tS' )j () '·'/5: BISON En~ ~ ENERGY COORDINATOR'S HANDBOOK DEPARTMENT OF THE ARMY r , . ) : . ,, THEARMYENERGYLOGO The Army energy logo utilizes four colors to portray the energy message. The large black "A" for Army, superimposed on a white border, implies that by the year two thousand the Army is going to derive more and more energy from coal, and continue to move steadily away from dependence on petroleum products. The white border represents clean air, and a concern for the environment. The yellow sun expresses the Army's commitment to increased use of solar energy in meeting a substantial portion of its energy needs by the year 2000.The eight arrows intermingled with the solar flares around the periphery of the sun represent eight new energy initiative areas. 1. Biomass 2. Wind 3. Geothermal 4. Lawhead Hydropower 5. Ocean Thermal Energy Conversion 6. Photovoltaic Power 7. Synthetic Fuels 8. Refuse Derived Fuel The final color, U.S. Army Corps of Engineer red, symbolizes facilities' energy consumption which represents approximately 83% of all Army energy consumption. The combination of all of the colors and symbolism portrays the Army's commitment to the more efficient use of all energy resources. ENERGY COORDINATOR'S HANDBOOK PREPARED FOR THE ARMY ENERGY OFFICE BY POPE ENGINEERS CONSULTING ENGINEERS NEW YORK, NEW YORK ALEXANDRIA, VIRGINIA ENERGY COORDINATOR'S HANDBOOK TABLE OF CONTENTS CHAPTERS 1 INTRODUCTION 2 THE ENERGY COORDINATOR 3 THE ENERGY COUNCIL 4 DEFENSE ENERGY INFORMATION SYSTEM (DEIS) 5 ESTABLISHING AN EFFECTIVE ENERGY MANAGEMENT PROGRAM 6 ENERGY AWARENESS PROGRAMS 7 FACILITIES ENERGY MANAGEMENT PROGRAM 8 MOBILITY OPERATIONS PROGRAMS 9 ENERGY EMERGENCY CONTINGENCY PLANNING 10 RIDESHARING APPENDICES A FORMS AND CHECKLISTS B PRINCIPAL ARMY ENERGY COORDINATORS C SOURCES OF INFORMATION AND MATERIAL D ENERGY PUBLICATIONS E DEFINITIONS OF ENERGY USE TERMS F CONVERSION FACTORS G ARMY ENERGY CONSUMPTION -COST CHAPTER I INTRODUCTION THE UNITED STATES USES MORE OIL THAN IT HAS BEEN ABLE TO PRODUCE Today, about 28 percent of petroleum that we use has to be imported. Any interruption in the supply of oil will not only affect our way of life, it will have a very serious effect on the readiness of our military forces. The supply of oil is finite. We must continue our efforts to use other sources of energy. Until we can achieve energy independence, we will remain dependent on imported oil and vulnerable to the problems that will occur if this oil supply is reduced, interrupted, or terminated. The Department of Army must have oil and petroleum products to supply many of the energy needs of its installations. transportation and weapon systems. ships and aircraft, and for all training and military readiness operations. An adequate and safe supply of fuel is essential in maintaining the Army's capability and readiness to defend the United States. THE SIMPLEST WAY TO EXTEND OUR ENERGY RESOURCES IS TO REDUCE OUR RATE OF ENERGY CONSUMPTION Since FY 1975, the Department of Army (DA) has reduced its energy use by 13.3 percent, resulting in savings of 5.49 million barrels of oil equivalent. However, additional savings are possible and can be accomplished at your installation with effective energy management programs and an agressive attitude toward curtailing energy waste. Our heavy dependence on imported oil could have serious consequences in the 1980's, not to mention the escalating costs that will have an impact on all Army activities. Dynamic and productive energy conservation programs are absolutely necessary. SUCCESSFUL INSTALLATION ENERGY CONSERVATION ACTIVITIES DEPEND ON THE ENERGY COORDINATOR The Energy Coordinator (EC) is the link between the installation commander and the offices responsible for energy management programs on the installation. The initiative. enthusiasm, and interest of the EC in developing and maintaining aggressive installation energy management programs will be extremely important in meeting DA energy goals. The energy saved at your installation may be small in comparison to the energy used by the DA; however, the total of all such efforts will enable the DA to meet its energy goals. The Department of Defense (DOD) and the nation will benefit. ARMY ENERGY CONSERVATION GOALS The Army Energy Plan presents policy information from AR 11-27 designed to accomplish the Army's energy objectives. The plan establishes goals and objectives for both the short term (FY 85) and long term (year 2000). While previous goals called for the maintenance of zero growth, the short and long term goals call for a reduction of total army energy use, as well as a reduction in the Army's dependence on scarce and nonrenewable fuel sources. 1-1 Promulgated by the Army Energy Office, annual energy targets are transmitted to all MACOM's for implementation. Energy conservation targets are uniquely tailored to the specific activities at a MACOM. MACOM's then assign specific goals to installations. ENERGY MANAGEMENT PROGRAM The Energy Coordinator (EC) must ensure that a detailed plan is developed, in cooperation with the Energy Council, which provides a viable approach to achieving energy goals. The development of an Energy Management Program is discussed, in detail, in Chapter 5. TRAINING AND MOTIVATION Energy awareness, vital to achieving assigned energy conservation goals, can be heightened through the proper use of training and motivation programs. These programs are discussed in Chapter 6, Energy Awareness Programs. SUPPORT FROM U.S. ARMY FACILITIES ENGINEERING SUPPORT AGENCY A major source of support for energy-related information is the U.S. Army Facilities Engineering Support Agency (USAFESA), Fort Belvoir, VA. FESA answers energy-related questions and provides assistance to base personnel. They have access to a number of energy-related data banks, information systems and sources that maintain information and reports of energy R&D, state-of-the-art concepts and the current energy activities of many organizations. FESA will assist installations and MACOM's in choosing cost-effective energy-saving devices. Many excellent items are available, but some lemons also exist. The installation EC and DEH can check with FESA and find out if a device has been used successfully -or unsuccessfully -at other installations. FESA can research existing literature and contact agencies to determine an items effectiveness. Some requests can be answered very quickly and backed up by mailed reports of information. Other requests require short studies and i11 some cases site visits. In other instances R&D studies or assistance supported by USAFESA engineers and field detachments are required. Installation Energy Coordinators are encouraged to call FESA at 703-664-5732 or Autovon 354-5732 whenever a question arises on an energy-related topic. ;----. .:c-~) I I ~L~ l Another source of information support has been Energy Conservation Workshops for installation and MACOM personnel. The workshops emphasize recognizing and defining "energy conservation opportunities in fixed facilities, performing economic analysis, selecting viable projects, and preparing calculations to support requests for approval and funding under the minor construction, Army (MCA), and the Energy Conservation Investment Program (ECIP). A MACOM may request these workshops by contacting FESA at 703-6646462 (Autovon 354) or by writing CDR & DIR, USAFESA, Attn: FESA-EM, Bldg. 358, Ft. Belvoir, VA 22060. 1-2 CHAPTER 2 THE ENERGY COORDINATOR ENERGY COORDINATOR'S RESPONSIBILITIES The Energy Coordinator's (EC) responsibilties are directed by Army Regulation (AR) 11-27, "Army Energy Program," 15 October 1982. Specific responsibilities are summarized as follows: • Serve as single point of contact for energy related matters for commanders and higher headquarters. • Serve as focal point for all actions and coordination on facilities, mobility, and research and development (where applicable) of energy matters. • Actively participate in the command energy council. • Insure that the annual petroleum requirement quantities submitted to the General Material and Petroleum Activity (GMPA) and the command operating budget submissions are consistent. • Review all energy related responses to audits, inspections, and surveys to insure that they are consistent with activity energy plans. • Develop and coordinate energy awareness activities. • Verify the accuracy of DEIS I and II reports prepared prior to submission of the reports to DOD. (See Chapter 5.) • Recommend to commanders facilities and mobility energy targets based on targets assigned by higher headquarters. Monitor the progress toward accomplishment of the targets. • Insure energy plans are developed and implemented. (See Chapter 5.) • Schedule and arrange for the conduct of energy surveys. See Chapter 3, Section V of AR 11-27, dated 15 October 1982. • The above responsibilities will be executed in coordination with and aided by the functional and technical expertise of facilities engineering, supply, or financial activities. As EC, you must be familiar with each of these responsibilities and should apply your enthusiasm and initiative in fulfilling the outlined duties by developing and implementing a carefully coordinated Energy Management Program. WHAT IS AN ENERGY MANAGEMENT PROGRAM Energy Management is the application of traditional and innovative management skills to managing energy resources. You must 'be able to plan, implement, and monitor the installation's energy programs. Programs will address energy efficiency and conservation in facilities and mobility operations, energy awareness, ridesharing, and emergency contingency. U.S. Army installations are required to meet MACOM goals to reduce energy consumption without degrading operational readiness. The Army Energy Plan, MACOM plans, AR 11-27 (Army Energy Program) and Army Facilities Energy Plan identify actions and programs developed by the Army to meet these goals. They will provide you with background, guidelines, objectives, programs, and authorities for all installation energy management activities. 2-1 The EC can conduct energy awareness and ridesharing programs that are effective in reducing energy consumption. The facilities and mobility operations programs are generally the functional responsibilities of the DEH and the logistics officer, respectively. Your constant interface with their staffs is essential for an effective energy management program. WHAT IS THE SCOPE OF YOUR PROGRAM? Generally, the larger the scope of a program, the more it will cost, but energy savings will increase too -and these accrue annually. Larger programs require more administration and increased time and effort from you for planning and implementation. Start with a program that you know you can manage within your available resources. Add to that program as you gain experience, or as additional funding is made available. NO ENERGY MANAGEMENT PROGRAM CAN BE A SUCCESS IF YOU TRY TO DO IT ALONE As the installation Energy Coordinator, you are responsible for making sure that the program is successful. The Energy Council (see Chapter 3) must be heavily involved in the program implementation, and their involvement must be publicized. So before you get started on your planning you should make sure that you have a good working liaison with all others who may be involved -especially the installation commander. Without his support, your program will be hard to promote. It will be your job to create enthusiasm for energy conservation among Council members. Establish and maintain contact with those who are responsible for managing your installations energy resources. The installation commander must be kept informed about your accomplishments. His or her direct involvement will depend on your ability to sell your program. If you are unable to sell him or her on the program, you will not be able to sell it to anyone else. Installations with successful energy conservation programs have the commander's unfailing support. FAMILIARIZE YOURSELF WITH APPLICABLE REGULATIONS Some of the most important regulations and policy documents issued by the DA include: • AR 5-4, "Department of the Army Productivity Improvement Program", 18 August 1976 • AR 11-27, "Army Energy Program", 15 October 1982 • AR 21Q-4, "Installations: Carpooling and Parking Controls," 15 May 1981 • AR 42Q-49, "Heating, Energy Selection and Fuel Storage, Distribution and Dispensing System", 11 September 1979 • AR 73Q-1, "Coal and Petroleum Products Supply Management Activities," 15 September 1978 • AFEP, "Army Facilities Energy Plan," 15 November 1983 FAMILIARIZE YOURSELF WITH THE DA AND DOD PROGRAMS Some of the more important programs include: • Defense Energy Information System (DEIS). See Chapter 4. • Energy Conservation Program • Training and Operations Program • Driver Energy Conservation Awareness Training (DECATJ • Energy Engineering Analysis Program (EEAP) • Quick Return on Investment Program (QRIP) • Energy Conservation Investment Program (ECIP) • Energy Conservation and Managment Program (ECAM) • Productivity Enhancing Capital Investment Program (PECIP) • Solid Fuels Conversion Program • The Boiler Efficiency Improvement Program (BEIP) • Third Party (Alternative Financing) Contracts Program • Refuse Derived Fuel Program (RDF) • Facility Fuel Flexibility Program • Federal Agencies Fuel Substitution Task (FAST) 2-2 DEVELOP EFFECTIVE ENERGY PROGRAM COORDINATION On any installation of reasonable size. there will be several energy-related programs in place. As the EC, be knowledgeable about all installation programs because you will be the central point of contact for program information and advice. Energy-related program reports required by the installation commander should be routed through you, so that you can prepare your own summary reports. You must interact on a regular basis with those responsible for these programs. Your job is essentially one of coordination. WHAT YOU SHOULD KNOW ABOUT EACH ENERGY CONSERVATION PROGRAM • Who is in charge of the program? • What are the objectives and goals of the program? • What type of energy is being saved, and how much? • When are reports due to be submitted and to whom? • What funds are being expended, and what for? • How are results being monitored? The proper coordination of installation programs will result in: • Elimination of wasteful and duplicative programs. • More efficient use of funds. • Improved reporting. • Identification and improvement of ineffective programs. • Accurate evaluations of program results and progress. • Additional publicity for all installation energy programs. COORDINATE WITH THE DIRECTOR OF ENGINEERING AND HOUSING The DEH should have a program to manage installation energy resources. You must be informed as program reviews are performed and reports submitted. Coordinate with the DEH and do not hesitate to suggest program improvements or modifications. In particular, maintain accurate records of program achievements on a monthly basis from which you can prepare summary reports for the installation commander. MONITOR THE COOPERATION AND SUPPORT OF INSTALLATION PERSONNEL As Energy Coordinator, you must continually know what level of support your programs are receiving from installation personnel. This is best accomplished by frequent contact with building energy monitors and personal observation. For example, the Energy Monitor's report that lights are not being turned off can be used to evaluate the extent of cooperation that is being maintained. If installation personnel are not supporting energy conservation programs, the EC and the installation commander will have to work together to reemphasize the program. The EC must have the commander's backing to gain cooperation of installation personnel. MONITOR AND REPORT PROGRESS OF ENERGY PROGRAMS Monitoring and reporting progress is not a simple task but is vital to determine the progress toward meeting your program goals. Three types of monitoring are required: • Collecting energy consumption data. • Monitoring specific actions to ensure that the energy management plan is being followed. • Monitoring personnel to ensure that support and cooperation are being maintained. 