July 1, 2014 REQUEST FOR QUALIFICATIONS INTEGRATED CLIMATE & ENERGY STRATEGY (ICES) UNIVERSITY OF CALIFORNIA, SANTA CRUZ DUE: 4:00 P.M.

Transcription

1 July 1, 2014 REQUEST FOR QUALIFICATIONS INTEGRATED CLIMATE & ENERGY STRATEGY (ICES) UNIVERSITY OF CALIFORNIA, SANTA CRUZ DUE: 4:00 P.M., PST, 08/08/14 1

2

3 Table of Contents Definitions... 5 Integrated Climate & Energy Strategy (ICES) Overview... 7 Preliminary Scope of Work (to be finalized with consultant input)... 7 Overall Expectations Qualifications Criteria for Evaluation Consultant Response Requirements Evaluation of Qualifications Requirements Appendix 1 ICES Background Climate Action Goals Climate Action Planning Campus Background Sustainability Background Internal Team California Cap & Trade Energy Efficiency Renewable Energy Project Financing Santa Cruz Community Climate Action Appendix 2- Energy Background Campus Load and Cogeneration Heating and Condensing Water Loop Purchased Utilities Building Management System Master Scheduling Electronic Drawing Storage System Metering System Building Benchmarking Preventive Maintenance Attachment A- Draft Project Timeline Attachment B Equal Opportunity

4 Attachment D- Supplemental Information on Claims Attachment E - Declaration Attachment F- Professional Services Agreement (PSA)

5 Definitions Cap & Trade- The California Cap and Trade Program was established as an amendment to the California Global Warming Solutions Act Assembly Bill 32 (2011). Adopted by the California Air Resource Board (CARB) in 2011, the program places a limit on the GHG emissions from sources that emit 25,000 metric tons of stationary sources of GHGs (scope 1, as measured in the equivalent amount of carbon dioxide, CO2e) or above. Campus Energy Manager This position will play a supporting role in ICES by providing background information and data, input and guidance on the process, and suggestions for carbon reduction measures Carbon Reduction Measures (CRM) Refers to carbon neutrality projects, such as energy conservation and installation of onsite renewables, in a more holistic way that looks at the potential for GHG reduction. Consultant- the entity submitting a qualifications-based proposal for this request Energy Analyst This position will be the primary assistant to the Project Manager in supporting ICES Energy Conservation Measures (ECM) Traditional term to describe a project conducted or technology implemented to reduce energy consumption in a building Energy Use Intensity (EUI) Expresses a building s energy use as a function of its size or other characteristics. Greenhouse Gas (GHG) There are six greenhouse gases (GHGs) called out through the Kyoto Protocol, including CO2, CH4, N2O, SF6, PFCs and HFCs Higher Education Partnership Program: Also known as The PG&E Partnership, a program whereby UC and CSU campuses partner with their respective Investor Owned Utility (IOU); in UCSC s case, PG&E, to deliver cost-effective, immediate and persistent peak energy and demand savings. (Some refer to this program as the Strategic Energy Partnership, which can be confused with the Strategic Energy Plan.) ICES Database An excel database with spreadsheets that encompasses all CRMs, building and energy systems data and information to support the ICES Plan ICES Project Manager - This position will provide key project support for ICES and will be the primary contact for the consultant team ICES Technical Team- The core internal team supporting implementation of the ICES ICES Stakeholder Team- The broader team of staff that will provide support in the implementation of the ICES process Outside Gross Square Feet OGSF, primary standard for calculating square feet of building area at UCSC Project Manager- the University s internal project coordinator, in this case the Climate Action Manager for UCSC, and the primary point of contact for the Consultant ( PM ) Request for Qualification (RFQ) refers to this document and the referenced attachments. Scope of Work - The anticipated description of services to be provided by the Consultant pursuant to individual Work Authorizations. The Scope of Work may contain a narrative description of the Work; partial or full, depending on the complexity of the specific project and task(s) required and may be updated once Consultant is selected. Strategic Energy Plan (SEP): A report commissioned by the University of California, Office of the President (UCOP) for the University of California, Santa Cruz, completed in July of 2008, that provided initial identification of potential for energy efficiency retrofit projects at all buildings over 50,000 SF (18 buildings) and includes lighting, HVAC, commissioning, and central plant measures. 5

6 Sub-consultant: Any person or firm, other than the employees of the Consultant, who contracts with the Consultant to furnish labor, or labor and materials, at the work site or in connection with the project System-wide The term systemwide refers to all University of California participating locations collectively. University or UCSC University of California, Santa Cruz, the Campus All other definitions to be used with this RFP and its Attachments are found immediately following the term, or may be contained in an Attachment. 6

7 Integrated Climate & Energy Strategy (ICES) Overview The University of California Santa Cruz (UCSC) seeks to hire Consultant to provide professional services to assist the University in achieving its climate and energy goals. The Integrated Climate and Energy Strategy (ICES) will include the following components: 1. Energy Efficiency: Develop and implement a comprehensive energy efficiency audit and plan for approximately 3M SF of the main campus with a focus on therm savings, deep energy efficiency opportunities, and carbon emission reduction; 2. Renewable Energy: Conduct a renewable energy feasibility study, with a focus on solar thermal and solar photovoltaics, for the main campus and four other UCSC-owned sites; 3. Scenario Analysis & Roadmap Development: Conduct a technical/economic analysis based on all pertinent inputs and recommend the most cost-effective, attainable strategies (projects, policy updates, procurement, etc.) for addressing campus climate and energy goals; and 4. Experiential Learning: To provide experiential learning opportunities, integrate faculty and students into the overall Strategy by engaging them in the planning process, and providing training & hands-on project involvement opportunities. Project Timeline & Budget - UCSC anticipates that the ICES will be a one-year contract. See Attachment A- Project Timeline for a draft timeline. This timeline is expected to evolve with the further refining of the scope and identification and implementation of specific tasks that result from the planning and design process. The anticipated budget for this project is approximately $400,000. The University may elect to spend a portion of this budget for the services outlined below and reserve funds for future work or may exceed this budget if warranted. Preliminary Scope of Work (to be finalized with consultant input) The anticipated scope of work for the ICES is described below. UCSC understands this scope may evolve as goals and objectives are refined in collaboration with the Consultant. (Please note: Appendices A & B provide critical background information to support this proposed scope of work. Respondents are encouraged to review this information before developing their response.) 1. Preliminary Project Planning & Data Gathering The Consultant will conduct overarching project planning by completing the following tasks: 1. Participate in work sessions with the ICES Project Manager (PM) to transfer knowledge, review all pertinent data and information and discuss; project scope, stakeholder engagement expectations, campus team roles and responsibilities, the outline of the planning process, and plan for ICES Technical Team and ICES Project Kickoff Meetings 7

8 2. Review all documents and data providing by the campus, confirm and define the data hierarchy, and identify gaps in reliability of information to the extent possible 3. Review and become familiar with campus energy and facilities management systems 4. Build a database/templates on the campus-provided.ftp site that will serve as the primary data/information repository throughout the ICES process 5. Collaborate with UCSC staff and begin collection of building-level data in energy & facilities management systems and/or manually 6. Review and confirm the delivery format and content of report CRMs 7. Draft preliminary project outcome indicators 8. In collaboration with PM, plan and conduct an ICES Technical Team Kickoff Meeting and (broader stakeholder) Project Kickoff Meeting 9. Develop draft outline for ICES Final Report, include outline summary of existing data, information, and metrics 2. Cap & Trade Strategy The Consultant will help UCSC develop a long-term strategy for identifying the most costeffective, impactful approach 1 to addressing Cap & Trade regulations by completing the following tasks: 1. Using best available data regarding current and future market conditions for Cap & Trade (i.e. carbon trading market, Scoping Plan), generate assumptions for regulatory impacts to the campus and incorporate into scenario development and analyses 2. Implement a therm-savings study to identify CRMs to reduce onsite scope 1 emissions 3. Conduct in-depth analysis, described below under Data Compilation and Scenario Analysis, to compare the costs and emissions impacts of implementing various CRMs with the costs and emissions impacts of purchasing compliance instruments (minus free allowances), biogas, natural gas, and other pertinent factors 4. Develop short and long-term scenarios (2020 to 2030) for consideration in UCSC s strategy for addressing Cap & Trade regulation 3. Energy Efficiency 2 - The Consultant will update the campus Strategic Energy Plan; identifying the next round of the PG&E Partnership-qualifying projects for and, identifying additional Carbon Reduction Measures (CRM) sufficient to achieve carbon neutrality by 2025, by completing the following tasks. In collaboration with campus staff; 1. Collect, compile and analyze energy efficiency data based on best available information and data; 2. Compile and prioritize list of potential CRMs that have already been identified 1 Scenario Analysis further outlined on page An overview of the energy systems, infrastructure, operations and energy efficiency background is included in Appendix 2, Energy Background. 8

