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Public and Institutional Markets for ESCO Services: ComparingPrograms, Practices and Prformance

Description: Throughout the U.S. energy services company (ESCO) industry's history, public and institutional sector customers have provided the greatest opportunities for ESCOs to develop projects. Generally speaking, these facilities are large, possess aging infrastructure, and have limited capital budgets for improvements. The convergence of these factors with strong enabling policy support makes performance contracting an attractive and viable option for these customers. Yet despite these shared characteristics and drivers, there is surprising variety of experience among public/institutional customers and projects. This collaborative study examines the public/institutional markets in detail by comparing the overarching models and project performance in the federal government and the ''MUSH'' markets municipal agencies (state/local government), universities/colleges, K-12 schools,and hospitals that have traditionally played host to much of the ESCO industry's activity. Results are drawn from a database of 1634 completed projects held in partnership by the National Association of Energy Services Companies and Lawrence Berkeley National Laboratory (the NAESCO/LBNL database), including 129 federal Super Energy Savings Performance Contracts (ESPC) provided by the Federal Energy Management Program (FEMP) (Strajnic and Nealon 2003). Project data results are supplemented by interviews with ESCOs.
Date: March 1, 2005
Creator: Hopper, Nicole; Goldman, Charles; McWilliams, Jennifer; Birr,Dave & Stoughton McMordie, Kate
Partner: UNT Libraries Government Documents Department

Personal observations on interdisciplinarity

Description: The author's assignment was to report on how I{sup 3} relates to professional societies and journals he has known, a not unreasonable request given past associations with the Materials Research Society (MRS) and its journal, JMR, particularly in their more formative years. Some recollections and some comments on current postures of MRS and JMR will be found in the section following. There are manifold anecdotes one might relate about overcoming (or not) barriers raised by disciplinary preconception and much revered institutional norms. But to what end? On recalling his own involvements and on trying to discern the common elements, the author concludes that lessons learned from such accounts are, at the detail level, too situation-specific to be generally useful while at the same time being easily generalized to a few tenets that most of us by now find obvious in principle but that provide no actionable roadmap for implementing I{sup 3} in a specific new arena. How can that be? Other contributors are submitting the I{sup 3}R challenge to scholarly analysis and reporting on significant impediments and enviable achievements. He notes that the common themes permeating the entire discussion reduce to a few fundamental aspects of human nature well known and ubiquitous not merely in the universe of science, technology and research, but in broader society. He feels it is important not to lose sight of this as one examines I{sup 3} problems and solutions, for it is often the larger context that rises to thwart the best of local intentions. He feels that humans are a risk averse species. This translates into resistance to change and thus to institutional inertia. When taken in concert with the subjective propensity to categorize and the objective need at any given stage of development to parse complex systems into manageable subunits, it becomes ...
Date: October 11, 1999
Creator: Kaufmann, E. N.
Partner: UNT Libraries Government Documents Department

Factors favorable to public participation success

Description: Categories of factors linked to successful public participation (PP) program outcomes include PP process, organizational context, sociopolitical context, strategic considerations and unique (special circumstances) factors. We re-order the long list factors according to how essential, important, and unique they are and discuss their significance and interrelationships. It is argued that bureacratic structure and operational modes are basically in conflict with features of successful PP programs (openness, two-way education, communication with nonexpert outsiders). If this is so, then it is not surprising that the factors essential for PP success in bureacracies involve extraordinary management efforts by agencies to bypass, compensate for, or overcome structural constraints. We conclude by speculating about the long-term viability of PP practices in the agency setting as well as the consequences for agencies that attempt the problematic task of introducing PP into their complex, mission-oriented organizations.
Date: May 1, 1996
Creator: Peelle, E.; Schweitzer, M.; Munro, J.; Carnes, S. & Wolfe, A.
Partner: UNT Libraries Government Documents Department

Kyiv institutional buildings energy efficiency program: Draft procedures

Description: The Kyiv Institutional Buildings Energy Efficiency (KIBA) Project is being conducted to support the development of a program to improve the energy efficiency for heat and hot water provided by district heat in institutional (education, healthcare, and cultural) buildings owned and operated by State and Municipal Organizations in the City of Kyiv, Ukraine. KIBA is funded by the US Department of Energy and is being conducted in cooperation with the World Bank and the Ukrainian State Committee for Energy Conservation. This document provides a set of draft procedures for the installation of the efficiency measures to ensure that the quality of the installations is maximized and that cost is minimized. The procedures were developed as an integrated package to reflect the linkages that exist throughout the installation process.
Date: September 1, 1998
Partner: UNT Libraries Government Documents Department

Performance Contracting and Energy Efficiency in the State Government Market

Description: There is growing interest in energy efficiency (EE) among state policymakers as a result of increasing environmental concerns, rising electricity and natural gas prices, and lean economic times that motivate states to look more aggressively for cost-saving opportunities in public sector buildings. One logical place for state policymakers to demonstrate their commitment to energy efficiency is to 'lead by example' by developing and implementing strategies to reduce the energy consumption of state government facilities through investments in energy efficient technologies. Traditionally, energy efficiency improvements at state government facilities are viewed as a subset in the general category of building maintenance and construction. These projects are typically funded through direct appropriations. However, energy efficiency projects are often delayed or reduced in scope whereby not all cost-effective measures are implemented because many states have tight capital budgets. Energy Savings Performance Contracting (ESPC) offers a potentially useful strategy for state program and facility managers to proactively finance and develop energy efficiency projects. In an ESPC project, Energy Service Companies (ESCOs) typically guarantee that the energy and cost savings produced by the project will equal or exceed all costs associated with implementing the project over the term of the contract. ESCOs typically provide turnkey design, installation, and maintenance services and also help arrange project financing. Between 1990 and 2006, U.S. ESCOs reported market activity of {approx}$28 Billion, with about {approx}75-80% of that activity concentrated in the institutional markets (K-12 schools, colleges/universities, state/local/federal government and hospitals). In this study, we review the magnitude of energy efficiency investment in state facilities and identify 'best practices' while employing performance contracting in the state government sector. The state government market is defined to include state offices, state universities, correctional facilities, and other state facilities. This study is part of a series of reports prepared by Lawrence Berkeley National ...
Date: November 14, 2008
Creator: Bharvirkar, Ranjit; Goldman, Charles; Gilligan, Donald; Singer, Terry E.; Birr, David; Donahue, Patricia et al.
Partner: UNT Libraries Government Documents Department

Pennsylvania life cycle costing manual

Description: Until the 1970s, it was commonplace for institutions and governments to purchase equipment based on lowest initial (first) costs. Recurring costs such as operational, maintenance, and energy costs often were not considered in the purchase decision. If an agency wanted to buy something, it published specifications and requested bids from several manufacturers. Often, the lowest bidder who met the specifications won the job, with no consideration given to the economic life of the equipment or yearly recurring costs such as energy and maintenance costs. The practice of purchasing based on lowest initial costs probably did not make good economic sense prior to 1970, and it certainly does not make good sense now. The wise person will consider all costs and benefits associated with a purchase, both initial and post-purchase, in order to make procurement decisions that are valid for the life of the equipment. This describes a method of financial analysis that considers all pertinent costs: life cycle costing (LCC).
Date: February 1, 1996
Partner: UNT Libraries Government Documents Department