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Town of Caledon Corporate Energy Management Plan Update

2014-2019

BUILDINGS AND EQUIPMENT EFFICIENCY ............... 14

ORGANIZATIONAL INTEGRATION .............................. 18

COMMUNICATION AND ENGAGEMENT .................... 22

ENERGY SUPPLY MANAGEMENT .............................. 23

MONITORING AND TRACKING ................................... 25

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The Town of Caledon established its first Corporate Energy Management Plan in 2011. This Plan Update builds upon the success and momentum established by the original Plan, and brings the Town in compliance with the Provincial Green Energy Act 2009, Ontario Regulation 397/11. Key motivators of this Plan Update were to challenge the Town against Municipal best practices, further reduce greenhouse gas (GHG) emissions, improve building efficiency, realize cost savings and most importantly, empower all staff to integrate energy man-agement into future decision making and financial investments.

The following elements are included in the update:• Discussion on key Provincial and Municipal policies that impact energy management at the Town• A description of Caledon’s Corporate Energy approach including a clear vision and objectives • An outline of the Town’s past energy management successes and future energy conservation activities over the next five years • Overview of Caledon’s baseline energy use profile and renewable energy projects

Introduction

BAS Building Automation System

CAO Chief Administration Officer

CCAP Climate Change Action Plan

CDM Conservation Demand Management Plan

CEMP Corporate Energy Management Plan

CET Corporate Energy Team

E & E Energy and Environment

ekWh Equivalent Kilowatt-Hour

EM & V Evaluation Measurement and Verification

EMS Energy Management System

EPAP Environmental Progress Action Plan

FIT Feed-in Tariff

GHG Greenhouse Gas

HR Human Resources

HVAC Heating Ventilating and Air Conditioning

IT Information Technology

kghg Kilo Tonnes Greenhouse Gas

kWh Kilowatt Hour

LED Light Emitting Diode

LEED Leadership in Energy and Environmental Design

LTEP Long Term Energy Plan

m3 Metres Cubed

MW Megawatt

O&M Operations and Maintenance

OPA Ontario Power Authority

PCP Partners for Climate Protection

RTU Roof Top Unit

tghg Tonnes Greenhouse Gas

TWh Terawatt Hour

VFD Variable Frequency Drive

ACRONYMS LIST

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GREEN ENERGY ACT 2009, ONTARIO REGULATION 397/11The Green Energy Act, 2009 was established to promote energy conservation, grow the ‘green economy’, and expand renewable energy generation. Under the Act, Ontario Regulation 397/11 requires that all public agencies annually publish their energy use and GHG data as of July 1 2013, and create and make publically available, a 5 year energy conservation and demand management plan by July 1 2014. These plans must include: • Energy consumption data• Goals and objectives for managing and reducing energy use• Description of measures and associated estimated cost, savings and timeframe• Description of renewable energy projects• Senior Management ApprovalCONSERVATION FIRST FRAMEWORKThe Conservation First Framework was released by the Ministry of Energy in 2013, announcing a new approach towards energy planning and policy for the Province. This new approach was based upon the renewed vision to “invest in conservation first, before new generation, where cost-effective”. This new vision played a crucial role in influencing the review process of Ontario’s Long Term Energy Plan.

ONTARIO’S LONG TERM ENERGY PLANThe 2013 Long Term Energy Plan (LTEP) is based on five key principles (1) Cost Effectiveness, (2) Reliability, (3) Clean Energy, (4) Community Engagement, and (5) Conservation and demand management before new generation. The Plan established a long term energy conservation target of 30 TWh (terawatt hours) by 2032. That’s the equivalent to the electricity use of approximately 2.8 million homes for a year. The Province expects to offset almost all of the future growth in electricity to 2032 by using conservation programs, and improved codes and standards. The LTEP created a 20, 000 Megawatt (MW) renewable energy target by 2025, which would increase renewable energy generation to 46% of Ontario’s energy supply mix. This will be driven at large by the Ontario Power Authority’s feed-in tariff (FIT) and Large Renewable Procurement programs. The price of electricity is not expected to increase as significantly as predicted by the 2010 LTEP. Prices are expected to rise roughly 4% per year based on current forecasts. The LTEP also outlines a commitment to work with Municipalities on Regional Energy Planning initiatives, particularly the siting of large energy infrastructure. The commitment is to meet with Municipalities early in the process to ensure meaningful engagement. Lastly, the LTEP has committed to producing an annual report outlining the Province’s current supply conditions as well as progress towards the Plan.

Provincial Policy at a Glance

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Provincial Policy at a Glance

MINISTRY OF ENERGY DIRECTIVESA Directive released in March 2014 by the Minister of Energy, announced the development of a new six year conservation framework to achieve a 7 TWh reduction in electricity consumption by December 31, 2020. Under this framework, Local Distribution Companies have been given more autonomy in the types of programs offered to better suit their service communities. This new Framework has also called for better collaboration and integration of programs with natural gas and electricity conservation programs to achieve further efficiencies and “convenient integrated programs for electricity and natural gas customers”. The framework is expected to launch in 2015.

