1. 1 | Energy Efficiency and Renewable Energyeere.energy.gov Energy Data Collection and Tracking for Internal Benchmarking and Energy Management: Best Practices from State and Local Governments and School Districts December 18, 2014 Mona Khalil Department of Energy EERE Weatherization and Intergovernmental Program

2. 2 DOE’s State & Local Technical Assistance Strategic Energy Planning Program & Policy Design and Implementation Financing Strategies Data Management and EM&V Technology Deployment Priority Areas General Education (e.g., fact sheets, 101s) Implementation Models (i.e., case studies) Research & Tools for Decision-Making Protocols (e.g., how-to guides, model documents) Resources Webinars Conferences & in-person trainings Better Buildings Project Teams Accelerators Peer Exchange & Trainings On a limited basis Level of effort will vary In-depth efforts will be focused on: High impact efforts Opportunities for replicability Filling gaps in the technical assistance marketplace Direct Technical Assistance

3. 3 Visit the Solution Center www.eere.energy.gov/wip/solutioncenter/ www.eere.energy.gov/wip/solutioncenter/ Sign up for TAP Alerts, the TAP mailing list, for updates on our latest and greatest TechnicalAssistanceProgram@ee.doe.gov TechnicalAssistanceProgram@ee.doe.gov How to Tap into These and Other TAP Offerings

4. 4 WIP – Who we are and what we do Mission: Accelerate deployment of energy efficiency and renewable energy technologies over a wide range of stakeholders in partnership with states and local governments. Strategic objective: “Deploy the clean energy technologies we have” through near-term activities that result in greater energy efficiency, expanded renewable energy capacity, and economic development. Pathways: Financial assistance: Formula and competitive awards > $200 M per year to weatherize low-income homes, and assist states to deploy EE and RE projects and programs Voluntary programs: Better Buildings Challenge (BBC) & Accelerators Technical assistance: Resources to assist the public sector with planning, financing, evaluating and deploying EE and RE programs and projects

5. 5

6. 6 Coming in 2015 Best Practices in Energy Data Collection and Tracking in the Public Sector A new step-by-step guide on data tracking for internal benchmarking and energy management purposes featuring effective and replicable solutions that states, locals and K-12 are using to enhance their energy data management practices Step-by-step framework with five key elements for establishing a robust and sustainable energy data management system Detailed best practice profiles and tactics featuring state, municipal and K-12 practitioners Checklists, tools, and templates

7. 7 Outline for Today’s Presentation Best Practices in Energy Data Collection and Tracking Study methodology Benefits of tracking energy use Five key elements for effective energy data tracking Examples of cities and a State Case Study: Portland Public Schools Key takeaways

8. 8 Best Practices Study Methodology Approach: Primary research through in-depth interviews with ~60 state and local governments, school districts and subject matter experts – 10 states (NY, CA, DE, MA, MD, MN, RI, WI, NC, IA) – 26 local governments (14 large cities, 7 medium, 5 small) – 3 school districts (one small, one medium, and one large) – 18 subject matter experts from public and not-for-profit organizations Best Practice Criteria: Solutions screened against specific criteria: – Effectiveness – Replicability – Sustainability – Impact Metrics: Specific metrics to compare and rank solutions – Entities provided data/results as evidence of level of efficacy – Principal metric: Energy and cost savings; – Secondary metrics: time savings; change in resource requirements (cost, time, human capital); etc.

9. 9 Interviewees report the ability to: Improve strategic energy management capabilities Build the case to leadership on the value of energy management and gain additional support Improve control and transparency of energy costs and budgets Improve operational efficiency Facilitate demand response and energy purchasing Why track energy data? “Measuring your energy usage and cost is the first step to properly managing energy” - City of Virginia Beach Mayor William Sessoms, Jr. “Measuring your energy usage and cost is the first step to properly managing energy” - City of Virginia Beach Mayor William Sessoms, Jr.

10. 10 How did they get there? Asset Inventory Data Access Tools and Analytics Engagement Communication Organizational Structure Best Practices in Energy Data Management Five Elements for Success Comprehensive Centralized Verified Up to Date Comprehensive Streamlined Automatic Prompt Flexible Secure Accessible QA/QC Integrated Centralized Dedicated Staff Streamlined Targeted Clear Transparent Mission-focused

11. 11 Comprehensive Asset Inventory Asset Inventory Locate Sources of Asset Data Create Standard Organizational Structure Maintain Inventory Integrity Reconcile Data and Fill Gaps Central Asset Inventory

