47 STRATEGIC ENERGY MANAGEMENT PLAN (SEMP) 2023/24 Justice Institute of British Columbia Senior Management Support: Mike Proud, Vice President, Finance & Operations Signature: signed Mike Digitally by Mike Proud Date: 2025.03.21 Proud 08:54:56 -07'00' Partnering with: Mar 24, 2025 TABLE OF CONTENTS 1. EXECUTIVE SUMMARY .................................................................................................. - 1 - 2. INTRODUCTION ............................................................................................................. - 2 - 3. OUR COMMITMENT ...................................................................................................... - 3 - 3.1 3.2 3.3 ENERGY COMMITMENT ........................................................................................................ - 3 CLIMATE CHANGE COMMITMENT........................................................................................... - 3 WHY ENERGY MANAGEMENT IS IMPORTANT TO US .................................................................. - 3 - 4. OUR ORGANIZATION..................................................................................................... - 5 - 4.1 4.2 4.3 4.4 ORGANIZATIONAL PROFILE .................................................................................................... - 5 FINANCIAL .......................................................................................................................... - 6 FACILITY PROFILE ................................................................................................................. - 6 KEY PERFORMANCE INDICATORS ............................................................................................ - 7 - 5. UNDERSTANDING OUR SITUATION .............................................................................. - 8 - 5.1 5.2 5.3 5.4 5.5 UTILITY METERS .................................................................................................................. - 8 UTILITY CONSUMPTION AND COSTS ........................................................................................ - 8 BASE PERIOD SELECTION..................................................................................................... - 11 ENERGY BREAKDOWN ........................................................................................................ - 12 BENCHMARKING................................................................................................................ - 13 - 6. OUR ACTIONS .............................................................................................................. - 14 - 6.1 6.2 ANNUAL GOALS AND OBJECTIVES ......................................................................................... - 14 PLANNED ACTIONS ............................................................................................................ - 16 6.2.1 Potential Projects ............................................................................................ - 16 6.2.2 Projects Completed ......................................................................................... - 17 - 7. MONITORING AND REPORTING – HOW ARE WE DOING? ......................................... - 19 - 7.1 7.2 ENERGY SAVINGS .............................................................................................................. - 19 AVOIDED ENERGY COST ...................................................................................................... - 23 - 8. COMMUNICATIONS..................................................................................................... - 25 - 9. FUTURE TARGETS: JIBC’S PATH TO NET ZERO ............................................................ - 26 - 10. ADAPTATION TO CLIMATE CHANGE ................................................................................ 27 11. APPENDIX – STAKEHOLDERS ............................................................................................ 28 12. APPENDIX – BCH: ENERGY MANAGER ASSESSMENT FORM – SELF EVALUATION ......... 29 SEMP prepared with the assistance of Prism Engineering Ltd. Strategic Energy Management Plan – March 2025 1. EXECUTIVE SUMMARY This Strategic Energy Management Plan (SEMP) supports the Justice Institute of British Columbia’s (JIBC) commitment to energy efficiency and conservation by providing a framework for reducing energy consumption and its associated environmental impact. This SEMP includes a specific energy reduction target: JIBC will reduce campus energy intensity in existing buildings (New Westminster and Maple Ridge) by 44% from 2008/2009 fiscal year levels by the end of the 2029/2030 fiscal year with cost-effective energy management initiatives. To achieve the reduction target, JIBC will undertake cost-effective energy management initiatives. In addition to energy savings potential, the initiatives will also be selected based on non-energy benefits, including occupant comfort, equipment reliability, maintenance costs, and operational improvements. JIBC has spent approximately $1,866,600 to meet this target in the last ten fiscal years (2014/15 to 2023/24). Decarbonization and continuous optimization studies are underway at the New Westminster and Maple Ridge campuses to identify opportunities to reduce carbon footprints and improve energy efficiency. Upon completion, these studies will recommend potential measures for implementation in 2025/2026 and 2026/2027, helping to drive innovative solutions and meaningful progress toward achieving JIBC’s environmental goals. Strategic Energy Management Plan – March 2025 Page 1 2. INTRODUCTION This SEMP supports JIBC’s commitment to energy efficiency and conservation by providing a framework for reducing energy consumption and its associated environmental impact. The SEMP includes a specific energy reduction target and an action plan for achieving