success stories

Brae Burn Country Club Cuts Energy Use by 7.8% with SEE The Light Energy Awareness Program

Cambridge, MA


Brae Burn Country Club, located in West Newton, Massachusetts, is one of the most prestigious Country Clubs in the Northeast. Brae Burn's long-term members and its Board of Directors were interested in fostering a more sustainable/green operation and in cutting costs by improving energy efficiency.

Management noted that their energy expense and consumption increased in 2009 vs. 2008 by over 15% (Table 1), and acknowledged that they needed to take action to reverse the trend.

Brae Burn issued a Request for Proposal for energy consulting services, to include procurement, O&M initiatives, and employee engagement/energy awareness. Multiple consulting firms submitted proposals; several were selected to make in-person presentations to the Brae Burn management and Board of Directors.

Kilojolts ' (KCG) winning bid was chosen on the basis of price, experience, and its broad scope of energy efficiency services including KCG's employee education program SEE The Light Energy Toolkits for private Clubs


KCG met with Brae Burn's "Green Team" managers to introduce SEE The Light and plan the program roll-out. Each Green Team member then met with his or her employees to introduce SEE The Light and begin the education/training process to modify employees' energy-wasting behaviors and work processes.

Based on a walk-through audit, Brae Burn knew it had to focus first on three critical SEE The Light Energy Tips

Turn it Off, targeting lights and equipment in the kitchens and offices

Don't Be a Drip, tackling water waste in kitchens, offices, and locker rooms

Check Temperatures, focusing on HVAC, DHW, and cooking temperatures

Measuring/Verifying/Encouraging Success

Goal setting Brae Burn's management set a conservative goal of 5% reduction in energy use for the first year of SEE The Light.
Measurement Brae Burn tracked changes in energy consumption through SEE The Light energy benchmarking software, using the measurement MBTUs/sf/year.
Incentives To garner quick employee adoption, management added a competitive component, setting aside 10 percent of the verified energy/water-sewer savings to fund a bonus program for distribution at the employee Christmas party. Management continuously communicated and verified progress/shared results with their employees (energy consumption reductions and associated carbon offsets).


Brae Burn's Fiscal Year runs from November through October; therefore the verification data covers November 2009 through October 2010. The rollout of SEE The Light occurred in two stages; first with management starting in Q1-2010, then with the entire Green Team in Q2-2010.

The first (fiscal) year of SEE The Light implementation indicated that the program was a success with the software's Roll-Up Report revealing an aggregate improvement of 7.8 percent over 2009. And that was just the beginning. The trend continued with the December 2010 data indicating normalized (for weather and read periods) daily consumption (kWh/Day & Therms/Day) trending in the right direction.

Cambridge, MA

Kilojolts Coaches Cambridge On Using its "GreenSense" to Cut Electricity Usage 5.2% in the First Year

Some Departments Post 12+% decreases overall


The City of Cambridge (MA) wanted to develop an energy awareness program to reduce energy consumption throughout City facilities by promoting energy-efficient practices among employees. The program needed to align with Cambridge’s commitment to climate protection and fiscal responsibility and integrate with City’s existing sustainability programs, such as green building construction and recycling.

Ellen Katz, Fiscal Director for the Cambridge Department of Public Works, spearheaded the energy awareness program with a work group of city employees across multiple departments and disciplines. Katz also retained Kilojolts as its “Coach” for the program. Kilojolts provides a variety of energy management services to the City of Cambridge and had conducted highly successful energy awareness programs for other clients in recent years.

The planning team selected a conservative goal of 5% reduction in energy usage 12 months from the date the energy awareness program launched.


The Energy Management Work Group, along with Kilojolts, developed Cambridge GreenSense, a branded energy awareness program that encouraged City employees to adopt energy-saving work practices.

The results of a series of walk-through audits of selected City buildings confirmed the team’s assumptions that the prime opportunities for reducing energy waste were:

  • Lights left on in unoccupied spaces and after hours
  • Computers and other office equipment left on overnight and on weekends;
  • Heating/cooling controls issues in all seasons of the year
Program development tasks included:
  • Develop four Energy Tips attacking the prime areas of opportunity
  • Train 70 Energy Champions, who volunteered to be GreenSense ambassadors, in motivating and educating their fellow employees to follow the GreenSense Tips
  • Write, design, and distribute materials to communicate each Energy Tip, including:
    • Champion’s Energy Guides, like the "teacher's" manual for Champions
    • Posters; informational stickers, PowerPoint presentations
    • GreenSense Intranet site
  • Track monthly energy usage data and produce quarterly performance reports


Cambridge employees responded with great vigor to the GreenSense initiative. After the first quarter, Katz analyzed energy usage, year-over-year, across all participating city buildings. The results? A 10% decline in electricity usage in 36 city buildings — double the original goal set by the GreenSense team. The electricity reduction was equal to the amount of energy needed to power 14 homes in one year.