12. 12 Streamlining Data Access Benefits Speed to data receipt: lower time gap between usage period and when data can be viewed Cost savings: use consumption, cost, demand charges, rate schedules, etc. to maximize savings Data quality: reduce errors introduced during data transfer, perform audits Operational efficiency: save staff time, reduce redundancy in operations, add value Benefits Speed to data receipt: lower time gap between usage period and when data can be viewed Cost savings: use consumption, cost, demand charges, rate schedules, etc. to maximize savings Data quality: reduce errors introduced during data transfer, perform audits Operational efficiency: save staff time, reduce redundancy in operations, add value What do we mean by “streamlined data access”? Electronic data transfer from utility to customer Efficient and timely access to comprehensive utility billing data Monthly or more frequent energy use intervals Minimal manual data entry Data for all commodities and all energy- and water-using assets What do we mean by “streamlined data access”? Electronic data transfer from utility to customer Efficient and timely access to comprehensive utility billing data Monthly or more frequent energy use intervals Minimal manual data entry Data for all commodities and all energy- and water-using assets Data Access Utility 3 Utility 2 Your Organization Your Organization Utility 1 Database

13. 13 Most common approach for entities with municipal utilities with no other data access options Feasible to develop custom solutions Most common approach for entities with municipal utilities with no other data access options Feasible to develop custom solutions Good option for entities with >100 accounts with EDI- capable utility Generally limited to electric and some natural gas IOUs Good option for entities with >100 accounts with EDI- capable utility Generally limited to electric and some natural gas IOUs Streamlines data transfer to Portfolio Manager facilitating benchmarking; additional sectors and functionalities added A growing number of utilities offer this solution Streamlines data transfer to Portfolio Manager facilitating benchmarking; additional sectors and functionalities added A growing number of utilities offer this solution Best option for medium to large entities with many vendors and data formats Least common but effective Best option for medium to large entities with many vendors and data formats Least common but effective Emerging best practice solution for sharing near real-time and comprehensive bill data A growing number of utilities are adopting Green Button Emerging best practice solution for sharing near real-time and comprehensive bill data A growing number of utilities are adopting Green Button Consolidated Billing Electronic Data Interchange (EDI) Portfolio Manager Data Exchange Web Services Portfolio Manager Data Exchange Web Services Green Button Connect My Data Third Party Services Third Party Services Solutions for Streamlining Data Access

14. 14 Contribution to Organizational Goals

15. 15 Data Tools and Analytics Tools and Analytics Structure Data management, organization Data entry and interoperability Flexibility Data back-up and security Analytics Data processing Data analysis Search and sort functions Data auditing Users Dashboards and reporting Stakeholder access to data Customer support and training

16. 16 Organizational Structure Organizational Structure Accounts Payable Energy or Sustainability Office Data Entry Utility Bill Data Decentralized Accounts Payable Data Entry Accounts Payable Data Entry Energy or Sustainability Office Utility Bill Data Accounts Payable Data Entry Accounts Payable Centralized Accounts Payable

17. 17 Organizational Structure Third Party Energy Database Energy Manager/ Engineer Energy Coordinator Accounts Payable Agencies/ Departments Department of General Services Utility Organizational Structure Example of a Partially-Centralized Organizational Structure

18. 18 Engagement and Communications Engagement Communication Energy Data Manager Leaders Agency/ Depart- ment Asset Managers Finance Staff/ Public Utilities Tailor Reports to Individual Audiences Create Transparency Drive participation through a uniform collection platform Establish Effective Working Groups Incentivize and Recognize Key Stakeholders Develop Partnerships

19. 19 City of Knoxville, TN: Consolidated Billing Goal: Track and manage the city’s progress in achieving a 20% reduction in energy intensity by 2020 Solution: The City of Knoxville worked with the municipal utility to develop a consolidated bill containing electric, natural gas, water, and sewer cost and consumption data for the city’s facilities and non-metered fire hydrant and outdoor lighting infrastructure Ability to Track Progress The city tracks energy consumption, cost and rate structure for more than 1,000 utility accounts Achieved a 13% reduction in GHG in 2014 relative to 2005 Energy Project Savings Verification Verification of savings from ESPCs and other retrofit projects Data demonstrates savings from EE upgrades to buildings and other city infrastructure Efficient Use of City Staff Time It takes 1 hour per month to import data into the tracking software Project Manager spends 8-10 hours per month on data management activities centered on data analysis, reporting, and entry updating.

