NREL is a national laboratory of the U.S. Department of Energy

Office of Energy Efficiency & Renewable Energy

Operated by the Alliance for Sustainable Energy, LLC

This report is available at no cost from the National Renewable Energy

Laboratory (NREL) at www.nrel.gov/publications.

Contract No. DE-AC36-08GO28308

Job Task Analysis

Energy Manager

November 2013 — December 2014

Cynthia D. Woodley

Professional Testing, Inc. 

Orlando, Florida

NREL Technical Monitor: Charles Kurnik

Subcontract Report

NREL/SR-7A40-62385

January 2015
NREL is a national laboratory of the U.S. Department of Energy

Office of Energy Efficiency & Renewable Energy

Operated by the Alliance for Sustainable Energy, LLC

This report is available at no cost from the National Renewable Energy

Laboratory (NREL) at www.nrel.gov/publications.

Contract No. DE-AC36-08GO28308

National Renewable Energy Laboratory

15013 Denver West Parkway

Golden, CO 80401

303-275-3000 • www.nrel.gov

Job Task Analysis

Energy Manager

November 2013 — December 2014

Cynthia D. Woodley

Professional Testing, Inc. 

Orlando, Florida

NREL Technical Monitor: Charles Kurnik

Prepared under Subcontract No. AXL-4-42107-01

Subcontract Report

NREL/SR-7A40-62385

January 2015
NOTICE

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express or implied, or assumes any legal liability or responsibility for the accuracy, completeness, or usefulness of 

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trademark, manufacturer, or otherwise does not necessarily constitute or imply its endorsement, recommendation, 

or favoring by the United States government or any agency thereof. The views and opinions of authors expressed 

herein do not necessarily state or reflect those of the United States government or any agency thereof.

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Cover Photos: (left to right) photo by Pat Corkery, NREL 16416, photo from SunEdison, NREL 17423, photo by Pat Corkery, NREL 

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iii

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Executive Summary

This report describes the process for and results of a comprehensive Job Task Analysis (JTA) of 

Energy Managers. This study was performed by Professional Testing, Inc., on behalf of the 

National Renewable Energy Laboratory. The competency (domains, tasks, and associated 

knowledge) list, which defines the work performed by practitioners, was initially developed by a 

representative panel of practitioners during a meeting held January 22–24, 2014, in Orlando,

Florida. After the job tasks and associated knowledge and skills were identified, a validation 

survey was conducted of the finding of the JTA, and the results of the validation study were 

reviewed by a representative panel of practitioners during a conference call held on June 2, 2014.

The committee finalized the JTA and examination blueprints for the Energy Manager credential

scheme based on the survey results.
iv

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Acronyms

A&E architects and engineers

AFDD Automated Fault Detection and Diagnostics

ANSI American National Standards Institute

ASHRAE American Society of Heating, Refrigerating and Air Conditioning 

Engineers

BAS building automation system

CBECS Commercial Buildings Energy Consumption Survey

CMMS Computerized Maintenance Management Software

DACUM Developing a Curriculum

DOE U.S. Department of Energy

EEM energy efficiency measure

EIA Energy Information Administration

EIS energy information system

EMCS energy management control system

EMS energy management system

EnPl energy performance indicators

ESCO energy services coordinator

EUI energy utilization index

IAQ indoor air quality

IEQ indoor environmental quality

IPMVP International Performance Measurement and Verification Protocol

ISO International Organization for Standardization

JTA Job Task Analysis

M&V measurement and verification
v

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NIBS National Institute of Building Sciences

NREL National Renewable Energy Laboratory

O&M operations and maintenance

PC performance contractor

PPA power purchasing agreement

PR public relations

PUC public utilities commission

RFP request for proposal

ROI return on investment

SD standard deviation

SEM standard error of the mean

SME subject matter expert

USGBC U.S. Green Building Council

Note: Wherever the term energy appears in this document, this is meant to include water as in “energy and water.”
vi

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Table of Contents

1 Introduction........................................................................................................................................... 1

2 Final Energy Manager DACUM Job/Task Analysis ........................................................................... 2

2.1 Energy Manager Job Description..................................................................................................... 2

2.2 Job/Task Analysis DACUM Chart for Energy Manager................................................................. 2

3 Examination Blueprint ....................................................................................................................... 25

4 Job Task Analysis and Survey Validation ....................................................................................... 27

4.1 Survey Development...................................................................................................................... 27

4.2 Survey Dissemination .................................................................................................................... 28

5 Results................................................................................................................................................. 29

5.1 State of Primary Employment........................................................................................................ 29

5.2 Highest Level of Education ........................................................................................................... 30

5.3 Years of Energy Experience .......................................................................................................... 31

5.4 Years of Energy Manager Experience ........................................................................................... 32

5.5 Work Sector................................................................................................................................... 33

6 Post-Survey Conference Call/Webinar............................................................................................. 35

6.1 Adequacy of Respondent Demographics....................................................................................... 35

6.2 Job Task Ratings............................................................................................................................ 35

6.3 Tasks or Knowledge Missing......................................................................................................... 30

7 Conclusions and Next Steps............................................................................................................. 31

Appendix A: Energy Manager Validation Study Survey ....................................................................... 32

Appendix B: List of Write-In Comments ................................................................................................. 45
vii

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List of Figures

Figure 1. Highest level of education ....................................................................................................... 31

Figure 2. Years of energy experience ..................................................................................................... 32

Figure 3. Years of experience specifically as an energy manager ...................................................... 33

Figure 4. Sector in which respondent works ......................................................................................... 34

List of Tables

Table 1. Final Examination Blueprint for Energy Managers................................................................... 2

Table 2. Specialized Knowledge Appearing in DACUM Chart of Energy Managers ............................ 3

Table 3. Building Systems, Building Sciences, Health and Safety, and Basic Energy Concepts and 

Principles Required for Energy Manager........................................................................................... 4

Table 4. General Knowledge for Energy Managers Ordered by Importance ........................................ 5

Table 5. Skills and Abilities of Energy Managers Appearing in DACUM Chart .................................... 7

Table 6. Attitudes for Energy Managers Ordered by Importance .......................................................... 8

Table 7. Tools, Equipment, and Resources of Energy Managers Appearing in DACUM Chart.......... 9

Table 8. Testing Instruments for Energy Managers Appearing in DACUM Chart ................................ 9

Table 9. Tasks, Steps, Specialized Knowledge, Skills, Abilities, Tools, Equipment, and Resources 

Required for Planning Effective Energy Management.................................................................... 10

Table 10. Tasks, Steps, Specialized Knowledge, Skills, Abilities, Tools, Equipment, and Resources 

Required for Managing Energy Information .................................................................................... 14

Table 11. Tasks, Steps, Specialized Knowledge, Skills, Abilities, Tools, Equipment, and Resources 

Required for Implementing the Energy Management Program..................................................... 16

Table 12. Tasks, Steps, Specialized Knowledge, Skills, Abilities, Tools, Equipment, and Resources 

Required for Managing Budgets and Finances............................................................................... 18

Table 13. Tasks, Steps, Specialized Knowledge, Skills, Abilities, Tools, Equipment, and Resources 

Required for Implementing Energy Efficient Projects.................................................................... 20

Table 14. Tasks, Steps, Specialized Knowledge, Skills, Abilities, Tools, Equipment, and Resources 

Required for Managing Energy Communications........................................................................... 22

Table 15. Final Proposed Examination Blueprint for Energy Manager ............................................... 25

Table 16. Summary of Respondent Holistic Ratings............................................................................. 26

Table 17. List of DACUM JTA Participants............................................................................................. 27

Table 18. State of Employment of Respondents ................................................................................... 29

Table 19. List of "Other" Write-In Comments......................................................................................... 30

Table 20. Highest Level of Education ..................................................................................................... 30

Table 21. Years of Energy Experience.................................................................................................... 31

Table 22. Years of Experience Specifically as an Energy Manager..................................................... 33

Table 23. Sector in Which Respondent Works....................................................................................... 34

Table 24. Means, SDs, and SEM of Rating Scale Responses............................................................... 36

Table 25. Combined Frequency and Importance Scales ...................................................................... 37
1

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1 Introduction

The National Renewable Energy Laboratory (NREL), in conjunction with the National Institute 

of Building Sciences (NIBS) and the U.S. Department of Energy (DOE), led a study to identify 

the critical duties and tasks required of an Energy Manager. Professional Testing, Inc., used the 

DACUM (Developing a Curriculum) process to conduct a Job Task Analysis (JTA) and identify 

the competencies.

A panel of subject matter experts (SMEs) was selected by NIBS and convened by Professional 

Testing for a 3-day meeting held January 22–24, 2014, in Orlando, Florida. The competencies 

identified during the meeting were then validated via a survey. This report reflects the 

completion and results of the study, and is organized with section 2 containing the proposed final 

content outline, and the later sections containing the details of the JTA development process, 

including results of the validation survey.
2

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2 Final Energy Manager DACUM Job/Task Analysis

2.1 Energy Manager Job Description

An Energy Manager is responsible for managing and continually improving energy performance 

in commercial buildings by establishing and maintaining an energy program management system 

that supports the mission and goals of the organization.

2.2 Job/Task Analysis DACUM Chart for Energy Manager

A proposed content outline resulting from this Job/Task Analysis follows.

Table 1. Final Examination Blueprint for Energy Managers

Duties and Tasks

Final 

Weight

Final 

Items

A Planning Effective Energy Management 29% 29

1 Identify the energy management scope 2% 2

2 Develop energy management policies and objectives 2% 2

3 Assess energy usage 4% 4

4 Identify energy performance baselines 1% 1

5 Planning energy audits 3% 3

6 Identify energy opportunities 7% 7

7 Prioritize energy opportunities 7% 7

8 Consult on capital (non-energy) projects 1% 1

9 Coordinate with other departments/divisions 2% 2

B Managing Energy Information 11% 11

1 Gather energy management data (utility, weather, etc.) 3% 3

2 Analyze energy management data 6% 6

3 Complete reports (internal and external) 2% 2

C Implementing the Energy Management Program 20% 20

1 Implement the energy program managerial initiatives (training, 

procurement, communication, and design standards) 8% 8

2 Coordinate team resources 3% 3

3 Evaluate results of managerial initiatives (training, 

procurement, communication, and design) 5% 5

4 Manage ongoing commissioning 4% 4

D Managing Budgets and Finances 13% 13

1 Audit utility invoices 4% 4

2 Forecast energy costs 6% 6

3 Procure cost effective energy sources 1% 1

4 Prepare budgets 2% 2

E Implementing Energy Efficient Projects 22% 22

1 Plan project implementation 5% 5

2 Implement energy projects 8% 8

3 Conduct project close-out activities 1% 1

4 Monitor Project Performance 8% 8

F Managing Energy Communications 5% 5

1 Advocate for energy conservation 1% 1

2 Communicate energy information to senior management 3% 3

3 Coordinate energy program with external parties 1% 1

Total 100% 100
3

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Table 2. Specialized Knowledge Appearing in DACUM Chart of Energy Managers

Specialized Knowledge

Applicable energy regulations Basic database usage, design, and management

Basic energy concepts and principles (See Table 

3) Basic energy engineering calculations

Basic statistics Benefits of energy efficiency

Best maintenance practices Best practices for energy efficiency

Best practices in measurement and verification 

methodology Building and Energy Codes and Standards

Building automation control systems and 

programming

Building operation plan (including original design 

load)

Building sciences (See Table 3) Building systems (See Table 3)

Commissioning process Construction management

Contract administration Energy accounting

Energy audit methodology Energy calculations

Energy certification programs Energy efficiency measures (EEMs) and 

economics

Energy information systems (EISs) Energy management control systems (EMCSs)

Energy source pricing structures (demand charges, 

power factor charges, time of use charges, etc.) Energy systems

Energy unit calculations Environmental impacts of energy consumption

Evaluation methodologies Facility type hazards

Facility type processes and operations Financial analysis methodologies and threshold 

(e.g., life cycle costs analysis, ROI)

Grants Health and safety (See Table 3)

How to interpret interval data How to interpret weather data

How to verify data (check meters, etc.) Human behavior

Indoor environmental quality Impact of building systems on health and wellbeing

Incentive programs Indoor environmental quality standards (e.g., 

lighting, temperature, etc.)

Industry accepted Codes, Standards and 

Regulations (for industries served by the Energy 

Manager)

Industry terminology, jargon, and acronyms

M&V methodologies Normalization

Occupant requirements and standards Organizational awareness

Procurement process Project delivery methods (ESCO, PPA, etc.)

Reliability of sources of meter data Resource planning

Risk assessment Sequence of operation

Stakeholder groups (health and safety, facility 

operations, occupants, etc.)

