InstallatIons EnErgy stratEgy

United States Marine Corps

INSTALLATIONS

ENERGY STRATEGY

Energy is a valuable resource that is critical for

Marine Corps readiness and success. To be

effective, we cannot afford to use more than we

need. To maintain our expeditionary edge, we will

use energy wisely, from “Bases to Battlefield.”

MARINE CORPS EXPERIENCE ON THE BATTLEFIELD HAS PROVEN THAT THE

PRUDENT USE OF ENERGY IMPROVES OUR COMBAT EFFECTIVENESS BY MAKING

OUR FORCES LIGHTER AND FASTER. ENERGY IS EQUALLY IMPORTANT ON MARINE

CORPS INSTALLATIONS. OUR BASES AND STATIONS MUST BECOME INCREASINGLY

ENERGY EFFICIENT AND INDEPENDENT TO COST-EFFECTIVELY PERFORM THEIR

CRITICAL MISSIONS AND SUPPORT MARINE CORPS READINESS. RECOGNIZING

THE IMPORTANCE OF ENERGY TO THE FUTURE OF OUR CORPS, THE COMMANDANT

SIGNED THE “BASES TO BATTLEFIELD” EXPEDITIONARY ENERGY STRATEGY,

CALLING FOR ACTION TO LIVE, TRAIN, AND FIGHT AS AN EXPEDITIONARY FORCE.

OUR SUCCESS IN COMBAT BEGINS WITH PREPARATION AT OUR BASES WHERE WE

MUST RAISE ENERGY AWARENESS AND ENSURE THE EFFECTIVE USE OF ENERGY.

As the Commander of Marine Corps Installations Command

(MCICOM) and the Assistant Deputy Commandant,

Installations & Logistics (Facilities), I am committed to

improving readiness and mission support through the

efficient use of energy and enhanced energy security on all

Marine Corps installations. Our installation leadership must

embrace these actions and support the Commandant’s

call for an energy ethos by engendering a culture of

conservation across our bases and stations. Judicious use

of energy resources will be the underlying message for

responsible energy use by everyone on our installations:

Marines, Sailors, civilians, and our families. Energy must be

a priority for all hands and considered as a component of

our actions, regardless of time of day or day of week.

To unify and coordinate our approach toward energy, I

am publishing this guiding document, the United States

Marine Corps Installations Energy Strategy. It reinforces the

Commandant’s Expeditionary Energy Strategy, and provides

clear Lines of Operation, Objectives, and Responsibilities

that will enable installations, supported commands, and

tenant organizations to take positive action. Through the

execution of this strategy, Marine Corps installations will

improve upon a strong record of stewardship of our nation’s

resources and fully support and maintain our mission

readiness by implementing prudent management practices;

supporting and achieving mandates; conserving energy;

and reducing costs.

Energy resources are critical to Marine Corps readiness and

mission success and contribute to our national security. To

be effective at home and on the battlefield, we cannot afford

to use more than we need. To maintain our expeditionary

edge, we will plan and execute in the spirit of this strategy,

and develop a culture that uses resources wisely, from

“Bases to Battlefield.”

J. A. KESSLER

Major General, U.S. Marine Corps

Commander, Marine Corps Installations Command

Assistant Deputy Commandant,

Installations & Logistics (Facilities)

USMC Installations Energy Strategy

Achieving success will require developing a Corps-wide

“energy ethos” based on the common understanding that

the efficient use of vital energy resources has a positive

impact on Marine Corps mission readiness. Continued

implementation of prudent management practices and

energy efficient technologies will maximize funding

available for investment in future operational capabilities.

Further integration of renewable energy and alternative fuel

resources will continue to produce utility cost savings and

support energy security by both improving the reliability and

resiliency of utility distribution systems and ensuring power

for critical infrastructure. Advanced metering infrastructure

and building and utility control systems will provide

decision makers with the capability to make informed

operating decisions.

MISSION STATEMENT

In order to maintain mission readiness, achieve mandates,

and reduce energy costs, Marine Corps installations will:

1. Ensure a secure and reliable energy supply to support

the operating forces and their families through the

prudent management of energy resources and

infrastructure.