20. 20 City of Virginia Beach: Integrated Tracking & Payment Goal: Improve efficiency of operations and control of energy budget Solution: The City of Virginia Beach has eliminated nearly 1,000 paper bills monthly, reducing staff time needed for data entry by 85%. VB metropolitan area is now ranked fourth among mid- sized cities for ENERGY STAR certified buildings. CVB received the Government Finance Officers Association’s Award for Innovation in Government for the utility bill management process Energy Management and Conservation Track energy usage perform energy savings verification on completed retrofits Energy reports to motivate occupants to take action City Planning, Budgeting and Operations Make wise energy purchasing decisions Eliminate billing errors and late payment Improve budgeting, accruals, accounting

21. 21 State of Maryland: Centralized Energy Database Goal: Track consumption across all facilities (124 vendors, >16,000 utility accounts, 120 accounts payable departments, 58 agencies) Solution: A centralized energy data collection and tracking process using a third party to assist in the compilation of a central energy database, development of streamlined utility data access solutions, and maintenance of a transparent web-based portal. Annual energy budget >$200MM, Cost of contract: $0.8-1MM FY2013 Block & Index Commodity Purchasing Savings (Millions $)

22. 22 Case Study: Portland Public Schools Leveraging a Third Party Service Provider to Streamline Data Entry Jeff Hamman, CEM Energy Specialist Buildings Operations and Energy Program Manager Portland Public Schools jhamman@pps.net

23. 23 Portland Public Schools: Portland, OR Largest School District North of San Francisco Over 9 Million Square Feet Managed – 104 Facilities Managed – 65 yearsAve Building Age – 800+ Utility Accounts – 47,000+ Students – 6,000+Staff – $10.4MFY 13-14 Utility Budget Portland Public Schools: Building Portfolio

24. 24 Portland Public Schools: Goals  Achieve a 20% reduction in energy intensity by 2020 as per the Better Buildings Challenge goal  Quicker access to data for analysis and reporting  Reallocate staff time to more productive matters  Simplify invoice payment and processing  Comply with a statewide mandate to report annual energy consumption

25. 25 Portland Public Schools: Barrier  Implementation cost  Cost effectiveness  Procurement, project management and implementation  Accounts payable process integration ProcessTimeline from Bill Date Invoiced Received1-2 weeks Payment Processed2-3 weeks Manual Data Entry4-12 weeks Usage and Cost Review 4-12 weeks Address Issues6-12 weeks Reporting 12-14 weeks Manual Data Entry

26. 26 Portland Public Schools: Barrier School District Personnel Average Monthly Hours Saved Equivalent Internal Personnel and Other Savings Energy Specialist 20$10,468 Resource Conservation Manager 8$4,395 Finance Clerk I 18$6,359 Annual Service Fee for Utility Database -$1,975 Total Savings 46$23,897

27. 27 Portland Public Schools: Solution Portland Public Schools (PPS) contracted with a third party energy and utility management company to develop a comprehensive solution for its utility data access, tracking, and processing needs. Continuous utility bill data entry Invoice processing and auditing Late fee avoidance Missing invoice/late arriving notification Correspondence and bill insert Invoice archiving Improved reporting capabilities including custom reports Budget tracking, analysis and modeling Annual review of utility rate schedules Automatic Energy Star upload Web-based platform, enabling access to data to a greater number of staff Training and technical assistance Utility Bill Management Energy Management Tool

28. 28 Portland Public Schools: Solution New Data Portal and Invoice Processing Work Flow

29. 29 Portland Public Schools: Outcomes Manual data entry of utility bills is virtually eliminated through the third party vendor contract Staff time reallocated to address usage anomalies and improve the energy performance of school facilities Decreased invoice processing times Automated usage and cost notifications Process flow efficiencies Access to data

30. 30 Portland Public Schools: Outcomes

31. 31 Portland Public Schools: Outcomes Current Issues

32. 32 Portland Public Schools: Outcomes

33. 33 Portland Public Schools: Outcomes

34. 34 Key Takeaways A robust data tracking strategy is a foundation for strategic energy management and pays additional dividends Development of a robust tracking system takes time Dialogue and collaboration with utilities is critical to develop and implement a streamlined data access solutions Medium to large entities use a combination of approaches to gain access to data A robust analysis tool is critical for “making good use of the data collected” An integrated and centralized structure can create a win-win situation for all stakeholders It’s important to implement available solutions, while remaining flexible to adopt new and more efficacious solutions as they become available

35. 35 Contacts Mona Khalil Policy and Technical Assistance Weatherization and Intergovernmental Program DOE EERE Mona.Khalil@ee.doe.gov Phone: 202-586-7983 Jeff Hamman, CEM Energy Specialist Buildings Operations and Energy Program Manager Portland Public Schools jhamman@pps.net WIP State & Local Solution Center