and follow up on the action item list.
Identification
Energy Tracking& Reporting Opportunity Work with technical experts to develop a list of energy costs per water source. Develop
Identification best practices around using the least cost water sources first.
Planning& Implementation Minimize Energy Cost Provide training for all operations staff outlining peak demand charges. Develop and
implement a strategy to reduce peak demand charges.
Management Commitment Employee Develop and implement an employee engagement plan. Solicit ideas around energy
efficiency from employees.
Energy Tracking& Reporting Systems and Process Develop a way to collect, record, and share the best operating practices, and lessons
Awareness learned for system operation.
Management Commitment Energy Organizational Develop an energy team with clearly assigned roles and responsibilities, regularly
Structure scheduled meetings, and consistent meeting agenda.
Management Commitment Training Develop and implement employee training around energy efficiency.
Salt Lake City Water 1 10
Energy Management Assessment Report I Cascade Energy, Inc.
MAINTAINING SAVINGS
SEM incorporates and expands an organization's capabilities to identify, implement, and preserve
energy savings. It is not uncommon for SEM programs to focus on the tactical elements of identifying
equipment-based technical opportunities first. However, without adequate management systems and
critical infrastructure,the early savings achieved will eventually be lost.
Figure 4: Natural Savings Back-Sliding in the Absence of an SEM Program
SEM follow up
Savings grows savings
Natural
Savings Deterioration
This common deterioration is why it is important to balance tactical efforts with those that increase an
organization's ability to track performance and manage the development and implementation of new
opportunities. By taking the long view, these capacities can be built into all aspects of an organization
just as quality and safety programs have become integral to business and operations.
Salt Lake City Water 1 11
Energy Management Assessment Report I Cascade Energy, Inc.
5 EMA PARTICIPANTS AND ROLES
5.1 EMA PARTICIPANTS
Table 3: EMA Participants
Leadership Team
Jeff Niermeyer Director Salt Lake City
Laura Briefer Deputy Director Salt Lake City
Jesse Stewart Water Quality Administrator Salt Lake City
Mark Stanley Maintenance Division Manager Salt Lake City
Jason Brown Engineering Salt Lake City
Randy Bullough Water Distribution System Manager Salt Lake City
Kristeen Schumacher Engineering Salt Lake City
Carly Castle Special Projects Salt Lake City
Jeff Hare SEM Coach Cascade Energy
5.2 ENERGY MANAGEMENT ROLES AND RESPONSIBILITIES
Table 4: Energy Team Members
Jeff Niemeyer Director
Laura Briefer Energy Management Co-lead
Kristeen Schumacher Energy Management Co-lead
Carly Castle Energy Management Co-lead
Tom Ward Administration
Mark Christensen Finance
Jeff Grimsdell Operations
Tony Henson Operations
Mike Peglau Operations
Jesse Stewart Water Quality
Brad Argentos Water Quality
Jason Mietchen Water Quality
Jeff Brinck Water Quality
Jason Brown Engineering
Stephanie Duer Water Resources
Tracie Kirkham Water Resources
Salt Lake City Water 12
Appendix C — Executive Orders
AIL
Salt Lake City Department of Public Utilities 58
2015 Energy Management Plan
Comprehensive Energy Management of Salt Lake City Facilities Executive Order
EFFECTIVE DATE: January 16,2015
SUBJECT: Requiring City staff to evaluate and implement energy-related best practices for all
facilities owned and operated by Salt Lake City Corporation.
DISTRIBUTION: ALL DEPARTMENTS
Section 1: BACKGROUND.
Salt Lake City is committed to the efficient use of resources and leading by example through our municipal
operations.The City owns and operates numerous facilities and buildings, many of which are significant
contributors to our emissions footprint and ongoing City operational costs.This Executive Order identifies and
requires the implementation of energy management best practices for these facilities and buildings.
All City departments can be positive contributors to internal and community-level energy goals and are subject to
the rules specified in this Order.The Order addresses all aspects of City operations that require the use of
electricity, natural gas or other energy resources in order to operate buildings,facilities or other fixed assets other
than fleet and mobile equipment.