Systems thinking (thinking of the interactions 

between systems)

Trend analysis Typical ranges of energy performance metrics

Understanding of auditing equipment Understanding of various specialized facility types 

(labs, clean rooms, hospitals, etc.)

Utility and tax incentives Utility invoicing

Utility meter types Utility rate structures and schedules

Utility rates, tariffs, and contracts (including 

specialized rates and programs) Utility regulations and requirements

Weather effects on energy use
4

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Table 3. Building Systems, Building Sciences, Health and Safety, and Basic Energy Concepts and 

Principles Required for Energy Manager

Building Systems Building Sciences

Air compressor and distribution system Glare Control

Air distribution system Heat transfer

Building automation system Indoor air quality

Building control system Orientation/daylighting

Building envelope Photometrics

Chilled water system Psychrometrics

Combined heat and power system Thermal comfort

Cooling tower system Thermodynamics (1st and 2nd)

Electrical power system

Energy metering and monitoring system Health and Safety

Energy recover system Construction safety

Heating hot water system Electrician safety

Hot water system Indoor air quality

HVAC control system Outdoor air quality

HVAC system Worker safety

Lighting control system

Lighting system Basic Energy Concepts and Principles

Potable cold water system Energy unit conversion

Pumps and pumping system Power vs. energy

Renewable energy system 1st Law

Steam and hot water system 2nd Law

Steam distribution system

Variable drive system
5

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Table 4. General Knowledge for Energy Managers Ordered by Importance

General Knowledge

Calculations 

Collect information to solve a problem

Compare numbers

Perform simple math operations of addition

Perform simple math operations of subtraction

Perform simple math operations of multiplication

Perform simple math operations of division

Use a calculator

Perform mathematical operations with decimals

Perform math operations using single and multiple digit numbers

Make rough estimates

Solve ratio problems

Solve percent problems

Change numbers from percentages into decimals and back

Change numbers from fractions into decimals and back

Perform math operations using signed (positive and negative) numbers

Solve problems with graphs

Figure averages

Transfer number sequences from a source into a column

Perform mathematical operations with fractions

Multiply and factor algebraic expressions

Basic Measurement

Estimate and approximate measurements

Use tools to measure quantities and solve problems involving measurements

Record measurements, using appropriate unit notations (feet, yards, etc.)

Convert measurements from one unit to another (English to Metric, etc.)

Measure temperature to within 1 degree Fahrenheit

Read and use the scale of a drawing

Read measurements taken with common measuring tools

Find the dimensions of an object from a scale drawing

Read and apply coefficient measurements indicated in a table or chart

Measure volume (cubic inches, liters, etc.)

Read, interpret, and use size-scale relationships

Calculate the perimeter and areas of common figures

Measure area (square inches, square centimeters, etc.)

Make simple scale drawings

Measure linear distances (length, width, etc.)

Communications

Ask questions
6

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General Knowledge

Communicate with co-workers and/or business people verbally (face-to-face)

Evaluate options/alternatives

Evaluate solutions

Listen

Write reports

Communicate using the vocabulary/terminology of a related trade

Communicate with co-workers and/or business people verbally (telephone, radio)

Communicate with co-workers and/or business people in writing (letters, memos)

Present to others

Summarize information

Explain procedures

Participate in brainstorming

Read codes (building codes, electrical codes, standards, etc.)

Read drawings and specifications sheets

Read information from tables and graphs (bar, circle, etc.)

Research information

Write words and numbers legibly

Read and follow a map, chart, plan, etc.

Read and follow directions found in equipment manuals and code books

Read statistical data

Apply assertiveness

Find information in references (Machinery handbook, tap/drill charts, etc.)

Read and interpret directions found on labels, packages, or instruction sheets

Follow verbal job instructions

Read flowcharts

Speak to large groups

Find information in catalogs
7

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Table 5. Skills and Abilities of Energy Managers Appearing in DACUM Chart

Skills and Abilities

Ability create and utilize spreadsheets and 

databases

Ability to communicate technical information to 

others

Ability to communicate to specific audiences Ability to create graphs, charts, etc.

Ability to create project scope documents Ability to download data from different types of 

meters

Ability to interpret baselines Ability to interpret nationally recognized energy 

benchmarking standards (ENERGY STAR, etc.)

Ability to multitask Ability to think creatively and holistically

Ability to read and interpret construction 

documents

Ability to read and interpret utility bills, rate 

structures, utility contracts

Ability to read future markets Ability to research and interpret Codes and 

Standards

Ability to write proposals and cost estimates Ability to use Energy STAR portfolio manager

Adept at reusing and reapplying existing systems Analytical skills

Basic accounting skills Basic accounting skills

Basic skills in conducting energy audits Basic statistical skills

Business acumen Data manipulation skills

Energy accounting skills Facilitation skills

Interpersonal skills Management skills

Negotiation skills Presentation skills

Prioritizing skills Project management skills

Project scheduling skills Reading ability

Reasoning skills Regression analyses

Relationship building skills Report writing skills

Spreadsheet analysis skills Troubleshooting skills

Verbal communication skills Written communication skills
8

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Table 6. Attitudes for Energy Managers Ordered by Importance

Attitudes

1 Analytic 28 Eager to learn new things

2 Accurate/Accuracy/Precise/Precision 29 Good time manager

3 Common sense 30 Pride in job

4 Critical thinker 31 Respectful

5 Integrity 32 Work efficiently (time)

6 Professional 33 Organized

7 Adaptable/Flexible 34 Focused

8 Creative 35 Open-minded to change

9 Ethical 36 Quality focused

10 Goal-oriented 37 Self-control

11 Safety conscious 38 Conscientious

12 Team player 39 Customer-oriented

13 Trustworthy 40 Free of substance abuse

14 Good listener 41 Patience

15 Honest 42 Positive attitude

16 Initiative 43 Self-discipline

17 Responsible/accountable 44 Confident

18 Self-motivated 45 Manage stress/pressure

19 Work in teams 46 Self-esteem

20 Cooperative 47 Social skills

21 Detail-oriented 48 Tactful

22 Industrious 49 Courteous

23 Leader 50 Enthusiasm

24 Multi-tasker 51 Helpful

25 Persistent 52 Lack of prejudice (bias)

26 Work efficiently (resources) 53 Meticulous

27 Dependable
9

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Table 7. Tools, Equipment, and Resources of Energy Managers Appearing in DACUM Chart

Tools, Equipment, and Resources

AFDD (Automated Fault Detection and 

Diagnostics) ANSI standards pertaining to Energy

ASHRAE guidelines and standards ASHRAE procedures for commercial buildings 

energy audits

ASHRAE standards (62, 55, 90.1, etc.) Building codes

Building operation plan CMMS

Computer Construction documents

Contract documents EISs

EMCS/BAS EMCSs

Energy codes Energy forecast tables (EIA, NIST)

HR policies and procedures (job descriptions, etc.) Illumination Engineering Society of North America

Interval data ISO 50001

Latest journals and other references M&V Protocols

Measurement & Verification Standards Metering tools

Modeling software National benchmarking data (e.g., EIA, Energy 

STAR, CBECS)

Nationally recognized energy benchmarking 

standards (e.g., ENERGY STAR) Printer

Real time access to utility account Scheduling software

Sequence of operation plan Software

Specialized training Testing instruments (See Table 8)

Utility accounting software Utility rate schedules

Table 8. Testing Instruments for Energy Managers Appearing in DACUM Chart

Testing Instruments

Air balance hood Anemometer

Combustion analyzer Data loggers (temperature, RH, current, light, etc.)

Electric press gauge (manometer) I.A.Q Meter (CO2, CO, RH, temperature)

Infrared camera infrared temperature gun

Light meter Multimeter (air data)

Multimeter (electric) Power analyzer/meter

Psychrometer Tachometer

Thermometer (air, water, type-K) Velocity grid (Vel-Grid)

Vibration analyzer Water manometer (D.P.)
10

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Table 9. Tasks, Steps, Specialized Knowledge, Skills, Abilities, Tools, Equipment, and Resources 

Required for Planning Effective Energy Management

Duties, Tasks, and Steps Specialized Knowledge Skills and Abilities Tools, Equipment, and 

Resources

Identify the energy management scope

Review job description • Basic energy concepts and 

principles (See Table 3)

• Best practices for energy 

efficiency

• Building sciences (See 

Table 3)

• Building systems (See 

Table 3)

• EEMs and economics

• Facility type processes 

and operations

• Written 

communication skills

• ISO 50001

Identify regulatory requirements

Review organizational mission

Identify organizational assets 

Review budget

Review organizational structure and 

responsibilities

Discuss scope and priorities with senior 

management

Define utilities that are being managed

Identify stakeholders

Develop energy management policies and objectives

Identify organizational goals • Applicable energy 

regulations

• Basic energy concepts and 

principles (See Table 3)

• Best practices for energy 

efficiency

• Building sciences (See 

Table 3)

• Building systems (See 

Table 3)

• Building Energy Codes 

and Standards

• Ability to research 

and interpret Codes 

and Standards

• Energy accounting 

skills

• Negotiation skills

• Presentation skills

• Written 

communication skills

• Building codes

• Computer

• Energy codes

• National 

benchmarking data 

(e.g., EIA, Energy 

STAR, CBECS)

• Printer

Review current policies, commitments, and 

regulations

Establish strategies

Obtain management approval

Create energy management policies and 

objectives

Seek input from stakeholders 

Review budgets and spending limits
11

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Duties, Tasks, and Steps Specialized Knowledge Skills and Abilities Tools, Equipment, and 

Resources

Determine responsibility for utility 

expenditures

• EEMs and economics

• Energy unit calculations

• Industry terminology, 

jargon, and acronyms

• Organizational awareness

Obtain buy-in from stakeholders

Assess energy usage

Gather historical utility bill data • Basic energy concepts and 

principles (See Table 3)

• Basic statistics

• Best practices for energy 

efficiency

• Building sciences (See 

Table 3)

• Building systems (See 

Table 3)

• Energy calculations

• Energy source pricing 

structures (demand 

charges, power factor 

charges, time of use 

charges, etc.)

• Energy systems

• How to interpret interval 

data

• How to interpret weather 

data

• How to verify data (check 

meters, etc.)

• Normalization

• Reliability of sources of 

meter data

• Utility rate structures and 

schedules

• Ability create and 

utilize spreadsheets 

and databases

• Ability to read and 

interpret utility bills, 

rate structures, utility 

contracts

• Troubleshooting 

skills

• Accuracy

• Precision

• Regression analyses

• Computer

• Software Identify energy sources

Identify what is controllable and what is not

Perform an energy balance 

Identify and document significant uses

Obtain interval data

Compile energy usage data

Determine indices that should be tracked

Review energy contracts

Identify historical weather data

Identify other relevant variables 

(occupancy data, etc.)

Analyze performance (load profile, 

correlation, utility consumptions, long term 

trend analyses, etc.)

Verify accuracy of data

Calculate performance metrics (EUI, EnPI, 

etc.)

Identify energy performance baselines

Determine historical timeframe (3 years, 5 

years, etc.)

• Basic energy concepts and 

principles (See Table 3)

• Ability to use Energy 

STAR portfolio 

• Measurement & 

Verification 
12

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Duties, Tasks, and Steps Specialized Knowledge Skills and Abilities Tools, Equipment, and 

Resources

manager Standards

Establish baseline metrics (average, baseyear, etc.)

• Ability to interpret 

nationally recognized 

energy benchmarking 

standards (ENERGY 

STAR, etc.)

• Best practices for energy 

efficiency

• Building sciences (See 

Table 3)

• Building systems (See 

Table 3)

• Occupant requirements 

and standards

• Nationally 

recognized energy 

benchmarking 

standards (e.g., 

ENERGY STAR)

Review standards/codes for baseline

Determine benchmark to compare to 

(Energy STAR PM, etc.)

Forecast energy usage baseline

Benchmarking

Planning energy audits

Identify facility and scope of the audit • Basic energy concepts and 

principles (See Table 3)

• EEMs and economics

• Best practices for energy 

efficiency

• Best practices in 

measurement and 

verification methodology

• Building sciences (See 

Table 3)

• Building systems (See 

Table 3)

• Contract administration

• Energy audit methodology

• Facility type hazards

• Health and safety (See 

Table 3)

• IEQ

• Understanding of auditing 

equipment

• Understanding of various 

• Basic skills in 

conducting energy 

audits

• Reading ability

• Project management 

skills

• ASHRAE 

procedures for 

commercial buildings 

energy audits

• Interval data

• Metering tools

Review previous audits

Establish audit methodology

Develop RFP

Provide utility and interval data

Provide building documentation

Coordinate access and scheduling

Conduct/supervise energy audits

Review and share preliminary results with 

other stakeholders

Approve final audit report
13

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Duties, Tasks, and Steps Specialized Knowledge Skills and Abilities Tools, Equipment, and 

Resources

specialized facility types 

(labs, clean rooms, 

hospitals, etc.)