9 3. Benchmark-based Whole Building Performance Target a. Assess feasibility of calculating energy use intensity (EUI) for all buildings over 10,000 SF b. Identify a significant subset of the assessed buildings based on factors such as energy intensity, space type and replicability, and develop plan for implementing campus-wide benchmarking i. Review methodology developed by UCOP to generate climate-adjusted, benchmark-based performance targets for UCSC and evaluate UCSC s unique operations, such as our district condenser water system, and then adjust the targets based on these considerations c. Benchmark selected buildings i. Use tool that will be accessible to UCSC staff during and after study completion; such as Energy IQ, Portfolio Manager or equivalent d. Provide spreadsheet with EUI calculations for each building benchmarked 4. Conduct Energy Efficiency Study to identify additional CRMs (beyond those identified by staff) by executing the following tasks: a. Collaborate with pertinent staff to develop Energy Efficiency Audit Process b. Conduct desktop audit and/or Preliminary Energy Audit for approximately 3M OGSF of the contiguous UCSC campus plus selected buildings at the Marine Science Campus c. Identify appropriate level of further audit/study (ASHRAE Level 1, 2, 3 and Deep Energy Efficiency 3, or customized) d. Identify energy efficiency measures (EEMs), load management opportunities, improvements to existing energy & building management systems, deferred maintenance projects, and other opportunities, such as; i. Evaluate the potential for thermal storage, chilled water optimization, variable flow on cooling towers, virtual chillers and more ii. Analyze utility demand charges and explore potential demand load-shifting to shave peak demand iii. Recommend technology solutions designed to streamline ongoing data collection and analysis, support measurement and verification, and recommend tools and resources to evaluate and assess facility performance in an effective and streamlined fashion iv. Identify opportunities for optimizing operating strategies v. Analyze equipment life and major components, predicting when they will need to be replaced in the future and considering this in making (phased) recommendations vi. Identify monitoring-based commissioning (MBCx) Projects 5. Calculate Project Life Cycle Cost including metrics such as: Peak Savings (kw), Electricity Savings (kwh), Gas Savings (therms), Steam/Chilled Water Savings, Annual Cost Savings, net CO2e Savings, CRM project cost (broken down into materials and labor costs), Potential PG&E Incentive (based on campus Higher Education 3 As will be defined by the Deep Energy Efficiency Study that is currently being conducted by UCOP. 9

10 Partnership incentive rates, w/ PG&E Measure Code Name, Measure Code Number), Estimated Usable Life of hardware, Net Measure Cost, NPV, Simple Payback (yr), MIRR 6. For major energy efficiency projects, conduct a sensitivity analysis and provide a preliminary level design to assure the savings associated with project 7. Provide all applicable CRMs in a submittal-ready format consistent with the PG&E Customized Retrofit Application and Calculation Submittal Guidelines which includes an itemized list of project information, metrics and deliverables to expedite the incentive application process Renewable Energy: The Consultant will evaluate, recommend and facilitate the advancement of renewable energy opportunities at the UCSC Main Campus, 2300 Delaware Ave and the Marine Science Campus in Santa Cruz, CA and the MBEST property in Monterey Bay in support of; 1) The UC Sustainable Practices Policy goal for each UC campus to install 1MW of onsite renewables, and 2) The campus carbon neutrality goals. The Consultant will conduct a phased Renewable Energy (RE) Feasibility Study to identify and facilitate the implementation of CRMs, by completing the following tasks: 1. Collect, compile and analyze existing renewable energy information and data 2. Develop phased plan for conducting RE Study a. Begin with high-level site assessment to evaluate potential sites and sources, prioritizing those that have already been identified by the Campus Electrical Engineer and Campus Energy Manager; and then b. Focus the majority of resources on due diligence and preliminary design/analysis of the most viable projects 3. Conduct due diligence a. Develop preliminary grid model to look at interconnection opportunities and design challenges b. Identify necessary modifications and/or infrastructure upgrades to existing systems to support installation of renewables c. Evaluate the anticipated need to re-negotiate the existing interconnection agreement with PGE to change from non-export to export 4 i. If there is a need to re-negotiate, facilitate this process 4. Conduct financial analysis for each priority project identified a. Conduct a sensitivity analysis for each CRM project b. Develop detailed financial analysis and carbon implications of proposed projects i. Budgets, financial options and funding mechanisms must account for all necessary infrastructure upgrades c. Recommend financial options and funding mechanisms that consider UCSC s economic constraints 4 It may be difficult to add any on-site power generation to the existing grid without changing the existing interconnection agreement. 10

11 5. Where appropriate, assist staff in developing a comprehensive Request for Proposals for a Power Purchase Agreement for any solar projects identified Data Compilation and Scenario Analysis - Achieving UCSC s carbon neutral goal will require a considerable financial investment in a phased, integrated package of carbon reduction measures. There are many different technology options and the campus would like to save time and money by evaluating different scenarios, modeling how different technologies work together, incorporating constraints, prioritizing options, and identifying the most cost-effective path to meeting UC s energy and climate goals. In support of the techno-economic analysis tool development, the Consultant will: 1. Develop a non-proprietary, strategic decision-making tool (with a customer-friendly and graphics-based user interface that allows for modification of relevant inputs as conditions evolve) to guide the campus in development of a detailed roadmap for implementation 5 2. Review the existing UCOP scenario analysis (excel-based) tool and, where possible, use it as a template in creating the UCSC campus-level template a. Ensure campus-level data can be easily populated into the system level tool 3. Use a graphical interface, such as Xcelsius or equivalent, to easily communicate complex data sets 4. Provide training to UC staff, faculty and students on use of the scenario analysis tool The Consultant shall use the tool to generate various scenarios for implementation to address UCSC s climate goals based on the CRMs identified through the ICES. The Consultant will: 1. Provide a foundational perspective on the current state of GHG emissions, energy cost and consumption by building a baseline energy condition and project forward the potential cost and consumption outcomes under a business as usual approach (i.e., if the price and consumption levels were left unmanaged going forward). a. Organize existing data and compile new data for: i. Total, per capita and per OGSF contiguous campus Scope 1 ARB, Scope 1 & 2 TCR, and Scope 3 TCR, historical, current and projected emissions (1990, 2000, ) ii. Energy use and utility cost by building, or by type where building-level data is not available (state-funded v. auxiliary and residential, dining, classroom, lab, office, etc.) iii projected energy use and emissions for total campus; cogen & non-cogen, and for state-funded and non-state funded entities (housing/dining, classrooms, office, labs) iv. Electric and gas utility service description and applicable tariffs 5 Graphical interface tool must be non-proprietary, excel-based with absolutely referenced data, and available for purchase by any UC campus 11

12 v. Summary analysis of primary 21KV electric service reliability and power quality, using 2008 Master Electrical Plan as primary reference vi. Pie chart showing all sources of energy and emissions, including on site generation and procured b. Estimate future campus emissions and energy use based on enrollment, development and other considerations found in the 10-year Capital Financial Plan and through conducting informational interviews with pertinent stakeholders c. Develop spreadsheets and generate graphical representations for all data referenced above in formats that are readily understood by a lay audience d. Create integrated graphs (absolute reference raw data) showing: i. Scope & 2025 ARB target, Scope 1 & , 2020, 2025 targets, Scope target, business-as-usual emissions for Scope 1, 2 & 3, and adjusted emissions projections based on various scenarios identified for meeting carbon and energy goals 2. Using the tool, develop what-if scenarios or sensitivities to be explored (e.g., varying future loads, E2 project bundles, RE costs, utility costs, and/or availability of incentives) a. Define analysis goals and constraints (e.g., limits on technology types and sizes, utility market projections, utility interconnection limits, energy export limits, operating risks, overall climate goals) b. Incorporate inputs such as potential CRMs, such as energy efficiency and onsite renewable projects, planned maintenance, behavior change, policy updates, procurement strategies, cap & trade-related factors, biogas, RECs, carbon offsets, compliance instruments, utility costs, project costs, financing costs, and other pertinent inputs c. Incorporate potential large scale changes in the energy markets such as changes to regulations and governmental policy (e.g., fracking, renewable energy, GHG restrictions, and LNG exports) as well as supply and demand fundamentals affecting underlying wholesale market prices in both regulated and deregulated markets d. Confirm the emissions factors for current purchased utility mix and project estimated emissions factors based on information from ESP e. Energy procurement options, including consideration of system wide wholesale procurement projections as it impacts UCSC (a Direct Access Customer) 3. Develop 4-6 climate scenarios & analyze life cycle assessment and life cycle cost based on pertinent inputs 6 a. Generate project costs to meet goals (include life cycle costs) b. Prioritize projects based on payback (including consideration of the cost of scope 1 emissions) c. Evaluate supply side impacts from potential supply projects including fixed pricing protocols (risk management), renewable power purchases, demand response, optimization, and tariff changes i. Analyze the modification to the baseline condition resulting from the implementation of the supply projects 6 Actual number of scenarios and scale to be determined during scoping process based on need 12