Through implementation of this Executive Order,Salt Lake City Corporation will enhance interdepartmental
coordination, reduce energy waste and better ensure the responsible use of City resources. By using less energy
and simultaneously deploying clean, renewable energy resources the City will mitigate pollution associated with
regional air quality issues and cross-cutting challenges such as climate change.
Section 2: DEFINITIONS.
"Administration" means the Office of the Mayor.
"Base building systems" means the systems or subsystems of a building or facility that use or distribute energy and
impact energy consumption.
"Benchmarking" means the act of measuring electric, natural gas or other energy data over a consecutive 12-
month period.This allows energy performance to be compared versus a beginning annual baseline and a group of
peers.Total energy consumption shall not include separately metered uses that are not integral to facility
operations,such as broadcast antennas and electric vehicle charging stations,as determined by the Steering
Committee.
"Energy audit"or"audit" means a systematic process of identifying modification or improvement opportunities for
base building systems.An energy audit could lead to alterations of such systems and the installation of new
equipment, insulation or implementation of other strategies to optimize energy performance of the facility.
"ENERGY STAR score" means the 1-100 numeric rating generated by the Energy Star Portfolio Manager tool.
"LEED Gold" means a Gold level certification for Leadership in Energy and Environmental Design (LEED)according
to current specifications developed by the U.S. Green Building Council.
"Net Zero-Energy Building" means a building that balances its annual energy use with renewable energy.According
to the City's Net Zero goal for new construction and major renovations,adopted in January 2013,this is
accomplished by achieving net zero carbon emissions through energy demand reductions plus onsite or offsite
renewable energy development, in addition to the purchase of Renewable Energy Credits.
"Retro-commissioning" refer to a systematic process for optimizing the energy efficiency of existing base building
systems through the identification and correction of deficiencies in such systems, including but not limited to
repairs of defects,cleaning, adjustments of valves, sensors, controls or programmed settings, and/or changes in
operational practices.
"Re-tuning" means a systematic process to identify operational problems by leveraging data collected from the
building automation system and correcting those problems at no-cost or low-cost.
"Tier 1 City facility" means a facility between 3,000 and 21,999 gross square feet in total combined floor area that
is owned and operated by the City and for which the City pays all or part of the annual energy bills.
"Tier 2 City facility" means a facility between 22,000 and 49,999 gross square feet in total combined floor area that
is owned and operated by the City and for which the City pays all or part of the annual energy bills.
"Tier 3 City facility" means a facility of 50,000 or more gross square feet in total combined floor area that is owned
and operated by the City and for which the City pays all or part of the annual energy bills.
"Other Tier City facility" means a physical system or component owned and operated by the City that consumes a
significant amount of energy, roughly equal to or greater than a tier2 facility,that is not larger than 2,999 gross
square feet in combined floor area.This can include water-related and other industrial systems or components.
Section 3: REQUIREMENTS.
Section 3.1: Energy Management Steering Committee.
No later than April 1, 2015 the Administration shall appoint representatives to an Energy Management Steering
Committee (Steering Committee)from, at a minimum,each of the following departments:Airport; Public Services;
Public Utilities.The Steering Committee will be responsible for ensuring implementation of the requirements
noted in Sections 3.1 through 3.4.The Steering Committee shall be chaired by the Director of the Division of
Sustainability and the Environment or his/her designee and represented departments shall provide staff support as
necessary.The Steering Committee, with oversight from the Administration,shall develop rules,templates and
guidance to assist departments in complying with this Executive Order.
Section 3.2: Energy Management Plans.
Each department participating in the Steering Committee will be responsible for developing an Energy
Management Plan (Plan)for their respective operations by September 30, 2015.These Plans shall identify energy-
related opportunities and an associated management strategy to ensure successful deployment of the activities
identified therein.The Plans will include both current energy management activities and near-and long-term
facility energy management strategies and shall be updated on an annual basis.The Plan shall also include a
summary report on the energy management strategies and efficiency projects implemented during the previous
year, including the associated costs and expected energy and emissions savings.