the target. By implementing the actions detailed in this SEMP, JIBC demonstrates leadership through innovation and accountability for the resources it uses as an organization. Further, JIBC is also reducing its exposure to energy cost escalations, demonstrating environmentally responsible development, and reducing its reliance on the Province’s energy infrastructure. An internal review of facilities operations conducted in 2017/18 identified the need for external support for energy management activities, including developing a strategic energy management plan. JIBC joined BC Hydro's Energy Manager Associate Program in March 2019 to address those needs. To assist JIBC with energy management, Prism Engineering conducted energy audits for the New Westminster and Maple Ridge campuses in 2018/19. The audits identified opportunities for energy-related facility enhancements and organizational behavioural improvements. In 2019/20, retro commissioning studies were carried out to identify deficiencies in the operation of mechanical systems and related controls and determine opportunities for corrective actions and other improvements that reduce energy consumption and demand and increase occupant comfort. The areas for improvement identified in the internal review, the energy audits and retro commissioning include: x Quantify past energy conservation activities; create an organizationwide directive, the SEMP; communicate and report on the SEMP; update the SEMP. x Develop a target; develop specific Key Performance Indicators (KPIs); incorporate operational parameters; communicate to public and technical audiences; develop a procedure and follow up on out-ofvariance sites. x Identify systems where upgrades can be performed; execute work scopes, including energy baseline studies and analyze results; maintain and prioritize project lists; plan for capital projects; and review with senior management. x Obtain approval for the Energy Manager position, train the energy manager, assign tasks to the Energy Manager, and establish a working committee. x Evaluate past activities; determine avenues for communications and available resources; plan and deliver communications; encourage curriculum; communicate quantified savings, the SEMP, externally; create feedback mechanism; and develop acknowledgement program. 1. Policy 2. Targets / Reporting 3. Plans / Actions 4. Teams / Committees 5. Employee Awareness This SEMP provides the framework required to link all aspects of energy management at JIBC together and give strategic direction for JIBC to succeed in meeting its reduction target. Strategic Energy Management Plan – March 2025 Page 2 3. OUR COMMITMENT 3.1 Energy Commitment By signing this SEMP, JIBC’s Vice President, Finance & Operations, Mike Proud, signifies JIBC’s commitment to energy conservation. 3.2 Climate Change Commitment Under the Carbon Neutral Government Regulation of the Greenhouse Gas Reduction Targets Act, JIBC reports emissions to the British Columbia Climate Action Secretariat and purchases credits to offset these emissions. As part of this, JIBC prepares a Climate Change Accountability Report (CCAR) each year, outlining efforts undertaken and planned to reduce carbon emissions. By definition, JIBC is carbon neutral through the purchase of offsets. These reports can be found at: https://www.jibc.ca/about-us/strategic-plans-reports https://www2.gov.bc.ca/gov/content/environment/climate-change/public-sector/cnar/annualreports-cnars-table 3.3 Why Energy Management is Important to Us There are multiple commitments and reasons why energy management is important to JIBC. JIBC strives to create and maintain a supportive learning environment that incorporates sustainability principles in our operations. Sustainability is defined as meeting today's needs while not compromising future generations' needs. JIBC is committed to meeting or exceeding regulatory requirements and good organizational practices to support sustainability goals. JIBC is committed to the continual proactive improvement of operating practices. To fulfil these goals, JIBC is committed to: x x x x x x x x x x x x Ensuring an environment of inclusivity and respect for all students, staff and visitors; Being a responsible neighbour and contributing positively to the local and regional community; Minimizing noise pollution and other statutory nuisance; Protecting students, staff and visitors with comprehensive health and safety practices; Responsible resource consumption; Green and, where practicable, local procurement practices; Sustainable waste management practices which follow the waste hierarchy (reduce, reuse, and recycle); Implementing energy efficiency initiatives and reducing emissions to air where possible; Minimization and responsible use of hazardous materials; Supporting sustainable transportation for students and staff; Sustainable water consumption and waste-water management; and Respecting the local environment, including habitat and wildlife. Strategic Energy Management Plan – March 2025 Page 3 Furthermore, energy management also allows JIBC to: x x x x x x x x Reduce operating costs through energy conservation and efficiency; Minimize the environmental impact of our organization; Reduce greenhouse gas emissions – of global importance; Reduce exposure to energy cost escalations; Reduce reliance on the Province's energy infrastructure; Demonstrate effective management of resources; Promote our successes to the public and other colleges and universities; and Strive towards educating those who will shape the future of our community, province, and country on the importance of managing the resources we use. Strategic Energy Management Plan – March 2025 Page 4 4. OUR ORGANIZATION 4.1 Organizational Profile Justice Institute of British Columbia (JIBC) is a public, postsecondary educational institution founded in 1978. JIBC