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Related Municipal Plans

The Town of Caledon has made a long term commitment towards energy conservation and environmental sustainability. This Plan Update was built upon further integrating the various Town wide strategic Plans and objectives to help maintain the Town’s identity as the “Greenest Town in Ontario”. Below are key policies that position energy conservation and environmental sustainability as a priority for the Town’s long term Vision and operations.COMMUNITY BASED STRATEGIC PLANVision: “Caledon a safe, green community of communities; desiring a sustainable future by managing and fostering community progress while respecting its heritage.”GOAL 1: PARTNER WITH LAND OWNERS AND COMMUNITY TO PRESERVE, PROTECT AND ENHANCE OUR ENVIRONMENT AND AGRICULTURAL RESOURCES AND NATURAL CAPITAL• Strategic Objective 1B- Protect and enhance air quality and reduce impacts of climate change.• Strategic Objective 1C- Support green energy and energy reductionGOAL 2: COMPLETE OUR COMMUNITY OF COMMUNITIES• Strategic Objective 2G- Maintain Caledon as Safe, Secure Community

GOAL 6: PROVIDE STRONG GOVERNANCE AND COMMUNITY ENGAGEMENT• Strategic Objective 6A- Provide High Quality Public Services• Strategic Objective 6B- Provide Open, Responsible LeadershipOFFICIAL PLAN AMENDMENT 226In 2010, the Town of Caledon amended its Official Plan to integrate many aspects of environmental sustainability and energy management. The Official Plan’s sustainability policies in Section 3.1 embody and embrace many of the principles of sustainability including:SECTION 3.1- SUSTAINABILITY3.1.1- The management of resources to balance the wise use of renewable and nonrenewable natural resources with community social values and the protection and stewardship of natural and cultural resources.3.1.3.9- The conservation of water and energy which is considered to be essential to the sustainability of the Town.3.1.3.10- The aspiration of the Town of Caledon to show leadership in the promotion and development of appropriate alternative and renewable energy systems that are compatible with Caledon’s other land use planning objectives.

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Related Municipal Plans

3.1.3.10.4- The development and implementation of green building guidelines which, among other things, facilitate the incorporation of alternative and renewable energy systems into new buildings and through retrofits to existing buildings.ENVIRONMENTAL PROGRESS ACTION PLAN (EPAP)Town Council first endorsed this Plan in 2005. Both the CEMP and EPAP were updated simultaneously to better align the Town’s energy and environmental strategic objectives. This Plan prioritizes and identifies over 30 ‘green’ actions addressing eight priority areas; air quality, climate change, energy, environmental awareness, sustainable planning, community capacity and greening Town Hall. The Plan Update recognizes the vital role that smart energy management can have on reducing environmental damage and harmful greenhouse gas emissions.

CALEDON’S COMMUNITY CLIMATE CHANGE ACTION PLAN (CCAP)Since 2003, the Town has been a member of the Partners for Climate Protection Program, a network of more than 200 Canadian Municipalities committed to greenhouse gas reduction. The program outlines the following five milestones:

1. Create a greenhouse gas emissions inventory;

2. Set greenhouse gas emission reduction targets;

3. Develop a local action plan;

4. Implement a local action plan; in progress

5. Monitor progress and report results; in progressThe Town has completed the first three PCP milestones, and is currently on Milestone 4, implementing the Caledon Community Climate Change Action Plan (CCAP). The CCAP outlines a series of proposed GHG reduction actions in the following areas: Transportation, Green Development, Energy, Schools, Agriculture, Community Awareness, Tree Planting, Waste and Local Food. Specific to energy, the CCAP recognizes the significant contribution of energy consumption to greenhouse gas emissions in the Residential, Commercial and Institutional sectors.

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Caledon’s Corporate Energy Approach

The Corporate Energy Management Plan (CEMP) was developed to address the fiscal, societal and environmental costs and risks associated with energy consumption. The Plan Update builds upon the momentum generated with the 2011 Plan by devel-oping further actions that focus on energy conservation and embedding strategic energy management across all municipal departments.VISION“To formalize energy management in a strategic manner allowing for the proactive pursuit of optimal energy solutions that will lead to environmental, societal, and economic benefits”.GOALSThe Plan Update actions have committed to maintain the follow-ing goals from the Town’s initial CEMP:• Maximize fiscal resources through direct and indirect energy savings• Reduce the environmental impact of the Town’s operations• Increase the comfort and safety of staff and patrons at Town owned facilities• Improve the reliability of Town equipment and reduce maintenance• Provide the guidance and leadership necessary for the adoption of a culture of sustainability

TARGETThe original Plan established an energy intensity based target to reduce the Town’s energy consumption 15% below 2007 levels by 2015. Staff worked with an independent consulting firm to verify progress towards this target. As of 2013, the Town ex-ceeded this target, reducing its energy intensity 16% below 2007 levels1.Based on the actions in the Plan Update, Council adopted a new holistic energy reduction target of 9% by 2019, based on the current building and energy consumption profile in 2012. ENERGY DATAThe Plan Update used 2012 as the baseline year, to align with the required Ontario Regulation 397/11 reporting. This baseline is essential to monitoring the success of the recommended actions outlined in the Plan Update. The baseline took into account energy use in Town owned facilities which is summarized in Table 1 and Figure 1 with a more detailed breakdown available in Appendix I.

1It is important to note that the building profile for the Town changed during this time, impacting this target review. Two facilities were sold and were not included in this analysis because they would have no bearing on the current energy consumption profile of the Town. Two facilities were acquired late in 2012 and were not included in this analysis due to a lack of available data.

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Facility Energy Breakdown By Utility Cost

Facility Type Electricity (kWh) Natural Gas (m3) Fuel Oil (L) Total (ekWh) ($ Without Tax)

OPP 225,996 16,713 403,618 36, 599.00

Administration 1,123,691 94,649 2,129,599 170, 106.00

Fire Halls 336,242 78,380 1,169,247 70, 512.00

Libraries and Community Centres 941,992 81,275 5,777 1,868,028 139, 008.76

Works Yards 310,312 47,967 820,095 55, 906.00

Recreation 6,333,099 680,878 13,569,319 846, 904.24

TOTAL 9,271,332 999,862 5,777 19,959,906 1, 319, 038

Table 1: Breakdown of energy consumption and cost by energy and facility type

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Caledon’s Corporate Energy Approach Figure 1 shows the Town’s energy breakdown by Facility type. This data helped direct actions within the Plan Update to reduce energy consumption and improve the management of energy use amongst high use Facilities. Specific attention has been given to Recreation Facilities, which represent 68% of the total energy use within the Town’s building portfolio. This is typical for Recreation Facilities due to high energy use infrastructure such as pools and ice pads. Additionally, Administration Facilities have also been identified as high energy use Facilities, representing 11% of the Town’s total building energy consumption. This data pattern is consistent with the original Plan, and led to the development of the Town’s ‘Big 6’ , which account for 78% of the total energy consumption of Caledon’s buildings. A breakdown of the ‘Big 6’ energy consumers can be seen in Figure 2. These buildings have been, and continue to remain a major focus of the Town’s corporate energy approach.

