Successful Public Private Partnerships Lesson Learned; 3rd Party Financing, Design, Construction, Operations & Maintenance of Combined Heat & Power Plant and Campus Wide Distribution Utilities. If I knew then… experience of a former energy services performance contractor Big 10 and Friends 1 9/21/2015
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Successful Public Private Partnerships Lesson Learned; 3rd Party Financing, Design, Construction, Operations & Maintenance of Combined Heat & Power Plant and Campus Wide Distribution Utilities.
If I knew then… experience of a former energy services performance contractor
Big 10 and Friends 19/21/2015
If I knew then what I know nowConfession No. 1
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For Every Project that was successful there are 5 that were not!
Big 10 and Friends
DC Water Blue Plains AWTP Cogen
British Embassy Chancellery Cogen
Atlantic City Convention Center Solar
Bethlehem Landfill Gas
Eastern Landfill Gas
NIH Cogeneration Project
2012 Design, installation, commissioning and operations & maintenance of the DC Water Cogeneration project at the Blue Plains Advanced Water Treatment Plant.
Construction: $ 83,000,000 O&M: $ 83,000,000
2011 Design, construction and commissioning of a cogeneration plant at the Connectiv Thermal Central Utility plant in Atlantic City, New Jersey. Project Value: $ 14,000,000
2010 Design, installation, commissioning and operations & maintenance of the British Embassy Cogeneration Project. The project consisted of a gas fired 250 kW Man E 2842 E312 IC engine, a complete renovation of the embassy central plant
Project Value: $ 9,500,000
2009 2.5 MW solar power installation on the roof of the Atlantic City Convention Center,
2008 Permitting, design, construction and commissioning of a 5 MW Solar Taurus 60 combustion turbine for the landfill gas to energy project at the Bethlehem Landfill in Bethlehem,Pennsylvania.
2006 Permitting, design, construction and commissioning of 3 1-MW Waukesha engines for landfill gas to energy project at Eastern Landfill in Baltimore, Maryland.
2007 The design, installation and commissioning, and maintenance of the North Carolina Department of Administration Thermal Energy Storage System. Project Value: $ 22,000,000
2001 to 2005 National Institutes of Health Cogeneration System. (23 MW Electric/ 180,000 pph Steam) The project is a design/build/operate performance contract with 10-year O&M Project Value: $ 38,000,000.
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Campus
• Campus– 12 million square feet– Infrastructure 50 + Years (Steam, Electric)– 300 + Buildings– Adding New Facilities (LEED Silver)
• Physical Sciences Complex -200,000 SF (2014)• Prince Fredrick Hall-200,000 SF (2014)• Edward St. John (2016)• A. James Clark Hall (2016)• Iribe Computer Sciences
• Reduce electricity use 20% by 2020
• Carbon neutral new construction and renovations • Eliminate carbon emissions from purchased electricity: 2020
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President’s Energy Initiatives
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No Donor's Plaque for Utilities
PPP Background at UMCP
• Private Public Partnership began 1999
• Nominal 27 MW Cogeneration Plant
• 2 GE PGT 10 GTs, No longer supported by OEM
• Existing Plant 1930s
• Campus Steam Distribution System (50 years)
• Campus 13.8 kV Electrical Distribution System
• 10,000 Chilled Water Plant and distribution to buildings
• Off Balance Sheet through MEDCO operated by Suez GDF
• Contract Expires 2019
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Cogeneration System at UMCP
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Project Drivers
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Prerequisites
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Successful 3 rd Party
Project
Scope
Energy Savings
RiskSchedule
Performance
9/21/2015
Lessons Learned
• Setting expectations.
• Understand the remaining life and existing conditions.
• Hire a competent 3rd party to asses the physical conditions of your assets.
• Understanding the underlying economics.
• Developing the business case.
• Constructing a program with a manageable risk.
• Ensuring that the facility is actively involved in managing the asset.
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Prerequisites
Big 10 and Friends9/21/2015
If I knew then what I know nowConfession No. 2
I was a lead on the team that lost this project in 1999, if I only knew then what I know now!
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Expectations
• Realistic timeframe for working in your culture. (Schedule)
• Making sure that all stake holders are working together.
• Having a team ready to manage the project from cradle to grave (Design through Operations).
• This will not solve all of our lack of capital, deferred maintenance and energy security issues?
• Is a decision maker a project champion?
• There is no such thing as a free lunch.
• If it sounds too good to be true it is.
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Shared Goals
Campus Community
Stakeholders
Commitment of Resources
Champions
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Campus Community• Rebates to Colleges for Conservation• Sponsor Energy Awareness
Competition amongst students and colleges
Commitment of Resources• Monetize energy savings and
carbon reductions• Take advantage of utility rebates• Commit capital funding when
justified by Life Cycle Cost Savings and simple payback
• Use grants and tax free financing
Champions• Commitment of resources• Public support/Walk the talk• Accountability• Provide personnel
Stakeholders• Coordinate across groups• Maintain existing facility
systems• Commit dedicated personnel
One Group or Organization Cannot Be Successful!
Big 10 and Friends9/21/2015
Understanding the Economics of a Long Term Agreement
• 3 rd Party Agreements. – Financial–Operations and Maintenance
• How does the local energy market work? (Import/Export)
• Understanding the “spark spread” and how the asset will fit into the overall energy procurement overall strategy?