Identify energy opportunities

Review energy audit and baseline results • Basic energy concepts and 

principles (See Table 3)

• EEMs and economics

• Best practices for energy 

efficiency

• Building sciences (See 

Table 3)

• Building systems (See 

Table 3)

• Ability to interpret 

baselines

• ASHRAE guidelines 

and standards Forecast energy opportunities

Review capital plan

Survey facility staff and occupants

Review maintenance logs

Identify data gaps

List energy opportunities

Prioritize energy opportunities

Establish financial analysis methods (life 

cycle costs analysis, ROI, simple payback, 

etc.)

• Basic database usage, 

design, and management

• Basic energy concepts and 

principles (See Table 3)

• Best practices for energy 

efficiency

• Building sciences (See 

Table 3)

• Building systems (See 

Table 3)

• EEMs and economics

• Financial analysis 

methodologies and 

threshold (e.g., life cycle 

costs analysis, ROI)

• Grants

• Indoor environmental 

quality standards (e.g., 

lighting, temperature, etc.)

• Project delivery methods 

(ESCO, PPA, etc.)

• Utility and tax incentives 

• Prioritizing skills • ANSI standards 

pertaining to Energy

• ASHRAE standards 

(62, 55, 90.1, etc.)

• Illumination 

Engineering Society 

of North America

Align prioritized opportunities with 

organizational mission, goals and capital 

plans

Identify non-energy benefits (e.g. IEQ, 

productivity, reliability)

Identify external funding 

Establish criteria for prioritization 

Conduct prioritization

Review with management
14

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Duties, Tasks, and Steps Specialized Knowledge Skills and Abilities Tools, Equipment, and 

Resources

Consult on capital (non-energy) projects

Obtain project construction documents • Basic energy concepts and 

principles (See Table 3)

• Building sciences (See 

Table 3)

• Building systems (See 

Table 3)

• Best practices for energy 

efficiency

• Systems thinking (thinking 

of the interactions between 

systems)

• Troubleshooting 

skills

• Ability to read and 

interpret construction 

documents

• Adept at reusing and 

reapplying existing 

systems

• Negotiation skills

• Reasoning skills

• Ability to think 

creatively and 

holistically

Review construction documents for energy 

efficiency

Review construction documents to ensure 

that metrics previously defined are adhered 

to

Review construction documents to ensure 

they are aligned with energy program 

mission and goals

Attend meetings related to capital projects

Advocate for energy efficiency measures

Ensure correct equipment is specified

Propose energy efficient and cost effective 

alternatives

Advocate for commissioning

Coordinate with other departments/divisions

Identify internal stakeholders • Presentation skills

• Relationship building 

skills Create structure for coordination (energy 

committee, etc.)

Communicate planning decisions or outputs

Table 10. Tasks, Steps, Specialized Knowledge, Skills, Abilities, Tools, Equipment, and Resources 

Required for Managing Energy Information

Duties, Tasks, and Steps Specialized Knowledge Skills and Abilities Tools, Equipment, and 

Resources

Gather energy management data (utility, weather, etc.)

Develop monitoring methodology • Basic energy concepts 

and principles (See Table 

3)

• Ability to download data 

from different types of 

meters

• EISs

Define data collection • EMCSs

infrastructure and methods

Assign responsibilities for data 
15

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Duties, Tasks, and Steps Specialized Knowledge Skills and Abilities Tools, Equipment, and 

Resources

(obtaining, entering, etc.) • Building automation 

control systems and 

programming

• Building sciences (See 

Table 3)

• Building systems (See 

Table 3)

• EISs

• EMCSs

• Utility invoicing

Set up trend histories (BAS, EMS, 

etc.)

Determine information reliability

Correct data gaps

Implement facility metering and 

sub-metering

Implement data collection (EDI, 

etc.)

Define recordkeeping and 

reporting requirements

Analyze energy management data

Calculate energy performance 

metrics

• Basic energy concepts 

and principles (See Table 

3)

• Basic statistical skills

• Best practices for energy 

efficiency

• Building automation 

control systems and 

programming

• Building sciences (See 

Table 3)

• Building systems (See 

Table 3)

• EEMs and economics

• Normalization

• Typical ranges of energy 

performance metrics

• Weather effects on energy 

use

• Troubleshooting skills

• Analytical skills

• Data manipulation skills

• AFDD (Automated Fault 

Detection and 

Identify source of data for metrics Diagnostics)

desired

Calculate metrics on an ongoing 

basis

Compare results to baselines and 

benchmarks

Define level of deviation to be 

labeled "significant"

Identify cost implications

Complete reports (internal and external)

Identify reporting needs • Ability to communicate to 

Identify audience for reports
16

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Duties, Tasks, and Steps Specialized Knowledge Skills and Abilities Tools, Equipment, and 

Resources

Complete recurring reports specific audiences

• Presentation skills

• Verbal communication 

skills

• Written communication 

skills

Complete exception reports

Complete project reports

Table 11. Tasks, Steps, Specialized Knowledge, Skills, Abilities, Tools, Equipment, and Resources 

Required for Implementing the Energy Management Program

Duties, Tasks, and Steps Specialized Knowledge Skills and Abilities Tools, Equipment, and 

Resources

Implement the energy program managerial initiatives (training, procurement, communication, and design standards)

Identify energy management 

initiatives

• Basic energy concepts 

and principles (See Table 

3)

• Best practices for energy 

efficiency

• Building sciences (See 

Table 3)

• Building systems (See 

Table 3)

• EEMs and economics

• Health and safety (See 

Table 3)

• Human behavior

• Ability to multitask • Latest journals and other 

references

Design the energy management 

initiatives in accordance with 

planned policies and objectives

Identify the resources required to 

implement the energy 

management initiatives

Implement the energy 

management initiatives

Create initiative success criteria

Develop awareness programs for 

stakeholders (behavioral, etc.)

Coordinate team resources

Manage staff • Troubleshooting skills

• Facilitation skills

• Interpersonal skills

• HR policies and 

procedures (job 

descriptions, etc.)

Assign roles and responsibilities

Obtain and retain external

expertise
17

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Duties, Tasks, and Steps Specialized Knowledge Skills and Abilities Tools, Equipment, and 

Resources

Maintain professional 

requirements

• Management skills

Obtain buy-in of stakeholders

Obtain authorization/approval for 

energy management activities

Evaluate results of managerial initiatives (training, procurement, communication, and design)

Evaluate the energy management 

initiatives (training, behavioral and 

capital)

• Basic energy concepts 

and principles (See Table 

3)

• Best practices for energy 

efficiency

• Building sciences (See 

Table 3)

• Building systems (See 

Table 3)

• EEMs and economics

• Evaluation methodologies

• Troubleshooting skills

• Business acumen

• Verbal communication 

skills

• Written communication 

skills

Implement improvements for 

energy management initiatives

Communicate findings to 

appropriate parties

Manage ongoing commissioning

Evaluate facility energy 

performance

• Basic energy concepts 

and principles (See Table 

3)

• Best practices for energy 

efficiency

• Building operation plan 

(including original design 

load)

• Building sciences (See 

Table 3)

• Building systems (See 

Table 3)

• Commissioning process

• EEMs and economics

• Health and safety (See 

• Troubleshooting skills • CMMS

• AFDD (Automated Fault 

Detection and 

Diagnostics)

• Building operation plan

• Construction documents

• EMCS/BAS

• Sequence of operation 

plan

• Specialized training

• Testing instruments (See 

Table 8)

Maintain operational controls

Analyze trend data

Identify operations and 

maintenance (O&M) deficiencies

Implement corrections, 

preventative actions or corrective 

actions

Conduct Building systems retraining

Verify outcome of corrections, 

preventative actions or corrective 

actions

Manage user behaviors

Document system and procedural 
18

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Duties, Tasks, and Steps Specialized Knowledge Skills and Abilities Tools, Equipment, and 

Resources

changes Table 3)

• Sequence of operation

• Trend analysis

Repeat commissioning activities

Table 12. Tasks, Steps, Specialized Knowledge, Skills, Abilities, Tools, Equipment, and Resources 

Required for Managing Budgets and Finances

Duties, Tasks, and Steps Specialized Knowledge Skills and Abilities Tools, Equipment, and 

Resources

Audit utility invoices

Refer to collected data • Basic energy concepts 

and principles (See Table 

3)

• Building systems (See 

Table 3)

• EEMs and economics

• Utility meter types

• Utility rates, tariffs, and 

contracts (including 

specialized rates and 

programs)

• Basic accounting skills

• Basic statistics

• Spreadsheet analysis 

skills

• Computer

• Real time access to utility 

account

• Utility accounting software

• Utility rate schedules

Gather rate and contract 

information (e.g., schedules, etc.)

Validate bills with meter data 

(monthly and interval)

Conduct component analysis (KW, 

KWH, KVAR, taxes, transportation 

costs, water and sewage credits, 

etc.)

Compare with historical and 

benchmark trends for 

abnormalities and opportunities

Review and approve invoices

Report results 

Pursue corrective actions, if 

required

Forecast energy costs

Review baseline forecast and 

historical data 

• Basic energy concepts 

and principles (See Table 

3)

• Best practices for energy 

efficiency

• Building sciences (See 

Table 3)

• Building systems (See 

• Ability to read future 

markets

• Basic accounting skills

• Basic statistical skills

• Spreadsheet analysis 

skills

• Energy forecast tables 

(EIA, NIST)

Check contract expiration dates

Plan for capital and operational 

changes

Check for utility rate increases

Apply corrections to baseline 
19

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Duties, Tasks, and Steps Specialized Knowledge Skills and Abilities Tools, Equipment, and 

Resources

forecasts Table 3)

• EEMs and economics

• Health and safety (See 

Table 3)

• Utility meter types

• Utility rates, tariffs, and 

contracts (including 

specialized rates and 

programs)

Report forecasted energy cost

Procure cost effective energy sources

Identify potential supply 

opportunities

• Basic energy concepts 

and principles (See Table 

3)

• Basic energy engineering 

calculations

• Best practices for energy 

efficiency

• Building systems (See 

Table 3)

• EEMs and economics

• Procurement process

• Utility meter types

• Utility rates, tariffs, and 

contracts (including 

specialized rates and 

programs)

• Ability to read future 

markets

• Modeling software

Evaluate alternative supply 

options (dynamic pricing, 

renewable, deregulated 

purchasing, etc.)

Evaluate rate plan options

Investigate demand response 

programs

Review impact on charge backs 

(tenants)

Make recommendations to 

procurement

Implement procurement changes 

Communicate procurement 

changes with operations 

Prepare budgets

Review previous budget results 

and accuracy

• Basic energy concepts 

and principles (See Table 

3)

• Best practices for energy 

efficiency

• EEMs and economics

• Ability to write proposals 

and cost estimates

• Basic accounting skills

• Negotiation skills

• Written communication 

skills

Review operations and capital 

master plans

Budget for utilities 

Budget for energy program costs 

(including initiatives and projects)

Review impact on charge backs 

(tenants)
20

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Duties, Tasks, and Steps Specialized Knowledge Skills and Abilities Tools, Equipment, and 

Resources

Prepare supporting 

documentations

Review with senior management

Communicate results and 

progress

Table 13. Tasks, Steps, Specialized Knowledge, Skills, Abilities, Tools, Equipment, and Resources 

Required for Implementing Energy Efficient Projects

Duties, Tasks, and Steps Specialized Knowledge Skills and Abilities Tools, Equipment, and 

Resources

Plan project implementation

Create a baseline and set up the 

M&V

• Basic energy concepts 

and principles (See Table 

3)

• Best practices for energy 

efficiency

• Building sciences (See 

Table 3)

• Building systems (See 

Table 3)

• Energy accounting

• EEMs and economics

• Health and safety (See 

Table 3)

• Resource planning

• Risk assessment

• Stakeholder groups 

(health and safety, facility 

operations, occupants, 

etc.)

• Ability to create project 

scope documents

• Ability to read and 

interpret construction 

documents

• Project scheduling skills

• Project management skills

• Scheduling software

Create the scope of work

Determine procurement path (bid, 

internal, etc.)

