Preliminary Audit Report - Mayville, WI 53050 Prelim_FINAL.pdfMAYVILLE SD | PRELIMINARY AUDIT REPORT DECEMBER 2016 1. Introduction Growing Deferred Maintenance Challenges Along with

Mayville School District Preliminary Audit Report

MAYVILLE, WI DECEMBER 2016

FOR THE LIFE OF YOUR BUILDING

MAYVILLE SD | PRELIMINARY AUDIT REPORT

DECEMBER 2016

1. INTRODUCTION

2. EXECUTIVE SUMMARY Overview Solutions Summary of Benefits

3. MAYVILLE OVERVIEW Facility Profile

4. APPROACH

5. FACILITY IMPROVEMENT MEASURES Site Visits Energy Consumption Overview Facility Improvement Measures

6. FINANCIAL IMPACTS Introduction Funding Sources Financial Analysis Traditional Procurement Methods Comparing Methods Master Facility Planning & Optimization Summary

7. MCKINSTRY OVERVIEW About Qualifications Client References

APPENDIX Energy Efficiency Revenue Exemption Considering the 21st Century Classroom

Contents

1 Introduction


DECEMBER 2016

1. Introduction On behalf of McKinstry, we are honored to present our qualifications to the Mayville School District. The Mayville School District has commissioned McKinstry to develop a Preliminary Audit Report. This report, which starts the process of developing a long term, capital-planning tool, aims to reduce the District’s maintenance operating costs by addressing aging infrastructure and creates a better learning environment for the students

and staff. By reducing the maintenance costs, we are able to open additional money for educational purposes within the District’s annual budget. We believe this report will support the long term goals and objectives with efficient, effective, and economical solutions that address many of the obstacles that confront the District.

As you may know, interest rates are at 45-year lows, and may never be this low again. Several school districts

are taking advantage of the current interest rates as well as the different funding options to update their facilities and address the deferred maintenance projects that have been carried forward from years past. In addition to the low interest rates, construction costs are also the lowest they have been in recent years. This generates realistic opportunities to make necessary upgrades now that will produce immediate operational savings for the District’s Fund 10 budget. Together, we are at the point of examining the long term facility

plan and prioritizing upgrades based on thoughtful planning.

Our highly skilled project development team in our Madison and Milwaukee offices looks forward to working with the Mayville School District as a partner in planning, developing, and implementing a seamless program that exceeds your financial, facility, educational, engineering, professional, and operational objectives. Our goal is to deliver a superior energy savings program with projects that come in on time and under budget.

We believe this response demonstrates our ability to deliver the Mayville School District a high-integrity program with unparalleled benchmarks for performance, quality, transparency, and service. McKinstry excels in combining deferred maintenance and future building projects for our clients. Our clients continue to be our best sales people as they discuss our relationship and projects with potential clients.

Respectfully,

Trenton Smith

Account Executive

(608) 293-4378

McKinstry


DECEMBER 2016

1. Introduction Growing Deferred Maintenance Challenges

Along with roads and highways, schools are one of the United States’ largest infrastructure investments. The nations’ 80,000 schools suffer under a $25 billion backlog of repairs and would cost nearly $240 billion to replace.

Deferred Maintenance

Deferred maintenance is maintenance that was not performed when it should have been, that was scheduled

and not performed, or that was delayed for a future budgeting period. Maintenance which is deferred because of insufficient funding may result in increased health and safety hazards, higher costs in the future and inefficient operations. The under-budgeting of regular maintenance accrues into a number of familiar needs of roof repairs, masonry tuck-pointing, and faulty HVAC and control systems. These are familiar examples that accumulate into problems requiring major funding for correction.

Schools without a major maintenance backlog have a higher average daily attendance, or ADA, by an average of 4 to 5 students per 1,000 and a lower annual dropout rate by 10-13 students per 1,000.*

*Branham, D. 2004. “The wise man builds his house upon a rock: The effects of inadequate school building infrastructure on student attendance.” Social Science Quarterly (85)5

2 Executive Summary

2. Executive Summary


DECEMBER 2016

Overview

As partners with the Mayville School District, our intention is to set long term goals, establish priorities, and to develop an insightful plan for achieving those objectives.

DISTRICT CHALLENGES

Many Wisconsin K-12 districts fight a daily uphill battle to achieve their goals with fewer resources at hand. A delicate balancing act must be maintained between expenses and revenue; a difficult feat for even the most savvy and experienced administrators. Moreover, the current fiscal environment is heavily affected by outside factors. Namely, an economic environment fraught with instability, a public with increased sensitivity to taxation, competition for students, state academic standards, and ever-rising operational costs.

ALIGNMENT WITH MAYVILLE’S GOALS

We have assembled a unique team with extensive background and qualifications in the arena of facility improvement. It is our intent to present a unified plan to Mayville School District; we would link academic, strategic, and physical planning that would benefit the staff, students and community. We would use our experience from similar district projects to work collaboratively, to innovate, and to find unique solutions for the Mayville School District. This approach distinguishes McKinstry from many architectural, engineering, and construction management firms.

McKinstry has worked extensively with K-12 districts throughout not only the state of Wisconsin, but also the whole of the Midwest. For some companies, K-12 school districts are only a small part of their business, as they attempt to conquer each vertical market. McKinstry’s K-12 education focus has resulted in a wealth of knowledge surrounding the issues, limitations, and challenges facing today’s school districts. Our team has developed skill sets and resources to meet your specific needs, and we are prepared to support Mayville

School District’s strategic objectives:

2. Executive Summary


DECEMBER 2016

OVERCOMING CHALLENGES

Because McKinstry has such an extensive background working with WI school districts, we have encountered a wide array of challenges that these school districts face. Some of these include:

Facilities are not well suited to serve 21st century education (e.g., science labs, technology infrastructure, etc.)

Capacity issues—not enough space and/or too much space (and in the wrong location)

Local taxpayers are overburdened making it difficult to increase taxes

Cost cutting has reached limits

Aging, inefficient, and unhealthy facilities infrastructure

Escalating operating costs

To overcome these challenges, our team will help you develop, find, and implement a comprehensive facility plan. A comprehensive approach will help optimize District buildings for the present, but also stay flexible to accommodate the continuously changing world of education. We have developed the unique skill sets and proven methodology to help you evaluate your facilities, weigh and compare options, explore funding alternatives, and implement the best solution for Mayville School District’s specific needs.

Solutions

As a part of the comprehensive plan, McKinstry proposes to implement these facility solutions:

Interior/Exterior Lighting Upgrades

Roofing Upgrades

Window/Door Improvements

Building Envelope Improvements

Boiler Plant Optimization

Retro-Commissioning

Mechanical Upgrades

Control Upgrades

Domestic Hot Water Improvements/Water

Conservataion

powerED

Vending Misers

Summary of Benefits

FINANCIAL BENEFITS Section 6 of this document provides a general look at the project financials. As a result of our preliminary project survey, we have discovered that there is great opportunity to optimize Mayville’s energy and operational costs. The potential infrastructure improvement projects that could be implemented through

funding sources alternative to the referendum have a range of costs from $4-7 Million. These projects will be partially self-funded through a 20% reduction in utility, operational and maintenance costs along with fund 10 cost avoidance which have been included in the cash flow calculations. The financial benefits of this project meet the DPI requirement of the return on investment within the useful life of your buildings.

3 Mayville Overview


DECEMBER 2016

3. Mayville Overview Facility Profile

The following tables depict the energy consumption by type and associated costs per utility type. This information is used to compare buildings to one another and benchmark building performance. Understanding how a building is performing in relation to peers is a critical first step in determining opportunity for energy upgrades.

UTILITY SUMMARY

UTILITY USE SUMMARY

Facility

Average Cost/Consumption Cost/Square Foot

Area (SF)

Electric

Use

(kWh)

Electric Cost

Fuel

Use

(Therms)

Fuel Cost

Water/ Sewer

Use

(CCF)

Water/

Sewer

Cost

TOTAL COST

Electric Cost/SF

Gas Cost/SF

Water/

Sewer

Cost/SF

TOTAL COST/SF

Mayville High School 107,000 485,169 $52,965 62,426 $37,235 311 $3,687 $93,887 $0.50 $0.35 $0.03 $0.877

Mayville Middle

School

116,000 812,658 $88,767 44,900 $25890 712 $8,401 $123,059 $0.77 $0.22 $0.07 $1.055

Parkview Elementary School

39,373 182,935 $21,670 18,684 $11,603 416 $5,656 $38,929 $0.55 $0.29 $0.14 $0.989

TOTALS/AVERAGES 262,373 1,480,762 $163,403 126,009 $74,728 1,438 $17,744 $255,876 $0.62 $0.28 $0.068 $0.98


DECEMBER 2016

3. Mayville Overview The following table compares the annual utility spend of the three schools combined at the District.

The following tables depicts the utility spend on electricity, natural gas and water in the District.

UTILITY EXPENSE BY UTILITY AND MONTH THREE YEAR AVERAGE

Electric$163,403

Natural Gas$74,728

Water/Sewer$17,744

$0

$5,000

$10,000

$15,000

$20,000

$25,000

$30,000

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Electric Natural Gas Water/Sewer


DECEMBER 2016

3. Mayville Overview UTILITY EXPENSE BREAKDOWN BY TYPE ($/FT2)

Mayville High School Mayville Middle School Parkview Elementary

Water/Sewer $0.03 $0.07 $0.14

Natural Gas $0.35 $0.22 $0.29

Electric $0.50 $0.77 $0.55

$0.00

$0.20

$0.40

$0.60

$0.80

$1.00

$1.20



DECEMBER 2016

3. Mayville Overview UTILITY EXPENSE BY TYPE/BUILDING

OPERATING COST COMPARISONi

The first graph represents how much Mayville School District spends per student on facilities. The second graph demonstrates the total educational cost per student in Mayville SD.

Mayville High School Mayville Middle School Parkview Elementary

Water/Sewer $3,687.00 $8,401.00 $5,656.00

Natural Gas $37,235.00 $25,890.00 $11,603.00

Electric $52,965.00 $88,767.00 $21,670.00

$0

$20,000

$40,000

$60,000

$80,000

$100,000

$120,000

$140,000

$160,000



DECEMBER 2016

3. Mayville Overview

$0

$500

$1,000

$1,500

$2,000

$2,500

Facility Cost Per Member

$0

$2,000

$4,000

$6,000

$8,000

$10,000

$12,000

$14,000

Total Educational Cost Per Member

4 Approach

4. Approach


DECEMBER 2016

McKinstry is committed to building a long-term relationship with our clients through our collaborative approach. Our local project team, based out of McKinstry’s Madison and Milwaukee offices, is highly qualified and has remarkable experience in providing energy services in Wisconsin and the Midwest. Our ability to attract the best talent demonstrates our dedication to our employees and our clients. McKinstry employees

have many years of Midwest energy services and education experience. In addition, the local team is empowered to make the decisions necessary to complete this project. Our team is dedicated to delivering a successful project with the Mayville School District. Our McKinstry team is as follows:

Nick Laubusch, Business Development Manager—oversees project staff

Trenton Smith, Account Executive—day-to-day contact for anything project-related

Sean Currie, Project Director—oversees the development of energy conservation measures

Brent Schmidt, Program Manager—develops the energy conservation measures and calculates savings

Bill Vogel, Senior Design Engineer—oversees engineering

Glenn Bolt, Operations Manager—oversees project construction

Robert Fuls, Commissioning Program Manager—provides control systems oversight

McKinstry helps our K-12 clients leverage utility and operational savings through creative funding options such as the Revenue Limit Exemption for energy projects. McKinstry, along with our clients and their communities, have used this tool to address over $120M of necessary infrastructure improvements in K-12 districts throughout the state in the past 5 years. Our model makes it very easy for the District to be fully engaged throughout the whole business process. We are excited to work with you to drive a successful project

together.