2-3 Energy consumption data can be obtained from the DEH and Supply Officers. Use of electricity, coal, solar, natural gas, fuel oil, gasoline, liquefied petroleum gas, propane, steam, hot water, and diesel fuel can all be measured. Utility bills and delivery documents can be used to establish a good audit trail in most cases. The Energy Council may require reports on certain consumption patterns from the responsible individuals. ACTIONS YOU SHOULD MONITOR • Requests for insulation, storm windows, and weatherstripping in buildings. Funding is available for these items. • Reduction in gasoline use through the efficient use of vehicles. • Progress in obtaining funding for plan elements. • Increased use of simulators for energy-intensive training functions. • Work orders that relate to repairs that will save money. CHAPTER 3 THE ENERGY COUNCIL THE ENERGY COUNCIL IS VITAL TO AN EFFECTIVE While each installation will have some unique requirements, ENERGY MANAGEMENT PROGRAM the first step will be to establish an Energy Council. The council should include, but not be limited to, the following The Energy Council members are important people in the personnel:planning process (See Chapter 1). They all should have something to offer. Have each member discuss what has and • Installation Commanderwill be done to conserve energy in his or her area of responsibility. The exchange of ideas is essential in this type program. Program responsibilities should be divided among • Energy Coordinatorthe Council members, preferably on a voluntary basis. • Director of Engineering and Housing • Director of Industrial Operations/Logistics Officer • Director of Plans, Training and Security • Motor Pool Officer(s) • Building, unit or area Energy Monitors • Representatives from: • Family Housing Office Distribute the minutes of Council meetings to the members and to the general public to keep them informed of the level of • Reserves/National Guard (if on the installation) participation by Council members as well as their decisions and progress. • Major staff activities ORGANIZING THE ENERGY COUNCIL The planning and design of an energy conservation program • Unit activities should involve all key personnel responsible for energy using functions, and others who may be able to assist in various program phases. • PX, Commissary, Club and other non-appropriated fund activities • Installation Public Affairs Officer The council must have representation from as many areas of the installation and its day-to-day energy using functions as possible. While each installation will differ, the essential energy conservation and management responsibilities will be similar to those illustrated in the accompanying figure. Ultimate responsibility for energy conservation performance rests with the installation commander. The Energy Coordinator should be aware of energy conservation program activities and the status of each at all times. The Energy Council must formulate an energy conservation program and actively support it. 3-1 KEY PERSONNEL responsible for vehicle maintenance, and for maintaining records of gasoline use and miles driven on each vehicle. The As the Energy Coordinator, you must enlist the support and motor pool officer should be able to provide the folowing: active participation of key installation personnel, particularly the installation commander. Installation Commander The commander is responsible for the development and maintenance of an active program of energy conservation on the installation, including the development of a comprehensive energy conservation and management plan, and the establishment of installation goals and objectives. The commander is also responsible for designating personnel to be responsible for all energy-related matters on the installation, and for liaison with Army, state, and local energy offices. The commander's total support is a must. As the Energy Coordinator, you must provide the commander with details of exactly what you are attempting to accomplish, your plans, programs, personnel, and funding needs. Director of Engineering and Housing The Director of Engineering and Housing (DEH) is responsible for all buildings and facilities on the installation and will have the following information available: • List of all facilities including basic information such as floor area, construction and energy use. • Plans and programs for attaining energy conservation goals in facilities. • Details of existing facility energy conservation programs. The DEH will also advise you of the type and amount of support he can provide for the installation's energy conservation program. Motor Pool Officer The installation motor pool officer is responsible for all administrative vehicles that are used to provide transportation for military personnel and supplies. He or she also is • Inventory of all vehicles under his or her control. • Plans and programs for attaining energy conservation goals. • Details of existing energy conservation programs, such as driver energy conservation awareness programs. • Historical records of vehicle energy use. If this cannot be provided, your job is to work with the motor pool officer in establishing a data base. The motor pool officer should provide a plan to achieve the type and amount of support needed for the installation's energy conservation program. DIRECTOR PLANS, TRAINING AND SECURITY The Director of Plans, Training and Security (OPTS) is responsible for coordinating training exercises, energy security/vulnerability and physical security. The OPTS officer can provide: • Plans for training exercises including details of simulator use. • List of required security lighting. • Details of petroleum using activities. The OPTS officer can help to ensure that the energy program is realistic and that training exercises consider the impact of energy cost and consumption. Training should be conducted with the realization that during actual hostile operations energy resources may be limited. DIO/Logistics Officer The Director of Industrial Operations (DIO) is responsible for coordinating all logistics operations on the installation. The logistics officer is responsible for providing logistic support for operations and equipment needed for these operations. Energy management programs cannot be allowed to interfere with military operational readiness, but this does not mean that energy cannot be saved, nor does it mean that energy should be wasted. You must make all operations personnel aware of the need to conserve energy. The DIO/Logistics Officer can provide the following: • List of all petroleum-using operations on the installation. • Plans and programs for attaining mobility energy conservation goals. 3-2 • Details of existing mobility energy conservation programs. • Historical records of mobility energy use. Public Affairs Officer • The Public Affairs Officer (PAO) is responsible to develop and execute the Army Information Program for the AEP. He or she is responsible to: • Develop and distribute energy information materials. • Provide information and arrange for military speakers for the Army Energy Program. • Coordinate releases. photographs, film footage, audio tapes and other energy material to the print and broadcast media. • Coordinate and arrange for public announcements, press conferences, releases and news media interviews as requested. • Respond to queries received from the media and the public. Other Key Personnel At your installation, there are additional personnel that you should contact for information and assistance. For example, there may be an officer in charge of research and development activities, or a flight operations officer if your installation includes air support functions. It will be important to the success of your energy conservation program that these and similar personnel are either included on the Energy Council or are otherwise given specific responsibilities for saving energy. These responsibilities must be clearly defined, and should include a statement of goals to be attained, planning and programming support from the Council, and assistance with obtaining the necessary funding. These officers can also advise you of the type and amount of support they can provide for the installation's energy conservation program. THE PROGRAM PLAN IS AN ESSENTIAL PART OF THE COUNCIL'S ACTIVITIES Program responsibilities should be divided among the council members, preferably on a voluntary basis. A Program Planning Group should be formed to develop the first draft of a plan to present to the entire Council for revision and adoption. The draft plan should take no more than two weeks to develop; remember that the objective of the council is to plan and implement energy saving programs. not only to prepare plans. You could easily spend 6 months developing a perfect plan, which would not have the slightest effect on the amount of energy that will be saved on the installation. ~~ L.fT 'S SE.E lHeRE:'S Tl1E~ • QA. ~eGuLATIO~S • SPECIFIC ~E~&-Y WASTE Plt08L.E~$ • PREVIOUS AND E:X15TrH6" ei£K6Y CON~ATIOI't -'\C:TIONS •SPECIAL orEAATIONAL (.OI,ISI()ERATLONS 3-3 CHAPTER 4 DEFENSE ENERGY INFORMATION SYSTEM (DE IS) ENERGY USE IS RECORDED USING A COMPREHENSIVE MANAGEMENT INFORMATION SYSTEM KNOWN AS THE DEFENSE ENERGY INFORMATION SYSTEM (DEIS) One of the most important aspects of the Army Energy Program is that of data collection and reporting. The DE IS was developed to assist energy managers and commanders at all levels in keeping track of their energy consumption and assessing how well their energy programs are working. The system consists of the DEIS I, the Bulk Petroleum Product Report, and DE IS II, the Utility Energy Report. The system has been redefined and improved regularly since its implementation. DOD DEIS guidance is contained in DOD 5126.46-M. Under the revised DEIS, MACOMs and Installations are required to provide consumption data on all energy sources (including renewable resources), cost data for all energy resources consumed, and are required to report under a separate Family Housing (FH) identification number all DEIS II data applicable to FH. Additional changes to DE IS include the addition of heating degree days (HOD), cooling degree days (COD), building square foot data and installation population data. HOD and COD data is not input by installations or Army major commands. Area and population data, as of 30 September, must be submitted with the October DEIS II report. The DEIS report. broadened by the current changes, provides a valuable management tool for the commanders and energy managers that will significantly enhance their facility energy programs. Chapter 5, AR 11-27 provides guidance on Army reporting procedures. DEIS I, BULK PETROLEUM PRODUCT REPORT The DE IS I provides information on inventory, consumption, resupply and sale of bulk petroleum products throughout the Department of Defense. It identifies all Defense Logistics Agency-owned petroleum products in transit by way of Military Sealift Command (MSC) tankers. DEIS II, UTILITY ENERGY REPORT The DE IS II identifies inventory for coal, propane, wood, and liquified petroleum gas only, and the consumption of all purchased utility energy (electricity, natural gas, propane, liquified petroleum gas, coal, fuel oil, steam and hot water), and renewable energy sources. It also compares energy consumption with baseline consumption periods to determine energy conservation achievements. DESI II contains costs for energy and environmental data such as degree days. DEIS I AND DEIS II REPORT FORMATS The DEIS I and DEIS II are intended to provide timely minimum essential energy management data. The formats of these reports have been developed to ease preparation by reporting activities, provide for rapid transmission, and simplify automated data processing. Immediate, on-line access to the DEIS data is possible through the use of a computer terminal. Contact your MACOM energy office to request desired data. Process energy consumption figures must also be included in DE IS reporting for DARCOM and the Corps of Engineers. The tables on the following page illustrate the types of data fields and displays of the DEIS. FH petroleum consumption data is to be reported with the installation's total consumption and also separately as FH consumption (See AR 11-27). FH DEIS utilities data is to be separately reported on MEB 2 cards using a FH identification number. This number is the installation DODAAC with the first digit replaced with an "X". MACOM Energy Consumption Quarterly Message: The Army Energy Office uses these messages to track progress toward both mobility and facilities' goals. Each MACOM will continue to submit Quarterly Messages until further notice. Installation DEIS I and II data will be submitted to each MACOM monthly so that the MACOM can review the data and transmit it to DLA on the schedule established in AR 11-27. Meeting these schedules with accurate data is essential to effectively manage the Army energy program. 4-1 Products • Aviation gasolines • Jet fuels • Motor gasolines • Distillates • Residuals • Propane Energy Source • Electricity • Natural gas • Propane or liquified petroleum gas • Heating fuel • Coal • Steam and hot water • Renewable energy sources DEIS I (Petroleum Report) Fields • Inventory • Consumption • Issues • Receipts • Transfers • Sales to non-DOD activities • Products in transit DEIS II (Utility Report) Fields • Inventory (for coal, propane or liquified petroleum gas. wood) • Current consumption • BTU content conversion factor • Cost • Environmental Data Summaries and Displays • Reporting activities • Major commands • Military services • Commanders-in-Chief • States and countries • Continental United States • (CONUS) and worldwide Summaries • Reporting activities • Major commands • Military services • States and countries • CONUS and worldwide NOTE: The new DEIS system has query capability. MACOM's can retreive and validate their data. DARCOM, TRADOC, FORSCOM, MOW, ANG and USACE presently have access to their data. Other MACOMs can request it from the Army Energy Office. MACOMs can use the query capability to get progress toward goals, reports and rankings of high electricity use or MMBTU/square feet. 4-2 CHAPTER 5 ESTABLISHING AN EFFECTIVE ENERGY MANAGEMENT PROGRAM BEFORE DEVELOPING A PROGRAM, DETERMINE 1 PRIORITIES Determine what aspects of energy conservation the program will address. Factors to consier include: • DA regulations. • Specific energy problems at your installation. • Previous and existing energy conservation actions and their effectiveness. • Special operational considerations. The specific requirements and problems which exist at your installation must be identified and addressed by the Energy Council during the program planning phase. The Council must establish the energy conservation priorities for the installation. ENERGY RESOURCE IMPACT STATEMENT An initial energy impact assessment must be performed for: 1) Installation and activity consolidations, realignments, reductions or closures. 2) Major training exercises. 3) Construction of any facility costing more than $1,000,000. 4) Research, development, acquisition or modification of material for Army use. If there is a significant impact, a detailed assessment must be made. It will include the preparation of an Energy Resource Impact Statement (ERIS). The ERIS will become part of the total project justification and formal decision documents. See Chapter 10, AR 11-27, 15 October 1982. AREAS WITH SPECIAL ENERGY REQUIREMENTS The Energy Council should staff a draft of the proposed energy program and goals with the installation unit commanders and agency heads. Those who have special reasons to be exempted from energy use reduction goals, or have special problems can make the council aware of their needs and obtain installation commander approval. EXAMPLE AREAS WITH SPECIAL ENERGY REQUIREMENTS • Humidity controlled warehouses. • Research laboratories • Dining facilities requiring high temperature water. • Maintenance facilities which require process steam. • Hospitals requiring process steam. • Computer facilities requiring a controlled atmosphere. Once the areas with specialenergy requirements have been determined, priorities for your program can be finalized. You must ensure that your installation priorities are in concert with directives and regulations from DA. 5-1 U.S. ARMY ENERGY USE REDUCTION GOALS To save energy in transportation operations, you can work The energy goals for the entire Army are contained in two publications, the Army Energy Plan (AEP) and the Army Facilities Energy Plan (AFEP). These documents will provide information about the Army's energy use reduction goals and how they are determined. DA sets goals for each Major Army Command (MACOM). MACOMs set goals for their installations. Installations' Energy Councils should develop goals for each activity. HOW GOALS ARE ASSIGNED DA goal assignments to each MACOM are made annually, in the mobility area, by the Army Energy Office. T.,e MACOM goals ts. have the DEH, the logistics officer, operat1ons officer. motor pool officer and other persons who are in .1 position tu help you with funding for their specific areas, t1elp find the Jl• ogram funds. Work with these persons closely th1oughout tile program. The DEH is concerned with saving energy in buildings. The logisitics officer and operations officer will be involved with energy savings in operations and training functions. The motor pool officer will be directly involved in any energysaving measures that apply to the motor pool equipment. Coordination of your efforts with these people is essential. MOTIVATION AND INITIATIVE ARE THE KEYS TO SUCCESS It is probably true to say that everyone in the United States is aware of the need to eliminate energy waste. Whether or not Energy Council, and the Commander must motivate the people on your installation to care about energy conservation. Their behavior must l:>e modified so that they will want