The ‘Big 6’ includes:• Town Hall (Administration)• Caledon Centre for Recreation and Wellness (Recreation)• Caledon Community Complex (Recreation)• Albion Bolton United Community Centre (Recreation)• Lloyd Wilson Centennial Arena (Recreation)• Mayfield Recreation Complex (Recreation)

2%

11%

6%

9%

4%68%

OPP

Administration

Fire Halls

Libraries and Community Centres

Works Yards

Recreation

Facility Energy Consumption Breakdown

Figure 1: Town of Caledon’s total Facility energy breakdown

10

24%

21%

12%

10% 9%

3%

0

500000

1000000

1500000

2000000

2500000

3000000

3500000

4000000

4500000

5000000

Caledon Centre for Recreation and Wellness

Caledon Community Complex

Mayfield Recreation Complex

Albion Bolton Community Centre

Town Hall Lloyd Wilson Centennial Arena

Tota

l Ene

rgy C

onsu

mpt

ion (e

kWh)

Caledon's 'Big 6' Energy Use (2012)


Figure 2: Caledon’s “Big 6” Energy use breakdown

Note: % represents the % of the Facilities energy consumption of the entire Town building portfolio.

GasElectricity

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RENEWABLE ENERGY

The Town has established a series of renewable energy projects including; ground mount solar, solar wall, procurement of renewable energy certificates (RECs) and a geothermal system.

The Town has three ground mount solar micro-FIT projects located at Victoria Parks Community Centre, Caledon Village Fire Hall and Inglewood Community Centre. Each project has a capacity of 10kW and the annual income generated from each project is allocated to the Corporate Energy Reserve Fund (established to help cover the premium cost associated with more energy efficient technologies). In 2013, these projects collectively generated 44, 232.3 kWh of clean energy. This is equivalent to the Carbon Dioxide generated by burning 32, 761 pounds of coal!

The solar wall system was constructed at Mayfield Recreation Complex in 2010. The solar wall is designed to provide the pool area with solar heated fresh air, with the intent to reduce the Facility’s natural gas consumption. The Solar Wall is estimated to save 9, 257 m3 of natural gas per year.

The Town annually purchases 238MW of renewable energy certificates for the recently certified LEED Gold OPP Facility in Caledon East. Each certificate represents a unit of electricity generated by a renewable energy project. The Facility is also equipped with a geothermal system with 17 ground source heat pumps, designed to extract 1, 523, 629 btu annually.

MANAGING THE PLAN

Energy and Environment Staff

Energy and Environment is a small section of staff that resides within the Public Works Department. Energy and Environment play a crucial role in facilitating the actions outlined in the CEMP. Specifically, this group has the role of assisting with compiling research on different initiatives to determine feasibility and help frame the business case for future actions. Additionally, staff will work with various departments to identify gaps in energy related knowledge and processes to inform the development of programs and policies to address these. Energy and Environment staff also manage the Town’s Energy Management Software, to deliver and communicate insights on Facility energy consumption to Facilities staff. Lastly, their role is to ensure momentum within the Corporate Energy Team by developing agenda’s, scheduling meetings and recording progress on initiatives to update all staff and the community on the status of the Plan update.

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Caledon’s Corporate Energy Approach Corporate Energy Team

Strategic energy management is a shared responsibility that impacts all Town staff. Since there are many staff, facilities and functions within the Municipality, it is important to have formal discussions on activities occurring throughout various departments and buildings, specific to how they relate to energy consumption and conservation. The Corporate Energy Team will be the formal group within the Town to discuss these, and identify opportunities and barriers as it relates to energy in order

to better formalize and integrate strategic energy management throughout the Town. Additionally, members within the Corporate Energy Team will be responsible for the energy consumption and conservation within their respective departments (where applicable). Overall, the Corporate Energy Team will also be the governing body of the Corporate Energy Management Plan, meeting quarterly to ensure that the goals, objectives and targets are being met. The positions and the roles of members of the Corporate Energy Team are outlined in Table 2 below:

Position Role

Energy and Environment Officer Primary contact, create and circulate agenda and minutes, Chair.

Manager, Energy and Environment Environmental implications of energy conservation

Manager, Purchasing and Risk Management Energy supply management and energy efficient procurement

Treasurer Energy data management and project financing

Manager, Programs and Community Development Overview of energy use and projects in Recreation Facilities

Supervisors of Operations (Mayfield, Caledon East and Bolton Families) Energy use, conservation and technical retrofits at respective Facilities.

Manager, Civic Properties Overview of energy use and projects in Civic Facilities

Supervisor, Property Operations Energy use, conservation and technical retrofits at Fire halls, Works Yards

Supervisor and Coordinator Facility Operations Energy use, conservation and technical retrofits at Town Hall and OPP Facilities

Table 2: Corporate Energy Team Positions and Responsibilities.

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Caledon’s Corporate Energy Approach Energy ChampionThe Energy Champion is crucial to the success of the CEMP. This is a well-respected figure of authority within the Town who legitimizes the goals, objectives and direction of the Corporate Energy Management Plan. This is fundamental in catalyzing the staff ‘buy-in’ for the Plan and for the policies and projects that stem from the Plan Update. Actions UpdateThe Plan Update actions are the result of an extensive gap analysis between the original Plan, and municipal best practices. Additionally, energy and environment staff worked inclusively with all departments in the Town to identify actions that balance energy literacy and education, technical retrofits, process and policies to further embed energy management throughout all departments and staff roles. The Plan Update has 5 action areas that are outlined below, and are further organized into Programs, Processes and Projects. Programs are voluntary in nature and tend to have an educational focus, Processes outline procedures that are to be embedded in staff routines, and Projects are tied to energy efficient initiatives, capital projects and related training.