Develop specifications and 

guidelines

Review specifications for code 

compliance

Coordinate work with stakeholders 

and user groups

Create the project plan

Implement energy projects

Manage project contractors • Building and Energy 

Codes and Standards

• Troubleshooting skills • Scheduling software

Conduct construction 

management activities (change 

• Negotiation skills
21

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Duties, Tasks, and Steps Specialized Knowledge Skills and Abilities Tools, Equipment, and 

Resources

orders, submittals, RFIs, 

contractor invoices, etc.)

• Building sciences (See 

Table 3)

• Building systems (See 

Table 3)

• Construction management

• Health and safety (See 

Table 3)

• Industry accepted Codes, 

Standards and 

Regulations (for industries 

served by the Energy 

Manager)

• Project management skills

Monitor project progress

Report on project progress

Conduct commissioning activities

Initiate M&V activities

Conduct project close-out activities

Conduct final inspections and 

testing

• Best maintenance 

practices

• Building sciences (See 

Table 3)

• Building systems (See 

Table 3)

• Construction management

• Health and safety (See 

Table 3)

• Incentive programs

• Ability to read and 

interpret construction 

documents

• Negotiation skills

• Report writing skills

• Troubleshooting skills

• Scheduling software

Define maintenance requirements

Obtain close-out documentation 

(As-Builts, sequence of 

operations, warranties, etc.)

Conduct training

Review lessons learned

Obtain incentives

Conduct financial close-out 

activities

Prepare final reports (executive 

summaries, white papers, etc.)

Monitor Project Performance

Conduct M&V activities • Basic energy concepts 

and principles (See Table 

3)

• Building sciences (See 

Table 3)

• Building systems (See 

Table 3)

• EEM and economics

• M&V methodologies

• Basic accounting skills

• Basic statistical skills 

• Spreadsheet analysis 

skills

• Troubleshooting skills

• Verbal communication 

skills

• Written communication 

skills

• Contract documents

• M&V Protocols

• Testing instruments (See 

Table 8)

Conduct ongoing monitoring 

activities

Report on project monitoring

Verify maintenance is performed

Take corrective actions as 

required
22

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Table 14. Tasks, Steps, Specialized Knowledge, Skills, Abilities, Tools, Equipment, and Resources 

Required for Managing Energy Communications

Duties, Tasks, and Steps Specialized Knowledge Skills and Abilities Tools, Equipment, and 

Resources

Advocate for energy conservation

Share success stories • Basic energy concepts 

and principles (See Table 

3)

• Benefits of energy 

efficiency

• Best practices for energy 

efficiency

• EEMs and economics

• Environmental impacts of 

energy consumption

• Human behavior

• Impact of building systems 

on health and wellbeing

• Ability to communicate 

technical information to 

others

• Interpersonal skills

• Presentation skills

• Verbal communication 

skills

• Written communication 

skills

Communicate the benefits of 

energy efficiency (climate change 

effects, air quality, savings, nonenergy benefits, etc.)

Network with other energy 

managers

Network with Energy 

organizations

Educate stakeholders about why 

energy is important

Evaluate effectiveness of 

communications efforts

Communicate progress towards 

energy goals and objectives

Support organization (PR) in 

communications to media/press 

and/or stakeholders

Communicate energy information to senior management

Create progress report • Basic energy concepts 

and principles (See Table 

3)

• EEMs and economics

• Ability to create graphs, 

Tailor data for audience charts, etc.

Offer suggestions for improvement

Prepare standard and ad-hoc 

reports (legal compliance, 

regulatory agencies, etc.)

Coordinate energy program with external parties

Interface with regulatory bodies 

(e.g. PUCs, municipalities)

• Energy certification 

programs

• Utility rate structures and 

schedules

• Utility regulations and 

requirements

• Verbal communication 

skills

• Written communication 

skills

Interface utility companies and 

other supplies

Interface with certification groups 

(Energy Star, USGBC, Green 

Globes, ISO, etc.)
25

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3 Examination Blueprint

The Final Proposed Examination Blueprint for Energy Manager is shown below in Table 15. The 

exam blueprint identifies subject matter areas covered on a certification exam. Table 15 column 

headings are defined as follows:

Duties and Tasks: Description of the work

Analytical Weights: The weights calculated by taking the average of the tabulated individual 

ratings on frequency and importance (2 times importance plus frequency). See Section 6.2.

Holistic Weights: These are the weights calculated by taking the average the individual 

responses regarding the overall percentage that should be in each of the Duties and Tasks. See 

Section 6.2. 

Final Weight: These are the weights agreed upon by the JTA committee during the postvalidation study webinar. See Section 6. 

Final Items: These are the quantity of items (i.e., test questions) that should be on each 

examination in each of the categories as agreed to by the JTA committee during the postvalidation study webinar.

Table 15. Final Proposed Examination Blueprint for Energy Manager

Duties and Tasks Analytical 

Weights

Holistic 

Weights

Final 

Weights

Final 

Items

Planning Effective Energy Management 35% 17% 29% 29

Identify the energy management scope 4% 2% 2

Develop energy management policies and objectives 4% 2% 2

Assess energy usage 5% 4% 4

Identify energy performance baselines 4% 1% 1

Plan energy audits 3% 3% 3

Identify energy opportunities 5% 7% 7

Prioritize energy opportunities 4% 7% 7

Consult on capital (non-energy) projects 3% 1% 1

Coordinate with other departments/divisions 4% 2% 2

Managing Energy Information 12% 17% 11% 11

Gather energy management data (utility, weather, etc.) 4% 3% 3

Analyze energy management data 4% 6% 6

Complete reports (internal and external) 4% 2% 2

Implementing the Energy Management Program 13% 21% 20% 20

Implement the energy program managerial initiatives 

(training, procurement, communication, and design 

standards)

4% 8% 8

Coordinate team resources 3% 3% 3

Evaluate results of managerial initiatives (training, 

procurement, communication, and design) 3% 5% 5

Manage ongoing commissioning 3% 4% 4

Managing Budgets and Finances 13% 13% 13% 13

Audit utility invoices 3% 4% 4
26

This report is available at no cost from the National Renewable Energy Laboratory (NREL) at www.nrel.gov/publications.

Duties and Tasks Analytical 

Weights

Holistic 

Weights

Final 

Weights

Final 

Items

Forecast energy costs 3% 6% 6

Procure cost effective energy sources 3% 1% 1

Prepare budgets 3% 2% 2

Implementing Energy Efficient Projects 15% 22% 22% 22

Plan project implementation 4% 5% 5

Implement energy projects 4% 8% 8

Conduct project close-out activities 3% 1% 1

Monitor Project Performance 4% 8% 8

Managing Energy Communications 12% 11% 5% 5

Advocate for energy conservation 4% 1% 1

Communicate energy information to senior management 4% 3% 3

Coordinate energy program with external parties 3% 1% 1

100% 100% 100% 100

To arrive at the final blueprint, the JTA committee was asked to consider the tabulated frequency 

and importance scales together with the holistic weights.

Respondents were asked to provide a holistic weighting to the domain areas. Based on the 

responses, an examination blueprint was calculated for each domain. This information appears in 

Table 16.

Table 16. Summary of Respondent Holistic Ratings

Domain %

Planning Effective Energy Management 16.76%

Managing Energy Information 16.99%

Implementing the Energy Management Program 20.66%

Managing Budgets and Finances 12.99%

Implementing Energy Efficient Projects 22.16%

Managing Energy Communications 10.57%

The remainder of this document describes the process for conducting the job task analysis and 

administering the validation survey.
27

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4 Job Task Analysis and Survey Validation

NIBS and NREL organized a group of panelists consisting of 14 SMEs representing Energy 

Managers to conduct a JTA using the DACUM methodology. The 14 experts are listed in 

Table 17.

Table 17. List of DACUM JTA Participants

A. Morton Archibald, Jr., P.E. Affordable Solar Energy Solutions LLC

Huntsville, AL

Fran Boucher National Grid

Waltham, MA

Phil Coleman Lawrence Berkeley National Lab

Swarthmore, PA

Randy Despain Taylor RyMar Corporation

Tempe, AZ

Jeffrey Engelstad General Services Administration

Denver, CO

Randy Green Georgia Tech

Dublin, Georgia

Andy Heitman Building Energy Sciences, LLC

Pensacola, FL

Don Juhasz, P.E., CEM Dept of Defense – DLA

Ft. Belvoir, VA

Andrew Knox

Naval Facilities Engineering Command 

(NAVFAC)

Washington, DC

Emile Lauzzana Detroit Public Schools

Ann Arbor, MI

Ralene Molina-Kreiser PennTAP Penn State University

University Park, PA

Anas Sadkhi Via Christi Health

Wichita, KS

Premnath Sundharam DLR Group

Phoenix, AZ

Wayne Turner Energy Management Consultant

Fairplay, CO

The DACUM JTA meeting was facilitated by Dr. Cynthia Woodley, psychometrician, and Ms. 

Tracey Paschal, project manager with Professional Testing, Inc. The 3-day meeting developed a 

list of five domains or duties and 42 tasks through group discussions. 

4.1 Survey Development

The task list was used to build a survey that was delivered using an online mechanism. The 

survey consisted of two major sections: Demographic Information and Energy Manager Tasks.

The draft survey was shared with NREL/NIBS/DOE staff for initial review and then NIBS 

volunteered to send the survey to appropriate respondents. Appendix A includes a copy of the 

survey.
28

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4.2 Survey Dissemination

NIBS sent the survey to several Energy Managers. The survey was open for approximately 30 

days in the spring of 2014 for data collection, during which time email reminders were sent. The 

final dataset included 356 respondents, some of whom did not complete the survey.
29

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5 Results

All data were included in the analyses, since people who skipped a question or task rating may 

have done so either accidentally or because they felt that the item was not applicable to their 

position. The sample size is large enough (356) to allow reasonable confidence in the results. 

Results from the demographics questions will be presented first.

5.1 State of Primary Employment

The largest number of respondents reported working in multiple states or “other” for which they 

wrote in responses. The states with the largest numbers of respondents were California (6.8%, n

= 18), Texas (6.8%, n = 18), New York (5.6%, n = 15), and Virginia (5.6%, n = 15). Table 18

provides the summary of these data.

Table 18. State of Employment of Respondents

State % # State % #

Multiple States 12.4% 33 Kansas 1.1% 3

Other (please specify) 10.2% 27 Massachusetts 1.1% 3

California 6.8% 18 Oklahoma 1.1% 3

Texas 6.8% 18 Utah 1.1% 3

New York 5.6% 15 Alaska 0.8% 2

Virginia 5.6% 15 Arkansas 0.8% 2

Florida 4.9% 13 Idaho 0.8% 2

Washington 4.1% 11 Iowa 0.8% 2

Michigan 3.8% 10 New Mexico 0.8% 2

Minnesota 3.4% 9 Oregon 0.8% 2

New Jersey 3.4% 9 Rhode Island 0.8% 2

Ohio 3.4% 9 Delaware 0.4% 1

Pennsylvania 3.4% 9 Maine 0.4% 1

Arizona 3.0% 8 Wisconsin 0.4% 1

North Carolina 3.0% 8 Wyoming 0.4% 1

Georgia 2.6% 7 Alabama 0.0% 0

Kentucky 2.6% 7 Louisiana 0.0% 0

Colorado 1.9% 5 Mississippi 0.0% 0

Maryland 1.9% 5 Montana 0.0% 0

Missouri 1.9% 5 Nebraska 0.0% 0

Tennessee 1.9% 5 Nevada 0.0% 0

Indiana 1.5% 4 New Hampshire 0.0% 0

South Carolina 1.5% 4 North Dakota 0.0% 0

Connecticut 1.1% 3 South Dakota 0.0% 0

Hawaii 1.1% 3 Vermont 0.0% 0

Illinois 1.1% 3 West Virginia 0.0% 0

Answered question 266
30

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Table 19 contains a list of the write-in comments associated with “other.” Several of the write-in 

comments were states for which the respondents could have checked participant states. However, 

Table 19 highlights international locations where respondents work (yellow highlight).

Table 19. List of "Other" Write-In Comments

“Other” Write-in Comments

Missouri District of Columbia

Kingston, Jamaica Jakarta, Indonesia

WI, IA, ND Shaanxi Province, China

District of Columbia Turkey

NM, LA, KY, MO, OK Canada Ontario

Missouri Ontario, Canada

District of Columbia Serbia

Puerto Rico Germany

DC Metro Pakistan

National Puerto Rico

Indiana and Illinois Mid Atlantic

Washington DC Italy 

NY, IA, IL, SC, FL Chile

Croatia

5.2 Highest Level of Education

Respondents were asked about the highest level of education reached. The majority indicated 

completing a Bachelor’s degree (47%, n = 151) followed by a graduate degree (39.9%, n = 128).

The result is that almost 87% (86.9%, n = 279) have a Bachelor’s degree or higher. Table 20 and 

Figure 1 depict this information.