Each Plan will identify budgetary needs,where applicable, required to accomplish the identified energy
management strategies. Departments completing a Plan will be responsible for sharing results with the Steering
Committee on an annual basis. Measures included within the Plans must address, but not necessarily be limited to,
the following activities:
a. BENCHMARKING:Annual benchmarking of the energy consumption of all Tier 1-3 and Other Tier City
facilities through an industry-recognized tool such as ENERGY STAR Portfolio Manager or comparable
tools approved by the Steering Committee;
b. ENERGY SAVING OPPORTUNITIES: Identification and documentation of energy-saving opportunities for all
Tier 2-3 City facilities and Other Tier City facilities,where appropriate.This will include the establishment
of an energy audit program or other protocols necessary to prioritize energy-saving projects.This process
should occur at least every five years for related facilities;
c. EFFICIENT OPERATIONS: Development of guidelines to ensure that base building systems and controls for
all Tier 2-3 City facilities are being operated to meet energy efficiency standards.This should include a
strategic plan for retro-commissioning at least every ten years plus continuous re-tuning.Any exceptions
to this requirement must be approved by the Steering Committee;
d. BUILDING OPERATOR TRAINING: Development of guidelines for building operator training related to
energy management. By December 31, 2015,the base building systems of all Tier 1-3 City facilities shall
be operated by, or be under the supervision of, an individual who holds a certificate from an industry-
recognized building operator program approved by the Steering Committee;
e. EMPLOYEE ENGAGEMENT: Development of strategies to engage City employees and ensure their
awareness of energy-saving goals and participation to help achieve related targets;
f. RENEWABLE ENERGY OPPORTUNITIES: Identification and prioritization of renewable energy opportunities
that can offset the energy impacts of City operations.
Section 3.3:TRANSPARENCY OF FACILITY ENERGY PERFORMANCE.
Energy performance information, including an ENERGY STAR Score if available,for all Tier 1-3 City facilities shall be
made available to City employees and the public.These details will be published on an annual basis pursuant to
rules developed by the Steering Committee.
Section 3.4: ENERGY EFFICIENT DESIGN FOR NEW CONSTRUCTION AND MAJOR RENOVATIONS.
New City facilities and City facilities undergoing a major renovation must be designed to meet published City Net
Zero and LEED Gold requirements. Details, including affected projects and scope of these requirements along with
exemptions, are outlined within Executive Orders adopted January 19, 2006 for LEED design and January 8, 2013
for Net Zero Energy. Each calendar year the Net Zero status of affected facilities must be internally verified and
described within the Energy Management Plan.
Section 4.0:COORDINATION WITH OTHER EXECUTIVE ORDERS.
This Executive Order is additive to the Net-Zero Executive Order, LEED Ordinance 18 Chapter 95, City
Environmental Policy 6.01.01 and all previous Orders affecting City facilities.
Section 5.0: RULES AND EXEMPTIONS.
The Steering Committee, with oversight from the Administration, shall oversee rules and exemptions related to
this Executive Order.
LEED Design Standards Executive Order
EFFECTIVE DATE: January 19,2006
SUBJECT: Requiring all public buildings,owned and controlled by Salt Lake City
Corporation,to be built or renovated using the U.S.Green Building Council
Leadership in Energy and Environment Design(LEED)Standards
DISTRIBUTION: ALL DEPARTMENTS
BACKGROUND.On July 8, 2005,an Executive Order was executed requiring all public buildings, owned and
controlled by Salt Lake City Corporation to be built or renovated using the U.S. Green Building Council Leadership
in Energy and Environment Design (LEED)standards at the"Certified" level. Certification at the LEED "Silver' level,
at a minimum,would best promote the goals of the Executive Order.Accordingly,the July 8, 2005 Executive Order
is amended to read as follows:
INTRODUCTION:WHAT IS LEED?The Leadership in Energy and Environmental Design (LEED)Green Building Rating
System is a voluntary,consensus-based, market-driven, high performance building rating system developed by the
U.S. Green Building Council ("USGBC"). It was created to provide a national standard for healthy environmental
and energy efficient design of buildings.The USGBC is a 700+ membership organization of architects, builders,
manufacturers, developers, and federal, state,and local governments. Salt Lake City(the "City") became a member
of the USGBC in October of 2003.