The results for individual departments were even more striking. The public works department slashed electricity use by 17%. The fire department and City Hall cut its usage by 14% and 13%, respectively.

Results after the second quarter of the program confirmed that employees were continuing to use their “Green Sense.” Electricity consumption decreased 1.5% in the second quarter as compared to the same months last year despite the excessive cold and snow of the winter—in January alone, the heating need was 35% greater than it was the previous year. And again, individual departments stood out. City Hall reduced energy consumption 12% in the second quarter and the fire department cut 8% off its electricity usage, year-over-year.

At the close of the first year, Cambridge cut its municipal buildings' electricity usage by 5.2%.

Kilojolts Helps Unilever North America Reduce Energy Spend by $5 Million in Two Years of Power to Conserve Program


Unilever is one of the world’s largest consumer products companies with a portfolio of brands that includes Dove, Q-Tips, Slim-Fast, Lipton, and Breyers. Unilever in the United States employs more than 15,000 people in 74 office and manufacturing sites in 24 states and Puerto Rico – generating approximately $10 billion in sales in 2004.


Unilever North America had made great headway in controlling its multi-million dollar annual utility spend, from buying natural gas and electricity from low-cost providers to making energy-smart capital equipment improvements. But the company knew it was still leaving “money on the table” by not controlling energy waste on the plant floor.

Associates (employees) at 56 of the company’s largest plants were contributing to energy waste through their every-day behaviors. Associates weren’t willfully wasting energy. They simply lacked the awareness and training to be energy smart on the job. With its $60M annual energy spend Unilever NA set a goal to achieve a $5M reduction by cutting waste.

Unilever Corporate Energy and Environmental Manager Jim Pease turned to Kilojolts to develop a comprehensive energy awareness program targeted to associates and plant leadership teams. The objective was to reduce energy usage across the company by a minimum of five percent.


Jim Pease, along with Kilojolts , developed Power to Conserve, a branded energy awareness program that incorporated key elements of Unilever’s corporate culture into a compelling, successful initiative.

The program components included:

Program Planning

Power to Conserve is a custom program requiring “due diligence” on the part of Kilojolts including:
  • 1/2-day energy audits of 10 representative Unilever NA manufacturing plants
  • Comprehensive report development for each plant audited detailing Operational & Maintenance type energy conservation opportunities
  • Culture assessment—understanding Unilever’s corporate culture and energy policies
  • Baseline development—
    • acquiring utility bills and production data for each plant location, for the current and previous calendar year
    • entering data into EnerCop™, Kilojolts' proprietary energy accounting and analysis suite
    • establishing a weather and production normalized baseline of energy usage to monitor improvement/results

Program Development

Power to Conserve tackles virtually every area of energy waste within the manufacturing environment associated with human interactions: production lines, water/steam/condensate systems, and wasteful operation of lights and equipment.

every employee was encouraged to extend Power to Conserve’s ideas through existing Unilever training and educational tools such as Kaizen practices and One Point Lessons.

Program development tasks included:

  • Develop five Energy Tips attacking the most common energy wasting behaviors at Unilever NA plants
  • Write, design, and distribute materials to communicate each Energy Tip, including:
    • Manager's Energy Guides – "teacher's" manual for Plant Managers
    • Posters
    • Informational Stickers
    • Videos (one launch video and five Energy Tip videos)
    • Web site articles

Program Measurement/Verification

  • Track usage monthly via data entry into EnerCop™
  • Produce quarterly performance reports

EnerCop™ normalizes consumption data to account for weather and production variations.


Power to Conserve has trained Unilever’s managers and employees how to identify—and redress—energy waste. As a result, to date Unilever NA has:

  • Reduced energy use across participating plants by greater than 7%
  • Avoided more than $5M in energy cost in two years
  • Received a more than ten-fold return on its initial investment
Power to Conserve extends the reach and capabilities of each plant’s facilities and maintenance/operations staff by turning every associate into an “energy watchdog.” By empowering employees and managers to identify and address energy-wasting processes and behaviors, Power to Conserve helps Unilever NA’s plants meet their comprehensive environmental and energy objectives.