1. BUILDINGS AND EQUIPMENT EFFICIENCY: Optimize operation schedules and investigate new technologies and systems to reduce energy consumption while improving the Town’s service delivery.2. ORGANIZATIONAL INTEGRATION:Integration of energy management policies and procedures throughout the Corporation that requires staff to include energy management into decision making. 3. COMMUNICATION AND ENGAGEMENT:Improve staff and client energy literacy through education and training and influence behaviours through Town wide energy challenges and awareness campaigns.4. ENERGY SUPPLY MANAGEMENT: Responsible procurement practices of the Town’s energy portfolio to continue to pursue optimal rates and cost certainty; and consider alterative choices to energy supply and generation that result in lower GHG emissions.5. MONITORING AND TRACKING: Analyze and communicate energy information to allow for improved understanding of Town energy use and to measure and verify results of energy projects and campaigns.

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KEY SUCCESSESArena Lighting Upgrades at Albion Bolton Community Centre and Mayfield Recreation Complex: All inefficient metal halide and T12 fixtures were removed and replaced with T5 fixtures. The result was a more efficient, cost saving lighting system that significantly improved the quality of light and vision for patrons on the ice. Recommissioning: Town Hall underwent a recommissioning exercise to reconfigure the Building Automation System (BAS) to better integrate with the heating ventilating and air conditioning (HVAC) system and facility scheduling based on occupancy. This exercise also outlined opportunities for more efficient lighting technologies, and actions to further improve staff comfort and building energy efficiency. Town staff noticed significant energy savings from this project, as well as improved staff confidence and capabilities to operate the Facility at optimal efficiency.

Outdoor LED Lighting Retrofits: Most Fire Halls, OPP stations, Public Works Yards, Recreation Centres and Town Hall outdoor lighting wallpacks have been retrofitted with light-emitting diode (LED) techology. Additionally, LED parking lot lighting have been installed at Town Hall and Caledon Community Complex. Delamping: A delamping pilot was undertaken in of the the departments at Town Hall. Staff measured light levels, and in collaboration with staff who had work stations in the area, removed lights and fixtures to obtain appropriate lighting.

Buildings and Equipment Efficiency:

Optimize operation schedules and investigate new technologies and systems to reduce energy consumption while improving the Town’s service delivery.

Outdoor LED lighting Retrofit at Caledon East Fire Station (Before and After)

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WHAT’S NEXTProcesses

Activity Task Groups involved

Priority / timeframe

Estimated Savings

Estimated Cost

Key Performance Indicator

Benefit / anticipated results

Energy efficiency equipment replacement policy

Develop an energy efficiency equipment replacement policy that incorporates life-cycle costing and align with the 10-year capital replacement plan.

E & E, Asset Management, Finance, Facility Managers,

Medium Priority

(July 2015 – July 2017)

Will be savings due to equipment efficiency-ration

$15, 000 • Energy efficiency replacement policy developed (y/n)

• Policy aligned with 10-year capital replacement plan (y/n)

• Number of equipment replaced under policy

• Coordinated approach to replacing equipment

• Energy consumption and cost savings

• Inclusion of lifecycle costing into equipment purchases instead of first-cost value

• Standards to be followed by all future equipment replacement

Programs



Estimated Savings

Estimated Cost



Remove excess lighting

Build upon the successes of de-lamping at Town Hall, and continue to remove excess lighting at Town facilities while maintaining safe and secure lighting levels.

E & E, Facility Managers

Medium priority

(July 2015 – July 2017)

296, 300 kWh

$44, 570

$62, 000 • Cost savings ($)

• Energy savings (kWh)

• Number and types of lights removed

• Staff and clients are comfortable with new lighting levels

• Reduced energy consumption and cost

Program to automatically turn off all computers at night

Develop a program that will automatically shut computers off at night. Undergo an extensive awareness campaign to make staff aware of this.

E & E, IT, Communications

Medium Priority

(July 2015 –July 2017)

38, 064 kWh

$4,187

Caledon labour cost only

• Program written (y/n)

• Program implemented (y/n)

• Awareness campaign implemented (y/n)


• Cost savings ($)

• Staff and clients are comfortable with new lighting levels



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Projects



Estimated Savings

Estimated Cost

Key Performance Indicator Benefit / anticipated results

Engineering design study on Town Hall HVAC System to replace RTU’s and undertake an air balancing analysis.

Based on the engineering study, replace RTU and improve HVAC system at Town Hall. Once this is complete, prohibit staff use of portable heaters.

Manager Civic Properties, Purchasing

High priority

(July 2014 – July 2015)

181, 860 kWh

$20, 005

$425, 500 • Cost savings ($)

• Energy Savings (kWh)

• Engineering design complete (y/n)

• Town HVAC system upgraded (y/n)

• Improved patron comfort

• Reduction in energy consumption and cost

• Improved building operations

Evening ice temperature set back

Assess opportunities to increase evening/off hour temperatures for all Town ice pads to -4ºC.

Facility Managers, E & E

Medium priority

(July 2015 –July 2017

45, 825 kWh

$5,041

Caledon labour cost only for manual setbacks



• Ice temperatures changed (y/n)

• Better alignment of operational hours with ice pad temperatures


Infrared sensor temperature controls for ice pads

Pilot infrared sensor temperature controls at Caledon Community Complex and Mayfield Recreation Complex. Based on the results consider expanding to additional Town ice pads.