2. Achieve requirements mandated by Congress and the

President to promote the efficient use of energy and

water, increase the use of renewable energy sources, and

reduce our nation’s dependence on foreign oil.

3. Reduce the lifecycle operating costs of Marine Corps

facilities and manage future commodity price volatility.

BACKGROUND

Energy resources are the lifeblood of Marine Corps installations and directly linked to the mission readiness and operational

effectiveness of the Fleet Marine Force (FMF). Fluctuations in the cost of energy, and potential supply and security vulnerabilities

associated with energy resources, threaten the ability of installations to sustain tenant and supported units. Congressional

legislation and Presidential directives have mandated increased energy efficiency and renewable generation throughout

Department of Defense (DoD) installations to diversify supply and bolster resiliency of energy-related infrastructure. The

Secretary of the Navy has emphasized the utilization of renewable and alternative energy resources as a means of achieving

energy security and independence for the Department of the Navy (DoN). Marine Corps installations have undertaken

significant efforts to institute energy efficient technologies and practices, reduce energy consumption, and expand the

use of renewable resources.

Energy

Information

Energy Ethos

Energy

Efficiency

Renewable

Energy &

Alternative

Fuel

Energy

Security

INSTALLATIONS ENERGY STRATEGY LINES OF OPERATION

Figure A: The Installations Energy Strategy establishes five Lines of Operation that provide a

comprehensive approach to achieving its mission, with ethos underscoring all other aspects.

CONCEPT OF OPERATIONS

The Installations Energy Strategy establishes five Lines

of Operation that provide a comprehensive approach to

achieving its mission. These Lines of Operation, derived

from the Commandant’s Expeditionary Energy Strategy,

are Energy Ethos, Energy Information, Energy Efficiency,

Renewable Energy and Alternative Fuels, and Energy

Security. Each Line of Operation is organized by Objectives,

which describe a desired end state; and by actionable

Responsibilities, which delineate how each echelon of

command can accomplish desired outcomes. The Marine

Corps will balance these requirements in order to maintain

mission and operational readiness, quality of life, and safety

while facing a fiscally constrained future.

With the publication of the Installations Energy Strategy, the

Marine Corps will lead by example in pursuing solutions

to the challenges of cost avoidance, energy security, and

environmental stewardship. Success will require a shared

Ethos that underscores positive cultural and behavioral

changes and improved processes; implementation of

Energy Information management systems to provide

Marine Corps leaders and energy managers with actionable

data supporting energy programs; prudent management

practices and investment in Energy Efficiency technologies;

integration of Renewable Energy and Alternative Fuel

systems to add diversity, reliability, and cost stability at

installations; and Energy Security solutions that mitigate the

effects of supply disruptions on mission essential functions.

2020 GOALS

1. Reduce energy intensity 37.5 percent vs 2003 baseline

2. Produce at least 50 percent of energy requirements from alternative sources

3. Reduce water intensity by 26 percent vs 2007 baseline

USMC Installations Energy Strategy

LINES OF

OPERATION

USMC Installations Energy Strategy

Ethos is the shared vision that the efficient use of energy resources is a critical component of mission readiness. In the

Expeditionary Energy Strategy, the Commandant directed the Marine Corps to be aware of and value our limited energy and

water resources, whether operating aboard installations or on deployment. This “Bases to Battlefield” approach promotes the

establishment of an energy ethos that equates efficient use of vital resources to enhanced mission readiness on installations

and operational effectiveness in combat. Ethos serves as the foundation of any effective energy management program both in

garrison and in theater.

Since installation commands own the physical infrastructure but are not the primary end-users of energy and water on the

installation, it is crucial to educate and involve tenant and supported commands in fostering this ethos. Every Marine, civilian,

and visitor bears responsibility for being a good steward of resources. An energy ethos that values responsible use of resources

supports the efforts of Marine Corps installations to meet mandates, drive down costs, and mitigate risks associated with

vulnerable supply chains.