The LEED rating system is based on existing, proven technology and evaluates environmental performance from a
"whole building" perspective. Building projects using LEED seek to achieve a level of Certified, Silver, Gold,or
Platinum, based on implementation of a range of activities and achievement of point credits within the following
categories:Sustainable Sites(14 total points achievable), Energy and Atmosphere(17 points),Water Efficiency(5
points), Materials and Resources(13 points), and Indoor Environmental Quality(15 points).An additional 5 points
could be awarded for Innovation and the Design Process.Award levels are based on the number of points
achieved:
LEED Certified: 26-32 points
LEED Silver:33-38 points
LEED Gold: 39-51 points
LEED Platinum: 52-69 points
LEED certification at any level can increase the initial cost of building from an estimated 1-10%or greater, but can
also be accomplished with no additional cost.Over the long-term, LEED certified design saves significant amounts
in energy and maintenance costs.
Various stakeholders worked with the City extensively to review the LEED guidelines.The stakeholder group
included architects, planners, environmental consultants, professors, political leaders, energy experts, health
officials,and City staff members. LEED is widely accepted as the standard for high performance building among
these groups. Professionals in our region are familiar with the LEED process and look to the USGBC to maintain the
dynamic nature of this process. LEED also provides national recognition for local projects.
PURPOSE.The City has determined that building cost-efficient, high performance buildings is in the best interest of
the City.The purpose of this Executive Order,therefore, is to adhere to cost-efficient building practices to the
extent practicable.
REQUIREMENTS. It is the requirement of this Executive Order that, in order to obtain the benefit of reduced
operating and maintenance costs and other building efficiencies, as well as cost-saving healthy environmental
practices,the City will endeavor to apply the LEED guidelines to City construction to the extent practicable,and will
design and construct facilities that will qualify for a LEED rating of at least a "Silver" level. Because LEED
certification can provide significant savings beyond any initial incremental construction cost increase,the City finds
that endeavoring to achieve LEED certification is in the best interest of the City.
APPLICATIONS.This Executive Order applies to the following construction projects when the project's design
contract is first solicited after the date of this Order,except as exempted or waived under this Order:
• All new construction to construct buildings owned and controlled by the City that are
larger than 10,000 square feet.
• All major renovations of buildings owned and controlled by the City that are larger than
10,000 square feet when the building has a remaining useful life in excess of fifteen
years.The term "major renovation" means a construction project affecting more than
25%of the building's square footage.
EXEMPTIONS.This Executive Order will not apply to the following,and City departments will document the reason
for the exemption:
• Any improvement that is not a building.
• Buildings that will not be occupied, or that serve specialized functions(including pump
stations,garages, storage buildings,equipment areas, etc.)
• Projects where the useful life of an improvement or other factors do not justify
whatever additional expense would be incurred to increase a building's long-term
efficiency.
• Projects where the application of LEED factors will increase construction costs beyond
the City's funding capacity for the project.
• Projects where the use of LEED factors will create an impediment to construction due to
conflicts of laws, building code requirements,federal or state grant funding
requirements,or other similar requirements.
• Projects where LEED factors are not attainable due to the nature of the facilities or the
schedule for construction.
In addition to the exemptions stated above, particular LEED factors shall not prevail over any prohibition in Title 18
of the Salt Lake City Code.The documentation for any of the above exemptions shall be maintained in the project
file of the Department with a copy to the Mayor.
WAIVERS.The requirements of this Executive Order may be waived or modified by the Mayor,with the advice of a
City Procurement Official, as defined by Section 3.24.030 of the Salt Lake City Code.
IMPLEMENTATION. Implementation of this Executive Order shall be subject to Chapters 3.24(Procurement)and
3.25 (City Contracts)of the Salt Lake City Code.This Executive Order was adopted in connection with the
recommendation of the City's Chief Procurement Officer and City Engineer dated January 4, 2006.
