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Central Energy Systems1.1.1Implement recommendations from the optimization study. SDSU is already shutting off one turbine during wholesale off peak periods. The next step is to upgrade meters and explore real time optimized operation.Due to plans to decommission the cogeneration plant, the real time optimization controls portion of this project will not be pursued. However, SDSU has implemented shutting one turbine off during off peak hours. Additionally, meters that impact the operation of the plant will be and are being upgraded to maintain accurate control of the plant.
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1.1.2Complete central energy system study that will focus on developing a long term strategy to reduce lifecycle costs and allow campus to achieve carbon neutrality cost effectively. The target completion of this study is May 2017.Completed.
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1.1.3Complete Fowler Athletic Center chiller plant upgrades, including connection to main chiller plant.Completed.
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1.1.4Replace insulation on thermal energy storage tanks.This work is prioritized on SDSU's maintenance project list.
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1.1.5Implement central plant overhaul as identified in central energy study.SDSU plans to decommission the cogeneration plant and install decentralized boiler loops across campus. Specific options are being explored.
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Energy Information System and Metering1.2.1Implement an EIS that captures the core functionality needed, including utility bill management, auxiliary recharge, existing building level metering, dashboards, and fault detection diagnostics.Project anticipated to be complete December 2018. In October 2018, campus shifted to the EIS for utility bill management, auxiliary recharge, existing building level metering, and has several buildings on fault detection. In March 2020, data streams for electric, water, chilled water, hot water, natural gas, steam, waste, recycling, and irrigation have almost all been fully integrated. The EIS is being used for internal and external regulatory reporting. Multiple virtual and physical dashboards have been implemented showing items like building energy use internsity, water usage, and waste diverted. Still outstanding is a process to fix all the faults the EIS is finding in the buildings its running fault detection on in a timely manner.
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1.2.2Upon success of the initial EIS launch, expand the buildings covered by fault detection diagnosticsFault detection has been expanded to ten buildings. It will take time to upgrade the controls across all older campus buildings, which will allow SDSU to implement fault detection diagnostics on them.
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1.2.3Continue the campus-wide metering effort to install building level meters of all utilities. Any major renovations, controls retrofits, or MBCx projects will install building level metering at a minimum.First phase of new metering was completed in Spring 2019. Need to identify additional funds to continue.
Meter tracking and replacement is ongoing and slow as it is tied to limited funding.
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Building Automation1.3.1Complete project to develop new front end and replace Robertshaw DMS through Chancellors Office funded HVAC Controls Modernization Project. This project will also ensure existing DDC systems are visible and trending.First phase of project completed.
Second phase was supposed to be completed in Spring 2019, but got pushed to Spring 2020.
Third phase will commence after projects come back online after COVID-19 (likely Fall 2020).
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1.3.2Complete effort to securely allow front end to be viewed by appropriate individuals from multiple locations (office, field, home).Complete.
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1.3.3Begin adjusting heating and cooling temperatures. Buildings with zone level control should decrease heating and increase cooling temperatures until the targets of 68-70 °F and 74-76 °F are reached. This effort will start in buildings with capability to set different heating and cooling temperatures remotely.Rules and tracking should be implemented using the EIS. SDSU and FS needs to develop standards.
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1.3.4Ensure that a preventative maintenance schedule is in place for controls systems. Carbon dioxide sensors and economizers should take high priority, as these are common failure points.A Preventative Maintenance schedule has not yet been implemented for the controls systems for campus. The controls system down to the hardware upgrades require maintenance and upgrading, however this must be phased. Calibrating and replacing sensors is a permanent part of scheduled preventative maintenance program; however there are sensors that drive the operation of the cogeneration and heating hot water plant that are two to three years out of date.
Some CO2 sensors have been calibrated, or replaced as needed.
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1.3.5Investigate and address excessive nighttime cooling usage.Significant progress was made and as a result, chilled water energy was reduced by 10%. There are more opportunities though.