13 d. Evaluate demand side impacts from potential demand projects including generic inputs for capital projects to reduce energy and related utilities (e.g., steam, chilled water, heat, and compressed air) i. Analyze the modification to the baseline condition resulting from the implementation of demand projects e. Evaluate procurement options to help offset the campus carbon footprint i. Procurement strategies for renewable energy credits and carbon offsets should be limited to less than 20% of the total strategy for achieving carbon neutrality 4. Develop a long-term strategy for identifying the most cost-effective, impactful set of strategies for meeting our climate action goals by identifying the mix of supply and demand projects identified during the ICES study that best align with the strategic goals that are integrated into the Strategic Energy Plan General Project Support & Implementation - 1. Assist the campus with the identification of organizational challenges to project implementation, initiatives and/or policy changes, and help the ICES Team strategize solutions 2. Rank all identified CRM projects in terms of their life-cycle costs, prioritize projects, and develop a plan for phased implementation of the most attainable bundles of projects to meet UCSC s climate and energy goals. a. As part of the phased plan, align the energy project completion with the Higher Education Partnership financing timeline and with other capital projects to achieve efficiencies, and with making replacement decisions by accounting for the needs of an entire building and age-related timing, rather than just energy paybacks b. In cooperation with campus units, explore and advise on innovative project delivery mechanisms to efficiently and expediently accomplish bundled CRM projects c. Recommend innovative, entrepreneurial funding mechanisms and subsidies, such as rebates and incentives d. Recommend strategies for the creation of a revolving pool of funds or other financing mechanisms to support capital projects 3. Where significant gaps and inconsistencies in the utility meter raw data and energy database are discovered, evaluate opportunities and recommend solutions for addressing these issues 4. Explore opportunities for investment in regional project development where a partnership would be mutually beneficial for community stakeholders and the campus 5. In support of the campus carbon neutrality goals and anticipated net zero building design requirements, provide input to staff on the development of a turnkey methodology and tool calculating life cycle costs for all future development 6. Coordinate with pertinent staff and co-present final ICES to campus leadership Faculty/Student Involvement - UCSC intends to utilize faculty expertise and integrate student involvement in this process as part of a broader commitment to supporting a sustainable Living Lab on campus and expects the Consultant to actively embrace this objective. Below are some identified pathways for achieving this objective. Other ideas are welcomed. 13

14 To reach carbon neutrality, UC will need to implement aggressive energy efficiency measures in its buildings. Identifying these measures will require a campus-wide energy audit of hundreds of buildings. To keep the audit costs low and to help build an energy efficiency workforce, campus staff will conduct training for interested students, staff and faculty and then enlist trainee assistance in conducting onsite audits. To support this work, the Consultant will: 1. Provide energy auditor training tools and resources to staff and guidance on the structure of the workshop to support the auditing needs of the Consultant team 2. Co-plan and Co-deliver the workshop a. The course will teach participants how to identify and evaluate energy efficiency measures, and will include training on assessment tools that facilitate faster and more accurate audits and information on emerging technologies for achieving aggressive energy goals Throughout the ICES process, campus would like to support student experiential learning opportunities for those already involved in a climate and/or energy-related field of study, course work or on-campus organization. In collaboration with staff, the Consultant will: 1. Identify engagement strategies to provide opportunities for students to support the work of ICES a. Potential strategies could include; allowing students to shadow energy audits, assigning them tasks and research requirements to support ICES work and projects, and- for students that participate in the energy auditing workshop- assigning them audit support tasks Overall Expectations UCSC desires to partner with a Consultant team who can identify practical carbon reduction measures, as well as innovations and other opportunities that go beyond the status quo. The Consultant is expected to: 1. Develop an exceptional, attainable action plan with the potential to serve as a model for universities and colleges, and to collaborate with the campus in developing a model experiential learning component for students; 2. Understand and incorporate the climate and energy work that has already been completed by adding value to and complementing existing efforts, recommendations, and data that already exist, without redundancy; 3. Proactively minimize project costs to maximize resource allocation; 4. Identify innovative policies, projects and initiatives that will assist the University in achieving its climate goals; 5. Provide the level of due diligence, feasibility planning and pre-design required to ensure the recommended projects that result from ICES are attainable given the administrative, regulatory and financial requirements of the UC system and the campus context; 14

15 6. Prioritize the selection and/or recommendation of non-proprietary products (software and hardware) that are compatible with, complement and/or fully integrate with existing campus systems; products and programs (e.g. Xcelsius for scenario analysis, Tridium AX for BMS) 7. Support the full depth and breadth of the University s sustainability, climate and energy goals, objectives, and aspirations, in particular, UCSC s unique situation related to pending Cap & Trade regulation and how the timeline for decision-making and various ICES strategies will impact the planning and modeling efforts; 8. Identify strategies for streamlining data collection, data reporting & other pertinent processes; 9. Integrate faculty and students into processes, as appropriate to support experiential learning; 10. To encourage broad support and engagement in climate action, support the campus integration of an entity or mechanism with ICES that provides an opportunity to implement crowdsourcing, and then crowd-funding and/or crowd-investing, for a portion of the installed photovoltaics 11. Communicate complex data clearly by marrying data with simple visual representation that combines quantitative information with technology and graphic design; 12. Provide leadership and learning opportunities; and 13. Support the sharing of all data, resources and tools generated from this process with other UC campuses. Qualifications The University desires to hire a team that can strategically plan at a high level, provide detailed technical expertise and services, and whose retention is in the long-term best interest of the University. To be considered for this project, the Consultant must demonstrate knowledge, capabilities, and successful experience in the following: 1. Superior ability to plan and manage complicated integrated planning process with multiple stakeholders in an institutional setting, and deliver high-quality performance and product in the specified timeline and within the specified budget; 2. Extensive experience in the successful development of all aspects of the energy project lifecycle in large commercial or public environments; including long-range planning, site assessment/development, financial analysis, approvals, project/construction management and ongoing system(s) operation and maintenance; a. Deep energy efficiency auditing and project implementation, especially with regard to large research universities, wet labs and data centers b. Renewable energy assessment, feasibility, due diligence, interconnection agreements, financing, and development 3. Strategic climate action planning, including in the context of California s Cap & Trade regulation and market; 4. Working in an academic setting to support student learning and faculty research as appropriate; 5. Experience in developing integrated project delivery methods for energy efficiency projects, such as design-build 6. Supporting the campuses investigations of project financing, as well as credits and incentives available through Federal, State, and Utility Company programs; and 7. Ability to provide timely, effective communication and support to the University through multiple means. 15

16 Criteria for Evaluation Note: Not all items below will be weighted the same by the Screening and Selection Committees. 1. Responsiveness to Project Requirements a. Applicant s demonstrated success in completing similar planning studies consistent with program, schedule and technical requirements b. Responsiveness to project requirements and clients on previous projects, and the quality of the relationships maintained throughout these projects c. Attentiveness to and compliance with RFQ instructions, interview requirements, and other aspects of the selection process will be taken as an indication of responsiveness 2. Client Responsiveness a. Applicant s demonstrated success in establishing effective working relationships with client capital projects, administrative and technical staff, user representatives, client consultants, construction managers and contractors b. Ability to work collaboratively, as well as provide leadership to multiple constituents and stakeholders 3. Technical Qualifications and Information Management a. Alignment of Consultant s services with UCSC requirements in this RFQ b. Alignment of Consultant s experience with preliminary scope of work requirements in this RFQ i. Experience in the successful planning and implementation of all aspects of the energy project lifecycle in large commercial or public environments 4. Proposed Team a. Consultant s responsiveness to assembling a team that addresses the diverse range of expertise and skills required to support ICES b. Qualifications and skillsets of the team members c. Ability of the team to provide the appropriate level of resources for anticipated scope 5. Proposed Development and Delivery Method a. Quality of Consultant s proposed delivery method b. Proposed delivery method s ability to address preliminary scope of work 6. Consultant s demonstrated success in providing comprehensive project management services and project team coordination 7. Quality of References and quality of reference referrals 8. Transparency a. Consultant s responsiveness to addressing UCSC s resource constraints b. Consultant s demonstrated willingness to work closely with UCSC to provide a high quality, affordable service and product 9. History & Performance a. Consultant s demonstrated commitment to client satisfaction 16

17 10. Proximity to Project a. Proximity of the consultant s office to UCSC, or demonstrated ability to provide high quality services from a non-local office 11. Equal Opportunity Employment a. Consultant s demonstration of a company Equal Opportunity Employment policy and compliance with applicable federal law pertaining to Equal Opportunity Employment b. The University follows a policy of equal opportunity in University business contracting Consultant Response Requirements For the Screening and Selection Committees to evaluate your proposed team thoroughly, we ask that all RFQ Responses follow this format: 1. All submittal materials should be in 8 1/2 x 11 format, preferably in portrait orientation, printed double-sided and bound in a ring binder or spiral- or comb-bound booklet. 2. Responses should be no more than 50 double-sided pages, in total length (not including cover page, tab pages, and dividers) 3. The font size of the text included in a response must be 11 points. 4. Tabbed dividers should separate and identify the numbered response items described below. 5. Submittals should be limited to the sections and items described below. 6. Although they are not encouraged, any additional materials submitted at the discretion of the submitting consultant, such as standard brochures, team resumes, etc. must be submitted separately from the main submittal, double-sided if possible and marked clearly. 7. Failure to comply with this requirement may result in disqualification of the entire submittal. 8. Please submit 8 copies of your complete RFQ Response. 9. To be considered, your packet must be submitted to the following address by 4PM August 08, Submit packets to: Attention: Integrated Climate & Energy Strategy Physical Planning and Construction University of California, Santa Cruz 1156 High Street, Barn G Santa Cruz, California All material submitted becomes the property of UCSC and will not be returned. Each response should be concise, well organized, tailored to this RFQ and demonstrate the Consultants understanding of UCSC s goals and objectives for ICES. Consultants will be evaluated based on the information submitted in accordance with the Criteria established by UCSC, together with other information that may be available to UCSC. Responses must 17