Table 20. Highest Level of Education

What is your highest level of education?

Answer Options Response Percent Response Count

Less than High School 0.3% 1

High School or Equivalent 0.9% 3

Some College 3.7% 12

Two Years of College/Technical 

School/Community College 8.1% 26

Bachelor’s Degree 47.0% 151

Graduate Degree 39.9% 128

Answered question 321
31

This report is available at no cost from the National Renewable Energy Laboratory (NREL) at www.nrel.gov/publications.

Figure 1. Highest level of education

5.3 Years of Energy Experience 

Respondents were asked how many years of experience they had in an energy-related industry 

(all jobs combined), not necessarily specifically as an Energy Manager. The majority (46.4%, n = 

149) have more than 21 years of experience. Table 21 and Figure 2 depict this information.

Table 21. Years of Energy Experience

How many years of experience do you have in an energy related industry (all jobs 

combined)?

Answer Options Response 

Percent

Response 

Count

5 years or less 10.3% 33

6–10 years 15.3% 49

11–15 years 13.7% 44

16–20 years 14.3% 46

21 or more years 46.4% 149

Answered question 321

Less than High 

School, 0.3%

High School or 

Equivalent, 0.9%

Some College, 3.7%

Two Years of 

College/Technical 

School/Community 

College, 8.1%

Bachelor's Degree, 

47.0%

Graduate Degree, 

39.9%

What is your highest level of education?
32

This report is available at no cost from the National Renewable Energy Laboratory (NREL) at www.nrel.gov/publications.

Figure 2. Years of energy experience

5.4 Years of Energy Manager Experience

Respondents were asked how many years of experience they had specifically as Energy 

Managers. Even though the majority had more than 21 years of experience in an energy-related 

field, the majority (27.1%, n = 87) had fewer than 5 years of experience as Energy Managers.

And 24.3% (n = 78) had 6–10 years of experience. Together this represents more than 50% 

(51.4%, n = 166) of the respondents having fewer than 10 years of experience as an Energy 

Manager. The SMEs who reviewed the results of the validation study were asked if this 

represented a shortcoming in the type of individuals who responded to the survey and if 

additional respondents with more experience should be targeted. The SMEs felt this was not 

necessary and believed the responses to be reflective of the industry. They felt that Energy 

Manager as an occupation is a relatively new field, and although a majority had more than 21 

years of experience in an energy-related field, the majority with fewer than 10 years of 

experience reflected the fact that energy professionals have more recently transferred into the 

field of energy management. Table 22 and Figure 3 reflect this information.

5 years or less, 

10.3%

6-10 years, 15.3%

11-15 years, 13.7%

16-20 years, 14.3%

21 or more years, 

46.4%

How many years of experience do you have in an energy related industry (all 

jobs combined)?
33

This report is available at no cost from the National Renewable Energy Laboratory (NREL) at www.nrel.gov/publications.

Table 22. Years of Experience Specifically as an Energy Manager

How many years of experience do you have specifically as an Energy Manager?

Answer Options Response 

Percent

Response 

Count

None 4.4% 14

5 years or less 27.1% 87

6–10 years 24.3% 78

11–15 years 16.8% 54

16–20 years 12.1% 39

21 or more years 15.3% 49

Answered question 321

Figure 3. Years of experience specifically as an energy manager

5.5 Work Sector

Respondents were asked whether they worked in a private or public (government) work sector. A 

slight majority (54.7%, n = 174) indicated they worked in a private sector. Table 23 and Figure 4 

reflect this information.

None, 4.4%

5 years or less, 

27.1%

6-10 years, 24.3%

11-15 years, 16.8%

16-20 years, 12.1%

21 or more years, 

15.3%

How many years of experience do you have specifically as an Energy 

Manager?
34

This report is available at no cost from the National Renewable Energy Laboratory (NREL) at www.nrel.gov/publications.

Table 23. Sector in Which Respondent Works

In which sector do you currently work?

Answer Options Response 

Percent

Response 

Count

Public (government at any level) 45.3% 144

Private 54.7% 174

Answered question 318

Figure 4. Sector in which respondent works

Public (government 

at any level), 45.3%

Private, 54.7%

In which sector do you currently work?
35

This report is available at no cost from the National Renewable Energy Laboratory (NREL) at www.nrel.gov/publications.

6 Post-Survey Conference Call/Webinar

Based on this information, Professional Testing, Inc., facilitated a conference call on June 2, 

2014, to review and discuss the survey results. The meeting began with a review of the 

demographic question results to confirm that the sample appeared to be representative of the 

industry. The attending Energy Manager SMEs agreed that the group of respondents was 

representative of the industry. They then reviewed the tasks that were flagged for potential 

elimination. The resolution of this conference call was to remove none of the competency 

statements.

6.1 Adequacy of Respondent Demographics

Based on the results of the demographic data, the JTA Committee felt that the respondents were 

demographically representative and in fact the correct target population was reached.

6.2 Job Task Ratings

Twenty-seven tasks were included in the final version of the validation survey. These tasks were 

grouped based on the six content domains to be covered by the Energy Manager examination 

scheme. The survey used a four-point rating scale for importance of task performance, using the 

following scale:

1 Not important

2 Somewhat important

3 Important

4 Very Important

In addition to the rating scale for task importance, the survey used a six-point rating scale for the 

frequency of the task, using the following scale:

1 Never

2 1% to 25% of the time

3 26% to 50% of the time

4 51% to 75% of the time

5 76% to 99% of the time

6 100% of the time

Responses were tabulated, and means, standard deviations (SDs), and standard errors of the 

mean (SEMs) were calculated for the frequency and the importance scales. This information 

appears in Table 24.

In Table 24, tasks in red represent tasks with less than 2.0 on frequency AND importance. The 

SMEs considered these tasks during the follow-up webinar to determine whether they should be 

dropped. The SMEs determined all tasks were needed.
36

This report is available at no cost from the National Renewable Energy Laboratory (NREL) at www.nrel.gov/publications.

Table 24. Means, SDs, and SEM of Rating Scale Responses

Duties and Tasks Frequency Importance

Means SD SEM Means SD SEM

Planning Effective Energy Management

Identify the energy management scope 2.45 1.65 0.09 2.40 0.72 0.06

Develop energy management policies and objectives 2.04 1.39 0.08 2.37 0.71 0.06

Assess energy usage 3.12 1.52 0.08 2.71 0.55 0.05

Identify energy performance baselines 2.48 1.57 0.09 2.39 0.72 0.06

Plan energy audits 2.05 1.43 0.08 2.11 0.75 0.06

Identify energy opportunities 3.00 1.54 0.09 2.68 0.51 0.05

Prioritize energy opportunities 2.69 1.58 0.09 2.47 0.63 0.05

Consult on capital (non-energy) projects 1.78 1.20 0.08 1.76 0.90 0.07

Coordinate with other departments/divisions 2.65 1.56 0.09 2.27 0.76 0.06

Managing Energy Information

Gather energy management data (utility, weather, etc.) 2.73 1.64 0.09 2.53 0.65 0.06

Analyze energy management data 2.88 1.50 0.08 2.67 0.57 0.05

Complete reports (internal and external) 2.50 1.53 0.09 2.28 0.77 0.06

Implementing the Energy Management Program

Implement the energy program managerial initiatives 

(training, procurement, communication, and design 

standards)

2.31 1.45 0.08 2.19 0.78 0.06

Coordinate team resources 2.18 1.40 0.08 2.00 0.79 0.06

Evaluate results of managerial initiatives (training, 

procurement, communication, and design)

1.97 1.34 0.08 1.92 0.77 0.06

Manage ongoing commissioning 1.83 1.28 0.08 2.09 0.88 0.07

Managing Budgets and Finances

Audit utility invoices 2.02 1.51 0.09 2.06 0.85 0.06

Forecast energy costs 1.88 1.39 0.08 1.98 0.87 0.07

Procure cost effective energy sources 1.71 1.40 0.08 1.99 0.91 0.07

Prepare budgets 1.88 1.47 0.09 2.14 0.85 0.06

Implementing Energy Efficient Projects

Plan project implementation 2.36 1.46 0.08 2.28 0.73 0.06

Implement energy projects 2.55 1.49 0.09 2.39 0.73 0.06

Conduct project close-out activities 2.02 1.47 0.08 2.07 0.80 0.06

Monitor Project Performance 2.41 1.57 0.09 2.49 0.71 0.06

Managing Energy Communications

Advocate for energy conservation 2.77 1.72 0.09 2.46 0.73 0.06

Communicate energy information to senior management 2.53 1.57 0.09 2.57 0.65 0.06

Coordinate energy program with external parties 2.17 1.50 0.09 1.90 0.90 0.07

Responses to frequency and importance rankings were combined by doubling the importance and 

adding frequency to arrive at a single scale. Table 25 shows the tabulated results. 
37

This report is available at no cost from the National Renewable Energy Laboratory (NREL) at www.nrel.gov/publications.

Table 25. Combined Frequency and Importance Scales

Duties and Tasks Frequency Importance Combined 

Ratings

Overall 

Means SD SEM Means SD SEM Weights

Planning Effective Energy Management

Identify the energy management scope 2.45 1.65 0.09 2.40 0.72 0.06 7.25 3.91%

Develop energy management policies and objectives 2.04 1.39 0.08 2.37 0.71 0.06 6.78 3.66%

Assess energy usage 3.12 1.52 0.08 2.71 0.55 0.05 8.53 4.60%

Identify energy performance baselines 2.48 1.57 0.09 2.39 0.72 0.06 7.26 3.92%

Plan energy audits 2.05 1.43 0.08 2.11 0.75 0.06 6.27 3.38%

Identify energy opportunities 3.00 1.54 0.09 2.68 0.51 0.05 8.36 4.51%

Prioritize energy opportunities 2.69 1.58 0.09 2.47 0.63 0.05 7.62 4.11%

Consult on capital (non-energy) projects 1.78 1.20 0.08 1.76 0.90 0.07 5.29 2.86%

Coordinate with other departments/divisions 2.65 1.56 0.09 2.27 0.76 0.06 7.18 3.88%

Managing Energy Information

Gather energy management data (utility, weather, etc.) 2.73 1.64 0.09 2.53 0.65 0.06 7.79 4.20%

Analyze energy management data 2.88 1.50 0.08 2.67 0.57 0.05 8.21 4.43%

Complete reports (internal and external) 2.50 1.53 0.09 2.28 0.77 0.06 7.06 3.81%

Implementing the Energy Management Program

Implement the energy program managerial initiatives (training, 

procurement, communication, and design standards)

2.31 1.45 0.08 2.19 0.78 0.06 6.68 3.61%

Coordinate team resources 2.18 1.40 0.08 2.00 0.79 0.06 6.19 3.34%

Evaluate results of managerial initiatives (training, procurement, 

communication, and design)

1.97 1.34 0.08 1.92 0.77 0.06 5.81 3.14%

Manage ongoing commissioning 1.83 1.28 0.08 2.09 0.88 0.07 6.02 3.25%

Managing Budgets and Finances

Audit utility invoices 2.02 1.51 0.09 2.06 0.85 0.06 6.14 3.32%

Forecast energy costs 1.88 1.39 0.08 1.98 0.87 0.07 5.84 3.15%

Procure cost effective energy sources 1.71 1.40 0.08 1.99 0.91 0.07 5.68 3.07%

Prepare budgets 1.88 1.47 0.09 2.14 0.85 0.06 6.16 3.32%
38

This report is available at no cost from the National Renewable Energy Laboratory (NREL) at www.nrel.gov/publications.

Duties and Tasks Frequency Importance Combined 

Ratings

Overall 

Means SD SEM Means SD SEM Weights

Implementing Energy Efficient Projects

Plan project implementation 2.36 1.46 0.08 2.28 0.73 0.06 6.93 3.74%

Implement energy projects 2.55 1.49 0.09 2.39 0.73 0.06 7.34 3.96%

Conduct project close-out activities 2.02 1.47 0.08 2.07 0.80 0.06 6.17 3.33%

Monitor Project Performance 2.41 1.57 0.09 2.49 0.71 0.06 7.38 3.99%

Managing Energy Communications

Advocate for energy conservation 2.77 1.72 0.09 2.46 0.73 0.06 7.70 4.15%

Communicate energy information to senior management 2.53 1.57 0.09 2.57 0.65 0.06 7.67 4.14%

Coordinate energy program with external parties 2.17 1.50 0.09 1.90 0.90 0.07 5.97 3.22%

185.28 100.00%
30

This report is available at no cost from the National Renewable Energy Laboratory (NREL) at www.nrel.gov/publications.