to do something about saving energy instead of just leaving it to someone else. This will be accomplished through your Energy Awareness Program. You must continually show personnel that all senior officers, from the commander down, are solidly behind the program. You must also stress the fact that everyone must be involved if the program is to be a success. Emphasize the fact that everyone on the installation can help save energy. Some personnel will be in a position to save much more energy than others. For example, personnel operating the gymnasium will be able to set back the thermostat and switch off the lights when the gymnasium is not in use. Stress the fact that whether an individual is able to save a lot of energy or very little, it is the efforts of all personnel that will bring about the desired total energy savings. SUGGESTED PROGRAMS FOR AN ENERGY AWARENESS CAMPAIGN The following programs have proven to be effective. You can get additional help in developing programs from your MACOM Energy Coordinators, the Department of Energy, or from any of the publications that are available from the private and public sector. • DECAT. DECAT is an acronym for Driver Energy Conservation Awareness Training. It is a program involving classroom lectures, simulators, and actual ""behind the wheel" training exercises. • Training. All kinds of energy training programs are available and you can develop your own. Training programs must not be boring sessions in a classroom. Movies, a "walkthrough" of a building or area of the installation to point out energy saving opportunities, and visits from MACOM or DA energy office personnel are effective. The DA energy display can be sent to your installation to stimulate energy conservation. @o they actually try to conserve energy is another matter. You, the 6-1 Get the support of the installation staff to produce your • Publicity. An effective publicity campaign can go a long way in ensuring the success of your energy awareness posters and stickers. Devise posters suitable for each of their programs. It is the simplest and most effective way to get respective areas of responsibility. Stickers with messages a similar to those in the box below are available from the your message across to large numbers of people at minimum cost. Many of the materials you will need can be Department of Energy. obtained free of charge from the U.S. Department of Energy. The Army Energy Office publishes awareness posters and other promotional materials. Billboard space and large billboard posters are also available free of charge from various sources. Local radio and TV spots may also be available as a public service. A public campaign can include: • Newspaper articles • Posters • Bumper stickers and switch stickers • Local radio and television announcements • Billboards • Films • Talks by senior officers • School poster contests • Awards Programs. These programs are designed to increase motivation to conserve energy. Awards programs take many forms and essentially offer awards for energy conservation for achievements, suggestions, poster designs, etc. • Seminar Programs. Seminars can be developed and presented to installation personnel in which specific energy conservation activities are presented and discussed. Some of these seminars can possibly be developed by the installation facilities, or motor pool personnel. • Library Programs. The installation library should subscribe to many of the hundreds of publications and magazines dealing with energy conservation. EXAMPLES OF MESSAGES • Conserve Energy-It's Important. • Think Before Wasting Energy! • Drive 55-Save Gas' • Take Showers. • Turn Out the Light! • Switch Off When Not In Use! • Idling Engines Waste Energy! • Save Now-For a Better Tomorrow. • Energy Awareness Week. Energy awareness week should be an annual event at your installation as part of the Army's annual energy awareness weei<.. The purpose is to provide information about our national energy problems, the Army energy situation and program, to highlight the Army's energy conservation efforts and accomplishments, and to encourage energy conservation by all members of the community. Topics which may be addressed include: • Energy facts. • Energy problems and solutions. • Role of energy in our daily lives • Army energy problems. • Energy conservation at work and at home. Checklists can be handed out which remind people of the many different opportunities they have each day to save energy. For more information regarding this type of program, see the references listed at the end of this chapter. INCENTIVES ARE AN ESSENTIAL ELEMENT OF AN ENERGY AWARENESS PROGRAM To promote your energy awareness program, run competitions and award prizes or other incentives for the winners. 6-2 SUGGESTED ENERGY AWARENESS COMPETITIONS • Building with the least number of lights left on after hours during a 1 month period. • Individual making the best energy savings suggestion of the month. • A poster competition-which could also include a competition at local schools. • Unit or activity with the least number of energy conservation "demerits" during a 1-month period. • Building with the greatest energy savings over a similar period 1 year ago. This can also be extended to family housing. You should develop other competitions based on the activities at your installation. Incentives for saving energy are essential because they help individuals realize that it pays to conserve. SUGGESTED INCENTIVES • Special half-day or 1 day passes. • Tickets to sporting events or movies. • Free meal tickets. • Picnic or Lunch for building saving most energy. • Cash aw_ards. • Newspaper publicity. • Special parking spaces. • Energy efficiency sign for building. • Exclusion from Guard Duty, etc. for 1 month. • Specialty items such as key chains, coffee mugs, pens, etc., carrying an energy conservation message. \ 4. \ f \ I I 1 1 \ I ' I ( I c. • f 4 1 1 , t _, ,'C5oocc5<:;oooooo • .: o E~~~~=~3o, Conservation efforts by installation family housing occupants can make substantial differences in your post's energy consumption. Encourage occupants to lower thermostats and weatherstrip windows and doors. Urge the DEH to use available funding programs to retrofit family housing units with storm windows and doors and energy efficient furnaces. Funding programs are explained in Chapter 2. Special "How To" exercises and energy checklists should be provided to family housing occupants. Incentives could be signs posted in front of energy conscious housing units or small monetary awards. Since most family housing is not individually metered, measuring actual consumption will be difficult. Some installations have area meters for family housing, and competition could be arranged between areas. Publicity could be arranged for the winning area, and a large sign put up at the entrance of the area. An informal picnic or party could also be held for the winners with the post commander attending and perhaps presenting certificates or buttons. Children can participate through the use of an energy piggy bank. Each time energy is saved, through turning off a light, walking or riding a bicycle instead of being driven in the family car, a penny is put into the piggy bank to represent energy and dollar savings. You should also contact installation schools, local businesses or organizations and secure their cooperation and support in promoting your energy conservation programs. GET PEOPLE INVOLVED Most of the personnel on any installation will consider energy as cheap, particularly since "Uncle Sam" pays all of the bills. Also, people do not usually feel that their small individual efforts will be noticed or will make the slightest difference to the total picture. It will take constant efforts on your part and on the part of the Energy Council and Energy Monitors to bring about a gradual change in this attitude. Your message must be consistently repeated for it to become effective. Remember, the Army gains new soldiers and civilian workers daily. 6-3 The benefits in changing energy-using behavior from that of being an energy waster to an energy saver must be explained. You will have to be a super "used car" salesman for your program, and above all, you must sincerely believe in what you are selling -the total value of energy conservation to us all. Be very careful in publishing energy-saving advice. Make sure that proposed actions are within the realm of building occupants' responsibility. Your audience will tune out the whole program if you make suggestions that are unsound, impractical, or beyond their responsibility. Your goal is to reduce energy consumption on the installation. Your target audiences are the soldiers and civilians who work on post and soldiers and families living on post. WAYS TO GET PEOPLE INVOLVED • Advise new arrivals of the program and give them an opportunity to become involved. • Keep the Energy Council active! • Invite personnel to become involved in energy conservation efforts off-base, such as in local schools, community groups and churches. • Invite more personnel to become involved as instructors at seminars or at "how to" sessions. • Create activity committees. • Provide personal incentives for committee members (e.g. a weekend pass for all committee members.) • Invite new guest speakers to participate in seminars and similar programs. Your senior officers must be kept informed. You must tell them what you are doing, why you are doing it, and what your results are if you expect them to promote energy conservation among their subordinates. Prepare energy conservation messages for your commander's signature, and encourage him to participate in awards ceremonies, seminars, and other energy conservation related activities on the installation. Getting more people involved in the energy awareness program is a good way to continue the program's momentum. As the Energy Coordinator, you should appoint Energy Monitors to assist in implementing energy conservation programs. Typical duties of Energy Monitors will include: • Use an energy conservation checklist to determine where energy is being wasted or saved. • Make periodic reports to you and to the Energy Council. • Support the Energy Council in all phases of the energy program. Energy conservation checklists for use by the Monitors should be developed by you. The Energy Monitor should assist in distributing literature, placing stickers on light switches and office equipment. and providing you with feedback on the status of the energy program throughout the installation. utloP SI&N \1 I' 8-5 Monitoring can be used to identify specific program problems, especially those involving driver behavior, reconciliation of fuel deliveries and stocks, or poor maintenance. As reports are received from the Monitors, program promotional materials can be modiofied to correct these problems and to maintain program interest and support. REFERENCES 1. AR11-27, Army Energy Program, 15 October 1982. 2. AR703-1, Coal and Petroleum Products Supply and Management Activities, 15 September 1978. 3. Defense Energy Information System, DOD 5126.46-M, Department of Defense. December 1982. 4. Army Facilities Energy Plan, Department of the Army, Washington, D.C., 15 November 1983. CHAPTER 9 FACILITES ENERGY MANAGEMENT PROGRAMS An energy emergency is any situation where energy supplies are interrupted or curtailed. This can be caused by actions at the national level, or can just as easily be the result of local conditions or events. In the case of a national emergency, the Peacetime Energy Emergency Reporting System (PEERS) will be activated at the DOD level to control the distribution of available energy supplies. At the local level, the Energy Coordinator must work with the Energy Council, and other installation personnel. to ensure that all operational readiness functions are maintained. The installation comander must be kept advised of the situation and actions recommended to him by the EC. The Energy Coordinator should monitor the local energy supply situation regularly, and be prepared to respond to emergencies of varying degrees of severity. The Coordinator reports his finding on the local energy situation to the Council at each meeting. TYPES OF ENERGY EMERGENCIES An energy emergency does not have to be the result of a cutoff of oil supplies by some foreign power. Many emergencies can be and often are caused by events closer to home. There are at least four ways that emergencies can occur that will affect the installation and its ability to perform its primary mission. TYPES OF ENERGY EMERGENCIES • Natural Disasters. Floods, hurricanes, earthquakes, that disrupt the energy supply system. • Technology Hazards. Nuclear power plant incidents, accidental explosions, and accidental release of toxic substances. • Civil Disturbances. Strikes against utility companies, riots, general civil disorder. acts of sabotage and terrorism against the installation or its energy supply systems. • National Emergencies. Outbreak of war. a reduction in imported energy supplies resulting in the imposition of gasoline rationing. As Energy Coordinator. you should concentrate your efforts on those emergencies that could cause significant interruptions to the installation's energy supplies. either directly or indirectly. POSSIBLE EMERGENCIES The four types of emergencies have been identified above. It will be your job to study each of these possibilities in detail, considering the local energy supply situation, and the installation's requirements. You should consider which is the most likely type of emergency to occur, how much warning you will have, how severe the shortage may be, and how often the emergency might occur. DOE ENERGY SUPPLY VULNERABILITY ASSESSMENT PROGRAM The Department of Energy has instituted an energy supply vulnerability assessment program to determine whether adequate supplies of energy will be available to perform functions critical to security and welfare of the US during emergencies that include acts of sabotage or terrorism against domestic energy systems. ENERGY SECURITY The Director of Plans, Training and Security (OPTS) is responsible for coordinating training exercises. energy security/ vulnerability and physical security. The OPTS must coordinate with the DOE Assessment Program and help to identify practical measures to increase the assurance of the necessary energy supplies during emergencies. WHAT IS THE MOST LIKELY TYPE OF EMERGENCY TO OCCUR? Review past records of cutbacks in fuel supplies. Perhaps the most common type is an electrical power failure, caused by bad weather. Another common occurrence may be interruptions in fuel deliveries caused by strikes. For each type of fuel used on the installation, determine what emergencies are likely to occur. 9-1 HOW MUCH WARNING COULD BE EXPECTED? The length of time you have before an interruption occurs will vary from no time to all in the case of an earthquake, to probably several months in the case of a planned work stoppage at a nuclear plant. It should be apparent that the type of plans you prepare to cope with an emergency will differ depending on the length of warning time available. HOW SEVERE WILL THE SHORTAGE BE? This question is best answered by discussing potential emergencies with your local suppliers and utility companies. If all fuel oil is obtained from a single supplier, there is a possibility that your entire supply will be lost if his storage tanks are destroyed by a hurricane. Electric utility companies are usually able to forecast their supply position several months in advance, and should be able to advise you of the severity of any expected brownout or blackout. HOW LONG WILL THE EMERGENCY LAST? An electrical blackout that is expected to last for a few hours represents little or no threat to the mission of the installation, whereas a 50 percent reduction in gasoline supplies that lasts for 1 year will have a severe effect. Planning to meet the expected length of an emergency must be adjusted accordingly. Also, remember that the time when the emergency occurs can be important. If you use fuel oil mainly for building heat, then a cutback in the summer will not be as important as one that occurs in the middle of winter. All the factors must be considered by you when developing a plan of action to respond to an energy emergency. You should identify the most likely emergencies to occur and associated factors for every type of fuel used on the installation. INSTALLATION FUEL STORAGE REQUIREMENTS Every installation must implement programs to lessen or eliminate vulnerability to fuel supply disruptions. To safeguard operational readiness functions, a supply of energy sufficient to meet essential training requirements in peacetime and operational requirements in wartime is essential. To ensure that these functions will not be impaired during any kind of an energy emergency, you must determine what types of fuels are involved. EXAMPLES OF OPERATIONS WHICH REQUIRE FUEL • Weapons systems and their support equipment. • Weapon systems deployment. • Support transportation systems. • Supply transportation systems. • Facilities to house and train operational personnel. • Facilities to manufacture operational equipment and supplies. Additional categories may be added depending on the specific mission of the installation. The point to remember is that operational readiness fuels are not confined to those fuels required to sustain operations in a specific theater of warfare. You must include those fuels that are necessary for the support and maintenance of the deployed forces. For example, even though a unit may be deployed to Europe, installations in CONUS will be required to store and ship supplies, perform maintenance and repair functions, train additional personnel, and so on. A disruption in the supply of any operational fuel can seriously impair the effectiveness of operational forces deployed anywhere in the world. It will be one of your jobs to identify those fuels that are critical. You must also determine the amount of each type of fuel that is required to support the operational readiness and training functions, the amount of each fuel presently in inventory or storage, the amount used per month, and the source of supply. Each supply source should be carefully evaluated for its capability to provide the required amount of fuel in emergency conditions. This may require the devleopment of special agreements or contractual arrangements with local suppliers. 