18 include all of the information specified below and set forth such information in the same order outlined below. Specify or provide all of the following information in tabs broken down by the following sections: 1. Introduction a. Letter of Interest: (no tab) i. Provide a letter expressing your interest in and general qualifications for the Project bound into the proposal, including a summary statement on why your consultant or team is the best choice for UCSC b. Consultant Information: (tab 1) i. Legal name and home address of Consultant, including any joint respondents or project partners ii. Consultant Established (year) iii. Primary contact, telephone, iv. Type of organization (sole proprietorship, LLC, Partnership, Corporation, etc.) v. Average staff employed in home office by type (engineer, technician, etc.) 2. Relevant Experience a. Provide a brief overview of your team s capabilities and experience in the following areas, where applicable. Where not applicable, please indicate N/A. (tab 2): i. Climate & energy master planning for large public sector and institutional clients ii. Cap & Trade regulation and associated strategic emissions planning iii. Demand side management and demand response development, design and implementation, including at a minimum; 1. Facility Condition Assessments 2. Level I-III ASHRAE audits 3. Deep energy efficiency auditing and project implementation, especially with regard to large research universities, wet labs and data centers 4. Knowledge and understanding of applicable California Building Codes, including the 2013 Title 24 code iv. Supply side management, including at a minimum; 1. Renewable energy assessment, feasibility, due diligence, interconnection agreements, financing, and development 2. Knowledge of cost-effective tools and technologies to assess onsite renewable capacity 3. Large-scale solar PV and solar thermal development 4. Power Purchase Agreements v. Techno-economic scenario development and analysis vi. Identifying and securing project financing, including credits and incentives available through Federal, State, local and Utility Company programs vii. University of California regulations and policies around public contracting viii. Program/Project Management 18

19 ix. Conventional and innovative and/or integrated project delivery methods b. Please list five previous projects that involved a similar level of planning and complexity, with at least two in a campus setting, adhering to the following guidelines (tab 3): i. All listed projects should have been completed within the past five years ii. Identify clearly the consultants and/or personnel responsible in each case, and their relationships to the team for this project iii. Include project descriptions, samples and/or illustrations, where applicable iv. Label clearly the location and dates of the work presented c. For each Consultant Firm, please list the following, as applicable: i. Number of years Consultant has been engaged in energy efficiency projects ii. Number of years Consultant has been engaged in renewable energy projects iii. Number of years Consultant has been engaged in climate action planning iv. Total kwh & therm savings designed 7 in past five years v. Total kwh & therm savings implemented 8 in past five years vi. Total renewable energy in kwh and therms designed in past five years vii. Total renewable energy in kwh and/or therms implemented in past five years 3. Proposed Consultant Team 9 : a. Provide all of the following information (tab 4): i. Names of team members who would be dedicated to ICES, in an organizational chart ii. Roles and responsibilities of team members iii. Education, training and/or certifications completed for each team member iv. Brief description of team s ability to implement a successful energy program (history, performance of similar scope of services, etc.) v. Brief history (one to two paragraphs or a list of bullet points) of past projects undertaken and completed by the team as a group or individually while employed by the Consultant vi. Provide brief descriptions (one paragraph or a short list of bullet points) of relevant qualifications and background for key members of the Consultant s proposed team, including key personnel of any subcontractors that Consultant proposes to use, or provide resume. 7 Designed includes the identification of EEMs through an ASHRAE Level 1-3 and/or Deep Energy Efficiency Audit/Retrofit (or equivalent) audit process and/or the identification of CRMs by providing a feasibility analysis of potential renewables that includes detailed calculations and schematic design 8 Implemented includes projects where the consultant/s provided construction drawings, direct project construction oversight and/or construction services. 9 Note that submittal of key personnel shall indicate the commitment and direct participation of each individual in the proposed capacity for the duration of the anticipated engagement. Failure to provide assurances to this effect throughout the selection process will be grounds for disqualification of the Consultant from consideration. 19

20 b. Concise presentation of this material is strongly encouraged 4. Consultant s Proposed Delivery Process: (tab 5) a. Describe the project development process the Consultant would recommend for the University i. Focus on articulating the work that would be performed at the inception of the partnership and prior to moving to on-site visits and auditing ii. This section may not exceed 2 pages in length (using both sides of paper) 5. Consultant s Industry Relationships: Please describe your industry relationships, including the following: (tab 6) a. State if your company or any member of your proposed team has any direct relationship, interest or affiliation with any energy technology and/or fuel, product and/or system that would be considered material or essential in any project anticipated by this RFQ? If yes, please describe 6. Project References: (tab 7) a. Please list four Client/Owner" and two Contractor" references for each proposing Consultant with whom the Consultant has worked with in the past five years i. The references will be most useful if the Consultants identify individuals involved in projects listed in Section 2.c. and/or are similar to the project ii. Please include references from individuals familiar with the principal-in-charge and/or the project manager proposed for this project 7. Consultant s History and Performance: (tab 8) a. Describe Consultant s process for evaluating client satisfaction b. Complete Attachment D- Supplemental Information on Claims c. Provide your level/amount of insurance for professional liability d. Please provide your company s total bonding capacity (as of the date of this submittal) and financial rating 8. Provide signed, completed copy (by each submitting Firm s Principal) of Attachment E, Declaration 20

21 Evaluation, Award and Agreement - Selection Process The University will select the consultant/consultants best able to serve this Project based on qualifications presented throughout this process. In accordance with established University procedures a screening committee will review all submittals in response to the RFQ and determine a list of consultants to refer to a selection committee, which will include user representatives and professional staff who will establish a "short list" of teams to interview. The anticipated selection process schedule is as follows: 1. Notification: Notification of consultants selected for interview Thursday, Aug. 14, Onsite Walkthrough: UCSC may elect to schedule an onsite walkthrough with the consultants selected for interview. If so, this would occur on August 26, 1PM-4PM. 3. Interviews: Sept. 1, 8AM-1PM and/or Sept. 2, 1PM-4PM: We anticipate holding interviews on one or both of these days. Please reserve these dates on your calendars in the event you are short listed for an interview. 4. The evaluation team will submit a guideline for Finalist Presentations when the Finalists are notified. Proposers should be prepared to deliver: a. Overview presentation b. Demonstration of service capabilities c. Schedule showing dates listed in RFQ d. Description of primary facilities, value-added services or innovative technologies likely to be used to service any resulting Agreement e. Consultant s commitment to developing and implementing new strategies and approaches to reach carbon neutrality (preferably presented by the Chief Executive Officer or designated consultant leader) f. Personal introduction to the key members of the prospective account management team and energy consultants that will be assigned to complete this work. Evaluation of Qualifications 1. The UCSC Evaluation Committee will determine which, if any, statements of qualifications are in the University s overall best interest to accept. 2. During the evaluation process, the University may request additional information, clarifications, explanations and answers from any respondent. 3. The University may request any or all respondents to participate in interviews in regard to their qualifications. 4. Providing or submitting incorrect or incomplete reference information may lead to Proposer's elimination from consideration for the Agreement. 5. The decision to eliminate Proposer from consideration for the Agreement for poor reference checks, or for incorrect and/or incomplete reference information shall be at the sole discretion of the University of California and shall not be subject to appeal. 21

22 6. The University reserves the right to conduct negotiations with any number of respondents, as determined by the University, for entering into contract agreements. Requirements The proposed Consultant is expected to understand and agree to the following requirements: 1. The University will investigate the qualifications of all Firms under consideration and to confirm any part of the information furnished, or to require other evidence of managerial, financial or technical capabilities that are considered necessary for the successful performance of the anticipated consulting services. 2. The University reserves the right to reject sub-consultants, propose substitute sub-consultants, and/or reject all responses to this RFQ. 3. The proposed Consultant is expected to plan, evaluate and provide preliminary design for University of California projects to conform to applicable federal and state building codes and standards, and applicable regulations. 4. The proposed Consultant will conduct this work under a Professional Services Agreement (PSA) (see Attachment F for a sample standard PSA). The University reserves the right to revise the attached sample agreements at any time prior to signature. 5. The University may elect to enter into the related agreement(s) under the provisions established by California Public Code Section where possible. 6. Review the University of California Prospectus for a Sustainable Future, UC Policy on Sustainable Practices, Campus Sustainability Plan, 2005 Long-Range Development Plan, 2008 Strategic Energy Plan, 2011 PG&E Large Integrated Audits, 2008 Electrical Master Plan, 2011 Climate Action Plan. 22

