Ensuring a Sustainable Future: 

An Energy Management Guidebook 

for Wastewater and Water Utilities

JANUARY 2008
FOREWORD.................................................................................................................................................................1

OVERVIEW............................................................................................................................................................2 to 4

How This Guidebook is Organized.....................................................................................................................5 to 9

Characterization of Your Utility

Crosswalk of Plan-Do-Check-Act Approach 

PLAN

SESSION 1: Getting Ready..............................................................................................................................10 to 18

Module 1: Establish your utility’s energy improvement goals

Module 2: Secure and maintain management commitment, involvement, and visibility

Module 3: Choose an energy “fenceline”

Module 4: Establish energy improvement program leadership 

Module 5: Secure and maintain employee buy-in

Module 6: Communicate results

SESSION 2: Assessing Current Energy Baseline Status.............................................................................19 to 33

Module 1: Benchmark energy efficiency information

Module 2: Conduct an energy assessment or baseline audit 

Module 3: Review legal and other requirements and establish a compliance baseline

SESSION 3: Establishing an Energy Vision and Priorities for Improvement.............................................34 to 43

Module 1: Develop an energy policy

Module 2: Identify activities and operations that consume energy

Module 3: Prioritize activities/operations and potential energy improvement efforts

SESSION 4: Identifying Energy Objectives and Targets..............................................................................44 to 50

Module 1: Establish energy objectives and targets

Module 2: Define performance indicators

DO

SESSION 5: Implementing Energy Improvement Programs and Building a 

Management System to Support Them..........................................................................................................51 to 62

Module 1: Develop action plans to implement energy improvements 

Module 2: Develop management system ‘operating controls’ to support energy improvements

CHECK & ACT

SESSION 6: Monitoring and Measuring Your Energy Improvement Management Programs..................63 to 71

Module 1: Review what you currently monitor and measure for energy 

Module 2: Determine what else you need to monitor and measure for your priority energy improvement operations 

Module 3: Develop a plan for maintaining the efficiency of energy equipment 

Module 4: Review the progress of your energy targets

Module 5: Implement actions to adjust or correct when you are not progressing toward your energy goals

Module 6: Monitor/reassess compliance status

SESSION 7: Maintaining Your Energy Improvement Programs..................................................................72 to 76

Module 1: Continue to align energy goals with business/operational goals

Module 2: Apply lessons learned

Module 3: Expand involvement of management and staff

Module 4: Communicate success

CONCLUSION............................................................................................................................................................77

Resources/Tools........................................................................................................................................................78

APPENDICES

Table of Contents
FOREWORD

Providing wastewater and drinking water service to citizens requires energy—and a lot of it. The twin problems of

steadily rising energy costs and climate change have therefore made the issue of energy management one of the most

salient issues facing wastewater and water utilities today. Energy management is also at the heart of efforts across the

entire sector to ensure that utility operations are sustainable in the future. More and more utilities are realizing that a

systematic approach for managing the full range of energy challenges they face is the best way to ensure that these

issues are addressed on an ongoing basis in order to reduce climate impacts, save money, and remain sustainable.

Working closely with a number of utilities and others, the Office of Water at the U.S. Environmental Protection Agency

(EPA) is proactively addressing this issue by developing this Energy Management Guidebook for Wastewater and Water

Utilities that provides a systematic approach to reducing energy consumption and energy cost. 

This Guidebook was specifically written to provide water and wastewater utility managers with a step-by-step method,

based on a Plan-Do-Check-Act management system approach, to identify, implement, measure, and improve energy

efficiency and renewable opportunities at their utilities. 

To accomplish these objectives, water and wastewater practitioners with experience in implementing energy efficiency

improvements played a major role in developing the Guidebook, serving as Steering Committee members, along with

EPA staff. Their experiences and insights were instrumental in the development of this guide. 

U.S. EPA Project Officer

Jim Horne

Office of Wastewater Management

Washington, DC

Steering Committee Members

Bob Bois

Environmental Compliance Officer

Springvale Water Treatment Plant

Natick, Massachusetts

Katie Jordan

Environmental/Safety Specialist

Osram Sylvania Products Inc. 

Hillsborough, New Hampshire

Andy Kricun

Deputy Executive Director

Camden County Municipal Utilities Authority (CCMUA)

Camden, New Jersey

Jim Newton

Environmental Program Manager

Kent County Public Works Department

Dover, Delaware

Tom Pedersen

Vice President

Camp Dresser & McKee

Cambridge, Massachusetts

Mark Young

Executive Director

Regional Wastewater Utility

Lowell, Massachusetts

Anne Leiby

U.S. EPA Region 1

Gina Snyder

U.S. EPA Region 1

EPA also would like to thank the following

individuals that provided comments throughout

the Guidebook’s development:

Linda Benevides 

Massachusetts Executive Office of Energy and

Environmental Affairs

Leah Bowe

U.S. EPA Region 1

Catherine Hatcher

U.S. EPA, ENERGY STAR

Jean Holbrook

U.S. EPA Region 1

Jackie LeClair

U.S EPA Region 1

Jason Turgeon

U.S. EPA Region 1

Madeline Snow

University of Massachusetts - Lowell

Global Environment & Technology Foundation

1

THIS GUIDEBOOK WAS DEVELOPED UNDER CONTRACT NUMBER GS-10F-0337M WITH THE OFFICE OF WASTEWATER MANAGEMENT AT THE U.S.

ENVIRONMENTAL PROTECTION AGENCY
2

As a water or wastewater utility manager, you are facing unprecedented challenges that include ever increasing:

Public expectations for holding rates/taxes while maintaining service standards.

Population shifts/increases.

Number and complexity of regulatory requirements.

Maintenance and replacement of aging systems/infrastructure.

Concerns about security and emergency preparedness.

Changing work force demographics.

Challenges in managing personnel, operations, and budgets.

Overlaying all these issues are steadily rising energy costs for your utility. Dealing with these rising costs will require

utilities to better manage their energy consumption and identify areas for improvement. Water and wastewater utility

energy consumption is generally on the order of 30-60% of a city’s energy bill.1

The graphs below further illustrate the challenges faced by the water and wastewater utility industry. The first illustrates

the trend in electricity costs/kWh in New England from 1990 to 2007 and second characterizes operational energy use

from a National Association of Clean Water Agencies (NACWA) survey of water and wastewater utilities.2

Ensuring a Sustainable Future: 

AN ENERGY MANAGEMENT GUIDEBOOK 

FOR WASTEWATER AND WATER UTILITIES

Data from Energy Information Administration, “The Current and Historical Monthly Retail Sales, Revenues and Average Revenue per Kilowatt hour by State and by

Sector,” EIA-826. Available online at http://www.eia.doe.gov/cneaf/electricity/page/sales_revenue.xls.

T. Jones, “Water-Wastewater Committee: Program Opportunities in the Municipal Sector: Priorities for 2006,” presentation to CEE June Program Meeting, June 14, 2006,

Boston, MA. Available online at http://www.cee1.org/cee/mtg/6-06_ppt/jones.pdf.

1 – 

2 – 

1990

0.0

2.0

4.0

6.0

8.0

10.0

12.0

14.0

1991

1992

1993

1994

1995

1996

1997

1998

1999

2000

2001

2002

2003

2004

2005

2006

2007

In-plant pumping

38%

Aeration

26%

Effluent reuse

pumping

25%

Other

11%

New England Average Industrial Electricity Rate

(April of each year, from EIA)

National Association of Clean Water Agencies (NACWA)

Survey of Energy Use 

47 Respondents used 2.1 billion kWh of electricity

Cost,

Year

/kWh
3

Energy represents the largest controllable cost of providing water or wastewater services to the public. Most facilities

were designed and built when energy costs were not a major concern. With large pumps, drives, motors, and other

equipment operating 24 hours a day, water and wastewater utilities can be among the largest individual energy users

in a community. 

In addition, a review of a facility’s energy performance may also identify other areas for operational improvements and

cost savings such as labor, chemicals, maintenance, and disposal costs. Finally, a thorough assessment of a facility’s

energy performance may alert managers to other issues. An unexplained increase in energy consumption may be

indicative of equipment failure, an obstruction, or some other problem within facility operations.

Given these challenges, it is imperative for water and wastewater utilities to investigate implementing systematic

programs to minimize energy usage and cost, without sacrificing performance. 

The purpose of this Energy Management Guidebook is to demonstrate to utility managers that it makes sound business and

environmental sense to utilize a management system approach to optimize energy conservation efforts. Specifically, this

Guidebook will present a management system approach for energy conservation, based on the successful Plan-Do-CheckAct process, that enables utilities to establish and prioritize energy conservation targets (Plan), implement specific

practices to meet these targets (Do), monitor and measure energy performance improvements and cost savings (Check),

and periodically review progress and make adjustments to energy programs (Act). The Guidebook will also provide real

life examples of water and wastewater utilities who have already realized significant benefits through use of an energy

management program and provide a step-by-step process to show how to achieve the same benefits for your utility. 

Similar to an operations plan, the Guidebook goes through the steps that a facility would take to understand their energy

use and set reduction goals, take actions, and make progress on achieving energy reduction targets.

By making a commitment to saving energy at your water or wastewater utility, you will also help maintain the confidence

of the public in the operations providing community services. In addition, by capitalizing on energy saving

opportunities, a municipality or county utility can exert some control over rising costs for ratepayers of utility services

as well as free up resources for other civic investments such as schools, police, or fire protection.

“A plan-do-check-act process is good for business and good for the environment. We can't do much about the weather and the

outside factors that drive bulk energy costs but we can commit to competitive volume purchases of energy and to employ energy

conservation efforts to effectively hold down the ever increasing costs and impacts of fossil fuel-based energy usage. This process

can help identify energy conservation opportunities.”

Bob Bois

Springvale Water Treatment Plant

Natick, Massachuses 

“Energy production and usage have many areas of impact. Energy production is a major source of environmental impact and

includes impacts to air and water pollution and the depletion of natural resources. Energy usage takes costs from a facility’s

budget that could be beer spent on employee wages/benefits or to stabilize a utility’s rate. A well thought out and implemented

energy management program will minimize the energy production and usage impacts and strengthen the position of your

utility.”

Andy Kricun

Camden County Municipal Utility Authority

Camden, New Jersey

“Controlling our energy use saves money and creates budget capacity.”

James L. Jutras

Water Quality Superintendent

Essex Junction, Vermont
4

There are 60,000 community drinking

water systems in the U.S.

Majority of energy use: pumping.

Energy use affected by: water source,

quality, storage, elevation, distance,

age, and process.

Major processes: production, treatment

(disinfection), and distribution.

Drinking Water and 

Wastewater Utility Energy 

There are 15,000 wastewater systems,

including 6,000 Publicly Owned

Treatment Works (POTWs) in the U.S.

Majority of energy use: treatment

process (aeration) and pumping.

Energy use affected by: population,

influent loading, effluent quality,

process type, size, and age.

Major processes: collection systems

(sewers and pumping stations),

wastewater treatment (primary,

secondary, and/or tertiary/advanced),

bio-solids processing, disposal, or reuse.

Water and wastewater industries account

for an estimated 75 billion kWh of overall

U.S. electricity demand.

Drinking water and wastewater systems

in the U.S. spend about $4 billion a year

on energy to pump, treat, deliver, collect,

and clean water. 

Energy efficiency investments often have

outstanding rates of return and can

reduce costs at a facility by 5%, 10%,

25%, or more.

Loads expected to increase by 20% in

next 15 years due to increased

populations and more stringent

regulations.

Energy costs for water and wastewater

can be 1/3 of a municipality's total energy

bill. 

If drinking water and wastewater systems

reduce energy use by just 10% through

cost-effective investments, collectively

they could save approximately $400

million and 5 billion kWh annually.

Wastewater Utility Drinking Water Utility

*

*

*

*

*

*

*

*

*

*

*

*

*

*

Note: Total kWh of all MA Industrial Sectors equals 9,602,457,000.

Total estimated annual emissions from energy consumption at Massachusetts wastewater and water facilities4

• 957, 138 CO2 (tons)

• 4,190,045 SO2 (tons)

• 1,415,471 NOx (pounds) 

Estimated kWh/Mgal kWh Water and Wastewater as

% of all MA industrial

sectors

Costs

Wastewater treatment

(not including

distribution) 

1,750 707,735,000 1.3% $91,439,362

Water treatment and

distribution estimated

1,500 386,137,500 0.74% $49,888,965

Totals for MA Water and

Wastewater Utilities

3,250 1,093,872,500 2.1% $141,328,327

Total Estimated Annual Electricity Consumption - Wastewater and Water Treatment Facilities in

Massachusetts3

MassDEP, 9/07. It should be noted that some states are exploring ways to integrate energy efficiency, renewable energy, and green building into State Revolving Funds

that provide low-interest loans for wastewater and drinking water projects. See the work that MassDEP is doing to promote the integration of renewable energy and energy conservation into new or upgraded construction projects at http://www.mass.gov/dep/energy.htm. 

Ibid.

See http://www.eere.energy.gov/industry/saveenergynow/partners/results.cfm for a list of industrial energy efficiency improvements; several case studies discuss return on investment, often identifying measures with payback of 1-4 years. Some individual measures, such as changing incandescent lights to compact fluorescent, often have a

rate of return of 100% or more. An example of a wastewater utility implementing a comprehensive package of improvements for a similar return on investment is the

Metropolitan Syracuse Wastewater Treatment Plant in Onondaga County, NY. See http://www.nrel.gov/docs/fy06osti/38076.pdf. The payback period was 13 months.

3-

4-

5-

FAST FACTS5

Note: Reduction in greenhouse gases can also be realized through improvements in

energy efficiency. The U.S. Climate Technology Cooperation Gateway website’s

(http://www.usctcgateway.net/tool) Greenhouse Gas Equivalencies Calculator is

designed to enable users to quickly and easily translate greenhouse gas reductions

from units that are typically used to report reductions (e.g., metric tons of carbon

dioxide equivalent) into terms that are easier to conceptualize (e.g., equivalent

number of cars not driven for one year).
5

Now that you have some information on energy costs and the potential energy efficiency savings for your water or

wastewater utility, you may be asking:

* What resources are available for me as a utility manager interested in pursuing energy efficiency at my 

facility? 

* How do I set and measure energy efficiency and renewable energy targets? 

* Are there tools available to help me set and achieve energy goals? 

* How do I align my energy goals with current programs already in place such as health and safety or 

quality programs, Capacity, Management, Operations, and Maintenance (CMOM), and/or asset management

plans? 

This Energy Management Guidebook will help you answer these and many other questions by taking you through the steps

necessary to set, manage, and achieve energy efficiency goals for your utility through the development and

implementation of a focused energy management program. These management programs can help you document

annual energy savings, decrease air emissions, and earn a return on their capital investment. The steps outlined in the

Guidebook are replicable and based on a Plan-Do-Check-Act process that will assist you in:

1. Benchmarking and tracking monthly and annual energy use; 

2. Identifying and prioritizing energy operations and issues that can increase efficiency; 

3. Identifying energy efficiency objectives and targets;

4. Defining the performance indicator(s) to use to measure progress towards your 

energy targets;

5. Establishing energy management programs (i.e., action plans to meet your goals);

6. Monitoring and measuring the performance of your established target(s);

7. Documenting and communicating success; and

8. Reviewing your progress periodically and making adjustments as necessary.

As you begin to make the important decisions for your utility on energy efficiency and renewable opportunities, keep

in mind that there are a number of resources and management tools that are available to you as a water and wastewater

utility manager. This Guidebook will define and link you to those resources and tools, as well as identify how you can

align your energy efficiency plans with current management programs and tools that you use or may be implementing

at your utility.

Throughout this Guidebook, you will see step-by-step sessions, modules, and exercises along with real life examples from

water and wastewater organizations, so that you can successfully implement energy efficiency and renewable goals for

your utility. Each module will define objectives, provide an overview of the main concepts, have the user complete

exercises where applicable, and finally review the important takeaways specific to each module.

This Guidebook has been developed with significant input from water and wastewater utility professionals like you. They

face the same energy challenges and are committed to addressing these issues based on the step-by-step approach

described in the Guidebook. 

Thank you for taking the first steps toward improved energy management at your utility.

Jim Horne

Office of Wastewater Management

U.S. EPA

2

How This Guidebook is Organized 
6

You'll find the following icon symbols in each session:

Keys to Success indicates important takeaways to successful energy management

implementation as identified by water and wastewater practitioners.

Consider This highlights a point or concept important to energy management

implementation.

Reminders are key points to keep in mind.

Moving to the Next Session identifies key concepts for the next session and 

signals t the end of the current session. 

TIP! identifies an important concept.
7

If this characterizes your situation... Then focus on: Use these tools:

“We are starting to think about ways to improve energy

management but don’t know where to start.”

Developing an energy

management program

Portfolio Manager Overview

(http://www.energystar.gov/index.cfm

?c=evaluate_performance.bus_portfol

iomanager); EPA’s Performance

Track (www.epa.gov/perftrac/);

Session 1: Getting Ready

“We have completed the benchmarking tool and want to set

priorities for energy improvement efforts.”

Conducting an energy audit Session 2: Assessing Current Energy

Baseline Status; Session 3:

Establishing an Energy Vision and

Priorities for Improvement

“We are a member of EPA’s Performance Track Program,

committed to reduce energy consumption and reduce

greenhouse gas emissions.”

Establishing targets; developing

action plans; measuring and

monitoring results; evaluating

progress; aligning program with

operational goals

Portfolio Manager Overview

(http://www.energystar.gov/index.cfm

?c=evaluate_performance.bus_portfol

iomanager); Greenhouse Gas

Equivalencies Calculator

(http://www.epa.gov/cleanenergy/ener

gy-resources/calculator.html.);

Session 3: Establishing an Energy

Vision and Priorities for Improvement;

Session 4: Identifying Energy

Objectives and Targets 

“We are using ENERGY STAR’s Portfolio Manager and have

identified specific areas for improvement.” 

Establishing targets; developing

action plans

Session 3: Establishing an Energy

Vision and Priorities for Improvement;

Session 4: Identifying Energy

Objectives and Targets

“We have completed an energy audit and want to set priorities for

energy improvement efforts.”

Prioritizing activities;

establishing targets

Session 3: Establishing an Energy

Vision and Priorities for Improvement

“We have implemented some great energy improvement projects

but they don’t necessarily:

• connect to each other,

• get managed as well as they could be,

• measure for results, and/or

• have procedures or systems to ensure they continue.”

Measuring and monitoring

results; evaluating progress;

aligning program with

operational goals

Portfolio Manager

(https://www.energystar.gov/istar/pmp

am/); Session 5: Implementing

Energy Improvement Programs and

Building a Management System to

Support Them; Session 6: Monitoring

and Measuring Your Energy

Improvement Management Programs

Not sure how this Guidebook can help you? Review the table below to see what statement best characterizes your utility’s

situation and find out what you should focus on and with what tools. Sessions referred to in the table below can be found

in this Guidebook.

Characterization of your Utility
Session 1 8

If this characterizes your situation... Then focus on: Use these tools:

“We are part of an EPA, state, regional or municipal program to

reduce energy consumption greenhouse gas emissions.”

Assessing emission footprint Portfolio Manager

(https://www.energystar.gov/istar/pmp

am/); NEPOOL emission factors

(www.iso-ne.com); Session 6:

Monitoring and Measuring Your

Energy Improvement Management

Programs; Session 7: Maintaining

Your Energy Improvement Programs

“We have ideas or proposals for energy improvements including

renewables.”

Developing action plans,

identifying resources

Portfolio Manager

(https://www.energystar.gov/istar/pmp

am/); NEPOOL emission factors

(www.iso-ne.com); DSIRE

(www.dsireusa.org); Session 1:

Getting Ready; Session 3:

Establishing an Energy Vision and

Priorities for Improvement; Session 4:

Identifying Energy Objectives and

Targets

“We have an asset management system and want to look at ways

to improve energy management.”

Reviewing Crosswalk Table

page 9; Incorporating energy

aspects into the management

system

Session 1: Getting Ready; Session 2:

Assessing Current Energy Baseline

Status

“We are developing an Environmental Management System and

want to incorporate energy improvements into its development.”

Reviewing Crosswalk Table

page 9; Incorporating energy

aspects into the management

system

U.S. EPA’s PEER Center

(www.peercenter.net); Session 3:

Establishing an Energy Vision and

Priorities for Improvement

“We have a functioning Environmental Management System and

want to add in energy improvements and/or renewables.”

Reviewing Crosswalk Table

page 9; Incorporating energy

aspects into the management

system

DSIRE (www.dsireusa.org); 

Session 4: Identifying Energy

Objectives and Targets; Session 5:

Implementing Energy Improvement

Programs and Building a

Management System to Support

Them

“We have IS0 14001 certification and want to add in energy

improvements and/or renewables.”

Reviewing Crosswalk Table

page 9; Incorporating energy

aspects into the management

system

EPA’s Performance Track

(www.epa.gov/perftrac/); Session 3:

Establishing an Energy Vision and

Priorities for Improvement; Session 4:

Identifying Energy Objectives and

Targets; Session 5: Implementing

Energy Improvement Programs and

Building a Management System to

Support Them

“We have set energy targets and want to measure performance

and communicate our results.”

Measuring and monitoring

results; evaluating progress;

developing communication

strategy

Session 6: Monitoring and Measuring

Your Energy Improvement

Management Programs; Session 7:

Maintaining Your Energy

Improvement Programs
9

Guidebook Section ENERGY STAR Asset Management ISO 14001 Environmental

Management Systems 

ANSI/MSE 2000: A Management

System for Energy

I. Getting Ready Step 1: Make

Commitment 

Make a commitment (e.g.,

establish a policy) and

determine asset

management planning

needs and prepare

management and staff

through early and on-going

communication and training

Make a commitment (e.g.,

establish a policy) and

determine environmental

management planning

needs and prepare

management and staff

through early and on-going

communication and training

4.0 Management Systems for

Energy

5.0 Management Responsibility

5.1 Management Commitment

5.3 Strategic Planning

5.4 Responsibility and Authority

2. Assessing Current 

v Energy Baseline Status 

Step 2: Assess

Performance 

Step 1: Taking an inventory

of assets

4.3.1 Environmental

Aspects and Impacts

4.3.2 Legal and Other

Requirements

4.5.2 Evaluation of

Compliance

6.0 Energy Management Planning

6.1 Energy Profile

6.2 External information

6.3 Energy Assessment

3. Energy Vision and

Priorities for 

Improvement 

Step 1.3: Institute

an Energy Policy

Step 1: Taking an inventory

of assets

Step 2: Prioritizing assets

4.2 Environmental Policy

4.3.1 Environmental

Aspects and Impacts

5.2 Energy Policy

4. Objectives and Targets Step 3: Set Goals 4.3.3 Objectives and

Targets and Environmental

Management Programs

5. Energy Improvement 

a Management Plans 

Step 4: Create

Action Plan 

Step 5: Implement

Action Plan

Step 3: Developing an

asset management plan

Step 4: Implementing an

asset management plan

4.3.3 Objectives and

Targets and Environmental

Management Programs

4.4.1 Resources, Roles,

Responsibility, and

Authority

4.4.2 Training, Awareness,

Competence

4.4.3 Communication

4.4.6 Operational Control

4.4.7 Emergency

Preparedness and

Response 

7.0 Implementation and Operation

7.1 Purchasing

7.2 Facility, Equipment, and

Process Control

7.3 Energy management projects

7.4 Control of outsourced energy

services

7.5 Communication

7.6 Training, Competence, and

Awareness

6. Monitoring and

a Measuring 

Step 6: Evaluate

Progress 

Step 5: Reviewing and

revising asset management

plans 

4.5.1 Monitoring and

Measuring

4.5.2 Evaluation of

Compliance

4.5.3 Nonconformance

and Corrective Action and

Preventive Action 

4.5.5 EMS Audits

4.6 Management Review

8.0 Checking and Evaluation

9.0 Management Review

7. Maintaining Energy 

a Improvement

Programs

Step 7: Recognize

Achievements

The Plan-Do-Check Act approach in this Guidebook corresponds to the guidelines or other approaches such as ENERGY

STAR. This means that if you are already using another process, this Guidebook will support your efforts as well as give you

additional tools and assistance in focusing on energy improvements.

Crosswalk of Plan-Do-Check-Act Approach 
Session 1 10

SESSION 1: Getting Ready

You may be eager to plunge directly into starting energy programs, but before

you do, it is important that you prepare your utility for the effort. Take the time

to lay the foundation for energy improvement programs using a systematic

Plan-Do-Check-Act management system approach. Investing the time and

effort now will make a difference later on. 

To successfully implement programs that improve energy efficiency,

conservation, and use of alternative or renewable sources of energy, you will

need to:

1. Establish your utility’s energy improvement goals;

2. Secure and maintain management commitment, involvement, and 

visibility;

3. Choose an energy “fenceline”;

4. Establish energy improvement program leadership; 

5. Secure and maintain employee buy-in; and

6. Communicate results.

First let’s review a few terms that you will need to understand.

Energy Program Manager: The person who has the responsibility and

management authority for implementing your energy improvement programs

from start to finish.

Energy Improvement Goal: A quantifiable energy efficiency objective that your

utility has made a decision to achieve.

Energy Fenceline: The scope of your operations where you will focus your

energy improvement goals and where they will be implemented. For example,

across all utility operations, within a particular operation (e.g. biosolids), or for

one utility component (e.g. pumps).

Energy Team: A core team made up of individuals at your facility that will help

facilitate and implement energy improvement programs. These are the people

within your utility with knowledge of utility processes and energy usage and

will help communicate the importance of energy improvement to utility staff.

Generally, the Energy Team is composed of employees from various levels and

functions who will assist in the design, implementation, and evaluation of your

energy improvement programs. The Energy Team is made up of employees

and staff who are closest to the actual work in the operations of your scope or

fenceline and who can bring a huge amount of institutional expertise and

operational experience that is critical to a strong energy improvement program. 

The Energy Team plays an important leadership role in planning, delegating

tasks, establishing deadlines, collecting and evaluating work, and providing

training, guidance, and assistance as needed. The Energy Program Manager

heads the Team, and together they become the organization’s energy experts

and champions. 

Keys to Success

Management commitment

and support

Active and meaningful

engagement of staff 

Ability to build on existing

processes and projects

Effective leader and team

Balancing the need for ‘quick

hits’ with longer term

changes

Communication of

meaningful results
Session 1 11

Energy Team members should possess the following qualities:

• Knowledge of their operational and functional areas,

• Good communication and listening skills,

• Enthusiasm and commitment, and

• Respect and trust by employees and managers.