We center our philosophy and approach on the following key ideas:

Focused project teams

Vendor neutrality

Single point of accountability

Financial solutions

Environmental stewardship

Cost-effective solutions

Full and true open-book pricing

Behavioral, capital, and operational solutions

Long-term partnership

Flexibility and collaboration

Engineering strength

Measurable savings

Architectural support

In general, many firms that deliver energy services use similar methods. Here are some ways McKinstry’s approach adds value for our clients:

1. We are dedicated to ensuring that our approach is the most cost-effective and transparent way to

deliver energy conservation to the Mayville School District.

2. We do not manufacture any products and/or equipment, which enables McKinstry to work with less overhead compared to our competitors, maximizing project scope for the client.

3. We operate within a consultative approach, working diligently to collaborate with the facility to provide

the most creative and innovative solutions to infrastructure needs.

4. With no products to push and no hidden mark-ups on self-performed work, we are the only company to be truly 100% client-centric - ensuring the long term success of the program.


DECEMBER 2016

4. Approach 5. We offer a well-thought-out project plan that emphasizes on effectiveness, efficiency, timeliness, and

client satisfaction.

6. We have in-house local commissioning expertise with delivery per ASHRAE Guideline O-2005.

7. Construction management expertise includes:

Competitive pricing on subcontractors

Professionalism in management of subcontractors

Safety as a top priority.

8. Willingness to facilitate direct purchase of major equipment in order to leverage tax-exempt status.

9. McKinstry will drive costs out of the implementation of the repairs and maintenance identified during the investment grade audit by:

Competitively bidding items to multiple subcontractors to improve pricing,

Ensuring our commissioning staff is integrated with our measurement and verification (M&V) team to make improvements on the job and quantify the resulting energy savings.

McKinstry is passionate that this project be successful as defined by the Mayville School District. We are excited about creating a partnership based upon flexibility, creativity, and a “can-do” attitude. We understand

and respect the critical nature of learning environments and will work closely with your local team to ensure complete satisfaction. We understand no two facilities, or projects, are alike; and our ability to be flexible to meet the Mayville School District needs differentiates McKinstry from our larger competitors.

5 Facility Improvement

Measures

MAYVILLE SCHOOL DISTRICT | PRELIMINARY AUDIT REPORT

DECEMBER 2016

5. Facility Improvement Measures McKinstry performed a preliminary energy audit at Mayville School District. This section covers the major components of that audit:

Site visit and staff interviews

Energy consumption overview

Identification and analysis of recommended facility improvement measures (FIMs)

A. Site Visits

McKinstry visited the Mayville School District’s facilities on October 27, 2016, to identify possible FIMs and begin the inventory process of the various FIM components. The following summarizes the information acquired during the site visit and conversations with the District staff.

B. Energy Consumption Overview

As part of the preliminary audit process, Mayville School District provided their baseline utility information. This data is an integral part of our preliminary energy audit as it provides the basis for determining the impact the FIMs will have within the facility. It also allows us to develop a realistic business model for the project.

Based on the utility information provided from 11/30/2013 to 10/31/2016, below is data compiled for an average year of use:

Location Square Footage

Electric (kWh)

Electric ($)

Gas (Therms)

Gas ($)

kBTU/ sq. ft.

Total ($)

Total $/sq.ft.

Mayville High School

107,000 485,169 $52,965 62,426 $37,235 73.8 $90,200 $0.843

Mayville Middle School

116,000 812,658 $88,767 44,900 $25,890 62.6 $114,658 $0.988

Parkview Elementary School

39,373 182,935 $21,670 18,684 $11,603 63.3 $33,273 $0.845


DECEMBER 2016

5. Facility Improvement Measures C. Mayville School District Building Overview

HIGH SCHOOL EXISTING INFRASTRUCTURE

HEATING - The high school was built in 1962 with a wing for the arts and technology education, a wing for physical education/gymnasium and a wing for classroom learning and the library. An addition to the classroom wing in 1989 added classroom space to the east end of the building. The building is primarily heated from the hot water boiler plant located in the south wing of the facility. Hot water is pumped to a combination of unit

ventilators and air handling units throughout the building to provide heating.

COOLING - Aside from the office area and 1989 addition there is no cooling in the facility. Cooling of the office is accomplished using a small chiller located in the exhaust fan mechanical room. The new addition is cooled using two residential style Lennox direct expansion units located outside of the 1989 addition mechanical

room. A central control system appears to control the majority of the HVAC system from a scheduling and temperature set point standpoint.

BUILDING ENVELOPE - The roof on the northern and southern wings were replaced recently, the roof on the classroom wing is showing signs of significant wear and failure. Many windows and doors throughout the facility are single pane and appear to be original to the facility construction. Attempts to reduce glazing area have been made by building an interior wall over the window in some locations. The brickwork and mortar throughout the facility appears to be in average condition with select locations of needed repair.


DECEMBER 2016

5. Facility Improvement Measures


DECEMBER 2016

5. Facility Improvement Measures HIGH SCHOOL FACILITY IMPROVEMENT MEASURES (FIM)

The District facilities have potential for both energy and operational improvements which will result in savings. Based on our site visits and District staff feedback, below is a detailed list of FIMs with recommendations:

FIM NO. 1: INTERIOR LIGHTING UPGRADE

EXISTING CONDITIONS

The majority of the lighting throughout the High School is 32W

T8 fluorescent lighting controlled by a set of switches on the wall. The District is replacing the lamps and ballasts by attrition, as ballasts and lamps fail new lamps and ballasts are replacing them. The District appears to be standardizing the

new lamps with a higher color temperature (whiter/more blue light). The lighting system as a whole is inefficient and would benefit from upgraded technology and control.

RECOMMENDATIONS

Conduct a detailed lighting audit of the fixtures throughout the facility, specifically looking for opportunities to do the following:

Replace HID, incandescent, and compact fluorescent fixtures/lamps with LED fixtures/lamps.

Convert standard wattage T8 and T12 fluorescent fixtures to LED lighting, with a combination of new or retrofit fixtures and LED tube lamps.

De-lamp areas that are over-lit. Install occupancy controls in areas that have variable occupancy to reduce lighting hours of use. Install daylight sensors in areas that are well lit from natural light to reduce lighting hours of use

during the day.

A thorough lighting audit is required to determine the optimal solution. This would include a mockup of fixtures in each scenario to allow the staff to evaluate the options that best fit their needs. The goal is to provide adequate lighting levels for the space while minimizing energy consumption.

FIM NO. 2: EXTERIOR LIGHTING UPGRADE

EXISTING CONDITIONS

The existing exterior lighting fixtures consist of parking lot lighting, pathway lighting, flood lighting and wall-packs. In

general, it appears the lights consist of HID (high intensity discharge) and HPS (high pressure sodium) lights. The lights are inefficient and have fewer burn hours than new lighting technologies.

RECOMMENDATIONS

Many options exist when considering exterior lighting

upgrades. McKinstry will conduct and exterior lighting survey to determine the amount of light produced by each light and where the light is projected. Replacement fixtures will then be recommended to provide the best lighting given the existing infrastructure for the application (photometrics). The result is an energy and operationally efficient system that provides adequate amount of lighting for the space.

High School Metals Shop Lighting

High School Parking Lot Lighting


DECEMBER 2016

5. Facility Improvement Measures FIM NO. 3: WINDOW AND DOOR REPLACEMENT

EXISTING CONDITIONS

Many windows throughout the High School are original to the 1962 construction of the facility. The windows are single pane and inefficient. In some instances (and as shown in the photo), sections of the windows were blocked off using a wood wall system. This system

still allows heat to escape the facility during the heating season and can contribute to moisture issues from the freeze-thaw cycle.

RECOMMENDATIONS

Replace the existing single pane windows and doors with new high

efficiency, low-e glass to increase the overall energy efficiency of the building envelope. In locations where security is a concern, tempered glass can be installed with additional thermal and safety film applied if desired.

FIM NO. 4: BUILDING ENVELOPE IMPROVEMENTS

EXISTING CONDITIONS

Cracks in the roof/wall intersection and deteriorated weather stripping around windows and doors were noted during the initial site walkthrough. Additional locations for potential weather infiltration include exterior wall penetrations for air intakes, plumbing vents, and other abandoned equipment.

RECOMMENDATIONS

Conduct an in depth building envelope survey to look for gaps in the

building construction. Once identified, these gaps can be assessed and sealed with the proper caulk and foam. Sealing these areas reduces building heating loads during the winter months and provides more comfortable indoor air conditions. Although generally less significant in total savings, cooling energy can also be realized for air leakage reductions in areas that are mechanically cooled.

FIM NO. 5: ROOFING UPGRADES

EXISTING CONDITIONS

The roofing sections at the High School are broken up into three main

areas: the two wings (North and South) and the main classroom section (East). The North and South wing roof sections were replaced in 2016 with a new PVC roof assembly. The classroom roof sections are severely damaged and aged, areas where design issues are present and additional repairs will not do much to achieve additional life with the current

conditions of the roof.

RECOMMENDATIONS

Replace the existing roof sections that are at or beyond their useful life with new roofing material and increased insulation to save on energy costs. Install a method of draining the water from the roof in the small section near the elevator shaft. The replacement roofing material should match the standard replacement strategy as other roof sections. Additional investigation into the product and overall solution will occur during the DES phase of the project.

High School Window System

(Adjacent to Elevator)

High School Shop Exterior Doors

Standing Water Near Elevator


DECEMBER 2016

5. Facility Improvement Measures FIM NO. 6: TUCKPOINTING

EXISTING CONDITIONS

Brickwork throughout the facility appears to be in average condition with some cracking and chipping occurring. The most significant issue appears to be near the elevator shaft where water pools on the roof and slowly drips off and evaporates away. The water dripping off splashes on the ground which is causing

staining and beginning to break away brick and mortar due to cycles of freezing and thawing.

RECOMMENDATIONS

Repair brickwork, mortar and expansion joints throughout the facility to ensure the structure integrity of the

building envelope is maintained. Provide the proper drainage for the water pooling on the roof to minimize water dripping onto the brick walls and cracking away. Repair issues with the wall specific to this location to maintain structural integrity.

FIM NO. 7: CONTROL SEQUENCE UPGRADES

EXISTING CONDITIONS

Based on the brief walkthrough of the High School and quick overview of the energy management system, it appears that the system is only scheduling equipment ON and OFF and controlling to a certain temperature set point. It looks as though virtually all of the HVAC mechanical pieces of equipment are incorporated into the system and running simply to maintain specific set points without minimizing energy consumed as part of an overall energy saving sequence. Some if the issue is within the

mechanical system limitations while additional opportunity exists for

control sequencing with little mechanical retrofits.

RECOMMENDATIONS

Add proper sensors, mechanical equipment and control sequences to maximize energy savings of the HVAC equipment. Some energy savings control strategies that are recommended are economization, demand control ventilation, occupancy based HVAC control, variable flow pumping, optimal start and air and water reset

schedules. These control strategies will reduce the amount of energy consumed in the facility while maintaining proper amounts of airflow for occupants.

FIM NO. 8: WATER CONSERVATION

EXISTING CONDITIONS

A combination of flush valves and flushing styles were observed in the restrooms in the high school. Different fixtures flow for different times with varying rates of water dispensed. This amount of varying flow is typically indicative of fixtures that are using

too much water during each flush. It was also observed that wash sinks throughout the facility could benefit from low-flow aerators.