23 Appendix 1 ICES Background Climate Action Goals The University of California Santa Cruz (UCSC) has two primary climate goals: 1. Reduce scope 1 onsite stationary emissions (as defined by the CA Air Resources Board) to 15% below the CA Cap & Trade threshold (25,000 MT CO2e) by December 31, 2020 and, 2. Achieve carbon neutrality of scope 1 & 2 greenhouse gas emissions (as defined by The Climate Registry) by December 31, In 2011, the UC system adopted the Sustainable Practices Policy with a climate protection goal of achieving 2000-level emissions by 2014 and 1990-level Kyoto greenhouse gas emissions by 2020 for scopes 1-3 emissions. UCOP Policy also states that campuses shall strive to achieve carbon neutrality for scope 3 emissions by 2050 or sooner. In 2011, UCOP issued the Climate Prospectus for a Sustainable Future, which outlined the University Systems overarching climate goals and objectives. In January 2014, University of California President Janet Napolitano issued a directive for all UC campuses to reach carbon neutrality by 2025 for scopes 1 & 2 emissions. Additionally, the campus is facing pending Cap & Trade regulation. UCSC s emissions are currently around 22,000 MT CO2e. Emissions are projected to increase to between 28,000 and 30,000 MT CO2e by the end of Figure 1 summarizes UCSC s climate action goals and emission scopes. Cap & Trade UCOP Policy President's Directive Strategy to address emissions threshold (25,000 MT CO2e) Reduce emissions to 2000 levels by 2014 and 1990 levels by 2020 Achieve carbon neutrality by 2025 Scope 1 (Stationary) Scope 1 (Stationary & Mobile) & Scope 2 23

24 Figure 1 There is broad consensus that natural gas Due to these directives and pending regulation, UCSC needs to take a more longterm, strategic approach to energy management and carbon mitigation. In order to procurement prices will rise significantly over the next make better decisions around energy & climate we need better information. We decade the question is need to better understand: not whether they will rise, What is the potential for reducing our onsite therms (i.e. scope 1 emissions) and but how quickly and by what are the costs of implementing those projects v. the costs of purchasing biogas or how much. compliance instruments? UC Office of the President What is the potential for reducing our onsite KWh and what are the costs of implementing those projects v. the costs of purchased electricity and/or generating electricity from the co-gen? What is the potential for small and large-scale onsite renewable energy to reduce our overall dependency on the grid and purchased fuel and what is the cost of that onsite generation v. the costs of purchased electricity and/or generating electricity from the co-gen? What are the Scope 1 and Scope 2 emissions implications for business-as-usual operations v. potential mitigation measures in relation to our campus regulatory requirements and goals? What combination of various solutions best prepares UCSC for the volatile energy market moving forward and helps us to avoid the greatest costs over the long-term? Climate Action Planning UCSC staff will update the Climate Action Plan (CAP). This process will be conducted congruently with the ICES planning process and will use the information obtained in ICES in the revision of the CAP. The intention is for ICES to provide the technical aspects of the CAP and identify the amount of emissions needed to be reduced through various strategies, including behavior change. Then staff will begin the update in late Fall of 2014, with faculty and student stakeholders driving the engagement process and focusing on behavior change, education and outreach projects and programs to complement the technical projects that result from the ICES study. Campus Background The University of California, Santa Cruz, has earned national distinction as a university with high-impact research and an uncommon commitment to teaching and public service. A campus with world-class facilities and one of the most visually spectacular settings in higher education, UC Santa Cruz provides unparalleled opportunities for students to learn through hands-on experience. A commitment to environmental stewardship and community engagement are also central to UCSC's core values. Undergraduates pursue course work in 65 majors in the arts, engineering, humanities, physical and biological sciences, 24

25 and social sciences. Graduate students work toward master's degrees, doctoral degrees, and graduate certificates in 39 academic fields. UCSC people, including about 88,000 alumni, are leaders in virtually every field; and the campus is highly regarded for the positive impact it has on society. UCSC s fall/winter/spring enrollment in was 16,770 students. This includes 15,335 undergraduates and 1,435 graduate students. The average ratio of student FTE to budgeted faculty FTE was 19.4 to 1 in UCSC offers instruction in the traditional fall-winter-spring quarters, as well as during the summer and in off-campus venues such as Education Abroad and UCDC at the University of California Washington DC Center. Currently, about 90 percent of the students are undergraduates enrolled in one or more of UCSC s 57 majors. The main campus consists of approximately 2,000 acres of land overlooking Monterey Bay. Its 559 buildings (including residential and leased facilities) provide approximately 5.9 million gross square feet of space. UCSC leases over 163,000 square feet of space at 8 different locations in Santa Cruz, and 1 location in Silicon Valley. The campus has research facilities located on Monterey Bay (the 73-acre Marine Science Campus about 2 miles from the main campus and the 483-acre Monterey Bay Education Science and Technology Center near Monterey, California), at Lick Observatory on a 3,600-acre site atop Mount Hamilton in San Jose, California, and at NASA Ames in Silicon Valley. UCSC oversees nearly 5,000 acres of natural reserves, and provides instruction in Silicon Valley via UC Santa Cruz Extension. UCSC also manages a University Affiliated Research Center (UARC) under a 10-year $330 million contract with NASA Ames Research Center in Mountain View, California. UCSC enjoys a Mediterranean climate typical of most central California coastal areas, with warm, dry summers and cool, wet winters. Normal precipitation levels on campus vary considerably with elevation, though the region has experienced periods of very dry weather. Average lower campus receives an estimated 30 inches of rainfall annually, while the upper campus may receive as much as 40 to 45 inches. Campus elevation ranges from 300 feet above sea level at the southern portion to 1,120 feet above sea level at the northern limits of the campus. Winds are generally northwesterly and seldom reach severe intensities; in addition, much of the campus is sheltered from prevailing winds by hills and a dense forest canopy. For campus maps, please refer to: The campus is the largest single employer in Santa Cruz County. Over 11,300 W-2 statements were issued to faculty, staff, and student employees in In , UCSC generated $1.3 billion in economic activity within the Monterey Bay Area. This supported over 15,750 jobs for area residents. In addition, UCSC faculty, staff and students contribute approximately one million hours of community service, which represents an economic value of more than $12 million to the local economy. 280 non-profit organizations in Santa Cruz County rely on the Student Volunteer Center for student help, and 44% of all UCSC students participated in community service or volunteer activities in

26 Long Range Development: Within the University of California system, a Long-Range Development Plan (LRDP) is a broad framework that expresses Regent policy governing the future physical planning and development of a UC campus. The 2005 UCSC LRDP defines a building program and land use map, which are intended to serve as a comprehensive planning framework for the capital construction, infrastructure, and land use programs that will enable the University of California at Santa Cruz to achieve its primary academic goal. Many capacity studies were done as part of the 2005 LRDP planning and can be found in the many committee meetings for that effort. The link to the 2005 LRDP meetings is here: Energy & Greenhouse Gas Working Group (EGWG) Chancellors' Executive Committee on Sustainability & Stewardship (ECS) Committee on Sustainability & Stewardship (CSS) Buildings & Facilities Working Group (BWG) The 2005 LRDP and 2005 LRDP Environmental Impact Report can be found at the following web site: Cap & Trade Task Force (CTF) In addition, UC Santa Cruz developed a Physical Design Framework that articulates values that guide development on campus. The Physical Design Framework can be found at this web site: Sustainability Background This solicitation is being done in association with the University s Sustainability Office. One of the main goals of the Sustainability Office is to lead campus efforts in planning for and reducing greenhouse gases. The Sustainability Office works with faculty, students, staff, and administrators to update the Climate Action Plan approximately every three years and implement projects that result in Greenhouse Gas emissions reductions. (The current CAP is outdated but can serve as a historical reference.) Figure 2 The Sustainability Office oversees the coordination and implementation of the Campus Sustainability Plan (CSP), a broad transformational initiative to increase sustainability campus-wide and move UCSC toward its vision. The current CSP was completed in April 2013 and is updated every three years. It provides a framework for advancing sustainability in nine interconnected topic areas, establishing goals, objectives, and metrics to guide and track progress. At the core of UCSC s CSP are nine ongoing working groups, each addressing a critical topic related to campus sustainability. The Committee on Sustainability and Stewardship (CSS) assists with campus-wide coordination of sustainability efforts, as well as achieving campus sustainability goals, commitments, and regulatory requirements. As a sub-committee to the Chancellor s Executive Committee on Sustainability and Climate Change (ECS), CSS offers topic area expertise to ECS as it considers revisions to campus policies, procedures, and organizational structures to advance sustainability. It 26