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1.3.6Develop process to regular update equipment operational schedules to more closely meet campus needs, including optimum start and resets. Investigate opportunities to automate scheduling process.Events2HVAC is being piloted to automatically align class schedules with equipment operational schedules. As of Oct 2019, the software is operational in Storm Hall West, Storm Hall, Nasatir, and Arts and Letters.
Opportunities to automate this scheduling process using the EIS are being developed through the CSU network of energy managers.
This should be paired with the deployment of an occupancy and thermal comfort surveys to each department (campus wide) to gain insight into which areas of buildings are occupied at what times, as well as specific thermal issues from the occupants (i.e., sunload, an air system needing re-balancing).
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1.3.7Explore campus-wide pumping efficiency effort, including the utilization of energy valves and conversion of three-way to two-way valves.Progress on pumping efficiency efforts include, installing ECM premium efficiency motors. For example, a reduction of 68% in energy was seen on the hot water pump in the South Life Science building by upgrading them to ECM motors. 28 more buildings have been identified for these pump upgrades. A pilot test ECM permant magnet premium efficiency ventilation fan motor in Fowler Athletic Center.
Progress on chilled water conservation through balancing include, SDSU purchased a portable flow meter to measure which buildings have chilled water balancing conservation opportunities.
On all capital projects with valves, the guidance has been to provide two-way valves.
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1.3.8Complete conversion from pneumatics and Robertshaw DMS.Hardy Tower nearly converted. Two or three other buildings will be converted in Spring 2019/Fall 2020.
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HVAC Systems1.4.1Enact HVAC related actions from Building Automation and Preventive Maintenance sections.In progress
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1.4.2Develop budget for regularly scheduled replacement of mechanical equipment.A maintenance budget is proposed annually for funding. A budget for air handlers has been developed and has been prioritized on the deferred maintenance list. SDSU has requested budget to refurbish the housing on the five worst air handling units that have large corrosion holes through the housing and waste energy by leaking conditioned air into the equipment rooms.
Specific budgets have not been developed for regular replacement of mechanical equipment.
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1.4.3Pilot duct sealing project on five buildings.Proposals in hand for pilot project as of Fall 2019. Initial funding was approved in Fall 2019, but additional funding is necessary.
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Monitoring Based and Continuous Commissioning1.5.1Begin conducting a minimum of three MBCx projects each year, increasing to five. Complete commissioning of all major buildings by 2025.CSL MBCx is complete as of 2020.
GMCS MBCX project identified both RCx measures (maintenance/repair items) and EEM items (items that require capital). SDSU needs to determine which EEM items we can do inhouse versus procuring a contractor to implement. SDSU, along with the UC's and CSU's, is pushing SDG&E and the CPUC to receive the original $0.24/kWh for the EEM's that we choose to implement, instead of the $0.06/kWh that SDG&E is proposing.
Fowler Athletics Center MBCx RCx measures have been implemented as of January 2020. Waiting to get baseline data on the building, then will review EEM's to implement.
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1.5.2Determine feasibility of creating an in-house MBCx team to implement recommendations identified by MBCx and the fault detection diagnostic system.SDSU's structure was developed based off of UC Berkeley's who have been running this team for 4 years and have already seen over 1 million in energy savings. However, SDSU determined the > 7 year return on investment (ROI) did not justify creating an inhouse team (analysis included hiring two BSE staff - electric and mechanical - to work on improving equipment efficiencies).
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1.5.3Develop a continuous commissioning program to ensure that savings continue to be achieved and that new problems are quickly identified. This will be based on the fault detection diagnostics system provided by the new EIS.January 2020, no program to ensure energy savings has been established. Feasibility study was completed.
Fault detection is being run on ten buildings in SKySpark, the EIS. A system for implementing these issues/faults needs to be determined and prioritized as it is finding root cause issues in buildings, which can save energy and reduce deferred maintenance.
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1.5.4Implement recommendations from Storm-Nasatir Measurement and Verification report.Progress has been made, but more opportunities are available utilizing the EIS fault detection that identifies specific issues.