You may be able to use existing teams or groups that have been created in your

utility or municipality. Some organizations enlist volunteers for their team,

others delegate and assign members. Keep in mind that the Energy Team needs

the authority as well as the responsibility to drive energy improvement

programs and support their implementation.

Working as a Team 

There are many ways to start work as an Energy Team. Try these training

exercises to build an effective Energy Team within your organization.

• Identify and make a list of all the policies, standard operating 

procedures, and/or training related to energy currently in place in

your utility.

• Identify and list all the management systems or programs your 

utility has developed [e.g., CMOM, Asset Management, National 

Biosolids Partnership].

• Identify and list all the energy projects your utility is currently 

undertaking.
Session 1, Module 1 12

MODULE 1: Establish Your Utility’s Energy Improvement Goals

Module Objective: Identify how to align energy improvement goals with your current management, operations, and/or

maintenance plans and policies.

In developing energy improvement programs, take the time to understand how they fit in with your utility’s mission,

goals, and strategic direction. Does your utility, board of directors, municipality, rate-payers, and general public want to:

* Reduce (control) energy costs by reducing/controlling energy use?

* Set an example for other public entities? 

* Demonstrate leadership in sustainability or energy conservation initiatives and do the right 

thing for the environment?

* Help your state or community implement its Climate Change Action Plan and contribute to reducing 

greenhouse gas generation and other air pollution? 

* Increase the use of renewable energy and alternative fuels, leading towards energy 

independence from foreign fuel sources? 

* Enhance the utility’s or municipality’s public image? 

If the answer to any of these questions is “yes,” you’re on the right path to identifying energy improvement goals that will

align with your utility’s objectives and plans.

Also, you may want to check to see if your community has a Climate Change Action Plan 

(http://www.iclei.org/index.php?id=1387®ion=NA) and coordinate your activities with the municipal lead or

committee that is implementing the plan. 

CONSIDER THIS... 

Ensure that your energy improvement goals align with and build on your current and/or planned utility

management programs and plans.
Session 1, Module 2 13

MODULE 2: Secure and Maintain Management Commitment, Involvement,

a and Visibility

Module Objective: To learn how to obtain and sustain management

support for your energy improvement goals. 

One of the most important steps in planning energy improvement

programs is to gain top management’s commitment and support. It is

critical that commitment and support comes from both local (municipal)

leadership and your organization’s top and middle management as well

as the union leaders. In fact, experience has shown that public

organizations who attempt to implement energy improvement programs

without top management support are unsuccessful.

During your preliminary discussions with management, you'll want

them to clarify their specific goals and expectations. Find out what really

motivates decision makers. Is it cost savings? Avoiding rate increases?

Other pressures or aspirations? 

Confirm that senior managers at your utility understand: 

• The implementation strategy and schedule you are using, 

• The estimated direct labor commitment involved, 

• When, how, and what to communicate to employees on a regular basis, and

• How your energy program aligns with current management plans and programs. 

Role of management:

• Demonstrate real commitment to energy improvements,

• Provide appropriate responsibility and authority designations, and

• Ensure that operators are recognized for their efforts and contributions.

CONSIDER THIS...

Every organization implementing a new energy initiative or a management program has come to the same

conclusion about management—visibility, commitment, and involvement are the keys to success. Be sure your

energy improvement programs include regular and frequent dialogue with management. They are more likely

to stay visible and involved if they have regular updates about the benefits and improvements your energy

programs are providing your utility. 

Just like the rest of the employees,

senior managers will need training

to increase their awareness and

understanding. Short, frequent sessions that

address managers’ concerns and provide

examples of the benefits other utilities have

realized in energy improvement programs are

the most successful ways to keep management

up-to-date, interested, and involved.

Remember
Session 1, Module 3 14

MODULE 3: Choose an Energy “Fenceline”

Module Objective:To learn how to determine which operations and

processes will be the focus of your energy improvement programs (i.e.,

your “fenceline”).

You may not want to work on all energy opportunities in all buildings,

locations, processes, and/or operations at once. Which ones should

you work on first? 

Consider selecting one operation or department as an energy pilot,

gaining confidence and experience as you develop improvement

programs. Personnel in the original fenceline can then become mentors,

trainers, or leaders as new areas of the organization implement energy

improvement programs. 

Example Energy Fencelines for Water and Wastewater Utilities:

Once top management has confirmed the fenceline selection, it's time to pay a visit to the managers and supervisors in your

energy fenceline divisions. You'll certainly want to include all types of employees (e.g., union stewards, contractors,

temporary staff) in your discussions right from the start. The time you invest now in promoting awareness, understanding,

and buy-in, especially among managers and supervisors, will be time saved later in the process.

Questions to Consider When Selecting Your Fenceline:

1) Which of your operations consumes the most energy use and costs the most? 

2) Which operations might get results that could be replicated to other operations? 

3) Which of your operations has the most receptive management? Line supervisors? Employees?

4) Is there any place in the system where you are losing energy to gravity?

5) Where could you get some quick improvements and create success stories to share?

CONSIDER THIS...

Your energy improvement program scope or fenceline should be manageable so that people don’t get

overwhelmed or paralyzed, but noteworthy enough to document and build on success. 

The Fenceline Golden Rule: Don’t bite off more than you can chew. 

Water Supply or Wastewater Operations: 

• Collection

• Treatment

• Distribution 

Aspect of Operations:

• Pumping

• Sludge handling

• Heating, ventilation, air conditioning

(all buildings or a subset of buildings)

• Lighting

(all buildings or a subset of buildings)

Departments:

• Administration

• Electrical maintenance

• Structural maintenance

• Mechanical maintenance

Remember the rule: keep it super

simple (KISS). Starting with

smaller, more manageable operations

(or redundant operations), then expanding and

transferring the lessons learned and knowledge to

other departments is an option for your utility and

a good way to build momentum.

Remember
Session 1, Module 4 15

6 - To review a useful guide on team building from King County, WA, follow this link: (http://www.resourcesaver.com/file/toolmanager/CustomO73C230F53915.pdf)

MODULE 4: Establish Energy Improvement Program Leadership

Module Objective: To establish effective leadership for energy improvement programs.

Selecting an Energy Program Manager

For any initiative or program to be successful, you need a person who is

effective at leading projects, someone who can take the responsibility and

be trusted with the authority for developing, implementing, and

maintaining your energy improvement programs. This person must have

the designated authority from management to get the job done and have

a level of management authority themselves – this is pivotal to drive the

success of your energy programs.6

You have all been members of a team at some point in time. You may also have

been the leader of a project or team. Leading initiatives and programs requires: 

• Knowledge of operations,

• Good project management, organizational, and communication skills,

• Trust and respect of staff,

• Commitment and enthusiasm, and

• The ability to listen to others who have different perspectives and 

ideas.

Your Energy Program Manager will assume new responsibilities in addition to

existing ones. Be sure the Energy Program Manager and town and/or plant

management understand the scope of the work, including the number of hours

you expect will be involved. All will need to be willing at times to redistribute

some responsibilities to others in the organization. 

In addition to typical project manager responsibilities, the Energy Program Manager will:

• Build and lead the Energy Team,

• Plan the project and implementation schedule,

• Gather, organize, and disseminate information,

• Delegate tasks and establish deadlines,

• Facilitate top management visibility and involvement,

• Obtain cross-functional support and buy-in, and

• Regularly meet and communicate with top management 

about the benefits and status of implementation.

“Leadership comes in many forms and at

different times. Be prepared to jump on

it when it raises its head.” 

Bob Bois 

Springvale Water Treatment Plant

Natick, Massachuses

Your water or wastewater utility

may already have managers and

staff that understand energy issues

and are leaders in managing teams

and programs. It is extremely beneficial to have

senior management designate one or two people

from these groups to become leaders in

developing and managing your energy

programs.

Remember

TIP!

An Energy Team can include

people from across your utility

or municipal departments (e.g.,

engineering, finance, human resources,

operations, municipal electric

department, etc.) and include members

from all levels of the organization.

Members can even be pulled in from

operations outside the scope of the

fenceline. If your municipality already

has an energy team or committee,

connect with them.
Session 1, Module 4 16

Apply Your Knowledge

Sit down with your Energy Team and fill out the table below to identify and document energy programs and information

that your utility has implemented.

Worksheet of Previously Implemented and Planned Energy Improvement Projects

CONSIDER THIS...

Your energy improvement program scope or fenceline should be significant enough to document success

and build on that success and momentum, but manageable enough that people don’t get overwhelmed or

paralyzed. It’s important to keep things moving, so remember to remain flexible and fluid. Keep it super

simple. The management system approach relies on checking and acting to continually review your work,

so there will be many opportunities along the way to make improvements and course corrections. 

Energy Use

[type]

Projects

completed

Results 

($, gallons,

kWh,

normalized if

possible)

Who did you

communicate

results to?

Were there 

associated

SOPs, 

training,

records?

Current

activities in

planning

How will 

you measure

results?

Who could

you

communicate

results to?

What SOPs,

training and

records will

be needed?
Session 1, Module 5 17

MODULE 5: Secure and Maintain Employee Buy-In

Module Objective: Establish employee buy-in for your energy improvement programs.

The same methods that you used for gaining management support can be

applied to gaining employee buy-in. 

Get key employees involved early and often. It’s important to get

employee support from the beginning through ongoing, consistent, and

open dialogue. Employees should understand what the organization

wants to accomplish through its energy improvement programs. This

can go a long way toward gaining support and answering the questions

“what’s in it for me” and “what will be required of me?” Communicate

and ask employees for their interests and concerns during the planning

stages and throughout implementation. 

Ultimately, your organization will want to institutionalize energy

conservation, efficiency, and energy renewable efforts and create an

atmosphere or culture where looking for energy improvement opportunities becomes business as usual. 

Ideas for building a team approach and involving employees from the

very beginning include:

• Holding a kick-off meeting and inviting top management (this 

helps everyone see this effort as a priority).

• Talking this effort up with employees, union stewards, 

middle managers, 2nd shifters, etc.

• Spending time talking with your operators and plant staff.

• Having one-on-one conversations with team members can 

identify their needs, concerns, and problem areas.

• Asking employees on the front-line what changes they might like to 

see in their operations as a result of this effort.

• Posting signs and information on bulletin boards in lunch-rooms and 

near coffee and copy machines to familiarize staff with energy issues.

• Advertising early successes to keep management and employees 

aware and interested.

CONSIDER THIS...

Employee dialogue, buy-in, and involvement will help ensure that your efforts to improve energy efficiency are

realistic, practical, and add value.

“It is important to identify how each

person’s fulfillment of their individual role

connects to the utility’s ability to realize the

overall goals of the program. It is critical

that everyone understands why it is

important for them to do things in a certain

way and how that contributes to the utility’s

overall success. That, I have found, is the

best way to get employee buy-in, because

they take ownership in the process.”

Andy Kricun 

Camden County Municipal Utility Authority

Camden, New Jersey 

Involving a cross section of

employees from departments

across the organization early in

program planning is the best way to

promote short and long-term commitment

throughout the organization. Plus, it’s a

great way to gain support and ensure buyin for your energy improvement programs

and the management system that supports

them.

Remember
Session 1, Module 6 18

MODULE 6: Communicate Results

Module Objective: To learn effective ways to communicate your energy improvement goals.

People are too often hesitant to communicate the status of an effort until

something “big” happens or they have achieved huge results. Make the

time to communicate the status of the efforts to develop energy

improvement programs, including small milestones, quick updates, or

findings. As an example, the Energy Team could package and

communicate its initial inventory of energy projects (from the exercise on

page 16) and use the communication as an opportunity to confirm that

all current projects have been captured.

Mark your calendar to make sure that you are communicating something 

every month at a minimum, and preferably twice a month. 

CONSIDER THIS...

Communicate your energy improvement goals frequently with staff. This will help ensure involvement and 

buy-in to your goals. 

Session 1 Resources & Tools

Public Entity EMS Resource Center: http://www.peercenter.net

EMS Handbook for Wastewater Utilities: http://www.peercenter.net/ewebeditpro/items/O11F10698.pdf

ENERGY STAR Challenge Toolkit: http://www.energystar.gov/index.cfm?c=implement_plan.communication_plan

Moving to the Next Session

In Getting Ready, you developed the key to early success for any energy program initiative: identification and alignment

of goals with your utility’s or municipality’s overall management strategy. Frequent communication and involvement

of management and staff builds credibility and ensures senior management visibility and commitment throughout the

program. Having established a communications process should ensure that the team will be getting feedback and

continued resources to do its job. 

In the next Session, the Energy Team, with the help of utility staff, will begin to determine your utility’s current energy

program status by benchmarking your utility and conducting an energy audit and compliance review to baseline data. 

“It’s important to be flexible, to listen,

and adapt to the needs of staff and the

organization.”

Bob Bois

Springvale Water Treatment Plant

Natick, Massachusetts 
Session 2 19

Before identifying areas for improvement, a water or wastewater utility

will need to understand its current energy management programs, energy

consumption, and its compliance with relevant regulations. 

Key questions that will have to be answered include:

• How much energy is currently used overall for each process 

and what are the associated costs? 

• How does your utility compare to the typical energy 

consumption for similar facilities? 

• Do emissions from direct energy use fall within the permitted

amounts? 

• What other legal requirements related to energy 

(e.g., emissions) should be considered?

A baseline energy evaluation is the central element used for assessing your

energy consumption status. You may have already conducted energy

audits in the past. If so, you will be familiar with the process and should

already have a good amount of data.

To successfully implement programs to improve energy efficiency,

conservation and the use of alternative or renewable sources of energy,

you will need to:

1. Benchmark energy efficiency information 

Step 1) Collect baseline data 

Step 2) Track monthly and annual energy use 

2. Conduct an energy assessment or baseline evaluation

Step 3) Conduct a field investigation

Step 4) Create equipment inventory and distribution 

of demand andenergy 

3. Review legal and other requirements and establish a

compliance baseline

Let’s first review a few key terms that will help you as you conduct the

energy audit.

Baseline Data: The starting point from which to track the achievement of

an energy improvement target. By establishing “normalized” baselines,

you can accurately measure how your utility’s energy management and

consumption change over time due to seasonal and other variations. This

is particularly important since energy consumption may be affected by

changes in production, flow, load, weather, or other related factors. 

For example, if you were measuring energy consumed for your facility’s

HVAC system, you might want to establish a weather-normalized

baseline because the energy demand of this system will depend on the

amount of heating or cooling needed. The ENERGY STAR benchmarking

tool described on the subsequent pages does this automatically. 

Keys to Success

What gets measured gets

managed

Keep data organized

Ensure consistent units and

timeframes 

Be creative in assessing

processes and potential

changes

Focus on the biggest

opportunities first

Be ready to move on or

estimate if data doesn’t exist

or can’t be readily obtained

SESSION 2: Assessing Current Energy Baseline Status
Session 2 20

For pumps and other treatment equipment, consider comparing your energy

use per million gallons of water treated to normalize your data. 

For more information on normalizing data, review EPA’s Choosing a

Normalizing Factor Basis and Performance Track’s Normalization Guidance

(http://www.epa.gov/perftrac/apps/normalization.htm). 

Design Specifications: A pump, fan, motor, or other system is designed to

draw a given amount of electricity and do a corresponding amount of work.

Design specifications provide this information. By comparing the power

draw and the actual performance to the design specifications, you can see if

your system is working as it should.

Energy Conservation: A general term for measures to reduce energy

consumption. Energy efficiency, most often used to mean achieving the same

results with less energy or getting the most out of every watt includes many

types of technologies. Other types of energy conservation measures might

include eliminating or changing certain processes or behavioral changes that

do not involve a technology solution (e.g., turning off lights). 

Energy Audit: A procedure undertaken to assess the current energy

performance and to identify opportunities for energy savings. An equipment

audit focuses on one type of system, such as pumps, HVAC systems, or

lighting. A process audit refers to wastewater treatment processes and

focuses on either one sub-set (such as aeration) or the overall treatment

process. A walk-though audit provides an initial and very general overview

of opportunities.

Intermittent Process: Many systems and processes do not run continuously

but rather only at specific times. In some cases, processes can be scheduled

to run during the night-time hours when grid power demand is low.

Load Profile: A variation of your energy demand over time that can be used

to plan how much power a facility will need to generate at any given time.

While most end users consume more power during the daytime, some users

such as water utilities can shift high-energy demand processes to off-peak

hours. 
Session 2, Module 1 21

MODULE 1: Benchmark Energy Efficiency Information 

Module Objective: To compare your energy performance to similar utilities.

Information on comparable wastewater treatment utilities is likely to be available through ENERGY STAR’s Benchmarking

Tool (see text box). Local utilities of similar size and design are excellent points of comparison. Broadening the search,

one can find several resources discussing the “typical” energy consumption across the U.S. for a water or wastewater

utility of a particular size and design. 

Some utilities will have an inherently higher or lower energy

demand due to factors beyond their control. For example, larger

plants will, in general, have a lower energy demand per million

gallons treated due to economies of scale. A plant that is large

relative to its typical load is going to have a higher energy demand

per million gallons treated. Some secondary treatment processes

require greater energy consumption than others. Still,

benchmarking allows a rough estimate of the utility’s relative

energy performance. Benchmarking of individual components is

also useful. A survey of one’s peers may identify what level of

performance can realistically be expected from, say, a combined

heat and power system or a specific model of methane-fueled

microturbine. 

Apply Your Knowledge

Using EPA’s Portfolio Manager, track energy use over time and

compare your utility to others in your region and across the nation.

EPA’s energy performance rating, which is accessible online

through Portfolio Manager (see below), will rate the energy

efficiency of your wastewater treatment plant on a scale from 1 to

100. EPA’s energy performance rating is normalized for location

and the impacts of year-to-year weather variations. The rating

system also allows you to manage facility flow rate, level of

treatment, and other operating characteristics. 

In addition to tracking and rating energy use, Portfolio Manager

allows you to measure and track energy costs and carbon emissions

associated with the operation of your plant over time.

Establish a user account in Portfolio Manager

• Go to http://www.energystar.gov/benchmark and login. If you do not already have a 

user account in Portfolio Manager, click the New User link on the login page and follow the instructions.

• Portfolio Manager allows you to import facility data into Portfolio Manager using a downloadable Excel 

template. This minimizes manual data entry of large sets of facility data. This Excel-based upload template 

(sample next page) is also useful as you gather and track your monthly energy use and costs. After 

downloading the import template, carefully review the instructions as well as the Tips for a Successful

Import. Make sure your data is complete, particularly with regard to data that is required by Portfolio Manager

for rating purposes. When you have populated the import template, send it to buildings@energystar.gov and

upon review, your data will be uploaded into your account. 

• To allow other organizations access to your portfolio with either read-only or administrative rights, you can 

share facility access with your Portfolio Manager account. 

ENERGY STAR Criteria for Operating Characteristics for Wastewater Treatment Plant Requirements

• Average daily wastewater flow in MGD ≥ 0.6

• Average influent BOD5 (biological oxygen demand) level 30 ≤ mg/liter ≤ 1000

• Average effluent BOD5 (mg/liter) level ≥ 0

The ENERGY STAR program,

administered by the U.S. Environmental

Protection Agency (EPA) has developed an

Energy Benchmarking Tool for Wastewater

Utilities along with a series of Best

Practices. These are available at

www.energystar.gov/benchmark. For water

utilities, the ability to measure and track

energy use, energy cost, and carbon

emission and corresponding reductions will

be available in 2008.

Several reports on wastewater utility

energy demand have been developed for

the California Energy Commission

(http://www.energy.ca.gov/process/water/). 

The American Water Works Association

(AWWA) Research Foundation has also

developed a guide to Best Practices for

Energy Management

(http://www.awwarf.org/research/topicsand

projects/execSum/2621B.aspx).

•

•

•

Available Resources for

Benchmarking
Session 2, Module 1 22

The template below provides an example of energy data from a wastewater utility that can be uploaded and tracked using

the Portfolio Manager tool.

Sample Portfolio Manager Upload Template

CONSIDER THIS...

Benchmarking can be useful, but no two utilities are ever exactly the same. You’ll have some

characteristics that affect your relative performance and are beyond a utility’s control. 

STEP 1: Collect Baseline Data 

Step Objective: To learn how to identify, locate, and assemble the

information that can help you determine what you’ll need to improve

your energy performance.

The first step in collecting baseline data for your utility is to determine

what data you already have available. At a minimum, have one full year

of monthly data for consumption of electricity, natural gas, and other

fuels – if you can get three years of data, even better. However, if you

don’t have data going this far back, use what you have or can easily

collect. In addition, if you can get the data at daily or hourly intervals,

you may be able to identify a wider range of energy opportunities.

Facility Name Energy Meter

ID

Energy Type Start Date End Date Energy

Consumption

Energy Cost

Wastewater E223-455 Electricity 2/1/2007 2/28/2007 83,489 kWh $3,520 

Wastewater E223-455 Electricity 1/1/2007 1/31/2007 83,826 kWh $3,580 

Wastewater E223-455 Electricity 12/1/2006 12/31/2006 83,456 kWh $3,485 

Wastewater E223-455 Electricity 11/1/2006 11/30/2006 83,623 kWh $3,259 

Wastewater E223-455 Electricity 10/1/2006 10/31/2006 83,518 kWh $3,325 

Wastewater E223-455 Electricity 9/1/2006 9/30/2006 83,794 kWh $3,450 

Wastewater E223-455 Electricity 8/1/2006 8/31/2006 83,725 kWh $3,440 

Wastewater E223-455 Electricity 7/1/2006 7/31/2006 83,676 kWh $3,250 

Wastewater E223-455 Electricity 6/1/2006 6/30/2006 80,942 kWh $3,350 

ENERGY STAR’s Portfolio

Manager can help your water or

wastewater treatment plant track

and assess energy consumption

across your entire utility. Follow this link

(http://www.energystar.gov/ia/business/govern

ment/wastewater_fs.pdf) to view an ENERGY

STAR Water and Wastewater Focus Fact

Sheet.

Remember
Session 2, Module 1 23

STEP 1 Continued...

Here are several data elements to document and track for your utility in order to review energy improvement

opportunities.

• Water and/or wastewater flows are key to determining 

your energy performance per gallon treated. For drinking 

water, the distance of travel and number of pumps are 

also key factors.

• Electricity data includes overall electricity consumption 

(kWh) as well as peak demand (kW) and load profiles if 

available.

• Other energy data includes purchases of diesel fuel, natural 

gas, or other energy sources including renewables.

• Design specifications can help you identify how much 

energy a given process or piece of equipment should be 

using.

• Operating schedules for intermittent processes will help 

you make sense of your load profile and possibly plan an 

energy-saving or cost-saving alternative.

Keep in mind that energy units may vary. For example, captured methane or

purchased natural gas may be measured in 100 cubic feet (Ccf) or millions of

British Thermal Units (MMBTU). Develop a table like the one below to

document and track your data needs.

Note: 

* Methane capture will apply only to plants that digest their sludge. 

* * Collecting this type of data may provide you with a future renewable fuel source that could serve as a potential feedstock for biodiesel

and some locations can use it to generate electricity on site. 

Data Need Units

Wastewater flow MGD

Electricity consumption kWh

Peak demand kW

Methane capture * MMBTU

Microturbine generation kWh

Natural gas consumed MMBTU

Fuel oil consumed Gallons

Diesel fuel consumed Gallons

Design specifications N/A

Operating schedules N/A

Grease trap waste collected* * Gallons

Other (based on your utility) TBD

Tools to Collect 

Baseline Data

There are many software programs

for energy tracking (also known as

utility management, energy

accounting, or utility accounting).

Some of these programs can accept

automatic data entry directly from

your utility. ENERGY STAR

Portfolio Manager is useful not only

for tracking your energy data, but

also for comparing to similar

facilities.

Remember your existing accounting

system may already be tracking

energy costs.

Keep units consistent!

Remember
Session 2, Module 1 24

STEP 1 Continued...

Consider any other quantities that you’ll want to measure. Is there anything you would add to the list on the previous

page? Select units that your Energy Team is comfortable with and that your data is typically available in. If the data is

reported using the wrong units, you may have some conflicting or confusing results. 

Units by themselves are not that informative; to be placed in proper context, they need to be associated with an interval

of time. Therefore, for the next step add another column to your table: “Desired Frequency of Data.” 

Remember, while knowing your utility’s energy consumption per month is useful, knowing it in kWh per day is better.

With hourly consumption data, you can develop a “load profile” or a breakdown of your energy demand during the day.

If your load profile is relatively flat, or if your energy demand is greater in the off-peak hours (overnight and early

morning) than in the peak hours (daytime and early evening), your utility may qualify for special pricing plans from your

energy provider. 

Typically, water and wastewater utilities have a predictable diurnal variation. Usage is most heavy during the early

morning, lags during the afternoon, has a second, less intensive peak in the early evening, and hits the lowest point

overnight. Normally, energy use for water and wastewater utilities could be expected to follow a pattern of water flows.

However, this effect can be delayed by the travel time from the sources, through the collection system, to the plant, or by

storage tanks within the distribution system to customers. A larger system will have varying travel times, whereas a

smaller system will have lower variability. Moreover, this effect can be totally eliminated if the plant has an equalization

tank. 

If your utility is paying a great deal of money for peak demand charges, you might consider the capital investment of an

equalization tank. Demand charges can be significant for wastewater utilities, as they are generally about 25% of the

utility’s electricity bill.7

Adding a column for Desired Frequency of Data, the updated table would look like this:

Data Need Units Desired Frequency of Data

Wastewater flow Million gallons Daily

Electricity consumption kWh Hourly if possible or daily if not

Peak demand kW Monthly (if electric utility bills for peak monthly

demand)

Methane capture MMBTU Monthly

Microturbine generation kWh Monthly

Natural gas consumed MMBTU Monthly

Fuel oil consumed Gallons Monthly

Diesel fuel consumed Gallons Monthly

Design specifications N/A N/A

Operating schedules N/A N/A

Water Environment Federation (1997), Energy Conservation in Wastewater Treatment Facilities, Water Environment Federation, Manual of Practice No. MFD-2, Alexandria,

VA.

7-
Session 2, Module 1 25

STEP 1 Continued...

Next, determine how you will collect baseline data. Energy data is recorded by your energy provider (e.g. electric utility,

natural gas utility, or heating oil company). A monthly energy bill contains the total consumption for that month, as well

as the peak demand. In some cases, your local utilities will record the demand on every meter for every fifteen-minute

interval of the year. Similar data may be available if you have a system at your utility that monitors energy performance.