Facility Operations Managers, E & E, Purchasing

High priority

(July 2014 – July 2015)

117, 100 kWh

$12, 881

$65, 000 • Program expanded to additional ice pads (y/n)

• Infrared sensors installed (y/n)



• Equipment maintenance frequency


• Better control of ice pad temperatures

• Improved patron experience on ice pads

• Reduction in equipment run times

Daylight sensor controls

Assess opportunities to conserve energy through the use of natural light. Pilot daylight sensor controls at Town Hall and/or Caledon Centre for Recreation and Wellness.


High priority

(July 2014 – July 2015)

3, 508 kWh

$386

$4, 000 • Pilot program implemented (y/n)





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Projects Continued



Estimated Savings

Estimated Cost


Recreation facility lighting retrofit

Remove all metal halide fixtures and replace with efficient lighting at Caledon Centre for Recreation and Wellness pool and Fieldhouse fitness areas.

Facility Managers, E & E, Purchasing,

High priority

(July 2014 – July 2015)

218, 597 kWh

$24, 046

$54, 000 • Number of light fixtures replaced




• Improved lighting quality for patrons and staff

• Elimination of inefficient light technologies

• Improved control over facility lighting systems

Variable frequency drives (VFD)

Assess the cost and savings of installing VFDs on pool filter pumps at Mayfield Recreation Complex and Caledon Centre for Recreation and Wellness.


Low priority

(July 2017 – July 2019)

63, 000 kWh

$6, 930

$15, 600 • Number of VFDs installed




• Extended equipment lifespan

LED streetlight retrofit

Establish a streetlight baseline inventory, and retrofit and replace existing Cobra style streetlight luminaires with LEDs.

E & E, Public Works, Purchasing, Finance

High priority

(July 2014 – July 2015)

N/A pending 2014 streetlight inventory

N/A pending 2014 Streetlight inventory

• Business case on LED retrofit (y/n)

• Streetlight inventory developed (y/n)

• Annual cost savings (maintenance)

• Number of lights retrofitted

• Improved quality of light and safety on Caledon’s roads


• Improved inventory of Town owned street lights


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Projects Continued



Estimated Savings

Estimated Cost


Centralized equipment inventory

Build upon the existing centralized equipment list to establish a detailed inventory. Include major motors, drives, hours of operation, age, and existing controls. Align this with the pending energy efficiency replacement policy.

E & E, Facility Managers, Asset Management

Medium priority

(July 2015 –July 2017)

Capacity Building


• Centralized list developed (y/n)

• List aligned with energy efficiency replacement policy (y/n)

• Load profiles developed based on this list (y/n)

• More organized and coordinated approach to identifying and prioritizing the replacement of Town equipment

• Improved understanding of energy load profiles.

Building Automation Systems (BAS) in Caledon’s ‘Big 6’ energy consuming facilities

Install BAS in Caledon’s highest consuming facilities, specifically Caledon East OPP, Mayfield Recreation Complex and Caledon Community Complex. Align this with software training for Operations Managers and regular maintenance plans to ensure controls are working and communicating properly


Medium priority

(July 2015 –July 2017)

464, 829 ekWh

$16, 649

$281, 000 • Number of BAS installed

• Number of operators trained



• Better control of facility HVAC systems

• Improved staff knowledge of BAS

• Improved facility comfort


Building wall pack LED lighting retrofit

Replace all existing inefficient wall pack technology with LED lights over the next 5 years.


Ongoing 35, 350kWh

$4, 550

$49, 000 • Number of LED lights installed

• Cost savings (maintenance)

• Cost savings (energy)



• Maintenance cost savings

• Improved exterior lighting quality


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Projects Continued



Estimated Savings

Estimated Cost


De-mineralized floodwater treatment

Evaluate the feasibility of installing a de-mineralized floodwater treatment system at Caledon Community Complex.

Facility Managers

Medium priority

(July 2015 –July 2017)

115, 299 ekWh

$9, 161

$46, 000 • Business case developed (y/n)

• Demineralized floodwater treatment installed (y/n)



• Removal of water impurities

• Decreased temperature of flood water

• Reduction in energy required to freeze the ice surface


Programmable thermostats in libraries and community centres

Install wireless programmable thermostats at libraries and community centres to help improve control of room temperatures and energy use based on facility programs and schedules.

Facility Managers

Low priority

(July 2017 – July 2019)

26, 969 kWh

$919

$5, 200 • Number of wireless programmable thermostats installed

• Improved ability to control temperatures

• Better client comfort



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Organizational Integration:

KEY SUCCESSESCorporate Green Building Standard: Town staff created the Corporate Green Building Standard in 2012, requiring that all new facilities over 10, 000 square feet, and major renovations be built to LEED Silver certification. Town staff have also included in this Standard, additional energy and environment requirements for each facility, such as establishment of electric vehicle plug in stations. This Standard was underway during the construction of the new OPP station in Caledon East, which received LEED Gold certification in early 2014. Additionally, to support this initiative, key staff have undergone courses through the Canadian Green Building Council to enhance knowledge of the LEED rating system. Outdoor LED Lighting Standard: Staff created this Standard in an effort to integrate efficient and high quality lighting for all street lights throughout Caledon. Established in 2013, this Standard requires LED lighting for all future street light installations for new residential, commercial and industrial developments.

Purchasing Requirements: Staff have allocated points in the Request For Proposal procurement process to environmentally friendly and energy efficient attributes. This will help ensure that major purchases made by the Town consider ‘green’ characteristics. Energy and Environment sign off is also required for large purchases.

Integration of energy management policies and procedures throughout the Corporation that requires staff to include energy management into decision making.

OPP LEED Gold Facility in Caledon East

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Estimated Savings

Estimated Cost



Internal Corporate Energy Team (CET) to play a role in implementing the CEMP

Formalize the roles and responsibilities of the CET and set up quarterly meetings.