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Lighting1.6.1Complete first phase of exterior lighting retrofit project, prioritizing retrofitting exterior fixtures, starting with parking lots, roadways, and parking structure roofs.Safety lighting project in progress. Roadways and parking next. Funding secured for walkways.
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1.6.2Explore opportunities for campus-wide interior lighting retrofit. Both new fixture replacements and retrofits will be considered.The standard is to retrofit fluorescent 4' fixtures with LED tubes. The 2x2' fluorescent fixtures are being replaced with flat panel LED's.
SDSU needs to determine which buildings to target for retrofits each year.
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1.6.3Include advanced lighting controls, like daylighting and task tuning, in new construction and renovation. Controls will meet Title 24 Energy Code as a minimum.New construction and major renovations include advanced lighting controls.
Spring 2020, campus needs to standardize physical lighting controls (i.e., slide switches, buttons, switch, occupant sensors installed in ceilings or on switch by door).
Additionally, the campus should strive to tied occupancy sensors to terminal unit control in spaces it makes sense.
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Plug Loads1.7.1Implement ENERGY STAR and energy efficiency purchasing requirements. Computers, monitors, and other devices that qualify for the Electronic Product Environment Assessment Tool (EPEAT) will be certified at a Silver level.Implementing opportunistically by integrating into SkySpark.
Progress on EPEAT certification efforts through AASHE STARS implementations, but more opportunity remains with procurement.
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1.7.2Test and select a computer power management solution.Minimal progress - working on in F.S. and Anthropology departments via GOCP.
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1.7.3Release campus energy policy that bans personal space heaters, large fans, and discourages personal refrigerators and coffee makers.A ban on large fans, coffee makers, and heaters has not been realistic to implement (even though it's against CA's Energy Code), however Academic Senate is working on in Sustainability Policy.
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1.7.4For large, departmental process loads, provide delta fund through revolving loan fund to pay for additional cost of more efficient equipment. This will be piloted with ultra-low temperature freezers.Minimal progress - Pilot on replacing Ultra-Low Freezers (Green Labs Program) needs approval from Kim.
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Renewable Energy and Storage1.8.1Support Associated Students in their efforts to install additional solar capacity to meet their goals.Some recent progress as of March 2020, the RFP for an additional 4.7 MW on campus is procuring bids.
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1.8.2Pursue solar Power Purchase Agreement bids with the Chancellors Office.Some recent progress as of March 2020, the RFP for an additional 4.7 MW on campus is procuring bids.
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1.8.3Investigate battery storage as part of the Chancellors Office system-wide effort.Currently investigating emergency back-up and peak shaving opportunities and how it will integrate with the cogeneration plant. MEA for batteries will soon be released for use from the Chancellor's Office.
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1.8.4Include solar in LEED projects to achieve net zero energy at the building or from panels installed elsewhere on campus.A 5MW solar RFP is being bid on as of March 2020, which could also include solar for current capital projects that are underway (i.e., KPBS).
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1.8.5Complete central energy study that will look at alternatives to the current cogeneration system to meet GHG emissions goals, including solar.Completed - P2S provided a recommendations report, which resulted in the conversion away from CoGeneration plant to decentralized heating hot water boiler loops.
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1.8.6Increase green power portion of purchased electricity.Some investigation with Shell, electric supplier, to determine what % of electric SDSU purchases that is green/renewable.
An extensive solar panel analysis was completed that resulted in the campus reviewing 5 megawatt of additional solar panel power purchase in 2020.
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Transportation2.1.1Enroll the campus community in pretax benefits for transit.Some movement, at the CSU level there is some documents being produced.
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2.1.2Conduct parking pricing, bikeway, and shared mobility network study.Initial study completed. Dr. Bruce Appleyard has provided this transportation survey and reports updates annually.
Minimal efforts toward actionable items have been successfully made. There is more opportunity to expand the bike and micromobility infrastructure on campus.