RECOMMENDATIONS

Conduct an in-depth survey of the water fixtures throughout the facility to provide an accurate count for the district. Replace the flush valves with new valves and commission the valves to provide the accurate amount of water for each fixture during the flush cycle. Add low-flow aerators to sinks and showers to minimize water consumption and natural gas consumption required to heat the water.

Brickwork Near Elevator Shaft

Weight Room AHU Controller

High School Restroom Urinals


DECEMBER 2016

5. Facility Improvement Measures FIM NO. 9: VENDING MACHINE CONTROLS

EXISTING CONDITIONS

Vending machines without any occupancy controls were observed in a few areas of the High School. These machines consume more energy than required due to times when spaces are unoccupied. The lights on the machine and refrigeration systems do not need to operate when people are not present to purchase beverages.

RECOMMENDATIONS

Install vending machine controls on the vending machines to monitor the occupancy in the vicinity of the vending machine. When no occupancy is detected the vending machines should go into a standby mode to minimize energy consumption while

maintaining proper temperature of the product within the machine.

FIM NO. 10: WALK-IN REFRIGERATION CONTROLS

EXISTING CONDITIONS

The walk-in cooler and freezer at the High School were observed to operate utilizing a timeclock. The defrost cycle occurs based on the interval of time set on the timer rather than based on the need within

the cooler and freezer boxes. To defrost the freezer evaporator coil, an electric heater is activated which melts any frost built up on the coil. This heat is also transmitted into the space which warms up product and contributes to freezer burn and product waste.

RECOMMENDATIONS

Install KE2Therm technology that initiates the defrost cycle based on the

amount of frost buildup on the evaporator coil rather than on an arbitrary duration of time. In addition to the achieving energy savings and reducing product waste, the technology can be connected to the web for critical alarming and troubleshooting which can save time and trip charges from the districts refrigeration contractor.

FIM NO. 11: AHU REFURBISHMENT

EXISTING CONDITIONS

Many of the existing Air Handling Units (AHU) throughout the High School are original to the construction of the facility. The units appear to be in above average shape and in salvageable condition. In many cases units are also located in difficult areas to dismantle

and replace. Although the units are in above average shape, the useful life of most air-handling equipment is 25 years. Bearings,

sleeves, motors and dampers fail which causes significant operational expense to maintain.

RECOMMENDATIONS

Investigate replacing the AHUs and unit ventilators in their entirety, or replace the critical wear parts within the units to bring the system to nearly like-new operation. By replacing motors with new high efficiency

inverter rated motors additional energy savings strategies are possible. Replacing other wear parts will minimize maintenance personnel time freeing them to address other issues within the facility.

High School Walk-in Freezer

High School Auditorium AHU

High School Vending Machine


DECEMBER 2016

5. Facility Improvement Measures FIM NO. 12: DOMESTIC HOT WATER HEATER REPLACEMENT

EXISTING CONDITIONS

A natural gas fired hot water heater was observed in the boiler room in the High School. The water heater is standard efficiency and was installed in 1983. Hot water is produced in the water heater and stored in an adjacent storage tank where it is then distributed throughout the school using constant volume pumps.

RECOMMENDATIONS

Perform calculations on the amount of hot water required based on occupants, quantity of fixtures and heating loads. Install a new high efficient domestic hot water heater that is properly sized for the domestic hot water load.

FIM NO. 13: RETRO-COMMISSIONING

EXISTING CONDITIONS

Facility staff voiced concerns of system operability and the reliability of the direct digital controls. In some instances, graphics on the controls do not correspond to the same equipment as shown. This causes confusion among facility operators and forces operators to use equipment in a manual mode. These manual modes nearly always consume more energy than when controlled using the energy management system.

RECOMMENDATIONS

Perform recommissioning of the entire facility to bring the system back into proper performance thresholds for

each space need. Complete a point-to-point checkout of all digital signals within the system to instill confidence in the controls and reliability within the system.

FIM NO. 14: KITCHEN HOOD CONTROLS

EXISTING CONDITIONS

Based on discussions with facility staff, the kitchen hood is controlled using a switch which pulls a constant amount of air from the kitchen whether required or not based on the type of preparation occurring.

RECOMMENDATIONS

Install controls on the kitchen hood that monitor the air quality within the hood and increase or decrease the amount

of treated air that is exhausted through the hood. In many instances this implementation can be completed without replacing the kitchen hood itself, but rather by modifying the

exhaust fan motor and controls associated with the hood.

High School Kitchen Hood

High School Domestic Hot Water Heater


DECEMBER 2016

5. Facility Improvement Measures FIM NO. 15: MISCELLANEOUS IMPROVEMENTS

EXISTING CONDITIONS

Other miscellaneous systems are not operating to their optimal performance. Exhaust fans located in the lower level are set up in such a way that energy recovery may be cost effective. The gymnasium does not have ceiling fans, known

as de-stratification fans. Warm conditioned air migrates to the ceiling and creates a stratification of air in the space.

RECOMMENDATIONS

Investigate possible options of adding energy recovery to

spaces where constructability and energy savings combine to a payback attractive to the District. Add ceiling de-stratification fans to the gymnasium to help mix air in the

gymnasium and minimize short cycling and air stratification to improve comfort and save energy. Investigate possible locations for renewable energy to minimize purchased energy and create an environment of sustainability.

FIM NO. 16: BOOSTER HEATER REPLACEMENT

EXISTING CONDITIONS

The booster heater used to increase the domestic hot water temperature from 140°F to 180°F for sanitary requirements is heated using electric resistance coils. The electric coils don’t use a lot of energy when compared to the entire building, however they do add significantly to the demand the power company sees for

the facility. Power companies charge significant amounts of money annually for the required power in a

facility.

RECOMMENDATIONS

Install natural gas burning booster heater(s) in the kitchen to replace the electric booster heater(s). The new heaters will use cheaper fuel, natural gas, to accomplish the same task of raising domestic hot water temperatures to required levels. The natural gas booster heater(s) will also lower the demand the power

company charges the district for this piece of equipment’s use.

FIM NO. 17: FOUNDATION LEAKING INVESTIGATION

EXISTING CONDITIONS

Two locations in the High School have leaks coming through the foundation wall. One location is in the kitchen dry storage area and the other is in the main electrical room. When there are driving rains from the West, it seems more water is present in

both locations.

RECOMMENDATIONS

Investigate the issue root cause of the issue and determine the proper next steps given the district’s initiatives and future plans for the building.

High School Gym De-stratification Fans

High School Foundation Water Leak


DECEMBER 2016

5. Facility Improvement Measures MIDDLE SCHOOL EXISTING INFRASTRUCTURE

The Middle School building was built in 1996 with few upgrades to the facility since original construction. The building was built into a hill with only the upper half of the exterior walls on the West, North and East sides of

the facility above grade. The building is a large rectangle with group meeting spaces including the gymnasium, cafeteria, assembly and technology education spaces on the South side of the facility and classroom pods and the Library on the North side of the facility. The boiler room is located in the mezzanine above the boy’s locker room and consists of three standard 80% efficient Ajax 1,750 MBH boilers. The boiler system provides constant volume hot water to the air handling units and unit heaters scattered throughout the school. Two new HTP domestic hot water heaters were installed in August and bypass the large hot water storage tank. A single 200 Ton Trane RTAA air cooled chiller sits outside the loading bay and provides chilled water to most

the facility. The chilled water system also has constant volume pumping to each of the units. Air distribution throughout the facility is accomplished using constant volume air handling units with hot water reheat. The roof appears to be in average condition for a 20-year-old structure with evidence of patching and the start of

roof failure. The exterior wall construction has an EIFS (Exterior Insulated Finish System) system that was recoated this summer and appears to be in good shape. As McKinstry walked through the facility, staff pointed out areas where water infiltration is occurring through window sills at or just above grade. Scuppers drain water from the roof onto the berm adjacent to the wall and then leaks into the facility.


DECEMBER 2016

5. Facility Improvement Measures MIDDLE SCHOOL FACILITY IMPROVEMENT MEASURES (FIM)



EXISTING CONDITIONS

The majority of the lighting throughout the Middle School is 32W

T8 fluorescent lighting controlled by a set of switches on the wall. The district is replacing the lamps and ballasts by attrition, as ballasts and lamps fail new lamps and ballasts are replacing them. The district appears to be standardizing the new lamps with a

higher color temperature (whiter/more blue light). The lighting system as a whole is inefficient and would benefit from upgraded technology and control.

RECOMMENDATIONS





during the day.



EXISTING CONDITIONS

The existing exterior lighting fixtures consist of parking lot lighting, pathway lighting, flood lighting and wall-packs. In

general, it appears the lights consist of HID (high intensity discharge) and HPS (high pressure sodium) lights. The lights are inefficient and have fewer burn hours than new lighting technologies.

RECOMMENDATIONS



Middle School Classroom Lighting

Middle School Wall Pack Lighting


DECEMBER 2016

5. Facility Improvement Measures FIM NO. 3: WATER CONSERVATION

EXISTING CONDITIONS

A combination of flush valves and flushing styles were observed in the restrooms in the high school. Different fixtures flow for different times with varying rates of water dispensed. This amount of varying flow is typically indicative

of fixtures that are using too much water during each flush. It was also observed that wash sinks throughout the facility could benefit from low-flow aerators.

RECOMMENDATIONS

Conduct an in-depth survey of the water fixtures throughout the facility to provide an accurate count for the district. Replace the flush valves with new valves and commission

the valves to provide the accurate amount of water for each fixture during the flush cycle. Add low-flow aerators to sinks and showers to minimize water consumption and natural gas consumption required to heat the water.

FIM NO. 4: BUILDING ENVELOPE IMPROVEMENTS

EXISTING CONDITIONS

Cracks in the roof/wall intersection and deteriorated weather stripping around windows and doors were noted during the initial site walkthrough. Additional locations for potential weather infiltration include exterior wall penetrations for air

intakes, plumbing vents, and other abandoned equipment.

Leaks due to water infiltration at grade were evident in locations pointed out by facility staff.

RECOMMENDATIONS

Conduct an in depth building envelope survey to look for gaps in the building construction. Once identified, these gaps

can be assessed and sealed with the proper caulk and foam. Sealing these areas reduces building heating loads during the winter months and provides more comfortable indoor air conditions. Although generally less significant in total savings, cooling energy can also be realized for air leakage reductions in areas that are mechanically cooled. Investigate the water drainage issue of roof water draining into the building near the scupper discharge.

Middle School Restroom Water Closet

Middle School Wet Carpeting


DECEMBER 2016

5. Facility Improvement Measures FIM NO. 5: CONTROL SEQUENCE UPGRADES

EXISTING CONDITIONS

Based on the brief walkthrough of the Middle School and quick overview of the energy management system, it appears that the system is only scheduling equipment ON and OFF and controlling to a certain temperature set point.

It looks as though virtually all of the HVAC mechanical pieces of equipment are incorporated into the system and running simply to maintain specific set points without minimizing energy consumed as part of an overall energy saving sequence. Some if the issue is within the mechanical system limitations while additional opportunity exists for

control sequencing with little mechanical retrofits.

RECOMMENDATIONS

Add proper sensors, mechanical equipment and control sequences to maximize energy savings of the HVAC equipment. Some energy savings control strategies that are recommended are economization, demand control ventilation, occupancy based HVAC control, variable flow pumping, optimal start and air and water reset schedules. Add VAV (Variable Air Volume) boxes in the ductwork serving the classrooms to minimize energy consumption and maximize control. These control

strategies will reduce the amount of energy consumed in the facility while maintaining proper amounts of airflow for occupants.