All Departments

High priority

(July 2014 – July 2015)

Capacity Building

Capacity Building

• Roles and responsibilities formalized (y/n)

• Number of meetings

• Improved communication, coordination, and management of energy within the Town

• Energy integrated into decision-making across all departments

Policy and procedure database

Add current and new energy policies and procedures to the existing corporate database.

E & E, Clerks High priority

(July 2014 – July 2015)

Capacity Building


• Policies and procedures added to database.

• Policies and procedures database communicated to staff (y/n)

• Improved communication and awareness of energy policies and procedures

• Increased use and reference of energy policies and procedures

Energy management as part of annual goal setting and performance review system

Work with appropriate departments to determine requirements to embed energy management as part of staff annual goal setting.

E & E, HR, CAO

High priority

(July 2014 – July 2015)

Capacity Building


• Number of staff with energy as a goal

• Number of positive performance reviews related to energy

• Behaviour change

• Improved energy knowledge and awareness among staff

• Integration of energy responsibility

Foster a healthy working relationship with Hydro One and Enbridge Gas

Seek and obtain an account manager with Hydro One. Initiate and maintain semi-annual meetings with the Town’s energy utilities’ account managers (Enbridge Gas and Hydro One). Determine potential to have monthly meter readings at all facilities.

E & E, Finance, Facility Managers

In progress Capacity building


• Account manager obtained (y/n)

• Number of estimated and replacement bills decreased

• Improved communication with utility companies

• Better energy management and identification of energy saving opportunities

• Improved data quality and reduced number of estimated and replaced bills

• Utility meter upgrades (where appropriate)

Micro Energy Management Plans for Caledon’s ‘Big 6’

Work with Facility Managers and Operators to develop facility micro energy management plans that are shorter term.

E & E, Facility Managers and Operators

High Priority

(July 2014-July 2015)

Plan outcomes will have savings


• Micro energy management plans established (y/n)

• Number of projects implemented

• Energy Reduction (ekWh)

• Ownership of energy consumption and expenditures spread throughout the Town

• Increased number of projects implemented

• Energy management is embedded throughout the Corporation


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WHAT’S NEXTProgram



Estimated Savings

Estimated Cost



Corporate Energy Reserve Fund

Develop a staff application process for funding energy efficient related projects through the Corporate Energy Reserve Fund. Formalize criteria and metrics for prioritizing projects.

E & E, Finance, CET Departments

High priority

(July 2014 – July 2015)

N/A Caledon labour cost only

• Number of applications received

• Number of projects approved

• Criteria and metrics formalized (y/n)



• Increased number of energy projects

• Increased participation in energy initiatives

• Improved awareness and promotion of energy as a shared responsibility


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Communication and Engagement:

Improve staff and client energy literacy through education and training and influence behaviours through Town wide energy challenges and awareness campaigns.KEY SUCCESSESBuilding Automation System (BAS) Training: Facility Operation’s Staff who use BAS systems in facilities they manage (new OPP station, Town Hall, and Caledon Centre for Recreation and Wellness) underwent training to better under-stand the capabilities of these systems to help optimize and schedule equipment use efficiently and effectively. Incentive Training: Staff worked with the Town’s energy utilities and held a train-ing session to familiarize appropriate staff with existing energy incentive programs. The purpose of this training was to increase staff awareness to enable them to leverage existing programs that can help cover the premium cost associated with more energy efficient technologies.Earth Hour Campaigns: The Town participates annually in the global Earth Hour Campaign (an hour dedicated to shutting off lights in recogni-tion of Climate Change). Town Hall, Recreation Facilities and Community Centre’s go dark annually for the hour. In addition, Energy and Environment Staff annually engage in an education

campaign in support of Earth Hour for Town staff and the pub-lic. This campaign includes press releases, posters and public viewing of movies that promote thought and awareness of key energy and environmental issues. According to Hydro One, the Caledon community reduced its energy demand 7.5% during the 2014 Earth Hour campaign (0.5% higher than the previous year).

The Town of Caledon has been a proud support of Earth Hour since 2008.

24

WHAT’S NEXTProgram

Activity Task Groups involved Priority / timeframe

Estimated Savings

Estimate of Cost


Annual facility-wide energy reduction competition

Develop and initiate an annual energy reduction competition for staff to foster behavior change, more efficient use of equipment, and improved operations.

E & E, Facility Managers, Communications Departments

Medium priority

(July 2015 –July 2017)

153, 566 kWh

$16, 892

$15, 000 • Cost savings ($)


• Competition developed (y/n)

• Changes in attitudes and behaviours

• Changes in attitudes and behaviours among staff and users of facilities

• Improved staff awareness and engagement of energy management


Formal employee engagement program

Develop and implement an annual energy themed employee engagement program for all staff (i.e. phantom power awareness, incentive training).

E & E Ongoing Linked with energy reduction competition, capacity building


• Success of employee engagement program (surveys, or energy reduction)

• Number of participants involved

• Changes in attitudes and behaviours

• Improved staff awareness of energy management


Energy-focused training for staff responsible for operation, and maintenance (O&M) of Facilities

Investigate opportunities to partner with an educational institution to implement energy-focused training for staff specific to their roles.

E & E, Facility Managers, HR

Medium priority

(July 2015 –July 2017)

Capacity building, and savings from better building operation maintenance

To be determined

• Number of staff trained

• Training program implemented (y/n)

• Improved O&M understanding of energy management, buildings, and equipment

• Improved O&M technical knowledge


Energy policy training for new staff

Include Town energy policies and practices in the training and orientation process for new employees.