9-2 Identification of the fuel presently in storage and the total storage capacities are important. The Army will issue directives stating the percentage of total fuel requirements that must be in storage at any specific time. To meet these goals, you may have to recommend a change to the types of fuels held in storage, construction of additional storage, or repair of existing storage facilities. Construction and repair actions will be directed from the Army level. ALTERNATE FUELS One way to mitigate the effects of an emergency is to have the capability of using alternate fuels when an emergency affects only one fuei..For example, many smaller sized boilers can be converted to have a dual fuel capability-fuel oil and gas. Larger boilers can sometimes be converted to burn solid fuels, including coal. Similarly, automobiles can be converted to burn propane in place of gasoline. Since electric power may also be curtailed, you should investigate the possibility of using diesel powered generators to provide electricity for essential functions. soRRY..> /HE 4RMY It~ t>~CoV~ED 1r CAN G-Er Whatever fuel you determine is most likely to be curtailed or cut back, gather the appropriate data to assist you in making alternate fuel/fuel cutback plans. EXAMPLE CUTBACK IN GASOLINE Determine: • How many vehicles on the installation can be converted to another energy source? • How many vehicles can be out of service at any one time for the conversion process? • How long will it take to convert the vehicles? • Who will be responsible for ordering the parts kits? • Who will actually perform the work? • How much will it cost to do the job? • Where will you obtain the alternate fuel? There are various programs at the DOD and Army levels currently in place to develop dual fuel capabilities for boiler installations and for conversion of vehicles to burn propane. To avoid duplication of effort, obtain information on these plans as they affect your installation. Any type of fuel conversion program is expensive and will have environmental implications, and it may be several years before the complete capabilities are available. PLANNING FOR AN EMERGENCY The best way to ensure that an energy emergency will not affect operations on your installation is to speed the time and effort required to develop a set of comprehensive emergency response plans. If plans are prepared beforehand, and all personnel know what they must do, then coping with an energy emergency will be almost routine, even if the emer gency arrives without warning. Without plans in place, even the simplest emergency could seriously impact your installation's missions and the effectiveness of the entire installation. EMERGENCY RESPONSE PLAN PHASES • Response phase • Continuation phase • Transition phase 9-3 Outline planning requirements are discussed below for • Shut down all elevators/escalators where stairs areeach phase. available. RESPONSE PHASE • Eliminate all overtime and weekend work that is notessential or critical.This phase covers the immediate response to theemergency. Necessary actions include: • Place nonessential personnel on leave. • Ensure safety of lives and security of the installation. Plans should be prepared for each fuel used on the installation. The plans should include a training phase in• Prevent damage to Federal property. which emergency drills are held. When the real emergencyoccurs, personnel will be able to respond quickly, and will • Implement fuel rationing for nonessential operations. know exactly what to do. Each plan must identify: • Cut back or close down nonessential operations. • Specific personnel responsible for each phase of the plan. • Implement emergency response measures. • Specific fuels involved. The plans must provide details of the actual activities to be • Energy impacts on installation functions.undertaken in the event of an emergency. • Actions that can be initiated in advance of an emergency. Example • Specific times for plan review and revision. Electrical supplies are cut off due to sabotage at the main power plant. Actions to be taken include: CONTINUATION PHASE • Close as many buildings as possible, shutting down all The continuation phase covers those activities that will beelectrical equipment. necessary to continue operations while the energy emergencypersists. It will include plans for: • Close down all recreational facilities which use electrical energy. • Switching vehicles, equipment, etc., to the use of alternatefuels. • Consolidate cafeteria/mess hall operations, use emergencyrations that do not require heat to prepare. • Ensuring supplies of alternate fuels. • Switch off all exterior lighting, except that required for • Transferring operations to another installation if thesecurity. emergency appears to be long-term. • Activate all power generators to assure that necessary • Stepped up monitoring of energy conservation activities.activities can remain functional-hospital, security, etc. • Stepped up promotion of carpooling and vanpooling. • Initiate stringent energy conservation measures. The continuation plan should be reviewed on a continuing • Stop all pumping/fluid transfer operations, operate only at basis to permit adjustments to requirements and to permit theoff-peak hours. introduction of new or revised energy conservation measures. • Cut back all industrial operations. TRANSITION PHASE • Cut back all R&D operations. Shutdown non-essential The transition phase covers the period after the emergency fume hoods, and store materials in safety cabinets. when operations can return to normal. Proper planning is essential if this is to be accomplished efficiently. 9-4 TRANSITION PHASE GOALS • Build up fuel stocks to normal levels. • Switch vehicles, equipment, etc., back to regular fuel. • Restarting any operations that were discontinued during the emergency. • Review the response and continuation phase activities to see where improvements can be made. A final but important part of the transition phase is for you to determine the likelihood of the same emergency occuring again, and in what time interval. If a second similar emergency is likely, then you should ensure that the plans are reviewed immediately and kept current. REPORTING Report to the installation command on a regular or monthly basis and as required during an emergency. Subjects included in these reports keep the installation commander advised of progress in preparing for an emergency. REGULAR REPORT It should contain: • Status of planning efforts. • Identification of problem areas. • Identification of funding requirements. • Status of training to meet the emergency. • Status of specific emergency preparedness activities, such as status of dual fuel switching on vehicles. • Amounts of each type of fuel in storage inventories (in addition to the reporting requirements for DEIS I and II). • Status of cornpliance with DoD and Army Directives for fuel storage. • Latest findings on emergency identification. • Status of contracts with all local fuel suppliers. The commander must be kept advised on a continuing basis of all activities undertaken during any energy emergency. Reports may be given verbally, or may be prepared on a daily or weekly basis, depending on the severity of the emergency. Items that should be addressed in the emergency reports include: 9-5 EMERGENCY REPORT It should contain: • Cause of the emergency and what, if anything, is being done to prevent a recurrence. • Impact on the installation: • Training and readiness functions. • Other functions. • Status of all fuel supplies, inventories, usage and on order. • Measures taken to conserve energy and results to date. • Adequacy of prior planning and identified weaknesses. • Anticipated duration of the emergency. • Measures that have been, or will be, taken to maintain essential operations. • Status of emergency generators and alternate fuel systems. • Reports on special problems due to the emergency -pollution, sickness, security. • Status of all repair/maintenance work being percope with the emergency. • Status of plans for the continuation/transition phases. It will be important for you to keep abreast of any emergency situation and to ensure that all responsible personnel submit their reports to you on time. If there should be a complete power blackout of a major installation, the commander will need a continuous flow of information, and you must be ready to provide it. CHAPTER 10 RIDESHARING RIDESHARING PROVIDES SIGNIFICANT BENEFITS As the installation Energy Coordinator, you are the key to the success of the ridesharing program, helping to solve our energy, pollution, and congestion problems. Ridesharing (vanpooling, carpooling, and buspooling) is emerging as a positive and practical method of increasing the productivity of existing transportation and worksite parking spaces. TheDA Ridesharing Program (AR 21G-4) prescribes procedures to follow when establishing a ridesharing program. It provides background information regarding policy, responsibilites, and objectives, as well as definitions related to employee parking and ridesharing. The Army Regulation (AR) states that each installation "will implement a -viable ridesharing program regardless of whether parking fees are required." Substantial benefits can accrue to both individuals and the installation through ridesharing programs. BENEFITS OF RIDESHARING • Reduce need for parking spaces-six parking spaces can be saved for each van pool, and two parking spaces can be saved for each carpool. • More convenient commuting-relieves road and traffic congestion near worksite. • Lower commuting costs-ridesharing reduces out-ofpocket expenses and wear and tear on cars. • Personalized service-provides convenient, door-to-door service with less tension and hassle, while maintaining approximately the same travel times. • Other benefits-car is free for family use, usually leave and arrive to work on time, special carpool lanes on highways, alternative use for travel, improved worker and community relations. A Personnel Transportation Coordinator (PTC) should be appointed and made responsible for coordinating the ridesharing plan. Your role will be to assist him in all aspects of the program planning and implementation. Matching, promoting, and administering the program will all cost something. These costs, and how much the command is willing to spend should be estimated during the planning phase. As installation Energy Coordinator, you must have access to installation management, be highly interested in establishing the ridesharing program, and be able to enlist the necessary support from the command. The Energy Council should assess all aspects of program feasibility. Include representatives from personnel, administration, legal (insurance+ liability guidance), accounting, and public relations offices at planning meetings. Cooperation from these offices to help provide services such as surveying employees for ridesharing information, arranging preferential parking, van acquisitions, driver selection and training, insurance, taxation, potential liability, and collecting fares through payroll deductions can greatly assist in getting your program off the ground. Several publications listed at the end of this chapter specifically address the task of implementing a ridesharing program. 1D-1 COMMAND SUPPORT FOR THE RIDESHARING PROGRAM The installation commander, the installation Energy Co ordinator, and the Energy Council must play the central role in determining the goals, objectives, and incentives of the program. They should encourage personnel interest, maintain communications with the participants, and exhibit continual support for expansion and improvement of the ridesharing program. The development of a ridesharing program can require substantial amounts of money and time. For example, admini stration of the program could require part or full-time assistance. Additionally, equipment purchases or leasing are obvious costs associated with vanpooling programs. The command must be willing to commit the necessary funds before any large scale program can be successful. Vanpool Subscription Agreement tCompa11y Name) os pleased to announce that otos organ1zmg a van pool program on a polo! biSIS. to enable you and your fellow employees to get to work and back on a way that woll be more elhcoenl and economocalthan dr.vong your own cars II you and a suffocoent numbe• ol fellow employees hvong near enough to you form a convenoent and ellocoenl vanpool elect to partocopate m thos prog•am. the Company w11t allmep to prov•de a commuter van whoch w1ll 1 Pock yoto up lor transportatoon to work and dehver you to your home or other mutually agreeable tocat10n altet work on a regular scneoute to be determmed by the Or~ver Coordmator '2 Cont.nue to opeHUe m the event the D11ver Coordonator os unable to dnve. a Backup drover wotl be provoded lor thiS purpose 3 Cont1nue to operate durong a 60-day grace pe11od 1l and when the number or passengers has I aUen below the mm1mum load. on th1s e~ent1I1S e~pected that the Drtver Coordmator and the passengers w1tl be able to recru1l the addtt1ona1 passengerts) necessary to meet the m1n1mum load before the 60 days has e~pored 1 Pay each month scommuter fare to the dn~er 1n ad~ance or authonze payroll deduc110n where!N&IIable.lor thiS you recewea Most cities are served by a state or regional ridesharing agency which can provide information about what has been done and how they have done it. They usually have a computer program, maps, and forms. Take advantage of the services offered by the agency in your area. Information and assistance on ridesharing programs can be obtained from agencies listed at the end of this chapter. If you cannot determine which agency to contact, the Federal Highway Administration representative in your state capital will be able to assist in finding the right person. SET REALISTIC GOALS AND OBJECTIVES In support of the ridesharing effort, numerous incentives are suggested in the Army Regulations and will not be repeated here. You must decide if you need a ridesharing program and what you expect to accomplish. For example, your installation may want to reduce the demand for parking spaces, to reduce individual commuting costs, or to save energy. A demonstration or pilot program is a good way to test the viability of such a service and to identify any problems. Survey forms can be distributed to personnel from areas targeted for initial service. The results of the survey will be helpful in determining personnel attitudes toward ridesharing, the extent of interest generated, and will serve to identify any problems that must be overcome. Sample Employee Interest Survey Commute·A-Van Pilot Program Return To 11,:::c,.,:------1a::;c 1 Name ----;;:,,.:::,.,,-------;;:::=m,:;;;dd;;::,.-::c.,,c;-;,t11 ---- 1 2 Myhomeaddress1s Street of A F 0 No State Z•P 3 lworkonBu11d1ng ------------------- 4 Normal WOrkong nours --------- S PhoneNumber home _________work-------- 6 rm Interested on becom•ng a (C~tcle one only) 1 -Pool Coord•nator, Drover ESTABLISH A WAY TO MEASURE THE SUCCESS OF YOUR PROGRAM At the very beginning of a ridesharing program you should establish some way to determine how well the program is working. One approach is to designate ridesharing coordinators within each department or group to perform follow up, once matching has been completed. They can keep track of how well the program is doing, and will provide a personal link in the system to answer questions and to help to solve problems. 