6.3 Tasks or Knowledge Missing

Survey respondents were asked if they felt there were any tasks or knowledge missing from the 

JTA. Appendix B lists all of the write-in responses. The JTA Committee reviewed all the 

comments and determined that the following content should be added to the JTA:

• Information indicating when the JTA refers to energy that energy also includes water.
31

This report is available at no cost from the National Renewable Energy Laboratory (NREL) at www.nrel.gov/publications.

7 Conclusions and Next Steps

The JTA is the first step in the test development process; it is the primary source of evidence for 

the examination’s validity. The final DACUM JTA is now validated and may be used by training 

organizations to develop training programs and by a certification body or scheme committee to 

develop a certification scheme.
32

This report is available at no cost from the National Renewable Energy Laboratory (NREL) at www.nrel.gov/publications.

Appendix A: Energy Manager Validation Study Survey
Commercial Workforce Credentialing Council Job Task Analysis Validation

Welcome!

The National Institute of Building Sciences Commercial Workforce Credentialing Council and industry stakeholders have 

a project to improve the quality and consistency of commercial buildings workforce training and certification programs for 

four key energy­related jobs.

In support of this project, the National Institute of Building Sciences (NIBS), and Professional Testing, Inc. are seeking 

members of the commercial buildings industry to participate in a nationwide research study validating job task analyses 

(JTAs) of four key energy­related jobs in the commercial buildings sector. The JTA is a procedure for analyzing the tasks 

performed by individuals in a specific job, as well as the knowledge, skills, and abilities necessary to perform those 

tasks. JTAs are critical elements of quality training programs and professional certifications.

Current industry practitioners whose work falls into one or more of the following job categories may complete a validation 

study by April 25, 2014. Each energy­related job area survey is nine pages. For each survey you will rate the frequency 

and importance of the work activities associated with each area of responsibility. Participation should take approximately 

30–45 minutes and individuals may complete more than one validation study, if applicable. When determining 

applicability, practitioners should focus on the details of the job descriptions rather than on the job title, as job titles 

frequently vary from one employer to another.

You do not have to respond to all surveys however we ask you to please finish any survey you start.

If you do not have time to complete the survey in one sitting, you can stop and complete the survey later (provided you 

use the same computer and have cookies enabled on that computer). The survey will resume where you stopped. If you 

do not have cookies enabled, the survey will start over from the beginning again.

Your responses will be kept confidential, and we appreciate your assistance. If you have any difficulty responding to this 

survey, please contact NIBS at dsmith@nibs.org.

On the next page you will be given the opportunity to select the energy­related job survey you are interested in 

responding to.
Commercial Workforce Credentialing Council Job Task Analysis Validation

Following is a description of each of the four energy­related surveys you may respond to. Please review the job 

descriptions and select the survey for which you feel most qualified.

Please note: Validation studies should be completed only by professionals who have actual job experience in the 

specific job or who have trained those performing the job, specifically for commercial buildings. Participation is voluntary 

and individual responses will be kept confidential. Responses will be combined with those from other respondents and 

used to improve the JTAs for the commercial buildings workforce.

* Please select the survey for which you wish to respond:

Energy Manager ­ Responsible for managing and continually improving energy performance in commercial buildings by establishing and 

maintaining an energy program management system that supports the mission and goals of the organization.

nmlkj

Building Energy Auditor ­ Energy solutions professional who assesses building systems and site conditions; analyzes and evaluates 

equipment and energy usage; and recommends strategies to optimize building resource utilization.

nmlkj

Building Operations Professional ­ Manages the maintenance and operation of building systems and installed equipment, and performs 

general maintenance to maintain the building's operability, optimize building performance, and ensure the comfort, productivity and safety of 

the building occupants.

nmlkj

Building Commissioning Professional ­ Leads, plans, coordinates and manages a commissioning team to implement commissioning 

processes in new and existing buildings.

nmlkj
Commercial Workforce Credentialing Council Job Task Analysis Validation

Please answer the following background questions. Your responses will be kept confidential and this information will only 

be used for statistical purposes.

In which state do you primarily work?

What is your highest level of education?

How many years of experience do you have in an energy related industry (all jobs 

combined)?

How many years of experience do you have specifically as an Energy Manager?

In which sector do you currently work?

6

Other (please specify)

nmlkj Less than High School

nmlkj High School or Equivalent

nmlkj Some College

nmlkj Two Years of College/Technical School/Community College

nmlkj Bachelor's Degree

nmlkj Graduate Degree

nmlkj 5 years or less

nmlkj 6­10 years

nmlkj 11­15 years

nmlkj 16­20 years

nmlkj 21 or more years

nmlkj none

nmlkj 5 years or less

nmlkj 6­10 years

nmlkj 11­15 years

nmlkj 16­20 years

nmlkj 21 or more years

nmlkj Public (government at any level)

nmlkj Private
Commercial Workforce Credentialing Council Job Task Analysis Validation

Instruction Page

In the following pages, you will be asked to think about tasks that an Energy Manager does and to indicate the frequency with which an Energy 

Manager performs each task on a job. Then, considering the same task statement, you will be asked to indicate how important it is that an Energy 

Manager knows how to do each of these tasks. To respond click the drop down menu and select your response. 
Commercial Workforce Credentialing Council Job Task Analysis Validation

When an Energy Manager is Planning Effective Energy Management, please indicate how 

frequently this task is performed on the job and how important this task is to an Energy 

Manager.

When an Energy Manager is Managing Energy Information, please indicate how frequently 

this task is performed on the job and how important this task is to an Energy Manager.

When an Energy Manager is Implementing the Energy Management Program, please 

indicate how frequently this task is performed on the job and how important this task is to 

an Energy Manager.

Frequency ­ How often is this task 

performed on the job?

Importance ­ How important is this task to 

the overall successful performance of an 

Energy Manager?

Identify the energy management scope 6 6

Develop energy management policies and objectives 6 6

Assess energy usage 6 6

Identify energy performance baselines 6 6

Plan energy audits 6 6

Identify energy opportunities 6 6

Prioritize energy opportunities 6 6

Consult on capital (non­energy) projects 6 6

Coordinate with other departments/divisions 6 6

Frequency ­ How often is this task 

performed on the job?

Importance ­ How important is this task to 

the overall successful performance of an 

Energy Manager?

Gather energy management data (utility, weather, etc.) 6 6

Analyze energy management data 6 6

Complete reports (internal and external) 6 6

Frequency ­ How often is this task 

performed on the job?

Importance ­ How important is this task to 

the overall successful performance of an 

Energy Manager?

Implement the energy program managerial initiatives 

(training, procurement, communication, and design 

standards)

6 6

Coordinate team resources 6 6

Evaluate results of managerial initiatives (training, 

procurement, communication, and design)

6 6

Manage ongoing commissioning 6 6
Commercial Workforce Credentialing Council Job Task Analysis Validation

When an Energy Manager is Managing Budgets and Finances, please indicate how 

frequently this task is performed on the job and how important this task is to an Energy 

Manager.

When an Energy Manager is Implementing Energy Efficient Projects, please indicate how 

frequently this task is performed on the job and how important this task is to an Energy 

Manager.

When an Energy Manager is Managing Energy Communications, please indicate how 

frequently this task is performed on the job and how important this task is to an Energy 

Manager.

Frequency ­ How often is this task 

performed on the job?

Importance ­ How important is this task to 

the overall successful performance of an 

Energy Manager?

Audit utility invoices 6 6

Forecast energy costs 6 6

Procure cost effective energy sources 6 6

Prepare budgets 6 6

Frequency ­ How often is this task 

performed on the job?

Importance ­ How important is this task to 

the overall successful performance of an 

Energy Manager?

Plan project implementation 6 6

Implement energy projects 6 6

Conduct project close­out activities 6 6

Monitor Project Performance 6 6

Frequency ­ How often is this task 

performed on the job?

Importance ­ How important is this task to 

the overall successful performance of an 

Energy Manager?

Advocate for energy conservation 6 6

Communicate energy information to senior management 6 6

Coordinate energy program with external parties 6 6
Commercial Workforce Credentialing Council Job Task Analysis Validation

Review the specialized knowledge below and indicate the depth of knowledge that is 

required of an Energy Manager.

No knowledge needed Some knowledge needed Moderate knowledge neededExtensive knowledge needed

Applicable energy 

regulations

nmlkj nmlkj nmlkj nmlkj

Applicable local codes nmlkj nmlkj nmlkj nmlkj

Basic database usage, 

design, and management

nmlkj nmlkj nmlkj nmlkj

Basic energy concepts and 

principles

nmlkj nmlkj nmlkj nmlkj

Basic energy efficiency 

economics

nmlkj nmlkj nmlkj nmlkj

Basic energy engineering 

calculations

nmlkj nmlkj nmlkj nmlkj

Basic statistics nmlkj nmlkj nmlkj nmlkj

Benefits of energy 

efficiency

nmlkj nmlkj nmlkj nmlkj

Best maintenance practices nmlkj nmlkj nmlkj nmlkj

Best practices for energy 

efficiency

nmlkj nmlkj nmlkj nmlkj

Best practices in 

measurement and 

verification methodology

nmlkj nmlkj nmlkj nmlkj

Building and Energy Codes 

and Standards

nmlkj nmlkj nmlkj nmlkj

Building automation 

systems

nmlkj nmlkj nmlkj nmlkj

Building operation plan 

(including original design 

load)

nmlkj nmlkj nmlkj nmlkj

Building sciences nmlkj nmlkj nmlkj nmlkj

Building systems nmlkj nmlkj nmlkj nmlkj

Calendarization nmlkj nmlkj nmlkj nmlkj

Changes in reporting 

requirements

nmlkj nmlkj nmlkj nmlkj

Commissioning process nmlkj nmlkj nmlkj nmlkj

Construction management nmlkj nmlkj nmlkj nmlkj

Contract administration nmlkj nmlkj nmlkj nmlkj

Data security, safety and 

storage

nmlkj nmlkj nmlkj nmlkj

Databases nmlkj nmlkj nmlkj nmlkj

Energy accounting nmlkj nmlkj nmlkj nmlkj

Energy audit methodology nmlkj nmlkj nmlkj nmlkj
Commercial Workforce Credentialing Council Job Task Analysis Validation

Energy calculations nmlkj nmlkj nmlkj nmlkj

Energy certification 

programs

nmlkj nmlkj nmlkj nmlkj

Energy efficiency 

economics

nmlkj nmlkj nmlkj nmlkj

Energy information systems 

(EISs)

nmlkj nmlkj nmlkj nmlkj

Energy management 

control systems (EMCSs)

nmlkj nmlkj nmlkj nmlkj

Energy source pricing 

structures (demand charges, 

power factor charges, time 

of use charges, etc.)

nmlkj nmlkj nmlkj nmlkj

Energy systems nmlkj nmlkj nmlkj nmlkj

Energy unit calculations nmlkj nmlkj nmlkj nmlkj

Environmental impacts of 

energy consumption

nmlkj nmlkj nmlkj nmlkj

Evaluation methodologies nmlkj nmlkj nmlkj nmlkj

Facility type hazards nmlkj nmlkj nmlkj nmlkj

Facility type processes and 

operations

nmlkj nmlkj nmlkj nmlkj

Financial analysis 

methodologies and 

threshold (e.g., life cycle 

costs analysis, ROI)

nmlkj nmlkj nmlkj nmlkj

Grants nmlkj nmlkj nmlkj nmlkj

Health and safety nmlkj nmlkj nmlkj nmlkj

How to interpret interval 

data

nmlkj nmlkj nmlkj nmlkj

How to interpret weather 

data

nmlkj nmlkj nmlkj nmlkj

How to verify data (check 

meters, etc.)

nmlkj nmlkj nmlkj nmlkj

Human behavior nmlkj nmlkj nmlkj nmlkj

IEQ nmlkj nmlkj nmlkj nmlkj

Impact of building systems 

on health and wellbeing

nmlkj nmlkj nmlkj nmlkj

Incentive programs nmlkj nmlkj nmlkj nmlkj

Indoor environmental 

quality standards (e.g., 

lighting, temperature, etc.)

nmlkj nmlkj nmlkj nmlkj

Industry specific Codes and 

Standards (for industry 

served by the Energy 

Manager)

nmlkj nmlkj nmlkj nmlkj
Commercial Workforce Credentialing Council Job Task Analysis Validation

Industry terminology, 

jargon, and acronyms

nmlkj nmlkj nmlkj nmlkj

M&V methodologies nmlkj nmlkj nmlkj nmlkj

Normalization nmlkj nmlkj nmlkj nmlkj

Occupant requirements and 

standards

nmlkj nmlkj nmlkj nmlkj

Organizational awareness nmlkj nmlkj nmlkj nmlkj

Organizational structures nmlkj nmlkj nmlkj nmlkj

Procurement process nmlkj nmlkj nmlkj nmlkj

Project delivery methods 

(ESCO, PPA, etc.)