FIM NO. 6: BOILER SYSTEM UPGRADE

EXISTING CONDITIONS

The boiler plant consists of three Ajax 1,750 MBH boilers that are original to the 1996 construction of the facility. The expected life of a typical hot water boiler is 25 years. Based on conversations with district personnel, the boilers have not caused many issues to date, but are entering into the end of

their useful life. Boiler distribution pumping is accomplished using constant volume primary/secondary pumping arrangement.

RECOMMENDATIONS

Replace the boiler plant with new high efficiency condensing hot water boilers capable of efficiencies over 95%. Reconfigure the piping to allow for variable-primary pumping

which will give the district significant electrical energy savings as well as allow the boilers to operate at their maximum efficiency for longer durations of the school year.

Middle School Electrical Disconnects

Middle School Hot Water Boilers


DECEMBER 2016

5. Facility Improvement Measures FIM NO. 7: RETRO-COMMISSIONING

EXISTING CONDITIONS


RECOMMENDATIONS

Perform recommissioning of the entire facility to bring the system back into proper performance thresholds for each space need. Complete a point-to-point checkout of all digital signals within the system to instill confidence in the controls and reliability within the system.

FIM NO. 8: WALK-IN REFRIGERATION CONTROLS

EXISTING CONDITIONS

The walk-in cooler and freezer at the Middle School were observed to operate utilizing a timeclock. The defrost cycle occurs based on the interval of time set on the timer rather than based on the need within the cooler and

freezer boxes. To defrost the freezer evaporator coil, an electric heater is activated which melts any frost built up on the coil. This heat is also transmitted into the space which warms up product and contributes to freezer burn and product waste.

RECOMMENDATIONS

Install KE2Therm technology that initiates the defrost cycle based on the amount

of frost buildup on the evaporator coil rather than on an arbitrary duration of

time. In addition to the achieving energy savings and reducing product waste, the technology can be connected to the web for critical alarming and troubleshooting which can save time and trip charges from the districts refrigeration contractor.

FIM NO. 9: CHILLER PLANT REPLACEMENT

EXISTING CONDITIONS

The Middle School is cooled using a single 200 ton Trane RTAA air-cooled chiller that is original to the construction of the facility. Based on conversations with facility staff, one of the compressors

on the unit failed recently at significant expense to the district. Typically air cooled chillers have a useful life of 17-20 years depending on maintenance performed and water treatment. There are two main distribution pumps that operate at a constant volume to distribute the chilled water to AHUs throughout the building.

RECOMMENDATIONS

Replace the existing air-cooled chiller with a new high efficiency air

cooled chiller properly sized to provide cooling to the required locations. New chillers are much more efficient and quieter than the existing chiller. Reconfigure the pumping and piping scheme to allow for variable-primary pumping to save additional electrical energy and maximize the efficiency of the chilled water plant.

Walk-in Cooler

Middle School Chiller


DECEMBER 2016

5. Facility Improvement Measures FIM NO. 10: KITCHEN HOOD CONTROLS

EXISTING CONDITIONS


RECOMMENDATIONS

Install controls on the kitchen hood that monitor the air quality within the hood and increase or decrease the amount of treated air that is exhausted through the hood. In many instances this implementation can be completed without replacing the kitchen hood itself, but rather

by modifying the exhaust fan motor and controls associated with the hood.

FIM NO. 11: ROOFING UPGRADES

EXISTING CONDITIONS

The roof on the Middle School is original to the construction of the facility

and 20 years old. It is constructed from a layer of EPDM roofing material (rubber roof) with a rock ballast to hold the roofing material in place. At 20 years of age there are signs of membrane shrinkage. This occurs to the rubber roof membrane as it ages and experiences thermal cycles. The membrane begins to “tent” and pull at the perimeters where it is attached. This stress is beginning to split at the seams in locations and beginning to end the roof’s useful life.

RECOMMENDATIONS

Most ballasted EPDM roofs have a useful life of 18-22 years depending on preventative maintenance and material quality. Replacing the roofing in the near future before significant failure reduces the risk that insulation will need to be replaced and prevent internal damage from additional leaks and roof failure.


EXISTING CONDITIONS

The booster heater used to increase the domestic hot water temperature from 140°F to 180°F for sanitary

requirements is heated using electric resistance coils. The electric coils don’t use a lot of energy when compared to the entire building, however they do add significantly to the demand the power company sees for the facility. Power companies charge significant amounts of money annually for the required power in a facility.

RECOMMENDATIONS

Install natural gas burning booster heater(s) in the kitchen to replace the electric booster heater(s). The new heaters will use cheaper fuel, natural gas, to accomplish the same task of raising domestic hot water

temperatures to required levels. The natural gas booster heater(s) will also lower the demand the power company charges the district for this piece of equipment’s use.

Middle School Kitchen Hood

Middle School Roof “Tenting”


DECEMBER 2016


EXISTING CONDITIONS

Vending machines without any occupancy controls were observed in a few areas of the Middle School. These machines consume more energy than required due to times when spaces are unoccupied. The lights on the machine and refrigeration systems do not need to operate when people are not present to purchase beverages.

RECOMMENDATIONS

Install vending machine controls on the vending machines to monitor the occupancy in the vicinity of the vending machine. When no occupancy is detected the vending machines should go into a standby mode to minimize energy consumption while maintaining proper temperature of the product within the machine.


DECEMBER 2016

5. Facility Improvement Measures PARKVIEW ELEMENTARY SCHOOL EXISTING INFRASTRUCTURE

The Elementary School was originally constructed in 1960 three additions have occurred since then. The first addition was in 1988 and added classrooms to the East end of the existing building. The second addition was

finished in 1991. This addition added a gymnasium, cafeteria and classrooms to the North end of the facility. The third addition was in 2014 and added office space to the South end of the facility and a new main entrance for building occupants.

HVAC - A hot water boiler plant provides heat for the original building and 1991 addition. A set of natural gas furnaces heat the 1988 addition and a separate furnace system heats the 2014 addition. There is no

centralized cooling within the facility, but select locations are cooled including the 1988 addition and 2014 office addition. Dehumidifiers are distributed throughout the facility at an attempt to reduce moisture in the air. Air distribution in the original facility is accomplished primarily using the original heating only unit ventilators. The 1991 addition has multiple heating only constant volume AHUs that serve the cafeteria,

classrooms and gymnasium and are original to the addition construction.

LIGHTING - Lighting systems throughout the school are primarily T8 fluorescent lamps with new 5,000k lamps with ballasts are being installed as old lamps burn out.

BUILDING ENVELOPE - The roof of the original 1960 structure and 1988 addition have been combined into a truss roof with asphalt shingles. The newest 2014 addition is also a truss roof with asphalt shingles. The 1991

addition roof is EPDM (Ethylene Propylene Diene Monomer) rubber roof. The fascia on the original facility and 1988 addition is painted wood and showing significant wear. Brickwork and mortar on the original facility is chipping and spalling which could lead to significant envelope issues in the near future.


DECEMBER 2016

5. Facility Improvement Measures


DECEMBER 2016

5. Facility Improvement Measures PARKVIEW ELEMENTARY SCHOOL FACILITY IMPROVEMENT MEASURES (FIM)



EXISTING CONDITIONS

The majority of the lighting throughout the Parkview

Elementary School is 32W T8 fluorescent lighting controlled by a set of switches on the wall. The district is replacing the lamps and ballasts by attrition, as ballasts and lamps fail new lamps and ballasts are

replacing them. The district appears to be standardizing the new lamps with a higher color temperature (whiter/more blue light). The lighting system as a whole

is inefficient and would benefit from upgraded technology and control.

RECOMMENDATIONS





during the day.

A thorough lighting audit is required to determine the optimal solution. This would include a mockup of

fixtures in each scenario to allow the staff to evaluate the options that best fit their needs. The goal is to provide adequate lighting levels for the space while minimizing energy consumption.

Parkview Elementary School Incandescent Exit Lighting


DECEMBER 2016

5. Facility Improvement Measures FIM NO. 2: EXTERIOR LIGHTING UPGRADE

EXISTING CONDITIONS

The existing exterior lighting fixtures consist of parking lot lighting, pathway lighting, flood lighting and wall-packs. In general, it appears the lights consist of HID (high intensity discharge) and HPS (high pressure sodium) lights. The lights

are inefficient and have fewer burn hours than new lighting technologies. Some wall-pack lights are controlled based on light sensors and were observed ON when additional lighting was not required. District staff discussed the need for additional lighting in the parking lot because of the lack of fixtures.

RECOMMENDATIONS

Many options exist when considering exterior lighting upgrades. McKinstry will conduct and exterior lighting survey to determine the amount of light produced by each light and where the light is projected. Replacement fixtures will then be recommended to provide the best lighting given the existing infrastructure for the application (photometrics). The result is an energy and operationally efficient system that provides adequate amount of lighting for the space.

FIM NO. 3: BOILER SYSTEM UPGRADE

EXISTING CONDITIONS

The boiler plant consists of three Burnham 528 MBH boilers that were installed after the 1988 addition. The expected life of a

typical hot water boiler is 25 years. Based on conversations with

district personnel, the boilers have not caused many issues to date, but are at the end of their useful life. Boiler distribution pumping is accomplished using a constant volume primary/secondary pumping arrangement.

RECOMMENDATIONS

Replace the boiler plant with new high efficiency condensing hot water boilers capable of efficiencies over 95%. Reconfigure the piping to allow for variable-primary pumping which will give the district significant electrical energy savings as well as allow the boilers to operate at their maximum efficiency for longer durations of the school year.

Parkview Elementary School Wall Pack Lighting

Parkview Elementary School Hot Water Boilers


DECEMBER 2016

5. Facility Improvement Measures FIM NO. 4: CONTROL SEQUENCE UPGRADES

EXISTING CONDITIONS

Based on the brief walkthrough of the Parkview Elementary School and quick overview of the energy management system, it appears that the system is only scheduling equipment ON and OFF and controlling to a certain

temperature set point. It looks as though virtually all of the HVAC mechanical pieces of equipment are incorporated into the system and running simply to maintain specific set points without minimizing energy consumed as part of an overall energy saving sequence. Some if the issue is within the mechanical system limitations while additional

opportunity exists for control sequencing with little

mechanical retrofits.

RECOMMENDATIONS

Add proper sensors, mechanical equipment and control sequences to maximize energy savings of the HVAC equipment. Some energy savings control strategies that are recommended are economization, demand control ventilation, occupancy based HVAC control, variable flow pumping, optimal start and air and water reset schedules. Add VAV (Variable Air Volume) boxes in the ductwork serving the classrooms to minimize energy

consumption and maximize control. These control strategies will reduce the amount of energy consumed in the facility while maintaining proper amounts of airflow for occupants.

FIM NO. 5: HVAC UPGRADES

EXISTING CONDITIONS

The unit ventilators in the 1960 section of the building appear to be original to the construction of the facility. Unit ventilators have a typical useful life of 25 years without significant operational expenditures to maintain the equipment. The District recently added digital controls to the

unit ventilators and may have replaced needed items at the time to extend the life of the equipment even further. Mechanical equipment in the 1988 and 1991 addition is also original to the construction of the addition with the exception of the new make-up air unit above the kitchen. Humid air in the facility is an obvious concern based on dehumidifiers throughout the school.