1Q-2 ANY SIZE INSTALLATION CAN IMPLEMENT A CARPOOLING PROGRAM High density destinations, transortation, and work conditions at the installation are more likely to influence carpool formations than the number of personnel. The three most common reasons for not joining a carpool (lack of match, need for transportation at lunch, and incompatible hours) can be resolved with good program management. TYPES OF CARPOOLS • Conventional carpool; With two to six (or more) members; drivers rotate on a daily, weekly, or even a monthly basis. • Collector carpool: Aides meet at one point, then pool to their final destination. • Government vehicles: May be considered for hometo-work travel is a set number of employees are transported. (This type pool will require review by the legal section to assure regulations are not being violated.) A successful carpool program requires almost no capital investment and will have few legal barriers to overcome. The impact can be seen immediately with less congestion, greater fuel availability, and less need for new transportation and parking facilities. VANPOOL AND BUSPOOL PROGRAMS Installations with more than 500 employees are likely to have enough workers living close enough proximity to form a pool, as well as to absorb the administrative expense. Vanpooling and buspooling programs will have the greatest probability for success if the installation has regular work hours, minimizes overtime requirements, offers the use of vehicles during the day for errands, and offers backup transportation for personal emergencies. TYPES OF VANPOOLS • Private vanpools: Run by individuals or commuter clubs. • Credit Union-financed vanpools: The driver is responsible for the vehicle, backup driver, service and maintenance, and keeping records of the vanpool's operating expenses. Each vanpool can replace as many as 15 single passenger cars with a savings averaging 5,000 gallons of gasoline a year, as well as reducing traffic congestion and pollution. The passengers, drivers, and the Army benefit from effective vanpooling programs. TYPES OF BUSPOOLS • Installation organized: Buses are chartered from local and private transportation companies. Commuters are picked up at shopping centers, fringe parking lots, and other similar collecting points. • Rider-organized: Personnel form a nonprofit corporation which charters buses from a local transit authority. The buses circulate through each community and then proceed to the installation. The outstanding feature of buspools is their fast, pointto-point, convenient service. No matter what type of ridesharing is considered, the geographic location of the installation may offer more benefits to some commuter neighborhoods than others. HOW TO MATCH RIDERS Once you have decided to implement a ridesharing program, find out what has been done in other ridesharing programs, and set your goals and objectives. Establish some criteria for measuring program success, allocating funds and assigning staff support. You are now ready to put the program together. 10-3 GEOGRAPHIC IDENTIFICATIONPOTENTIAL COMMUTER NEIGHBORHOOD CHARACTERISTICS The most common method for identifying home and work locations is through the use of coordinates. Each end of the· • Residential locations ten or more miles from the commuter's trip is recorded as a pair of coordinates. Otherinstallation. methods for geographic identification include the use of'grids' or Zip codes for matching. • A concentration of workers living in the same general area or along a commuter route. (At least 2 You may wish to have commuters identify their owninterested workers for a carpool, 12 for a vanpool, coordinates, have a small staff do the coding, or have theand 50 for a buspool). commuters mark their trip end locations on a map and havethe coordinates added later by a staff member. • Inadequate public transportation. • Traffic congestion along major commuter routes. • Availability of high-occupancy vehicle lanes, and access ramps to freeways. • A desire by a group of personnel to form a commuter group. The matching process is usually based on a survey of each employee. Often, completion of the form is voluntary, and some amount of resourcefulness must be exercised to have them returned. Analysis of the returned forms identifies personnel with common residential locations, compatible Two basic type of matching are found in most ridesharingworking hours, and with common home-to-work trip lengths programs: ·one end' and 'two end' matching. One end and routes. matching will probably be applicable to most Army installations because this method assumes that there is a singledestination. FIVE FUNDAMENTAL STEPS OF RIDESHARING MATCHING MATCHING • Map selection Manual System • Geographic identification Manual systems are suitable for small installations and maybe self-serviced or operated by assigned personnel. The • Matching (manual or computer) ·advantages of a manual system include: low cost, rapidimplementation, and more personnel involvement. Disadvan • Reporting tages include: need for continued strong promotion, frequent errors, and feedback is poor, making follow up efforts difficult. • File maintenance TYPES OF SELF-SERVICE MANUAL SYSTEMS The MTMC Pam 55-16, Volume II (par 3-7), contains a detailed discussion on how to organize ridesharing. • Roster System -post roster and a map in a central location (less than 100 people). MAP SELECTION • Pin/Number System -post a location map withMaps should be easy to read, accurate, and should cover numbered pins to assist in locating poolers, andenough area to include the residents of the majority of provide forms to assist in matching. Post a set ofpersonnel. The lead agency in your area should have instructions explaining the program (500 to 1000 standardized maps that can be used for your installation. If people). there is no lead agency, consider utility, real estate, ormetropolitan highway department maps. Sufficient quantities • Locator Board -post a map with a rack of response of clearly duplicated maps should be made available. cards and then match respondents. 10-4 Computer Systems When there is a large number of responses, computer matching will provide matching through a centralized system. Several versions of computer software are available, and you can select the one that is most readily adaptable to your installation and the available equipment. The advantages of this type of system include: quick matching of large volumes of commuters, minimum worker effort, minimized errors, listing of all potential matches for each worker, and a simplified follow up on 'no matches'. The disadvantages include: higher startup costs than a manual system, computer problems may occur. and it may not be applicable to small installations. When making the decision about which type of system to choose, your considerations should include: I'M :5ef'k:(NG A IN All MJ SIIIIC"ER.E.1"Fft"cr IONATe Rl DE To n-, E. COM.I'1155 All..'f S LeNbeR. ATTRA<:nvf:: ..• • Potential size of ridesharing program now and in the future. • Availability of computer equipment. • Desired degree of program control. • Other area ridesharing programs and assistance available. Installations which lack the data processing capabilities required for computer matching should consider checking local agency or company ridesharing programs to handle matching. Larger installations wishing to implement computerized matching should not have to develop their own software. Successfully implemented matching programs are usually based on either a matrix grid system, census tracts, or traffic analysis zones. REPORTING A reporting system is necessary to inform commuters of other people with similar travel patterns. The report should be addressed to the individual and contain, at a minimum: a list of potential poolmates, contact phone numbers, and working hours. Additional information could include phone numbers of transit and taxi agencies, locations of park-and-ride lots, or transit route information. The two most important elements of the report are: (1) that it provide a clear statement of what steps the recipient should take to contact others on the list; and, (2) that the necessary information be provided to potential poolmates while maintaining the commuter's privacy. FILE MAINTENANCE An entry is made for each commuter into the matching system containing a record of the commuter's name, trip-end location, telephone number and working hours. Additional information may include travel habits or patterns such as the desire to drive or ride, smoker/non-smoker, frequency of overtime work, and file maintenance information. The degree of sophistication of your file maintenance system will depend on your program scope, the number of ridesharers involved, and the degree to which you monitor the program's progress. A SUCCESSFUL PROGRAM DEPENDS UPON THE INCENTIVES AND BENEFITS OF RIDESHARING BEING PUBLICIZED Promotional materials should emphasize the personal convenience and savings obtainable through pooling, and may list target areas for pilot vanpools. estimate fares, and detail the responsibilities and benefits for poor drivers. (Extensive literature is available regarding vanpooling; see references at the end of this chapter.) Additionally, the materials should lead the commuter into taking specific actions in getting involved. These could include filling out a card, signing a register for interested persons, or calling the ridesharing coordinator. 1Q-5 MOTIVATE PERSONNEL TO JOIN THE RIDESHARING PROGRAM The existing attitudes of commuters toward their cars reflect their preference for the security, comfort and privacy of driving alone to and from work. This attitude has become deeply ingrained in most people. Whatever the existing attitudes are, they can be changed by a carefully planned and executed promotion and public information program. The objectives of a promotion and public information program are to inform prospective poolers about the pooling program and to persuade them that particiation in the program is in their best interest. A small installation may be able to meet its objectives with a simple, direct program which uses posters, bulletin board notices, memos, and staff meetings. A large installation can also use newsletters and other available internal communications systems, and may even enlist the aid of local news media. The promotion and public information campaign should be kept simple and direct, and should honestly state what the pooling program is about and how the participant will benefit. It should be planned as a continuing effort before the pooling program startup, during the early stages of implementation. The campaign must be maintained during follow up as the program gains acceptance and becomes established. MOST SUCCESSFUL RIDESHARING PROGRAMS OFFER ECONOMIC AND SOCIAL INCENTIVES TO PARTICPANTS The economic incentives may include shared commuting costs, fuel savings, and reduced vehicle operating and maintenance costs. Social incentives may include roadway priorities, flexible working hours, quitting time 5 minutes before others, advanced overtime notice. or relief from overtime demands. Recognition for those who participate in the ridesharing program provides a highly visible expression of Army committment to. and support of, ridesharing. Some of the ways in which your command can provide ridesharing participants with a sense of recognition include preferred parking, contests and prizes, special events, and awards. The single most important ingredient of a successful program is the endorsement and participation by top level installation personnel. Frequently, those who should set an example are reluctant to do so when they have preferred parking already. These are the persons whose participation in the program will encourage others to try ridesharing. THE BEST INDICATOR OF THE RIDESHARING PROGRAM'S PROGRESS IS ITS GROWTH AND ACCEPTANCE As the program expands, regular meetings with ridesharing coordinators will be essential to provide you with the input necessary to assure that vacancies in the car, bus, and vanpools are filled quickly and that the program meets the needs of the commuters. Follow up surveys will help to update and expand matching files. A telephone Hot Line should be available for those commuters who wish to get information about the program, or wish to discuss their ideas or concerns with you directly. When evaluating the impact of the ridesharing program, two areas of specific interest should be: • What NET change in commuter travel patterns were caused by the ridesharing program activities. • Which ridesharing activities were the most effective and which had little or no effect. 10-6 REFERENCES AGENCIES FOR INFORMATION ON RIDESHARING Each of the following publications contains its own list of references which may be useful: 1. AR 21 Q-4, Installations Personnel Parking Facilities ProgramIDA Ridesharing Program, 15 May 1981. 2. Car & Bus Pool Matching Guide, U.S. Department of Transportation, FHWA, 1975. 3. "Evaluation of Carpool Demonstration projects (Executive Summary)," 1978. 4. Executive Order 12191, February 1, 1980. 5. How Ridesharing Can Help Your Company, U.S. Department of Transportation, May 1979. 6. How to Pool It, U.S. Department of Transportation, FHWA, May 1975. 7. "Legal Impediments to Ridesharing Arrangements," U.S. Department of Transportation, FHWA, December 1979. 8. OMB Circular A-118, August 13, 1979. 9. Ridesharing ...Innovations from Business, U.S. Department of Transportation. 10. "The Energy Consumer," U.S. Department of Energy, September 1980. 11. Transportation Energy Activities of the U.S. Department of Transportation, U.S. Department of Transportation, December 1979. (Technical Assistance Directory). 12. Vanpool Implementation Handbook, U.S. Department of Energy, April 1979. 13. VANPOOL Program Implementation Handbook for the Department of Energy and Operating Contractor Installations, U.S. Department of Energy, July 17, 1979. 14. "Vanpool Research: State-of-the-Art Review," April 1979, UMTA. 15. "Mastering Ridesharing," Volume II of Pam 55-16, Military Traffic Management Command. PROGRAMS Information and assistance on ridesharing programs. 1. Federal Highway Administration division office located in each state. 2. Military Traffic Management Command Transportation Engineering Agency Attn: MTT-TE P.O. Box 6276 Newport News, VA 23601 (804) 878-4641 AUTOVON 927-4641 3. Ridesharing Branch (HHP-33) Federal Highway Administration U.S. Department of Transportation Washington, D.C. 20590 (202) 426-021 0 FTS 8-426-0210 4. Office of Conservation and Solar Applications Transportation Programs Division U.S. Department of Energy (ES/TP) Washington, DC 20590 (202) 376-4435 FTS 8-376-4435 5. Tennessee Valley Authority Attn: Jack Hendrie 400 Commerce Avenue Knoxville, TN 37902 (615) 632-3152 FTS 8-852-3152 6. State Energy Offices 7. Metropolitan or regional councils of government 8. Federal executive boards 9. GSA ridesharing coordinators 1Q-7 APPENDIX A FORMS AND CHECKLISTS PAGE A-2 A-3 WORKSHEET ANNUAL ENERGY USE AND COST ENERGY COORDINATORS' CHECKLIST FOR SENIOR OFFICER INVOLVEMENT ENERGY AWARENESS PROGRAM: A-4 CHECKLIST FOR THE PLANNING PHASE CHECKLIST FOR THE INTRODUCTORY PHASE A-5 RECOMMENDED PREPARATIONS FOR THE OPENING DAY A-7 POSSIBLE OPENING DAY ACTIVITIES A-7 A LIST OF POSSIBLE INCENTIVES A-8 A-9SPECIAL INCENTIVE PROGRAMS SUGGESTED ACTIVITIES FOR THE MAINTENANCE PHASE A-12 A-13 A-14 A LIST OF POSSIBLE TOPICS FOR GUEST SPEAKERS VAN POOL DRIVER/COORDINATOR COOPERATIVE AGREEMENT A-17 SAMPLE EMPLOYEE INTEREST SURVEY VANPOOL SUBSCRIPTION AGREEMENT A-20 A-1 WORKSHEET 1. ANNUAL ENERGY USE AND COST Facility/Building Name: LocafIOn: Code: ___ Date: __ w Year Electricity Thousand Maximum Watt Hours kW Demand (kWts) Used Cost ($) Natural Gas Thousand Cubic Feet Cost (MCF) or ($) Therms Used Fuel Oil Number of Gallons Cost Used ($) Coal Number of Tons Used Cost ($) Other: Quantity Used Cost ($) )> I 1\) Present Cost of Energy Sources ($/Unit) Conversion IGros;e~~uare I I Energy Source $/Unit $/Million Btu Factor -~ Number of Btu UsedElectricity /kWts Year Per Year Per Square Foot Natural Gas /therm Base Year Fuel Oil /gal 1975 Coal /ton ·Present Year: *Conversion Factors: The common unit of energy measurement is the British Thermal Unit (Btu), which are the units used later in calculating the savings from projects. To convert energy sources to Btu and to make other energy conversions, see Table A-1 on page A-7. ENERGY COORDINATORS' CHECKLIST FOR SENIOR OFFICER INVOLVEMENT Have you asked the Commander and other senior officers to: D Allocate sufficient human and financial resources? D Send a memo announcing the start of the program and endorsing it? D Appear at award ceremonies? D Be a guest speaker on energy at various employee and management functions? D Participate in an audio-visual presentation? D Author (or by-line) a column or article in installation publications? D Tour the installation occasionally to be photographed with energy exhibits and conservation retrofits? D Send follow-up notices or letters at different times throughout the program? D -At the start of each new phase. D -To announce the start of various incentive programs. D -To comment on program successes and failures. D -To announce contest winners. D -To praise outstanding personnel efforts in the areas of energy conservation. A-3 ENERGY AWARENESS PROGRAM CHECKLIST FOR THE PLANNING PHASE Energy Coordinator: D Obtain baseline data. D Prepare baseline data summary and analysis. D Meet with Installation Commander. D Select the Energy Council. D Conduct a preliminary meeting of the Energy Council and provide each member with a copy of the data summary and analysis. Energy Council D Review baseline data summary and analysis. D Discuss the program budget. D Establish installation priorities and goals. D Prepare a master schedule for the Planning Phase. D Discuss general needs in terms of program materials, events, incentives, and evaluations. D Form work groups and begin specialized planning in the areas of publicity, planning, incentives, monitoring, evaluation, etc. Energy Council will undertake these activities if work groups are not formed. D Allocate funds from the program budget for each program element. D Set a program opening date. D Form support groups, if necessary. D Select and brief energy monitors. D Prepare a tentative master schedule for the first month of the Program. D Before beginning the Program, verify that the promotional and educational metenals are ready for distribution and that planned activities are well-organized, well-staffed, and will be well-publicized. A-4 ENERGY AWARENESS PROGRAM CHECKLIST FOR THE INTRODUCTORY PHASE The Opening Day -Preliminary Plans 0 Make preparations for the Opening Day. 0 Arrange participation of senior officers. 