Kilojolts Helps Cambridge Savings Bank Cut Energy Use by 20%


Cambridge Savings Bank is among the largest community banks in Massachusetts . Founded in 1834, the company has close to $2 billion in assets, and offers a wide range of products and services to personal, small business, and commercial banking customers


Cambridge Savings Bank (CSB) wanted to reduce its overall use of energy for both financial and environmental reasons. Management wanted to mitigate the impact of rising energy costs on its profitability while reinforcing the bank's commitment to environmental stewardship. With headquarters in Cambridge , MA —one of the country's most progressive and environmentally aware communities—CSB was acutely aware that its customers and stakeholders cared about conservation.

The bank first established an energy conservation program in 2001. To assist management with identifying conservation opportunities and implementing initiatives the entire company would embrace, CSB partnered with Kilojolts.


CSB's initial goal for its energy conservation program was a 5% reduction in usage. To reach that goal, the bank initiated a number of activities, including:

Employee Energy Awareness Program: In effect since 2001 at all branches, the energy awareness program (now called C onservation S aves B ucks) seeks to instill a culture of efficiency in all employees. Posters, Energy Tips and equipment labels are used to remind employees to turn lights and equipment off at appropriate times.

Senior management present the CSB Energy Conservation Program to new employees during their two-day orientation session, explaining the bank's Energy Policy, the program, and their part in ensuring its success. Including energy conservation in the New Employee Orientation resulted from the recommendation by one of CSB's employees.

Monthly Checklist: The manager of each banking center appoints an energy monitor who uses a monthly checklist to make sure that lights and equipment are off when not in use and temperature settings are correct. Energy-efficient behavior has become second nature to most employees. The checklist is faxed to the CSB Facilities Department. This also provides an easy way for branch-level staff to provide feedback to the Facilities Department.

Quarterly Rankings: Each branch gets a quarterly ranking based on its energy performance (mBtu/square foot). The branches are compared to one another and to their prior year performance for that quarter. Branches compete for the “Emerald Award,” a cash incentive that is personally distributed by the bank President to CSB employees.

Lighting Upgrades : Using utility incentives, KCG has helped CSB upgrade the illumination systems at four branches (to date) to energy-efficient lighting,

High Efficiency Design: CSB has brought its energy-aware policies to new construction or major upgrades, including efficient HVAC, lighting, and controls.

Tracking Energy Usage: CSB tracks its energy consumption in two ways. The EPA's ENERGY STAR ® Portfolio Manager program is used as a benchmarking tool for the facilities that are eligible for inclusion. Because it is Internet-based, CSB management and consultants can access it and compare facility performance continuously.

CSB also uses a benchmarking tool that encompasses facilities ineligible for inclusion in Portfolio Manager because they are not billed for all of their energy usage. EnerCop, developed by Kilojolts , predates Portfolio Manager. This database generates graphs that can compare each facility's gas and electric usage to historical patterns. The facilities can be compared as a group, as well. EnerCop is used to generate quarterly rankings of each branch, and monthly performance comparisons (by fuel), which serve as the basis for incentive payments to Banking Center staff.

EnerCop normalizes consumption data to account for weather variations. Summer electrical usage is adjusted based on the variance in cooling degree-days from normal. Winter natural gas data is likewise adjusted based on variances in heating degree-days.


CSB launched its program with the goal of reducing energy use by 5%--in 2004; the goal has been dramatically exceeded, with energy savings in excess of 20%. The bank's efforts have reduced emissions of sulfur dioxide by close to 5,000 pounds, nitrogen oxide by 1,500 pounds and carbon dioxide from electricity generation by 559,000 pounds.

Additional results include:

  • Cambridge Savings Bank is proud to have achieved designation in November 2004 as one of the first 13 ENERGY STAR Leaders in the nation , as designated by the EPA, and the only one in New England . CSB has achieved recognition for both a 20-point improvement over the baseline and for achieving an overall rating of 75 (out of a possible 100) for its Portfolio.

  • Seven of CSB's 13 facilities have achieved the ENERGY STAR rating . The two historic Harvard Square offices were awarded the ENERGY STAR label in both 2003 and 2004. Five branch Banking Centers were awarded ENERGY STAR labels in November 2004 once the benchmarking software tool was changed to include smaller buildings. The CSB branches were the first bank branches in the country to be so designated under the expanded program.