ENERGY ETHOS

1. Incorporate energy impacts in installation planning

functions and operational decisions

Headquarters, regional commands, and installation

commands must lead by example to credibly influence

the utilization of energy resources by tenant units. This will

require each level of command to examine its own internal

operational procedures, planning criteria, and scheduling

processes in order to integrate prudent energy management

requirements that gain efficiencies in resource conservation

and management. Each level of command will also ensure

that their respective workforces are fully trained to perform

assigned energy management functions.

2. Involve supported commands and tenant units

The largest populations on Marine Corps installations are

the Marines assigned to installation tenant commands.

Direct communication with these tenant units is the most

meaningful way to educate and institute a culture of

prudent energy resource usage. Installation commands

are obligated to lead efforts to instill an energy ethos in the

Marines operating, working, and living aboard Marine Corps

installations and to assist the leadership of tenant units with

engaging and educating their Marines.

3. Raise end-user awareness of and commitment to

the value of efficient use of energy resources

Every person on an installation, whether Marine or civilian,

plays an integral role in transforming the way the Marine

Corps manages its vital resources. At the end-user level,

awareness programs will emphasize the importance of

energy conservation and management that will effect culture

(methods of saving energy) and behavior (sustained energy

saving practices).

OBJECTIVES:

Resident Energy

Conservation Program

The Resident Energy Conservation

Program (RECP) is designed to

encourage and provide incentives for

energy conservation in Public-Private

Venture (PPV) housing. The RECP will

directly benefit Marine Corps family

housing residents by allowing savings

associated with reduced energy

consumption to be reinvested directly

back into their community in the form

of improved playgrounds, community

centers, and other amenities. The

program uses meter data to set a

reasonable range for average electricity

consumption in housing units. Residents

who consume electricity that is more

than 10 percent above average for a

group of similar homes will be billed.

Residents who conserve more than 10

percent below the average will receive

a credit. Residents within a ten percent

buffer above or below the average usage

will neither pay nor receive a credit.

Average usage is set on an ongoing basis

to account for variations due to weather.

RECP was first piloted in Marine Corps

Air Station Beaufort, Marine Corps

Recruiting Depot Parris Island, and

Marine Corps Base Hawaii in August

2010. It included phases for both mock

billing and live billing. Over the pilot

program’s 21 months of live billing,

electricity use dropped 12 percent, equal

to approximately 10 million kilowatt

hours of electricity at a value of

$2 million.

In 2013, all installation private housing

will start live billing. The initiative is

expected to curb residential energy use

by 12 to 15 percent, with annual savings

of $4 million. Savings will be reinvested

into quality of life initiatives for Marines

and families.

RESPONSIBILITIES:

HQMC LF/MCICOM will:

 Update the Installations Energy Strategy as required to ensure guidance is

relevant to the execution of the Lines of Operation.

 Implement an internal strategic communication and training plan to engage,

educate, and empower staff on resource issues. Identify opportunities to

streamline processes and introduce energy and resource efficiency into

planning steps.

 Develop toolkits that provide installation commands with materials for

organizing and initiating, as per the Expeditionary Energy Strategy, a Unit

Energy Manager (UEM) program.

 Coordinate Marine Corps participation in Federal and DoN-sponsored

awareness and recognition initiatives.

REGIONAL COMMANDS will:

 Engage internal staffs to identify opportunities to provide support to

installations in developing energy ethos efforts.

 Develop regional communications plans to share geographic-specific best

practices and lessons learned, as well as developing amplifying guidance on

energy resource consumption through metering information and

data analysis.

INSTALLATION COMMANDS will:

 Provide energy efficiency training to planning, design, and maintenance staff.

 Designate Installation Energy Managers (IEMs) as the main point of contact

for facility energy management issues. IEMs will implement audit programs,

identify and prioritize energy projects, promote energy awareness, and

coordinate training for tenant UEMs.