0 Hold an all-staff meeting or a series of partial-staff meetings. 0 Check with Department of Energy Technical Information Center for available energy conservation exhibits. 0 Give an audio-visual presentation. 0 Develop or acquire handout and presentation materials on conservation. 0 Use a poster campaign to provide personnel with important information about the program. 0 Publish announcement of Opening Day activities in Agency news publication. 0 Stage a variety of special events. Highlights of Opening Day 0 Offer a variety of educational and promotional activities. 0 Prepare and distribute a short survey to determine the level of energy awareness. 0 End the Opening Day with a "special staff event. 0 An all-staff meeting. 0 A series of partial-staff meetings. 0 An audio-visual presentation. 0 Commander and energy coordinator memos. 0 A poster campaign. 0 Some other means of summarizing the program and preparing employees for upcoming program developments. A-5 ENERGY AWARENESS PROGRAM CHECKLIST FOR THE INTRODUCTORY PHASE (CONT'D) The Balance of First Phase D Distribute additional program material. D Hang new poster or banners. D Continue selected activities from the program opening. D Send memo to all personnel or post the memo. advising them of the start of monitoring and explaining its purpose. D Begin monitoring. { D Post monitors' reports regularly. D Introduce incentive programs. D Give personnel more opportunities for direct involvement in the energy awareness program. D Prepare, distribute, and review personnel surveys once every three weeks to assist in determining when personnel are ready for the next phase, Maintenance. D Hold energy management seminars for personnel with special interest in this area. ENERGY AWARENESS PROGRAM CHECKLIST FOR THE INTRODUCTORY PHASE (CONT'D) RECOMMENDED PREPARATIONS FOR THE OPENING DAY For a successful opening day the following tasks should be accomplished in advance: • Prepare and install in prominent places program information boards providing the times and locations for all activities planned for the opening day. Plan to use the boards a great deal. Hang the posters, banners and other decorations. • Set up informational displays and/or service booths for programs such as ridesharing, computer home energy analysis, and energy information hot lines. • Install employee suggestion boxes in several locations. • Deliver program materials to designated distribution points. Post on designated program information bulletin boards (and in other high visibility areas) copies of memos sent by the top management informing employees of the commencement of the program and of senior officers expectations regarding energy behavior on the job. POSSIBLE OPENING DAY ACTIVITIES 1. Opening Day vis1t and speech from the commander. 2. Energy awareness picnic. 3. Slogan contest. 4. Bike-a-thon to work. 5. Walk-a-thon to work. 6. Energy fair (booths and displays supplying energy information). 7. Van/Carpool-side party. 8. Share-a-ride recruiting day. 9. Energy savers display (appliances, etc.). 10. Bag lunch talks (brief informational talks). 11. Energy saving suggestion contest. 12. Poster contest. 13. Mascot contest. 14. Home energy survey analysis day (computers and expert on hand). A-7 ENERGY AWARENESS PROGRAM CHECKLIST FOR THE INTRODUCTORY PHASE (CONTD) A LIST OF POSSIBLE INCENTIVES 1. Employee-of-the-week for energy awareness picture and caption posted on boards. 2. Annual banquet (hosted by commander or senior officers) to honor outstanding achrevernont. 3. Day or afternoon off for floors, wings, etc., who attain specificed goals. 4. Pins for participation in ridesharing programs. 5. Outstanding employees selected as ambassadors to other agencies. schools. 6. Public sign announcing number of days since last energy "violation" 7. Monitor mark employees' areas with smile or frown cards for specific energy behavior. 8. Graph posted publicly showing number of good energy "marks" per area. 9. Pins for employees whose cars function in carpools. 10. Pins for employees who take public transportation, a bicycle or walk. 11. Employees given attractive certificates for participation in events. 12. Intra-installation contests by floor, wing, department. 13. Mention in-house publication for insulating home, joining carpool. etc. 14. Traveling trophies. 15. Employee energy banks. 16. Employee "How To" sessions-conducts special lunch time sessions. 17. Employee energy awareness bumper stickers. 18. Free subscription to "Home Energy Digest" or other energy magazine for attainment of certain goals. 19. Monetary awards for energy saving ideas. A-8 ENERGY AWARENESS PROGRAM CHECKLIST FOR THE INTRODUCTORY PHASE (CONT'D) SPECIAL INCENTIVE PROGRAMS TITLE: TRAVELING TROPHIES FOR MID-LEVEL MANAGERS RECOMMENDED PHASE: INTRODUCTORY AND MAINTENANCE PHASES During the kick-off period of the intial Personnel Awareness Phase. the Energy Council and the energy coordmator selected ten to twenty mid-level managers to receive energy trophies. In order to keep the trophies. the recipients must see that the energy habits of the personnel they supervise improve by a specified amount (as determined by moni1oring) or that energy consumption in their designated areas decreases by a specificed percentage. If a trophy recipient does not meet these terms each month. his t1oplly returns to the Energy Coordinator for reassignment. For best results. the "trophies" should be colorful and humorous. The more outlandish they are, the better they will serve as creative reminders to conserve energy and the more their absence will be noted when recipients must forfeit their awards due to poor energy habits. Personnel selected to receive a trophy should: • Be recognized leaders. • Be chosen to represent a floor. wing, or department of the installation. Each area of the installation should have approximately the same number of trophy recipients. After the trophy program has been in effect for several months, a procedure should be developed to permit additional personnel to earn a trophy. The established criteria should be sufficiently demanding to preserve the distinction of the award. A-9 ENERGY AWARENESS PROGRAM CHECKLIST FOR THE INTRODUCTORY PHASE (CONT'D) SPECIAL INCENTIVE PROGRAMS TITLE: "HOW TO" SESSIONS RECOMMENDED PHASES: INTRODUCTORY AND MAINTENANCE PHASES Giving personnel an opportunity to teach practical energy-savings skills accomplishes two important objectives. First, it provides helpful, interesting information in an informal manner. Second, it reinforces good energy behavior on the part of the instructor, who will be regarded as a leader and role model. Energy Coordinators should solicit instructors for "how to" sessions during the follow-up period of the Introductory Phase and throughout the Maintenance Phase. This can be done by distributing memos, posting notices or posters on bulletin boards, or placing an article in the installation newspaper, or a combination of these methods. The following are possible topics for "how to" sessions. These might be mentioned in the announcements to spur interest in sessions. • How to weather-strip a window. • How to weather-strip a door. • How to make your fireplace energy efficient. • How to chop wood safely and where to find it. • How to keep your home cool without air conditioning. • Energy efficient cooking: How to use a crock pot. • Creative recycling: How to make art out of your trash. • How to buy energy efficient appliances and keep them efficient. • How to save fuel when you drive. As an additional incentive, instructors should recive certificates of participation in the energy awareness program and be eligible for service awards. A-10 ENERGY AWARENESS PROGRAM CHECKLIST FOR THE INTRODUCTORY PHASE (CONT'D) SPECIAL INCENTIVE PROGRAMS TITLE: THE ENERGY BANK RECOMMENDED PHASE: MAINTENANCE The energy bank concept is a program of self-monitoring designed to develop a personal sense of responsibility for good energy habits. It also provides a way to measure the energy saved through good energy habits and to reinforce this behavior by translating energy conserved into dollar saved. To initiate the program, energy bank and instruction sheets are distributed. Each time they turn off lights and equipment when leaving their office they are to reward themselves by depositing a penny in their bank. The objective is to "fatten the pig" with money saved through energy conservation. Evntually, a well-fed piggy bank can become a symbol of the value of energy efficiency. A periodic "weigh-in" of "energy banks" with results printed in the installation newspaper could turn fat energy banks into a status symbol. CHECKLIST FOR THE MAINTENANCE PHASE 0 Prepare new posters, program material, etc., on a regular basis. 0 Change program mascots and slogans. 0 Periodically select a new staff of program artists and writers to introduce new styles or approaches. 0 Plan special activities that will keep personnel thinking about energy conservation and maintain program momentum. 0 Offer personnel energy-related services such as energy information hot lines and share-a-ride referral. 0 Maintain strong monitoring and incentive programs. 0 Evaluate monitoring and incentive programs on a regular basis. 0 Conduct periodic surveys to assist in determining the progress made in energy awareness and the effectiveness of current program strategies. 0 Conduct regular reviews of the program and modify the program as necessary. 0 Hold regular meetings of the Energy Council to review progress and program plans. A-11 ENERGY AWARENESS PROGRAM CHECKLIST FOR THE INTRODUCTORY PHASE (CONT'D} SUGGESTED ACTIVITIES FOR THE MAINTENANCE PHASE 1. Periodic guest speakers on energy conservation topics. 2. Periodic in-house speakers on energy conservation topics. 3. Inter-installation competitions. 4. Intra-installation competitions. 5. Energy management seminars for volunteer personnel. 6. "How to" sessions. 7. Energy conservation week, special clinics and speakers. 8. Car efficiency day, recommendations and free tune-ups. 9. On-going personnel surveys and self-surveys. 10. Energy conservation suggestion proram. 11. Periodic film presentations. 12. Energy group meetings and competitions. 13. Community outreach program for the dissemination of energy conservation information. 14. Incentive programs for personnel conservation efforts, in meeting program goals. A-12 A LIST OF POSSIBLE TOPICS FOR GUEST SPEAKERS 1. Is There an Energy Shortage, Really? 2. New Energy Sources. 3. Insulating Your Home. 4. Low-Cost Ways to Save Home Energy. 5. Solar Energy: A Myth or a Reality. 6. How to Select an Energy Efficient Appliance. 7. How to Get to Work Without Driving Your Car. 8. The Story of Paper and How to Save lt. 9. Understanding Your Utility Bill and Conservation Services Available From Utility Companies. 10. Conservation Services Available From the State or Local Goverment. 11. Energy Conscious Design in New Buildings. 12. Energy Conscious Communities. 13. The Wood Burning Stove: A Modern Appliance. 14. Gas-Saving Vacations. 15. Saving Energy in the Office. 16. Exercise: Saving Fuel (and Staying Healthy). 17. Energy Saving Tips for Your Car. 18. Bike Routes. 19. Energy-Conscious Fashion. 20. Tax Rebates for Home Energy Improvements. A-13 Vanpool Page1 of3 Driver/Coordinator Cooperative Agreement This Agreement between the Driver/Coordinator whose signature appears below and (Company Name), hereinafter called the "Company," shall become effective on the date it is accepted by the Company, as evidenced by the signature of its authorized representative in the space provided below for this purpose. For the purpose of forming and operating a vanpool with a minimum of nine (9) passengers, the Company agrees to furnish the use of a 12-passenger van, to assist in fo'rming and maintaining the vanpool and to render such other reasonable assistance as may be required for the functioning of the van pool. The Driver/Coordinator will be the primary driver of the van during the term of this Agreement. The Driver/Coordinator agrees to be responsible for the following in connection with the operation of the van assigned to him or her: 1. Obtain and maintain a valid State driver's or chauffeur's license as required for operating the van. 2. Drive the van to and from his/her Company location and pick up and deliver the other Company employees who pay to ride with him/her. 3. Keep the passenger pool for the van at or above the minimum of nine (9) paying passengers, but not to exceed a maximum of eleven such-passengers. 4. Operate the van on a punctual schedule and according to a route approved by the Company. 5. Arrange for service and maintenance in accordance with the schedule prescribed in the vehicle's maintenance or instruction manual. Obtain fuel for the van and clean the vehicle inside and out as needed. 6. Train sufficient Backup drivers to insure daily operation of the van. 7. Supply a secure place for "at home" parking of the van, preferably in a locked garage. 8. Arrange alternative trallsportation for passengers to and from the Company in the event the van is not operable due to mechanical failures or other similar emergencies. 9. Keep a record satisfactory to the Company, of the operation, expense and income of the van. ·10. Maintain a list of all passengers and either bill and collect from passengers by the first day of each month the approved fares and deposit the monies as specified by the Company, or submit a signed list for monthly payroll deductions as specified by the Company. The Company agrees to reimburse the Driver/Coordinator for his or her out-of-pocket expenses in the operation of the van to and from work along the prescribed route. The Company also agrees that the Driver/Coordinator may ride free to and from work daily and retain any funds received from passengers in excess of the required minimum of nine (9) passengers and that he or she may usethevehicleduring off hours at a rental rate of __cents per mile to be based on the actual costs incurred by the Company including, but not necesarily limited to gas, oil and maintenance. The Company also agrees that the Driver/Coordinator may make the vehicle available for use by the Backup driver, as an incentive to the Backup driver, at the above rate and under the same terms as applicable to the Driver/Coordinator as set forth herein. The Backup driver must maintain required State driver's license for driving the van. The Company reserves the sole right to decide if the off-hour use of the vehicle is proper and does not become excessive as to mileage or type of use. It is agreed that the following regulations apply to the operation of the van: 1. Operation of the unit is permitted only by the Driver/Coordinator and Backup drivers and by the spouse of either of them, if properly licensed. Only under emergency conditions will any other person be permitted ll' operate the vehicle. In this connection, in the absence of both the Driver /Coordinator and the Backup driver, anv Company employee that is a member ofthevanpool may operate the van for pickup and delivery of passengers to and from work if he or she isauthorizedtodoso by the Driver/Coordinator and is properly licensed. 2. The vehicle is to carry no passengers to and from the Company facil;llcs, other than Company employees. In the case of personal use, the carrying of passengers othP• :han Company employees and members of the immediate 3. house-hold of either the Driver/Coordinator or the Backup driver is not allowed without prior written permission of the Company. A-14 Page 2 of 3 Vanpool Driver/Coordinator Cooperative Agreement (continued) 4. The vehicle is not to be used for a trip beyond a onr·-hundred (100) mile radius of the Driver/Coordinator's home without specific advance written approval from the Company. 