• What can you monetize?• How much deferred maintenance is part the facility?• Is the goal economic or energy security?• How much value is left at the end of the contract.
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Structure the Program to Meet the Financial Goals
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Develop Program with Manageable Risk
• Do not pass risk to the 3rd party that can’t be quantified or controlled– Examples
• Performance?
• Schedule?
• Unknown conditions?
• Deferred Maintenance Backlog?
• Energy Security?
• Regulatory ?
– Air Permits
– Utility Rates/Interconnection
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RISK
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Deferred Maintenance
Challenge
• Ensure that a transition plan is in place prior to 2019 when the MEDCO contract expires.
• Fund as much performance improvement and utility distribution system replacements that are near or at the end of their useful life with savings.
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Plan
• Explore renewal of public private partnership with MEDCO under the existing contract for additional 20 years (Phase 2)– From Present thru 2019
• Fund system condition assessments and build business case, Return on Investment and Life Cycle Costs of various options. 75% Complete
• Develop contract for renewal of 3rd party operations including; capital improvements during the term, performance metrics and assets valuation at contract completion.
• Fund Investment Grade Analysis of improvements prior to contract expiration.
– After 2019
• Fund utility improvements after 2019 using current capacity charge of $ 12.5 million per year, savings and capital infusion.
• Series of multiyear programs.
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Case Studies
• Ones that worked.
• One that did not.
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Pepco Energy Service Atlantic City New Jersey
Installing a New 6 MW CHP System
In An Existing District Energy Plant
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A Success Story
Atlantic City District Energy SystemAgenda
• District Energy System Overview• Central Plant Overview• Decision to Install Cogen• Project Development Approach• Plant Design• Plant Construction • Construction Highlights• Plant Performance
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Atlantic City District Energy System
• Energy Distribution System• 4 miles of steam/CHW piping
• Fiber optic controls throughout system
• Chilled Water• 27,300 gpm, 41oF
• Steam System• 175 psig, Saturated steam
• Customers Served• 7 Casino Facilities + AC Boardwalk Hall
• Satellite Plants• Support system during peak load
• Bally’s Park Place
Energy Distribution System & Satellite Plants
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Atlantic City District Energy System Energy Distribution System
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Atlantic City District Energy System
• Existing Central Plant • Built in 1998• Initial cost $106M• Partial Funding by NJ Thermal
Energy Facility Program• District Energy Plant
• Three 70,000 pph steam boilers• 210,000 pph total capacity
• Fourteen Centrifugal Chillers• 18,000 tons total capacity
• 1 MW Emergency Generator• Three independent electrical
feeders
Midtown Thermal Control Center (MTCC)
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Atlantic City District Energy System
• Plant Staffing• Plant & Maintenance Mgr.• 10 Full time Operators
• PES Responsibilities• All plant modification &
improvements• All customer metering & billings• All permits & environmental
reporting• Plant & System Maintenance
• Maximo used for maintenance
Midtown Thermal Control Center (MTCC) - Operations
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Atlantic City District Energy System Decision to Install Combined Heat & Power
Pricing at time of decision: $6.79/MMTBU; $0.12/kWH
• Increase Revenue• Local Electric Deregulation
• Viable market for excess power
NPV Sensitivity to Change in Market Prices
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Atlantic City District Energy System
Pepco Energy Services . . .• Served as General Contractor• Subcontracted Engineering &
Construction• Responsible for all Permits• Procured Major Equipment
• Dual Fuel Gas Turbine Generator• Heat Recovery Steam Generator
and SCR• Managed Startup & Commissioning
• 3rd Party Commissioning Agent
CHP Project Development Approach
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CHP available for energy dispatch
• Gas turbine operates to meet MTCC electric demand• Operate at 100% load; export surplus based on LMP• If MTCC demand > 100% GT load Purchase from grid
• HRSG operates to meet MTCC steam demand• Steam demand is always > GT full load unfired output
• HRSG duct burner fired to increase steam output
• If MTCC steam demand > fired HRSG fire supplementary boilers
CHP Plant Operating Dispatch
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Atlantic City District Energy System
Successfully overcame risks
• Interconnection agreement delayed• Construction permits delay
• City permits - delayed• DCA NJ/AC – jurisdiction turf war
– Existing steam and chilled water distribution in tunnels.
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NIH and PES Partnership
• Pepco Energy Services– 3rd Party Finance.– Engineer/Procure/Construct.– 10 Year Operate & Maintain/ Transfer Operation to NIH After 10 Years.
• Took CHP Plant Efficiency Risk• Took Reliability Risk
– 10 Year Performance, Electricity and Steam Supply Contract.– Provision for Additional Steam from Temporary Boilers If Necessary.– Interconnection to NIH Electrical Distribution System all behind meter.– Coordinated Air Permit Compliance and Testing with NIH Title V.– Complement of Overall NIH Utility Plant Upgrade.
• NIH– Provided Air Permit and Utilities from NIH Central Plant.– Provided business case.
• 24/7, 365 operation sized to produce maximum steam output without duct firing.
– Defined Risk.– Defined essential project requirements, but did not dictate details.– Took purchased natural gas using block and index, took commodity risk.