  • All of the 13 facilities have received efficiency upgrades over the past five years . CSB continually works with its mechanical contractors to make sure building systems are operating as efficiently as possible. All replacement packaged HVAC units are Energy Star rated and all new lighting systems include electronic ballasts and high-efficiency lamps. In 2004, lighting upgrades were completed at the Burlington and Arlington Heights Banking Centers. New facilities are constructed with efficient HVAC systems, lighting and controls.

  • CSB's energy conservation accomplishments have been recognized by local officials in our cities and towns, in local newspapers and in national publications such as the American Banker newspaper and America's Community Banker magazine.

  • In 2005, the bank was recognized with an Environmental Merit Award by the EPA for its “outstanding efforts in preserving New England 's environment.”

With Kilojolts' help and guidance, energy Management has become a part of Cambridge Savings Bank's (CSB's) culture across all levels of the company thanks to the support and dedication of its employees. CSB employees have embraced the program, actively seeking savings and recommending program enhancements to further the bank's reductions in energy use. Many employees have taken the energy-saving lessons they have learned through CSB's energy conservation program to the next level by implementing these practices at home to reduce their own energy use and costs.

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Kilojolts Helps Papa Gino's and D'Angelo's Reduce Energy Costs by 5%


Papa Gino's has 166 restaurants and D'Angelo Sandwich Shops has 150 shops located throughout New England. Each is a highly recognizable brand with a reputation for quick, convenient, high-quality, and value-priced meals.


Papa Gino's/D'Angelo's' (Papa Gino's) was eager to take full advantage of the benefits available to its stores with the advent of gas and electricity deregulation. However, the Company lacked the internal capabilities to navigate the new deregulated marketplace. Papa Gino's decided to retain the services of an energy consultant who could act as the company's advocate and identify immediate opportunities for savings.

Papa Gino's turned to Kilojolts to act as its Virtual Energy Manager and assume responsibility for the company's energy conservation and cost reduction initiatives. The company 's primary objectives were:

  • To quickly reduce energy costs
  • To reduce energy waste and encourage employees to conserve
  • To identify and take advantage of low- and no-cost savings opportunities


Gas and Electricity Negotiations
Acting as Papa Gino's Virtual Energy Manager, Kilojolts first initiated a review of the company's gas contracts. KCG assembled an RFP, invited several energy suppliers to bid, and ultimately negotiated favorable, reduced gas rates for Papa Gino's.

KCG then repeated the process for electricity, selecting a supplier and negotiating better rates.

Energy Awareness Program

Kilojolts developed a custom energy awareness program for all Papa Gino's and D'Angelo's locations. The easy-to-use program included:

  • A 10-step Energy Handbook with simple steps for conserving energy
  • Informational posters and stickers to remind employees to conserve
  • Quick Audits to assess each restaurant's progress
  • Results tracking

Lighting Projects

An accomplished lighting designer, Kilojolts' President Mr. Markowitz also initiated several energy-conscious lighting projects for Papa Gino's, including lighting retrofits and reduced pricing on bulbs and light fixtures. A great percentage of the lighting retrofits were eligible for an instant rebate program, significantly reducing upfront costs.


A 5% reduction in cost!
During the first year of the program, with Kilojolts acting as a Virtual Energy Manager, Papa Gino's reduced its energy costs by 5% vs. the prior year through a combination of savvy utility negotiations and employee conservation measures.

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Spearheading An Effort to Return Millions of Dollars to Business from Improperly Collected Electricity Sales Taxes


While working as the Energy Manager for a leading supermarket chain, Gary Markowitz discovered that all investor-owned utilities were collecting sales tax on the commodity portion of electricity delivery. The Commonwealth of Massachusetts' legislation of March 1998 specifically prohibited further collection of this tax once customers took advantage of deregulation. Mr. Markowitz contacted a number of major New England companies to determine the impact of this impropriety. His research revealed that the utilities were collecting millions of dollars from their customers, with no evidence of where the sales tax funds were going. Mr. Markowitz then contacted the Massachusetts Department of Telecommunications and Energy (DTE), which referred the matter to the state Department of Revenue (DOR.)