RECOMMENDATIONS

If the district does not have a desire to cool the classroom spaces, replacing the unit ventilators like-for-like would be a good option. However, if the district is

considering adding cooling to these areas, overhead air distribution would be recommended. A centralized cooling plant could be a solution to upgrade the existing HVAC infrastructure, remove the portable dehumidifiers and increase comfort in the spaces significantly. Investigation into the design of ventilation

systems in conjunction with district personnel’s preferences would occur during the detailed energy study phase of the project.

Parkview Elementary School Unit Ventilator

Controller

Parkview Elementary School Unit Ventilator


DECEMBER 2016

5. Facility Improvement Measures FIM NO. 6: WATER CONSERVATION

EXISTING CONDITIONS

A combination of flush valves and flushing styles were observed in the restrooms in the high school. Different fixtures flow for different times with varying rates of water dispensed. This amount of varying flow is typically indicative

of fixtures that are using too much water during each flush. It was also observed that wash sinks throughout the facility could benefit from low-flow aerators.

RECOMMENDATIONS

Conduct an in-depth survey of the water fixtures throughout the facility to provide an accurate count for the district. Replace the flush valves with new valves and commission

the valves to provide the accurate amount of water for each fixture during the flush cycle. Add low-flow aerators to sinks and showers to minimize water consumption and natural gas consumption required to heat the water.

FIM NO. 7: DOOR GLAZING REPLACEMENT

EXISTING CONDITIONS

Some windows in Parkview Elementary School appear original to the construction of the facility or addition. The windows are single pane and inefficient. Single pane windows allow heat to escape the building much more

quickly than double-pane windows.

RECOMMENDATIONS

Replace the existing single pane windows with new high efficiency, low-e double-pane glass to increase the overall energy efficiency of the building envelope. In locations where security is a concern, tempered glass can be installed

with additional thermal and safety film applied if desired.

FIM NO. 8: KITCHEN HOOD CONTROLS

EXISTING CONDITIONS


RECOMMENDATIONS

Install controls on the kitchen hood that monitor the air quality

within the hood and increase or decrease the amount of treated air that is exhausted through the hood. In many instances this implementation can be completed without replacing the kitchen hood itself, but rather by modifying the exhaust fan motor and controls associated with the hood.

Parkview Elementary School Tank Water

Closet

Parkview Elementary School Old Main Entrance Door

Parkview Elementary School Kitchen Hood


DECEMBER 2016

5. Facility Improvement Measures FIM NO. 9: BUILDING ENVELOPE IMPROVEMENTS

EXISTING CONDITIONS

Cracks in the roof/wall intersection and deteriorated weather stripping around windows and doors were noted during the initial site walkthrough. Additional locations for potential weather infiltration include exterior wall penetrations for air

intakes, plumbing vents, and other abandoned equipment. Leaks due to water infiltration at grade were evident in locations pointed out by facility staff.

RECOMMENDATIONS

Conduct an in depth building envelope survey to look for gaps in the building construction. Once identified, these gaps can be assessed and sealed with the proper caulk and foam. Sealing

these areas reduces building heating loads during the winter months and provides more comfortable indoor air conditions. Although generally less significant in total savings, cooling energy can also be realized for air leakage reductions in areas that are mechanically cooled.

FIM NO. 10: TUCKPOINTING

EXISTING CONDITIONS

Brickwork throughout the facility appears to be in average condition with some cracking and chipping occurring. The most significant cracking appears to be on the original section of the building near the old main entrance. Cracks in

mortar and bricks can allow moisture into the envelope of

the facility which expands and contracts during freezing and thawing conditions and magnifies the problem.

RECOMMENDATIONS

Repair brickwork, mortar and expansion joints throughout the facility to ensure the structure integrity of the building

envelope is maintained.

Parkview Elementary School Roof/Wall Intersection

Brickwork Near Old Main Entrance


DECEMBER 2016

5. Facility Improvement Measures FIM NO. 11: ROOFING

EXISTING CONDITIONS

The Elementary School roofing is constructed in two different types, asphalt shingles and fully adhered EPDM. The shingled roof is in good condition with only minor caulking required. The EPDM roof covers the 1991 addition and is showing signs of significant wear in some areas. The

connector area between the shingled section and classroom area has delaminated insulation causing drainage issues. The other larger areas of EPDM roofing are beginning to delaminate and curl, lap sealants are deteriorating and splits are occurring in some locations.

RECOMMENDATIONS

Fully adhered EPDM roofs generally can be expected to perform 20 years. After 20 years, the membranes begin to show fatigue and

dimensionally shorten. A significant amount of shrinkage in the roof membrane was not observed, but lap seams are delaminating. Because of these observations the flat roof should be scheduled for replacement to save existing insulation and increase the insulation value of the roof.


EXISTING CONDITIONS


RECOMMENDATIONS



EXISTING CONDITIONS

The booster heater used to increase the domestic hot water temperature from 140°F to 180°F for sanitary requirements is heated using electric resistance coils. The electric coils don’t use a lot of energy when

compared to the entire building, however they do add significantly to the demand the power company sees for the facility. Power companies charge significant amounts of money annually for the required power in a facility.

RECOMMENDATIONS

Install natural gas burning booster heater(s) in the kitchen to replace the electric booster heater(s). The new heaters will use cheaper fuel, natural gas, to accomplish the same task of raising domestic hot water temperatures to required levels. The natural gas booster heater(s) will also lower the demand the power

company charges the district for this piece of equipment’s use.

Ponding Due to Insulation Delamination on Connecting Roof


DECEMBER 2016


EXISTING CONDITIONS

Vending machines without any occupancy controls were observed in a few areas of the Parkview Elementary School. These machines consume more energy than required due to times when spaces are unoccupied. The lights on the machine and refrigeration systems do not need to operate when people are not present to purchase beverages.

RECOMMENDATIONS

Install vending machine controls on the vending machines to monitor the occupancy in the vicinity of the vending machine. When no occupancy is detected the vending machines should go into a standby mode to minimize energy consumption while maintaining proper temperature of the product within the machine.


DECEMBER 2016

5. Facility Improvement Measures DISTRICT OFFICE EXISTING INFRASTRUCTURE

The district office appears to have been built recently and with no new additions or major renovations.

HVAC – The entire office space is served by three residential style high efficiency furnaces located in the attic space. The furnaces each have a direct expansion (DX) cooling coil integral to the unit that supplies the system with cold refrigerant to cool the air. District personnel have mentioned that the systems do not provide adequate amounts of ventilation for the needs in the space.

BUILDING ENVELOPE – Based on a quick observation of the facility, it appears the brickwork, roof, windows and overall façade of the building are in good shape. The building is wood framed with a brick exterior façade and an asphalt shingled roof.

LIGHTING – The lighting appears to be a combination of different style fluorescent T8 fixtures. The exterior

lighting appears to be HID (high intensity discharge) and Metal Halide lighting and in relatively good condition.

DISTRICT OFFICE FACILITY IMPROVEMENT MEASURES (FIM)



EXISTING CONDITIONS

The majority of the lighting throughout the District Office appears to be 32W T8 fluorescent lighting controlled by a set of switches on the wall. The district

is replacing the lamps and ballasts by attrition, as ballasts and lamps fail new lamps and ballasts are

replacing them. The lighting system as a whole appears to be in good shape, however it is inefficient and would benefit from upgraded technology and control.

RECOMMENDATIONS


Replace HID, incandescent, and compact fluorescent fixtures/lamps with LED

fixtures/lamps. Convert standard wattage T8 and T12 fluorescent fixtures to LED lighting, with a combination of new

or retrofit fixtures and LED tube lamps. De-lamp areas that are over-lit. Install occupancy controls in areas that have variable occupancy to reduce lighting hours of use.

Install daylight sensors in areas that are well lit from natural light to reduce lighting hours of use

during the day.


District Office Interior Lighting


DECEMBER 2016

5. Facility Improvement Measures FIM NO. 2: EXTERIOR LIGHTING UPGRADE

EXISTING CONDITIONS

The existing exterior lighting fixtures consist of parking lot lighting, pathway lighting, flood lighting and wall-packs. In general, it appears the lights consist of HID (high intensity discharge) and HPS (high pressure sodium) lights. The lights

are inefficient and have fewer burn hours than new lighting technologies.

RECOMMENDATIONS


upgrades. McKinstry will conduct and exterior lighting survey to determine the amount of light produced by each light and where the light is projected. Replacement fixtures will then be

recommended to provide the best lighting given the existing infrastructure for the application (photometrics). The result is an energy and operationally efficient system that provides adequate amount of lighting for the space.


EXISTING CONDITIONS

Facility staff voiced concerns of system operability and the accuracy of the heating system. The spaces have been changed since the original intent of the HVAC system which may not allow enough ventilation into individual spaces.

RECOMMENDATIONS



EXISTING CONDITIONS

A combination of fixtures were observed in the restrooms in the District Office. Different fixtures flow for different times with varying rates of water dispensed. This amount of

varying flow is typically indicative of fixtures that are using too much water during each flush. It was also observed that wash sinks throughout the facility could benefit from low-flow aerators.

RECOMMENDATIONS

Conduct an in-depth survey of the water fixtures throughout the facility to provide an accurate count for the District.

Replace the flush valves with new valves and commission the valves to provide the accurate amount of water for each fixture during the flush cycle. Add low-flow aerators to sinks to minimize water consumption and natural gas consumption required to heat the water.

District Office Parking Lot Light

District Office Lavatory


DECEMBER 2016

5. Facility Improvement Measures BUS GARAGE EXISTING INFRASTRUCTURE

The bus garage is located on the north end of the student parking lot and football field. The structure was built in 1995 and consists of a large garage bay, restroom area, office and break room, and workshop/storage

spaces on the west side of the building.

HVAC – The bus garage bay area is heated using one gas-fired unit heater and one gas-fired make-up air unit. An exhaust fan is activated when vehicles are running in the garage bay area and the make-up air unit replenishes the exhausted air. One of the maintenance workshop/storage areas is also heated using a gas-fired unit heater. The break room is heated and cooled using a PTAC (packaged terminal air conditioning) unit.

LIGHTING – The majority of the lighting in the facility is accomplished with fluorescent fixtures; many of the lights in the storage and garage bay are 8 foot T12 and very inefficient. There are wall-packs on the exterior of the facility that help light some of the pathways, but are inadequate to light the parking lot.

Building Envelope – Garage doors in the bay area and service personnel service doors throughout the facility have weather stripping and door sweeps that should be replaced to conserve energy. The structure of the building appears to be in good shape with double-pane windows in the break room and office.

BUS GARAGE FACILITY IMPROVEMENT MEASURES (FIM)

The District facilities have potential for both energy and operational improvements which will result in savings.

Based on our site visits and District staff feedback, below is a detailed list of FIMs with recommendations:


EXISTING CONDITIONS

The majority of the lighting throughout the Bus Garage appears to be fluorescent lighting with a combination of

T12 and T8 lights controlled by a set of switches on the wall. The district is replacing the lamps and ballasts by attrition, as ballasts and lamps fail new lamps and ballasts are replacing them. The lighting system as a

whole appears to be in good shape, however it is inefficient and would benefit from upgraded technology and control.

RECOMMENDATIONS



Convert standard wattage T8 and T12 fluorescent fixtures to LED lighting, with a combination of new

or retrofit fixtures and LED tube lamps. De-lamp areas that are over-lit. Install occupancy controls in areas that have variable occupancy to reduce lighting hours of use. Install daylight sensors in areas that are well lit from natural light to reduce lighting hours of use

during the day.

