Department of Defense Energy Manager’s Handbook phần 2 pptx

• Keep track of energy projects funding status.

Program Management:

• Establish a peak load-shedding program.

• Establish and promote an energy awareness program.

• Manage an energy audit program.

• Monitor ECIP, Family Housing, and O&M energy projects.

• Monitor preventive maintenance programs.

• Initiate a base metering program.

• Participate in DSM programs.

• Procure energy-efficient supplies and equipment

replacements.

• Implement ESPC and UESC.

Administrative:

• Prepare DUERS reports.

• Establish and communicate base energy policies.

• Serve as the Energy Management Team secretary.

• Prepare an annual point paper for facility energy program.

• Prepare an energy award program.

• Participate in utilities contract negotiations.

• Review and evaluate energy suggestions.

Because energy managers play a key role in the success of resource

management for an installation, they must be familiar with the procurement,

storage, distribution, and end use of all fuels, other forms of energy, and

water. They should also maintain complete files of applicable energy policies,

regulations, and instructions that might further the effective use of all forms

of energy and water. The energy manager should be familiar with all current

DoD and Service-specific directives relating to energy and water resource

management. Formal planning is the means by which conservation efforts

may be implemented, changed, and evaluated in an orderly and timely

manner. Accordingly, the energy manager should maintain a formal long- and

short-range conservation plan that includes performance-oriented goals for

the command. These plans should specify reduction goals for both overall and

elemental energy and water consumption. Once these goals are achieved, new

and more demanding ones that are reasonably attainable should be

established.

3.4. Installation Commander

The installation commander sets the tone for energy and water conservation.

Although the energy manager is responsible for coordinating and

orchestrating conservation efforts, the commander must make the sometimes

difficult decisions to implement projects that will save energy and water.

With the commander's approval, the resources of base organizations can be

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tapped. An installation commander's strong support for conservation efforts

will make a big difference in setting budget priorities. Higher priority for

conservation (over other mission needs) will ensure greater funding, more

personnel, and more of the commander's personal attention.

The senior commander at the base should be informed and briefed about the

resources management program. To gain support from installation

commanders, energy managers must convince commanders of the benefits of

conservation.

3.5. Installation Energy Management Team/Steering

Group/Board

3.5.1. Function

Each installation has a clear chain-of-command structure that defines

the authorities, spans of control, and responsibilities. Under that

management structure, energy managers are at least four management

levels from installation commanders. Having many layers of

intermediate supervision does not help in keeping conservation issues

visible to installation commanders. Conservation issues can often be

deferred from being discussed at the command leadership level by

intermediate supervisors.

Understanding an installation's organizational structure is important in

communicating conservation program goals to the EMT because the

energy manager must draw personnel from various organizations to

support installation-wide energy programs. Members of the EMT

should be senior representatives from various organizations that have

different mission requirements; their differences will be reflected in

their varying energy consumption patterns. Although they may not

have technical knowledge about energy or water conservation, they

can be instrumental in implementing a program for their own

organization, and they serve as valuable points of contact for energy

managers.

The function of the EMT should be an advisory one rather than a

corporate decision-making one. The EMT is a good forum in which to

propose and evaluate ideas. It acts as a kind of “sounding board"

before decisions are made. Attempts to use the EMT as a decision￾making body create an unnecessary administrative burden that will

slow down energy conservation efforts. All major policy and budget

decisions should be made by installation commanders or their

designated deputies. Minor operational decisions should be made by

installation energy managers. Through EMT channels, energy

managers can have direct access to installation commanders to help

manage conservation efforts.

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