After three months of red tape and delays by the DOR, the DOR provided a clarified Letter Ruling of the tax code. Simply stated, customers taking advantage of deregulation through a third-party supplier should not be subject to taxation on the electricity commodity portion of their bill. By bringing this ruling and research to the attention of the DTE, Mr. Markowitz succeeded in opening up a case with the department's Consumer Division, dealing directly with Director Claudine Langlois. The "wheels of justice" were thus set in motion.


Within just two weeks, the DTE confirmed Mr. Markowitz's assertion that the major investor-owned utilities in Massachusetts were collecting the sales tax, which amounted to "several million dollars," according to Ms. Langlois. The DTE secured an agreement from these utilities to refund improperly collected taxes beginning with the October 1999 bills, which, according to Ms. Langlois, "was as a result of Mr. Markowitz's persistence." The utilities had to revamp their entire billing process to reflect this ruling, ensuring that no further improper collections would be made.

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Saving A Regional Supermarket $750,000 in One Year through Fiscal Control and Energy Conservation


The energy management program of a 53-store regional supermarket chain lacked direction and organization. The company's energy accounting was based strictly on cost rather than usage; energy bills were simply paid without being audited and historical consumption records were non-existent. In short, the company was not prepared to take advantage of the new opportunities presented by energy deregulation, With no on-staff resources to implement an energy program, management turned to energy expert Gary Markowitz for assistance.

The company's initial goals were to:
  • Increase energy awareness among employees
  • Establish a complete set of energy records
  • Create performance benchmarks
  • Identify the least efficient stores and work towards improvement


Phase 1:

Putting the Fiscal House in Order Mr. Markowitz began his assignment by putting the Client's fiscal house in order.

The action steps included:
  • Auditing and reorganizing energy consumption data; verifying energy bills; establishing normalized benchmarks
  • Changing the expense accrual accounting system, allowing accruals to follow current rate and consumption patterns of all operating units
  • Presenting statistical benchmarks to store managers and incentifying them to improve overall chain performance
  • Auditing inefficient stores for obvious operational flaws correctible through no/low cost solutions

Phase 2:

Building an Energy Conservation Culture Using the benchmarks to measure each store's energy efficiency, Mr. Markowitz determined that most exceeded the national average for supermarket energy usage by a considerable amount. To build a culture of energy conservation, Mr. Markowitz wrote the “Supermarket Manager's Energy Handbook,” a simple, 12-step program for store managers. Written in layman's terms, the Handbook introduced no-cost and low-cost methodologies for reducing energy consumption. Mr. Markowitz conducted walk-through energy audits with store managers and established a store-level self-auditing system for tracking results.


In the first quarter of full implementation (4th quarter of FY 1998):
  • The entire chain reduced energy usage by nearly 5.5 percent
  • Several stores reduced usage by more than 15 percent
  • In less than six months, total chain-wide cost avoidance savings attributable to this one program exceeded $750,000

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Cutting Energy Costs for a Supermarket Chain by $500,000 through Creative Negotiations


The Massachusetts electric utility industry was deregulated in late 1998, paving the way for large organizations to negotiate reduced energy rates. Energy manager Gary Markowitz proposed that the New England supermarket chain with which he worked team with its national buying organization TOPCO (representing more than 3,900 member facilities nationwide) to form a national aggregation. As a precursor to a national aggregation, Markowitz conducted a regional pilot project including the New England chain and another TOPCO member. The goal was to aggregate the two chains' electrical loads and solicit an attractive offer for the electricity commodity.


Mr. Markowitz developed a comprehensive, innovative bidding process that attracted some of the largest national suppliers in the electricity field. By presenting a true picture of the combined loads and physical characteristics of both chains, and encouraging prospective suppliers to provide inventive combinations of energy services, the aggregation received extremely competitive bids.


The merger of the New England chain with an offshore company in late 1998 made the negotiation of a multiple-year contract infeasible. Furthermore, the merger prevented the other TOPCO member in the trial to continue due to competitive complications. (Although, using the knowledge and bid documents they acquired from Mr. Markowitz, the other chain negotiated a one-year contract with substantial savings.) In light of these changes, Mr. Markowitz was still able to negotiate a favorable one-year deal for the New England chain, netting more than $500,000 in cost avoidance savings. In summary, Mr. Markowitz was able to conclude a difficult negotiation to the benefit of both TOPCO members. A creative bid process, coupled with aggressive negotiation and persistent communication with suppliers and corporate management, resulted in highly favorable electricity rates for both companies.