5. The vehicle is not to be used to carry passengers or freight for hire, for ride sharing or any other purpose involving pay for transportation, other than the specific purpose of the Company vanpool program. 6. Repair work will be done only by those persons approved by the Company. All repair work, except in emergency situations, must have prior approval of the Company. 7. Accessories, including appearance items, or additional equipment will not be added or removed without prior approval of the Company. 8. Use of the vehicle to pull trailers is not allowed. No trailer hitches, temporary or permanent, are to be attached to the unit. 9. The vehicle is not to be used for any purpose requiring the removal of any seats. 1o.· The vehicle is to be driven only on hard surfaced public streets and highways and other normal access roads and driveways, and is not to be driven off normal roads, on beaches or in fields, on frozen lakes and rivers, or in any other manner that would expose the vehicle to unsafe conditions. 11. The vehicle is not to be driven over bridges posted to allow vehicles weigf1ing only 4 tons or less. 12. The Driver/Coordinator is responsible for promptly reporting any accident involving bodily injury or property damage. Such reporting is to be in accordance with the procedures specified by the Company. a. Such reporting is also to include injury to a passenger in the van even though no other part is involved. (this would include such cases as a person falling inside the vehicle or injuring himself or herself while entering or alighting from the vehicle ) b. The Driver /Coordinator will be responsible for completing and filing all appropriate motor vehicle accident reports as well as the Company automobile accident reports. c. In the case of any and each accident during personal use of the van in which damage to the van is sustained, the Driver/Coordinator or Backup driver must pay the Company up to a maximum of (the Company collision deductible, if any) for repairs to cover the deductible amount under the van insurance. 13. Safe courteous driving habits, consistent with complete observance of all traffic regulations are of the utmost importance. Any citation resulting from a moving traffic violation while driving the van is the responsibility of the Driver/Coordinator and or Backup driver. The Driver/Coordinator and/or Backup driver agrees to report to the Company any citation resulting from a movtng traffic violation. whether committed while driving the van or any other vehicle. 14. The Company, at its sole option, may dissolve any vanpool which is unable to maintain the minimum number of nine paying passengers and/or which is operating uneconomically. 15. The fares charged passengers will be periodically reviewed by the Company and increased or decreased consistent with the cost of operation. 16. The Driver/Coordinator is responsible for reporting the extra income received from any passengers over the minimum of nine on his or her State and Federal Income Tax returns. This Agreement may be terminated by either part on thirty (30) days written notice delivered to the other party in person, by telegram or by mail. In addition, it will terminate automatically on (a) termination of the Driver/Coordinator's employment with the Company, (b) loss by the Driver/Coordinator of the required State driver's license or (c) breach by the Driver/Coordinator of the terms of this agreement. Driver/Coordinator Accepted: (Company Name) By Date Date ------------------------------------------ A-15 Page 3 of 3Vanpool Driver/Coordinator Cooperative Agreement (continued) Agreement to Serve as Backup Driver. I have received a copy of the above Vanpool Driver/Coordinator Cooperative Agreement, have read it and agree to be bound by its terms in serving as Backup driver to the above Driver/Coordinator. I understand that breach of such terms will result in automatic terminiation of my right to serve as Backup driver. Signature Commencement Date Termination Date 2 3 4 Source: Vanpool Implementation Handbook "How Rldesharlng Can Help Your Company" Federal Energy Administration, 1977 U.S. Department of Transportation May 1979 A-16 Sample Employee Interest Survey Commute-A-Van Pilot Program Return To: Name ----------------------------------~-------------------------------------------------- (last) (first) (middle intitial) 2. My home address is: Street of R.F.D. No. City State Zip 3. I work in Building: ---------------------------------------------------------------------------- 4. Normal Working hours: 5. Phone Number: home ---------------------------------work 6. I'm interested in becoming a: (Circle one only) 1 -Pool Coordinator/Driver 2 -Back-up Driver 3 -Passenger 7. I normally get to work by: (Circle one only) 1 -Driving car alone 2-Driving car with passengers 3-Taking turn in driving for carpool 4-Riding in carpool 5 -Being dropped off at work 6 -Riding bus 8. I need a car during work hours: (Circle one only) 1-Seldom 2 -Frequently 9. I generally travel on company business: (Circle one only) 1 -1-2 Days a month 2 -3-5 Days a month 3 -Over 5 days a month 10. My job would be classified as: (Circle one only) 1-Office 2 -Supervisor 3 -Management 4-Laboratory 5 -Production A-17 Sample Employee Interest Survey Van Pool Flow Chart, Program Manual Matching Method Source Document Interest Slip Map Segment Number Assigned To Vanpool ~~·~~ '\ \ I I I ~ I Van Pool Warren 8 4:15 Lists Includes name of geographic ---area, map segment number, ~ ==-= and starting or departure ----time of vanpool. --- ~ Van Pool Formed Courtesy: Chrysler Corporation Program Announcement Interest Slip ~-- Interest Slip Employee Name Alpha File FILE Cross Reference File ··How Rideshanng Can Help Your Company" U.S. Department of Transportation. May 1979 A-18 Vanpool Subscription Agreement (Company Name) is pleased to announce that it is organizing a van pool program, on a pilot basis, to enable you and your fellow employees to get to work and back in a way that will be more efficient and economical than driving your own cars. If you and a sufficient number of fellow employees living near enough to you form a convenient and efficient vanpool elect to participate in this program, the Company will attempt to provide a commuter van which will: Pick you up for transportation to work and deliver you to your home or other mutually agreeable location after work on a regular schedule to be determined by the Driver/Coordinator. 2 Continue to operate in the event the Driver/Coordinator is unable to drive; a Backup driver will be provided for this purpose. 3 Continue to operate during a 60-day grace period if and when the number of passengers has fallen below the minimum load; in this event it is expected that the Driver/Coordinator and the passengers will be able to recruit the additional passenger(s) necessary to meet the minimum load before the 60 days has expired. If you elect to participate you will be expected to: Pay each month's commuter fare to the driver in advance or authorize payroll deduction where available; for this you receive a guaranteed reserve seat on the commuter van. (Note: Prior to the first payment you will receive an invoice showing the amount you are to pay each month; estimated fares are available from the Vanpool Administrator.) 2 Notify the Driver /Coordinator in advance whenever you cannot meet the van's scheduled pick-up time; it is your responsibility to be on time for pick-up. 3 Arrange other means to get to work and from work if you cannot meet the van schedule on a particular day. 4 Understand that the van must maintain a schedule and that it cannot wait more than three (3) minutes for a passenger pick-up. 5 Notify the Driver /Coordinator in advance when you are on sick leave or vacation. (Note: You may arrange for a substitute passenger to take your reserved seat, if he or she lives near or can meet the regular van route.) 6 Notify the Company and the Driver/Coordinator at least 15 days in advance if you elect to withdraw from the commuter van pool. If you wish to subscribe to this program under the terms set forth above, please so indicate by signing and dating this agreement and return it to the Vanpool Administrator. A minimum of nine (9) passengers plus a Driver/Coordinator must be subscribed to a specified route before a van can be ordered. Service would begin upon receipt of the vehicle, which is estimated to require approximately 60 days once the order is placed. Accepted: Signature of Employee \/anpool Administrator Date Date Source: Vanpoollmplementation Handbook "How Ridesharing Can Help Your Company" Federal Energy Administration, 1977 U.S. Department of Transportation May 1979 A-19 APPENDIX B PRINCIPAL ARMY ENERGY COORDINATORS Commander U.S. Army Military Traffic Management Command Attn: MT-SA (Ms. Wanda Spann) Washington, DC 20315 Commander U.S. Army Western Command Attn: APLG-IR (LTC Mark Gollattsheck) Fort Shafter, HI 96858 Commander U.S. Army Intelligence & Security Command Attn: IALOG-IF (MSG Ted Snyder) Arlington Hall Station 22212 Commander U.S. Army Military District of Washington Attn: ANLOG-SM (Mr. Peter Larson) Fort Lesley J. McNair Washington, DC 29319 Commander U.S. Army Recruiting Command Attn: USARC/0-M (Mr. Wieting) Fort Sheridan, IL 60037 Commander Ballistic Missile Defense System Command Attn: BMDSC-RD (Mr. Charlie Stanley) Huntsville, AL 35807 Commandant West Point Military Reservation Attn: MAEN (Mr. Raj Hunjahn) West Point, NY 10966 Commander in Chief U.S. Army, Europe and Seventh Army Attn: AEAGD-SV-SP (Mr. Steve Snyder) APO NY 09403 Commander Eighth United States Army Seoul, Korea Attn: DJ-VE-S APO San Francisco 96301 (202) 756-1643 (AUTOVON 289-1643) 438-9366 692-5279 (AUTOVON 222-5279) 693-1420 (AUTOVON 284-1420) (312) 926-3300 (AUTOVON 459-3300) AUTOVON 742-3890 (914) 688-2605 (AUTOVON 688-2605) Heidelberg Military 370-6915/6513 B-1 P R I N C I P A L A R M Y E N E R G Y C 0 0 R D I N A T 0 R S -continued Commander Army Material Development and Readiness Command (703) 274-8097 5001 Eisenhower Avenue (AUTOVON 284-8097) Attn: DRCIS-EE (Mr. Chuck Thomas) Alexandria, VA 22333 Commander (804) 727-2502 U.S. Army Training and Doctrine Command (AUTOVON 680-2502)Attn: ATEN-FE-EN (Mr. Conrad Browe) Fort Monroe, VA 23651 Commander (404) 752-3375 U.S. Army Force Command (AUTOVON 588-3375)Attn: AFEN-FEU-EN (Mr. Keith VanSant) Fort McPherson, GA 33033 Commander (AUTOVON 233-3249) U.S. Army, Japan Attn: Camp Zama (AJGD-SO Maj Michael Landers) APO San Francisco 96343 Commander (512) 221-6441 U.S. Army Health Services Command (AUTOVON 471-2078) Attn: HSLO-F (Mr. Jim Gower) Fort Sam Houston, TX 78234 Chief 695-3312National Guard Bureau (AUTOVON 225-3312)Attn: NGB-ARL-T (MAJ Gentile) Washington, DC 20310 Commander (703) 664-5732 U.S. Army Facilities Engineering Support Agency (AUTOVON 354-5732) Attn: FESA-EN (Mr. John Bouldin) Fort Belvoir, VA 22060 Commander (602) 538-6547 U.S. Army Communications Command (AUTOVON 879-6547) Attn: CC-LOG-TS (OACS Eng. Michael Bishop) Fort Hauchuca, AZ 85613 B-2 APPENDIX C SOURCES OF INFORMATION AND MATERIALS INTRODUCTION Materials for promoting energy awareness and efficient use of energy resources are available from various federal, state and local government agencies as well as private sources. Within the Department of Defense each of the military departments have active energy programs and on-going energy awareness activities. The Department of energy (DOE) is an especially good source of a variety of materials and services that are available at no cost to requesters. It also has regional offices that serve the fifty states. Likewise, each of the states has energy extension service offices. The DOE regional offices and the state offices provide information on conservation and other energy matters related to transportation, industrial, school and hospital, and residential programs. DOE's Technical Information Center, P.O. Box 62, Oak Ridge, Tennessee, manages, publishes, and disseminates scientific, technical and practical energy information acquired from worldwide sources. It builds and maintains energy information data bases, publishes a wide variety of promotional materials, and has information on other services that DOE provides. Its public information services should be of particular interest to MACOM energy staff officers and to installation energy coordinators. Another readily available source of information and assistance is the private sector. Public utilities, petroleum companies, trade associations, and a large number of industrial corporations have on-going energy awareness programs that reach nationwide audiences, and in many instances have application to specific regions or areas of the country. These organizations are often willing to provide speakers, displays, and other promotional materials to bring the energy awareness message to customers. This appendix provides a reference for sources and resources. The following information has been extracted from publications DOE/EIA-0205 entitled "Energy Information Directory." C-1 PUBLIC INFORMATION PUBLICATIONS AND INFORMATION TECHNICAL INFORMATION CENTER (TIC) Department of Energy P. 0. Box 62 Oak Ridge, Tennessee 37830 Collects, evaluates. analyzes. stores. and disseminates energy information resuling from DOE-funded research and development. as well as relevant technical literature produced worldwide for use by the DOE community. TIC is a central processing and distribution point for scientific and technical reports generated by DOE programs. including reports with classified and limited distribution. TIC maintains the DOE Energy Data Base (EDB) with over 1.8 million citations to technical energy literature; maintains the central DOE Research-in-Progress (RIP) data base; and responds to public requests for energy information on behalf of program offices. General (615) 576-6837 FTS 626-6837 Public Inquiries (615) 576-1305 FTS 626-1305 Technical Reports (615) 576-1301 FTS 626-1301 NATIONAL TECHNICAL INFORMATION SERVICES (NTIS) Department of Commerce 5285 Port Royal Road Springfield, Virginia 22161 Serves as the central source for sale of U.S. and foreign government-sponsored research, development, and engineering reports and analyses. Mail orders are answered at the above address within 9 to 30 days. Order numbers and prices are available from the above address or by calling (703) 4874650 or FTS 737-4650. More information on various products and services can be obtained by calling general information (703) 487-4600 or FTS 737-4600. SUPERINTENDENT OF DOCUMENTS U.S. Government Printing Office (GPO) Washington, DC 20402 (202) 783-3238 In the Western United States: U.S. Government Printing Office Bookstore World Savings Building 720 North Main Street Pueblo, Colorado 81003 (303) 544-3142 FTS 323-9371 Handles the public sale of Federal government publications, including selected DOE technical, and educational publications. General publications on energy and other areas of interest to the consumer are also available. ENERGY INSIDER Department of the Energy Mail Stop 1 E-218 Washington, D.C. 20585 (202) 252-2055 This monthly publication keeps DOE employees and the public posted on the agency's programs, personnel, and facilities. Can be obtained on a subscription basis. FILMS NATIONAL AUDIOVISUAL CENTER General Services Administration Washington, D.C. 20409 Information Services (301) 763-1896 FTS 763-1896 C-2 Distributes audiovisual programs produced by the Federal government. Audiovisual materials can be leased or purchased by the general public at low cost, but are not available on free loan. Free information services and publications of the Center include: subject catalogues of audiovisual holdings, with one on environment and energy conservation; film loan referrals to other agencies; and a monthly newsletter, Films, Etc., which highlights new and noteworthy additions to the Center's audiovisual collection. EDUCATIONAL MATERIALS TECHNICAL INFORMATION CENTER Department of Energy P. 0. Box 62 Oak Ridge, Tennessee 37830 The center provides educational materials, teacher's guides, workbooks, planning units, and textbooks which it distributes on request to educational and teacher organizations. To obtain a brochure discribing these publications, request Energy Curriculum Materials (EDM-061). MAPS ENERGY RESOURCE MAPS Eastern Region U. S. Geological Survey Distribution Branch Department of the Interior 1200 South Eads Street Arlington, Virginia 22202 (703) 557-2781 FTS 557-2781 Western Region U. S. Geological Survey Department of the Interior Box 25286, Federal Center Denver, Colorado 80225 (303) 234-3832 FTS 234-3832 Distributes maps of energy resources in the United States. The maps vary in price. Contact these offices for an index of map titles and ordering information. Topographic maps