Leveraging Energy Audits to Effect Cultural Changes and Long-Term Energy Savings

Transcription

1 Leveraging Energy Audits to Effect Cultural Changes and Long-Term Energy Savings Rich Atoulikian, PMP, P.E. Kim Kennedy, P.E. OWEA 2012 June 2012

2 Outline Background Energy Consumption/Savings Opportunities Energy Audits Case Studies Efficiency Audit Energy Audit Cultural Considerations

3 Background U.S. Municipal Water and Wastewater Systems Consume about 75B KW/Yr Water ~ 60% Wastewater ~ 40% Water and Wastewater Sector consumes almost 3% of national sales

4 Why is Energy and Its Related Costs Important? Energy costs continue to rise faster than inflation Budgets are tight we re in a recession! Less energy means lower greenhouse gases it s the right thing to do Your energy program should be based on Best Practices

5 New Regulations are Working Against Us More Stringent Regulations Nutrient Removal Tertiary Treatment Toxins Disinfection By- Products Endocrine Disruptors Etc. Higher Operating Costs Increased Greenhouse Gases

6 Energy Consumption vs. Opportunities Costs Are Influenced By: Service Area Characteristics Climate Treatment Process/Effluent Requirements Solids Disposal Reduction Opportunities: Energy Efficiency Energy Recovery Financial Rate Structure Grants, Rebates, and Low Interest Loans

7 Large Energy Consumers in the Wastewater Plant An Energy Baseline Identifies Potential Focus Areas Anaerobic Digestion 14.24% Lighting & Buildings Chlorination 8.14% 0.27% Belt Press 3.91% Wastewater Pumping 14.26% Screens 0.02% Grit 1.36% Clarifiers 3.15% Gravity Thickening 0.06% Return Sludge Pumping 0.46% Aeration 54.12% Actual Aeration % Depends on: Overall Treatment Process Process Design Parameters Operational Strategy

8 Energy Efficiency Opportunities Optimize At Multiple (Most Frequent) Operating Points Utilize More Efficient: Equipment Components Integrate Those Components Efficiently Automate To Match Delivery to Needs

9 Energy Efficiency Opportunities Ask What If for Every Piece of Equipment What if turned it off? What if ran it at lower capacity? What if found more efficient equipment?

10 Energy Recovery Opportunities 544 POTWs > 5 MGD with Anaerobic Digesters. Incorporation of CHP would yield 340 MW of electrical power!

11 Energy Recovery Opportunities

12 Energy Audits Energy Audits Focus on Energy Consumption 1. The audit is only the beginning.. 2. You can t save until you implement the recommendations.. 3. You won t implement successfully without organizational buy-in.

13 Energy Audit Work Flow Data Gathering, Interviews, Site Visits Analyze and Evaluate Opportunities Project Prioritization Conduct Interviews and site assessments Initial Workshop 2 nd Workshop Energy Savings Plan Final Workshop Develop Baseline Identify Opportunities Concept Design Development Early Action Items

14 Case Study 1 Objective: Discrete, Easily Implementable Tasks Focus Areas: Energy Chemicals And Operating Strategies Potential Operating Cost Savings High Low Low Capital Cost Investment High

15 Learn the Plants From Their Staff Four Plants, 3 BNR and 1 Trickling Filter Information Reviewed: Monthly operating data Wastewater characterization Process models Drawings, 1-lines and PIDs Basis of design NPDES permits Utility energy costs Certain Equipment Types/Data Residual Disposal Costs Multiple site visits, significant interaction with plant staff.

16 Unit Energy Cost Variance Template A Tool For Alternative Evaluation Average Real Time Pricing (RTP) Energy Cost ( /kwh) by Hour

17 Summary of Findings - $3M Annual Savings At The Three BNR Plants South River Pumps ($65K) South River Residuals ($600K) Effluent Filters ($50K) Reduce Ferric ($425) Auto D.O. Control ($475K) Reduce Caustic ($1,450K) Effluent Filters Reduce Ferric Chloride Reduce Caustic Soda Automatic DO Control South River Pumps South River Sludge Initial Investment: $2M

18 Case Study 2 Large Municipal Organization That Has: Wastewater Pumping and Treatment, Water Pumping Stormwater Pumping, Plus Administrative Support Facilities

19 Understand Current Situation Energy Baseline of Total Energy Consumption Further Granularity Is Needed, By Facility 19

20 Understand the Current Situation Energy Baseline at the WWTP 2009 PCS data supplemented with estimates COF & CMF 5% Pumping & Preliminary Treatment 4% Primary Treatment 4% Secondary Sedimentation + RAS 7% Chlorination 0% Solids Handling 14% Misc 10% Secondary Aeration 14% Filtration 10% Filter Pumping 5% Nitrification Sedimentation + RAS 7% Nitrification Aeration 20%

21 Organizational Touch Points During Interviews and Workshops Office of the General Manager, Chief of Staff Chief Engineer AGM, Consumer Services Chief Financial Officer General Counsel Chief Information Officer Engineering and Technical Services Sewer Services Finance and Budget Facilities Wastewater Services Water Services Procurement Maintenance Services Safety and Security

22 Energy Conservation Measure Opportunity Categories Quick Wins Readily Implementable Little/No Capital Cost Short Payback Period May Be Cultural Maintenance Preventative Corrective Side By Side Monitoring Procedural/ Programmatic Embed in Organizational Culture Specifications SOPs Energy Dashboard Capital Projects Process Modifications Equipment/Process Modifications Renewable Energy

23 Prioritizing Capital Projects Depends On Organizational Perspective 1. Reduction in: Annual Savings, Energy Consumption and/or Carbon Dioxide Emissions 2. Lowest Capital Expenditure 3. Ease of Implement-ability A Facilitated Workshop Using Criterion Plus, or Other Software Helps Bring Teams Into Alignment

24 Energy Consumption From Grid Aligning Ongoing Efforts With Your Energy Strategy Will Move You to The Goal Financial Planning/Allocation Implement Audit Results Legacy Facilities Stadard Operating Procedures Impact Ongoing Capital Improvement Projects Optimized Facilities Today Goal

25 Impact Ongoing Projects Recognize, and Resolve Overdesign Problems Pay attention to this in your design process!!!

26 Peer Review All New Projects By O&M Staff, and Consistent with SOPs In the past, engineering group drove design process - No collaboration What are assumptions used for design? Will process or equipment be efficient/stable at average/low flow conditions now? Designer must explain to O&M how process or equipment will work Keep designers from over designing!!!

27 Cultural Change Management Some Simple Rules Utility Leadership Must Lead Engage the Organization Multiple Times, In Depth Compelling Reasons For Audit Must Be Clear Benchmark Current Energy Consumption Achieve Early Successes Understand Process and Physical Constraints Set Goals/Measure Progress Against Them

28 Credibility in Your Organization Is Essential Commitment: To share findings/recommendations with impacted departments for their validation and support prior to further communication

29 Leveraging Client Knowledge Audit and Implementation Approach* Evaluate Existing Facilities Develop Findings and Recommendations Quick Wins Implement Findings in a Prioritized Fashion Monitoring & Verification Continuous Improvement *Based on WEF Manual of Practice 32

30 Questions and Comments

31 Acknowledgements The authors wish to thank the following for their contributions to this work: Ernest Jolly David St. Pierre Robyn McGucken and Ken Brischke Bert Wellens and George Simon