27 supports the Sustainability Office in coordination and documentation of this information and also with updates and implementation of the Campus Sustainability Plan (CSP), the Climate Action Plan (CAP), and the Annual Sustainability Progress Report. More information on the topic areas is available at The Sustainability Office also strives to build bridges between operations, teaching and research to establish UCSC as a living, learning laboratory in which students can learn and apply sustainability principles and techniques. Internal Team Project Management Support: The Climate Action Manager, in the Sustainability Office of the Business Administrative Services, will be the internal PM for ICES and the main point of contact for the Consultant for all components of the work. The Project Manager will: 1. Coordinate all planning, budgeting & scoping with ICES consultants 2. Sign off on all work orders and invoices 3. Be copied on all communications between consultants & any stakeholders 4. Plan & facilitate all internal meetings, task identification and completion 5. Support the Internal and External ICES Teams in completing tasks 6. Participate in weekly meetings with the Consultant 7. Coordinate and identify stakeholders and key Campus staff The Energy Analyst, in the Utility Management Department of the Physical Plant Division of Business Administrative Services, will be the main contact for all energy efficiency-related projects. (However, the Climate Action Manager will be copied on all communications with the Energy Analyst and attend most of the meetings and on-site visits with the Consultant regarding Energy Efficiency tasks.) The Energy Analyst will: 1. Coordinate and facilitate building access for audits, equipment inspections 2. Coordinate data collection and address all data requests from consultants regarding buildings 3. Provide background information on campus buildings & operational procedures & processes 4. Provide background information on UCSC Energy Services Department structure, building management system, roles/responsibilities for all ICES stakeholders from Physical Plant, current departmental goals, objectives and strategies (e.g. current & proposed projects) 5. Provide regular updates to ICES Team on issues that affect ICES, such as: direct services and wholesale procurement issues, UCOP Energy Services developments, SEP program updates, DGS updates, Elements Market updates, Cap & Trade, etc. 6. Provide background information and project information, metrics, plans and reports for the Strategic Energy Partnership 27

28 These two positions will work in unison to co-manage and facilitate ICES and ensure appropriate communication is maintained throughout the process. Committee Support: The Energy and Greenhouse Gas Working Group (EGWG) is one of nine topic areas supported under the CSS. The EGWG, which comprises fourteen members involved in many aspects of construction and campus operations, will serve as the primary internal committee supporting and guiding the implementation of ICES. The Cap & Trade Task Force is a temporary committee comprised of a sub-set of EGWG members charged with making an official recommendation for a strategy to address Cap & Trade regulation by the opt-in deadline of September 1, The Cap & Trade Task Force will support ICES through Phase I of implementation. The Buildings and Facilities Working Group will also play a key support role, especially with regard to future emissions projections and long-range planning for carbon neutrality. Figure 2 outlines the current committee-level reporting structure for ICES, although this may change as the process evolves. The Master Utility Plan Update committee will serve a supporting role during the process by providing information on capital projects, timelines, financing strategies, ICES project integration, and input on development of a tool for assessing the life cycle cost analysis for future projects, etc. Staff Support: This solicitation is being supported by several work areas under Business Administrative Services, including: Physical Planning & Construction, Physical Plant, Sustainability Office, Environmental Health and Safety, Colleges, Housing & Educational Services (CHES), the Office of Planning & Budget and Office of Physical Recreation Education & Sports (OPERS). The Strategic Energy Partnership teams will provide data, information and insight on project feasibility. Below is a list of potential stakeholders and their role in ICES: Position Housing Facilities Director- CHES EHS Environmental Programs Manager HVAC/EMS Superintendent Project Manager- Central Heating Plant Director- CHES Lighting Supervisor Director of Real Estate Educational Facilities Planner Energy Analyst Cap & Trade Task Force Logistics Team Consultant Selection Committee Technical Team Advisory Role** 28

29 Asst. Dir. Planning & Budget CECMS Technician Supervisor - Lighting & Fire Alarm Shops Directors of Physical Plant Campus Architect/AVC Physical Planning & Construction Director of Procurement Services Director of Sustainability OPERS Facilities Director Central Heating Plant Superintendent Energy Services Manager Campus Electrical Engineer Climate Action Manager/ICES PM Director Capital Planning & Space Management Sustainability Coordinator- CHES Campus Mechanical Engineer Director- HSF California Cap & Trade UCSC will be subject to CA Cap & Trade Regulation starting 2015 in a business-as-usual scenario. CARB has approved the provision of transitional assistance to higher education institutions subject to Cap & Trade Regulation through the distribution of a certain amount of free allowances through The amount of free allowances is based on the campus baseline emissions, which is currently being negotiated. UCSC estimates that the campus will receive around 23,000 compliance instruments, which means that approximately 7,000 additional compliance instruments (through the 29

30 surrendering of offsets and allowances) would need to be surrendered to CARB each year. Since UCSC is not currently regulated but soon will be, CARB has allowed the campus to opt-in for the 2014 compliance period to take advantage of the free allowances program with the opportunity to opt back out of the program by September 1, 2014 with no regulatory obligations. The campus could decide to purchase biogas to stay below the regulatory threshold or opt in and purchase/trade compliance instruments. UCSC needs to make long-term decisions on how to best address Cap & Trade and evaluate each opportunity: purchasing compliance instruments, purchasing biogas, implementing onsite therm-savings projects and how each one will impact our emissions and utility/regulatory costs. Energy Efficiency The campus has an Energy & Utility Services Department that is focused on integrating energy efficiency into all aspects of campus operations, from planning to commissioning to deferred maintenance to preventive maintenance. The primary mechanism supporting energy efficiency projects on campus has been the UC Energy Efficiency Partnership with PG&E. The Partnership was created to encourage energy efficiency investments and foster best practices in California s Higher Education Systems. The program provides incentives for: 1. Monitoring Based Commissioning (MBCx) 2. Energy Efficiency Retrofits (Lighting and Controls, HVAC, Building Management Controls) 3. New Construction (Savings by Design) 4. Training and Education To better understand the parameters for projects, review the Energy Efficiency Partnership Program Information Package for The 2015 Program is anticipated to remain consistent with the Program, although new projects will only qualify for incentive based on the savings beyond the 2013 Title 24 baseline. Therefore, two parallel paths for tracking savings need to be established, as the Partnership program will no longer capture the total savings achieved through the program. To support UCSC s participation in the Higher Education Partnership, a Strategic Energy Plan (SEP) was generated by Newcomb, Anderson, McCormick in This SEP has been utilized as a roadmap for identifying, qualifying and implementing energy efficiency projects consistent with the University of California s Policy on Sustainable Practices. The SEP has been the primary tool used in obtaining continued funding through the University of California/California State University/Investor-owned Utility Energy Partnership program for the cycle. During this cycle, UCSC spent $9.7M on 44 HVAC, lighting and commissioning energy efficiency projects and saved 8.2M kwh and 515K therms. Incentives from the utility for Energy Efficiency Retrofits were $.24/kWh for electricity and $1.00/therm for natural gas. The Partnership offers incentives for implementing MBCx projects at buildings or central plants. Incentives for the MBCx program are one-time payments of $0.24/annual kwh and $1.00/annual therm saved, capped at 80% of verified project costs. A list of completed energy efficiency projects and a list of potential energy efficiency projects that have been identified through the campus Higher Education Energy Partnership for the 2015 cycle will be uploaded here by July

31 Deep Energy Efficiency Investigation: The University of California Office of the President commissioned a high-level study in April, 2014 to define and assess deep energy retrofit and cogeneration efficiency projects for each campus. Information gathered from this project will feed into the ICES energy efficiency work. The scope involves collecting data and information on existing projects provided by UCSC for the Higher Education Partnership, reviewing completed, in process, planned and identified projects for characteristics that indicate deep retrofits, evaluating cogen efficiency opportunities, defining deep energy retrofits, testing and refining the deep definition, site visits, and the deliverables include: 1. Candidate Deep Energy Efficiency Retrofit List 2. Analyze Deep Efficiency and Cogeneration Project Impacts 3. Using the results of the Site Visits and documentation review in Task 4.0, quantify the potential energy savings, project costs and associated economics to provide the order of magnitudes suitable for program level planning. Use extrapolation of past project results, engineering calculations, rules of thumb and engineering judgment to arrive at realistic and defensible project savings and economics. 4. Updated Project List with Project Economics 5. Prepare Final Report 6. Compile the results of all previous tasks into a final report, which will serve as an amendment to the University of California Strategic Energy Plan Systemwide Summary Report published in February Prepare and circulate a Draft Final Report to key UCOP and campus contacts for review and comment. Incorporate feedback as appropriate into the Final Report. 7. Draft and Final Report Renewable Energy The Sustainable Practices Policy sets forth specific requirements for each campus to reduce greenhouse gas (GHG) emissions and consumption of non-renewable energy, including procurement of 20% of energy from renewable sources by 2010, provision of 10 megawatts of local renewable power by 2014, the reduction of GHG emissions to 2000 levels by 2014 and 1990 levels by The UC system-wide Climate Change Working Group is currently drafting an update to this policy to reflect the President s Carbon Neutrality Directive and, to support this directive, include a directive for each campus to install 1MW of onsite renewables by Solar Photovoltaic: Several renewable energy assessments have been completed over the past decade. A solar PV assessment was undertaken by the campus Energy Manager in 2007 to determine suitability of buildings (both on and off campus) for efficient PV. Consideration was based upon multiple factors, such as building height and location, roof size, slope and direction, and hours of sun exposure. Approximately 23 sites were deemed suitable and grouped into tiers, with the top tier comprised of the West Field House, 2300 Delaware in the City of Santa Cruz (offsite), McHenry Library, East Remote Parking Lot and the Music Center. The McHenry Library was determined to be the most suitable for a demonstration project, due to its inclusion in the top tier of prospective PV locations on campus, its accessibility for 31