 Establish UEM programs at the battalion and squadron level to provide a

single point of contact within each organization. UEMs will serve as each

command’s advisor on energy and water management, and will actively

promote energy awareness and reduction opportunities.

 Utilize public affairs campaigns to increase awareness and publicize

program goals, tools, and progress at different organizational levels through

web sites, conferences, e-mails, displays, reports, newsletters, handbooks,

and guidance.

 Develop incentive and accountability programs that target individuals and

organizations, and publicly recognize energy saving efforts and reward

energy conserving behavior.

USMC Installations Energy Strategy

ENERGY INFORMATION

OBJECTIVES:

1. Establish common requirements for the functions

and capabilities of all installation-level energy

information systems

The Marine Corps will establish common requirements for

the functions and capabilities across all energy information

systems at the installation level. The Marine Corps will

integrate Building Control Systems (BCS) and Utility

Control Systems (UCS), which includes Advanced Metering

Infrastructure (AMI) and Supervisory Control and Data

Acquisition (SCADA) systems, into a data management

system to enhance visibility and control of energy usage and

associated costs. Data management systems will collect

and analyze energy usage data that will be distributed to

key stakeholders over a secure network in order to

optimize energy system performance and leverage

smart grid capabilities.

2. Establish an enterprise energy management system

The Marine Corps will pull installation-level data from

data management systems into an enterprise energy

management system. This system will include analytical

tools and graphical user interfaces to enable resource

management decisions across all installations. In

implementing this enterprise system, the Marine Corps will

resolve the challenges of the DoD Information Assurance

Certification and Accreditation Process (DIACAP),

Information Technology (IT) support, and cybersecurity,

including the protection of data integrity and confidentiality.

3. Equip non-tactical vehicle (NTV) fleets with

upgraded fuel management systems

The Marine Corps will upgrade fuel management systems to

track fuel use in the NTV fleet through improved telematics

and infrastructure technologies. These systems will capture

more accurate data, identify inefficient vehicle operations

in real-time, and implement stronger controls on fuel

dispensing and purchasing.

The Marine Corps will interconnect technologies and processes with energy information systems to provide actionable

information for Marine Corps leaders and energy and facility managers that reveal new opportunities to reduce consumption,

integrate renewable energy and alternatives fuels, and enhance security. Data management systems will provide feedback about

resource usage beyond energy and facilities managers to end-users, helping to drive cultural and behavioral change. The Marine

Corps will also implement a data-driven enterprise energy management system to centrally monitor installation energy usage.

Marine Corps Air Station

(MCAS) Beaufort Energy

Management Control

System with Advanced

Automated Meter Reading

MCAS Beaufort has implemented an

installation-wide Energy Management

Control System (EMCS) using

advanced Automated Meter Reading

(AMR). This system provides accurate

information on energy consumption

at individual buildings, departments,

and the installation as a whole. By

allowing collection and analysis of data,

the EMCS enables the installation to

effectively manage and maintain energy

systems at their optimal performance

levels. Additionally, this system

collects renewable energy generation

and performance data, which can be

compared across facilities.

This data also enables targeted energy

efficiency approaches and subsequent

performance monitoring. With the

installation’s major buildings already

metered for electricity, the system has

resulted in tailored energy initiatives.

For instance, with 25 percent of base

energy usage in Bachelor Enlisted

Quarters alone, efforts are now targeting

single Marines and sailors. Information

and control systems such as the one

at MCAS Beaufort, combined with

generation and dispatch controls for

full smart grid capability, will enhance

energy service to our tenant Marines.

RESPONSIBILITIES:

HQMC LF/MCICOM will:

 Conduct an evaluation of existing energy information systems in order

to publish system and device requirements that address gaps in

legacy systems.

 Develop an Enterprise Energy Information Management (EEIM) plan to

standardize requirements for the collection, consolidation, and analysis of

energy data across installations.

 Work with higher and adjacent organizations as needed to resolve

information assurance and cybersecurity issues of an enterprise energy

management system.

REGIONAL COMMANDS will:

 Coordinate with subordinate installations regarding respective regional and

installation requirements necessary for fielding energy information systems.

