The document discusses energy performance contracting and its benefits for school districts. It outlines a three part agenda: (1) the basics of energy management, (2) how to make energy performance contracting work for districts, and (3) how to obtain long term benefits from capital projects. As an example, it summarizes Johnson City Central Schools' 10 year relationship with Trane, highlighting how energy performance contracting can be budget neutral or positive, leveraging energy savings, incentives, and building aid to fund infrastructure improvements with no tax impact. The keys to successful long-term partnerships between districts and energy service companies are also mentioned.

1. Alwyn A. John
Energy Management Coordinator
TST BOCES

2. Agenda
 Part I - The Basics of Energy Management –
What You Need to Know
 Part II - Making Energy Performance
Contracting Work for your District
 Part III - Grab Long Term Benefits from
your Capital Projects
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3. Johnson City Central Schools
&
TRANE
10 Year EPC relationship
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4. Making the Case to your BOE
 Why should a school district consider an Energy
Performance Contract?
 Fiscally responsible
 Budget Control – hedge against unpredictable future energy cost volatility
 Address aging infrastructure and deferred maintenance items
 Tackles priority needs identified in Building Condition Surveys
 Preservation of community assets
 Improves student learning/teaching environment
 How does EPC impact the budget?
 Typically reduces district energy 20-30%
 Attracts Utility & NYSERDA incentive revenues
 Can create building aid revenue stream
 Budget neutral (or better)
 Uses future energy savings to address needs today
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5. Financial Impact (Example)
Total Program Cost: Debt service over 15 year term: $2,063,415
Associated Revenue Streams:
Energy savings over 15 year term: $2,154,128
Estimated Building Aid: $1,444,391
Estimated Incentives (one time revenue): $107,000
Net Program Benefit: Budget relief over 15 year program term
$1,642,104
Note: Given current budget constraints, districts may be able to
leverage EPC to help fund additional infrastructure
improvements with no local tax impact.
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6.  How can an EPC “bridge-the-gap” for a district?
 What are the keys to a successful long-term
relationship between a District and an EPC
contractor?
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