Sources of energy data include the following:

• Monthly energy bills vary in detail but all contain the most essential elements. The scope of the 

analysis is in this case limited to a collection of one or more meters. If different systems are all on one 

meter, the fenceline must be defined to include all of the systems.

• The energy provider may be able to provide more detailed information. It will still be limited to 

meters (and not broken out by sub-systems behind the meters), but it may include greater resolution of 

hourly or quarter-hourly energy demand. 

• An energy management program (e.g., Supervisory Control and Data Acquisition - SCADA) 

automatically tracks energy data, often with sub-meters to identify the load on individual components. If such

a system is in place at your utility, you will have a large and detailed data set on hand. 

Other data needs may also have a range of sources. Design specifications for equipment may be in manuals at your utility

but you may still need to contact the manufacturers for specific items. Add a column for “Data Source” and “Availability”

in your table. 

Your energy provider can, in addition to providing raw data, offer you extensive expertise on energy-saving technologies,

practices, and programs as well as contractors who can help you implement certain types of improvements. It is

recommended that you meet early and often with your energy provider as you seek to improve your energy performance.

Example

Suppose that your utility has readily accessible data for its wastewater flow, microturbine generation, most of its design

specifications, and its operating schedules. The Energy Team has a contact at the electric utility that can provide detailed

information on electricity consumption and demand as well as a contact at the natural gas utility. No heating oil is used

and diesel fuel consumption is negligible so these rows are removed. However, the utility doesn’t have a reliable record

of exactly how much methane is captured by its system. In this example, the table will look as follows. 

Data Need Units Desired Frequency of

Data

Data Source Availability of Data

Wastewater flow Million gallons Daily Pump records On-hand

Electricity consumption kWh Hourly if possible, daily if

not

Electric utility and SCADA Contact at utility

Peak demand kW Monthly (if electric utility

bills for peak monthly

demand)

Electric utility Contact at utility

Methane capture MMBTU Monthly Plant Internal 

Microturbine generation kWh Monthly Meter attached to unit On-hand

Natural gas consumed MMBTU Monthly Natural gas utility Contact at utility

Design specifications N/A N/A Equipment manuals,

nameplate ratings

Most on-hand, some will

have to contact

manufacturer

Operating schedules N/A N/A Plant handbook On-hand
Session 2, Module 1 26

STEP 1 Continued...

Without data on methane capture however, the utility will be unable to determine the microturbine’s efficiency. They’ll

know how much electricity is produced but not how much fuel goes into the system in the form of methane. Although

this calculation may be important, you can revisit it at a later time, when more data becomes available. 

Normalized Baselines

Remember, to accurately measure how your utility performance is changing over time, establish “normalized” baselines

where appropriate. Normalized baselines will measure your energy performance changes rather than changes in

production, customer demand, or other non-environmental related factors.

Utility Case Study: Village of Essex Junction Wastewater Treatment Facility (Appendix A)

The Village of Essex Junction, Vermont, with the support of Efficiency Vermont, has successfully implemented

microturbine technology at its 2.0 million gallons per day (MGD) average-flow, municipal wastewater treatment facility,

and has firsthand information on its financial benefits. To review more information on how Essex Junction reduced energy

and achieved cost savings from installing two microturbines at their 2.0 MGD wastewater utility, go to Appendix A.

Apply Your Knowledge

Develop energy baseline data using the blank tables in Appendix B. Consider your list of data needs. Where will you look

to find the information you need? Is the data readily available or will you have to do some digging?

Once the data collection has been completed, your Energy Team will develop a final table, changing “Desired Frequency

of Data” to “Frequency of Data.” Also, since all of the data is now on-hand, you can remove the “Accessibility” column

and our example table would look like this.

CONSIDER THIS...

More information can be helpful, but only to a point. Keep your data organized and don’t get overwhelmed

or stuck looking for minor details. Be ready to move on and estimate if data doesn’t exist or can’t be easily

obtained. Remember that the systems that use the most energy will have the greatest impact on your baseline

and often have the greatest potential for energy savings.

Data Need Units Frequency of Data Source

Wastewater flow Million gallons Daily Pump records

Electricity consumption kWh Hourly Electric utility 

Peak demand kW Monthly Electric utility

Methane capture MMBTU Monthly New gas meter attached to unit

Microturbine generation kWh Monthly Electric meter attached to unit

Natural gas consumed MMBTU Monthly Natural gas utility

Design specifications N/A N/A Equipment manuals, nameplate

ratings

Operating schedules N/A N/A Plant handbook
Session 2, Module 1 27

STEP 2: Track Monthly and Annual Energy Use

Step Objective: To learn how to conduct a preliminary analysis to look for trends in energy data.

Now that you have your data, take a look at it and see what patterns emerge. Determine the energy demand per gallon

of water or wastewater treated and see if this has changed over the baseline period. If you have annual energy

consumption data for the last few years, then that can be analyzed for trends as well. Are there changes attributable to the

replacement or installation of some piece of equipment? Are there seasonal variations in energy demand and in energy

cost? What about daily variations? 

Putting the data into graphical form may help your utility perceive any trends and may be particularly helpful for

presenting results to those outside of the Energy Team. Make one graph of average daily energy consumption over time

and one graph of energy consumption per gallon of water or wastewater treated. You may also want to make a third graph

of energy costs over time, including purchased fuels as well as electricity. In addition, if greenhouse gas emissions (GHG)

are a consideration for your utility or municipality, you may want to take this time to track your energy-related GHG

emissions (direct emissions from fuel use and indirect emissions from energy). 

Below is an example table indicating how you can track your monthly energy consumption. You can measure energy

usage in kWh per day or kWh per month; just remember to be consistent. Consider using the same time unit as you use

for treated water or wastewater flow so that you can see your energy demand per gallon treated. In the tables below, days

are used as the increment.

2006 Energy

Consumption

Average Daily

Consumption (kWh)

Peak Demand (kW) Cost (¢/kWh) Daily Flow (million gallons)

January

February

March

April

May

June

July

August

September

October

November

December
Session 2, Module 1 28

STEP 2 Continued...

Apply Your Knowledge

Use the table on the previous page – or a similar one based on your needs – to document and track the monthly and

annual energy use at your utility.

You may also wish to track overall energy demand per gallon of water or wastewater treated, especially if non-electricity

energy sources such as natural gas play a significant role in your treatment process. In this case, you will need a metric

that allows you to combine electricity and natural gas into a single measurement. Cost (in dollars) is one option, but cost

is heavily influenced by external market forces. Energy can be expressed in scientific units, such as megajoules (MJ) or

British Thermal Units (BTU), and it is possible to convert electricity, natural gas, and other fuel consumption into these

units. Alternatively, you can track each energy source separately. Be advised that this may give a misleading picture of

energy performance if you changed from one energy source to another such as replacing a natural gas heating system with

a ground-source heat pump powered by electricity).8

If you have the data, tracking annual energy consumption can show long-term trends. Here is an example tracking table. 

CONSIDER THIS...

Look for unusual trends in energy data and seek explanations.9 Rising energy expenditures may be due to

rising electricity prices, increased water flow, unusually cold winters, or equipment failures. All of which

can decrease your energy efficiency. Present your results in a way that conveys an explanation. In addition,

remember that specific analysis of energy and energy-related data is a key activity in developing an effective

energy management program. 

Year Average Daily Consumption

(kWh)

Peak Demand (kW) Cost (¢/kWh in 2007) Daily Flow (million gallons)

2000

2001

2002

2003

2004

2005

2006

The Portfolio Manager tool will accept any unit and produce a normalized energy source intensity figure in kbtu/million gallons.

ENERGY STAR’S Benchmarking tool will use zip code and weather data to normalize for heating and cooling degree days. 

8 -

6

9-
MODULE 2: Conduct an Energy Assessment or Baseline Audit

Module Objective:To learn the basics of conducting an energy audit.

The energy audit is an essential step in energy conservation and energy management efforts. Your utility or municipality

may have had an energy audit or energy program review conducted at some point. If so, find the final report and have

your Energy Team review it. How long did the process take? Who participated in it—your team, the electric utility,

independent contractors? What measures were suggested to improve energy efficiency? What measures were actually

implemented and did they meet expectations? Were there lessons learned from the process that should be applied to

future audits? In addition, if your facility’s previous energy audit had recommended measures, determine if they are still

viable. 

In many cases, electric utilities offer audits as part of their energy conservation programs. Independent energy service

companies also provide these services. An outside review from an electric utility or an engineering company can provide

useful input but it is important to ensure that any third party is familiar with water and wastewater systems. 

Some energy audits focus on specific types of equipment such as lighting, HVAC, or pumps. Others look at the processes

used and take a more systematic approach. Audits focused on individual components, as well as in-depth process audits,

will include testing equipment. For example, in conducting the baseline energy audit, the Energy Team may compare the

nameplate efficiency of a motor or pump to its actual efficiency. 

In a process approach, a preliminary walk-through audit is often used as a first step to determine if there are likely to be

opportunities to save energy. If such opportunities exist, then a detailed process audit is conducted. This may include

auditing the performance of the individual components as well as considering how they work together as a whole. Much

like an environmental management system initial assessment that reviews current status of regulatory requirements,

training, communication, operating conditions, and current practices and processes, a preliminary energy audit or energy

program review will provide your utility with a baseline of what your energy consumption is at that point in time. 

Once you have collected your utility’s baseline data and tracked monthly and annual energy use, there are two additional

steps to completing your energy assessment or baseline energy audit:

Step 3) Conduct a Field Investigation

Step 4) Create an Equipment Inventory and Distribution of Demand and Energy 

For Your Information

States often maintain programs to assist municipalities and local agencies with energy management. For example, the

Massachusetts Division of Energy Resources (DOER) has an Energy Audit Program to support municipal wastewater

districts. The Audit Program provides each project participant with a list of energy conservation projects, their costs, and

estimated energy savings. For more information, visit DOER’s Energy Grant informational website at

http://www.mass.gov/doer/pub_info/grant-eap.pdf).

Several other states have similar programs. California has had remarkable success in funding energy audits at municipal

wastewater utilities. For example, an energy audit of the Eureka, California water and wastewater system cost the state

$15,800 and the identified capital improvements cost $56,800. However, the annual savings were $91,900 and the

improvements reduced the city’s electricity bill by 34%.10

At the federal level, the U.S. Department of Energy offers free 1-day walkthroughs for smaller facilities through its Save

Energy Now Program (http://www1.eere.energy.gov/industry/saveenergynow).

Session 2, Module 2 29

California Energy Commission (1990), The Second Report to the Legislature on Programs Funded Through Senate Bill 880, Sacramento, CA, cited in Water Environment

Federation (1997), Energy Conservation in Wastewater Treatment Facilities, Water Environment Federation, Manual of Practice No. MFD-2, Alexandria, VA. 10 -
Session 2, Module 2 30

STEP 3: Conduct a Field Investigation

The field investigation is the heart of an energy audit. It will include obtaining information for an equipment inventory,

discussing process operations with the individuals responsible for each operation, discussing the impacts of specific energy

conservation ideas, soliciting ideas from your Energy Team, and identifying the energy profiles of individual system

components. The Electric Power Research Institute (EPRI) recommends evaluating how each process or piece of

equipment could otherwise be used. For example, it might be possible for a given system to be replaced or complemented

for normal operation by one of lower capacity; to run fewer hours; to run during off-peak hours; to employ a variable speed

drive; and/or to be replaced by a newer or more efficient system. Depending on the situation, one or more of these

changes might be appropriate. 

STEP 4: Create Equipment Inventory and Distribution of Demand and Energy 

This is a record of your facility’s equipment, equipment names, nameplate horsepower (if applicable), hours of operation

per year, measured power consumption, and total kilowatt-hours (kWh) of electrical consumption per year. Other criteria

such as age may also be included. In addition, different data may be appropriate for other types of systems such as

methane-fired combined heat and power systems.

You may find that you already have much of this information in your maintenance management system (if applicable).

A detailed approach for developing an equipment inventory and identifying the energy demand of each piece of

equipment is provided in the 1997 book Energy Conservation in Wastewater Treatment Facilities: Manual of Practice No. MFD2, Water Environment Federation. The basics are presented here, but readers are encouraged to review the Manual of Practice

for a more thorough explanation.

Example utility equipment inventories and the relevant energy data to collect could include the following. 

Motors and Related Equipment

• Start at each motor control center (MCC) and itemize each piece of equipment in order as listed on the MCC.

• Itemize all electric meters on MCCs and local control panels.

• Have a qualified electrician check the power draw of each major piece of equipment.

Pumps

• From the equipment manufacturer’s literature, determine the pump’s power ratio 

(this may be expressed in kW/mgd).

• Multiply horsepower by 0.746 to obtain kilowatts.

• Compare the manufacturer’s data with field-obtained data.

Aeration Equipment

• Power draw of aeration equipment is difficult to estimate and should be measured.

• Measure aspects related to biological oxygen demand (BOD) loading, food-to-microorganism ratio, and 

oxygen-transfer efficiency (OTE). Note that OTE levels depend on type and condition of aeration equipment.

Actual OTE levels are often considerably lower than described in the literature or in manufacturers’ materials. 
Session 2, Module 2 31

STEP 4 Continued...

Below is an equipment inventory example for pumps:

Utility Case Study: Camden County (New Jersey) Municipal Utilities Authority (CCMUA)

By carefully reviewing their plant operations, the CCMUA developed a computerized system that shaved the peaks by

avoiding simultaneous use of energy-intensive process units and staggering the use, thereby minimizing the peak charge

from the energy company.

Apply Your Knowledge

Using the table above as an example, complete equipment inventory

worksheets for your utility using the blank equipment inventory

worksheets (or similar ones based on your needs) in Appendix C. 

Although you can use the inventory worksheets in Appendix C, in practice,

you might find that you use several different types of inventory methods,

depending on the types of equipment that you are examining. Try to look

at each process or piece of equipment from a fresh perspective. Why is

each process run a certain way? Is it a stated requirement? Is it the best

way? Is it just tradition? Consider how processes interact with each other

and look at the overall system. Also, consider having a third party (e.g.,

local energy utility) work with the Energy Team as you conduct your field

investigation for a fresh perspective and review of your energy

consumption and management.

Resources & Tools

New England Power Pool (NEPOOL) has the emission factors for the New

England grid. The 2005 report is available at: http://www.isone.com/genrtion_resrcs/reports/emission/2005_mea_report.pdf. Check

your states website for information related to your locality. 

Pump Designation Installed Nameplate Rating Hours of Operation

Per Year

Measured Power

Consumption

kWh per Year

Pump #1 1992 200 horsepower 2,000 200 kW 400,000

Pump #2 1994 150 horsepower 4,000 120 kW 480,000

Pump #3 1995 80 horsepower 4,000 70 kW 280,000

Pump #4 2002 40 horsepower 5,000 32 kW 160,000

11 - ENERGY STAR’s Benchmarking Tool will give estimates of reduction of CO2 usage based on national averages but won't provide an initial baseline. 

Determining your utility’s carbon

footprint is also a method of

establishing a baseline. Carbon

emissions are affected by energy

consumption (electricity, natural gas, and fuel

oil) as well as by process emissions such as

methane. If your municipality or state requires

you to participate in a determination of a carbon

footprint or if you have a goal of reducing

greenhouse gas emissions, you may need to

know some conversion factors. Your

municipality or state should be able to tell you

what sort of methodology they use to assess

emissions from electricity. Marginal emissions

factors consider what sort of resource will be

dispatched to meet increased load or cut back to

respond to decreased load. Grid average

emission factors assign an equal portion of the

overall emissions to each kWh consumed.11

Remember
Session 2, Module 3 32

MODULE 3: Review Legal and Other Requirements and Establish a Compliance

Baseline

Module Objective: To identify legal and other requirements that affect your operations and your compliance status. 

There are additional metrics for a utility to review besides what has been covered thus far. One of the most important

aspects is compliance with legal and other requirements. While this is a fundamental goal for any utility, these

requirements can also significantly affect the nature and scope of your energy management program.

What are the requirements that utilities must follow? A few examples are:

• Attaining a certain quality of discharged effluent or treated water,

• Maintaining a stated degree of reliability,

• Having capacity to handle unusually large flows or demands,

• Ensuring worker safety, 

• Environmental monitoring and reporting and documenting compliance, and

• Limiting air pollutant emissions based on permitted amounts.

Municipalities could apply additional (“other”) requirements, such as:

• Limiting growth in costs of energy, chemicals, and/or labor,

• Enacting load reductions during times of peak power demand (since grid reliability is a concern), and

• Limiting or reducing greenhouse gas emissions (direct and indirect).

Apply Your Knowledge

Make a list of your most relevant requirements. Then, for each one, ask the following:

• What is required of our facility?

• What agency or entity has enacted this requirement?

• Is our understanding of this requirement current and accurate?

• Do the relevant agencies consider our utility to be fully in compliance?

• Do we consider our utility to be fully in compliance? What could we do to better achieve 

compliance?

• How does this requirement affect the scope or type of energy conservation measures that we may 

consider? Does it encourage or discourage specific types of measures?

• Are we in compliance? If yes, what will we have to do to maintain that status? If not, what can we do to 

achieve compliance?

In the example table on the next page, a wastewater utility has a combined heat and power system that is permitted for

nitrous oxides (NOx) emissions. The utility gathered the information as part of their legal and other requirements review

on NOx emissions. 
Session 2, Module 3 33

Apply Your Knowledge

Using the example table above and the blank regulatory requirements table in Appendix D, fill in the information for

your utility.

Note: New energy generation systems will often have a number of regulatory mandates. Air emission permitting

requirements may limit the use of on-site generation unless the system is exceptionally clean. Demands for system

reliability may place limitations on the use of on-site generation. Interconnection protocols require close cooperation with

the energy provider to ensure that the generator is properly aligned with the grid. 

CONSIDER THIS...

Consider how the energy improvements you will prioritize may affect your compliance status. Also, consider

whether the improvements will create additional regulating requirements of their own. 

Session 2 Resources & Tools

ENERGY STAR’s Benchmarking Tool:

(http://www.energystar.gov/index.cfm?c=evaluate_performance.bus_portfoliomanager)

ENERGY STAR’s Portfolio Manager: (https://www.energystar.gov/istar/pmpam/)

For more information on auditing protocols, use this link

(http://cfpub.epa.gov/compliance/resources/policies/incentives/auditing/).

Converting your energy use to greenhouse gas:

http://www.cleanerandgreener.org/resources/pollutioncalculator.htm

Carbon Dioxide Emissions from the Generation of Electric Power in the United States:

http://www.eia.doe.gov/cneaf/electricity/page/co2_report/co2report.html 

Greenhouse Gas Equivalency Calculator:

http://www.usctcgateway.net/tool 

Moving to the Next Session

In Assessing Current Energy Baseline Status, you developed baseline data, conducted an energy audit, completed some

benchmarking, and did a review of legal and other compliance requirements. This information will be used in the next

sessions to determine your utility’s potential priority energy improvements.

Requirement Name: NOx Emissions

Requirement Our combined heat and power (CHP) system is permitted at a rate of 200 pounds of NOx per

year.

Relevant agencies (federal, state, local) State Department of Environment Quality,

contact ______________ email ________________ phone # __________________

Effective date of requirement including revision

date(s) as applicable

Date _______________

Are applicable regulations changing or being

updated?

Yes, the state is changing regulations due to CAIR rule but we expect no change in our

permitted amount as it is a very small rate per MWh.

Are we in compliance according to agencies? Yes, emissions are slightly under our permitted amount. 

Could we improve our performance? Possibly, because NOx is a precursor to ground-level ozone, which causes urban smog, we

would like to reduce emissions if possible. We are looking at changing the fuel/air mix to

reduce emissions. Another option is to evaluate the cost of verified retrofit technologies.

How does this affect the proposed energy

conservation measures?

Measures to improve the plant’s energy efficiency would enable us to stay under our permitted

amount even if the flow rates increase.

Are we in compliance? Yes, however, if the electricity demand continues to grow as flow rates increase, our emissions

would surpass the cap and we would need a new permit.
Session 3 34

Now that you have secured management’s commitment, selected an

energy program manager to put an Energy Team together, benchmarked

your utility, and completed an Energy Audit, it is time to decide what

energy improvement priorities to work on first.

In this session, you will: 

1. Develop an energy policy.

2. Identify activities and operations that consume energy, using 

information from your Energy Audit (equipment inventory

worksheets) and other data collection efforts you completed in

Session 2.

3. Prioritize activities/operations and potential energy 

improvement efforts.

Let’s first review a few key terms that will help you as you establish an

Energy Vision and Priorities for Improvement.

Energy Policy: An organization's formal statement defining its intentions

and principles in relation to its overall management of energy resources.

It provides a framework for action and setting specific energy

improvement goals and milestones.

Energy Fenceline: The scope of your operations where you will focus your

energy improvement goals and where they will be implemented. For

example, your fenceline may include all of your operations, be within a

particular operation (e.g., biosolids), include particular utility components

(e.g., pumps), or a particular building.

Continual Improvement: The process of ongoing efforts to improve. It is

the basic principle of the Plan-Do-Check-Act approach.

Keys to Success

Align your energy policy with

your utility goals

Involve employees in the

energy review process

Remember the Keep It Super

Simple (KISS) Rule

Communicate status

regularly and frequently

Document recurring

processes and how decisions

are made

SESSION 3: Establishing an Energy Vision and Priorities for 

Improvement
Session 3, Module 1 35

MODULE 1: Develop an Energy Policy 

Module Objective: To learn how to develop a strong Energy Policy.

An Energy Policy is your utility’s statement of commitment to improve

its use and management of energy resources. It should include a

commitment to continual improvement and compliance. Signed by top

management, the Energy Policy provides a vision for the entire utility

and serves as a foundation document for energy improvement

management programs. Everyone, including contractors and vendors,

should understand the policy and what is expected of them in order to

achieve your energy goals. Use your Energy Policy as a framework for

planning, action, and continual improvement. 

The Energy Policy should also include a commitment to explore and increase the use of renewable fuels or renewable

energy technology. Renewable resources not only can improve the environmental impacts of a utility’s activities, their

appropriate use can also save money. 

As you develop your Energy Policy, ensure that it is consistent with other strategic business priorities you may have

established through strategic plans or other similar efforts. Don’t make the mistake of having your Energy Policy “exist

in a vacuum.” For example, you may have already embarked on a major effort to improve the management of your capital

assets through a formal asset management program, or your municipality’s or facility’s master planning document may

already have goals on water conservation or energy use that you can incorporate. These types of programs make use of

many of the same tools and data gathering efforts, so it makes sense to reflect these commitments in your Energy Policy

to become part of your improvement and management programs. 

Have a focus meeting with your Energy Team to brainstorm what should be included in your Policy. Designate a couple

of Energy Team members to draft the text of the Energy Policy. Get input from top management and seek input from

employees. Also, review your current business or level of service commitments and/or organizational and energy goals.

It is important that your policy reflect your organizational culture and that it is appropriate to all levels of your operations

and services. 

Methods used to communicate your Energy Policy:

• Posting the Energy Policy at various sites throughout your utility (e.g., in lunchrooms) so there is a visual 

reminder of the statement and its importance; 

• Using paycheck stuffers, identification badges, and/or wallet cards, so that employees can carry the Energy

Policy with them;

• Incorporating the Energy Policy into existing training opportunities and materials;

• Referring to the Energy Policy at staff or all-hands meetings; and

• Posting the Energy Policy on the facility’s Internet/Intranet site.

After you’ve received input, finalize your Policy by having top management sign, date, post, and communicate it to

employees. Make sure that all employees understand the Energy Policy and how it relates to their work. The policy

should also be communicated to vendors and contractors as they may also have a role in meeting your energy improvement

goals.

Apply Your Knowledge

Develop an Energy Policy for your utility, building on current program policies (e.g., asset management, environmental)

already in place. 

CONSIDER THIS...

Keep your Energy Policy simple. A simple policy written with specific expectations provides employees with

a straight-forward and realistic view of your commitments to energy improvements. 

Avoid developing an Energy Policy

that is vague or so generic that it

could apply to any organization.

Your Energy Policy should be specific to the

goals your utility wants to accomplish.

Remember
Session 3, Module 2 36

MODULE 2: Identify Activities and Operations that Consume Energy 

Module Objective: To learn how to identify the activities and operations at your utility that consume energy.

This module will help you define your utility's energy "footprint" (i.e., how your operations and activities affect energy use)

and develop measurable goals for energy improvements. This process can be challenging and requires focus and

teamwork. However, this is the opportunity for your utility to:

1. Take a hard look at your individual operations and activities.

2. Identify how these positively and negatively affect energy use. 

3. Better understand the unique role that each of you, individually and collectively, play in managing your 

utility’s energy consumption. The result of this effort will be a list of activities and operations you can use to 

decide where to invest time, effort, and resources.

Following the step-by-step approach will make it manageable and you will quickly realize the benefits of this approach.

STEP 1: Pull Together Information Previously Collected

Review information from your previously planned and implemented energy improvement project, baseline information,

energy audits, and any other additional sources that might be useful in developing this concise list of activities and

operations. 

STEP 2: Develop a List of Activities and Operations

Employees within your energy fenceline will most likely be the best source of information as you develop a list of activities

and operations, where they are located, the type of energy used, and the current use and costs. The table below will serve

as a helpful example as your utility’s Energy Team begins populating a table with activities and operations specific to

your facility.

Example List of Activities and Operations

Activity Operation or Location Type of Energy Used Current Use and Costs

Heating, Ventilation, and Air

Conditioning (HVAC)

Operations Building (Heating) Natural Gas • 150 MMBTU/year

• $1,500/year

Operations Building (Cooling,

Ventilation)

Electricity • 10,000 kWh/year

• $1,000/year

Lighting Operations Building Electricity • 24,000 kWh/year 

(4 kWh/ft2, 6,000 ft2) 

• $2,400/year

Vehicle Use Service Trucks Diesel Fuel • 1,000 gallons/year

• $2,500/year

Equipment 

Pump #1 Treatment Building Electricity • 400,000 kWh/year

• $40,000/year

Pump #2 Treatment Building Electricity • 480,000 kWh/year

• $48,000/year

Pump #3 Treatment Building Electricity • 280,000 kWh/year

• $28,000/year

Pump #4 Treatment Building Electricity • 160,000 kWh/year

• $16,000/year
Session 3, Module 2 37

Apply Your Knowledge

Using the table on the previous page as an example and the blank table in Appendix E, work with your Energy Team and

complete a list of activities and operations, their locations, the type of energy they use, and the current use and costs for

energy at your utility. 