INSTALLATION COMMANDS will:

 Utilize AMI and associated data management systems to:

 Support utility cost tracking and billing functions.

 Inform Unit Energy Managers (UEMs) and end-users about energy

consumption at tenant and supported commands.

 Identify operational efficiency improvements by benchmarking building

energy use and measuring energy project performance.

 Reduce energy costs through demand reduction and peak

shaving strategies.

 Ensure cybersecurity and accreditation of utility and building control systems.

 Integrate energy information into centrally managed data systems that

support near real-time command and control of energy management and

building control systems.

 Integrate improved fuel management systems using telematics to better track

NTV fuel usage.

USMC Installations Energy Strategy

1010

ENERGY EFFICIENCY

The Marine Corps will implement efficient technologies and best management practices to achieve cost savings, improve

infrastructure, and mitigate risks associated with reliance on external energy resources. Efficiency does not mean simply turning

off the switch and doing without. Rather, it implies using resources more efficiently to provide the same or even an improved

level of benefits at lower cost. Implementation of efficient technologies and best management practices delivers a wide range of

benefits including cost savings, infrastructure improvements, improved energy reliability and security, and increased productivity.

Marine Corps installations will continue to make significant efficiency investments into both physical infrastructure and vehicle

fleets and will leverage lessons learned to provide a high level of service to supported and tenant commands.

1. Improve efficiencies of energy-related infrastructure

Physical infrastructure aboard Marine Corps installations

is comprised primarily of buildings and supporting

utility system components. Building projects, for new

construction, major renovations, and adaptive reuse of

historic structures, will use an integrated design approach

that ensures substantially less energy use without

compromising occupant comfort or building functionality.

An integrated approach considers the interactions of all

building components including the building site (location,

orientation, and landscaping); envelope (walls, windows,

doors and roof); heating, ventilation and air-conditioning

(HVAC) system; and lighting, controls, and equipment.

The Marine Corps will incorporate sustainable building

design through adopting the U.S. Green Building Council’s

(USGBC) Leadership in Energy and Environmental Design

(LEED) Green Building Rating System for new construction

and major renovations. In addition, installations will assess

potential opportunities related to installation utility systems,

including cogeneration systems, fuel switching, waste heat

usage, and thermal storage. Cost-effectiveness will be the

primary factor for project selection and approval.

2. Utilize alternative financing mechanisms to

implement energy efficiency measures

With limited appropriated funding available, the Marine

Corps will leverage partnerships with the private sector

through alternative financing, such as Energy Savings

Performance Contracts (ESPC), and Utility Energy Service

Contracts (UESC). These mechanisms are crucial in

identifying, evaluating, and financing energy efficient

infrastructure improvements. ESPCs and UESCs eliminate

the need for high initial capital costs by leveraging the cost

savings potential of these energy savings projects.

3. Reduce petroleum consumption in non-tactical

vehicle (NTV) operations

The Marine Corps will support the Secretary of the Navy

(SecNav) goal of reducing petroleum use in NTVs by 50

percent by 2015. Transportation planning and operations

will minimize petroleum consumption by incorporating

motor pools and vehicle downsizing into fleet management

practices. Alternative fuel vehicles (AFVs) serve as the

cornerstone of transportation activities aimed at petroleum

consumption reduction. Matching vehicle technologies

with existing and planned fueling infrastructure ensures

OBJECTIVES:

Marine Corps Base

(MCB) Quantico Warfare

Support Center Earns

LEED Silver

The Warfare Support Center, home

to the Wounded Warrior Regimental

Headquarters, became the first

building at MCB Quantico to earn

the United States Green Building

Council’s (USGBC) Leadership in

Energy and Environmental Design

(LEED) Silver certification.

Energy efficiency enhancing

features of the building include

its thermal envelope, low lighting

power density, lighting controls,

and an energy efficient HVAC

system. The building uses less air

conditioning than a typical building

of its kind by employing cool roof

technology that reflects light and

emits heat away from the roof.