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2.1.3Explore feasibility of a universal transit pass.Initial analysis for concept shows promise. Transit forums in FY2019/2020 have been attended by OoS and Debbie R. U-Pass will be voted on by student body in Spring 2021 to implement student fee.
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2.1.4Continue to improve and increase on-campus housing and amenities (i.e., will reduce transportation, campus becomes transportation hub).The new South Campus Plaza residence hall completed 2017. The new Huaxyacac residence hall completed in 2019.
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2.1.5Identify potential carpool and vanpool incentives to reduce single vehicle occupancy trips.Some exploration through Department of Parking and Transportation via Waze. (Stuart to get data from Debbie Spring 2020)
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2.1.6Improve bicycle and pedestrian amenities - install bike repair stations, access to bike lockers and shower facilities, explore bike share option and conduct extensive marketing efforts. Bike repair stations installed. No longer have a bike share program and have geofenced the campus perimeter to stop motorized scooters, etc. from entering campus. Working with Dpmt of Parking and Transportation to determine a solution for micromobility (i.e., had meetings with vendors to determine smarter geofence method).
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2.1.7Enhance student outreach and engagement - provide summary of transportation options to students before orientation and develop transportation resources section on sustainability website.Contact made for orientation, but no movement because of COVID. Goal is to have it for Summer 2021.
Sustainable SDSU website does display updated transportation resources, but requires more work on progress section.
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2.1.8Complete vehicle replacement plan for Facilities Services and begin purchasing electric carts.Complete. Replacement plan complete and the majority of the fleet have been replaced with electric carts.
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2.1.9Increase electric vehicle ready infrastructure as identified.Replacing Blink with ChargePoint and reduced prices to improve adoption. Already showing an increase in usage.
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2.1.10Study feasibility of telecommuting options, for regular commuting, meetings, and conferences. Because of the COVID - 19 virus, all classes are now on-line except for labs. Need to understand if SDSU will implement permanent policy and guidelines addressing telecomuting options.
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Landscape and Irrigation3.1.1Complete turf conversion project through Campus as a Living Lab.Completed.
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3.1.2Enact landscape policy limiting turfgrass to functional areas, specifying irrigation system requirements, and setting plant palette guidelines.Some progress
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3.1.3Convert identified non-programmable lawns to drought tolerant landscaping with high efficient irrigation. SDSU has retained a landscape architect to survey existing turf areas in an effort to reduce environmental impact and improve aesthetics.Some progress
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3.1.4Convert irrigation to rotators or drip as appropriate.Progress includes, installing some drips (but could use more drip), irrigation heads that sense soil moisture level and only irrigates when needed, fixing leaks in irrigatin lines.
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3.1.5Enact a tree planting to removal ratio of 2:1.Some progress
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3.1.6Overhaul water budget to reflect soil type, canopy coverage, irrigation efficiency, microclimates and plant type.Some progress
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3.1.7Pilot biological testing to direct amendment application.Minimal progress
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3.1.8Complete a test on water retention amendments, such as biochar, polymers, or crystals, on Campanile Mall. Test currently underway for Aztec Green and PSFA Garden.
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Industrial Water3.2.1Complete survey of once-through potable water equipment and develop conversion project. Engineering and Physics have the only two remaining domestic potable water cooled condensers. Projects are in FS to convert to central plant chilled water cooling.
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3.2.2Analyze advanced cooling tower technologies like soft water, reverse osmosis, and chemical-free treatment.Not feasible, as assessment and recommendations show there is not sufficient ROI to install this equipment.
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Domestic Water3.3.1Complete leak detection survey and address discovered issues.Initial two phases have been completed. One leak has been found.
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3.3.2Receive cost estimate to convert high and standard flow fixtures to low flow fixtures.High efficiency plumbing fixtures are installed opportunistically during new construction and maintenance projects (ongoing/long-term).
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3.3.3Develop system to identify and address excessive flushing.High efficiency plumbing fixtures are installed opportunistically during new construction and maintenance. Need to determine our campus standard.