A thorough lighting audit is required to determine the optimal solution. This would include a mockup of

Bus Garage Bay 8’ T12 Lights


DECEMBER 2016

5. Facility Improvement Measures fixtures in each scenario to allow the staff to evaluate the options that best fit their needs. The goal is to provide adequate lighting levels for the space while minimizing energy consumption.


EXISTING CONDITIONS

The existing exterior lighting fixtures consist of parking lot and wall-pack lights. In general, it appears the lights consist

of HID (high intensity discharge) and HPS (high pressure sodium) lights. The lights are inefficient and have a shorter life than new lighting technologies. District staff also discussed the need for additional lighting in the parking lot because of the lack of fixtures.

RECOMMENDATIONS




EXISTING CONDITIONS

A combination of fixtures were observed in the restrooms in

the District Office. Different fixtures flow for different times with varying rates of water dispensed. This amount of varying flow is typically indicative of fixtures that are using too much water during each flush. It was also observed that wash sinks throughout the facility could benefit from low-flow aerators.

RECOMMENDATIONS

Conduct an in-depth survey of the water fixtures throughout the facility to provide an accurate count for the district. Replace the flush valves with new valves and commission the valves to provide the accurate amount of water for each fixture during the flush cycle. Add low-flow aerators to sinks to minimize water consumption and natural gas consumption required to heat the water

Bus Garage Wall-Pack Lights

Bus Garage Lavatory

6 Financial Impacts


DECEMBER 2016

6. Financial Impacts A. Introduction

Our financial approach is to assist clients and their teams to maximize project scope. Typically, all costs associated with projects, including most financial transaction fees, can be funded by the project. McKinstry develops cash flow models with the collaboration of the client and project team. These models can be adjusted

to show multiple scenarios, allowing the client to choose the optimal project and financial structure. Typically, the project results in positive or budget neutral cash flow, resulting in no new budget expenses, but simply the redirection of existing budget dollars.

The McKinstry team will consult with the Mayville School District to ensure understanding of the wide range of

financial products available for financing energy projects. We will work within the state’s statutory debt limit and procurement legislation.

B. Funding Sources

Over the past decade as an energy services provider, McKinstry has seen many creative methods of financing projects. However, in our experience the majority of districts utilize one or more of the following funding sources:

Bonding

Utility funding and rebates, including Focus On Energy incentives

Grants

Other funding sources

BONDING

The State of Wisconsin has budgeted for the bonding of energy efficiency projects for the various state agencies. Mayville School District is eligible to request an allocation of funds administered through the Department of Administration and the Department of State Facilities.

QUALIFIED ZONE ACADEMY BONDS (QZAB)

Qualified Zone Academy Bonds (QZABs) are low interest rate bonds available to a “Qualified Zone Academy.”

A Qualified Zone Academy must be in an Enterprise Zone or have >35% of students enrolled in the Free and Reduced Lunch program. The bonds can be used to finance building rehabilitation including energy efficiency retrofits, equipment, and training.

QZABs provide for a lower cost of borrowing by offering a 100% subsidy of the tax credit rate. The subsidy is

in the form of a tax credit to the bondholder. Since the tax credit rate (as determined daily by the U.S. Treasury) correlates with the taxable rate, the subsidy lowers the effective borrowing rate for the bondholder to levels below tax-exempt rates. The effective rate depends on the overall credit of the borrower, the duration of financing, security, and current tax credit rates; however, rates have ranged from 0-3%. Bonds can be issued for terms up to 20 years. This term limit changes at the discretion of the U.S. Treasury.

UTILITY FUNDING & REBATES

Seeking and securing utility incentives for the Mayville School District will be a critical part of the financing ability an ESCO brings to a performance contract. McKinstry has found that the key to success in securing design or financial assistance with the utilities is to ensure that the partnership begins from the initial phases of the project and continues through to the performance assurance phase. Typically, the conservation programs provide certain guidelines that must be met throughout the development of the project in order to qualify for a rebate or incentive program. In addition, incentive monies and rebates are paid directly to the


DECEMBER 2016

6. Financial Impacts owner with McKinstry operating as an advocate for the owner. A representative from the utility’s conservation program therefore is an important member of the project team to ensure that all necessary milestones are met from the utility’s perspective.

TYPICAL UTILITY REBATE PROCUREMENT STEPS

1. McKinstry contacts the applicable utility in order to outline the performance project.

2. The utility requests completion of a proposal or specific forms that describe the project, intended audit and calculation methodology.

3. Once the methodology is approved by the utility, the audit and calculation proceed as planned. McKinstry presents the final study to all parties.

4. The utility reviews the information provided and issues a letter of authorization or intent stating the

amount or type of funding secured for the project. This letter may also contain a description of construction deliverables required, as well as a measure verification plan that is required at the end of construction.

5. Once all construction deliverables are provided and the utility measurement and verification plan is fulfilled, the owner can expect an incentive payment within four to six weeks.

This partnering approach eliminates end-of-project conflicts regarding funding levels, and will help to expedite the final incentive payments to the owner. Our experience with the local rebate programs will prove valuable on this project.

FOCUS ON ENERGY INCENTIVES

McKinstry works directly with Focus on Energy and their assigned energy advisor to identify all qualified measures that are eligible for rebates through this program. Whether the incentive is a custom or prescriptive

grant, McKinstry’s energy engineers apply for the grant per program guidelines and continues to track them until they are paid out, ensuring the customer receives the maximum incentive possible.

OTHER FUNDING SOURCES

EPACT tax deduction

Public/private partnerships

DOE Grant

PROJECT PAYBACK

The payback criteria for every energy savings project vary from client to client. Depending on the types of

projects that encompass the performance contract, payback terms can be from five to twenty years. On previous State projects, McKinstry has followed the State’s guidelines and recommendations for payback criteria and will do the same for Mayville School District.


DECEMBER 2016

6. Financial Impacts C. Financial Analysis

RELATIVITY

HISTORICAL TAX RATE – MAYVILLE SD

$-

$2.00

$4.00

$6.00

$8.00

$10.00

$12.00

$14.00

$16.00

$18.00

$20.00

Fall

19

84

Fall

19

85

Fall

19

86

Fall

19

87

Fall

19

88

Fall

19

89

Fall

19

90

Fall

19

91

Fall

19

92

Fall

19

93

Fall

19

94

Fall

19

95

Fall

19

96

Fall

19

97

Fall

19

98

Fall

19

99

Fall

20

00

Fall

20

01

Fall

20

02

Fall

20

03

Fall

20

04

Fall

20

05

Fall

20

06

Fall

20

07

Fall

20

08

Fall

20

09

Fall

20

10

Fall

20

11

Fall

20

12

Fall

20

13

Fall

20

14

Fall

20

15

Historical Tax Rate

Mayville State


DECEMBER 2016

6. Financial Impacts FINANCIAL COMPARISONS

$10.40 $10.69 $10.57 $9.65 $9.51

$8.87

$10.25

$-

$2.00

$4.00

$6.00

$8.00

$10.00

$12.00

2015-2016 Mill Rates

$5,355,010.00

$5,943,428.00

$4,585,237.00

$5,250,236.00

$3,267,198.00

$-

$1,000,000.00

$2,000,000.00

$3,000,000.00

$4,000,000.00

$5,000,000.00

$6,000,000.00

$7,000,000.00

Lomira Mayville North Fond Du Lac Omro Rosendale-Brandon

2015-2016 Total Levy


DECEMBER 2016

6. Financial Impacts

Fall 1984 Fall 1985 Fall 1986 Fall 1987 Fall 1988 Fall 1989 Fall 1990 Fall 1991

Total Levy 2,874,504$ 2,810,347$ 3,075,303$ 2,691,488$ 2,895,210$ 3,022,760$ 3,465,054$ 3,773,458$

Total Equalized Value 206,531,698$ 200,635,866$ 183,496,916$ 171,892,641$ 180,766,609$ 183,978,171$ 193,314,397$ 200,380,044$

Equalized Rate 13.92$ 14.01$ 16.76$ 15.66$ 16.02$ 16.43$ 17.92$ 18.83$

K-12 Average 12.98$ 14.35$ 16.13$ 15.38$ 16.09$ 16.62$ 17.11$ 17.51$


Total Levy 4,401,496$ 4,200,865$ 4,104,433$ 3,968,507$ 3,392,158$ 3,375,910$ 3,518,792$ 3,717,303$


Equalized Rate 20.71$ 18.65$ 16.70$ 14.37$ 11.46$ 10.55$ 9.92$ 10.14$

K-12 Average 18.37$ 17.91$ 16.60$ 15.26$ 11.90$ 11.30$ 11.20$ 10.68$


Total Levy 3,821,864$ 3,744,466$ 3,921,144$ 4,005,202$ 4,457,361$ 4,513,234$ 4,283,401$ 4,727,626$


Equalized Rate 10.11$ 9.32$ 9.43$ 9.11$ 9.48$ 8.93$ 7.83$ 8.29$

K-12 Average 10.43$ 10.04$ 9.73$ 9.56$ 9.46$ 8.63$ 8.31$ 8.45$


Total Levy 5,019,507$ 5,079,619$ 5,305,183$ 5,460,291$ 5,313,145$ 5,310,138$ 5,477,196$ 5,943,428$


Equalized Rate 8.56$ 8.77$ 9.30$ 9.70$ 9.71$ 9.71$ 9.68$ 10.57$

K-12 Average 8.61$ 9.18$ 9.80$ 9.88$ 10.21$ 10.37$ 10.26$ 10.25$

Longitudinal Survey of Levies, Equalized Values, and Equalized Tax Rates*

Mayville


DECEMBER 2016


$-

$500.00

$1,000.00

$1,500.00

$2,000.00

$2,500.00

Facility Cost Per Member

Kettle Moraine Lomira

Mayville North Fond du Lac

Omro Rosendale-Brandon

2008 2009 2010 2011 2012 2013 2014

$-

$2,000.00

$4,000.00

$6,000.00

$8,000.00

$10,000.00

$12,000.00

$14,000.00

Educational Cost Per Member

Kettle Moraine Lomira Mayville

North Fond du Lac Omro Rosendale-Brandon

State Total

2008 2009 2010 2011 2012 2013 2014 2015


DECEMBER 2016


Mayville School District

Needs Prioritization Key

Priority When Asset Condition Key

1

Immediat

e 2016

Rough Order of Magnitude (ROM)

Project Selection Matrix

Acceptabl

e

Equipment in acceptable condition &

within useful life

2 High 2017 Alert Equipment operating in aged/degraded

condition

3 Medium 3-5years

Caution Equipment in need of repairs or nearing

end of useful life

4 Low 6-10

years

Alarm Equipment failure inevitable or excessively

past useful life

5

Long-

term

10+

years Danger Equipment has failed and/or is causing a

safety hazard

Scena

rio

FIM

#

Facility Improvement

Measure

Asset

Condition

District

Priority

1 Boiler Replacements Caution 2/3

2 Domestic Hot Water Alert 2

3 Mechanical Upgrades Caution 3

4 Building Envelope Alarm 1

5 Roofing Upgrades Caution 2

6 Controls Upgrades Caution 2

7 Interior Lighting Alert 1

8 Window Upgrades Alert 2

9 Power Ed


DECEMBER 2016



DECEMBER 2016



DECEMBER 2016

6. Financial Impacts Master Facility Planning and Optimization Summary

What?

Long-range, strategic, facility planning aligned with District

objectives Facility reinvestment /

modernization; often more cost-effective than new construction

Enhancements to indoor

environments (e.g. air quality, lighting, comfort, acoustics)

Educational programming; facilities that support 21st century

education

Why?