Typical Water and Wastewater High-Use Energy Operations and Associated Potential Energy Saving

Measures12

Appendix F outlines additional energy saving information for typical water and wastewater equipment and systems

including motors, pumps, aeration systems, lighting, and HVAC. 

CONSIDER THIS... 

Keep the level of detail meaningful without getting stuck in too many details. It is more important to compile

a reasonable list with relevant information in order to make decisions about what energy consuming activities

and operations your utility should focus on first.

High Energy Using Operations Energy Saving Measures

Pumping • Reduce load

• Manage load

• Water to wire efficiency

• Pump selection

• Motor and drive selection

• Automated control

Aeration • Fine bubble

• Improved surface aerators

• Premium motors

• High efficiency motor drive

• Blower Variable Frequency Drives (VFDs)

• Automatic DO control

Dewatering • Replace vacuum systems 

• Premium motors

• VFDs for plant water pump

Lighting • Motion sensors

• T5 low and high bay fixtures

• Pulse start metal halide

• Indirect fluorescent

• Super efficient T8s

• Comprehensive control for large buildings

Heating, Ventilation, Air Conditioning (HVAC) • Water source heat pumps

• Prescriptive incentives for RTUs

• Custom incentives for larger units

• Low volume fume hood

• Occupancy controls

• Heat pump for generator oil sump

12- An Overview of Utility Efficiency Programs, Massachusetts Electric, NEWEA Conference, 2004.
Session 3, Module 3 38

MODULE 3: Prioritize Activities/Operations and Potential Energy 

Improvement Efforts

Module Objective: To develop a method to prioritize energy improvements.

You’ve created a large list of activities and operations where energy efficiency could be improved. Don’t worry, you do

not have to make all the improvements at once. The next step of the process is to prioritize the list to identify a manageable

number of improvements that are the most important to your utility. 

You can narrow your list of activities and operations to focus on what is most significant by:

1. Defining a group of criteria that help focus on your energy goals and developing a scoring system;

2. Applying the criteria to each of the energy related-activities or operations to achieve a total 

rank or number; and

3. Establishing a threshold score above which an activity or operation will become a priority for 

energy improvement. 

STEP 1: Define Criteria to Prioritize Opportunities for Energy Improvements

Experience has shown that a simple system for developing priorities

generates the same results as a more complex one, but in a much

shorter period of time and with more satisfied team members. There

is not a magic number in terms of how many criteria you should use;

it really depends on what factors are important within your utility

and what allows you to simply and effectively rank opportunities for

energy improvements. Refer back to your Energy Policy for ideas

when selecting your criteria.

For energy issues, criteria might include:

• Current or projected costs;

• Feasibility of efficiency projects or the use of renewable sources;

• Potential for energy use reduction;

• Availability of funding;

• Existing need for equipment upgrade;

• Renewable source of energy, particularly for facilities in states that are pushing for climate change mitigation

( e.g., Massachusetts and Connecticut);

• Return on investment;

• Regulatory requirement; and

• Support of other priorities (e.g., asset management goals). 

Apply your Knowledge

Work with your Energy Team to select approximately four or five criteria for your utility. 

Criterion 1: __________________________________ 

Criterion 2: __________________________________

Criterion 3: __________________________________ 

Criterion 4: __________________________________

Criterion 5: __________________________________

Criteria can be variable. Develop

the unique and individual

combination of criteria that will

work best for your water or wastewater

utility.

Remember
Session 3, Module 3 39

STEP 2: Decide How to Use the Criteria

Once you have selected your criteria for ranking your energy activities

and operations, apply the criteria to each of the entries on your list using

a quantitative ranking method. A simple 1 for low impact; 3 for medium

impact; and 5 for high impact works well and avoids long discussions

about the difference between a 2 and 3 or a 3 and 4. Remember that

your evaluation of the energy impact is based on your expertise and

experience. It is basically an educated guess. 

Take the time to document the process you used to determine your

potential energy improvement priorities. This can be as simple as a

memo that outlines the process that was used or as formal as a

management system procedure. Documenting how you developed

your priorities will help you support requests for resources and will also

help in the future when the process is repeated.

Remember, this is a subjective analysis. Make sure that when you finish

your scoring, you do a reality check with staff that work within your

energy fenceline to verify that your selected operations and activities

are feasible priorities.

See the examples on the next two pages.

TIP!

If rate of return is one of the

factors in deciding what to work

on first, consider using ENERGY STAR’s

financial evaluation tools (financial value

calculator, building upgrade value calculator,

cash flow opportunity calculator, etc.) at

http://www.energystar.gov/index.cfm?c=assess

_value.financial_tools.

Documenting procedures and

processes captures your utility’s

institutional knowledge and allows

for continual improvement at your utility.

Remember
cation Type of

Energy

Current

Costs

Ranking Criteria to Set Priorities (Examples only)

Current/ProjectedCosts1= L3= M5= H

Feasibility ofEnergyEfficiencyProjects1= notfeasible3= feasible5= Veryfeasible

Feasibility ofAlternative,Renewablesources?1= L3= M5= H

Costs toimplement1= H3= M5= L

Availabilityof Funding1=Capitalfundsrequired3=potentialor notknown5=Fundingoptionsavailable

Rate ofReturn onInvestment 1= Morethan___years3= ___years5= Lessthan____years

Regulated?0=No3=Yes5=Yes andcomplianceissues exist

TotalScore

(Heating) Natural Gas $1,500/year 1 3 1 3 1 1 0 10(Cooling,

Electricity $1,000/year 1 3 1 3 1 1 0 10Electricity $3,000/yr 1 5 1 1 5 5 0 18Diesel Fuel $2,500/yr 1 5 1 3 1 1 3 15Diesel Fuel $2,500/yr 1 1 5 3 3 1 3 17Electricity $40,000/yr 5 3 1 3 1 3 3 19Electricity $48,000/yr 5 3 1 3 1 1 3 17

anking Table
cation Type of

Energy

Current

Costs

Ranking Criteria to Set Priorities (Examples only)

Current/ProjectedCosts1= L3= M5= H

Feasibility ofEnergyEfficiencyProjects1= notfeasible3= feasible5= Veryfeasible

Feasibility ofAlternative,Renewablesources?1= L3= M5= H

Costs toimplement1= H3= M5= L

Availabilityof Funding1=Capitalfundsrequired3=potentialor notknown5=Fundingoptionsavailable

Rate ofReturn onInvestment 1= Morethan___years3= ___years5= Lessthan____years

Regulated?0=No3=Yes5=Yes andcomplianceissues exist

TotalScore

Electricity $40,000/yr 5 3 1 3 1 3 3 19Electricity $3,000/yr 1 5 1 1 5 5 0 18Diesel Fuel $2,500/yr 1 1 5 3 3 1 3 17Electricity $48,000/yr 5 3 1 3 1 1 3 17Diesel Fuel $2,500/yr 1 5 1 3 1 1 3 15

Heating) Natural Gas $1,500/year 1 3 1 3 1 1 0 10Heating) Electricity $1,000/year 1 3 1 3 1 1 0 10

hest to lowest score to determine the potential priority energy improvements.
Session 3, Module 3 42

STEP 3: Establish a Threshold Score

In the example on the previous pages, the total score was 19 for pump

#1. What does this score mean? Once you’ve determined all your

potential priority energy improvements and their associated scores for

the operations/activities, you will need to establish a priority threshold

based on what your organization can reasonably manage. For instance,

anything with a total score of 18 and above could be considered an

energy management priority in the example above. 

Keep in mind that your utility has the flexibility, consistent with its

business, technical, legal, operational, and stakeholder concerns and

requirements to set what it considers to be a priority threshold value for

energy management. 

Utility Case Study: Renewable Opportunities in

Anaerobic Digestion

If biogas is available from anaerobic digestion, the gas produced is primarily composed of methane, which can be used to

run an engine generator or microturbine. In a combined heat and power (or cogeneration) system, waste heat can be

captured and used to provide for space heating, sludge drying, or other needs. The fuel source is basically wastewater –

a renewable resource – and a facility that employs this technology may be eligible to sell “green power credits” to a broker.13

Water and wastewater utilities have excellent opportunities for energy generation from renewable sources. There are

numerous case studies of wastewater utilities installing energy generation systems based on methane capture. A number

of these are included in Appendix G. For further information, see the December 2006 EPA report, Opportunities for and

Benefits of Combined Heat and Power at Wastewater Treatment Facilities.14

Cogeneration from wastewater-derived methane has several advantages including:

• Utilizing a renewable resource;

• Minimizing greenhouse gas emissions;15

• Creating efficiency by utilizing heat that would otherwise be wasted;

• Locating the electricity production at the point of demand (distributed generator); and

• Reducing peak demand, easing the load on the electric utility’s transmission and distribution system.

Such a system might benefit from incentives designed to support renewable energy, cogeneration, distributed generation,

or energy efficiency. Two good directories of incentive programs are DSIRE, the Database of State Incentives for Renewable

Energy,16 and the EPA’s Combined Heat and Power Partnership Funding Resources page.17

Utility Case Study: Renewable Opportunities in Wind Turbines

Small wind turbines have been installed at wastewater facilities in Saco, ME; Bellevue, OH; Dimondale, MI; and Browning,

MT. Photovoltaic (PV) systems of all sizes have been installed at wastewater treatment plants, producing electricity from

sunlight. The 14.5-kW system in Charlemont, MA is of modest size, about three to four times the size of a large household

PV system. Wastewater facilities have also seen many of the nation’s largest PV arrays, including the 500-kW system in

Somerset, NJ, the 520-kW system in Oroville, CA, and the 770-kW system in Yuba City, AZ. 

In addition, the Atlantic County, New Jersey Utility Authority (ACUA) has a wind farm project and has implemented a

number of other alternative energy projects, including geothermal and solar. To review ACUA’s alternative energy projects,

use this link (http://www.acua.com/acua/content.aspx?id=486).

See http://www.eere.energy.gov/greenpower/markets/certificates.shtml?page=0 for a list of vendors of “Renewable Energy Credits”; some such vendors may be willing to buy the credits resulting from a renewable energy project at a wastewater facility. 

Available online at http://www.epa.gov/chp/documents/wwtf_opportunities.pdf.

The CO2 emissions from the CHP system contribute much less to global warming than the biogas would produce if vented.

13-

14 -

15 -

Each energy activity or operation

that is identified as a priority

(i.e., a total score equal to or over

your determined threshold) will require

some kind of operational or equipment

control measure, training, recordkeeping

and other relevant required management

practice. 

Remember, this is a continuous process, so

you don’t need to be perfect the first time

around!

Remember

http://www.dsireusa.org 

http://www.epa.gov/chp/funding/index.html

16 -

17 -
Session 3, Module 3 43

Apply Your Knowledge 

Use the tables on pages 40 and 41 as examples and the blank one in Appendix H. Determine your most important (priority)

energy improvement opportunities for the fenceline energy activities and operations of your utility.

CONSIDER THIS...

Keep It Super Simple [KISS] 

Don’t have too many criteria or over analyze. A very complicated scoring system will discourage 

those involved and make this process more difficult than necessary. Your rankings are more of an 

educated assessment rather than a mathematical computation. 

Session 3 Resources & Tools

EMS Handbook for Wastewater Utilities: http://www.peercenter.net/toolkit/Step_By_Step.cfm

EMS Aspects Identification and Prioritization Workbook: http://www.peercenter.net/toolkit/Aspects.cfm

To try an EPA biodiesel calculator to determine the emissions benefits of switching to alternative fuels, use this link

http://www.epa.gov/otaq/retrofit/techlist-biodiesel.htm

Solar Photovoltaic Installation FAQs: http://www.mass.gov/doer/pub_info/solar-tip.pdf

Solar Photovoltaic Site Selection Survey: http://mass.gov/doer/programs/renew/renew.htm

Massachusetts Division of Energy Resources (DOER) Renewable Energy Programs:

http://www.mass.gov/envir/Sustainable/documents/pv_site_selection_survey.doc

Massachusetts Technology Collaborative, Small Renewables Initiative:

http://www.masstech.org/renewableenergy/small_renewables.htm 

Massachusetts Technology Collaborative, Large Onsite Renewables Initiative:

http://masstech.org/renewableenergy/large_renewables.htm

Moving to the Next Session

In Establishing an Energy Vision and Priorities for Improvement, you crafted an Energy Policy, developed a list of energyconsuming activities and operations, and identified energy improvement priorities. In the next Session, you will establish

energy improvement goals, objectives, and targets for the priority energy improvement opportunities that scored above

the threshold you established.
Session 4 44

You have now assembled your team, evaluated your energy

performance, and identified priority areas for improvement. The next

steps are to set objectives and establish targets to measure your

progress. These targets can relate to activities – such as your progress

in implementing energy conservation measures – or to the results you

achieve from these measures. 

In this session, you will:

1. Establish energy objectives and targets.

2. Define performance indicators.

Let’s first review a few key terms that will help as you develop your

energy objectives and targets.

Objective: The internal goal your utility establishes to improve its

energy performance. Example: reduce facility energy use.

Target: A measurable performance requirement that arises from your

objective. Example: reduce utility energy use by 25% from 2006 levels

by 2011.

Performance Indicator: What exactly you will measure to evaluate and

verify performance improvements in relation to a specific target. For

example, measuring electricity cost or consumption per gallon of

wastewater treated ($ or kWh/gallon). Performance indicators can be

adjusted to meet specific management needs or as necessary to ensure

progress toward reaching specific energy targets. 

Keys to Success

Align utility objectives and

targets with your energy

policy

Communicate objectives and

targets to staff

Identify energy improvement

targets that can be measured

Measure early and often

SESSION 4: Identify Energy Objectives and Targets
Session 4, Module 1 45

MODULE 1: Establish Energy Objectives and Targets

Module Objective: To learn how to set objectives and targets for your priority energy activities and operations.

Your utility may have many energy improvement goals. However, you

may find that you can’t do everything all at once and that some types of

energy improvement goals may work towards one objective at the

expense of another. For example, purchasing green power may increase

cost, but decrease greenhouse gas (GHG) emissions. While all of the

objectives may seem appealing, it’s best to start with a limited number so

that you can focus your efforts, get experience, and track, document, and

verify results.

Although there are a number of example objectives and targets from

water and wastewater facilities that have implemented energy

improvement programs, there are no standard energy objectives and

targets that make sense for all utilities in all locations. Your objectives and

targets should reflect what your utility does, how well it is currently

performing, and what it wants to achieve. 

A water or wastewater utility might have the following example energy objectives:

• Reduce energy cost;

• Reduce petroleum consumption;

• Reduce peak energy demand;

• Reduce GHG emissions;

• Improve reliability;

• Increase use of renewable fuels;

• Evaluate the installation or improve performance of renewable energy technologies; and

• Reduce vehicle fuel use.

What do you hope to accomplish in the next few years? Set energy targets that are realistic enough to get accomplished yet

significant enough to get noticed and motivate change. Remember that your ability to measure and document progress

towards your targets is important. 

In the example from Session 3, the utility’s priority fenceline

activities/operations had a total sigficance score of 18 for equipment

(pump #1) and a score of 19 for lighting (operations building). As

detailed in Module 3 of Session 3, these measures scored higher than the

HVAC systems, vehicle use, and other pumps and equipment. Pump #1

and lighting were therefore identified as potential focus areas where

goals could be set based on factors such as capital cost, payback period,

GHG emissions, and other factors that are important to your utility and

your Energy Policy. 

What objectives and targets do pump #1 and lighting support? While

they will likely reduce peak electricity demand and reduce GHG

emissions, the selection of these energy improvement opportunities was

based on the goal of reducing overall energy cost – an important driver for utilities. The utility determines that, by

establishing a normalized baseline first, these energy improvement opportunities can be implemented, along with certain

operational changes, within 12 months and achieve a 10% overall reduction in energy costs. 

Baseline data is the starting point from

which to track the achievement of an

energy objective. “Normalized”

baselines accurately measure how

your utility’s energy consumption could change

over time due to seasonal and other variations.

Normalized baselines will take into account how

your energy consumption may be affected by

changes in flow, load, or other related factors.

Remember

“Sometimes behavior-based targets (e.g.,

learning a systems-based management

approach) are not the biggest gains in

performance measures related to your targets,

but they are very important in terms of

culture change and should be considered.”

Donna Adams

Wastewater Division

Eugene, Oregon
Session 4, Module 1 46

Below is an example of an energy improvement objective and target that a utility could select – based on Session 3’s

examples of pump #1 and lighting as potential priority areas for energy improvement. In addition, a utility could consider

increasing renewable energy sources as an opportunity. Therefore, a renewable energy objective and target has been

included as a potential longer-term opportunity in the example.

Apply your Knowledge

Now choose energy improvement objectives and targets for your utility with staff and your Energy Team using the

Objective and Target worksheet provided in Appendix I. 

Utility Case Study: Kent County, Delaware Wastewater – Renewable Energy

The Kent County Department of Public Works (KCDPW) operates a 16 MGD wastewater treatment plant that treats most

of the wastewater in the county with over sixty pump stations and nearly 70 miles of gravity sewer and force main, and

management of county-owned buildings. The wastewater that enters the Kent County regional system comes from five

municipal contract users and seven significant industrial users. Operations serve 70% of the county’s population.

KCDPW has a certified ISO 14001 and OHSAS 18001 Environmental, Health, and Safety Management System (EHS-MS),

as well as a National Biosolids Partnership certification.As part of their EHS-MS, Kent County committed to:

• Reducing energy usage by 20% from 2002 levels; and

• Reviewing renewable energy alternatives (e.g., wind).

Kent County started with some easy fixes (e.g., swapping lights to more energy efficient alternatives and replacing older

pumps and other assets with more energy efficient models). Additionally, their action plan included researching energy

alternatives and new technologies that could help them accomplish their targets. 

Researching and Implementing New Energy Technologies

At a regional conference, Kent County saw a technology that guaranteed a 15% reduction in energy costs by reducing the

number of air blowers needed in the treatment process. Kent County, at

the time, used about 4 MW of power to consistently run 4-5 air blowers

in their process, and their energy costs were about $10,000-20,000 per

month. The process adds fine bubble diffused air to one of two parallel

basins to provide oxygen for the microorganisms. The prior process

relied on a dissolved oxygen meter at the end of the basin to allow the

operators to control the number of air blowers feeding the basin. This

system was highly inefficient and was reactive to conditions in the basins.

The new system automatically measures the amount of oxygen being

released from the basin using floating hoods and feeds this information

to an automatic control system. With the new technology Kent County

now runs 2-2 1⁄2 air blowers rather than 4-5 before the technology, an

almost 50% reduction in their energy requirements.Within a year, Kent County has recouped the cost of the technology

(about $100,000). 

Objective and Target Timeframe

Reduce overall energy cost by 10% by 2009 12 months

Increase energy purchased or generated from renewable energy sources by 10% by 2012 4 years

Focus your energy goals on areas

that will have the most impact on

your energy footprint and your water

or wastewater operations. You may

want to review your priority energy

improvement impacts and the Energy Policy

that your utility drafted before you finalize your

goals.

Remember
Session 4, Module 1 47

Creating an Energy Park of Renewable Energy Sources 

Kent County began to investigate four renewable energy alternatives: wind, biomass, solar, and hydroelectric power. The

utility’s senior executive saw some wind powered utilities in Germany and believed that they would work at the Kent

County facility. They hired a consultant to conduct wind studies in 2003 and determined that the turbines would be

operational with winds at 9 miles per hour. The study cited a lack of on-site wind data and suggested that additional data

was required and that with certain energy credits, the facility would be feasible. The utility installed a wind monitoring

system on a 115 foot tall radio tower located at the facility in 2004. The studies showed that at 115 feet the winds were at

8 1⁄2 to 9 miles per hour – marginally sufficient. Further studies were ordered at 200 feet and projections indicate that the

wind energy has the potential to provide about 60% of the facility’s energy needs. Wind towers will be installed in the

energy park at the facility sometime before the end of 2010 if the additional wind survey proves that there is sufficient wind

available at the 200 foot level to support turbines. The cost of the wind installation is $10-12 million which does not include

any maintenance costs. The utility does not anticipate any additional capital costs. However, since delivery of the

equipment is several years out there may be an inflation factor that has not been considered. The actual cost to the county

will depend upon what available grants they can obtain.

Currently, biomass stabilization processes at the facility use lime

addition with heat drying to produce a quality Class A biosolids

containing 60% solids. The facility is investigating the use of anaerobic

digestion of fats, greases, and the utility’s sludge to create methane gas

which would then be used in the fuel cells to create sufficient energy

production to account for about one third of the utility’s energy needs.

The estimated cost of the system would be $3-5 million. 

The facility is working with a contractor to design and build the

combined system. Under the proposed agreement, the contractor

would design, build, and operate the renewable energy park and charge

the county for the electricity generated. In order to reduce the unit cost

of electricity, the county will pay $3-5 million to the contractor over the

next 3 years. In addition, the county will charge the FOG haulers a

treatment fee to help offset the costs. The remaining 80% will be paid to

the contract, with the utility repaying over a 20-year period. After that the utility will own the wind turbines. It is estimated

that the life expectancy of the turbine is greater than 30 years. The cost of electricity to be paid by the county will include

the recovery of the capital expenses, the facility operations and maintenance, and the profit for the energy company. The

actual costs will be determined as each new unit comes on line. .

“The energy projects are an outgrowth of the

facility’s EHS-MS. The main goal of our

EHS-MS is to reduce the environmental

footprint of the facility. Energy usage and

generation are key components of this effort.”

Jim Newton

Environmental Program Manager

Kent County Public Works Department

Dover, Delaware
Session 4, Module 1 48

1. Current source energy per flow;

2. Annual energy cost;

3. Baseline and current performance rating;

4. Adjusted energy reduction; and

5. Pounds of carbon emissions reduced over time.

Factors to consider in setting objectives and targets:

• Ability to control;

• Ability to track/measure;

• Cost to track/measure;

• Progress reporting; and

• Linkages to your Energy Policy.

CONSIDER THIS... 

Start with one or two manageable energy objectives and targets that you will be able to monitor. The 

best targets are those that can be measured and that are meaningful to employees. Communicate 

your objectives and targets to staff. Make sure everybody knows what you seek to accomplish and 

by when. 

Apply your Knowledge

Once your utility has determined the energy objectives and targets, use EPA’s Portfolio Manager to calculate reductions

in energy cost, consumption, and emissions and to track progress towards your goals. Results from EPA’s energy

performance rating system can help facility managers make decisions about commissioning equipment, changing

operations and maintenance procedures, and investing in future energy efficiency projects. Organizations have learned that

EPA’s rating provides valuable information to managers at all levels, empowering them to make sound decisions about

energy management.

The following summary table is from ENERGY STAR’s Portfolio Manager and contains examples for three sample

wastewater treatment plants showing:
Session 4, Module 2 49

Target Performance Indicator Data Source

Reduce overall energy cost by 10% by 2009 Pump #1: Electricity consumption per gallon of

water or wastewater treated (kWh per gallon)

Lighting: kWh per square foot/year

Automatic Energy Management System

Increase energy purchased or generated from

renewable energy sources by 10% by 2012

Solar or wind energy purchased or generated per

gallon of water or wastewater treated 

(kWh/gallon)

Energy Consumption Invoices/energy meter

MODULE 2: Define Performance Indicators

Module Objective: To learn how to measure progress towards your energy targets.

As noted previously, energy improvements lend themselves to quantitative measurement. Your electricity bill, natural gas

bill, or similar invoices and data sources provide a ready reference for energy consumption, peak demand, and energy cost. 

Energy performance indicators will include the measured quantity, a unit, and, if applicable, a time interval. For example,

a utility might use one or more of the following performance indicators for energy at their facility:

• Electricity consumption, in kWh per month;

• Peak electricity demand, in kW;

• Natural gas, in therms per month;

• Energy cost, in dollars per month;

• Electricity consumption per gallon of water or wastewater treated (kWh per gallon); and

• Energy cost or consumption per gallon of water or wastewater treated ($ or kBTU/MGD).

Performance Indicators: Measuring Your Progress

When you establish quantifiable objectives and targets you may first need to establish a (normalized) baseline. This baseline

serves as the starting point from which you will measure your progress. For example, you may measure your equipment’s

electricity use (for motors, pumps, fans, and the like) in kilowatt-hours per million gallons treated (kWh/MG) for each

month. Or, you may use “weather normalization” to adjust your HVAC energy demand each year. If your facility has

increased in size, you may have increased energy demand for lighting, HVAC, and other loads. You can also “normalize”

your demand to the size of your facility, defining your energy use per square foot for these loads. 

ENERGY STAR’s Benchmarking Tool, (http://www.energystar.gov/index.cfm?c=evaluate_performance.bus_portfoliomanager),

is designed to handle this situation. For example, if your building footprint changes, how would you enter the change

without losing data? ENERGY STAR’s Benchmarking Tool and its training components can help you answer this

question and others.

ENERGY STAR offers plant energy performance indicators (EPIs) to

enable energy managers to evaluate the energy efficiency of their plants

relative to that of the industry. 

Do you have all the data and information to set an energy target and

establish an applicable, measurable performance indicator? If not,

what level of effort is necessary to define the baseline data you require?

You may find that no baseline data exist. If so, do not let this stop you

from moving forward. Set a plan to determine your baseline as a first

step.

Apply Your Knowledge

Following the examples below and the blank performance indicator

worksheet in Appendix I and complete the information that you will need to determine an applicable performance

indicator to measure progress toward the energy targets that you set in Session 4, Module 1. Include where you can find

the information (i.e., data source). 

Following the examples from previous Sessions, a utility could develop the following worksheet:

Don’t hesitate to be ambitious in selecting your

energy objectives and targets.

Many organizations have found that

improvements in energy efficiency

offer great potential for cost savings

and continued improvement even

after the “low-hanging fruit” has been collected.

Also, remember to try and use data you already

collect and can count when establishing your

energy performance indicators.

Remember
Session 4, Module 2 50

Automatic Energy Management Systems

The worksheet on the previous page notes “automatic energy management system” as a potential data source for 

electricity consumption. “Energy management system” in this usage does not mean a set of practices, but rather

a system of hardware and software that is used to track and manage energy consumption. It may include a set of 

sub-meters, a connection to the main utility meter, controls for certain systems, and a program to display energy

consumption and adjust certain parameters. These systems vary considerably in their complexity and capability

but many facilities use some systems of this type. Supervisory Control and Data Acquisition (SCADA) systems 

in particular are widely used to help utilities reduce energy costs and save money. 