is Canada's leading public safety educator with a mission to develop dynamic justice and public safety professionals through its exceptional applied education, training, and research. Each year, more than 45,000 students study at JIBC’s six campuses in British Columbia (BC) through online distance education and at locations in more than 130 BC communities and sites across Canada and worldwide. The New Westminster Campus is the main administrative campus, and the Maple Ridge Campus is a regional campus. Both campuses are included in this SEMP. JIBC also has campuses in Chilliwack, the Okanagan, Pitt Meadows, and Vancouver Island. The energy consumption of these other campuses is not included in this SEMP. Table 1: Organization Profile Organization Profile P E O P L E Sector Education (postsecondary) FTE students Number of Full-Time Equivalent (FTE) Students (2023/24): Energy Management Issues / Obstacles 1,095 FTE Students ƒ ƒ ƒ ƒ O P E R A T I O N S Core Business Metrics Number of Sites: - New Westminster Campus 17,652 m2 - Maple Ridge Campus 2,215 m2 Availability of funding for energy efficiency projects, Limited sub-metering, particularly natural gas, Energy awareness and behavioural change amongst faculty, staff, and students, and Transient student population. 1. Building floor area (m2) 2. Full-time equivalent (FTE) students 3. Operating hours Business Year April 1 to March 31 Budget Cycle April 1 to March 31 Operations/Maintenance Budget (includes salaries, supplies, janitorial) * 2016/17: $1,786,678 2019/20: $2,112,038 2022/23: $2,442,872 2017/18: $1,805,777 2020/21: $2,239,656 2023/24: $2,672,789 2018/19: $1,912,475 2021/22: $2,465,930 Utilities Cost* (Elec, Gas) 2016/17: $260,000 2019/20: $233,500 2022/23: $316,800 2017/18: $251,000 2020/21: $223,000 2023/24: $305,700 2018/19: $302,000 2021/22: $279,700 Energy Efficiency Projects (Capital) 2014/15: $273,000 2019/20: $164,700 2022/23: $687,730 2017/18: $420,000 2020/21: $418,621 2023/24: $60,600* 2018/19: $0 2021/22: $211,000 *Only New Westminster and Maple Ridge campuses are included. Strategic Energy Management Plan – March 2025 Page 5 4.2 Financial Overall, in Fiscal 2023/24, JIBC expended $68,675 to install energy-efficient systems at its New Westminster and Maple Ridge campuses. These projects included feasibility studies for EV charging stations, lighting luminaire surveys and upgrades, HVAC equipment retrofits/upgrades, and heater interlocks and overrides for the MRC Pump House B. These projects were completed in March 2024. For subsequent years, JIBC’s Facilities Division will present a comprehensive list of projects from which the Institute can allocate funds during the capital budget process. The budget for energy projects will be allocated on a project-by-project basis, depending on the proposed payback and the available funds. 4.3 Facility Profile JIBC operates six campuses, as follows: x New Westminster x Maple Ridge x Chilliwack x Okanagan x Vancouver Island x Pitt Meadows Only the New Westminster and Maple Ridge campuses are included in this SEMP. Table 2 describes the two campuses in more detail. Table 2: Facility Profile for April 1, 2023, to March 31, 2024 (2023/2024 Fiscal) Campus Area (m2) Purposes New Westminster 17,652 Maple Ridge 2,215 Total 19,867 Annual Energy Consumption (ekWh) Annual Energy Cost ($) Energy Intensity (ekWh/m2) Main Building: Administration, Classroom and Gymnasium Blocks; Rix Building 3,501,000 $233,872 198 Administration, Classroom, Change Room, Laundry, Equipment Storage, Maintenance, Water Treatment Plants A & B Systems 778,000 $71,820 351 4,279,000 $305,692 215 Strategic Energy Management Plan – March 2025 Page 6 A summary of the energy intensities by energy source type is shown in Table 3. Table 3: Building Areas and Energy Data Summary (2023/2024 fiscal) New Westminster Site Name Floor Area m² Electricity kWh Electricity Cost New West – Electricity 17,652 1,325,400 $148,890 New West – Gas 17,652 - - ekWh / m² Cost $/m² 75 $8.43 $84,980 123 $4.81 Total ekWh=3,500,990 Total Cost=$233,872 198 $13.24 Floor Area m² Electricity kWh Electricity Cost Natural Gas GJ ekWh / m² Cost $/m² Maple R – Electricity 2,215 434,430 $56,970 196 $25.72 Maple R – Gas 2,215 - - $14,850 155 $6.71 Total ekWh=778,000 Total Cost=$71,820 351 $32.43 Floor Area m² Electricity kWh Electricity Cost Natural Gas GJ ekWh / m² Cost $/m² JIBC – Electricity 19,867 1,759,830 $205,860 88 $10.36 JIBC – Gas 19,867 - - $99,830 127 $5.02 Total Cost=$305,692 215 $15.38 TOTAL Natural Gas GJ 7,832 Natural Gas Cost Maple Ridge Site Name TOTAL 1,237 Natural Gas Cost Total Site Name Total ekWh=4,278,990 TOTAL 9,069 Natural Gas Cost *Only New Westminster and Maple Ridge campuses are included. 4.4 Key Performance Indicators The standard metric used as a key performance indicator (KPI) within the postsecondary education sector is the building area (m2). However, this alone only paints part of the picture, and to provide a metric which can be related to all levels of the organization, full-time equivalent (FTE) students are also analyzed, as noted in below. Table 4 below. Table 4: Energy Usage Intensity by Area and FTE Students Fiscal Year Total Energy Usage (ekWh) Area (m2) FTE Students ekWh/m2 ekWh/ FTE Student 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 4,151,600 4,232,350 3,895,100 3,872,977 3,860,881 3,661,420 4,182,101 3,831,394 3,708,108 3,588,513 3,507,692 4,028,939 4,287,489 4,278,985 19,867 19,867 19,867 19,867 19,867 19,867 19,867 19,867 19,867 19,867 19,867 19,867 19,867 19,867 763 926 904 949 1,031 988 1,113 1,120 1,068 1,006 593 804 976 1,095 209 213 196 195 194 184 211 193 187 181 177 203 216 215 5441 4572 4310 4081 3743 3704 3757 3422 3473 3566 5914 5014 4393 3,908 Strategic Energy Management Plan – March 2025 Page 7 5. UNDERSTANDING OUR SITUATION 5.1 Utility Meters JIBC does not currently have sub-metered