The building is also notable for its

indoor air quality management plan,

sustainable building materials, water

efficiency (which is 50 percent

more than a typical office

building), and its storm water

management system.

The Warfare Support Center is

the first, but will not be the only,

building of its caliber at MCB

Quantico. Other projects that have

received, or will soon receive,

LEED certification include multiple

barracks buildings at The Basic

School, the Officer Candidate

School Headquarters, the Officer

Candidate School Mess Hall, and a

hangar at the Marine Corps

Air Facility.

effective and cost-efficient AFV use. Compressed Natural Gas (CNG) vehicles

and infrastructure is an example of an effective commercial solution and will

be considered where available. Hydrogen fuel cell or battery electric vehicles

are technologies to evaluate as they become commercially viable and cost-

effective. Where alternative fuel availability (government or commercial) is not

available and practical, more efficient conventional vehicles or hybrid electric

vehicles are alternative options to reduce petroleum consumption.

RESPONSIBILITIES:

HQMC LF/MCICOM will:

 Manage the Energy Investment Program (EIP) to provide installation

commands the opportunity to implement energy efficiency related restoration

and modernization projects.

 Develop policy and guidance that establishes roles and responsibilities

related to the execution of ESPCs and UESCs.

 Review and approve annual utilization studies to identify and eliminate

inefficiencies in NTV fleets. These utilization studies will ensure an effective

balance of standard, high efficiency, and AFV technologies in installation NTV

fleets to reduce petroleum consumption.

REGIONAL COMMANDS will:

 Provide installations with guidance and support for performing audits

and carrying out needed projects. Regional commands will collect and

disseminate lessons learned from audits to help improve processes, develop

templates, or bundle projects where applicable. Where beneficial, regional

commands will assist Installation Energy Managers (IEMs) with identifying,

evaluating, and carrying out projects through channels such as the EIP.

 Coordinate with regional NAVFAC and the Resident Officer in Charge of

Construction (ROICC) to prioritize LEED credits that obtain financial and

energy efficiency return on investment (ROI).

 Collaborate with HQMC and NAVFAC to identify regional and local ESPC and

UESC providers based on technology expertise and demonstrated performance

 Maintain and share awareness of state and local public developments

(such as policies and cost-based incentives) as well as the private market

landscape, as they affect their subordinate installations’ ability to attract and

negotiate third party finance options.

 Conduct annual utilization studies to identify and eliminate inefficiencies in NTV

fleets. Regional commands will also request infrastructure improvements that

promote and support AFVs in their respective subordinate installations’ NTV fleets.

INSTALLATION COMMANDS will:

 Perform energy audits to evaluate current energy usage and determine the best

locations to incorporate energy savings measures such as ESPCs and UESCs.

 Perform lifecycle cost analyses to justify decisions related to capital

investments involving energy-related infrastructure.

 Ensure that all building new construction and major renovations meet LEED

Silver criteria, achieving a minimum of 40 percent of LEED credits from the

Energy and Atmosphere (EA) and Water Efficiency (WE) sections.

 Implement demand reduction and peak shaving strategies to reduce overall

installation energy costs.

 Optimize the use of NTVs and ensure compliance with efficiency-related policies.

 Adopt efficient and alternative fuel vehicle technologies and commercially

available vehicle telematics that assist NTV users and managers in reducing

unnecessary petroleum use wherever cost-effective.

USMC Installations Energy Strategy

RENEWABLE ENERGY

AND ALTERNATIVE FUEL

1. Leverage power purchase and leasing agreements

to implement large-scale renewable energy projects

over 1 MW

The Marine Corps will pursue cost-effective, on-site

renewable power development with the assistance of

private sector financing and development expertise. While

renewable energy technologies are commercially viable,

large-scale development is typically more economically

feasible with certain incentives that are unavailable to

government agencies. Private partnerships will improve

lifecycle cost-effectiveness of large-scale renewable projects

by incorporating benefits such as investment tax credits

(ITC), production tax credits (PTC), property tax

exemptions, renewable energy certificates (RECs), and

accelerated depreciation.