SCADA systems can be used to optimize system performance, adjust for time-of-day electrical rates, and warn of

mechanical problems. They can be programmed to respond to changing conditions, make it easier to monitor and

control a water or wastewater system, and provide comprehensive information to the utility managers. 

SCADA systems can be very cost-effective as seen by the following examples from water utilities.18

• Fresno, CA estimates the annual savings from its SCADA system at $725,000. The system was installed for a 

cost of $3.2 million, giving it a simple payback period of 4.4 years.

• The California Water Service Company installed a SCADA system in its Westlake District at a cost of $100,000,

for annual savings of $47,000, a simple payback period of 2.1 years.

Even if a utility already has a SCADA system, additional functionality could improve its performance, or a newer

system might offer the potential for additional cost savings.

Below are additional examples of energy performance indicators for your utility Energy Team to consider.

CONSIDER THIS...

Make sure that your performance indicators are meaningful given the context in which you operate. If

changes in your energy cost are driven largely by external market forces and not by changes in your energy

consumption, then energy cost might not be a metric that properly conveys your progress on energy

management.

Session 4 Resources & Tools

ENERGY STAR’s Portfolio Manager: (https://www.energystar.gov/istar/pmpam/)

ENERGY STAR Plant Energy Performance Indicators (EPIs):

(http://www.energystar.gov/index.cfm?c=in_focus.bus_industries_focus)

Moving to the Next Session 

In Identifying Energy Objectives and Targets, you selected objectives and targets you want to achieve for your priority energyconsuming activities and operations. In the next session, you will establish action plans or energy improvement

management programs to meet your objectives and targets. These will include the specific tasks needed to reach your

energy goals, staff responsible for accomplishing the tasks, the resources required, and a timeline for implementation. In

addition, you will determine what you have in place and what is needed to control or manage your priority operations.

18 - National Renewable Energy Laboratory, Cities Cut Water System Energy Costs, document DOE/CH10093-262, February 1994.

Target Performance Indicator Data Source

Reduce peak electricity demand by 10% from

2006 levels

Peak electricity demand (kW) Automatic Energy Management System,

SCADA

Increase share of biodiesel to 20% of fuel

purchases

Biodiesel purchased (gallons per month) and

diesel fuel purchased (gallons per month)

Energy Consumption Invoices

Increase on-site generation from microturbine

by 20% from 2006 levels

Electricity generation (kWh/month) Meter on microturbine

Reduce electricity demand per gallon treated

by 10% from 2006 levels

Electricity consumption per gallon of

wastewater treated (kWh/gallon)

Automatic energy management system (kWh),

pump records (gallons treated)
Session 5 51

Now that your utility has established energy objectives and targets to

identify what they would like to accomplish for energy improvement, it

is time to take action to implement energy improvement priorities and

build an infrastructure of training, communication, and management

system controls.

In this session you will:

1. Develop action plans to implement energy improvements.

2. Develop management system operating control (e.g. 

training, communication, records, system procedures) to

support energy improvements.

Let’s first review a few key terms that will help as you implement your

energy improvement programs.

Energy Improvement Management Program: A structured program with

a set of specific identifiable actions providing the direction for energy

objectives and targets to be tracked and accomplished. Your program

plan should assign responsibilities, tasks, timeframes, and resources

(who, what, by when and how much) for achieving your objectives and

targets.

Operating Controls: Documents that specify the way to execute a certain

activity or operation. Operating controls are assigned to activities and

operations involving priority energy improvement opportunities and are

documented through the use of work instructions, standard operating

procedures (SOPs), manuals, and programs. Examples of where these

controls are used would include HVAC, equipment maintenance,

calibration, and automatic lighting.

Keys to Success

Build on what has worked in

the past but promote creative

thinking about new and

innovative approaches 

Develop meaningful measures

to assess and communicate

progress

Communicate what you are

doing, what you need, and

the results 

Use energy improvements to

motivate and inspire

Support energy

improvements with training

and procedures to help 

support and reach your

energy goals

SESSION 5: Implementing Energy Improvement Programs and 

Building a Management System to Support Them
Session 5, Module 1 52

MODULE 1: Develop Action Plans To Implement Energy Improvements

Module Objective: To learn how to develop Energy Improvement Management Programs. 

Action plans or Energy Improvement Management Programs are

“roadmaps” that define how your utility intends to reach its energy

improvement objectives and targets. They describe how your

organization will translate its goals into concrete action plans so that

energy objectives and targets are achieved.

In this module, you will:

Step 1. Establish Energy Improvement Management Programs.

Step 2. Get top management commitment and approval.

Step 3. Communicate your objectives and targets and Energy Improvement Management Programs.

Step 1: Establish Energy Improvement Management Programs

Now that you have set energy objectives and targets (in Session 4), how will you achieve them and accomplish your goals?

Your plan should be to:

1. List the individual tasks (What: Step-by-step guide of what individual activities will be undertaken to meet 

your energy improvement objectives and targets).

2. Assign responsibility for achieving energy improvement goals (Who: Assign all levels of staff 

responsibility for both the overall plan and for the individual tasks). Make sure you communicate and confirm

this with the managers and staff in responsible areas.

3. Establish deadlines for individual target tasks (When: Set intermediate deadlines for your plans). Incorporating

deadlines give those responsible a sense that this is important and needs to be accomplished in a timely manner.

4. Estimate staff time and costs * (How much: Confirm with managers that the resources [financial and 

staff time] are consistent with what was described in the approved budget.) Are there other direct costs for 

materials? Equipment? Outside services? 

* Note: Estimating your staff time and resources is an optional step. Management may want to understand the resource commitment

before approving your objectives and targets. Many organizations therefore incorporate this information in their written plans.

Let’s use our lighting and pumps energy improvement objectives and target examples (below from Session 4) to outline

the step-by-step approach to develop an Energy Improvement Management Program.

The table on the next page presents an Energy Improvement Management Program developed as an example to increase

the efficiency of a utility’s lighting and pumps. The table on page 54 shows an example of an Energy Improvement

Management Program with increasing renewable energy sources as the objective.

Objective Target Timeframe

Reduce Energy Cost Reduce overall energy cost by 10% by 2009 12 months

Increase energy purchased or generated from

renewable energy sources

Increase energy purchased or generated from

renewable energy sources by 10% by 2012

4 years

Refer back to the Typical High Use

Energy Operations and Their

Associated Potential Energy Saving

Measures Table (pages 40-41) to

help you develop potential objectives and targets

and subsequent Energy Improvement

Management Program.

Remember
Session 5, Module 1 53

Energy Improvement Priority Activities/Operations: Lighting and pumps

Objective: Reduce Energy Cost

Target: Reduce overall energy cost by 10% by 2009 

Start Date: January 1, 2008

Completion Date: January 30, 2009

Energy Improvement Management Program Lead: Jones 

*Note: The pump #1 and lighting examples identified as priority areas for energy improvement in Session 3 become tasks (i.e., replace pump

#1 and install automatic lighting) in our target to reach a 10% reduction in energy costs by 2009. 

Tasks Staff Timeline Estimated Time 

(Person Hours or FTEs)

Estimated Costs

(e.g., equipment)

Task: Establish month-to-month normalized

baseline data on energy use and cost for 

(calendar year) 2008

Deliverable: Monthly report of gross and

normalized energy consumption and cost19

Jones January 1 to

December 31, 2008

8 hours to establish

normalization protocol; 1

hour per month to update

Task: Post 2008 monthly energy

consumption data in public area

Deliverable: Spreadsheet

Smith Each month’s data posted within 30

days of end of month; complete

2008 data posted by 01/30/09

2 hours (10 minutes per

month)

Install Automatic Lighting Controls in Operations Building *

Task: List of electrical contractors with

recommendations 

Deliverable: Annotated memo

Purchasing

(Anderson)

By January 15, 2008 4 hours 

Task: Issue RFQ

Deliverable: RFQ 

Contracts

(Grant)

By January 31, 2008 4 hours

Task: Review responses to RFQ

Deliverable: Memo with contractors ranked 

Contracts

(Grant)

Responses due by February 21,

2008; review complete by March 7,

2008

8 hours

Task: Enlist contractor

Deliverable: Signed contract with electrician 

Contracts

(Grant)

By March 15, 2008 4 hours

Task: Install automatic lighting controls 

Deliverable: Installed system

Johnson By April 30, 2009 4 hours $3,000 capital cost

(estimated)

Replace Pump # 1 with more efficient pump*

Task: Determine optimal pump size using

PSAT software tool

Deliverable: Memo, with analysis reviewed

by engineering

Engineering

(Clark)

By January 31, 2008 32 hours

Task: Research pump manufacturers 

Deliverable: Annotated memo

Purchasing By February 28, 2008 8 hours

Task: Purchase pump(s)

Deliverable: Completed transaction

Purchasing By April 15, 2008 20 hours $60,000

(estimated)

Task: Install replacement pump(s)

Deliverable: Installed pump(s) 

Engineering

(Taylor)

By May 31, 2008 20 hours

Monitor, measure, and communicate 2009

data on energy cost from 2008 baseline

Task: Present current status relative to target 10% reduction

Deliverable: Presentation to staff on year-to- year change in energy costs

Jones January 31, 2008 12 hours

19- ENERGY STAR’s Benchmarking Tool
Session 5, Module 1 54

Energy Improvement Priority Activities/Operations: Utility wide

Objective: Increase energy from renewable energy sources

Target: Increase energy purchased from renewable energy sources by 10% by 2012

Start Date: January 1, 2008

Completion Date: January 30, 2012

Energy Improvement Management Program Lead: Smith

Provide a reality check on your plans with line managers, department heads, and supervisors whose operational staff

and management are involved.

• Are the appropriate staff members responsible?

• Does the timing conflict with other operational priorities?

• Do the tasks seem logical and sufficient to accomplish the target?

Now that you have drafted your utility’s Energy Improvement Management Programs, you need to get top management’s

commitment and approval and communicate your objectives and targets and programs to utility staff. 

Step 2: Get Top Management’s Commitment and Approval

Top management needs to ensure that your Energy

Improvement Management Programs are integrated with 

other organizational goals and are consistent with the

overall mission of your utility or municipality. Management

also needs to know what the efforts of achieving these goals

will cost in terms of staff time and capital expenditures, the

length of time needed to accomplish this effort, how it will

interface with periods of high operational priority, and who

will be involved in the tasks. This information will help top

management prepare and approve budgets for the projects

and assign project managers.

Tasks Staff Timeline Estimated Time 

(Person Hours or FTEs)

Estimated Costs (e.g.,

equipment)

Task: Establish baseline information on

existing purchases of renewable energy

as a percent of 2007 overall purchases

Deliverable: Memo or spreadsheet

Smith By January 8, 2008 4 hours

Task: Identify potential sources of

renewable energy and make

recommendations

Deliverable: Memo

Smith, Jones By February 8, 2008 12 hours

Task: Adopt recommendation(s) and

purchase renewable energy

Deliverable: Contracts to purchase

renewable energy

Jones First purchase by 

April 15, 2008

20 hours Cost premium of no greater

than 1.5 cents per kWh

Task: Monitor, measure, and

communicate on 2009 purchases as a

percent of annual 2009 purchases

Deliverable: Presentation to staff

Jones January 31, 2009 20 hours

Refer back to the Typical Water and

Wastewater High-Use Energy Operations and

Associated Potential Energy Saving Measures

table (page 37) to help you develop potential

objectives and targets and subsequent Energy

Improvement Management Programs.

Remember
Session 5, Module 1 55

Step 3: Communicate Your Objectives and Targets and Energy Improvement Management

Programs

Communicate your objectives and targets and action plans to employees, suppliers, contractors, and external

stakeholders. Open communication will increase buy-in of your energy goals and what you are trying to accomplish. In

addition, communication of your goals and plans will keep the utility’s energy improvements on everyone’s radar and

ensure that your organization is on the path to continuous improvement.

Involving Contractors and Temporary Staff

On-site contractors and temporary staff may work in areas in which objectives and targets have been set.

Communicating your objectives and targets and Energy Improvement Management Programs to contractors and 

temporary staff is important and can get you needed buy-in on what you are trying to accomplish. Also, keep in mind

that your suppliers can help you in meeting your objectives and targets (e.g., by providing information on more energy

efficient technology or equipment and/or opportunities for renewable energy).

Apply Your Knowledge

Using the objectives and targets developed by the Energy Team and the example Energy Improvement Management

Programs on pages 53 and 54, develop action plans for your water or wastewater utility. Attached in Appendix J is a

blank Energy Improvement Management Program table that you can use with your Energy Team.

CONSIDER THIS... 

Begin with one or two objectives and targets and make sure they are attainable and feasible for your utility.

Your utility can build on the original objectives and targets once you have experience and buy-in from staff on

implementing energy improvements. Don’t forget to report progress regularly as you move toward your goal!
Session 5, Module 2 56

MODULE 2: Develop Management System ‘Operating Controls’ to Support

Energy Improvements 

Module Objective: To learn how to review, identify, and implement operating controls for your priority energy

management activities and operations.

You’ve just completed an energy efficiency review of your utility,

established objectives and targets, and set up energy action plans to

implement your targets. So what’s next?

Remember from Session 3, Module 3 – for every energy activity or

operation you determine to be a priority (above the threshold you

established in the example – pump #1 and lighting), your utility will

need to verify current controls (e.g., records, procedures, training) or

implement new or additional controls to manage your priority energy

issues. 

Operating controls include:

• Training; 

• Communication;

• Controlling documents and managing records; and

• Work instructions/SOPs and operations/equipment manuals for energy improvements.

TRAINING

Why train employees about energy management and your utility’s efforts to improve efficiency and reduce cost?

• Every employee can have potential impacts on energy demand and use; and

• Any employee can identify positive ways in which to improve energy management.

To improve your energy management training and awareness, include the following steps.

Step 1. Assess energy management training needs, develop the training, and integrate energy training with current

training and methods your utility already has in place.

Step 2. Conduct energy management training and document and maintain training records.

Step 3. Develop a system procedure/plan for maintaining energy management training and awareness and/or 

integrate into ongoing and future training plans.

Assessing energy management training needs — ask yourself:

• What activities affect our utility’s demand and use of energy?

• What activities involve an identified priority for energy improvements?

• What types of training do we currently conduct for these areas?

• Can energy management roles/responsibilities/controls be included in this training?

• Can we tweak current training material or ask our training provider to include energy issues or do we 

need to develop new materials?

• How do we currently maintain training records?

Build on what you have in place

and what currently works. Do you

have an existing training procedure

or plan? Or do you do a lot of onthe-job training? If so, build your energy

management training on what you have. If

you rely on an outside provider, contact them

to see what they are doing in terms of

including energy topics in their programs. 

Remember
Session 5, Module 2 57

STEP 1: Assess Energy Management Training Needs

Training relating to energy improvements should be tailored to the different needs of employees and to 

various levels or functions in your utility. Who needs to receive energy management training at your 

facility? In assessing training needs for your utility, consider both general and specific needs. For example:

• “What broad understanding of energy issues does a particular employee need?” 

• “What operating controls associated with energy management affect their daily work, and what happens if 

they aren’t followed?”

• “What type of training does the employee currently receive?” 

STEP 2: Conduct, Document, and Maintain Training Records

Just like any other training you conduct, you should document and maintain (for verification purposes) your 

energy management training. Consider how you currently track training and participation. 

Energy Management and Competence

Implementing and maintaining energy management improvements at your utility may mean that employees in

certain jobs, particularly operations that affect or are associated with energy need to have a combination of 

education, training, and experience to do their day-to-day tasks and ensure that your utility is meeting its energy

management commitments. Make sure you maintain records of their experience and training (e.g., certifications,

education, and previous job records) just as you would any other verifiable training records at your utility. 

STEP 3: Develop a Training Plan/Procedure and/or Integrate Energy Management 

Training and Awareness into Current Training Plans

When you’re satisfied that your process for 

implementing an energy management training 

program is sufficient, document what you want to do

in your current training plans/programs. This will 

help ensure that your employees stay current with 

your organization’s energy controls and commitments

now and in the future. 

COMMUNICATION

Proactive communication is crucial for the effective implementation of your utility’s energy management 

program and goals.

The actions in this portion include:

Step 1. Determine what energy issues need to be communicated internally and externally.

Step 2. Determine who has an interest and who has a potential to influence your energy management goals.

Step 3. Develop internal and external communications plans.

STEP 1: Determine What Energy Issues Need to be Communicated Internally and 

Externally

A good place to start in developing a communication strategy is to look at how your utility currently 

communicates messages internally and externally and to whom. How do managers currently get information to

employees and receive information and communication back from employees? Leverage effective strategies that

are already in place, especially those that are familiar to personnel such as an emergency communications plan.

Most organizations already have some type of

training in place before they begin

implementing energy management programs.

Build off your existing training procedures and

plans.

Remember
Session 5, Module 2 58

Internal Communication Vehicles:

• Employee meetings

• Environmental, health, and safety training

• Working lunches 

• Newsletters

• Pay stub inserts

• Intranet postings

• Bulletin boards

• “Tool box” meetings

Once you have an internal communication strategy in place, the next step is to determine your external 

communication strategy and with whom you are currently communicating. As an organization that regularly 

reports to the public, you probably already have external stakeholders that you communicate with, including city

commissioners or town boards, local citizens and citizen groups, the mayor or town manager, local energy utilities,

contractors and vendors, and regulatory agencies. 

It will benefit your utility to have a proactive internal and external communication program. Reach out internally

as well as to key external stakeholders about why you have chosen to implement energy management programs

and what you want to achieve. 

Common Water and Wastewater Utility External Interested Parties (i.e. Stakeholders):

• Local citizen/community groups

• Regulatory agencies

• Energy advisory groups

• Local officials

• Contractors and vendors

• Energy utilities

Internally Communicate Your:

• Energy Policy

• ENERGY STAR benchmarking results

• Energy audit results 

• Energy improvement priorities 

• Energy Improvement Management Programs

• Objectives and targets

• Energy savings progress and success stories

Externally Communicate Your:

• Energy Policy

• ENERGY STAR benchmarking results 

• Energy audit results 

• Energy improvement priorities 

• Energy objectives and targets 

• Requirements to suppliers and contractors

• Annual reports including energy highlights and successes 

(e.g., Drinking Water Consumer Confidence Report)

Most organizations have some type of

communication process in place before they

begin implementing energy management

programs. Build off your existing

communication vehicles and plans.

Remember
Session 5, Module 2 59

STEP 2: Determine Who has an Interest and Who has the Potential to Influence Your 

Energy Management Goals

Once you’ve determined your current audience, identify additional external stakeholders or new methods of 

communicating by determining: who potentially has a vested interest and who potentially has an effect on energy 

management improvements. In determining what to communicate to your external interested parties, your 

organization will need to assess the extent to which your strategy will be proactive. Ask:

• What is your current level of public acceptance?

• What are your external stakeholders’ concerns?

• Have you had public relations issues in the past that require certain strategies or cautions?

• Since communication is most effective when it’s a two-way dialogue, what type of input from them would 

interest you most and be most useful?

• What will be the return on investment of a proactive approach?

STEP 3: Develop Internal and External Communications Plans

When you've determined what and to whom you will communicate, integrate the information with your current 

communication plans and procedures. For help with your communications plan(s), review U.S. EPA’s “Getting

in Step: A Guide for Conducting Watershed Outreach Campaigns” using the following link: 

(www.epa.gov/owow/watershed/outreach/documents/getnstep.pdf).

CONTROLLING DOCUMENTS AND MANAGING RECORDS

Have you ever come across a document (e.g., a policy, procedure) and found that you couldn’t tell whether it 

was current, revised, approved, or obsolete? If your utility wants to make sure that everyone is working from the

most current and approved documents, then documents must be “controlled” and records managed so that they

can be easily located, periodically reviewed, updated as needed, and removed when obsolete and replaced with

current versions. 

The steps to manage your documents and records include:

Step 1. Review current document control and records procedures.

Step 2. Develop a format and procedure(s) for controlling documents and managing records.

STEP 1: Review Current Document Control and Records Procedures

Review what procedures/systems you have in place to control

documents and manage records and those that will work best

for your utility, including:

• Will a paper or electronic process or maybe a combination

of both, work best?

• Who has the responsibility and authority for creating and

revising documents?

• Which documents should be controlled so to ensure that 

employees refer to the correct version?

• Does your organization currently employ a standard

document format and numbering system?

TIP!

What’s the difference between a

document and a record?

Documents are written instruments

used to keep a management system functioning.

These may be revised or changed as your

management system develops.

Records provide evidence or proof that

the organization is actually implementing the

management system as designed and the

procedures and work instructions are being

carried out.
Session 5, Module 2 60

STEP 2: Develop a Format and Procedure(s) for Controlling Documents and Managing

Records 

When you've developed a process for managing and controlling your documents and records, integrate that 

process with your current systems. Identify and assign responsibility for preparing documents associated with 

your utility’s energy management programs and procedures, making necessary changes, and ensuring that 

documents are kept current. In other words, your utility should have a clearly defined system that designates 

authority for review and approval of documentation at various levels.

Records Management Check 

• Have you identified what records need to be maintained?

• Have you determined the period of time necessary for retaining your records?

• How are your records stored and retrieved (electronic vs. hard copy)?

• Are you maintaining all the records needed to support your utility’s energy improvement priorities? 

• Are records easily accessible?

For samples of Document Control and Records procedure(s) from water and wastewater facilities, use this link 

(http://www.peercenter.net/ewebeditpro/items/O11F10697.pdf) and refer to Section VIII. Also, additional procedures 

from utilities can be found here: http://www.peercenter.net/sector/wastewater/emstoolbox.cfm, under sample Environmental 

Management System (EMS)Documentation.

WORK INSTRUCTIONS/SOPs AND OPERATIONS/EQUIPMENT MANUALS FOR ENERGY

IMPROVEMENTS

Operating Controls

Documents that specify the way to execute a certain activity or operation are considerd operating controls. 

Operating controls are assigned to activities and operations involving priority energy improvement opportunities

and are documented through the use of work instructions, standard operating procedures (SOPs), manuals, and

other programs. Examples include HVAC, equipment maintenance and calibration procedures, and automatic 

lightingand equipment documents or programs.

Achieving energy management improvements requires managing or “controlling” the utility’s operations 

associated with your utility’s energy improvement priorities, objectives and targets, and regulatory requirements.

What are your operating controls and how do you document them? You probably already have procedures, work

instructions, permits, maintenance manuals, and similar in place for many of your operations and services.

The following steps will allow your organization to determine which energy operations should be covered by

documented procedures and work instructions and how those operations should be controlled.

The steps to manage your energy improvement operations include:

Step 1. Review, improve, or draft energy specific operating controls.

Step 2. Review maintenance and calibration requirements.

Step 3. Check operating controls. 

Step 4. Communicate operating controls.

STEP 1: Review, Improve, or Draft Energy Specific Operating Controls

Once you have a list of operations and services that require documented operating controls, look at what you 

already have in place to manage these activities. Do your current procedures reflect what is actually being done

at your facility? How do you control the operations now and are the controls adequate? Can the employees, 

whose work the procedures describe, easily understand them? What improvements to the current procedures do

they suggest?
Session 5, Module 2 61

One method to consider when developing or modifying your operating controls is to have someone observe a task

being conducted. The person would write down the steps, photograph key meters, valves, etc., and put together

the operating control (or work instruction) in written form. The writer should ask: Why are we doing the task in

that particular way? Has the work instruction been reviewed by everyone who completes the task? This will 

allow the best practices to be used and ensure that all shifts will perform the task in the same way.

STEP 2: Review Maintenance and Calibration Requirements

Once you have identified operations that require control and have documented your procedures and work 

instructions, determine the maintenance and calibration requirements for these operations and services, and then

document and maintain these records. Don’t ignore the maintenance manuals that come with your energy and 

energy related equipment (e.g., HVAC or pump manuals). 

Review the maintenance activities you are currently conducting. Are they sufficient? Timely? Preventive or 

reactive? Some organizations place critical monitoring equipment under a special calibration and preventive 

maintenance program. This can help to ensure accurate monitoring and make your employees aware of which 

instruments are most critical for energy monitoring purposes.

STEP 3: Check Operating Controls 

About two or three months after you have documented and implemented your operating controls, check if they

are working according to your plan. Here are some questions to focus on:

• Have you identified all operations and activities associated with energy improvement priorities? 

• Are these operations and activities under control through programs, documented procedures, work 

instructions, etc.? 

• Have you communicated and trained your employees, suppliers, vendors, and contractors on applicable 

procedures, work instructions, and policies?

• What benefits/improvements are you experiencing? 

• What adjustments need to be made?

STEP 4: Communicate Operating Controls

Review your energy-related documented procedures and work instructions with all applicable employees. 

Discussing your procedures with the people who will implement them will help secure buy-in. Also

remember to communicate operating controls with applicable vendors, contractors, suppliers, and temporary

staff. 

Examples of energy operations and services that may require operating controls:

• Equipment/tool calibration;

• Pump maintenance; and

• Management of contractors.

For many types of water and wastewater equipment, operating controls make a real difference in energy 

consumption. For example, pumps and motors are most efficient at particular settings.

Note: As you update or develop homeland security and/or incident response and emergency preparedness and

response plans, procedures for potential power failures could also be developed. Consider what connections these

procedures might have with energy improvement programs.
Session 5, Module 2 62

CONSIDER THIS...

Build your energy plans, programs, and documentation on what you already have in place.

Employees closest to the operations needing control should be involved in developing improved work

instructions and SOPs. 

For examples of operating controls for energy operations, review Appendix K.

Session 5 Resources & Tools

EMS Handbook for Wastewater Utilities: http://www.peercenter.net/toolkit/Step_By_Step.cfm

Moving to the Next Session

In Implementing Energy Improvement Programs and Building a Management System to Support Them, you completed action

plans for your energy objectives and targets and developed operating controls for the energy activities that you

determined were priorities. In the next session, you will measure the progress of your energy targets, establish periodic

energy audits, a corrective action program, and a process to continually review legal and other requirements and your

energy goals with management.
Session 6 63

So far, you’ve identified your current status on energy performance,

identified priority areas for improvement, set objectives and targets, and

developed energy action plans or Energy Management Improvement

Programs. You have also put procedures, work instructions, operating

controls, and training in place to ensure that your priority energy

improvements are managed.