Net-Zero Energy Buildings Executive Order
EFFECTIVE DATE: January 8,2013
SUBJECT: Net-Zero Energy Buildings
DISTRIBUTION: ALL DEPARTMENTS
BACKGROUND. Buildings have a significant impact on energy use and the environment. Commercial and
residential buildings use almost 40%of the primary energy and approximately 70%of the electricity in the United
States.The energy used by the building sector continues to increase, primarily because new buildings are
constructed faster than old ones are retired. Energy consumption in the commercial building sector will continue
to increase until buildings can be designed to produce enough energy to offset the growing energy demand of
these buildings.One way to reach this goal is to construct net-zero energy buildings.
A net zero-energy building(ZEB) is one that balances the annual energy use with renewable energy.A building that
achieves a ZEB definition should first reduce the energy needs through all cost-effective and demand-avoidance
strategies including on-site renewable energy. To offset the remaining energy needs of the building, use installed
renewable energy on City's property(preferred),off-site renewable energy by third party, and the purchase of
Renewable Energy Certificates(RECs)that support solar and wind projects.
The measurement for ZEB is through net-zero carbon emissions.On an annual bases,the building produces as
much emissions-free renewable energy to offset carbon emissions from the building energy uses(i.e.electricity,
natural gas, heating water,chilled water). Emissions from transportation and construction activities are excluded.
To calculate ZEB,the accounting method that is currently employed by the City to calculate carbon footprint
should be used.
It is important for government entities to take the responsibility to demonstrate the benefits of net-zero buildings,
as building efficiently now will impact both our current citizens,and future generations.
DEFINITIONS.
"Applicable building project" means the construction or major renovation of a municipal building that will contain
more than 10,000 square feet of occupied space.
"City construction funds" means funds that are authorized to be used for construction by the City Council for use
by any person or City department in order to construct an applicable building project, including,without limitation,
loans,grants,and tax rebates. However,this term shall not apply to the funds of the Redevelopment Agency.
"Major renovation" means work that demolishes space down to the shell structure and rebuilds it with new walls,
ceilings,floors and systems,when such work affects more than twenty five percent(25%) of the building's square
footage,and the affected space is at least 10,000 square feet or larger.
"Net Zero-Energy Building"A net zero-energy building(ZEB) is one that balances the annual energy use with
renewable energy.
"Temporary structure" means any proposed building that is intended to be in existence for five(5)years or less or
any existing building that at the time it was constructed was intended to be in existence for five(5)years or less.
GENERAL.
1. This Executive Order applies to the following construction projects when the project's design contract is first
solicited after the date of this Order, except as exempted or waived under this Order:
• All new construction to construct buildings owned and controlled by the City that are larger than 10,000
square feet.
• All major renovations of buildings owned and controlled by the City that are larger than 10,000 square
feet when the building has a remaining useful life in excess of fifteen years.
2. All City Buildings, unless covered by the exemptions below,will be evaluated for the potential to meet net-
zero energy emissions standards. If feasible and cost-effective,the building will be designed and built to this level
of energy efficiency,with on-site or off-site renewable energy included to provide an equivalent annual amount of
renewable energy as the building uses from CO2-emission-producing sources each year.
3. The following exemptions will apply,and City departments will document the reason for the exemption:
• Any improvement that is not a building.
• Buildings that will not be occupied, or that serve specialized functions(including pump stations,garages,
storage buildings, equipment areas,etc.)
• Projects where the useful life of an improvement does not justify whatever additional expense would be
incurred to increase a building's long-term efficiency.
• Projects where the application of net-zero goals will increase construction costs beyond the City's funding
capacity for the project.
• Projects where the use of net-zero goals will create an impediment to construction due to conflicts of
laws, building code requirements,federal or state grant funding requirements, or other similar
requirements.
• Projects where net-zero goals are not attainable due to the nature of the facilities or the schedule for
construction.
• In addition to the exemptions stated above, particular net-zero goals shall not prevail over any prohibition
in Title 18 of the Salt Lake City Code.
• The documentation for any of the above exemptions shall be maintained in the project file of the
Department with a copy to the Mayor.