E & E, HR High priority

(July 2014 – July 2015)

Capacity Building


• Number of participants in HR ‘On Board’ training sessions

• Presentation created for HR Downloads program (y/n)

• Improved awareness, performance and understanding of energy management

• Better understanding of Town’s policies and practices as they relate to energy management

Communication and Engagement:

25

Energy Supply Management:

Responsible procurement practices of the Town’s energy portfolio to continue to pursue optimal rates and cost certainty; and consider alterative choices to energy supply and generation that result in lower greenhouse gas emissions.

Solar Projects: The Town has three 10 kW micro-FIT projects located at Caledon Village Fire Hall, Inglewood Community Centre and Victoria Parks Community Centre. These projects generate income for the Corporate Energy Reserve Fund, which was established to support energy efficient projects. Renewable Energy Certificates: The Town purchases annually, renewable energy certificates for the recently certified LEED Gold OPP campus in Caledon East. These certificates are purchased at a premium price over the cost of electricity to support clean renewable electricity generation. Energy Procurement Practices: Town staff have worked with third party energy market analysts to expand knowledge of Ontario Energy Markets for the purpose of seeking optimal rates for the Town’s energy utility accounts. Staff regularly seek information on energy markets to continue to procure energy at optimal rates based on an accounts consumption profile and type.

KEY SUCCESSES

One of the three Town owned solar projects, located at Inglewood Community Centre

26

Energy Supply Management:




Estimated Savings

Estimate of Cost



Renewable electricity procurement

Re-assess objectives and develop criteria for purchasing renewable electricity certificates.

E & E, Purchasing Manager, Finance

Medium priority

(July 2015 –July 2017)

Capacity building


• Objectives re-assessed (y/n)

• Criteria developed (y/n)

• Amount (kWh/m3) of renewable energy purchased

• Demonstrating leadership in energy procurement

Energy procurement

Continue to build on internal energy supply knowledge through energy market research and awareness. This will improve energy purchase practices, especially in an increasingly volatile markets due to external influences.

E & E, Finance

High priority

(July 2014 – July 2015)

Capacity Building


• Energy purchasing practices reviewed (y/n)

• Energy procurement strategy developed (y/n)

• Improved internal expertise and understanding of energy markets

• Improved risk management

Renewable energy opportunities

Investigate additional renewable energy project opportunities at Town owned Facilities (such as solar or ground source heat pumps).


Low priority

(July 2017 – July 2019)

N/A Caledon labour cost only determined

• Number of renewable energy opportunities identified

• Amount of Town owned renewable energy generation


• Demonstrating leadership in energy generation

27

Monitoring and Tracking:

Analyze and communicate energy information to allow for improved understanding of Town energy use and to measure and verify results of energy projects and campaigns.

KEY SUCCESSESEnergy Management Software:The Town purchased an energy management software to record information and data from energy utility bills. This software assists the Town with understanding its energy consumption profile, bill optimization and verification procedures, monitor and verify results of energy efficiency projects, energy trend analysis and financial payments. Mayors MegaWatt Challenge: The Town joined the Mayors MegaWatt Challenge with municipalities nationally, to learn best practices in energy management in facilities, and to participate in facility energy reduction challenges.

Race to Reduce: Caledon joined the Race in 2012, challenging Town Hall to reduce its energy consumption by 10%. The Race uses Energy Star’s Portfolio Manager to analyze utility bill data and to benchmark progress towards the energy use reduction goal.

Town Hall is entered into two energy challenges; Mayors Megawatt Challenge, and the Race to Reduce.

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Estimated Savings

Estimate of Cost



Additional metering

Install additional energy metering, where applicable, to major equipment at facilities to better understand consumption trends and to ensure that equipment is operating at optimal efficiency. Also, purchase portable wireless meters to use amongst facilities.


High priority

(July 2014 – July 2015)

Capacity building

To be determined

• Number of meters installed



• improved understanding of equipment energy use

• Improved monitoring of energy use

Formal evaluation, verification and monitoring (EM&V) process

Develop a formal EM&V process to take place after the completion of every project. Include a debriefing session with all staff involved. Consider diverting a percentage of energy savings into the Corporate Energy Reserve Fund.

E & E, CET, Finance, Facility Managers, Project Managers

High priority

(July 2014 – July 2015)

Capacity Building

$20, 000 • Evaluation process developed (y/n)

• Percentage of energy savings diverted to Corporate Energy Reserve Fund

• Process for diverting savings into Corporate Energy Reserve Fund developed (y/n)

• Increased accountability of the outcome of projects

• improved understanding of the impact of energy investments

• Able to measure and report in the results of energy investments and projects

Energy management system (EMS) usage

Conduct a needs assessment and develop an improved process for utilizing data in the Energy Management System.

E & E, Facility Managers, Administration, Finance

High priority

(July 2014 – July 2015)

Capacity Building


• Process developed for utilizing data (y/n)

• Number of staff using EMS software

• More effective and efficient management of energy within facilities

• Better understanding of facility energy use

• Improved correspondence with staff and utility companies

• Improved tracking of annual energy utility budgets

29


WHAT’S NEXTPrograms



Estimated Savings

Estimate of Cost



Facility energy reporting and feedback

Assess the viability of developing quarterly facility energy report cards, that benchmark current and past building energy performance and include energy conservation goals for each facility.


Medium priority

(July 2015 –July 2017)

Capacity building


• Number of facility report cards developed

• Facility benchmarks established (y/n)

• Conservation goals developed (y/n)

• Conservation goals met (y/n)

• Better understanding of facility energy use

• Energy included as part of staff responsibilities

Biennial reporting Develop a biennial CEMP update report to track the status of the actions within the Plan.

All Medium priority

(July 2015 –July 2017)

Capacity Building


• Number of update reports developed

• Monitoring and tracking of CEMP progress

• Improved understanding among staff and the public on the Town’s energy initiatives

Incentive tracking Develop an incentive-tracking database that can be referenced during the development of budget and project implementation, and overall energy reporting.