Improved student and staff performance

Reduced operating cost Enhanced District

competitiveness

Addresses aging capital infrastructure; reduced risk of

infrastructure failure Improved community relations Local job creation

How?

Develop a comprehensive facility plan that aligns with District

objectives Leverages existing District

resources and authorities

Utilize an approach with guaranteed results

Leverage “free” money: grants, rebates, subsidized financing

Referendum support

Why McKinstry?

Record accomplishment serving K-12 districts

Transparent and cost-effective Since 2009, McKinstry teams

have supported over 500 K-12

Districts to successfully implement more than $450M in

facility improvements. Single source of accountability Beyond energy: demographics,

facility planning & optimization, new space design, health &

safety

Why Now?

45-year low interest rates

combined with low constructions cost has

created the perfect

environment for facility improvements

7 McKinstry Overview


DECEMBER 2016

7. McKinstry Overview About McKinstry

The McKinstry family of companies has over 56 years of experience assessing and improving facilities. With more than 1,500 successful energy and facility improvement projects completed in the past 15 years throughout the company, McKinstry has the expertise to offer comprehensive solutions to Mayville School District. McKinstry is more than just another energy services company (ESCO)—we believe in serving as your trusted advisor “For the Life of Your Building.”

Over the past five decades, McKinstry has evolved into a client-centric energy and facility services consulting firm, with 25 offices across the country, including Madison and Milwaukee, WI. McKinstry’s approach to delivering energy services is unique—no other ESCO in the nation delivers projects in the same manner. Our notable differentiators include:

FINANCIAL APPROACH TO PERFORMANCE CONTRACTING:

McKinstry has the ability to maximize the available funding and financing mechanisms available to clients. Additional funding, such as the EPACT tax credit (unique to McKinstry), allows our clients to implement more projects without additional capital expenditures. For example, the UW-Platteville project has a 12.4-year overall payback, but included longer payback energy conservation measures (ECMs), such as the wind turbine

and solar photovoltaic.

EXPERIENCED TEAM:

The McKinstry project team in Wisconsin has extensive experience developing, implementing, and managing large projects contracted with the State of Wisconsin, including 2010 projects at UW-Eau Claire and UW-

Platteville. Our project team leadership is located in McKinstry’s Madison office, and is the most experienced energy services team in the state. Furthermore, our project director will have the decision-making authority required to be the single point-of-contact for the Mayville School District.

INNOVATION:

McKinstry will go far beyond a cookie-cutter performance contract. We excel at innovative design, financial engineering, maximizing grants, securing utility incentives, and assisting with heavily-subsidized financing that provides hundreds of thousands of dollars in additional capital to fund facility improvements.

OPEN-BOOK PRICING TO A GUARANTEED MAXIMUM PRICE (GMAX):

We believe in an open-book process throughout the entire project, from start to finish. McKinstry is proud to be recognized as having the lowest fee schedule of all the State of Wisconsin-approved ESCOs.

VENDOR NEUTRALITY:

McKinstry does not manufacture and/or represent any products. We believe in utilizing our clients’ preferred

contractors, systems, and products. Our non-biased consultative approach provides the peace of mind that any recommendation we make is with the client’s best interest in mind.

LONG TERM RELATIONSHIP:

McKinstry realizes that the energy and facility service spectrum is ever-changing. Therefore, we approach

each client with a long-term relationship mindset. Our projects are always scalable and looked upon with multiple phases in mind. In addition, we always provide ongoing training upon completion of work and look for creative ways to partner with our clients. For example, at UW-Platteville, we hired two interns and a full-time engineer to join our team and support the project.

ENERGY AWARENESS PROJECTS:

McKinstry believes that energy efficiency goes beyond capital improvement projects. The abilities to operate systems efficiently and culturally change behaviors are equally essential to saving energy. We have implemented unique programs to help our clients address such activity.


DECEMBER 2016

7. McKinstry Overview McKinstry Qualifications

CORPORATE CAPABILITIES

ENERGY AUDITING

The audit phase of a project is a very important step in identifying all viable opportunities. McKinstry’s staff has many years of combined auditing experience within the dedicated energy group to ensure that no stone is left unturned. McKinstry’s facility auditing process also consists of several steps designed to capitalize on the efficient use of the team’s time and to strategically focus on initiatives that have a high probability of implementation and energy-savings success. The facility auditing team usually consists of energy engineers, program

managers, and one or more engineering resources. Other resources such as utility

representatives and construction estimators are brought in as needed during the facility audit.

FINANCING

McKinstry can assist in multiple approaches to financing. Typically, this is arranged through financing with banking partners of third-party lenders direct to the client to take advantage of lower interest rates. In order to arrange financing, McKinstry develops a financing package Request for Proposal that takes into

consideration the key financial criteria of the client. This package is then submitted to interested parties, with results reviewed by the project team and ultimately selected by the client. The McKinstry Capital team is dedicated exclusively to identifying and arranging funding sources for our clients.

DESIGN/ENGINEERING

We possess the in-house capability to design all aspects of energy and utility conservation systems including chilled water systems, steam systems, central plants, ventilation and air distribution, plumbing, process

piping, laboratory specialized HVAC, lighting upgrades, fire protection, and integrated fire detection and direct digital controls (DDC) systems. We are committed to providing the highest level of service to our clients and

to creating innovative and cost-efficient solutions to design challenges.

We incorporate sustainable building practices into all of our designs, and have more than 80 LEED® Accredited Professionals on staff. We believe a correct design should deliver the design criteria, but also do so in a

manner consistent with long-term operational goals and financial constraints. Our engineering staff consists of designers, engineers, and CAD professionals — including more than 60 registered Professional Engineers. Having the depth and breadth of design resources in-house provides McKinstry with a unique ability to quickly and accurately develop and evaluate design options during the audit phase, and then rapidly complete engineering documents as projects move into construction.

GENERAL CONTRACTING

McKinstry functions as the general contractor on energy savings projects. This approach minimizes project costs by eliminating multiple tiers of markup and by relying on well-trained individuals familiar with energy projects. A key focus is scheduling and coordination of tasks. During the pre-construction phase of all projects, we collect input from the entire team to develop a detailed project schedule. In this general contractor role, we take responsibility for the entire project, including all trades that are involved. McKinstry's record of

successful projects for a variety of customers continues to grow with our proven general contracting expertise.

CONSTRUCTION MANAGEMENT/ADMINISTRATION

Calling upon more than 50 years of experience in construction enables McKinstry’s energy services teams to successfully complete construction projects for our clients. Our vast construction experience includes a great number of cities, counties, school districts, university and college campuses, high-tech and bio-tech facilities, as well commercial buildings. Our construction management team utilizes experience, technical tools, and personal commitment in delivering outstanding results and timely conclusions.


DECEMBER 2016

7. McKinstry Overview In our experience in working with universities, one of the most critical elements of delivering a successful construction project is communication with the various university stakeholders. More often than not, construction projects need to take place in occupied buildings during occupied hours, and under a tight schedule with any system shutdowns highly coordinated.

TESTING AND BALANCING

McKinstry performs all testing and balancing (TAB) work in accordance to the National Environmental Balancing Bureau (NEBB). McKinstry is an NEBB-certified firm (Certification Number 2728). NEBB Qualified Supervisors perform or supervise all TAB work. Final TAB performance data is recorded onto appropriate forms where it is compared to the designed performance criteria given. In the event a system is not meeting the design intent, McKinstry’s construction manager, commissioning manager, and design engineer are

immediately notified. A resolution is worked through in a timely manner.

COORDINATION OF THIRD-PARTY COMMISSIONING

McKinstry has coordinated third-party commissioning on many projects and is familiar with the processes needed to ensure a successful outcome. Many times, the coordination of the third-party agent is done to meet certain LEED requirements. McKinstry has managed this process before and is familiar with all of the requirements needed to successfully manage this process. We look forward to working with the Mayville

School District to establish the best and preferred method of commissioning for upcoming projects.

WARRANTY SERVICES

Because we consider ourselves long-term partners with our clients, we support customers with resolutions for equipment and system issues after the warranty period expires. We will commission each project to ensure all equipment and systems installed will meet or exceed performance standards. We will guarantee installation and workmanship for one year against defects. Equipment typically carries the manufacturer’s warranties, but our relationships with vendors allow us to extend warranties at no- or low-cost. The warranty time period

starts at the date of substantial completion or occupancy. If equipment is used for temporary service, its warranty date typically will start when it is put into service.

MEASUREMENT AND VERIFICATION OF SAVINGS

Delivering the energy savings is the core of our process. We have a dedicated measurement and verification team that uses the latest remote monitoring technologies,

loggers, and web-based services to enable the flow of data from and to our clients. We have an in-house remote monitoring center to monitor control systems. McKinstry adheres to the Federal Energy Management Program (FEMP).

SAVINGS GUARANTEES

McKinstry believes that guaranteed savings are one of the critical elements of successful performance contracting. To this point, we strive to develop accurate and detailed

guaranteed savings for each measure. The energy savings are derived from electrical, gas, water, and waste initiatives that are pursued. Energy saving guarantees are developed around the predicted units (e.g., kWh) of energy saved, then converted to a dollar figure (by using the units saved multiplied by the utility rate) and guaranteed up to 100%.

FACILITATING MAXIMUM PARTICIPATION AND INVOLVEMENT OF UTILITY COMPANIES

McKinstry seeks all available funding avenues on behalf of our clients, which is reflected in the fact that McKinstry has secured over $8.0 million dollars in utility grants for our clients in the last five years across the


DECEMBER 2016

7. McKinstry Overview country, with innovative approaches to design and implementation.

Our process for maximizing utility incentives begins early, with the philosophy that the sooner utility firms are

introduced and educated on the potential project, the more apt they are to fund the project. The representative from the utility’s conservation program is an important member of the project team to ensure that all necessary milestones are met from the utility’s perspective and to add innovative suggestions for maximizing energy savings and minimizing payback.

WEB-BASED PROJECT MANAGEMENT

At McKinstry, we believe that a successful project is dependent on people, process, innovation, knowledge

capital, and technology working together to deliver the best total solutions to our clients. As part of all energy services projects, and at no additional cost or fee to our clients, we deploy a secure web-based project management service called InfoCentre™. We post data, pictures, meeting agendas and minutes, information

about energy measures identified, operations and maintenance (O&M) equipment information, and energy data to this site. This becomes our collaboration zone with our clients through all phases of a project, and allows the project team to access information at any point in the process.

SUSTAINABILITY PROJECTS

McKinstry actively pursues potential sustainability and renewable energy projects with our clients. Projects that we have completed or are currently developing include multiple LEED projects, large solar PV arrays, bio-diesel and ethanol production plants, biomass heating systems, and co-generation. As a company committed to energy efficiency and sustainability, we have an obligation to explore opportunities and evaluate the merits of potential

solutions with our clients.

PUBLIC INTERACTION AND EDUCATION

Many of McKinstry’s projects include an awareness component in order to

educate the public on the importance of energy and waste reduction. McKinstry assists our clients in promoting energy and sustainability themes to building occupants and communities in a number of ways; this can be a

simple press release to local news outlets, a community open house upon project completion, an informative video, or an on-site dashboard kiosk that highlights the organization’s energy efficiency and conservation efforts.

McKinstry has installed educational kiosks at school districts, universities, and government buildings across the country to inform building occupants and visitors about energy efficiency.

TRANSITION TO SUSTAINABLE OPERATIONS (TSO™)

Transition to Sustainable Operations supports customers in transition from their current facility project to operation of the facility. Our solution encompasses three phases that are uniquely intertwined. We refer to these phases as Project Closeout, Initial Occupancy, and Stabilized Occupancy.