4. The requirements of this Executive Order may be waived or modified by the Mayor.
Appendix D — Employee Comments/Feedback
During the development of our EMP,our team worked closely to review and edit the plan in its final
drafts. This appendix documents the comments we received during our plan review period. Several of
these comments have already been incorporated into the EMP. Section references are noted in the table
below for these specific instances. Some comments have been addressed completely in this table and are
shown for documentation purposes. Other comments will require attention in our upcoming efforts and
future versions of the EMP.
Table D-1.EMP Employee Comments/Feedback and Resolution
No. Submitted By Comment Resolution
In terms of Benchmarking,the energy
Jeff Brinck, use could fluctuate from year to year due Section 1.4(Energy Use Variations)
1 Big Cottonwood Water to nature of the snowpack and water addresses SLCDPU's unique
Treatment Plant year. Big water years more energy than circumstances of energy use.
drought years.
Re-tuning could be implemented by Section 4.3 discusses routine
Jeff Brinck, investigation for energy
2 Big Cottonwood Water looking at energy saving features improvements and re-tuning
Treatment Plant incorporated into new plant upgra opportunities at the Water
which seems to happen every.. Treatment Plants.
Figures 2-1 through 2-5 show an in e
Jeff Brinck, in cost of energy,increased energy use Section 2.5 provides an explanation
(gas and electric) and increased carbon
3 Big Cottonwood Water fo the increasing trends in figures
Treatment Plant footprint over a three year period. Why ( ergy use variations).
are these increasing? Is it due to our lack
of an Ener Management Plan?
Table 2-2 talks about the energy savings
Jeff Brinck, he new intake structure at Big Table 2-2 includes a reference to this
4 Big Cottonwood Water Cottonwood Water Treatment Plant. The
Treatm Plant old structure can be seen on the photo on cover photo.
the front page on the far right side.
Benchmar has to be flexible at the Section 1.4(Energy Use Variations)
Brad ASP ,
plants based on shifting seasons and addresses SLCDPU s unique
5 Parley's water demands,possibly across years to circumstances of energy use. Section
Treatme address drought and low demand(wet) 4.1 also speaks to flexible
benchmarking at the Water
years. Treatment Plants specifically.
As part of our continued work on this
Obstacle to implement energy audits and future EMP's,our Energy
Brad Argentos, and/or retrocommissioning: Budgeting Management Team will discuss a
6 Parley's Water to address aging equipment that might or Plan for how we address budgetary
Treatment Plant might not show significant savings,but constraints for our energy
still needs replacement. management efforts. This will
require a policy on how we prioritize
and budget energy savings initiatives.
Re-tuning includes ensuring that
Brad Argentos, Before re-tuning processes,they have to base processes and systems are
7 Parley's Water be working correctly. Obvious energy operating as desired. This is the first
Treatment Plant savings could be overlooked due to scope step toward adequate re-tuning.
of repairs.
Salt Lake City Department of Public Utilities 66
2015 Energy Management Plan
Employee Engagement:To be successful,
Brad Argentos, the changes should be beneficial to the This feedback will be relayed to the
8 Parley's Water users or,at least,not create Employee Engagement Committee.
Treatment Plant inconveniences or it will probably meet
with resistance.
Information as to current and past This EMP proposes to share all
Brad Argentos, energy use,goals,and expectations needs energy management information
9 Parley's Water to be passed on to the employees from with all SLCDPU employees. Several
Treatment Plant the onset to achieve engagement and strategies for sharing information
make them feel they are part of an have been identified in Sections 2.3
improvement process. and 10.2.
Section 1.1: I believe the intent of the EO Section 1.1 discusses SLCDPU's
Ben Jordan, was to add requirements for all buildings intent to apply requirements SLC as
io Water Reclamation with Tier 2 or higher energy use, pp y
Plant regardless of square footage. We should necessary,not just based on square
add this interpretation. j& footage.
liftiptionalizing asset management
in Mard to energy management is a
process that is taking outside of the
energy management arena. SLCDPU
Ben Jordan, Table 1.2-"Increase energy efficiency; has a separate committee that works
11 Water Reclamation Institutionalize asset management...": on developing and improving the
Plant How will this be done? Asset Management Program. Efforts
toward integrating energy
management into the Asset
Management Program will be
re orted in each's ear's EMP.