buildings but has one electrical account and one natural gas account for each campus. Table 5: Utility Accounts Name Fuel Type Account Number Vendor Name Rate GAS- NEW WESTMINSTER Natural Gas 738252 Fortis BC Large Commercial GAS- MAPLE RIDGE Natural Gas 1043565 Fortis BC Small Commercial ELEC-NEW WESTMINSTER Electrical 1618056-0 City of New Westminster ELEC-MAPLE RIDGE Electrical 1232-7605-951 BC HYDRO Rate 1600 5.2 Utility Consumption and Costs Overall utility energy use and cost in 2023/24 for JIBC are noted in the pie charts below. As shown in Figure 1, at the New Westminster campus, electricity accounted for 37% of the total energy use but 57% of the overall energy cost. Natural gas accounted for 63% of the total energy consumption and 43% of the overall energy cost. At the Maple Ridge campus, electricity accounted for 51% of the total energy use but 73% of the overall energy cost. Natural gas accounted for 49% of the total energy consumption and 27% of the overall energy cost. Combined, electricity accounted for 40% of the total energy use but 61% of the overall energy cost. Natural gas accounted for 60% of the total energy consumption and 39% of the overall energy cost. Strategic Energy Management Plan – March 2025 Page 8 Figure 1: FY 2023/24 Energy Consumption and Cost Breakdown The historical energy consumption (in ekWh) and costs for JIBC are shown graphically below. Strategic Energy Management Plan – March 2025 Page 9 Figure 2: Historical Energy Consumption and Cost – New Westminster and Maple Ridge Campuses Figure 3: Historical Energy Use Intensity – New Westminster and Maple Ridge Campuses Strategic Energy Management Plan – March 2025 Page 10 5.3 Base Period Selection A 'base period' must be selected to provide a platform for comparing energy use to track energy savings. The base periods have been established for each energy account based on the following considerations: x x A full 12-month base period, as close to fiscal 2008/2009, was selected to incorporate seasonal fluctuations in weather; and The base period selected was before major retrofits, which have occurred since at the New Westminster Campus. Therefore, the base period does not represent consistent operation. The base periods for each energy account are shown in the table below. Table 6: Base Period Selection Site Name GAS- NEW WESTMINSTER Fuel Type Account Number Base Start Base End Days Natural Gas 738252 April 1, 2008 March 31, 2009 365 GAS- MAPLE RIDGE Natural Gas 1043565 March 21, 2008 March 20, 2009 365 ELEC-NEW WESTMINSTER Electrical 1618056-0 March 29, 2008 March 30, 2009 367 ELEC-MAPLE RIDGE Electrical 1232-7605-951 March 21, 2008 March 20, 2009 365 The baseline calculates energy savings moving forward in time, normalized for weather. Where a correlation between energy consumption and outdoor temperature exists (i.e., ‘cooling’ or ‘heating’ in the table above), a model (equation) has been generated to predict energy consumption based on weather data. Strategic Energy Management Plan – March 2025 Page 11 5.4 Energy Breakdown The building energy end-use breakdowns are illustrated below in Figure 4 and Figure 5. The lighting system is the highest cause of electrical energy use (approximately 41% of overall annual use). Fans are the second highest cause, followed by plug loads (at 31% and 12%, respectively). Figure 4: Electrical Energy End-Use Breakdown for New Westminster Campus (2018) The highest cause of gas use (approximately 51% of overall gas use) is for the envelope losses. The second-highest gas usage cause is ventilation heating, followed by domestic hot water heating (at 37% and 10% respectively). Figure 5: Gas End-Use Breakdown for New Westminster Campus (2018) Strategic Energy Management Plan – March 2025 Page 12 5.5 Benchmarking Comparison to the College Sector The chart below compares the energy use intensity of JIBC’s New Westminster and Maple Ridge campuses to that of other educational institutions located in BC, as determined by Prism Engineering's Utility Management and Analysis (PUMA) software. It also shows the median energy intensity for seventeen (17) other postsecondary campuses in BC. 1 The energy data is for the calendar year 2023. The chart shows the difference between the postsecondary institutions and the JIBC campuses. The New Westminster Campus has an energy use intensity (201 ekWh/m2) equal to the median. The Maple Ridge Campus has the highest energy use intensities (386 ekWh/m2) in the comparison. Figure 6: Benchmarking Comparison to Other Post-Secondary Institutions in BC It should be noted that the above energy use intensities are for the calendar year 2023 (not fiscal year 2023/24). Other charts and tables in this report are based on the 2023/24 fiscal year. Therefore, there is a minor difference in energy use intensities for the calendar and fiscal years. Notably, the Maple Ridge Campus is designed for hands-on firefighting practice and training. Two water treatment systems, equipped with two main pumps with high horsepower capacity, are in use at the campus. The operation of these large-size pumps is unique for a postsecondary institution, resulting in a higher energy use index than other institutions. 1 These 17 buildings are from six colleges and universities in BC Strategic Energy Management Plan – March 2025 Page 13 6. OUR ACTIONS A target of a 44% reduction in total electricity and fuel energy use compared to baseline 2008/2009 has been selected to be achieved by fiscal year 2029/2030. The target will be realized through the implementation of cost-effective energy management initiatives. The target pertains to the New Westminster and Maple Ridge campuses only. Progress towards the target will be corrected for fluctuations in the weather. 