The next step is to monitor and measure your progress in meeting your

energy objectives and targets and assess your compliance toward meeting

your regulatory requirements. Monitoring and measuring allows you to

track your performance and improve efficiency by managing what you do.

The results of your objectives and targets and other efforts are easier to

demonstrate when current and reliable performance data are available and

referenced against a defined baseline. This data can help you demonstrate

the value of your energy management activities to top management and

to other vested parties such as utility staff and your local community. 

In this Session on Monitoring and Measuring, you will develop ways to: 

1. Review what you currently monitor and measure for energy. 

2. Determine what else you need to monitor and measure for 

your priority energy improvement operations. 

3. Develop a plan for maintaining the efficiency of energy 

equipment. 

4. Review the progress of your energy targets.

5. Implement actions to adjust or correct when you are not 

progressing toward your energy goals. 

6. Monitor/Reassess compliance status. 

Let’s first review a few key terms that will help as you determine what to

monitor and measure for energy targets.

Key Characteristic: An element of an energy target, operation, or activity

that can be measured or evaluated for energy performance.

Performance Indicator: What exactly you will measure to evaluate and

verify performance improvements in relation to a specific target. For

example, measuring the direct and indirect emissions of carbon dioxide

(CO2) per year from established baselines to check the progress in meeting

your target of 25% CO2 reduction from 2006 levels. 

SESSION 6: Monitoring and Measuring Your Energy Improvement 

Management Programs

Keys to Success

Make sure the data you collect is

useful and has meaning for what

you want to accomplish

Hold regular progress reviews of

the Energy Improvement

Management Programs to ensure

you are on track to meet your

targets

Communicate the status and

progress of your energy targets

to staff, management, and other

stakeholders
Session 6, Module 1 64

MODULE 1: Review What you Currently Monitor and Measure for Energy 

Module Objective: To review the energy and energy-related data and information you currently collect.

In Session 2, you identified your current status on energy consumption and energy performance. This required identifying

a number of data elements and sources. In Session 4, you established energy targets and identified performance indicators

that could be used to measure your progress. Therefore, you’ve compiled many of the methods and tools you’ll need to

monitor and measure your energy management progress.

Apply Your Knowledge

Using the example below and the blank worksheet in Appendix L to document what you are currently measuring and from

where you obtain this data. Refer back to Session 2 as applicable.

A water or wastewater utility might want to record the following:

CONSIDER THIS...

When you have two sources for data, list both. It can be useful to cross-check your data.

Data Element Units Data Source

Overall electricity consumption kWh per month Utility bills, Automatic Energy Management

System

Peak electricity demand kW Utility bills, Automatic energy management

system

Electricity demand by system

(HVAC, lighting, pumps, other)

kWh per day Automatic Energy Management System

Wastewater treated Million gallons per day Pump records

Natural gas consumption Million BTU per month Utility bills

Methane captured Million BTU per month Combined Heat and Power (CHP) system

Electricity generated kWh per month CHP system

Steam supplied Million BTU per month CHP system

NOx Emissions Pounds per day CEM on CHP system

Gasoline purchased Gallons per month Energy Consumption Invoices

Diesel fuel purchased Gallons per month Energy Consumption Invoices

Biodiesel fuel purchased Gallons per month Energy Consumption Invoices
Session 6, Module 2 65

Module 2: Determine What Else you Need to Monitor and Measure for 

Your Priority Energy Improvement Operations

Module Objective: To determine what data your utility will need to collect to achieve its energy targets and to manage

energy improvements.

Information collected by monitoring and measuring your key energy issues can help you determine what you need and

answer the questions: 

• Is your energy improvement program being carried out as planned? 

• Is your utility achieving its energy commitments and its objectives and targets? 

• What information is most valuable?

Look back at your energy objectives and targets and energy plans from Sessions 4 and 5. What energy data and

information needs to be collected for you to achieve your energy targets? What are the key characteristics of the operations

and related equipment and how do you measure these characteristics to ensure proper energy performance?

Referring back to the pump (#1) and lighting energy opportunity examples, let’s make a sample list of the operating

controls, key characteristics, monitoring and measurement methods, and calibration needs for operating and maintaining

pumps and lighting.

Energy-Related

Operation

Energy-Related

Impacts

Operational Controls Key Characteristics

of Operation or

Activity

Monitoring or

Measurement

Methods

Equipment & System

Calibration Needs

Operate and

Maintain Utility Pumps 

Overall energy cost

($)

Electricity

consumption (kWh)

Peak electricity

demand (kW)

Pump maintenance

manual

Time-of-day pricing

Pump schedule

(operations deferred

to off-peak hours

when possible)

Float settings

Energy (kWh) per

million gallons

Load profile

Cost of energy

($/kWh)

Peak demand charges

($/kW)

Track energy

consumption

Track volume pumped 

Note changes in

electricity cost

Calculate kWh/MG

Chart daily and

monthly load profile

Monthly energy report

Flow meters

Electric Meters

SCADA

Lighting for

Operations Building 

Overall energy cost

($)

Electricity

consumption (kWh)

Automatic lighting

control system

Work instructions on

turning off unneeded

task lighting

Work instructions on

limiting overrides of

automatic controls

Energy (kWh) per

month

Cost of energy

($/kWh)

Track energy

consumption

Note changes in

electricity cost

Include in monthly

energy report

Automatic lighting

control system
Session 6, Module 2 66

Apply Your Knowledge

Using the sample table on the previous page and the blank worksheet in Appendix M, draft a list of the operating controls,

key characteristics, monitoring and measurement methods, and calibration needs for the priority energy opportunities

your Energy Team came up with in Session 3.

Calibration

Calibration of your systems is an extremely important aspect of 

maintenance. Your equipment may have calibration procedures set by

the manufacturer that must be followed. You may need to document

calibration requirements and dates for equipment that affect your

targets or your compliance requirements. Example of calibrated

equipment could include flow, pH, chlorine monitors, or thermostats

used by the HVAC system. Make sure a regular schedule is in place to

calibrate the equipment and make sure you retain your calibration

records. Remember, some equipment may be calibrated off-site, so

make sure the vendor supplies you with a copy of the records.

Think about what else

you might want to monitor and measure. Your performance indicators

help you measure progress towards your energy goals and help you

demonstrate compliance with legal and other requirements.

In the course of establishing the tasks needed to meet your energy goals,

you may have identified additional data needs. Add those as applicable

as well. For example, reducing NOx emissions may not be a priority

objective if your utility is well below its limit but you need to monitor and

measure the quantity of NOx as a regulatory parameter. 

Review the worksheet below for example utility requirements, their

associated performance indicators, and potential data sources.

CONSIDER THIS...

If you are going to spend the time and resources to collect information, make sure that it is useful and

meaningful to your utility.

Requirement Performance Indicator Data Source

Keep NOx emissions under 1 ton per ozone

season

NOx emissions (lbs per ozone season) Continuous Emission Monitor on CHP system

Ensure fewer than 5 power outages of one

hour or more each year

Number of power outages exceeding one hour Automatic Energy Management System

Ensure fewer than 3 unscheduled service calls

for CHP system per year

Service calls for CHP system Energy Consumption Invoices

Don't forget about the maintenance

manuals that come with your energy

operations equipment. They may

contain calibration and/or

measurement methods for your equipment. In

addition, your equipment may have calibration

procedures set by the manufacturer, and often

equipment comes with annual maintenance

provided by the vendor.

Remember

“Monitoring and measurement takes the

pulse of an organization. Their application

can be the most important tools in a

manager's toolbox with regard to seing

goals, objectives and targets, and improving

overall operations.”

Rick Bickerstaff

Commissioners of Public Work

Charleston, South Carolina
Session 6, Module 3 67

MODULE 3: Develop a Plan for Maintaining the Efficiency of Energy Equipment

Module Objective: To ensure that energy-related equipment is properly maintained.

Energy equipment can be a substantial investment for your organization. A methane capture system feeding a combined

heat and power system, a back-up generator, and an automatic energy management system are significant capital

investments. Proper maintenance can ensure that these systems operate smoothly and reliably. Neglecting maintenance

can lead to system failures and possibly dangerous situations. The details of the necessary maintenance will vary from

system to system but will typically be provided by the vendor. 

For your energy equipment or system, note the following.

• Who is responsible for maintenance? With new equipment, does the vendor provide maintenance for the 

first year?

• What is the schedule of maintenance actions?

• Are all the necessary resources available for maintenance (e.g., fuel, spare parts, filters, etc.)?

• Are there specific outside contractors brought in to perform maintenance, or is there a process for 

finding such contractors?

• Is performance evaluated on a regular basis? 

• Where are the maintenance records and performance evaluations of the equipment or system recorded?

Energy equipment performance will vary depending on what type of system is included. For example, performance

indicators for a back-up engine generator might include the following:

• Start-up time;

• Fuel consumption;

• Electricity generation; and/or 

• NOx emissions.

For an energy system maintenance check, an example performance indicator for an automatic energy management system

(meters and a software program) would be very different and might include the following:

• Degree of agreement with utility meters;

• Number of manual adjustments/overrides needed to automatic controls; and

• Number of technical support calls needed in past quarter. 

CONSIDER THIS...

Proper energy equipment and system preventive maintenance can save repair costs and improve performance

and reliability. 
Session 6, Module 4 68

MODULE 4: Review the Progress of your Energy Targets

Module Objective: To develop a plan for regular, periodic reviews of your Energy Improvement Management Programs.

You now have the information you need to measure progress and use the information in regular, periodic reviews of your

Energy Improvement Management Programs. This will help you get a clear picture of your performance and progress

relative to your established energy targets.

In developing your review plan, consider the following.

• When is the review conducted? 

• How is progress measured?

• Who is responsible for the review? Are they sufficiently trained?

• What will be done with the outcome of the review?

The bullets below provide a sample method for a utility to periodically review the progress of their energy targets.

• Review your Energy Improvement Management Programs within six months after initial implementation.

• Assess your energy targets using the performance indicators you developed for each task in the Energy 

Improvement Management Programs.

• The status and progress of each task can be reported by the applicable staff listed in your plans. 

• Use the outcome of the review as a scorecard for each target indicating the progress, the next steps, and any 

corrective actions recommended. 

Apply Your Knowledge

Using the example Energy Improvement Management Programs Progress Review* on the next page and the blank

worksheet in Appendix N, sit down with your Energy Team and develop a Progress Scorecard based on the energy

target(s) you set with your utility in Sessions 4 and 5.

* Note: Your utility may wish to consider a different method to evaluate the energy target’s performance.

Conducting Periodic Energy Audits

Conducting a periodic energy audit is another type of review or

status check you could consider for your energy management

plans and programs. Remember from Session 2 that you

conducted a baseline energy audit for your utility. With

periodic, follow-up energy audits, you can have a clear before

and after characterization of your energy management

activities. This is particularly important if you are installing a

number of new systems or changing operational practices.

Remember, you’ll want to ensure that you actually achieve or

exceed the energy savings you set out to accomplish. Not every

periodic review needs to be a full-scale energy audit, but audits

should be a regular part of assessing your performance.

“I wish we had documented costs and cost

savings earlier. Measuring and monitoring

are the most important things you can show

rate payers and tax payers the actual money

you have saved.”

Mark Young

Director, Lowell Regional Wastewater Utility

Lowell, MA

TIP!

It is sometimes beneficial to consider a third

party performance contract to implement

some or all of your energy-related initiatives.

A useful tool to see if you are a good candidate for

guaranteed energy performance can be found at:

http://www.energyservicescoalition.org

/resources/5steps.htm.
Session 6, Module 4 69

Energy Improvement Management Programs Sample Progress Review Table

What do you do if your utility progress report or energy audit status check shows that your energy targets are not

performing as intended? In this case, first determine the reason or cause of why the targets are off course, and then

implement a corrective action to get your energy target back on course. The subsequent module and Session will provide

further information on this topic. 

CONSIDER THIS... 

You’ve put a lot of effort into developing your Energy Improvement Management Programs and collecting

the necessary information to monitor and measure your performance and progress towards your energy

targets. Regular reviews will make sure these efforts will pay off. In addition, have regular checks on the

progress of your energy objectives and targets and report the results to top management and staff. 

Objective Reduce Energy Costs 

Target for 12/31/08 Reduce overall energy cost by 10% from 2006 levels by 2009

Status at 12/31/07 Energy cost reduced by 6% from 2006 levels 

Tasks Identified Install automatic lighting controls

Replace pump #1

Replace windows and improve insulation around doors

Increase CHP generation by 10%

Evaluate potential for participation in demand response program

Tasks Accomplished Automatic lighting controls installed

Replaced windows and improved insulation around doors

Increased CHP generation by 12%

Observations New pump purchased but not yet installed due to contractor delays

Better insulation allows for down-sizing of HVAC system – which is in need of replacement

Efficiency of pump from ABC judged to be not compatible with operational and energy efficiency requirements

Corrective Actions Needed Have purchasing review pump suppliers to find pump with appropriate operational and energy efficiency

requirements

Next Steps Replace HVAC system with ground-source heat pump
Session 6, Module 5 70

MODULE 5: Implement Actions to Adjust or Correct When You Are Not

Progressing Toward Your Energy Goals

Module Objective: To identify measures to meet energy targets when current efforts are not as successful as originally

planned.

If you have set ambitious targets, it’s possible that one or more may not have been attained by the time the review is

conducted. Weather patterns, electricity markets, contractor schedules, budget cycles, and other factors may have

prevented your utility from achieving everything you set out to accomplish. Use the review to identify why your target

was not met and what can be done to achieve that target in the future. The following are some helpful questions to pose.

Was the target realistic?

An overly ambitious target may be simply unattainable. If a utility set a goal of reducing energy expenditures, but faced

a “perfect storm” of increasing energy prices, increasing volume of water treated, and a particularly cold winter, even the

most ambitious energy management program may be unable to provide a net reduction in energy costs. If your

organization did everything it set out to do but couldn’t meet the target, consider revising the target based on this

information.

Were the identified tasks sufficient to achieve the target?

Your organization may have identified tasks to meet the target and accomplished all of these tasks but yet did not achieve

the target. For example, a utility’s target may have been to reduce peak energy demand by 20 kW and the identified

measures are estimated to provide that peak reduction. Some measures have uncertain benefits that are estimated based

on experience of similar organizations. Once implemented, the actual demand reduction may turn out to be 17 kW. The

utility may have done almost everything right, but the identified tasks were insufficient to meet the target. The utility can

resolve to add in extra measures next time for a margin of error.

Were some tasks not completed?

A likely reason for targets being unmet is that one or more tasks was not completed. There may be any number of reasons

for this. The team responsible for that task should be prepared to explain the reasons for the delay or omission. Was the

task deemed not feasible? Were there delays due to factors beyond the organization’s control? Was the original estimate

on the timing of the task unrealistic?

Did anything change?

As mentioned above, wet and dry flows, weather patterns, electricity markets, contractor schedules, budget cycles,

personnel changes, and other factors may affect how your utility attempts to achieve its energy goals.

Once you’ve identified why the targets have not been met, identify an appropriate response. This may include revising

the targets, modifying the task list, or providing additional resources to the team implementing a specific task.

If all of your targets have been met with relative ease, take time to applaud your efforts, and then consider setting more

ambitious targets for the next phase of your energy management program.

CONSIDER THIS...

There will be “lessons learned” throughout the process of setting targets and identifying tasks. Listen to your

Energy Team as they discuss any difficulties encountered.
Session 6, Module 6 71

MODULE 6: Monitor/Reassess Compliance Status

Module Objective: To learn how to check your compliance with your energy-related legal requirements.

You evaluated your compliance with legal and other requirements in Session 2. Since your energy targets could involve

some changes to your equipment or operations, it is important to repeat this evaluation at regular intervals. 

It’s time to check if reducing your energy consumption has affected your compliance requirements. From the example, did

installing a new pump, installing automated lighting, or utilizing renewables affect your compliance requirements? Refer

back to Session 2, Module 6 and the compliance baseline review you conducted. Ask the following questions once you’ve

implemented your energy improvement programs.

• How has compliance been affected by your energy conservation measures?

• Have any regulations been affected? If so, which one(s)?

• Is the regulation up-to-date?

• Are we still in compliance according to all pertinent agencies?

• Do we expect to remain in compliance?

• Are there opportunities to go beyond compliance?

CONSIDER THIS...

Priorities may shift with new budget cycles or new regulations. While energy management will be beneficial

to your utility and your community, the scope of measures that you are able to employ may shift with

changing requirements.

Session 6 Resources & Tools

ENERGY STAR’s Portfolio Manager: (https://www.energystar.gov/istar/pmpam/)

Moving to the Next Session

In Monitoring and Measuring Your Energy Improvement Management Programs, you determined what you currently do as well

as need to do to monitor and measure and develop an equipment maintenance plan. You also developed a way to

regularly review progress, take corrective action if needed, monitor compliance, and communicate progress. In the next

and final session, you will learn to effectively maintain your energy improvement programs by continuing to align energy

goals with your utility’s priorities, apply lessons learned, expand involvement of management and staff, and ultimately

communicate success.
Session 7 72

In this Guidebook, we have demonstrated that it makes good operational

and business sense to utilize a systematic approach to optimize your

energy efficiency and conservation efforts. Through a replicable Plan-DoCheck-Act approach, the Guidebook has provided step-by-step Sessions and

modules necessary to translate and prioritize your energy improvement

areas and cost savings opportunities into achievable, quantifiable targets.

This Guidebook has also provided real life examples and case studies from

water and wastewater utilities that have already realized the benefits of

setting and achieving energy improvement goals. In addition, don’t forget

about the energy tools and resources provided throughout the Guidebook

and the utility practitioners who have experience in systematic approaches

and in implementing successful energy improvement programs.

In this session you will:

1. Continue to align your energy goals with business/operational

goals.

2. Apply lessons learned.

3. Expand involvement of management and staff.

4. Communicate success.

SESSION 7: Maintaining Your Energy Improvement Programs

Keys to Success

Communicate energy

achievements and build on

successes

Encourage further staff 

involvement

Aligning energy goals with

operational objectives and 

mission
Session 7, Module 1 73

MODULE 1: Continue to Align Energy Goals with Business/Operational Goals 

Module Objective: To align your energy efficiency and energy cost savings goals with your current or planned business

and operational systems/programs.

As your utility plans and implements its energy improvement opportunities, it is important to ensure that your energy

goals are aligned with your organization’s overall business and operational management practices. Here are some

questions you may wish to consider at each of your energy program reviews.

• Have our priority objectives changed?

• Has the business or policy environment changed in such a way that the targets need revision?

• Have new resources or funding assistance programs become available that would support setting additional 

objectives or targets?

• In terms of setting targets and identifying tasks for energy performance, do we feel that our current process is

sound and efficient?

As an example, consider the replacement of aged infrastructure at your utility through an asset management program. If

you choose to replace older pumps with newer, more energy efficient ones through an energy management program, this

aligns well with your asset management goals. 

Utility Case Study: Lowell, MA Regional Wastewater Utility

The following is an example of activities Lowell Regional Wastewater District implemented over time to meet business

and operational goals.

• Installed motion sensors and have achieved payback of $20,000/year.

• Adopted purchasing and bidding procedures to specify that when equipment needs to be replaced, it will be 

replaced with energy efficient equipment.

• Installed energy efficient pump motors (VFDs) with payback of 2 years, estimated annual energy costs savings

of $145,538; lifetime reduction of 953 tons of CO2, 2 tons of SO2, and 1 ton of NOx.

• Currently exploring potential for on-site generation of energy using effluent flow and microturbines.

• Currently directing consultants who are developing a comprehensive upgrade plan to incorporate energy 

efficient systems and equipment early and throughout the planning process.

For examples of how Camden County (New Jersey) Municipal Utility Authority has reduced their energy consumption,

review Appendix O.Other examples can be found at:

(http://www.nyserda.org/Programs/Environment/muniwaterwwtTDDComplete.asp) to view a series of water and

wastewater utility case studies from the New York State Energy Research and Development Authority.

CONSIDER THIS...

By aligning your energy improvement opportunities with your utility’s business/operational goals, your

utility will focus its attention on the priorities that matter most to facility management and the local

community.

“Energy management investment is an asset management tool

that provides daily operational savings with increased process

control.”

James L. Jutras

Water Quality Superintendent

Essex Junction, Vermont
Session 7, Module 2 74

MODULE 2: Apply Lessons Learned 

Module Objective: To successfully apply what you’ve learned through implementation of your utility’s energy targets

and the examples from your utility peers that have successfully developed energy improvement programs. 

Throughout this Guidebook, there are energy tools and resources, as well as case studies and working examples of energy

improvements from water and wastewater utilities that can further assist you as you plan, prioritize, and implement your

utility’s energy objectives and targets. Keep the following lessons, provided by water and wastewater utilities, in mind

as you develop the energy goals for your utility.

• Communicate success, including the progress of your energy improvement targets, early and often to help 

motivate management and employees to the benefits of your energy programs. 

• Clearly define roles and responsibilities for energy management.

• Remember the KISS rule. Keep the methods to review your priority energy improvement opportunities straight

forward and flexible. Remember, this process is not set in stone. If you do not feel the criteria selected are

right or the analysis is working as intended, make a change.

• Choose targets that are realistic and quantifiable and that come from your “low hanging fruit” or quick win 

energy improvement opportunities.

• Contact water and wastewater treatment facilities that have implemented energy improvement programs and

benefit from their knowledge. Members of the Steering Committee that participated in the development of this

Guidebook are eager to share their insights as well.

CONSIDER THIS...

Build on the successes and learn from the plans and procedures that did not work that well when developing

and maintaining your utility’s energy plans, programs, and goals. 
Session 7, Module 3 75

MODULE 3: Expand Involvement of Management and Staff

Module Objective: To learn how to expand the involvement of utility staff in planning and implementing Energy

Improvement Management Programs.

Regardless of the size of your utility or the scope of your energy

fenceline, it is easy to allow energy improvement programs to become

“Steve’s” or “Megan’s” or “the Energy Team’s” program. If a

particular person or group writes your energy management

plans/procedures, does all the training, and is responsible for

implementing most of your energy objectives and targets, what

happens if Steve or Megan or some members of your Energy Team

move on? The investment your utility has made in your energy

improvement program could be in jeopardy.

One solution that has proven successful is to expand the involvement of management and staff at your utility. Not only

should your Energy Team be cross-functional, with representation from across the utility, but you should also have

different levels of staff involved including management on your Energy Team. Management’s input is critical to the

success of your energy improvement goals and will help ensure buy-in and commitment from your entire staff. 

In addition, transferring the experience and knowledge throughout your utility will help capture and maintain institutional

knowledge of the energy program as utility staff retire or move on to other locations and positions. Your incorporation

of energy efficiency/conservation maintenance, calibration, and other requirements into your training programs will also

help keep your energy improvement programs going strong.

Remember, recognizing the accomplishments of individuals or teams is a key to sustaining support and momentum.

Rewarding effort sets the example for what constitutes success and helps motivate employees through increased job

satisfaction. To review a few ideas for ways to recognize personnel for their efforts, use this link

http://www.energystar.gov/index.cfm?c=recognize_achievements.internal_recognition. 

CONSIDER THIS

Involving management and staff from all levels and functions will deepen the experience and knowledge base

for your energy programs. Continue to communicate the message indicating the importance of energy goals

from top management to operations and throughout your utility.

Your Energy Team and other crossfunctional teams can also help the

integration of your energy programs

into other utility systems such as environmental,

quality assurance, conservation, security, or

asset management. 

Remember
Session 7, Module 4 76

MODULE 4: Communicate Success 

Module Objective: To communicate the on-going successes of your utility’s energy management plans.

Now that you’ve developed your utility’s Energy Improvement Management Programs, make sure that your employees,

your management, and your community know what you want to accomplish with regard to energy improvement and how

you’re doing against your goals.

You may wish to consider attending conferences sponsored by the U.S. Environmental Protection Agency (EPA), by the

Water Environment Federation (WEF), the American Water Works Association (AWWA) or participating on their energy

committees. The National Association of Clean Water Agencies (NACWA) is another organization involved in promoting

sustainable infrastructure. Through these and other trade associations, you can share the benefit of your experiences with

your peers and in turn learn from their experiences.

The ENERGY STAR Program, supported by the U.S. Department of Energy and U.S. EPA, is one opportunity for

demonstrating superior performance in energy management. In addition, many states have a municipal energy challenge

that you can join and enter your water or wastewater treatment plant to reduce your energy consumption. Also, your

electric or gas utility may have a program for recognizing peak demand reductions in the summer months. There are also

many entities that recognize organizations that reduce greenhouse gas emissions.

CONSIDER THIS...

Remember, employees and external stakeholders respond best to information that is meaningful to them.

Putting energy performance information in a form that is relevant to each internal and external stakeholder

will increase the likelihood they will act on the information.
77

CONCLUSION

Energy production and energy use can impact your utility in many areas of operation. Energy production is a major

source of environmental impact that affects air quality, water quality, the depletion of natural resources, and climate

change, while energy usage takes costs from a facility’s budget that could be better spent on employee wages/benefits or

to stabilize utility rates. A well thought out and implemented Plan-Do-Check-Act process will conserve energy, reduce

or avoid costs, and reduce the depletion of non-renewable sources of energy as well as minimize the energy production

and usage impacts, strengthening the position of the utility.

As you utilize the information in this Guidebook for your water and wastewater utility, remember the following.

• Energy production and use affects air quality, water quality, the depletion of natural resources, and the 

generation of greenhouse gases that contribute to climate change. 

• Wastewater and water utilities’ challenges in meeting energy needs and costs are increasing.

• Every dollar spent on energy is a dollar that it is not available for employee wages/benefits or to stabilize utility

rates.

• Proactively and systematically looking for ways to reduce energy consumption and costs is a critical part of 

managing operations.

• Tools and resources are available for utilities interested in conserving energy, reducing costs, and increasing 

the use of renewable sources of energy.

• Many utilities have had great success in improving their energy management but the most effective are those

that integrate energy projects into a sustainable Plan-Do-Check-Act process.

• A better managed, more efficient utility enjoys an improved image, position, and relationships with regulatory

agencies as well as tax or rate payers.
78

RESOURCES/TOOLS

Best Practices for Energy Management, AWWA Research Foundation, 2003. 

The Cleaner and Greener Emission Reduction Calculator

Combined Heat and Power Partnership; U.S. EPA

Energy Audit Manual for Water/Wastewater Facilities, published by EPRI, 1994. 