are available. EXHIBITS Exhibits Branch Office of Public Affairs Department of Energy 1000 Independence Avenue Washington, DC 20585 (202) 252-4670 PRESS SERVICES Press Service Division Office of Public Affairs Department of Energy 1000 Independence Avenue, S.W. Washington, D.C. 20585 This division produces news releases and answers inquiries from the media. It answers questions of general nature in all program areas. SPEAKERS Speakers Bureau Office of Public Affairs Department of Energy 1000 Independence Avenue, S.W. Washington, D.C. 20585 (202) 252-5644 HOTLINES DOE New Hotline (800) 424-9128 This hotline will give you a recorded news program on daily DOE events. (800) 424-0129 On Mondays, Wednesdays, and Fridays, this hotline responds with DOE in Spanish. CONSERVATION AND RENEWABLE ENERGY INQUIRY AND REFERRAL SERVICE P. 0. Box 8900 Silver Spring, Maryland 20907 (800) 523-2929 (Continental U.S.) (800) 462-4983 (Pennsylvania only) C-3 Responds to requests for information concerning energy efficiency and renewable energy. The service is the successor to the National Solar Heating and Cooling Information Center. For more specific or technical information, the service will make the appropriate referral to a public or private organization. NATIONAL RIDESHARING INFORMATION CENTER Department of Transportation 400 7th Street, S.W., Room 3301 Washington, D.C. 20590 (202) 426-021 0 FTS 426-0210 Operates a clearinghouse and referral service for ridesharing (car pooling and van pooling) information nationwide. OFFICE OF TECHNOLOGY SHARING DIS-31 Transportation Systems Center Department of Transportation Kendall Square Cambridge, Massachusetts 02142 (800) 225-1612 (Continental U.S.) (800) 842-1151 (Massachusetts only) (617) 494-2486 FTS 837-2486 Serves as the national research and development center for transportation systems design and for evaluative studies on various kinds of transportation programs. It has information on urban and community transportation programs, paratransit systems, "dial-a-transit" programs: air, rail, and mass transit programs, transportation for the elderly and handicapped, and energy conservation in transit programs. NATIONAL ENERGY INFORMATION CENTER (NEIC) E1-20 Energy Information Administration Room 1 F-048, Forrestal Building Washington, D.C. 20585 (202) 252-8800 FTS 252-8800 (202) 252-NEIC (DATALINE recording) Provides statistical energy information and referral assistance on nonstatistical energy questions. NEIC'S telephone service, DATALINE, is a recorded message that provides key energy information in advance of its publication in major EIA publications. The message is updated every Friday. APPENDIX D ENERGY PUBLICATIONS The following publications are prepared and distributed by the Department of Energy for public use. Single copies are available free to the general public upon individual request. Citizens' groups that require quantities in excess of available stocks may obtain a reproducible copy from which to print their own copies. All requests should be addressed to: Department of Energy Technical Information Center Attn: Customer Service Division P. 0. Box 62 Oak Ridge, TN 37830 (615) 576-1305 PAMPHLETS A New Start, The National Energy Act-#DOE/OPA-0042 (3-79) Be an Energy Miser in Your Home-#EDM-345 Energy Saving Checklist for Home Builders, Buyers and Owners-#EDM-344 Gas Mileage Guide for New Car Buyers-#EDM-1121 Geothermal Energy-#DOE/OPA-0051 (11-79) How to Improve the Efficiency of Your Oil-Fired Furnace-#DOE/OPA-0018 ( 1-78) How to Save Gasoline...and Money-#EDM-330 How to Understand Your Utility Bill-#DOE/PA-0010R Hydrogen Fuel-#EDM-1080 Solar Energy -#DOE/PA-0016 ( 12-79) Thermal Energy Storage-#EDM-1010 Tips for Energy Savers-#EDM-064 Vanpool -#EDM-334 Where to Find Information About Solar Energy Winter Survival: A Consumer's Guide to Winter Preparedness-#EDM-088 The National Energy Policy Plan -#DOE/S-0008 Energy Activities with Energy Ant Fuel from Farms-#SERI/SP-451-519R Citizens' Workshop on Energy and the Environment Handbook -#DOE/OPA-0023 (78) 0-1 FACT SHEETS Heat Pumps-#EDM-1050 Lighting-#EDM-1077 Insulation-#DOE/CS-0192 Wind Energy -#DOE/CS-0199 Solar Thermal Energy -#DOE/CS-0200 Biomass Energy -#DOE/CS-2002 POSTERS AND STICKERS Not So Fast -#EDM-342 Solar/Renewable Energy-#348 There is an Alternative -#EDM-336 They Will Thank You for Conserving Energy -#EDM-337 They Will Thank You for Conserving Energy (Spanish) -#EDM-337A She Will Thank You for Conserving Energy-#EDM-1110 Dials for Dollars-#EDM-347 Not So Fast. Slow Down (Bumper Sticker) -#EDM-346 Turn Out the Lights (Post) -#EDM-325 The following list of publications are available to the public from organizations besides the Department of Energy. Each documentis free unless stated otherwise. Consumer Information Center Pueblo, CO 81009 Consumer Information Catalog, page 7 lists publications and prices. The Energy Consumer Guide (A what-to-do, where-to-go manual) Council of Better Business Bureaus 1515 Wilson Blvd., NW Arlington. VA 22209 (202) 276-0100 TIP SHEETS Home Insulation BOOKLETS Energy, Saving Home Insulation Solar Energy for Your Home $.25 each booklet, 4 booklet minimum Public Transportation Management Division HHP-33Federal Highway Administration U.S. Department of Transportation 400 7th Street, SW Washington, DC 20590 A Listing of Publications available from the National Ridesharing Information Center Energy Conservation in Transportation D-2 Michigan Consolidated Gas Company 50 Griswold Street Detroit, Michigan 48226 (313)256-5085 (313) 256-5086 Energy Answers for MichCon Customers MichCon's Conservation Programs Financing Energy-Saving Projects Help from the Sun Do-it-Yourself Energy Savers Energy Savers Coloring Book MichCon Interest-Free Financing for Do-it-Yourself Ceiling Insulation The Complete Guide from MichCon: Do-lt-Yourself Ceiling Insulation Minister of Energy Mines and Resources Office of Energy Coroservation Department of Energy, Mines and Resources 580 Booth Street Ottawa, Ontario K1A OE4 Energy Under the Sea The Northern Energy Search Home Energy Planning Introduction to Energy in Canada The Billpayer's Guide to Heating Systems Keeping The Heat In Shell Answer Books P. 0. Box 61609 Houston, Texas 77208 Shell Answer Book # 3-The Gasoline Mileage Book Shell Answer Book # 5 -The 100,000 Mile Book Shell Answer Book # 6-The Rush Hour Book Shell Answer Book #19-The Gasoline Book Shell Answer Book #22 -The Home Energy-Saving Book Shell Answer Book #24-The More Miles for Your Money Book Shell Answer Book #25-The Energy Independence Book Shell Answer Book #26-The Conservation Bonus Book Shell Answer Book #27-The Energy Countdown Book Shell Answer Book #28-The Conservation Payback Book Superintendent of Documents Government Printing Office Washington, DC 20402 Energy Conservation and Research Technology -#SB-306 (Prices shown will be honored through 4/24/83. After that, prices are subject to change without notice). A listing of all other Publications available-#SB-888 D-3 State Office of Emergency and Energy Services 310 Turner Road Richmond, VA 23225 In the Bank ...or Up the Chimney? HUD-PDR-89 (4) New York State Energy OfficeAgency Building #2 Empire State Plaza Albany, NY 12223 How to Save Energy and Money in Your HomeEnergy Workbook #2 Consumer Affairs, Con Edison4 Irving Place, Room 718New York, NY 10003 Telephone: (212) 46G-3692 Catalog of Free Programs, Exhibits and Literature 1983-84 D-4 APPENDIX E DEFINITIONS OF ENERGY USE TERMS Air Changes ............. A method of expressing the amount of air leakage into or out of a building or room in terms of the number of building volumes or room volumes exchanged. Boiler . ..................A closed vessel in which a liquid is heated or vaporized. Boiler, Firetube .......... .A boiler with straight tubes, which are surrounded by water and steam and through which the combusted products pass. Boiler, Packaged ......... A boiler equipped and shipped complete with fuel burnng equipment, mechnical draft equipment, automatic controls and accessories. Boiler, Watertube .........A boiler in which the tubes contain water and steam, the heat being applied to the outside surface. Btu (British Thermal Unit) .....A Btu is the amount of heat necessary to raise the temperature of 1 pound of water 1 oF from 60° F to 61°F. Btu/gallon for Oils ........#2 oil-138,000 Btu/gal #4 oil-145,000 Btu/gal #6 oil -150,000 Btu/gal These are average figures that may vary slightly from different oil sources. There are 42 gallons of oil in one barrel. Btu/ cubic foot for Natural Gas ....................The heat content for natural gas is 1,020 Btu/cubic foot. Btu/pound for Coal ....... Coal averages between 12,000 Btu/lb and 14,000 Btu/lb depending upon the type of coal and the geographic area in which it is found. Celsius (centigrade) . ...... A temperature scale in which the freezing point of water is oo and its boiler point, 100° at normal atmospheric pressure (14.696 psi) Coefficient of Performance .............Ratio of the rate of energy delivered, in consistent units. to the rate of energy input. Condensate ............. Liquid formed by condensation of a vapor (e.g. in steam heating, the water condensed from steam). Conductance ............Time rate of heat flow under steady state condition. Conduction, thermal ...... Heat transfer through a material medium in which energy is transmitted by particles of the material, from particle to particle, without gross displacement of particles. Conductivity, thermal . ..... Time rate of heat flow through a unit area and unit thickness of a homogenous material under steady conditions. Control, Combustion ...... A device or series of devices that control the flow of fuel and combustion air in the proper ratio for efficient combustion. E-1 Convection: .............Heat transfer by the movement of fluid. Degree Day: ............. A unit, based on the temperature difference and time; used in estimating fuel consumption and specifying nominal heat load of a building in winter. Dehumidification: .........Removal of water vapor from air by chemical or physical methods. Dew Point: .............. The temperature at which condensation of water vapor in a space begins for a given state of humidity and pressure. Fahrenheit. .............. A temperature scale in which 32 degrees denotes freezing and 212 degrees the boiling point of water under normal pressure at sea level ( 14.696 psi). Footcandle ..............A unit of illuminance equal to that provided by a source of one candle at a distance of one foot. Heat, Latent .............Change of enthalpy during a change of state. Heat, Sensible . ...........Change of enthalpy during a change in temperature. Heat Pump .............. A refrigerating system designed primarily to utilize heat rejection from the system for a desired heating function. Inch of Water ............ Unit pressure equal to the pressure exerted by a column of 1-in high liquid water at a temperature of 4°C (39.2°F) Insulation, Thermal .......A material having a relatively high resistance to heat flow and used principally to retard heat flow. Kilowatt-hour ........... . 1) One kilowatt-hour (kWh) is equivalent to 3,413 Btu 2) In accordance with Depatment of Energy requirements the Army uses 11,600 Btu as the conversion for purposes of calculating electrical energy consumption. This number includes an assumed efficiency for the generation of electricity. Kilovolt-Ampere (KVA) ..... KVA is similar to kilowatt demand except for the difference caused by the power factor. Called aparent power, it is calculated by dividing kW by the power factor. Kilowatt (kW) Demand . .... This is the instantaneous draw of electrical energy that is taken by a facility from a utility company or its own generating facility. The maximum yearly demand is the highest demand for a single month in a year. This can be found on the electrical bill. Load Factor .............The ratio of actual mean load to a maximum load of maximum production capacity in a given period. Nonrenewable Energy Source . .................Fuel oil, petroleum, natural gas, liquefied petroleum gas, synthetic fuels, or other such sources of energy. Power ..................The rate of performing work; common units are watt (horsepower and Btu/h) Power Consumption ......The power used, multiplied by time. Power Factor ............ This is a highly technical term used to explain the phase relationship between the voltage and the current. A power factor of 1 is desirable. Electric utilities penalize users for a poor power factor. Radiation, Thermal ....... .1) Transmission of heat through space by wave motion; 2) The passage of heat from one object to another without warming the space between. E-2 Renewable Energy Source ...........Sunlight, wind, geothermal, hydropower, biomass, solid wastes, or other such sources of energy. Resistance, Thermal . ......The reciprocal of thermal conduction. Therm ..................One therm is equal to 100,000 Btu's. Transmission, Thermal .....Heat transferred per unit time. E-3 APPENDIX F CONVERSION FACTORS The common unit of energy measure is the British Thermal unit (Btu) which is the unit used in this handbook to calculate and compare energy costs and savings. To convert between the common energy unit, use the factor in this table. TO CONVERT Barrels, oil Coal, Anthracite (short ton) Coal, Bituminous Steam Coal (Short ton) Coal, Eastern Steam Coal (Short ton) Coal, Lignite (Short ton) Coal, Western (Short ton) Diesel Oil (gallon) Fuel Oil No. 2 (gallon) Fuel Oil No. 4 (gallon) Fuel Oil No. 5 (gallon) Fuel Oil No. 6 (gallon) Gasoline (gallon) Geothermal (lb of steam) Geothermal (kWh) Horsepower-hours Horsepower-hours Horsepower Horsepower, Boiler (HP) Kilowatt-hours (electric) Kilowatt-hours (thermal) Natural Gas (KCF) Natural Gas (Therms) Natural Gas (Therms) Natural Gas (Cubic Feet) Photovoltaic (kWh) Propane/LPG/Butane (gallons) Refuse Derived Fuel (Short ton) Reclaimed Fuel Oil (barrel) Solar Thermal (MBTU) Wind Power (kWh) Wood (short ton) INTO gallons Btu's Btu's Btu's Btu's Btu's Btu's Btu's Btu's Btu's Btu's Btu's Btu's Btu's Btu's kWh's Btu/min Btu/h Btu's Btu's Btu's Btu's Cubic Feet Btu's Btu's Btu's Btu's Btu's Btu's Btu's Btu's MULTIPLY BY 42.0 25,400,000 24,580,000 23,100,000 14,000,000 21,000,000 138,700 138,700 145,000 148,000 150,000 125,000 1,340 3,412 2,544 0.7457 42,4176 33,479 11,600 3,412 1,031,000 100,000 100 0.01 3,412 95,000 6,000,000 5,000,000 1,000,000 3,412 17,000,000 F-1 APPENDIX G ARMY ENERGY CONSUMPTION-COST The energy crisis has also created an economic crisis. Figure G-1 portrays the serious economic problem which confronts the Army. Even though facility energy consumption (DE IS) between FY 1975 and 1982 has dropped from 241.76 trillion Btu to 210.16 trillion Btu, a 13.1% decrease, energy costs have increased by 280%. This impact is carried forward to FY 85 and beyond as energy costs are projected to increase by more than 300% over 1975 price levels. In figure G-2, the end-use of Army energy resources is shown. It clearly demonstrates that the great majority of energy resources . are used for facilities purposes. In consideration of the energy losses, it is shown that electricity is the greatest single energy resource consumed by the Army in facilities operation. The FY 82 DEIS indicates the Army consumed 210.16 trillion Btu's of energy in heating, ventilating, air conditioning, lighting and performing process operations in its facilities. This energy costs the Army approximately one billion dollars. Figures G-3, G-4 and G-5 depict Army-wide energy consumption and expenditures broken down by electrical, thermal and total energy. G-1 ARI1Y ENERGY COSTS 2588 / s I N H I L L I 0 N s 2258 2888 1758 1588 1258 1888 758 588 258 8 / / ,-_,' ' l/ / / / / ENERGY t1ANAGEt£NT I COST AVOIDAta I I ·······•··········· I I I / / / / / / ... ....... ,. ...... / / / 76 78 88 82 84 FISCAL YEAR COST If ~. LEVELS HAD RDIAINED AT 1973 LEVELS AC1UAL COST llnH REDUCED CONS. DUE TO ENERGY ttANAGDtENT COST TOTAL ARMY ENERGY FUEL COST WITH FISCAL YEAR "O" BTU GROWTH 73 74 75 76 77 78 79 80 81 82 83 84* 85* TOTAL Note: 379 H 454 H 714 H 788 H 866 M 1,030 H 1,299 M 1,867 M 2,105 H 2,141 H 1,995 H 2,229 H ~ 18,341 H * Projected ACTUAL FUEL COST COST AVOIDANCE 379 H 417 H 37 H 575 H 134 H 601 H 187 M 633 H 233 H 758 H 272 M 942 H 357 H 1,290 H 579 H 1,470 H 635 H 1,580 M 561 M 1,470 H 525 H 1,520 H 709 H 834 H 13,275 H s:o66i1 ~ G-2 ARMY END-USE OF ENERGY RESOURCES COST** $506 $99 $9 PROPANE $11 PURCHASED STEAM $190 $655 $252 $403 $1,470 * ** ELECTRICAL ENERGY GENERATION 97.05* 38.9% 1.58 * .6% 1.10 * .4% cti1lL NATURAL GAS 38.94 * 15.6% J PETROLEUM FUELS 86.73* 34.7% Consumption 1n Cost in Millions FACILITIES: • RESIDENTIAL • COMMERCIAL • INDUSTRIAL 140.16 56.1% • AVIATION • MOBILITY GAS • MOBILITY DIESEL 4 1.11 16.5% TBtu G-3 ARMY ENERGY CONSUMPTION VS COST 1899 PRO'-'ECT c 0 s T teaa 14BB G .. A N D 12B0 G) I,. c 0 N s u M p T :r 0 N taaa 8aa eaa 4B0 2BB a I FY 73 FY I 76 FY 79 FY 80 FY 81 FY 82 FY 83 FY 8-4 FY 86 ~~ :/:'c.:~;/-'';7,:,. ;-::..-: TRILLION BTU'S C IN MILLIONS FISCAL YEAR