6.1 Annual Goals and Objectives The following tables outline the annual achievements and goals for energy and greenhouse gas emission reduction. Table 7: Annual Energy Reduction Targets Electricity Fiscal Year Reduction Target % of Base Period 2008/2009 (Base) Fuel Energy Reduction Energy Use Intensity Target % of Base 2 kWh/m kWh Period 148.2 2,943,378 ekWh/m2 Overall Energy Reduction Energy Use Target % of Base ekWh Period Energy Intensity Energy Use ekWh/m2 ekWh 295.4 5,868,943 Actual 147.3 2,925,565 112.0 2,225,387 17% 245.5 4,877,258 “ 2009/2010 10% 133.5 2,651,871 2010/2011 25% 111.7 2,218,272 34% 97.3 1,933,327 29% 209.0 4,151,600 “ 2011/2012 25% 111.5 2,215,790 31% 101.5 2,016,560 28% 213.0 4,232,350 “ 2012/2013 30% 104.2 2,070,009 38% 91.9 1,825,091 34% 196.1 3,895,100 “ 2013/2014 32% 100.4 1,994,995 36% 94.5 1,877,982 34% 194.9 3,872,977 “ 2014/2015 32% 101.3 2,012,301 37% 93.0 1,848,580 34% 194.3 3,860,881 “ 2015/2016 38% 91.2 1,811,303 37% 93.1 1,850,117 38% 184.3 3,661,420 “ 2016/2017 38% 92.1 1,829,928 20% 118.4 2,352,173 29% 210.5 4,182,101 “ 2017/2018 38% 92.1 1,828,874 32% 100.8 2,002,519 35% 192.9 3,831,394 “ 2018/2019 37% 92.6 1,840,105 36% 94.0 1,868,003 37% 186.7 3,708,108 “ 2019/2020 42% 86.4 1,715,805 36% 94.3 1,872,708 39% 180.6 3,588,513 “ 2020/2021 49% 75.3 1,496,326 31% 101.2 2,011,366 40% 176.6 3,507,692 “ 2021/2022 45% 81.7 1,623,479 18% 121.1 2,405,460 31% 202.8 4,028,939 “ 2022/2023 42% 85.6 1,701,322 12% 130.2 2,586,167 27% 215.8 4,287,489 “ 2023/2024 40% 88.6 1,760,000 14% 126.8 2,519,167 27% 215.4 4,279,167 “ 2024/2025 44% 83.0 1,648,292 28% 106.1 2,106,407 36% 189.0 3,754,698 Projected 2025/2026 45% 81.5 1,618,858 30% 103.1 2,047,896 38% 184.6 3,666,753 “ 2026/2027 46% 80.0 1,589,424 32% 100.2 1,989,384 39% 180.1 3,578,808 “ 2027/2028 47% 78.5 1,559,990 34% 97.2 1,930,873 41% 175.7 3,490,863 “ 2028/2029 48% 77.1 1,530,557 36% 94.3 1,872,362 42% 171.3 3,402,918 “ 2029/2030 49% 75.6 1,501,123 38% 91.3 1,813,850 44% 166.9 3,314,973 “ Strategic Energy Management Plan – March 2025 24% Energy Intensity Page 14 Table 8: Annual Greenhouse Gas (GHG) Emissions Reduction Targets Electricity Fiscal Year Fuel Overall Energy Reduction Target GHG Intensity GHG Emissions Reduction Target GHG Intensity GHG Emissions % of Base Period kgCO2/m2 tCO2e % of Base Period kgCO2/m2 tCO2e 3.7 74 26 525 2008/2009 (Base) Reduction Target GHG Intensity % of Base kgCO2/m2 Period GHG Emissions tCO2e 30.1 599 Actual 2009/2010 1% 3.7 73 24% 20 399 21% 23.8 472 “ 2010/2011 -12% 4.2 83 34% 17 347 28% 21.6 430 “ 2011/2012 -24% 4.6 91 31% 18 362 24% 22.8 453 “ 2012/2013 -9% 4.0 80 38% 16 328 32% 20.5 408 “ 2013/2014 8% 3.4 68 36% 17 337 32% 20.4 405 “ 2014/2015 12% 3.3 65 37% 17 332 34% 20.0 397 “ 2015/2016 17% 3.1 61 37% 17 332 34% 19.8 393 “ 2016/2017 19% 3.0 59 20% 21 422 20% 24.2 482 “ 2017/2018 25% 2.8 55 32% 18 359 31% 20.9 414 “ 2018/2019 34% 2.5 49 36% 17 335 36% 19.3 384 “ 2019/2020 24% 2.8 56 36% 17 336 35% 19.7 392 “ 2020/2021 35% 2.4 48 31% 18 361 32% 20.6 409 “ 2021/2022 78% 0.8 17 18% 22 432 25% 22.6 448 “ 2022/2023 73% 1.0 20 12% 23 464 19% 24.4 484 “ 2023/2024 74% 1.0 20 12% 23 452 19% 23.8 472 2024/2025 74% 1.0 19 28% 19 378 34% 20.0 397 Projected 2025/2026 75% 0.9 19 30% 19 368 35% 19.4 386 “ 2026/2027 75% 0.9 18 32% 18 357 37% 18.9 375 “ 2027/2028 76% 0.9 18 34% 17 347 39% 18.4 365 “ 2028/2029 76% 0.9 18 36% 17 336 41% 17.8 354 “ 2029/2030 77% 0.9 17 38% 16 326 43% 17.3 343 “ These targets may be subject to adjustment over time due to: x x x The timing of implementation of projects; Availability of funding for energy projects; and Major changes in building use. Strategic Energy Management Plan – March 2025 Page 15 6.2 Planned Actions To enable JIBC to achieve the reduction target outlined in Section 6.1, cost-effective energy management initiatives will be undertaken. In addition to energy savings potential, the initiatives will be selected based on non-energy benefits, including occupant comfort, equipment reliability, maintenance costs, and operational improvements. It should be noted that decarbonization and continuous optimization studies are currently being conducted for both campuses. Upon completion of the studies, more potential measures will be identified for implementation. 6.2.1 Potential Projects Major potential projects which will help JIBC to achieve the reduction target include: x Mechanical New Westminster Campus: o Upgrade the heating system by installing air-source heat pumps for the hydronic heating loop; o Installing low-temperature radiant wall panels; o Upgrade the VAV reheat system (low temperature); and o Continuous Optimization measures for Kitchen make-up air unit/exhaust fan system, Atrium fan control and VAV system optimization. Maple Ridge Campus: o Install VRF system for Laundry; o Install CO2 heat pump system for Laundry/Showers; o Replace gas-fired unit heaters with split heat pumps; o Replace existing air handling units serving various buildings with heat pumps; and o Continuous Optimization measures. x Electrical New Westminster Campus: o Install photovoltaic (PV) solar panels (electrical savings). x Behavioural Programs & Studies Both Campuses: o Participate in BC Hydro’s Energy Wise Network Program, which supports organizational behaviour change; and o Conduct an LED lighting survey to identify any remaining non-LED lighting for upgrading. Strategic Energy Management Plan – March 2025 Page 16 6.2.2 Projects Completed x Lighting Retrofits at New Westminster and Maple Ridge Campuses: o x x x 2023/24: Replaced fluorescent lighting with LED lighting fixtures. Mechanical System Retrofits at Maple Ridge Campus: o 2023/24: Water Treatment Plant B: Corrected heater override. o 2023/24: Vehicle Bay Overhead Doors: Installed heater shut-off switches. Mechanical System Retrofits at New Westminster and Maple Ridge Campuses: o 2023/24: HVAC Upgrade: Replaced components of select air handling units. o 2023/24: Indoor Air Quality Testing: Conducted testing. Electrical System