Ben Jordan,
Table 1.2-"Monitor energy Table 1-2 includes reference to other
,,,
12 Water Reclamation performance; Complete energy audits facilities for energy audits,beyond
Plant Add Tier 1 for Water Rec,if not the minimum requirements of the
addressed A recomme ed in Sec 1.1. EO.
The EMA was conducted by Cascade
Energy,a consultant team
""qNTable 1.4—EMA weaknesses are over- specializing in strategic energy
epresented as strengths. Out of 10,any management for water utilities.Table
Ben Jordan, core of 5 or less is not a strength. It is 1-4 is identical in content to the table
13 Water Reclamation im ortant to be honest about room for Cascade provided in its assessment.
Plant improvement,especially at the beginning The full EMA also includes a
of a process. breakdown of these scores,and the
entire report is included as an
Appendix to this Plan.
The Water Cohort is on an 18-month
schedule,to be completed in 2016.
Wire to Water is budgeted to be
completed in fiscal year 2015-2016.
The fiscal year ends July 1, 2016 and
Ben Jordan, Sec 1.6,paragraph 3—I don't see how the study will be completed.
14 Water Reclamation the Cohort or the W2W will be complete
Plant in time for the next EMP.
Salt Lake City Department of Public Utilities 67
2015 Energy Management Plan
The Pre-Design SOQ discusses the
need to address new nutrient limits
as well as maintaining an aging
Facility infrastructure.It notes"[t]he
Table 2.1,Water Rec—Only the new existing TFAS system does not lend
process design is listed. However,the its self to meeting the required
Ben Jordan, majority of our existing infrastructure nutrient limits.Additionally,some
15 Water Reclamation will remain indefinitely. Add"virtual net process structures are at the end of
Plant metering negotiations ongoing". their design life and must be replaced
Otherwise,add that there are no formal regardless of nutrient limits."
energy management strategies.
Table 2-1 includes virtual net
metering negotiations for the
existing infrastructure at the Water
eclamation Plant.
SLCDPU will pursue developing a
process unique to our department for
Ben Jordan, Table 2.1,Equipment at process is equipment replacements and
16 Water Reclamation referred to? Is there a procurement. This has not been we can completed in time for this EMP and
Plant reference? -141111 further details will be included in
future EMP's. Existing policies will
be researched during development.
Ben Jordan, Table 2.2—Add years of project
17 Water Reclamation completion.Show Water Rec. as we've
Plant done some VFDs.
Sec 2.3—Many buildings are not The Energy Team can pursue this
Ben Jordan, option as it identifies energy
18 Water Reclamatio4 metered individually.We should require management activities this year and
installing meters so we can use real40 Plant umbers' tead of reporting estimates. implement this Energy Management
Plan.
No dollar threshold is established by
the Executive Orders. Both the Net
Zero and LEED Executive Orders
are incorporated by reference and
Sec 2.4— Re erence the policy- included in Appendix C of this EMP.
Ben Jor established dollar amount for new Establishing apolicy-established
ig Water Rec on construction and major renovations,or dollar amount has not yet been
Plant add requirements. Encourage Net Zero
under that threshold. explored,but may be discussed and
potentially incorporated as the
Energy Management Team develops
and implement energy management
strategies.
This policy has not yet been
explored,but can be discussed and
Sec 2.4—In all new design or retrofit of potentially incorporated as the
Ben Jordan, fluid transfer through pipes(including Energy Management Team develops
20 Water Reclamation air blowers),the first priority shall be to and implement energy management
Plant reduce friction by minimizing bends and strategies.
increasing pipe diameters
Salt Lake City Department of Public Utilities 68
2015 Energy Management Plan
Our Energy Consumption analysis
was done using the most current and
Ben Jordan, complete data available at the time as
21 Water Reclamation Sec 2.5—Explain why 2014 data was not part of the development of the
Plant used or available. Departments Renewable Energy
Plan.While it does not include 2014
data,This is the most current
analysis available to the Department.