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Putting Gas Deregulation to a Client's Advantage: How Kilojolts Helped A National Retailer Avoid Close to $1 Million in Cost


The Client, a leading candle designer, manufacturer, and retailer had recently gone public and was seeking innovative ways to rein in operating costs and maximize shareholder value. Management was particularly anxious to cut soaring energy costs, especially natural gas. The company had installed a thermal oxidizer to remove Volatile Organic Compounds (VOC's) from the exhaust air at its manufacturing plant, and anticipated a dramatic increase in natural gas usage. When Kilojolts approached the organization in early 2000 to discuss its energy management needs, it was ready to take action. The company was interested in addressing a number of energy management and conservation issues, but since its first priority was natural gas, which had been deregulated in the state since 1996, Kilojolts tackled the gas project first.


Kilojolts initiated a fast track process for renegotiating the Client's gas contract. He believed natural gas prices were about to skyrocket and knew he had to move quickly to secure the most favorable price.

The Process
  • Kilojolts issued a full Request for Proposal (RFP) to six pre-qualified suppliers. KCG was seeking not only a gas supplier but an energy partner who would also be interested in alternative energy technologies, electricity supply, conservation, and demand control strategies
  • When the initial bids came in, the top suppliers were all within 5% of one another on cost. Therefore, the negotiation process centered on which company could best provide value-added energy services as well as work with the Client to insulate it from nomination/balancing penalties.
  • With the natural gas market fluctuating day by day, two finalists were invited to make in-person presentations and to “sharpen their pencils” on the bid.
  • After an intense negotiation process, Select Energy of Berlin, CT was chosen as the winning bidder. Select immediately locked in the Client's Basis pricing, the service portion of transporting natural gas over the interstate pipeline system.
  • Kilojolts advised his Client to lock in the NYMEX (the commodity cost) price only when the pricing stabilized to his client's advantage.
  • In fact, Kilojolts advised the company to lock in the NYMEX price just three days prior to an unprecedented price jump in the market in October 2000.


A $900,000+ Cost Avoidance!
According to the Client's Chief Financial Officer, had his company stayed with the rates charged by its local utility, instead of seeking better pricing in the deregulated marketplace, it would have paid more than $900,000 more than it did over the calendar year. In 2001, the Client returned to Kilojolts to negotiate its natural gas contract. Through this re-bid process, Kilojolts was again able to take advantage of low pricing and locked in a two-year Basis and NYMEX pricing. Select Energy was again awarded the contract. With a successful natural gas negotiation behind them, Kilojolts and its Client have begun to implement a company-wide energy awareness and conservation program to instill a culture of “energy thrift” among its 3,000 employees.

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Water Conservation Reduction at Leading Laboratory


Water consumption at a leading defense contractor's laboratory was on the rise due to the addition of personnel, new water treatment facilities, and the expansion of office/lab space. The Plant Engineering department, in conjunction with the Facilities Operations department (of which Kilojolts' President Gary Markowitz was a senior member), saw opportunities for reduction in water usage and, by extension, sewer usage, throughout the lab complex and its subsidiary installations

Past conservation efforts had focused on reducing water consumption in process-related uses. However, no attention had been paid to reducing water consumption for domestic uses, such as lavatories and kitchens.

The departments initiated a study to evaluate the possibilities of reducing water/sewage use. Team members reviewed water consumption records from the town's Water Department; past water conservation measures; estimates for water consumption by end-use; options for further water usage reduction; and estimates for future savings.


The team implemented a number of solutions to rein in water usage at the lab complex:
Fix leaky faucets Leaky plumbing fixtures with a rate of leakage at .5 GPM for a full year wastes 351 CCF of water/year or $790/year.
Retrofit toilets Installation of a specialized product saved significant water without reducing the efficiency of the flush. Savings is typically 33% of current water usage.
Reduce flow in sinks Installation of pressure-sensitive flow restrictors on the hot and cold-water flex feeders assure that water will be delivered at the specified flow rate and pressure.


The lab reaped significant financial benefit from the water conservation solutions:
Total Project Cost: $37,700
Total Project Savings: $34,915 per year (1991 Dollars)
Overall simple Payback: 1.08 years
Estimated % water savings: Town A supply line 19.4%
Estimated % water savings: Town B supply line 9.8%
Overall estimated % water saved
(Both towns' supply lines vs. previous year)
Savings Normalized
4.80 CCF/occupant/year
4.47 gallons #4 oil/occupant/year (70 % Seasonal Efficiency Boilers)

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