Study at New Westminster Campus: o 2023/24: EV Charging Stations: Conducted a feasibility study for installing charging stations. Table 9: Summary of Energy Savings Projects - Past FY Project Location Electrical Savings (kWh) Gas Savings (GJ) Potential Total Savings Total Cost (Energy + ($) Operational) ($) BC Hydro/ Fortis BC Incentive ($) Projected Total Cost incl. Incentive ($) 2014/15 Chiller Plant Upgrade NWC 57,500 0 $3,500 $273,000 0 $273,000 2017/18 Boiler Plant Upgrade NWC 0 570 $5,700 $517,000 $97,000 $420,000 2019/20 Continuous Optimization NWC 14,100 42 $1,700 $20,000 0 $20,000 “ Holiday Scheduling NWC 35,700 147 $3,700 $700 0 $700 “ Continuous Optimization MRC 12,100 26 $1,000 $2,500 0 $2,500 “ Lighting Upgrades and Controls MRC 38,500 0 $3,700 $57,000 $4,000 $53,000 2020/21 Lighting Upgrade NWC 122,300 0 $16,700 $84,500 $4,000 $80,500 2021/22 Lighting Upgrade NWC 25,500 0 $3,500 $35,000 $0 $35,000 “ Classrooms AC Electrical Units Upgrade MRC $16,700 $0 $16,700 “ Admin Electrical Room AC Unit Upgrade MRC $9,200 $0 $9,200 “ Walk-in Cooler Retrofit NWC $11,000 $0 $11,000 Strategic Energy Management Plan – March 2025 Page 17 Potential Total Savings Total Cost (Energy + ($) Operational) ($) BC Hydro/ Fortis BC Incentive ($) Projected Total Cost incl. Incentive ($) $8,700 $0 $8,700 MRC $2,500 $0 $2,500 DDC Engineering and Calibration BOTH $17,000 $0 $17,000 “ AHU101 Condensing Unit Replacement MRC $26,200 $0 $26,200 “ LED Lighting Replacement MRC $37,200 $0 $37,200 Pump Renewal – Water Treatment Plant B System MRC $534,432 $0 $534,432 “ LED Lighting MRC $37,242 $0 $37,242 “ HVAC Renewal MRC $21,531 $0 $21,531 “ Heat Pump Units Renewal for Server Room (2) NWC $94,525 $0 $94,525 2023/24 LED Lighting Upgrade BOTH $28,650 $0 $28,650 “ Upgrade HVAC systems BOTH $22,500 $0 $22,500 “ Feasibility Study for EV Charging Stations NWC $3,000 $0 $3,000 “ WTS Plant B Heater Interlock MRC $4,800 $0 $4,800 Pumphouse B Heater Override MRC $1,700 $0 $1,700 FY Project Location “ AHU6 Fan VFD Retrofit NWC “ Domestic Hot Water Tank Replacement “ 2022/23 Electrical Savings (kWh) 9,000 15,650 Strategic Energy Management Plan – March 2025 Gas Savings (GJ) 4 0 $1,100 $1,450 Page 18 7. MONITORING AND REPORTING – HOW ARE WE DOING? 7.1 Energy Savings This section of the SEMP tracks the energy savings compared to the baseline and provides the means necessary to track success toward the energy reduction target, as set in Section 6.1. The following chart shows cumulative savings over time since the 2008/09 base period for utility monitoring for JIBC. This graph will be updated as time passes, and progress will follow. The cumulative savings shown in the graph are represented by equivalent kWh (ekWh) and adjusted for weather fluctuations. Negative savings (downward slope) on the graph represent increased consumption and vice-versa. As can be seen, at the end of Fiscal Year 2023/24, the cumulative energy savings since the base period is positive, representing a decrease in consumption compared to the base period. The total energy saved between April 1, 2009, and March 31, 2024, normalized for the weather, is approximately 23,524,000 ekWh. [Electricity 15,158,000 kWh and natural gas 8,366,100 ekWh (30,118 GJ)] Based on the above achievement, JIBC is moving in the right direction to meet the reduction target and will continue this momentum through an effective energy management program. 2008/09 Fiscal Base Period Figure 7: Cumulative Sum of Energy Savings – Combined JIBC New Westminster and Maple Ridge Campuses Strategic Energy Management Plan – March 2025 Page 19 2008/09 Fiscal Base Period Figure 8: Cumulative Sum of Energy Savings –New Westminster Campus 2008/09 Fiscal Base Period Figure 9: Cumulative Sum of Energy Savings Strategic Energy Management Plan – March 2025 Page 20 Tables 11, 12, and 13 below show a breakdown of energy savings by year for JIBC‘s New Westminster and Maple Ridge campuses, respectively. Table 10: Summary of Energy Savings by Year Fiscal Year Electrical Savings -kWh 2008/2009 2009/2010 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 2016/2017 2017/2018 2018/2019 2019/2020 2020/2021 2021/2022 2022/2023 2023/2024 Grand Total 3,218 265,858 713,547 733,230 858,290 939,519 892,614 1,109,657 1,097,434 1,102,088 1,088,238 1,217,525 1,426,110 1,307,739 1,235,698 1,167,196 15,157,962 Natural Gas Savings - GJ 16 1,053 2,891 3,023 3,086 3,086 1,788 2,152 1,104 2,450 2,885 2,686 2,106 1,041 687 63 30,118 Natural Gas Savings -ekWh 4,422 292,495 802,990 839,644 857,269 857,202 496,640 597,862 306,772 680,593 801,315 746,204 585,129 289,248 190,737 17,579 8,366,098 Energy Total Savings - ekWh 7,640 558,353 1,516,537 1,572,874 1,715,559 1,796,721 1,389,254 1,707,519 1,404,206 1,782,681 1,889,553 1,963,729 2,011,239 1,596,987 1,426,435 1,184,775 23,524,061 Table 11: Summary of Energy Savings by Year – New Westminster Campus Fiscal Year 2008/2009 2009/2010 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 2016/2017 2017/2018 2018/2019 2019/2020 2020/2021 2021/2022 2022/2023 2023/2024 Grand Total Electrical Savings -kWh Natural Gas Savings - GJ 1,212 229,338 644,173 625,436 720,357 805,027 769,861 927,581 913,127 909,373 919,007 1,015,275 1,255,660 1,191,480 1,113,921 1,048,890 13,089,719 0 977 2,756 2,583 2,640 2,482 1,190 1,648 643 1,946 2,238 2,087 2,045 1,052 424 -304 24,406 Natural Gas Savings -ekWh 0 271,469 765,434 717,493 733,347 689,316 330,539 457,797 178,527 540,631 621,588 579,680 568,106 292,113 117,822 -84,371 6,779,490 Energy Total Savings - ekWh 1,212 500,807 1,409,607 1,342,929 1,453,704 1,494,343 1,100,400 1,385,378 1,091,654 1,450,004 1,540,595 1,594,955 1,823,766 1,483,593 1,231,743 964,519 19,869,208 Table 12: Summary of Energy Savings by Year – Maple Ridge Campus Fiscal Year 2008/2009 2009/2010 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 2016/2017 2017/2018 2018/2019 2019/2020 2020/2021 2021/2022 2022/2023 2023/2024 Grand Total Electrical Savings -kWh Natural Gas Savings - GJ 2,006 36,520 69,374 107,794 137,934 134,492 122,753 182,075 184,307 192,716 169,231 202,250 170,450 116,260 121,777 118,306 2,068,244 Strategic Energy Management Plan – March 2025 16 76 135 440 446 604 598 504 462 504 647 600 61 -10 263 367 5,712 Natural Gas Savings -ekWh 4,423 21,026 37,557 122,151 123,921 167,886 166,101 140,065 128,245 139,961 179,726 166,524 17,023 -2,866 72,915 101,950 1,586,609 Energy Total Savings - ekWh 6,429 57,546 106,931 229,945 261,855 302,378 288,854 322,141 312,552 332,677 348,957 368,774 187,473 113,394 194,692 220,256 3,654,852 Page 21 Similarly to energy, a CUSUM chart for greenhouse gas emission avoidance has been generated, as shown in Figure 10 below. 