Energy Conservation in Wastewater Treatment Facilities - MOP FD-2, published by WEF, hardcover, 1997. 

ENERGY STAR’s Benchmarking Tool

ENERGY STAR’s Portfolio Manager 

ENERGY STAR Guidelines for Energy Management

EPA's National Environmental Performance Track Program: www.epa.gov/performancetrack

Opportunities for and Benefits of Combined Heat and Power at Wastewater Treatment Facilities, by Eastern Research Group for

EPA, April 2007. Very good on CHP options.

Roadmap for the Wisconsin Municipal Water and Wastewater Industry; funded through Focus on Energy, this roadmap

addresses four key areas of concern that industry representatives have identified: energy use and supply, aging plants and

infrastructure, sustainable water supply, and waste-product reuse.

Roadmap to Energy in the Water and Wastewater Industry, ACEEE, 2005; focused on what industry stakeholders think would

benefit them.

Wastewater Management Fact Sheet: Energy Conservation, U.S. EPA, July 2006; discusses energy audits, renewable energy,

and other options.

Water & Sustainability (Volume 4): U.S. Electricity Consumption for Water Supply & Treatment – the Next Half Century, EPRI

Topical Report, March 2002. 

Water-Energy Relationship, CEC staff paper, June 2005. This document focuses more on water treatment but has a fair

amount of (California-specific) material on energy demands for wastewater treatment, including figures of kWh per

million gallons. This document also has a great list of references.

Watergy: Taking Advantage of Untapped Energy and Water Efficiency Opportunities in Municipal Water Systems, Alliance to

Save Energy, 2002. Very much its own sort of management approach, with case studies from all over the world.
APPENDICES 

Ensuring a Sustainable Future: 

An Energy Management Guidebook

for Wastewater and Water Utilities
SESSION 2: Appendices

Appendix A

Utility Case Study: Essex Junction, Vermont Wastewater Treatment Facility

Turning Methane into Money: Cost-Effective Methane Co-Generation Using Microturbines at a

Small Wastewater Plant -- Paper
 

Efficiency Vermont was created by the Vermont Legislature and the 

Vermont Public Service Board to help all Vermonters save energy, reduce 

energy costs, strengthen the economy and protect Vermont's environment. 

Efficiency Vermont is currently operated by Vermont Energy Investment 

Corporation (VEIC), an independent non-profit organization under 

contract to the Vermont Public Service Board. VEIC is a Vermont based 

organization, founded in 1986. 

Energy efficiency

upgrade costs $303,000

 $37,000

About 7 years

 $555,000

Village of Essex Junction 

Wastewater Treatment Facility 

The solution: Use waste methane gas that is 

already collected on-site to generate electricity, 

thereby reducing the need for commercial 

energy. 

Project Summary 

The need: To reduce operating costs of the 

wastewater treatment facility. 

Project Facts 

Estimated first year utility 

bill savings 

Energy efficiency 

investment payback 

(after incentives paid) 

Estimated lifetime 

customer savings (15 years) 

www.efficiencyvermont.com 

In an effort to cut operating expenses and keep 

wastewater rates stable, the Village of Essex Junction 

partnered with Efficiency Vermont, Northern Power 

Systems, and Hallam Associates, Inc. to incorporate 

methane-fueled co-generation using microturbine 

technology into the wastewater treatment process. 

Methane-fueled co-generation has been implemented at 

many large wastewater facilities in the United States, but 

is often not considered cost effective for smaller plants. 

The Essex Junction facility is the first of its kind in New 

England, confirming the viability of small-scale 

application of this process. 

While treating wastewater, the waste sludge is processed 

in an anaerobic digestion tank, meaning the tank has no 

oxygen. This part of the process stabilizes the sludge 

and reduces its volume. Methane gas is produced from 

the anaerobic digestion. In the past, the methane gas 

was collected and burned in a flare. Now, methanefueled co-generation allows nearly 100% of the 

methane to be used as fuel for two microturbines that 

generate electricity. The heat emitted from this process 

is then captured and used to heat the anaerobic 

digestion tanks. 

Methane-fueled co-generation is a method of producing 

electricity and creating usable heat that enables the 

facility to save energy and money. It is also a great 

example of renewable and distributed generation 

efforts. 

The Village of Essex Junction and Efficiency Vermont 

were honored with a 2003 Vermont Governor’s Award 

for Environmental Excellence and Pollution Prevention.

Owner:

Village of Essex Junction 

(802) 878-6943 

Design/Build: 

Northern Power Systems 

Waitsfield, VT 

(802) 496-2955 

Engineer: 

Hallam Associates, Inc. 

South Burlington, VT 

(802) 658-4891 

(802) 496-2955

Additional Funding Support:

Biomass Energy Resource 

Center 

Montpelier, VT 

(802) 223-7770 

NativeEnergy 

Charlotte, VT 

(800) 924-6826 

United States Department of 

Energy 

http://www.energy.gov 

Project Partners

Essex Junction, VT 
Turning Methane into Money: Cost-Effective Methane Co-Generation 

Using Microturbines at a Small Wastewater Plant 

Gillian Eaton, Vermont Energy Investment Corporation 

James L. Jutras, Village of Essex Junction, Vermont 

ABSTRACT 

Application of microturbines for methane-fueled combined heat and power generation 

represents an innovative, renewable energy technology. While methane-based co-generation 

has been widely implemented at large wastewater facilities, it is generally not considered to 

be cost-effective for smaller plants. The Village of Essex Junction, with the support of 

Efficiency Vermont, has successfully implemented microturbine technology at its 2.0 million 

gallon per day (MGD) average-flow, municipal wastewater treatment facility, and can provide 

firsthand information on its financial benefits. The Essex Junction facility design is 3.3 MGD 

with flows at 2.0 MGD. 

The Essex Junction co-generation project installed two, 30 kilowatt (kW) 

microturbines that combust waste methane gas to generate electricity. Waste heat from the 

microturbines is used to maintain 100-degree Fahrenheit temperatures for the site’s anaerobic 

digestion process. Total system efficiency of electricity and heat generation is greater than 

80%. With nearly 100% use of its waste methane, the facility now saves approximately 

412,000kilowatt-hours (kWh) (36% of annual usage) and $37,000in electricity costs per year. 

As a result, more than 600,000 pounds of carbon dioxide emissions from power plants will be 

prevented because of this project. 

The Essex Junction project is the first of its kind at a small New England wastewater 

facility. Similar projects could likely be implemented at 5-15% of the nation’s 16,000 

publicly-owned wastewater treatment facilities. Efforts to expand methane-based cogeneration at wastewater facilities would yield significant energy savings, while also 

supporting pollution prevention, renewable energy, and distributed generation efforts. This 

paper will describe the benefits of methane-fueled microturbine co-generation, provide 

lessons learned from the experience of a 2.0 MGD facility, and show the cost-effectiveness of 

this innovative technology. 

Introduction 

 The Village of Essex Junction, Efficiency Vermont, and other project partners were 

able to leverage each other’s technical and financial resources to complete a project that will 

help Essex Junction’s rate payers for years to come. While many municipalities are 

struggling with maintaining infrastructure in the face of increasing costs, there are innovative 

and effective ways to increase efficiency, conserve energy resources, and reduce operating 

costs. Methane-fueled microturbine co-generation provides such an opportunity at Essex 

Junction. 

The Village of Essex Junction is in northwestern Vermont with a land area of 4.6 

square miles and a population of approximately 8,700 people. It is located approximately 10 

miles from Burlington, Vermont, which is the State’s largest city with 38,000 people. Both 
Essex Junction and Burlington are in Vermont’s most populous county, Chittenden County, 

which is home to approximately 100,000 residents. The total population of Vermont is 

roughly 620,000. Given the small size and rural nature of the state, it is difficult for 

individual municipalities to cover the cost of large projects with high initial capital costs and 

maintain user rate stability (even when projects achieve long-term operating cost reductions). 

 Efficiency Vermont, the nation’s first energy efficiency utility, was created by the 

Vermont legislature and the Vermont Public Service Board in 1999 to help all Vermonters 

save energy, reduce energy costs, and protect Vermont’s environment. Efficiency Vermont is 

operated by Vermont Energy Investment Corporation, an independent, non-profit organization 

under contract to the Vermont Public Service Board. Efficiency Vermont administers 

virtually all system-wide, electric-ratepayer funded energy efficiency at a statewide level. 

The Efficiency Vermont contract is a multi-year, competitively bid, performance-based 

contract that includes a great deal of freedom and flexibility to achieve clearly specified, 

quantitative energy savings. While commercial and industrial customers have access to 

prescriptive incentives for simple efficiency measures1

, the large majority of electric energy 

savings are achieved through custom projects and services. Typical services that may be 

provided by Efficiency Vermont include project-specific technical assistance (e.g., electric 

and cost savings analyses, economic analyses, technical recommendations, etc.), education 

and training, and financial incentives. 

Anaerobic Digestion and Methane 

 Methane is produced as a by-product of a process known as anaerobic (i.e., without 

oxygen) digestion, which decomposes organic material. At wastewater plants, anaerobic 

digestion is used to stabilize wastewater sludge, reduce sludge volume, and eliminate 

pathogens. Volume reduction of sludge results in smaller disposal quantities and lower 

disposal costs. The methane generated from anaerobic digestion at wastewater facilities is 

typically considered a “waste.” In fact, methane gas can be a troublesome waste since it is 

also a “greenhouse gas” that contributes to global warming. Most wastewater plants with 

anaerobic digestion are required to collect the resulting methane gas and burn it (usually with 

a flare), rather than letting it discharge directly to the atmosphere, in order to control and 

reduce the emission of greenhouse gases2

. Many do burn a portion for heating the digester. 

Based on information collected by the US EPA in its Clean Watersheds Needs Survey 

in 2000, there are approximately 16,000 public wastewater facilities in the U.S., referred to as 

publicly owned treatment works (POTWs). Anaerobic digestion is a process that is used at 

roughly 20% of these POTWs (EPA 2003a). Many of these facilities use their waste methane 

gas as a fuel to provide process heat for the anaerobic digesters, which are typically 

maintained at 95 degrees Fahrenheit; the rest is often flared. Few use the methane to generate 

electricity on-site. In fact, the possibility of using methane gas to produce electricity is 

mentioned only briefly in the Water Environment Federation (WEF) 2003 edition of 

 

1

 Prescriptive incentives are currently available to Vermont businesses from Efficiency Vermont for some 

lighting products, LED traffic signals, vending machine controllers, energy star transformers, some refrigeration 

equipment, premium efficient motors, and “tier 2” air conditioning units. 

2

 The by-products of methane combustion are carbon dioxide and water. Although carbon dioxide is also a 

greenhouse gas, it is 20 times less effective at trapping heat than methane. 
Wastewater Treatment Plant Design, and then indicated only for “larger treatment plants.” 

(Vesilind et al. 2003, 15-1) 

Methane is a renewable energy source, specifically, a biofuel. As a fuel, methane 

contains approximately half the energy content of natural gas on a per unit basis. That is, a 

cubic foot of waste methane gas typically has 500-600 British Thermal Units (Btu), whereas a 

cubic foot of natural gas contains 1,000-1,100 Btu. 

Essex Junction Wastewater Facility Background 

 The Village of Essex Junction upgraded its Wastewater Treatment Facility (WWTF) 

in 1985 to a secondary conventional activated sludge plant with advanced treatment using 

mesophilic anaerobic digestion. The Village constructed its new plant to serve a “tri-town” 

area in Vermont that includes the Village of Essex Junction, the Town of Essex, and the Town 

of Williston. The WWTF has a design flow of 3.3 million gallons per day (MGD) and an 

average flow of 2.0 MGD. Although a plant of this size is considered small by national 

standards, the Essex Junction WWTF is one of the ten largest municipal wastewater plants in 

the state of Vermont. 

As a municipal wastewater facility, the Essex Junction WWTF is challenged to meet 

its budget needs without increasing sewer rates. Building budget capacity when much of the 

WWTF’s annual operating budget consists of fixed costs that escalate with inflation is a 

difficult objective, but one that the WWTF pursues vigorously. Of the WWTF’s $750,000 

annual operating budget, 90.5% is made up of only five categories. 

Figure 1: Major Budget Categories for WWTF annual operating budget 

Electric power demand for the WWTF is typically between 120-240kW. Prior to cogeneration, electric usage was approximately 1,100,000 kWh each year, representing 

approximately $100,000 in annual electric utility costs. As with most municipalities, the 

WWTF is the most energy intensive facility it owns and operates. 

Overhead

Chemicals Electric

Maintenance

Sludge Mgmt.

Balance • Staffing /Overhead – 

4 FTEs (37%) 

• Sludge Management 

(23%) 

• Chemicals (13%) 

• Electricity (12.5%) 

• Maintenance (5%) 
 The Essex Junction WWTF seeks continuous improvement in all aspects of its 

business. In 1985, the plant was upgraded to remove phosphorus to 0.8 mg/L and provide 

seasonal nitrification. A 1998 upgrade was to provide for flow equalization and reduce peak 

hydraulic demand on the affected treatment operations. This project was a funding priority to 

protect the water quality of Lake Champlain. Current work is focused on meeting new federal 

and state regulations regarding storm water collection and management. In addition to 

required process upgrades over the years, WWTF personnel were seeking energy 

conservation and efficiency projects to build budget capacity through reduced operating costs. 

As with most wastewater facilities, there are constant competing priorities for time and 

financial resources. By 2000, the WWTF was able to complete most of the energy efficiency 

recommendations made to the facility in a 1993 report, even while improving operations and 

treatment at the plant. Some examples of efficiency projects include 

o T8 lighting upgrades 

o Hot water management 

o Load shifting 

o Load shedding 

o Aeration blower variable frequency drive (VFD) 

o 3 Phase power conversion (VFD conversion from single phase to three phase 

power at point of application). 

Now the challenge became – how to achieve more cost savings beyond standard efficiency 

measures? 

Making the Case for Co-Generation 

Essex Junction WWTF personnel had been considering implementing a combined heat 

and power (CHP) system since 1992. Given the high initial capital cost, it simply wasn’t 

deemed cost-effective for the Village to pursue CHP at that time. The sewer facility 

governing board has a requirement that any energy-saving/cost-saving proposal have a simple 

payback of no more than 7 years in order to proceed. Moreover, since the project would be 

expending taxpayer dollars, municipal decision makers had to feel confident that the project 

would deliver the estimated savings. On the whole, municipalities tend to be highly riskaverse when making project and budget decisions, as they have to defend their decisions to 

entire communities. 

 The Essex Junction WWTF used the waste methane gas to fire a boiler that provided 

process heat to the anaerobic digesters and flared any remaining methane. On an annual 

basis, only about 50% of the methane gas produced was utilized. Could the facility increase 

its overall efficiency by using more of its methane to generate power and heat, rather than 

flaring it as a waste? In order to estimate a payback period for the project, the Village of 

Essex Junction needed to know how much electricity generation they could achieve, given the 

facility’s treatment flow, amount of methane produced, and need for digester process heat. 

When methane is used as fuel for a CHP project, an important consideration is whether the 

process heat available after combusting the methane will be sufficient to maintain digester 

temperatures. Given Vermont’s cold climate, special attention had to be paid to the lower 

methane production rates in winter, coupled with the greater need for process heat in the 

winter. 
The WWTF hired an engineer to perform initial design work, cost estimates, and 

feasibility analyses. One of the first questions to consider was what type of electric generator 

to use: engine, microturbine, fuel cell, etc. While engines were considered, the microturbine 

was a preferred alternative since municipal personnel wanted to be sure that emissions from 

any new system would be at least as “clean” as existed before installation of the system. The 

basic plan for the system was to combust collected methane in a microturbine to generate 

electricity. The waste heat from the combustion would then be used to provide process heat 

to the anaerobic digesters. The 18-year old dual-fuel boiler currently used for process heat 

would be kept as a backup heating source. Figure 2 shows the system process. 

Figure 2: Essex Junction methane-fueled cogeneration preliminary 

design process diagram 

Wastewater Plant 

Anaerobic Digester 

During initial investigations, it became clear that methane-fueled cogeneration at a 

facility the size of Essex Junction was not typical. In fact, no such system existed in New 

England. The closest, similar facility was in Lewiston, NY. During conversations with 

Lewiston plant personnel, and a site visit to the Lewiston facility, a variety of “lessons 

learned” were discussed and incorporated into initial design work. In particular, the issue of 

siloxanes was raised. Siloxanes are silica-based compounds, typically found in shampoo, that 

can glassify when subjected to high temperatures. Glassified materials can reduce the 

effectiveness of heat exchangers, and can create imbalance in microturbines, potentially 

causing failure. It was determined that a siloxane removal strategy would need to be part of 

any cogeneration system. As knowledge grew regarding all the required elements for a 

successful cogeneration project, the estimated initial capital cost grew. In order to meet the 7-

year payback requirement from the sewer board, it became critical to identify additional 

funding sources and leverage outside resources. The local electric utility was supportive of the 

(Methane 

Produced)

Cool 

Sludge 

Microturbine 

(Combustion 

of Methane) 

Heat Exchanger

(Air-to-liquid) 

Existing Boiler 

(for backup heat via 

direct flare of methane) 

Exhaust 

Gas 

(~522o

F) 

Hot 

Water

Cool 

Water

Exhaust 

Gas 

(~135o

F) 

Methane 

Electricity

Compressor, Methane Storage Tank Methane 

then Dryer (1,000 gal) 

Heat Exchanger 

(liquid-to-liquid) 

existing 

Warm 

Sludge 

Hot 

Water 

Existing 
project since reduced demand from the WWTF would assist in a transmission and distribution 

(T&D) constrained area. Unfortunately, there was no funding available from them. 

Efficiency Vermont was able to commit funding to the project, and help with economic and 

savings analyses. Efficiency Vermont also helped to “spread the word” about the project, 

soliciting additional support for it. Ultimately, a project team was put together with 5 

different funding sources; a creative solution that made this project a reality. 

Project Design, Contractor Selection, and Construction 

Preliminary design work was performed by a local engineer. The focus of the effort was 

to determine if implementation of CHP would be cost-effective for the WWTF, given the 

existing electric rate structure, capital costs, and the required maximum payback period. The 

initial basis of design included the following components: 

o Two – 30 kW micro-turbines 

o Continuous generation for 1 microturbine 

o Additional peak shaving for 2nd microturbine 

o Natural gas and methane blending option 

o 3 Phase 480 volt generation 

o Operate parallel to the utility, reduce purchased electricity 

o UL 1741 protection for voltage & Grid 

Although the municipality had completed initial design work, the RFP was structured 

to allow for alternate designs. It included a large amount of information for potential bidders 

in order to solicit the best possible performanceand allowed a bidder to propose a system 

based on the preliminary design, or to propose an alternate design. The RFP was written such 

that the selected contractor would enter into a performance-based, design/build contract. In 

order to generate quality system designs, the following facility background information was 

provided in the RFP: 

o The WWTF generates an average of 30,300 cu.ft./day of methane 

o The facility’s methane has a typical energy content of 520 btu/cu.ft. 

Additional RFP content included system requirements and evaluation priorities. 

o The system should emit no additional pollutants(i.e., SOx, NOx, methane) 

compared to the current practice of flaring methane 

o The system must remove siloxanes to protect equipment operation and life 

(e.g., heat exchanger, microturbines) 

o The electrical system interconnect must meet utility requirements and safety 

protocols (e.g., no power feed onto grid during power outages) 

o Generated power must be line-synchronized with grid-supplied power to 

maintain power quality. 

o The system must not exceed facility maximum allowed noise levels, based on 

nearby residences and neighborhood park. 

o The system must be highly reliable and require minimal maintenance that can 

be performed by facility personnel at reasonable cost. 

o The system must meet all relevant permit and other federal, state and local 

requirements 
Bids came in more than $90,000 higher than expected (low bid cost of $275,000 v. 

estimated cost of $184,000). The higher initial cost meant that the project did not meet the 

sewer facility governing board 7-year payback requirement to move forward. Many projects 

may have simply been abandoned at this point. The key difference in the Essex Junction 

project is that project champions actively solicited additional financial support in order to 

make the project a reality. Efficiency Vermont increased its incentive offer from $25,000 to 

$40,000. Other key contributors also stepped forward. The Vermont-based Biomass Energy 

Resource Center (BERC) committed $25,000 toward the project. Another Vermont-based 

organization, NativeEnergy offered $10,000 toward the carbon credits that would be created 

from the project as a result of onsite generation and the reduction in demand for power plant 

generation. The Department of Energy, Region 1 provided $5,000 toward the project to 

assure data collection and dissemination, so that other facilities could benefit from the 

knowledge gained from the Essex Junction experience. And negotiations with the low bidder, 

Vermont-based company Northern Power Systems, provided important technical insight to 

optimize system performance while containing costs. Without the financial support and 

personal dedication of all of these organizations, and especially the commitment of Essex 

Junction personnel, the WWTF’s methane-fueled cogeneration system would not have 

materialized. 

The final, installed system is based on a design/build approach with performance 

standards and includes the following characteristics. 

o 480 Volt – 3 Phase Power 

o 3% Maximum Voltage Distortion 

o 5% Maximum Harmonics Distortion, and compliance with IEEE 519-1992 

o Full compliance with IEEE interconnect standards 

o Dual-fuel microturbines (with natural gas/methane blending capability) 

Start-Up and Ongoing Operations 

Project start up included several activities prior to “going live” with the system. The 

local electric utility was subcontracted to perform the electrical installation. This ensured that 

all utility requirements were met during the installation. An area of some difficulty was 

enabling a smooth transition from methane-fueled cogeneration to natural gas-fueled 

cogeneration and back again. Although a dual fuel microturbine was specified, the actual 

control and sequencing of switching from one fuel source to another was not a trivial matter. 

Contractor personnel ultimately developed a successful proprietary protocol that provided 

methane/natural gas blending during transitions from one fuel to the other without fuel fault to 

the generators. Another activity included the need to update the supervisory control and data 

acquisition (SCADA) system with new screen views and monitoring/control capabilities. 

Computer programming was necessary to integrate the monitor and control functions with the 

actual equipment. Recent condensation and cooling work has built on initial system, precompression moisture removal capabilities. 

Preliminary design work estimated that the level of methane generated at the WWTF 

would be sufficient to operate two 30kW microturbines an average of approximately 40 total 

hours each day. Since installation of the system in October 2003, there has been sufficient 

methane generation to run the two microturbines 48 total hours each day. One reason for 

consistently high methane production is that, prior to the cogeneration installation, the WWTF 
had its two anaerobic digesters cleaned to ensure proper process heating and to maximize 

methane gas generation. These extra 8 hours of run time each day represent more than 80,000 

 kWh of electricity each year. And now that methane is a valuable energy resource for the 

WWTF, it is monitored and managed more carefully than when it was simply a waste byproduct. In addition, the WWTF has also now installed two utility-grade sub-meters to more 

definitively document the net power generation and net purchased power. 

Results 

 To date, all aspects of the cogeneration system have operated as well or better than 

anticipated, with the exception of the methane compressors (These are the compressors that 

raise the 0.5 pounds per square inch (psi) methane to 100 psi prior to drying and combustion 

in the microturbines.). Over the first year of operation, the system achieved 90% reliability. 

While actual maintenance costs for the siloxane removal system (filter media, etc.) are lower 

than anticipated, the compressor maintenance cost is presently anticipated to be higher. The 

presence of moisture in the compressors has been the single largest reason for equipment 

downtime and failure to date. An effective strategy for moisture removal from methane and 

keeping moisture out of the methane compressors is key to successful system operation and 

maximizing system run time. When a compressor is not working, the down time has a direct 

impact on the daily electrical generation and subsequent facility cost savings. Table 1 

provides information on the power demand from the electric utility after startup of the 60kW 

of microturbines. One item of interest is that the facility power factor decreased since 

installation of the microturbines. Facility personnel are working to pinpoint the cause and 

ensure that plant-wide power factors remain above 90% to avoid power factor penalty fees 

from the electric utility. Table 2 compares pre-installation cost estimates and post-installation 

actual costs. 

Table 1: Facility Power Information Before and After System Installation 

Before 

(Oct 2002 –Sept 

2003) 

After 

Oct 2003-Sept 2004) 

On Peak Demand 134-235 kW 110-215 kW3

Off Peak Demand 130-226 kW 94-226 kW4

Monthly Avg. Usage 93,000 kWh 61,000 kWh 

Power Factor 96 87 

 

3

 Oct 2003 value is 215 kW. With out start up month 203 kW is maximum 

4

 Oct 2003 value is 226 kW. With out start up month 190 kW is maximum 
Table 2: Estimated and Actual Project Payback Analysis 

Pre-Construction (estimates) Post-Construction (actuals) 

System capital cost $184,000 $303,000 

Incentives and grants $25,000 $80,000 

Net customer cost $159,000 $223,000 

Electric generation 396,000 kWh/yr 412,000 kWh/yr 

Electric cost savings $26,600/yr5 $37,000/yr6

Maintenance costs $3,700/yr $4,000/yr 

Net annual savings $22,900 $33,000 

Payback without 

incentives 

8.0 yrs 9.2 yrs 

Payback with 

incentives 

6.9 yrs 6.8 yrs 

Figure 3 illustrates the amount of on-site electrical generation compared to purchased 

electricity at the WWTF. 

Figure 3: Electric usage at the Essex Junction WWTF 

Essex Junction, VT Methane CHP (monthly data)

0

20000

40000

60000

80000

100000

120000

140000

Oct-03

Nov-03

Dec-03

Jan-04Feb-04

Mar-04Apr-04

May-04

Jun-04Jul-04

Aug-04

Sep-04

month

kWh

utility meter

turbine est.

turbine metered

plant total

 

5

 Demand rate savings were not included in original estimates to be conservative 

6

 Actual blended rate of electricity Oct 2003-Sept 2004 $0.09/kWh 
Recommendations to Other Facilities 

 For those facilities that may be interested in implementing a CHP project, there are 

several things to keep in mind while designing and installing a system. The first step is to talk 

with others who are involved in CHP operations. Their experiences and lessons learned can 

prove vital for project success. They can also provide input on whether you should pursue a 

performance-based, design/build project, or cost plus materials for installation of an 

engineered system. For those who use a design/build request for proposals (RFP) based on 

performance requirements, it is important to specify the outcomes you require and provide 

potential bidders data to use for design purposes. For instance, the chemical composition of 

the methane gas should be analyzed, including Btu content, chemical content, and moisture 

content, and this information should be provided with the RFP. Assumptions should be stated 

regarding methane production rates, weather/temperature conditions, indoor v. outdoor siting 

(and/or maximum noise levels), historical electric kWh and kW quantities, electric rate 

structure, interconnect requirements, permit requirements, and power quality requirements. 