32 the educational aspects of a pilot PV system, and its new roof construction. UCSC Central Purchasing, with assistance from Physical Plant, conducted a Request for Proposal to select a vendor for the proposed PV installation and executed a PPA with Tioga Energy in This system was installed in October It was designed for 220 kw and is currently producing approximately 180 kw at peak. Additionally, significant solar capacity has been identified at the Monterey Bay Education, Science and Technology Center. The goals of the UC MBEST Center, as stated in the 1996 MBEST Development Plan are: 1. To promote economic growth and environmental stewardship through the integration of science, technology, education and policy; 2. To contribute to California s leadership in the emerging environmental and informational economies of the global marketplace; and 3. To maintain and enhance the unique natural and cultural resources of the Monterey Bay region through sustainable economic development. Of the 1,089 acres of this site, there are 233 acres of already impacted, developable open space in the proposed East Campus zone, just east of the Marina airport, northeast of the intersection of Blanco Road and Reservation. This is mostly designated as land for R&D, but part of the 437 acres of land that was transferred to UCSC for use as a technology incubator and never developed (another trac is currently managed by UCSC as a natural reserve). The land is positioned on a major distribution feeder. According to IDEASS Instructor Kevin Bell, thirty acres of PV at Fort Ord could make UCSC a 100% renewable electricity campus on average and could become a significant net renewable energy producer by 2020, zeroing out the net impact of on-campus natural gas and transportation energy use as well. In the process, UCSC could put MBEST on the map as what it was originally intended to be - a regional center for nextgeneration technology innovation. The U.S. Environmental Protection Agency (EPA), in accordance with the RE-Powering America s Land initiative, selected the Former Fort Ord Army Base (FOAB) site in Marina, California, for a feasibility study of renewable energy production. The National Renewable Energy Laboratory (NREL) provided technical assistance for this project. The purpose of this report is to assess the site for a possible photovoltaic (PV) system installation and estimate the cost, performance, and site impacts of different PV options. In addition, the report recommends financing options that could assist in the implementation of a PV system at the site. This study did not assess environmental conditions at the site. The Study identifies the MBEST property as an ideal site for PV, estimated a 10 to 11-year payback on a 4MW system. With the assistance of Physical Plant, Real Estate Office and Procurement Department, UCSC has established a template Power Purchase Agreement. This PPA must be used and cannot be significantly altered without the threat of an arduous re-approval process that could take years. The Consultant will carefully review this template and consider the parameters outlined within as it develops renewable energy projects. 32

33 Other opportunities: The campus is currently evaluating a PPA agreement with Bloom Energy for installation of a 200 kw fuel cell at the nearby Long Marine Campus. Both the 2008 Strategic Energy Plan (SEP) and the Campus Electrical Infrastructure Master Plan for included a high-level assessment of potential renewable technologies that could be deployed on campus. According to the SEP, there is 1.2 MW of potential rooftop photovoltaic available to be developed at the existing campus buildings. Existing sites that have been evaluated for solar thermal projects include OPERS Field House pool and some Residence halls. The Electrical Master Plan outlines potential fuel cell technologies that could be deployed on campus and includes a Fuel Cell Distribution Map. Project Financing UCSC is interested in exploring creative arrangements that provide capital & resources for project identification and implementation that expand beyond our existing capital infrastructure and funding mechanisms. The primary source of funding for past energy efficiency projects has been through the PG&E Strategic Energy Partnership. The main requirement for the portfolio of projects submitted is that the amount of annual debt service is limited to no more than 85% of the deemed energy savings identified through the Partnership process, based on campus utility rates. Ideally, for projects that result from this study, the cost for the repayment of planning, design, construction, financing, and operation will be afforded through revenues resulting from sales of electricity or thermal energy or from funding that otherwise would have been used for purchase of compliance instruments, electrical, thermal, or other energy required by UCSC in the absence of the energy conservation measure. Santa Cruz Community Climate Action In 2007 UCSC became a founding signatory to the MBRCAC, a Monterey Bay regional compact to collectively address GHG emissions. The charter statement of the MBRCAC is: to develop effective, collaborative solutions for the reduction of greenhouse gas emissions from our communities, municipal services, transportation infrastructure, business and energy providers necessitates active collaboration among groups and aggressive steps taken towards a low carbon future. The MBRCAC is important to UCSC. It helps to foster community relations, meet our sustainability and climate change commitments and participate in collaborative approaches to addressing regional and global challenges. Therefore, UCSC is interested in continuing to explore opportunities to partner on projects that reduce the overall community s greenhouse gas emissions. Below are some developing community projects relevant to ICES. A public/private partnership is currently raising funds for a technical study to assess the economic and environmental impact of creating a CCA for the Monterey Bay Region. Established by State law AB 117, Community Choice Aggregation (CCA) allows cities and counties to pool their residential, business and municipal electricity loads, and to purchase power 33

34 (and/or generate it) on their behalf. Energy transmission, distribution, repair and customer service functions remain with the incumbent utility. All of the local jurisdictions have been working for some time to find ways to increase the amount of organic material diverted from our landfills, in part due to local environmental policies as well as in response to state mandates, which grow increasingly strict. In recent months, representatives of the County, local cities and UC Santa Cruz have been meeting to discuss the potential for a joint organics diversion project, along with experts from HF&H Consultants, currently under contract to the County. Based on the discussions so far, there is a growing consensus that a joint organics diversion project could have benefits for all the local jurisdictions. Also, the City of Santa Cruz has an existing wastewater treatment plant that is currently processing limited food waste and includes an onsite biodigester. There is potential to scale this project although significant infrastructure upgrades are needed to acquire the mechanical mixers that would allow for increased organics processing. Appendix 2- Energy Background Campus Load and Cogeneration The overall campus energy load fluctuates between 4.8 and 8.5 MW. The contiguous campus uses approximately 55M kwh/year and 3M therms. Until December, 2013 the campus was operating a 2.4 megawatt (MW) combined heat and power (cogeneration) engine. This engine was taken offline in October The campus is currently constructing a new natural-gas-powered combustion turbine generator that will provide approximately 4.1 MW usable output, about 60% of the campus electricity needs, and will come online in October The cogeneration plant will provide uninterrupted backup power for campus emergency responders, laboratory life/safety systems, and sensitive instruction and research equipment. When not used for backup power, the electricity generated by the cogeneration system reduces campus utility expenses. The new plant is programmed to generate reliable, efficient and cost effective electricity when used with the University s day-ahead real-time price utility rate structure, while supplying hot water to the campus generated as a by-product of the waste heat from the combustion turbine. The new 4.4 MW cogeneration unit will generate more than double the heating output of the existing unit, with a capacity of 1,391 tons (16,693 kbtu/h) of heating, or 8,150,000 ton-hours of heating per year. The new plant will also provide a reliable and efficient means of heating hot water production- providing 91% of the demand- to serve the campus heating loads, allowing the Heating Plant 2 boilers to be shut down during the summer and provide peak capacity during the winter months. The new plant is programmed to generate reliable and cost effective electricity when used with the University s day-ahead real-time price utility rate structure, while supplying hot water to the campus generated as a by-product of the waste heat from the combustion turbine. The new system will be housed in a new 5,600 SF building to be constructed adjacent to the existing Central Heating Plant building. Electrical system upgrades are currently being implemented to accommodate the increased capacity of the new system. The new CPR cogeneration capacity will also allow the 34

35 University to achieve much needed generating redundancy to improve electrical service reliability to the campus. The byproduct heat of the cogeneration operation conserves energy by preheating water for three campus boilers. Additionally, a feasibility study was conducted to explore recovering waste heat further through the addition of absorption chillers at two nearby buildings. As a result, the campus is in pre-design to add the installation of one 100- ton absorption chiller in the Jack Baskin Engineering building, and one 150-ton absorption chiller in the Engineering II building. These units will cost-effectively take advantage of available waste heat from the cogeneration facility to generate cooling, reducing electricity use by existing electric chillers. There is further potential to use the unused new CGU heating output to provide space and process cooling using additional absorption chillers at the cogen condensers (Towers 1 & 3) during peak summer temperatures. Heating and Condensing Water Loop The Central Plant Heating System is comprised of a primary and secondary loop system. The primary loop is dedicated to recovering heat from the cogeneration plant (Cogen Loop). The secondary loop is common to both the primary loop and the three auxiliary boilers, and distributes heat to the central core buildings on campus. The system serves fifteen core buildings with heating hot water, industrial hot water (science buildings only), and domestic hot water (except Science IV). The heating water system is a closed system. The Central Cooling Water system provides condensing/cooling water for air conditioning units and chillers in eight core buildings. This is a critical system where the quality and quantity of the water must be maintained. The central cooling water system is comprised of a closed loop circulating to the eight buildings through two secondary pumps SCWP-1, SCWP-2 and three cooling towers CT-1, CT-3, and CT-4 (recently constructed by the Earth and Marine Science Building.) CT-2 is offline and needs to be replaced. The entire tower system is monitored and controlled via Tridium. Purchased Utilities The campus is a Direct Access customer of Nobel Energy Systems, who is a designated Energy Service Provider. The University of California is currently seeking Energy Service Provider status. The campus purchases its natural gas through DGS and is under a five-year evergreen contract. If UCSC were to procure any biogas while under contract, it would need to work through DGS. (DGS is currently working on a blanket Request for Quotes for biogas and is expected to issue this request in early July, 2014.) For 2013, the average cost/kwh for purchased electricity was.13 cents and the average cost/therm for natural gas was.75 cents. Purchased Utilities total approximately $11.5M/year, of this $7.3M is for state-funded buildings and $4.2M is for auxiliaries. The Utility Management (Energy Services) department generates the recharge invoices for auxiliary units on campus. The campus is designated as a net-importer customer for the IOU. Building Management System 35