2008/09 Fiscal Base Period Figure 10: Cumulative Sum of GHG Emission Avoidance – Since 2008/09 Base Period By the end of Fiscal Year 2023/24, the cumulative GHG emission avoidance is approximately 1,655 tonnes of eCO2. A breakdown of Emission Avoidance per year is shown in Table 13 below. Table 13: Summary of Emission Avoidance by Year (Tonnes of Equivalent CO2) Fiscal Year 2008/2009 2009/2010 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 2016/2017 2017/2018 2018/2019 2019/2020 2020/2021 2021/2022 2022/2023 2023/2024 Grand Total Electricity 0.1 6.5 14.9 6.6 8.2 11.1 9.5 10.0 9.9 9.9 9.8 11.0 12.8 11.8 11.1 10.5 153.6 Strategic Energy Management Plan – March 2025 Natural Gas 0.8 52.5 144.1 150.7 153.9 153.9 89.2 107.3 55.1 122.2 143.8 134.0 105.0 51.9 34.2 3.2 1,501.8 Energy Total 0.9 59.0 159.0 157.3 162.1 165.0 98.6 117.3 64.9 132.1 153.6 144.9 117.8 63.7 45.3 13.7 1,655.4 Page 22 7.2 Avoided Energy Cost Cost avoidance is avoided spending, not necessarily decreased spending. If an energy project that yields consumption savings is implemented, but energy rates increase simultaneously, looking at the actual cost savings/bill decrease will not show the full cost that was avoided. In other words, if that same project had not been implemented and energy rates had increased, then more would have been spent than beforehand. By looking at avoided costs rather than just actual cost savings, the full financial impact of the energy management initiatives is captured. Similarly, as for energy, the same CUSUM chart for energy cost avoidance can be generated, as shown in Figure 11. 2008/09 Fiscal Base Period Figure 11: Cumulative Sum of Cost Avoidance – Since 2008/09 Utility Monitoring Base Period As Table 14 below shows, the cumulative energy cost avoided by the end of Fiscal Year 2023/24 is $1,764,287. Strategic Energy Management Plan – March 2025 Page 23 Table 14: Summary of Cost Avoidance by Year Fiscal Year Electrical Natural Gas Energy Total 2008/2009 2009/2010 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 2016/2017 2017/2018 2018/2019 2019/2020 2020/2021 2021/2022 2022/2023 2023/2024 $482 $21,209 $49,605 $52,955 $64,087 $77,847 $78,565 $106,461 $111,520 $118,038 $112,756 $126,363 $143,330 $139,656 $136,536 $132,665 $2,279 $11,798 $28,762 $27,890 $26,166 $28,850 $18,717 $21,341 $11,306 $21,217 $30,257 $19,992 $20,891 $11,817 $9,891 $1,038 $2,761 $33,007 $78,367 $80,844 $90,253 $106,697 $97,282 $127,802 $122,826 $139,256 $143,013 $146,355 $164,221 $151,473 $146,682 $133,704 Grand Total $1,472,076 $292,211 $1,764,287 Strategic Energy Management Plan – March 2025 Page 24 8. COMMUNICATIONS The following communication methods are currently used to keep key stakeholders informed of the energy management efforts at JIBC: x x Quarterly facility meetings: Energy projects are discussed, and energy performance from utility monitoring reports is reviewed with operators and management; and Quarterly energy management reporting: Results from ongoing energy management projects are reviewed, and future potential projects are discussed. Currently, the greater community of staff and students of JIBC have little exposure to the energy management efforts that support campuses in running efficiently. In upcoming fiscal years, JIBC will expand methods of communication with the community of staff and students at JIBC campuses by way of the following methods: x x 2024/25—Energy management reporting on utility usage will be available on the Intranet and published quarterly in JIBC News (Justin Time). 2024/25—Participating in the BC Hydro Energy Wise Network Program is a key initiative for engaging staff and advancing sustainability goals. Promoting the 44% energy reduction target by 2030 and introducing the Strategic Energy Management Plan (SEMP) will be carried out through a multifaceted approach that includes emails, posters, and campus displays. Strategic Energy Management Plan – March 2025 Page 25 9. FUTURE TARGETS: JIBC’S PATH TO NET ZERO As described in the last two sections, JIBC has already achieved and exceeded its current energy reduction targets. The analysis in this section will be used to set achievable yet visionary targets for the future of JIBC campuses. The term "net zero" can refer to energy and/or emissions. A net zero energy building has high performance with minimal energy use and meets its energy needs from heat recovery and locally generated renewable sources. A net zero-emission building has high performance with minimal energy use. Its energy use is from low or zero-carbon sources such as BC electricity and renewable energy. JIBC’s path to net zero will involve various projects in the following categories: x Energy Efficiency and Behavioural The majority of JIBC’s projects completed to date are in this first category, “Energy Efficiency and Behavioural.” JIBC has had great success in achieving reductions to date in this category, and there are still opportunities to reduce further energy and emissions via energy efficiency. x Fuel Switching The fuel-switching category of projects