An Energy Manager will be selected
in the upcoming months. This
Sec 3'4 The EMA cited we need a Energy Manager will be the same
Ben Jordan, person that facilitates all
22 Water Reclamation dedicated energy manager. Will this be benchmarking efforts through
Plant Wade Koester? Who will take on his ENERGY STAR. Per Table 9-1,this
current responsibilities? person will be chosen and the
cess will be developed between
mber and December 2015.
Ben Jordan,
23 Water Reclamation Sec 5.2 —See recommendation in Sec 1.1. See omment io resolution.
Plant
Ben Jordan, Sec 5.3—Require retuning(and possibly Section 5.3 discusses required re-
24 Water Reclamation retrocommissioning),based on Sec i.1 tuning.
Plant recommendation.
Sec 5.4—Add"Other": SLCWRF Cogen
burns biogas,but still contributes carbon
Ben Jordan, to atmosphere and has artificially
25 Water Reclamation reduced facility energy figures. Better
Plant accounting of energy use at facility(aside
from RMP bill)is needed as energy
savings may offset use of other
department facilities. in
Ben Jord Table 9-2 includes Energy Audit
26 Water Reclamation Table 9.2 —Add Water Rec audit schedule for Water Reclamation
Plat schedule. Method:Wire to Water(?). Plant through the Plant Upgrade Pre-
Design.
Ben Jordan. Table 9'3 E-ecommendation
See in Sec
2�7 Water amation See Comment 10 resolution.
Plant 1.1.
Section 10.2 speaks specifically to
Ben Jordan, lk Sec 10.2, EM website—Keep it open to engagement of SLCDPU employees.
28 Water Reclamation the public. It will show positive action Outreach to our customers and the
Plant and add accountability. general public is addressed in Section
2.3.
Ben Jordan, Fig10.3— Recommend This link does not lead to an active
29 Water Reclamation Plant www.slcgov.com/utilities/NRG webpage.
Sec 10.2,Workgroup routines—Add a The specifics of each work group
note about computer use. As UPS
routine will be addressed as this
potential Employee Engagement
Ben Jordan, devices fail,they should be replaced with program is developed. This feedback
30 Water Reclamation master-controlled units that turn off will be passed on to the Employee
Plant accessories automatically. For non-office Engagement Committee for
environments,turn off heaters,air consideration and incorporation.
compressors,fans,etc.
Salt Lake City Department of Public Utilities 69
2015 Energy Management Plan
Table 11.1— Replace"turbines"with Ben Jordan, "engines." Add to Challenge"RMP This is the term used by the
31 Water Reclamation negotiations for virtual net metering on consultant team for our Renewable
Plant hold/stalled." Energy Plan.
Tunnels,digestor areas,and pre-
sedimentation areas are included in
A.3—The tunnels account for a large Table A-3. The"unknown"concrete
amount of built space and are not pad has been removed. Section i
accounted for. Same for the main discusses that Tier 2,Tier 3,and
Other Tier requirements will also be
Digester areas and the Pre-
Ben Jordan,32 Water Reclamation sedimentation areas. Also the implemented on Tier i or non-
Plant "Unknown"is just a concrete pad. e classified facilities as necessary. Due
should reclassify all current Tier to this,we will keep the Tier i
buildings that have near-Tier energy facilities classified as such. These
use as"Other Tier"buildin Tier t facilities will still have the
opportunities to meet higher
requirements as the need is
deterakned.
In codWation with the Water
Cohort,we will be finalizing an
EMA Sec 1.3 —A 3%red on in energy energy reduction goal beginning on
use is a good short-term goal. However, September 25,2015. The proposed
Ben Jordan, this will not result in"sustainability". In 3%in the EMA does not reflect the
33 Water Reclamation order to avoid the worse impacts of the accepted goal. As setting the goal
Plant climate crisis,we need a longer term g 1 will entail a process,this EMP does
to become carbon neutral(or even not have a concrete energy reduction
carbon regenerative)ASAP. goal. That will be addressed in next
year's EMP.
Salt Lake City Department of Public Utilities 70
2015 Energy Management Plan