36 The Campus Energy Management System (EMS) is composed of direct digital controls (DDC) at buildings throughout the campus that communicate with an existing head end computer local area network (LAN) located at the Fackler Co- Generation Plant. In addition to minimizing equipment energy use, the system is also used to report malfunctions of critical equipment via alarms to the Physical Plant Watch Stander at the Co-Generation Plant. The current Building Management System used throughout campus is Tridium Niagara AX. This system currently operates in more than 90% of the campus buildings. It can give historical trends for at least a year back up to 3 years, and contains data relating to most of the buildings Chiller systems, Boiler systems, Air Handlers, VAV's, Condensing Water systems, DI Water systems, Vacuum systems, Pressure systems and Outdoor Lighting systems, plus electric metering and sub-metering. This data varies from 15 minute to 5 minute increments and can be retrieved in various formats: CSV, PDF, XML, HTML, and Excel. The BMS can also display most data live in graphic format that can be viewed with any browser. UCSC also utilizes two additional BMS that can display the live data and historical data in other formats. These systems are Skyspark (data analytic software) and Periscope (dashboard display software). The campus also has a SCADA system that can provide electrical usage for most campus buildings for the past 5 years. Master Scheduling Currently the building scheduling is set based on the anticipated office hours, is maintained manually, and remains static most of the year. A registrar fields after-hours special events across campus. All events are electronically transferred to the plant operator who then sorts through them and manually enters exceptions into the BMS system. Campus closure occurs yearly for two weeks in December and was originally intended to be an energy conservation measure but now includes more exceptions than not, so it likely outweighs the benefit of the originally intended closure. There is a desire within Energy Management to integrate Master Scheduling with the BMS system to improve building efficiency and empower the building user. A pilot of four to five buildings has been identified and project planning is under way. Electronic Drawing Storage System There are two primary drawing storage systems on campus. FacilitiesLink is available for collecting, editing, and disseminating information about buildings and rooms for purposes of managing campus space. It was developed (by Roger Anderson at UC San Diego) with the intention of making vital planning information available to the campus community. Such information includes building, room, department, program and room use reports, campus maps, floor plans, blueprint scans, etc. The other system is a records database that includes all construction drawings for each building on campus. Staff are currently updating the ICES.ftp site to upload all relevant building drawings and supporting documents in anticipation of the Consultant needs to help expedite this process. 36

37 Metering System Natural gas and electricity both have master meters, or one point of connection, entering the campus. PG&E owns the meters at those connection points and all infrastructure downstream is owned and operated by UCSC. UCSC estimates its energy use for many buildings, which requires estimated recharge billing. There are inconsistencies in the data collected for meters, potentially due to: outdated, broken meters, meters not calibrated, not having meters ID d by building, and not having single-line diagrams updated when building renovations are completed. There is a project currently underway to disaggregate campus loads by building using EnergyCAP to support the system-wide implementation of a utility database to track energy costs and use, although- given the current resources to support this migration- the project is not estimated to be completed until early The majority of the existing meters are manually read. Approximately 100 hours/month are spent by FTE s reading meters. The following 1-2 weeks are spent uploading, formatting, error checking, re-reading, verifying and creating reports/ bills. The campus has 82 unique vendors that are billed at a total of approximately $330k/month in recharge. Manually read meters can only provide monthly usage. Campus is currently installing non-proprietary data pulse output meters on the electric meters that are tied directly to the BMS. This allows for trending down to 5-minute intervals, online access to the BMS to easily review data, and the ability to easily generate reports. Data pulse output devices have been installed on approximately 15% of campus electrical meters. Physical Plant s Energy Management Team is greatly impacted by the manual labor required to collect and analyze that data. Up to two weeks of each month can be dedicated to meter reading & reports. Benchmarking buildings and trending energy use is a staple of measurement and verification, without which energy efficiency projects cannot be accurately estimated and measured. The Strategic Energy Partnership s MBCx program requires whole-building energy use metering. This means that all energy sources (excluding small energy flows, such as gas service only for Bunsen burners or Domestic Hot Water (DHW)) entering and leaving a building or central plant (CP) must be metered. The program s primary requirement for meters is that actual interval energy use (hourly or smaller) be automatically transmitted to a front-end EMS or EIS where real-time energy use can be monitored and stored. UCSC has included meter upgrade costs in the overall costs of MBCx projects- Building Benchmarking As stated above, the UC Sustainable Practices Policy mandates that all new building projects, other than hospitals, shall be designed, constructed, and commissioned to outperform the California Building Code (CBC) energy-efficiency standards (aka, Title 24) by at least 20%. An energy performance metric based on a percentage beyond code has a 37

38 number of limitations, however, and UCOP is proposing a complementary method of designing for energy efficiency using benchmark-based, whole-building energy performance targets. Benchmark-based, whole building energy performance targets are becoming the best practice method for designing energy efficient and zero net energy buildings. There are several advantages to energy performance targets, including a static baseline (to allow for comparison of buildings over time), the ability to capture energy use and efficiency for all building energy loads (not just the loads regulated by code), and the ability to carry design targets through to operations. In addition, benchmarks available for UC campuses provide targets that address peak demand. For these reasons, the UC campuses are being encouraged to adopt whole-building energy performance targets in their building design process, to help maintain UC s leadership in energy efficiency. Preventive Maintenance Preventive Maintenance uses two main systems to plan and invoice planned maintenance projects. FAMIS (Facilities Asset Management Information System) is used most by Physical Plant (PP) and Physical Planning and Construction (PPC). The application is hosted by the UCSC Data Center. The vendor for this product is Accruent. The FAMIS product the data center hosts runs using oracle forms and reports technology. Oracle has plans to phase out support of these technologies so, in response to Oracle's plans, Accruent had decided to go to an all Saas (Service as Software) offering and is in the process of re-writing current functionality. The vendor is calling the different offerings FAMIS Classic (which is what UCSC runs currently) and FAMIS Cloud. UCSC runs four modules for FAMIS. They are maintenance management, capital projects, inventory and lock and key. Maintenance management includes the preventative maintenance functionality. The timing on when Plant will move to FAMIS Cloud depends entirely on when these modules are available along with the ability to integrate with our financial system called Banner and when the ability for ad-hoc reporting is available. The current plan is to have Colleges, Housing, and Educational Services (CHES) implement the FAMIS Cloud version first and then when all the modules that Physical Plant needs become available, they will migrate to the FAMIS Cloud. The CHES implementation is to be completed no later than June There is no date on when Physical Plant will migrate to the FAMIS Cloud as it depends on the vendor's timeline, which is always changing. The vendor, as is Physical Plant, is very eager to move to the FAMIS Cloud version. Plant's Ground's team is currently using the FAMIS Classic preventative maintenance functions. Other preventative maintenance functions are done in a homegrown and highly customized Filemaker Pro database owned and operated by the Preventive Maintenance Manager. Current resources do not exist to support the migration from Filemaker Pro to FAMISClassic preventative management functions, as there is considerable effort in making the transition, so the operating team has decided to wait to migrate to FAMIS when it is available in the Cloud version. This project may start sometime after the migration to the FAMIS Cloud, but no timeline or goals have been set. It would be possible to put 38

39 new PM's into the current Classic version depending on the timing of the need and if the group responsible has the resources to do this. There is a similar effort to barcode all equipment. There is a need to better coordinate efforts with housing s FixIt ticket system. All parties agree that leaner systems would help with the analysis of the data being retrieved. Work Management labor resources spend approximately 40% of time managing PM systems. The system is in need of organization so that the Department can conduct statistical analysis of data. The Work Management FAMIS migration committee is starting to build those statistical spreadsheets within the FAMIS financial system to look at metrics such as: cost/building on PM, cost/follow up repairs on that PM, cost of emergency repairs, etc. but campus-wide evaluation of these metrics have not yet been analyzed. 39

40 Attachment A- Draft Project Timeline 40