will contribute primarily to reducing emissions at JIBC. However, at times energy reduction will also be realized, such as switching from gasfired systems to electric heat pumps, where the electrified system's efficiency is higher than that of the gas-fired system. x Renewable Energy Renewable energy sources can be on-site or from a utility provider. At JIBC, there is an opportunity to add photovoltaic (PV) solar panels to the roof of the New Westminster campus main building to generate electricity on-site. Strategic Energy Management Plan – March 2025 Page 26 10. ADAPTATION TO CLIMATE CHANGE JIBC is aware of climate change impacts locally and has considered developing the necessary foundations, which are: x Identify internal stakeholders (build an internal team with representatives from risk management, sustainability, capital upgrade/ asset planning, and operations): o o x Have the team initiate “low-hanging fruit” adaptation tasks immediately ƒ Back up building documentation; ƒ Move building documentation away from flood zones (e.g., basement mechanical rooms); and ƒ Add window films and shading to reduce overheating. Other immediate adaptation initiatives that JIBC can consider: ƒ Installing moisture sensors to move elevators above ground in case of flooding; and ƒ Integrating controls to filter or eliminate outdoor air when outdoor air conditions are worse than indoor (e.g., forest fire pollution). Conduct a climate change vulnerability risk assessment of the New Westminster and Maple Ridge campuses and incorporate learnings into building renewal as part of the endof-life upgrades: o Provide training/capacity building for internal staff; o Get stories from operation staff on what is currently vulnerable; and o Pick a framework (and modify it to fit) for the adaptation process at JIBC. x Review assets up for renewal (e.g., mechanical equipment) and consider assessing their capacity for future climate (up to 2050 or asset life); and x Consider whether to develop an adaptation plan or incorporate adaptation into existing policies. Strategic Energy Management Plan – March 2025 Page - 27 - 11. APPENDIX – STAKEHOLDERS Name Mike Proud CPA, CGA, BCom Julie Brown BCom, MBA, RPA, CEFP, FMA, SFP Title Vice President, Finance& Operations Director, Campus Planning & Facilities Operations David Atchison Senior Manager, Facilities Blake Smith CEM Manager, Facilities JIBC Energy Management Consultant Role Contribution Program Influence (Advisor / Decision Maker) Executive Sponsor x Signs off on SEMP x Allocates required resources and funding Decision Maker x Facilitates meetings x Approves energy savings opportunities/projects Decision Maker Energy Management Committee Member Energy Management Committee Member Energy Management Committee Member x Helps identify and implement energy savings opportunities/projects x Helps identify energy savings opportunities/projects x Responsible for SEMP preparation Advisor Advisor Prism Engineering Majid Pishvaei, PEng, CEM majid@prismengineering.com Also: Robert Greenwald, PEng Adam Franklin, PEng Contact Info Name Title Organization Email Phone Julie Brown Director, Campus Planning & Facilities Operations JIBC jbrown@jibc.ca Ron Mastromonaco Key Account Manager BC Hydro ron.mastromonaco@bchydro.com 604-699-9418 Jason Lee Program Manager BC Hydro Jay.Lee@bchydro.com 604-364-1835 604-528-5525 Executive support is critical to the successful implementation of the SEMP. Other stakeholders not listed by name in the table above include infrastructure and program area staff, faculty, students, the surrounding community, and utility providers. Strategic Energy Management Plan – March 2025 Page - 28 - 12. APPENDIX – BCH: ENERGY MANAGER ASSESSMENT FORM – SELF EVALUATION For BC Hydro to complete File Number f Quarter PSE Signature: SEMP Completed Date: Projects that used PS incentives: PS Program Incentive PSP kWh PSP Express New Construction Total Behavioural Program (2%) Turnaround time for 4th Q review: _______days Energy Manager: Please complete appropriate year below x Note: All areas (in your contract Year) must be covered in order to receive 4th quarter payment Year 2 +: Strategic Energy Management Plan requirements Elements which must be included in SEMP 1) 2) 3) 4) 5) 6) A purpose statement which answers the following questions: a) What is your kWh reduction target? b) What is the Key Performance Indicator? c) Who do you need to engage to make your plan successful? A table that compares all your buildings. a) BEPI Explain what the opportunities are to become more efficient. a) Project list b) Initiative List: Behavioural and Organizational c) Studies: Outline which buildings have had studies completed Outline the budget to implement projects. a) If no budget, explain why not and what you intend to do about getting a budget. Conclusion: How is your plan doing? a) Outlined kWh saved b) Outlined GHG tonnes saved c) Actual dollars saved to the organization d) Outlined avoided cost Conclusion: Senior Management Support a) Approval of the SEMP: Signature on the SEMP Strategic Energy Management Plan – March 2025 Page number where the element is addressed in the SEMP Energy Manager evaluation PSE Agrees Page 14 (Section 6.1) Page 7 (Section 4.4) 9 Page 30 (Section 11) Page 7 (Table 3) 9 Page 15 (Table 8) 9 Page 16 (Section 6.2) Page 6 (Section 4.2) Pages 21 to 23 Page 24 Page 25 9 9 Cover Page of Final Page - 29 - Tracking: 2nd Q Draft SEMP Submitted Date Date PSE Coaching Comments Returned to EM 4th Q SEMP submitted date Reviewed and Coaching comments returned to EM: Date *If EM needed to resubmit: date If PSE reviewed: Date Energy Manager PSE PSE Coaching Comments for Improvements (Not required for sign-off) Date: Duration Date: Duration Date: Duration Date: Duration Energy Manager contacted PSE for assistance. Strategic Energy Management Plan – March 2025 Page - 30 -