nmlkj nmlkj nmlkj nmlkj

Reliability of sources of 

meter data

nmlkj nmlkj nmlkj nmlkj

Resource planning nmlkj nmlkj nmlkj nmlkj

Risk assessment nmlkj nmlkj nmlkj nmlkj

Sequence of operation nmlkj nmlkj nmlkj nmlkj

Stakeholder groups (health 

and safety, facility 

operations, occupants, etc.)

nmlkj nmlkj nmlkj nmlkj

Systems thinking (thinking 

of the interactions between 

systems)

nmlkj nmlkj nmlkj nmlkj

Trend analysis nmlkj nmlkj nmlkj nmlkj

Typical ranges of energy 

performance metrics

nmlkj nmlkj nmlkj nmlkj

Understanding of auditing 

equipment

nmlkj nmlkj nmlkj nmlkj

Understanding of various 

specialized facility types 

(labs, clean rooms, 

hospitals, etc.)

nmlkj nmlkj nmlkj nmlkj

Utility and tax incentives nmlkj nmlkj nmlkj nmlkj

Utility invoicing nmlkj nmlkj nmlkj nmlkj

Utility meter types nmlkj nmlkj nmlkj nmlkj

Utility rate structures nmlkj nmlkj nmlkj nmlkj

Utility rates, tariffs, and 

contracts (including 

specialized rates and 

programs)

nmlkj nmlkj nmlkj nmlkj

Utility regulations and 

requirements

nmlkj nmlkj nmlkj nmlkj

Weather effects on energy 

use

nmlkj nmlkj nmlkj nmlkj
Commercial Workforce Credentialing Council Job Task Analysis Validation

Are there any job related tasks that are missing from this survey?

Is there any knowledge that we did not include in this survey that should have been 

included?

nmlkj No

nmlkj Yes

If yes, what?

5

6

nmlkj No

nmlkj Yes

If yes, what?

5

6
Commercial Workforce Credentialing Council Job Task Analysis Validation

If a certification examination were to be developed based on this information, please enter 

the percentage of the exam that should be devoted to each of the content areas listed 

below.

(Note: Your responses should add up to 100.)

Planning Effective Energy Management

Managing Energy Information

Implementing the Energy Management Program

Managing Budgets and Finances

Implementing Energy Efficient Projects

Managing Energy Communications
Commercial Workforce Credentialing Council Job Task Analysis Validation

* Do you wish to respond to another survey?

nmlkj Yes

nmlkj No
45

This report is available at no cost from the National Renewable Energy Laboratory (NREL) at www.nrel.gov/publications.

Appendix B: List of Write-In Comments

• Proposal evaluation - Creating an inventory of installed systems and technologies; building 

profiles, etc.

• Monitoring of the energy markets for intelligent decision-making. 2) Forming and leading a site 

Energy Team (or Sustainability Team). 3) Strategic planning which could include active 

participation in lobbying groups to formulate effective policy, regulations, and utility rates.

o Renewable energy and applications 2. New product evaluation and testing 3. Basic 

mechanical and electrical engineering knowledge, hands-on experience 4. 

Benchmarking methods and process 5. CFD knowledge is useful, but not necessary 6. 

ASHRAE 55, 62.1, NEC, and other applicable codes in addition to energy codes.

• A fundamental knowledge of "renewable" energy sources, how to calculate wind and solar 

potentials, pitfalls, cost related calculations etc. Should include ground source heat pumps, PV, 

solar heating, wind energy generation, natural lighting, lighting upgrades, lumens per square 

foot for various areas, power generation to include islanding, peak-shaving, isolation of loads,

also should have working knowledge of maintenance principles and how they relate to energy 

consumption.

• Ability to read drawings

• Building Energy Modeling

• Business Economics Sustainable Technologies

• Communication skills Team Building

• Control Systems Programming - Software Development

• Controlling quality of energy assessments, whether in-house or contractor supplied. Reviewing 

energy assessment reports for completeness and accuracy. Engaging and utilizing influence of 

top management. Changing human behavior for energy management purposes.

• Customer outreach, understanding and analyzing the energy water nexus, tracking changes and 

advancements in technology and renewable energy.

• Direct training of line personnel and managers to use energy efficiently. In manufacturing, the 

workers control 100% of the variability in energy use.

• Directly managing people: skilled trades and/or office staff

• Dog and Pony Shows - time wasted showing off projects and giving presentations that will yield 

no energy savings and take time away from important tasks. This is widespread as "energy" is a 

"focus" now.

• Energy analysis model development which includes fundamental understanding of processes 

being modeled. Engineering calculation software skills (Excel, Matlab, etc.). Training of users of 

calculation tools.

• Energy Manager needs to expertise in building systems: Missing the technical component of 

Building Systems Motors & Drives Boilers Lighting HVAC Pumps

• Energy modeling.

• Energy Project approval processes

• Exhaustive knowledge of energy consuming systems (boilers, air compressors, lighting, HVAC, 

etc.)

• Failure analysis of energy systems and solutions for future projects

• How to be a Beta test site for new technology. Need a clearinghouse for new technology. 

Information on new Technology being developed or that is available is difficult to find. Many 
46

This report is available at no cost from the National Renewable Energy Laboratory (NREL) at www.nrel.gov/publications.

companies will install the new technology at no cost for the opportunity to test the new 

technology.

• I may have misinterpreted your categories but I find the following lacking: - Campus master 

planning - Review of prototype and new technologies that can be deployed - Evaluate proposals 

and assess performance of renewable energy systems and campus power plants - Managing 

competing interests among tenants, clients and owners on implementing energy projects for 

new and existing buildings - Develop energy persistence or continuous improvement plans for 

non-energy staff (i.e. typical maintenance folks)

• I would have highlighted more the knowledge of equipment maintenance and operations.

• Implement staff development programs to increase awareness and participation. After all, 

people use energy, not buildings or equipment. Implement methods for measuring and 

recognizing success. Again, it is more about people than things.

• Importance of industry societies, i.e. ASHRAE, AEE, IEEE.

• Industry group participation to shape state energy policy

• Managing an energy team made up from proactive and reliable other-than-energy personnel.

Energy Awareness Award Programs

• More on utilizing incentives in the tasks (it was included as a knowledge) Managing consultants

• Must understand technology options, renewable energy, Climate Change, Extreme Weather, 

Energy Density, Energy Star Portfolio Manager.

• o Green House Gases o Renewable Energy o Chiller Plant Operations o Boiler Plant Operations o 

Building Envelope o Commissioning, Retro Commissioning, and Continuous Commissioning o 

Training on the Energy and Water program o Fleet Management • CARS • FAST - Research new 

technologies, applications procedures and policies related to that program element in order to 

maximize system efficiencies and optimize performance while minimizing maintenance 

requirements. - Participates in network and national committees, work groups, task forces as 

needed in support of the VHA energy program. • Technical advisor to the facilities, Medical 

Centers, CBOC’s, National Cemeteries, and VBA facilities to which she/he is assigned where it 

concerns energy or water consuming equipment, activities and functions. • Serves as the local 

point of contact and subject matter expert for all issues related to the Energy and Water 

management programs • Serves as the local subject matter expert for Fleet Management 

working directly with the local fleet managers to ensure proper reporting and compliance. • 

Serves as the local subject matter expert on evaluation of new and renewed leases to ensure 

compliance with applicable laws and regulations where they pertain to the Energy and Water 

management program. • Establishes operating set points and monitor performance of Variable 

Frequency Speed Drives or similar devices. - Works with Acquisition and Material Management 

Services, Facility Equipment Committees and other facility services in the selection of the most 

energy efficient equipment to procure or lease, including fleet vehicles. - Will conduct HVAC, 

lighting, building, steam generation system, domestic hot water and other energy audits using 

industry standard energy analysis tools to minimize energy consumption. He/she must be 

proficient in the use of energy survey equipment (light meters, power quality meters, 

multimeters, differential pressure gages, anemometers and associated software) and 

computerized energy survey software (FEDS, ASEAM, or equal computer applications). The 

incumbent should also be familiar with computer-based Building and Energy Management 

Systems. - Serves as a Contracting Officers Technical Representative (COR), a Technical Monitor 

(TM) and as a Technical Evaluation Board member at the request of the VISN Energy Manager or 

Capital Asset Manager. Shall independently determine and obtain the necessary training and 
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This report is available at no cost from the National Renewable Energy Laboratory (NREL) at www.nrel.gov/publications.

certifications to provide supportive service in the contracting and contract administration 

process.

• Often the role of the energy manager is to manage a team of energy engineers. The tasks don't 

seem to address management functions.

• Oversight of operation of building systems in accordance with approved criteria, e.g., 

temperatures, schedules, humidity, redundancy, etc. Oversight of building system maintenance

programs Oversight of utility services to ensure services provided are properly matched to 

actual building requirements

• Prepare briefings and information papers. Submit projects into various Army funding systems 

and understanding how these Web-based systems work.

• Presentation of data and reports to all parties involved, management, customers etc.

• Presentation Skills

• Preventive maintenance How to operate systems at peak efficiency Retrocommissioning Energy 

modeling and/or using BIN analysis to estimate ECMs HVAC Design Electrical Design Piping 

Design

• Project cost estimating

• Psychological effects on job performance analysis. Especially important in educational settings,

as well as special visual applications.

• Renewables i.e. Solar Installation Economics

• Setting up and utilization of automation in building, substation controls, site use metering and 

using this data to alarm and report information. All of these interact and thus provide 100% 

monitoring with very little oversight. These replace humans for reading data/meters and 

provide very accurate reenactment of problems. Thus the problems can be analyzed for 

prevention etc. With myself or staff being on call 24x7 in case of critical energy 

consumption...such as bad weather, electrical brown outs etc. Also the simple volume of data 

because more buildings, sections of building and individual pieces of equipment is now being 

data uploaded to online. I have access anywhere in the world via standard browsers...13 

buildings on site and various buildings miles away. All being actively done while I perform other 

energy duties...but still have to respond to these interactively while doing the planning, 

development, auditing etc.

• Staff training

• Standard engineering analysis tools, spreadsheet analysis, technical writing

• Supply risk management

• Sustainability Metrics Reporting Greenhouse Gas Accounting

• System Diagrams

• Terrence Rollins, MBA, CEM, CDSM, CSDP RHC Global Energy Solutions trollins@earthlink.net

Regarding training, some federal government and private industry companies do not internally 

train to the AEE standards when performing energy audits. When CEU's are needed to renew 

the CEM certification, thus I maintain my own CEM as a professional. An question could read, 

does your organization provide AEE sponsored training to maintain the CEU's?

• The survey seems to overlook tasks related to obtaining the necessary budget, staff and vendor 

resources for energy management. We are never funded to fully implement our plans, and 

therefore must spend significant time learning and applying a variety of finance tools. Getting 

qualified staff assigned or hired takes significant time. Managing vendor resources, including 

everything from taking sales calls to guiding complex (ESPC) acquisitions, all can fall on the 

energy manager.

• Time-of-day scheduling, plug load assessment
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This report is available at no cost from the National Renewable Energy Laboratory (NREL) at www.nrel.gov/publications.

• Training and Awareness for Building Operators

• Training/updating personnel on changes made.

• Understanding long range energy cost projections and determining their validity. Integrating 

building systems like Computerized Maintenance Management Software (CMMS), building 

automation systems (BAS), Life Safety to insure optimization and safety of operation.

• Understanding of the types of systems that use energy

• Utility Master Planning Utility Infrastructure Deferred Maintenance and Condition Index 

Auditing Utility Infrastructure Preventive Maintenance

• Utility procurement strategies.

• Utility P&L explanations

• Water conservation

• Water conservation/efficiency specifically.

• Water treatment Leak detection Chiller/boiler plant troubleshooting

• Water usage and management. This entire area appears to have been neglected. Water usage 

often goes hand-in-hand with energy use and management and is a vital portion of an Energy 

Manager's duties, which are really more of a Resource Management task. This is currently a vital 

aspect of energy management in California, and will become, perhaps more important than 

energy management itself in coming decades.

• Writing skills-

• Writing specifications Drafting Policy Drafting Blue Prints Design Review Public Relations Review 

and interpretation of executive Orders and applicable laws (where regulations have not caught 

up) Re-writing or defining Standard Operating Procedures Re-writing or defining O&M practices

• You included commissioning but for those of us who have mostly older buildings 

retrocommissioning or recommissioning is extremely important. Yes, it is almost the same in 

certain respects; however, it can be extremely different when historical building issues arise.