The first phase, Project Closeout, parallels the final construction and commissioning of the project. There are three critical components within this phase.

1. Documentation consists of the capture of knowledge about systems, components, and features of the completed project. It is the foundation for the successful operation of your facility.

2. Development is the leveraging of catalogued documentation for the essential operation of facility programs. This ensures the comfort, safety, and security of the facility and its tenants.

3. Acceptance and Training is the transfer of ownership in the operations of the facility, in addition to the coordination and scheduling to provide specific system and operation knowledge.


DECEMBER 2016

7. McKinstry Overview The second phase, Initial Occupancy, will parallel the construction closeout phase of the project and provide additional services beyond the general deliverables of the project. This phase of the program will develop the methods and procedures to manage staffing, maintain equipment, and measure results. This information will become standardized so that it will become the foundation for operating the facility. These standards will

provide the ability to compare and track performance.

The final phase, Stabilized Occupancy, is a culmination of deliverables outlined in the previous two phases. The Stabilized Occupancy phase is focused primarily on the delivery of reliability through a combination of highly trained personnel utilizing the programs developed throughout construction closeout and initial

occupancy. The transition to operation will complete this comprehensive plan.

REMOTE MONITORING

Twenty-four hour remote monitoring is a specialty of McKinstry. Via a modem, network connection, and

building DDC controls we are able to monitor system operations, temperatures, and foresee potential problems. Many adjustments to system operation such as temperature set points, schedules, and air volumes can be performed remotely, thus eliminating many emergency service calls.

EQUIPMENT ACCEPTANCE TESTING

McKinstry believes that the process for procuring equipment should include a comprehensive set of tests ensuring that equipment has been properly sized, applied, shipped, and installed. McKinstry can perform site acceptance testing using predictive maintenance technologies as an integral part of assuring equipment

condition.

Acceptance testing identifies serious problems that can reduce the reliability, maintainability, and life cycle costs of new equipment substantially. Typical issues

identified by predictive technologies during acceptance testing include, but are not limited to: baseplate resonance, bearing damage, machine imbalance, rotor or stator defects, and foundation integrity. Defects found during acceptance testing are often times relatively minor in nature and would not have caused issues prior to the manufacturer warranty period, but the life cycle of the equipment would have been seriously reduced.

McKinstry has invested in high-tech predictive maintenance technologies such as SPM bearing analysis, vibration analysis, motor circuit analysis, and ultrasonic detection to assess the condition of equipment and hold manufacturers accountable for the equipment they ship. Acceptance testing is performed in conjunction with the commissioning agent, and does not replace commissioning, but enhances its effectiveness

significantly. Condition monitoring of new or repaired equipment also serves to establish a performance baseline for future assessment of conditions.


DECEMBER 2016

7. McKinstry Overview What Does Value Really Mean To Our Clients?

We recognize the term “value” is over-used and under-delivered. At McKinstry, value simply means that more dollars are available for equipment, materials, installation, and construction to implement a greater scope of work. In short, your funds will be spent on actual project implementation rather than on increased overhead and margins. We are confident that you will find us to be the most cost-effective fee-based ESCO in the country.

In summary, McKinstry is dedicated to providing the most value-driven and innovative energy performance contracting program to the Mayville School District. Using a highly collaborative approach, we will provide turnkey services that meet all of your desires for energy efficiency and facility improvement.


DECEMBER 2016

7. McKinstry Overview Client References

Below are representative references within our K-12 customer list. Please feel free to contact them regarding their McKinstry experience.

ST. CROIX CENTRAL SCHOOL DISTRICT

ENERGY EFFICIENCY REVENUE LIMIT EXEMPTION PERFORMANCE CONTRACT

Mr. Greg Green, Building & Grounds Supervisor 202 S. Division Street, Roberts, WI 54023

715.377.6674 | [email protected]

McKinstry Contact: Dan Choi

SCHOOL DISTRICT OF MAPLE


Mr. Paul Staffrude, Director of Finance and Business Manager 4751 County Road F, Maple, WI 54854

715.363.2431 | [email protected] McKinstry Contact: Dan Choi

LAKE GENEVA SCHOOL DISTRICT


Mr. Warren Flitcroft, Director of Business Services 208 South Street, Lake Geneva, WI 53147

262.348.1000 ext. 1000 | [email protected] McKinstry Contact: Kevin Korn, Nick Laubusch

OSCEOLA SCHOOL DISTRICT


Ms. Jenny Frank, Director of Business Services

331 Middle School Drive, Osceola, WI 54020

715-294-4140

McKinstry Contact: Dan Choi, Sheri Rosenthal

mailto:[email protected]



Appendix


DECEMBER 2016

Appendix Energy Efficiency Revenue Limit Exemption

KEY CONSIDERATIONS


DECEMBER 2016

Appendix Considering the 21st Century Classroom

INTRODUCTION

The more we consider teaching and learning in the 21st Century, the more obvious it is that teaching and learning spaces must change to reflect the paradigm shift we are experiencing.

Many classrooms have improved but too many are designed for the same traditional mode of teaching. Many classrooms are:

teacher-centric,

designed for “single-to-many” communication style,

lack flexibility,

poorly designed for collaboration and communication,

have limited support for technology,

rigid in design often unable to be adapted for any other purpose,

individual focused rather than group focused.

We have seen improvements in the facilities within some classrooms. There are better desks and chairs; more comfortable and of different sizes, to accommodate the physical differences in learners. Classroom walls have spaces to decorate and display student learning. There has also been the introduction of technologies like data projectors, audio and visual systems, better lighting and light control, but many of these are still implemented in the 20th century mode. Our teaching spaces need to match our 21st century learners and teachers.

Our classrooms must have access to technology and media. For example, classroom should be networked

adequately provided with a rich internet connection to support media streams, video conferencing/access grid

and communications. There should be learning management systems that support anywhere/anytime learning and assessment.

CLASSROOM DESIGN

Traditional classrooms are designed for teacher-centric delivery mode. However, 21st century learners are collaborators and communicators. Therefore, the classroom must be designed to enable group collaboration. It must have the flexibility for furnishings and technology to be rearranged with ease and speed. The rooms must be able to switch rapidly between individual or group format, between presentation, communication and collaboration modes. Whether as an individual or in

small or large groups, learners and educators will be able to connect, collaborate, share and report-using projection and audio/video conference and web publishing.

Classrooms must be able to adapt to different needs of the learners and lesson. There needs to be space for

students to work quietly and reflectively; space to operate in small groups discussing and debating; space to meet collectively to report, discuss, plan and teach as well as space for the class to work together.


DECEMBER 2016

Appendix

WE’LL DO

We’ll continue to research current trends in 21st Century Education, especially as it relates to facility and classroom design and construction.

We’ll consider application and cost associated with 21st Century Furniture, Fixtures, and Equipment (FFE) for

potential deployment in classrooms.

TECHNOLOGY IN THE CLASSROOM

Rapid advances in technology, with reduced costs and connectivity, are changing students, who are learning new information in new ways. For

teaching to be important, for it to be meaningful, teachers much change and adapt. Our curriculum, our teaching practice, our teaching spaces, and our approaches to technology all must change to fit.

Educational technology is not a core

competency of McKinstry; this is an area which we’ll rely on our partners for a strategic, 21st IT/technology plan.


DECEMBER 2016

Appendix INTRODUCTION

This section outlines financial projections based on the results of the preliminary energy and operational analysis performed at Mayville facilities. The purpose of this report is to present the opportunities identified during our preliminary analysis and to conservatively project the potential financial impact to the District.

This preliminary financial analysis includes energy conservation measures that will generate significant energy savings which will pay for themselves over a relatively quick period. In addition, this analysis includes facility

improvements identified by McKinstry such as ventilation improvements, deferred maintenance, capital improvements, operational design deficiency opportunities, which will have longer paybacks, but may be justified because resulting improvement to comfort, operations, equipment reliability, and/or extended equipment longevity.

Therefore, the finance section of this preliminary report is intended to show that there is an opportunity to get

significant energy savings throughout Mayville facilities. In addition, there are other facility improvements that could be funded through a Master Facility Plan, provided there are additional funds available to assist in paying for those improvements, such as through Health and Safety funding.

Finally, we have included multiple preliminary cash flow analyses. These are not intended to specify a

particular project scope, but are included to demonstrate a potential project size and the representative cash flow analysis solely on the preliminary projected energy savings identified in this report.

POTENTIAL FUNDING SOURCES

McKinstry will explore multiple funding sources that may be used for financing the District’s Master Facility

Plan. McKinstry’s approach is to capitalize on the least expensive forms of project funding first (e.g. utility company rebates), before utilizing more expensive forms of financing such as third party financing. The following sources will be analyzed and included in the detailed audit analysis:


DECEMBER 2016

Appendix Utility Company Rebate Programs

Many utilities service providers offer their customers rebates for various energy conservation improvements. These include rebates for lighting, energy efficient motors and variable speed drives to name a few. As part of the funding/financing for your Master Facility Plan, McKinstry will calculate the rebates on a per-retrofit and per building basis.

Government Programs

QUALIFIED ZONE ACADEMY BONDS (QZABS)

Qualified Zone Academy Bonds (QZABs) are bonds with government subsidies to cover interest expense. The next is a 0.1% to 2.0% net cost of financing.

To qualify for a QZAB, 35% of a school district’s students must be eligible for free or reduced cost lunches under the

National School Lunch Act. Mayville School District should qualify for this financing vehicle. In addition, the school

must receive written commitments from private entities to make “qualified contributions” to the school having the present value of at least 10$ of the proceeds of the QZAB.

Improvements and upgrades for old boiler plants, lighting quality, mechanical HVAC upgrades, utility services, water saving equipment and HVAC control. Taxpayers benefit from the energy-saving project, as they will not have to

endure any tax increase.

THIRD PARTY FINANCING

Third party financing is available for funding Master Facility Plans through a number of different financial instruments including Municipal, Operating and Capital Leasing, Certificates of Participation, Capital Facilities Bonds and numerous others. Many variations of third party financing exist with terms typically available for up to 15 years. Recent projects financed through these instruments have in the range of 2.75% to 3.25% depending on loan terms.

REVENUE LIMIT EXEMPTION FOR ENERGY CONSERVATION PROJECTS

The 2009 Wisconsin Act 28, the 2009-11 biennial budget bill, created a revenue limit exemption that allows a school district to increase its revenue by the amount spent by the school district in that school year on energy efficiency measures, and renewable energy products, that result in the avoidance of, or reduction in, energy costs.

2011 Wisconsin Act 32, modified this law.

Under current law, a district may adopt a resolution to increase its revenue limit by the amount spent by the school district in that school year on a project to implement energy efficiency measures to purchase energy efficiency projects, including the payment of debt service on bonds or notes issued to finance the project if:

The project results in the avoidance of, or reduction in, energy cost or operations costs;

The project is governed by a performance contract entered into under s. 66.0133; and

The bonds or notes issued to finance the project, if any are issued for periods not exceeding 20 years.

Below is an outline of the requirements school districts must follow in order to use this exemption to the revenue limit. School boards of the school districts are required to:

Identify the specific new expenditures.

Identify the performance indicators to measure the cost savings that will occur as a result of the

expenditures. A cost savings analysis is required.

Documents

Preliminary Audit Report - Mayville, WI 53050 Prelim_FINAL.pdfMAYVILLE SD | PRELIMINARY AUDIT REPORT DECEMBER 2016 1. Introduction Growing Deferred Maintenance Challenges Along with