E & E High priority

(July 2014 – July 2015)

Cost savings dependent upon the Provinces new CDM funding program framework


• Incentive-tracking database developed (y/n)

• Dollar value of incentives in database

• Number of incentives in the database

• Central database of incentives available to staff for easy access

• Increased likelihood of applying for and utilizing available incentives

• Increased number of energy efficiency projects implemented

• Increased staff awareness of available incentives

Energy dashboard Develop / purchase an energy dashboard at Town Hall, and feature on the Town intranet to allow all staff to view energy trends and use.

E & E, Manager Civic Properties

Ongoing Capacity Building

$2,000 • Energy dashboard developed/purchased

• Improved staff engagement of energy use at Town Hall

• Improved awareness and understanding of energy use at Town Hall

• Data integrated into awareness campaigns

30


WHAT’S NEXTPrograms



Estimated Savings

Estimate of Cost



Touch screens to display energy information at Recreation Facilities

Purchase touch screens for each major recreation centre to display information related to facility specific and Town wide energy initiatives.

E & E, Facility Managers, Purchasing

Medium priority

(July 2015 –July 2017)

Capacity building

Linked with Energy dashboard

• Number of users

• Number of touch screens installed

• Improved awareness and understanding of energy use

• Public education and engagement of Town’s energy commitments

31

Schedule B: 2012 Energy Consumption by Building Type

Total kWh Total $

**Convert Fuel Oil (L) to eKwh: Total GHG (t) 890.42 Total kWh 19,959,907

**Convert natural gas (m3) to eKwh: Total $ $1,319,038Total m3 Total GHG 2,796.54 Total ekWh 10,626,310.37 Total $Total GHG (t)

Total (L) tghg Total ekWh Electricity kWh 0.00009604Total $ Natural Gas m3 0.001890627Total GHG (t) Fuel Oil 0.002727406

Total kWh 1,123,691 Total kWh 336,242 Total kWh 225,996 Total kWh 941,992 Total kWh 310,312 Total kWh 6,333,099 Total $ $148,651.00 Total $ $43,604.00 Total $ $29,492.00 Total $ $107,106.51 Total $ $45,624.00 Total $ $705,404.49Total GHG (t) 107.92 Total GHG (t) 32.29 Total GHG (t) 21.70 Total GHG (t) 90.47 Total GHG (t) 29.80 Total GHG (t) 608.23

% of Elec Use 12.12% % of Elec Use 3.63% % of Elec Use 2.44% % of Elec Use 10.16% % of Elec Use 3.35% % of Elec Use 68.31%% of Elec Costs 13.77% % of Elec Costs 4.04% % of Elec Costs 2.73% % of Elec Costs 9.92% % of Elec Costs 4.22% % of Elec Costs 65.32%

Total m3 94,649 Total m3 78,380 Total m3 16,713 Total m3 81,275 Total m3 47,967 Total m3 680,878 Total ekWh 1,005,908.47 Total ekWh 833,005.16 Total ekWh 177,622.04 Total ekWh 863,772.58 Total ekWh 509,782.58 Total ekWh 7,236,219.55 Total $ $21,455.00 Total $ $26,908.00 Total $ $7,107.00 Total $ $25,479.25 Total $ $10,282.00 Total $ $141,499.75Total GHG (t) 178.95 Total GHG (t) 148.19 Total GHG (t) 31.60 Total GHG (t) 153.66 Total GHG (t) 90.69 Total GHG (t) 1,287.29

% of Gas Use 9.47% % of Gas Use 7.84% % of Gas Use 1.67% % of Gas Use 8.13% % of Gas Use 4.80% % of Gas Use 68.10%% of Gas Cost 9.22% % of Gas Cost 11.56% % of Gas Cost 3.05% % of Gas Cost 10.95% % of Gas Cost 4.42% % of Gas Costs 60.80%

Total $ $170,106.00 Total $ $70,512.00 Total $ $36,599.00 Total (L) 5,777 Total $ $55,906.00 Total $ $846,904.24Total ekWh 2,129,599 Total ekWh 1,169,247 Total ekWh 403,618 Total ekWh 62,263.22 Total ekWh 820,095 Total ekWh 13,569,319 Total GHG (t) 286.87 Total GHG (t) 180.48 Total GHG (t) 53.30 Total $ 6,423.00$ Total GHG (t) 120.49 Total GHG (t) 1,895.52

% of Total Use 10.67% % of Total Use 5.86% % of Total Use 2.02% Total GHG (t) 15.76 % of Total Use 4.11% % of Total Use 67.98%% of Total GHG 10.26% % of Total GHG 6.45% % of Total GHG 1.91% % of Fuel Oil 100.00% % of Total GHG 4.31% % of Total GHG 67.78%

Total $ $139,008.76Total ekWh 1,868,028 Total GHG (t) 259.89

% of Total Use 9.36%% of Total GHG 9.29%

TOTAL*

Electricity

Natural Gas

GHG Coefficientkghg

Town of Caledon Facilities

Electricity9,271,333

$1,079,883.00

Natural Gas999,862

0.09604

TOTAL COSTSTOTAL COSTS

OPP Stations

Natural Gas

1.890627

Electricity

2.727406

TOTAL COSTS TOTAL COSTS TOTAL COSTS

TOTAL COSTS

Administration

Electricity ElectricityElectricity

Fire Stations

Natural Gas Natural Gas Natural Gas

Recreation

Fuel Oil

Electricity

Natural Gas

Libraries and Community Centres Work Yards

1 L= 10.777777

Fuel Oil

62,263.226,423.00$

5,777

15.76

1 m3 = 10.627777

$232,732.001,890.37

APPENDIX I: CALEDON’S ENERGY BREAKDOWN BY BUILDING TYPE

6311 Old Church Road Caledon, ON | L7C 1J6 | www.caledon.ca T. 905.584.2272 | 1.888.225.3366 | F. 905.584.4325

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