When evaluating bid proposals, include a knowledgeable engineer on the review team to 

assist in “fatal flaw analysis,” so that significant issues or omissions can be caught as early as 

possible. The RFP should also require that the following items are clearly identified for 

proposed systems. 

o Process for siloxane removal from methane 

o Process for moisture removal from methane 

o Life expectancy of compressors and microturbines 

o Warrantees and service obligations/protocols 

o Dual-fuel capability (methane and natural gas), including blending options 

o Total kWh generated, parasitic loads, net kWh generation 

o Sequencing strategy (e.g., base load constant operation, peak shaving, etc.) 

o Equipment efficiency and total system efficiency 

o Anticipated maintenance and related costs 

o Emissions/ air quality 

o Material costs associated with backup (i.e., spare) equipment to be kept on 

hand (e.g., extra compressor) 

Beyond technical considerations, probably the most important requirement is to have 

project “champions” that will advocate for the project throughout the many obstacles that are 

sure to arise. The Essex Junction project had many! Without champions who are committed 

to overcome implementation barriers, many projects that are cost-effective will not secure 

funding, community support, and decision-maker approval. 

Conclusions 

 The Essex Junction WWTF’s methane-fueled microturbine CHP installation was 

presented with a 2003 Vermont Governor’s Award for Environmental Excellence and 

Pollution Prevention. These awards are given for projects that reduce or eliminate the 

generation of pollutants and wastes at the source. Selection criteria include benefits to the 

environment, use of innovative approaches, economic efficiency, and the ability of an activity 

to serve as a model for other efforts. Awardees were recognized as having “chosen to see the 

world of possibilities and achieved excellence in pursuit of a preferred future.” 
The project is noteworthy and successful for numerous reasons. 

o The facility now uses nearly 100% of a former “waste” as fuel. This waste 

was only about 50% utilized before. 

o The Essex Junction community is now using a renewable energy source to 

reduce costs and prevent pollution. 

o A small municipality has been able to implement innovative microturbine 

technology while maintaining community confidence and rate stability. 

o Implementation of distributed generation reduces power demand and helps 

ensure power availability in a local electric utility T&D constrained area. 

o The facility, and its ratepayers, are saving 40% off their electric bills each year. 

o Many other wastewater facilities can install similar systems and achieve 

similar results. 

Of the 16,000 POTWs in the country, approximately 20% of these facilities use anaerobic 

digestion, and roughly 1,100 use anaerobic digestion and have average flows of 2 MGD or 

more. In addition to POTWs, there are also industrial and private wastewater facilities for 

which CHP would be applicable and cost-effective. By recognizing that methane-fueled 

microturbines can be cost-effective at small wastewater plants, and not just larger facilities, an 

entire new segment of the wastewater market is now open to distributed generation 

opportunities. For efficiency organizations, and other potential funding sources, this is what 

you can do to facilitate implementation of wastewater CHP projects. Show that it’s been done 

before to reduce the perception of taxpayer risk. Understand the economic requirements of 

your customer (e.g., payback requirements, ROI requirements, etc.). Provide funding when 

possible. Help the facility find other funding sources. Spread the news to generate support 

and excitement for the project. Let others know about your experience. The technology 

continues to improve, the costs continue to come down, and methane can mean money for 

wastewater facilities. 

References 

[EPA] U.S. Environmental Protection Agency, 2003a. Clean Watersheds Needs Survey 

 (CWNS) 2000 Process Report. Available online: 

http://cfpub.epa.gov/cwns/process.cfm

[EPA] U.S. Environmental Protection Agency, 2003b. Clean Watersheds Needs Survey 

 (CWNS) Report to Congress. Available online: 

http://www.epa.gov/owm/mtb/cwns/2000rtc/toc.htm 

Vesilind, P.A. et. al., ed. 2003. Wastewater Treatment Plant Design, Alexandria, Virg.: Water 

Environment Federation. 

Bishop, J. 2004. “Digester Gas Unpopular as Power Fuel” Water Environment & Technology. 

July. 

Allentown, City of. 2001. City of Allentown, Pennsylvania web site. Available online: 

www.allentownwater.org 
Water and Wastewater Newsletter, Oct.8, 2001, TXU Energy Services, Available online: 

http://www.waterandwastewater.com/www_services/newsletter/october_8_2001.htm 

GHR Consulting Services Inc., 1993. Energy Analysis Study, Essex Junction Waste Water 

Treatment Plant, May. 
SESSION 2: Appendices Continued

Appendix B

Energy Baseline Data Tables 

Data Element Units Data Source

Data Need Units Desired Frequency of

Data

Data Source Accessibility
SESSION 2: Appendices Continued

Appendix C

Equipment Inventory Worksheets 

Process or Equipment Nameplate HP or

Measured kW

Load Factor Hours of Operation Per

Year

kWh/Year

Pump Designation Installed Nameplate Rating Hours of Operation

Per Year

Measured Power

Consumption

kWh/Year
SESSION 2: Appendices Continued

Appendix D

Regulatory Requirements Table

Requirement Name: 

Requirement

Relevant Agency

Is regulation up to date?

Are we in compliance according to agencies?

Could we improve our performance?

How does this affect the proposed energy conservation measures?

Do we expect to remain in compliance?
SESSION 3: Appendices 

Appendix E

List of Activities and Operations Table

Activity Operation or Location Type of Energy Used Current Use and Costs

Activity 1

Activity 2

Activity 3

Activity 4
SESSION 3: Appendices Continued

Appendix F

Energy savings information for typical water and wastewater equipment and systems, including motors, pumps,

aeration systems, lighting and HVAC

Motors

Motors represent a major capital investment, a recurring maintenance requirement, and a significant energy demand.

Proper selection and proper maintenance will help reduce energy costs and improve reliability.

Motors are often available in standard and high-efficiency models. The difference in efficiency is greater for smaller motors

than for larger ones,20 although even a 1-2% difference in efficiency can make a major difference in energy cost for a large

motor that is run continuously. The New England Interstate Water Pollution Control Commission recommends using

high-efficiency motors in all cases except for very small motors that are used frequently.21 The Commission also

recommends incorporating power factor correction into all designs.

The Hampton Roads Sanitation District implemented an extensive motor policy in 1996. Some of the most important

elements are as follows:22

• Motors must meet or exceed the efficiency levels set by the Energy Policy Act of 1992;

• Efficiency is determined by test standards set by IEEE Standard 112-1984;

• Motors must be sized properly for load, with a service factor of 1.15;

• The guidelines specify 13 parameters to be noted, including horsepower, voltage, full load amps, speed, 

maximum starts per hour and more; and

• When deciding to repair or replace an old motor, the District will purchase a new energy-efficient motor if the

simple payback period is 5 years or less, or if the cost of repair is more than 50% of the cost of a new energyefficient motor.

Proper maintenance can extend a motor’s lifetime and improve its energy efficiency. Motors should be operated as close

to nameplate voltage as practical; any deviation in voltage will impair efficiency. Connections and switches on all major

power-driven equipment should be checked at least once per year.23 The major cause of motor failure is neglected

maintenance of either mechanical or electrical components.

Pumps

Although aeration is typically the largest single energy demand in a WWTP, influent pumping can also be a significant

demand, depending on site elevation and sewer elevation. Pumps operate nearly all the time and are often over-designed.

Variable-frequency drives can improve pump efficiency.24

Ideally, a pump would always operate at or near its Best Efficiency Point, although varying system requirements may

make this impractical at times. Proper maintenance will keep a pump at or near its original design efficiency rating.

Friction losses caused by piping components (such as valves) can increase the energy required for pumping and have a

significant impact on energy costs.25 

Water Environment Federation (1997), Energy Conservation in Wastewater Treatment Facilities, Manual of Practice No. MFD-2, Alexandria, VA, 1997.

New England Interstate Water Pollution Control Commission (1998), Guides for the Design of Wastewater Treatment Works, Technical Report #16.

Water Environment Research Foundation (1999), Improving Wastewater Treatment Plant Operations Efficiency and Effectiveness, Project 97-CTS-1.

Water Environment Federation (1997), Energy Conservation in Wastewater Treatment Facilities, Manual of Practice No. MFD-2, Alexandria, VA, 1997.

Maine Department of Environmental Protection (2002), Bureau of Land & Water Quality, O&M Newsletter, February 2002.

J. Oliver and C. Putnam (1997), “Energy Efficiency: Learning How to Avoid Taking a Bath on Energy Costs,” WATER/Engineering and Management, July 1997.

23-

20-

21-

22-

24-

25-
SESSION 3: Appendices Continued

Appendix F Continued

Aeration Systems

Aeration is typically the largest single energy user in the treatment process,26 typically ranging from 45% to 75% of the

wastewater utility’s total electricity consumption.27 Like pumps, aeration equipment operates nearly all of the time.28

Possible energy-saving measures may include any of the following:

Blowers

Variable and multiple staged single-speed blowers

Efficient, properly-sized blowers operating at or near best efficiency point

Using digester gas to fuel engine-driven blowers

Aeration System

Two-speed mechanical aerators where mechanical aeration is used

Fine bubble diffusers where diffusion aeration is used

In some cases, a combination of mechanical mixing and diffused aeration may be the most efficient

Controls

Continuous dissolved oxygen (DO) monitoring 

Lowest DO concentration consistent with stable operation and treatment objectives

Automatically controlled variable air flow based on oxygen demand

The type of aeration impacts the energy demand. Energy Conservation in Wastewater Treatment Facilities, Manual of

Practice No. MFD-2 from the Water Environment Federation, includes a number of case studies on fine-pore diffusers. In

general, the system improves Oxygen Transfer Efficiency (OTE), and often shows a significant economic advantage. A few

examples are highlighted below:

• Glastonbury, CT switched from coarse-bubble diffusers to fine-pore diffusers. OTE improved from 4-4.5% 

to 6.5-7%. Blower energy savings resulted in a simple payback period of approximately 2 years, although 

this calculation does not include increased cleaning cost.

• Hartford, CT switched from a coarse-bubble spiral roll system to a fine-pore dome diffuser system, improving

OTE from 4.4% to 10%. Operating savings of $200,000 per year resulted in a simple payback period of less than

3 years.

• Ridgewood, NJ switched from a coarse-bubble aeration system to a dome fine-pore aeration system, improving

OTE from 4.8% to 9.5%. The facility saw a 30% decrease in blower energy use (saving about 30 MWh per 

month), but increased maintenance resulted in the simple payback period being approximately 10 to 11 years.

In some cases, increased cleaning and maintenance costs extended the time required for fine-pore diffusers to repay their

cost in energy savings; in other cases, cleaning costs had relatively little effect.

Control systems are particularly important. An accurate aeration control system can reduce plant energy consumption by

as much as 25%, for a system payback of less than three years.29 Such a system requires accurate mass flow meters. Control

systems can continuously and automatically adjust the air consumption to the optimal required amount, thereby reducing

the demand on blower motors.

New England Interstate Water Pollution Control Commission (1998), Guides for the Design of Wastewater Treatment Works, Technical Report #16.

EPRI Industrial Program (1993), “Energy-Efficient Aeration Systems for Wastewater Treatment,” Environment & Energy Management, Vol. 1, No. 3; WEF’s 1997 Manual of

Practice cites a very similar figure of 40-70% for activated-sludge WWTP facilities.

Maine Department of Environmental Protection (2002), Bureau of Land & Water Quality, O&M Newsletter, February 2002. 

C. Hewitt (1996), “Programmable Aeration Control System Reduces Plant Energy Costs,” WATER/Engineering and Management, May 1996.

26-

27-

28-

29-
SESSION 3: Appendices Continued

Appendix F Continued

Lighting

Lighting is a major category of energy consumption for commercial buildings. It is not as significant for industrial facilities

– and a wastewater treatment plant is essentially an industrial facility – but it remains one of the energy costs most easily

addressed. Fluorescent bulb technology has continued to improve, offering higher-quality lighting at lower energy

demand than previous versions; if a facility has old fluorescent lights, newer versions can improve the work environment

and reduce energy costs. There exists a wealth of resources for information on energy-efficient lighting options, such as

ENERGY STAR’s Building Upgrade Manual.30

Lights that are on for most of the workday are the best candidates for replacement with new energy-efficient models. For

more intermittent loads, occupancy sensors may be a wise choice. These controls will switch off lights in unoccupied

rooms after a period of time, automatically turning them on again if a person enters the room. Suitable areas might include

warehouses, storage rooms, restrooms, small offices, lunch, copy, and utility rooms.31

Heating, Ventilation, and Air Conditioning

Heating, ventilation, and air conditioning (HVAC) are similar to lighting in that they are not as relatively important as

energy demand for WWTPs as they are for typical commercial facilities, they are still a significant energy demand that can

be managed effectively. 

Because HVAC is such a major energy user for commercial facilities, there are many resources and many contractors able

to improve the energy efficiency of a building’s HVAC system. Improving insulation, sealing leaks, properly sizing the

system, and selecting an energy-efficient system (such as a ground-source heat pump) can help reduce energy costs and

provide a good return on investment.

U.S. Environmental Protection Agency (2004), ENERGY STAR Building Upgrade Manual, online at http://www.energystar.gov/ia/business/BUM.pdf. The section on

lighting begins on page 48.

J. Null and J. Hoggard (1998), “Occupancy Sensors Can Lead to Savings,” Engineered Systems, July 1998.

30-

31-
SESSION 3: Appendices Continued

Appendix G

Case studies of wastewater utilities installing energy generation systems based on methane capture

Facility: Wastewater Treatment Facility, Town of Amherst, NY

Daily Volume: 25 million gallons

Improvements Made: energy efficiency, methane capture

Implemented: 2004

Annual Savings: $500,000; 7.5 million kWh

Description: This project was implemented by Siemens Building Services, an energy service company. Typically, an

energy service company (ESCO) contracts with a facility owner to install energy efficiency improvements. The ESCO’s

costs and fees are paid from the energy savings. In this case, the New York State Energy Research and Development

Authority (NYSERDA) also contributed to the costs of the improvements. The facility’s new system captures

approximately 77,000 cubic feet of methane per day. This gas is used to run a compressor for oxygenating the waste

stream. Other improvements included a heat recovery unit, an additional natural gas engine, a new control system, lighting

dimmer switches, and high-efficiency motors. 

Source: NYSERDA press release: http://www.nyserda.org/Press_Releases/PressRelease.asp?i=55&d=2004 

Facility: Wastewater Treatment Facility, Essex Junction, VT

Daily Volume: 3.1 million gallons 

Improvements Made: Methane capture, microturbine generators

Implemented: 2003

Annual Savings: $37,000; 412,000 kWh, or about 36% of purchased electricity

Description: The facility’s anaerobic digester produces about 30,300 cubic feet of methane per day. Prior to 2003, the

facility captured approximately half of this and used it in a boiler to heat the digester. The remainder was flared. In 2003,

the facility installed two 30-kW microturbines in a combined heat and power system. The methane is now used to produce

power, and a heat recovery system channels waste heat from the electricity generation to warm the digester. The overall

efficiency of the system is about 80%.Methane-based cogeneration is normally not cost-effective for a facility of relatively

small size, like this one. However, with the assistance of state agencies, federal agencies, and non-governmental

organizations, the facility was able to bring the cost down to the point where it met its own requirement of a seven-year

simple payback period.

Source:Northeast CHP Application Center:

 http://www.northeastchp.org/uploads/Essex%20Junction%20Project%20Profile.pdf 

Facility: Wastewater Treatment Facility, Nashua, NH

Daily Volume: 12.5 million gallons

Improvements Made: anaerobic digester, gas engine

Implemented: 2001

Annual Savings: $750,000 

Description: The City of Nashua undertook a major project, adding a $9 to $10 million anaerobic digester to its wastewater

treatment facility. The system includes methane capture to fuel a 365-kW internal combustion engine generator. The

anaerobic digester reduces the sludge to a state where it can be used as compost. This lowers sludge disposal costs by over

$1 million per year. The process also lowers chemical costs, purchased electricity costs, and other expenses. Even after

accounting for the repayments to the state’s revolving loan fund (one source of financing for this project) and the O&M

expenses on the digester, the net savings are $750,000 per year. Energy improvements were one part of the solution here.

The overall cost savings far exceeded the energy savings alone.

Sources: Presentation for APWA Congress & Exposition, September 15, 2004: 

https://www.apwa.net/meetings/congress/2004/handouts/documents/1001.pdf. Also see Waukesha Power Connection,

Winter 2001, from www.dresser.com.
SESSION 3: Appendices Continued

Appendix G Continued 

Case studies of wastewater utilities installing energy generation systems based on methane capture

Facility: Gloversville-Johnstown Joint Wastewater Treatment Facilities, NY

Daily Volume: design capacity 13 million gallons

Improvements Recommended: Improvements to methane capture system and possible replacement of engine generators

Implemented: 2004-2006

Annual Savings: Potential savings: $175,000 for improvements to methane capture system; $21,000-166,000 for

improvements to or replacements of engine generators

Description: This facility already has an effective energy system in place. Methane is captured from an anaerobic digester

and used to power two 150-kW engine generators. NYSERDA made its recommendations in October 2004, and generation

has since increased from 1.3 million kWh to 1.8 million kWh. While the facility does not specify exactly which

improvements were made, the incremental annual savings of 500,000 kWh would be about $75,000 per year. Current total

energy generation represents 42% of the site’s energy consumption, for overall annual savings of $273,000. The anaerobic

digester produces about 4.1 million cubic feet of biogas per month (biogas is a mixture of methane, CO2, and other gases). 

Source: NYSERDA recommendations (October 2004) at 

http://www.nyserda.org/programs/Technical_Assistance/Success/Gloversville_Johnstown_WWTF.pdf, and facility’s

annual report at http://www.g-jwastewater.com/annual-report.html. 

Facility: Metropolitan Syracuse Wastewater Treatment Plant, Onondaga County, NY

Daily Volume: 80 million gallons

Improvements Made: Process optimization, energy efficiency upgrades

Implemented: 2004-2005

Annual Savings: $207,500; 2.8 million kWh and 270 MMBTU of natural gas

Description: This is a very large wastewater facility. Improvements beginning in 2004 included retrofitting pumps,

changing some operational processes, maximizing waste gas usage, and installing new equipment. Best practices tools

developed by the U.S. Department of Energy were used to assess potential areas of improvement. A wide range of

operational changes were made in a systematic approach. A recently-installed biological aeration filtration system allowed

the facility to stop wastewater nitrification in the aeration tanks. This process change, combined with equipment upgrades,

allowed the facility to reduce the number of 100-horsepower blowers from 21 to 13. In all, the improvements cost

approximately $233,000, for a payback period of 13 months.

Source: National Renewable Energy Laboratory at: http://www.nrel.gov/docs/fy06osti/38076.pdf. 
n or Location Type of Energy Used Current Use and Costs Criterion 1 Criterion 2 Criterion 3 Criterion 4 Criterion 5 Total Score

ndices Continued

e of an Energy Priority Ranking Table
SESSION 4: Appendices 

Appendix I 

Objective and Target Worksheet 

Performance Indicator Worksheet 

Target Performance Indicator Data Source

Objective Target Timeframe
SESSION 5: Appendices 

Appendix J 

Energy Improvement Management Program Table 

Tasks Staff Timeline

Task: 

Deliverable:

Task: 

Deliverable:

Task: 

Deliverable:

Task: 

Deliverable:

Task: 

Deliverable:

Task: 

Deliverable:

Task: 

Deliverable:

Estimated Time 

(Person Hours or FTEs)

Estimated Costs

(e.g., equipment)
SESSION 5: Appendices Continued

Appendix K 

Examples of Operating Controls for Energy Operations

Opportunity for Energy Improvement Associated Operations Examples of Operating Controls

NOx Emissions CHP system • Note values from Continuous Emissions

Monitor (CEM) on system

• Compare measured rate to power output on

system meter – should be less than 0.5

pounds per MWh

Methane Emissions Anaerobic Digestion • Check valves and pipe fittings for leaks every

week

• Compare measured generation from system

to estimated methane content of sludge –

should be 13,000 BTU per kWh

• Track system generation as a function of

sludge volume

Electricity Consumption Lighting • Ensure that automatic lighting control system

is working as designed – note any manual

overrides

• Turn off task lighting when not in use

Electricity Consumption HVAC • Replace filters every 3 months

• Calibrate system every 3 months – measure

outlet temperature and compare to system

settings

• Clean area around air intakes every 6

months

• Clean evaporator and condenser coils every

6 months

• Note any manual overrides to settings – try to

minimize if possible

Electricity Consumption Computers • Activate power-saving features on all

computers; screensavers to activate after 5

minutes, screen to standby after 10 minutes,

hard disks to standby after 2 hours

• Communicate that employees are to shut

down computers when leaving 
SESSION 6: Appendices

Appendix L 

Table to document what you are currently measuring and from where you obtained this data

Data Element Units Data Source
SESSION 6: Appendices Continued

Appendix M 

List of the operational controls, key characteristics, monitoring and measurement methods, and 

calibration needs for the priority energy opportunities

Energy-Related

Operation

Energy-Related

Impacts

Operational

Controls

Key Characteristics

of Operation or

Activity

Monitoring and

Measurement

Methods

Equipment and

System Calibration

Needs
SESSION 6: Appendices Continued

Appendix N 

Energy Improvement Management Programs Progress Review Worksheet 

Objective

Target date 

Status at (6 months)

Tasks Identified

Tasks Accomplished

Observations

Corrective Actions Needed

Next Steps
SESSION 7: Appendices 

Appendix O 

Utility Case Study: Camden County Municipal Utility Authority (CCMUA) 

The Camden County Municipal Utilities Authority (CCMUA) operates an 80 million gallon per day (MGD) secondary, pure

oxygen activated sludge wastewater treatment plant in Camden, NJ. It also operates a regional interceptor system with 100

miles of sewer, ranging in size from 24 inches in diameter to 96 inches, 25 pumping stations, ranging in size from 1 MGD

to 54 MGD, and 16 metering stations.

In 1999, the CCMUA implemented an Environmental Management System (EMS) in order to optimize its environmental

performance and minimize its costs. The results were excellent. As part of its Management System, the CCMUA sought

to reduce energy consumption and, correspondingly, energy costs, using the systematic, continuous improvement process

inherent to an EMS. Specifically, the CCMUA looked at every function/process that used a significant amount of energy

and attempted to implement projects that would reduce energy consumption and energy costs. The following is a list of

some of the most important energy reduction projects undertaken, to date:

1) Elimination of Infiltration/Inflow: Infiltration/Inflow (I/I), the leaking of groundwater and rainfall into a sewer

collection system, results in unnecessary increases in pumping and treatment costs. In addition, water is wasted. Simply

put, when one gallon of sewage is mixed with one gallon of clean groundwater through infiltration, two gallons of sewage

must now be pumped and treated. Eliminating I/I through repair of leaky lines, especially those in the vicinity of high

groundwater tables, grouting of leaky manholes, implementation of watertight manhole covers, can significantly reduce

I/I and thereby reduce energy costs. (It also reduces the potential for flooding and overflows, which have their own

economic and social costs).

The CCMUA's strategy was to meter member municipalities for both dry weather and wet weather flow. When significant

differences were noted, the municipality was charged with the responsibility to undertake a trackback analysis to identify

the major sources of I/I within their system and to take steps, via a best management practices approach, to reduce I/I

correspondingly.

2) Elimination of Pump Stations via Direct Connections: In a system like the CCMUA's, where smaller municipal collection

systems connect into a larger regional interceptor system that then conveys the total flow to a regional treatment plant, there

were several opportunities to eliminate municipal pumping stations and connect them directly into the regional sewer

system. The CCMUA was able to eliminate over 20 pumping stations that were pumping right past its regional sewer

system to the main collection point for the municipality and then that same flow would be pumped right back to the same

point. By allowing the municipal pump station to tie into the regional system right there, the station could be eliminated,

as was the double pumping, thereby resulting in reduced energy costs, and reduced operations and maintenance costs for

the municipality.

3) Optimization of Primary Sedimentation Tanks: The main driving force for a primary sedimentation tank is the force of

gravity, as the solids/sediment settle to the bottom of the tank where they are collected as primary sludge. Conversely,

the secondary system is much more energy intensive, especially pure oxygen activated sludge plants like the CCMUA's,

Philadelphia's, and many other large cities where space is at a premium. Therefore, since the CCMUA' goal is to maximize

solids removal prior to discharge to the receiving water body, it optimized the operations and maintenance of its primary

sedimentation tanks in order to maximize the percentage of solids removed via the primary sedimentation tanks using the

free force of gravity as the removal agent, rather than the costly, energy intensive secondary aeration process.
SESSION 7: Appendices Continued

Appendix O Continued

Utility Case Study: Camden County Municipal Utility Authority (CCMUA)

4) Heating loops: The use of heating loops and heat exchangers is well known in water and wastewater treatment plants,

and other facilities as well, capturing excess heat from process units and reusing said heat downstream in other processes.

The CCMUA has just completed the design of a heating loop that will capture excess heat from large natural gas engines

and preserve it for use elsewhere in the plant.

5) Use of energy efficient equipment/lighting: There are many examples throughout many industries of more energy

efficient equipment and lighting. The CCMUA realized savings of about $100,000 per year when it switched light bulbs

throughout the plant to a more efficient brand. Also, checking energy usage on a regular basis can identify underperforming equipment, such as pumps that may need new wear rings, or may be on the verge of failure.

6) Retrofitting of diesel vehicles to use ultra low sulfur fuel: The CCMUA obtained an EPA grant to retrofit its diesel

vehicles to use ultra low sulfur fuel. Although there was no operational cost savings realized through this project, the

CCMUA was able to reduce sulfur emissions from its diesel vehicles by over 95%, without any capital expenditure

whatsoever.

7) Use of catalytic converter to reduce NOx and CO emissions: Similarly, the CCMUA installed catalytic converters on both

of its large natural gas engines, thereby reducing NOx and CO emissions from those engines by over 90%. Since this

enabled the CCMUA to remain below the Title V threshold, the result was a significant net savings in operational and

permitting costs.

The Camden County (NJ) Municipal Utilities Authority used its EMS to implement several projects that reduced energy

consumption and, correspondingly, reduced its energy costs. In accordance with an EMS' systematic approach that strives

toward continual improvement, the CCMUA is continuing to look for additional opportunities to reduce its energy

consumption.