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The base is no stranger to implementing energy efficiency measures, utilizing the ESPC procurement vehicle to do so. Over the last twenty years, Hill AFB has executed six task orders: three with Honeywell and three with Ameresco.
One of the ESPCs was the first contract under DOE’s alter-native fuels ESPC contracts.
Other projects include infrared heating, large-scale light-ing, and a small solar array that captures another 211 kilo-watts of electricity.
These contracts were initially executed in the early 2000s and are coming to the end of their lifecycle. One expired last year, and Hill AFB bought out three more to prepare for an-other ESPC. The final two contracts with Ameresco are still active; the most recent ESPC with Energy Systems Group is in the construction phase.
Nickolas King is the base energy manager and is also the contracting officer representative for the ESPC installation. As the single point of contact for ESPC-related issues, all submittals, questions, approvals, commissioning sign off efforts, and day-to-day management of the contracts are his responsibility. He reports directly to the contracting officer at DLA Energy, who provides contracting support. In this inter-view, King shares his experience working on an award-winning energy savings performance contract.
In addition to expertise, the cost is a constant priority. We are not the final say on procurement price at the in-stallation level, but we always keep in mind that we are spending tax dollars. We try to strike a balance between good stewardship of those resources while achieving the best overall outcome for the project. We take our due dil-igence seriously to avoid a situation where we have paid a lot of money for something that does not end up working as well as we had expected.
Another thing we look for in a winning bid is a compa-ny that has a well-developed project management team. We have learned the value of having a fully developed commissioning plan in place before the project is award-ed: this should be one of the top priorities and never an afterthought. A good ESCO team is heavily involved throughout the entire process, from project development to commissioning.
Robert Phillips is the lead ESG operations manager for the Hill AFB ESPC. Phillips and his team, led by project man-ager Pat Roemer, strategized, scheduled, and executed the implementation of the seven Energy Conservation Measures (ECM) that make up the 91.1 million-dollar project.
The planning phase involved strategically drafting both a short and long-term schedule that governed both
Throughout the planning process, one of the crucial fac-tors the team had to incorporate into their plans was how the ECM implementations impacted the normal operations tempo of the Air Force base. Many areas of the installation involved restricted access for either the building itself or the
The ECM priorities were determined by starting with pro-jects that would provide the most immediate savings with the least amount of effort. In this case, the first ECM slated for completion was LED lighting retrofits, which encompassed 300 buildings across the base. Once the LED lighting ret-rofit ECM was underway, the team began the second phase of planning.
The second phase involved a tremendous amount of time and detail for several reasons. First, one of the factors the
The third phase focused on buyouts. Roemer looked at all of the ECMs and evaluated them based on how long their lead times were, the engineering duration for each one, and how all of the factors impacted pricing. He created an overall priority matrix that determined his team’s buyout approach, and the effort proved to be tremendously successful.
Although the project was both long and complicated, Phil-lips’ guidance ensured success. His “can-do” attitude that treated each obstacle as an opportunity was often the dif-ference between consistently completing project stages on-time and getting bogged down in the details. “You always end up getting a mix of easy and hard, and you work your way through it,” he said.
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