• - Mastery of, and skill in applying, advanced theories, concepts, and principles practiced in the 

science of professional engineering sufficient to serve as a consultant and expert advisor on the 

engineering aspects of proposed and existing plans, designs, and construction activities for a 

wide range of agency facilities assigned and within the VISN for areas that the incumbent has 

program lead responsibilities. - Shall utilize pilot projects to resolve unique or novel problems 

conditions or issues within the VA system in applying new technologies processes and 

procedures within the VA to maximize system performance throughout the VA. This could 

include but is not limited to: Lighting systems, HVAC systems, Control systems, Control methods 

and techniques, Chillers, Boilers, irrigation, heating systems, cooling systems, steam systems, 

building envelop, windows, roofing systems and integration of multiple systems. - Extensive 

Knowledge of various energy systems, including building envelopes, HVAC, local controls, 

system controls, and facility wide controls, steam distribution and lighting and their retrofit 

potential for energy conservation and/or energy recovery in Medical Center/Hospital 

environments is essential. - Shall have good oral and written communication skills in order to 

effectively communicate technically complex information with A/E firms, contractors, 

equipment manufacturers and vendors during the design and construction of energy 

conservation projects. - Shall have the ability to effectively communicate with contractors, 

professional engineers, public officials and professional medical and administrative staff. - Must 

have demonstrable experience in the design, construction, maintenance and inspection of the 

installation of all medical center related utility systems. Utility systems include electrical power 

distribution, electronics, plumbing, water distribution, steam generation and distribution, 

vacuum, medical gas, fire alarm, fire sprinklers, pneumatic and other electrical and mechanical 
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This report is available at no cost from the National Renewable Energy Laboratory (NREL) at www.nrel.gov/publications.

systems. - Must be knowledgeable in the evaluation of alternative fuels and fuel consumption 

for vehicles. - Shall have the ability to use , and train others in the use of , energy and project 

management software, such as construction estimating, scheduling, life cycle cost analysis 

spreadsheets and word processing. - Plans and carries out assignments; resolves most conflicts 

independently; coordinates the work with others as necessary; interprets policy and regulatory 

requirements in terms of established objectives; keeps the supervisor informed of progress and 

potentially controversial problems, concerns, issues, or other matters; develops changes to 

plans and/or methodology; and provides recommendations for improvements in order to meet 

program objectives. - Performs the duties of the position without specific instructions relying 

primarily on his/her professional engineering and management judgment to independently 

research, define, plan and execute their positions duties and activities to meet National, VA, 

VISN and Medical Center mandates, requirements, goals and objectives. - Work, because of 

his/her engineering training and professional experience, is expected to be technically correct 

and is given only cursory review by management/supervisory staff.

• Ongoing professional development (continued training on emerging technologies and 

approaches) - Professional networking - Presentation skills - Influence without authority skills

• A lot of survey questions seemed devoted to efficiency (stuff that can do a job with les energy) 

as opposed to conservation (just using less energy.) This "blind side" is a widespread industry 

problem in my opinion. The knowledge that energy managers need to manage people is not 

included. It is possible to be quite successful as an energy manager without knowing any 

engineering calculations, having no knowledge of products, and never implementing a single 

efficiency project. I'm not advocating for elimination of, or trying to downplay the importance of 

those tasks, but I want to call attention to the fact that the people side of the equation is worth 

so much more than the equipment side.

• Another question could be? Are you or your organization involved in the local AEE Chapter, and 

are you trained to conduct Level I Level II and Level III Energy Audits? If not, why? If your agency 

is not able to conduct these levels of energy audits, then what additional AEE training are you 

pursuing to gain this experience?

• As a Federal energy manager, I am also tasked with sustainability planning and reporting for my 

agency, and greenhouse gas emission inventory and reduction. In my opinion, agency 

sustainability planning and reporting are not duties that belong with an energy manager.

However, we do need knowledge of sustainable buildings and applicable rating systems. When 

an energy manager is responsible for greenhouse gas emissions inventories and reductions, 

he/she needs not only knowledge emission sources directly related to energy use, but also some 

knowledge of other sources including but not limited to fleet operations, employee commuting, 

business travel, solid waste, refrigerant management.

• Basic understanding of primary and secondary energy sources and how they relate. energy 

conversions and how to place them on an equal apples-to-apples basis.

• Building Energy Modeling

• Building System Interrelated effects

• Climate specific constrains such as humidity in Florida, motivating team and building managers 

to operate efficient buildings accordingly

• Construction cost estimating. Building systems design would help to identify what can and 

cannot be do regarding energy conservation measures.

• Corporate communication skills; i.e. how to effectively communicate and promote energy 

efficiency.
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This report is available at no cost from the National Renewable Energy Laboratory (NREL) at www.nrel.gov/publications.

• Creation of Graphical Users Interface - GUI Creation of such screens are critical to convert field 

hardware diagrams and live data into a user accessible format that allows for operational 

control and troubleshooting. Active energy usage and savigns potential can be identified here.

• Credentialing and Continuous education and training is required. Certified Energy Manager and 

LEED AP are really helpful. Professional Engineer is helpful if you are designing for construction.

• Dashboard to communicate efforts to employees.

• Employee behavior Bypassing or overriding energy management systems

• Energy Modeling Alternative Energy Technologies

• Energy modeling methodology, retro-commissioning

• Energy Procurement Risk Management

• Environmental issues such as the water-energy nexus is a definite knowledge need in the 

southwest. Historical building knowledge for those dealing with energy use in older buildings 

(usually 50 years plus) in cities, military installations, etc. You "sort-of" touched on it but 

knowledge of using different types of renewable energy (RE) storage (for instance hydroelectric 

solar pumped storage) is important today with RE storage being a challenge for energy 

managers dealing with RE.

• How Energy Managers educate and convince stakeholders concerning energy management 

equipment and energy management strategies. How energy management programs will free 

energy dollars, to enhance budgets for other projects

• Human behavior and how to change it. WELL, THE LAST QUESTION ON THE NEXT PAGE LACKS AT 

LEAST ONE VERY IMPORTANT ITEM: MANAGING ENERGY CONSUMPTION BY MANAGING 

ENERGY-CONSUMING SYSTEMS AS PART OF ONE LARGER SYSTEM TO MOST IMPORTANTLY 

CONTROL COST, SAVE ENERGY, AND PROTECT THE ENVIRONMENT.

• I am a professional engineer, LEED, CEM and CECP. My main job is being auditor, policy maker 

and standard writer for an organization which owns and operates app. 30 buildings. I do not 

know why "JTA" for CEM or CECP is required. I strongly recommend that government do not 

create another bureaucracy. Additionally, do not create a program similar to the new LEED 

certification program by Green Building Council several years ago. I understand that NREL need 

to collect information from public. However, the survey content is too narrow and inadequate.

Do NREL professionals really understand what energy professionals do???

• I found the following missing, or not explicit enough: - Understanding of building design beyond 

a "systems thinking" and equipment performance ratings - Master planning that involves the 

politics, design standards, energy benchmarking targets and standard operating procedure for 

O&M staff - Knowledge of mechanical and electrical systems AND components, and how they 

relate to current or planned building load - Public speaking and influencing others -

Understanding of net zero carbon and energy requirements - Understanding of renewable 

energy systems

• Identifying different lighting technologies and controls Identifying common energy conservation 

measures (ECMs) fundamentals of HVAC systems, boilers, chillers, etc. Use of evaluation/survey 

tools (IR cameras, combustion analyzers, data loggers, etc.)

• Involvement in the industry, writing papers, research, etc.

• Knowledge gained through membership and participation (on committees and seminar 

attendance) in key related professional trade associations, such as ASHRAE, AEE, etc.

• Knowledge of Building Simulation Software

• Knowledge of energy consuming systems is the single most important part of this job

• Knowledge of equipment maintenance and operations.
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This report is available at no cost from the National Renewable Energy Laboratory (NREL) at www.nrel.gov/publications.

• Knowledge of how to prepare energy results and data taylored to a specific audience. (Impact)

Knowledge and implementation of an energy award program for awareness progression.

• Knowledge of utility production plants and distribution systems and best operations and 

maintenance practices

• Knowledge of water-energy nexus.

• Learned experience has measurable value and metic should be included

• Marketing or selling your energy program. Red Tape Management

• Mechanical and electrical engineering concepts.

• New interactive meters to utilities with spot charges due to peaking and seasonal/daily rate 

changes. These are pushing the envelope for users to automatically cut back usages at peak 

times. I manage over 3M sq. ft and we are developing systems that will cut back ornamental and 

architectural lighting systems during signaled peak times. ALSO new "Analytic" programs 

residing in the cloud such as Building AnalyticsTM, SkySpark or Struxware are becoming critical to 

reduction of manpower, building maintenance/programing and energy mandates. We are 

implementing those on a Beta site.

• No specifically but general engineering knowledge is the cornerstone for energy engineering and 

management.

• Operations and Maintenance

• people who have common sense is un-common these days

• Perhaps personal certifications. The Association of Energy Engineers' (AEE) Certified Energy 

Manager (CEM) is the gold standard for energy managers. It's a tough certification to acquire 

with a high first-time failure rate for those attempting the certification.

• Presenting project proposals to different levels of management to gain approval

• Preventive maintenance How to operate systems at peak efficiency Retrocommissioning Energy 

modeling and/or using BIN analysis to estimate ECMs HVAC Design Electrical Design Piping 

Design Business analysis, Program Management, ISO 50001

• Preventive maintenance

• Probably a subset of other knowledge but having a good handle on likely modalities of 

equipment and systems malfunction and degradation and the capabilities and likely response of 

the O&M organization are very useful in assessing the true viability of a proposed energy 

conservation measure. If the only impact of a failure and malfunction is increased energy use 

without disruption of occupants, repair priority can plummet when resources are needed for 

other needs.

• Programming Engineering - Multi-discipline Basic economics

• Programming -VBA, spreadsheets, minitab

• Project management

• Question: How important are scotopic/photopic values for various applications?

• Renewable energy, energy water nexus, consensus building, and tenant outreach.

• Renewables i.e. Solar Installation Economics

• Requirement for a degreed engineer as energy manager. We have one energy manager that is 

not an engineer and it is a huge hindrance to his effectiveness. He is smart, energetic and hard 

working, but is not anywhere near as effective as my energy managers that are engineers. There 

is simply no replacement for the knowledge he lacks. Energy managers that are not engineers 

have the technical skills to provide leadership, make effective decisions, understand the 

technologies and systems in-depth, provide effective commissioning, and to participate in 

and/or manage the construction process (project inception, pre-design, design, construction, 

post-construction).
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This report is available at no cost from the National Renewable Energy Laboratory (NREL) at www.nrel.gov/publications.

• Requirement for excellent communication skills. Extensive knowledge of HVAC and electrical 

systems design requirements, operation requirements, and optimization processes.

• Same as above

• Schematic design or conceptual design, design reviews, peer review of designs

• See above.

• Social and culture, particularly on human interaction, might be also be needed.

• Standards used in the building industry - need to be familiar with Consensus Based Standard 

developments.

• Survey does not have the technical component needed> NEED TECHNICAL Lighting never listing

Combined Heat and Power Insulation Controls Waste Heat Recovery

• Sustainability and Climate Adaptation planning Emergency operations

• The best energy managers have an ability to sell themselves and the project they are working on 

to stakeholders including executives, operational staff and site workers. There is a moderate to 

high need to build a toolkit of soft skills. Energy Management has become as much about 

business development opportunities as it is about crunching numbers.

• The opposite - much duplication of the knowledge topics

• The percentages were set up such that almost all answers would be in the lowest bracket.

• The questions regarding knowledge base were pretty inclusive from my standpoint. However, a 

good portion of my duties and Energy Manager of a large campus involve management of 

recharge systems. A few additional questions might be developed to address particulars of 

utility recharge mechanics.

• There are so many missing things it's unbelievable. Where is all the requisite systems knowledge 

in this survey?

• There is a current Energy Manager Certification in place. The "Certified Energy Manager" 

designation and the associated exam do cover the subject matter discussed in great detail.

• There is a great deal of marketing and sales involved in an Energy Management role, especially if 

you are responsible for promoting energy conserving behaviors. Community Based Social 

Marketing (CBSM) training would be invaluable.

• Understanding of where to go to get reliable information on renewable energy systems

• Water treatment: both chemicals and filtration Test and balance analysis

• World-wide area supply issues and mitigation

• You mentioned statistics as an important knowledge area but this is a very broad subject. I'd 

suggest targeting specific statistical subject areas such as "sampling" and "regression."