Best Practice Guide

Food and Beverage Growers and Processors

Introduction

Planning an Energy Program

Getting Started

Assessing Energy Performance

Energy Audits

Energy Policy

Energy Teams

Energy Action Plan

Measurement and Verification

Certification Programs

Funding and Approval

Commissioning

On-the-Farm Energy Use

Lighting

Building Envelope

Central HVAC System

Boilers

Steam

Combined Heat and Power

Compressed Air

Refrigeration

Motors

Demand Response

Distributed Generation

Water Use


Fetzer Vineyard

J Vineyards and Winery

Mission Foods

S. Martinelli and Company

Sara Lee

Vineyard 29


View the Glossary

Planning an Energy Program

Energy Teams

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After adopting an energy policy, the next step is to bring together the knowledge needed to develop and execute the energy action plan.

Consider goals and objectives. when deciding whom among staff to include. For example, if air quality concerns are high among the priorities, then recruit staff familiar with the existing heating, ventilation, and air conditioning (HVAC) system. Inclusive teams that recruit representatives from a wide cross section of company units might come up with especially innovative and unexpected ideas and be particularly well suited for establishing a broad base of support for the energy program. Smaller, more focused teams, on the other hand, might minimize staff resources or be easier to coordinate, saving time and money.

External partners are another source of expertise and capabilities. Local utilities, for example, offer a range of services and programs that are often free of charge or tied to rebates. Similarly, third-parties, like architecture and engineering firms, building contractors, and owner's representatives, might be able to provide specialized services that in-house staff do not have the time or capacity to perform. Some even offer performance guarantees that limit financial risk. Energy services companies (ESCOs) bundle services, equipment purchases, and financing into a single package, which might pay for building strategies that would otherwise be cost prohibitive. Facility staff working with external partners tend to pick up new technologies and techniques, further developing the skills of in-house staff.

Leverage the expertise of individual team members to make the most effective use of time and money. It may make sense to involve several employees in the initial stages of planning, for example, since they have intimate knowledge of problem areas and opportunities. Later on, reduce the number of team members to only those who work directly installing, maintaining, or operating building equipment systems. Likewise, an energy consultant can be a valuable resource to help identify problems and recommend solutions, but in-house staff may be better suited and less expensive to implement plan options.


Resources

California Energy Commission, Summary of Energy Services Companies Summary of Responses. January 2005. Includes partial list of ESCOs operating in California.

BPG Appendix 2: Guidelines for Contracting Energy-related Services (PDF download, 120 KB)