2. Continue to add capacity through small-scale

renewable generation

The Marine Corps will continue to identify and develop small-

scale revewable projects that will add capacity to better

serve the load profile of installation infrastructure. Smaller,

cost-effective projects will collectively reduce demand for

energy, particularly during daily or seasonal peak load times.

In addition, the Marine Corps will explore, as a complement

to these smaller projects, future energy storage capabilities

that could potentially increase the attractiveness of small-

scale renewable energy technologies.

3. Increase the utilization of alternative fuels for non-

tactical vehicles (NTVs)

Regional commands and installations will prioritize vehicle

acquisition and alternative fuel infrastructure projects

by maximizing the use of technology that reduces the

most petroleum per dollar spent for each transportation

requirement. While alternatives to conventional vehicles

and fuels are commercially available, they are not always

accessible in all areas, in sufficient quantities, or at a

reasonable cost to outfit the entire Marine Corps NTV fleet.

Local fleet managers must match vehicle technologies

with supporting fuel infrastructure to ensure that alternative

fuel vehicles will meet transportation requirements and the

OBJECTIVES:

Renewable energy and alternative fuels will be utilized to produce cost savings, support energy security by diversifying supply

and improving the reliability and resiliency of utility distribution systems, and power critical infrastructure. The Marine Corps will

support Federal, DoD, and DoN goals by evaluating potential renewable energy sources such as biofuels, biomass, geothermal,

solar, wind, and ocean, to provide reliable power supplies and fuel diversification, which enhance energy security for individual

facilities, supplement power for peak-use periods, lower risk of fuel spills in environmentally sensitive locations, and increase

price stability in an uncertain energy economy. Achieving these goals will require significant capital investment, necessitating a

deliberate portfolio-based approach that identifies the best locations for renewable generation, and public and private financing

options. In addition, the Marine Corps will support the use of energy storage and alternative fuels in non-tactical vehicles (NTVs)

as these technologies mature and become more financially viable.

Marine Corps Recruit Depot

(MCRD) San Diego Installs

Photovoltaic (PV) Array

MCRD San Diego installed two

innovative PV systems in FY 2012.

Both projects showcased a level of

creative thinking and aggressive design

strategy beyond prevailing norms, with

technologies easily transferable to

other sites.

The first, a 990 kW system, was

designed to offset 75 percent of the

connected load of three new buildings.

Additional surface area was required,

so PV panels were installed on two

adjacent building roofs; two covered

carports were constructed and covered

with PV panels; and a shading structure

was built to cover 1,200 linear feet of

bleachers. The PV-covered bleacher

structure is a centerpiece of the weekly

viewing of the recruit graduation

ceremony, raising green energy

awareness throughout the Corps.

The second system is a 1.7 MW ground

mounted solar farm. To overcome

the challenge of existing underground

utilities at the location, a ballasted

mounting system was designed.

Additionally, the system is removable in

the sections covering existing water and

gas lines. Unique to this system is the

use of Helios 420 W panels with 96-cell

technology. Transformers and switch

gear were engineered with capacity to

support future expansion.

Marine Corps’ aggressive energy goals. Compressed Natural Gas (CNG),

Flex-Fuel (E85), and hybrid vehicles are examples of effective alternative

capabilities that are an integral part of the Marine Corps’ strategy to utilize

commercial vehicle solutions. However, where alternative fuel availability

(government or commercial) is not ensured, more efficient conventional

vehicles or hybrid electric vehicles should not be discounted as options for

reducing petroleum consumption.

RESPONSIBILITIES:

HQMC LF/MCICOM will:

 Implement an enterprise-wide renewable energy plan that matches

installations with available renewable resources and technologies. The plan

will include a ranking of locations based on potential renewable energy

production levels and economic benefit to the Marine Corps. Prioritization

will take into consideration mission impacts, local utility rate structures,

regulatory constraints, alternative financing mechanisms, and incentives such

as renewable portfolio standards (RPS) and RECs as applicable.

 Evaluate regional command requests for funding to pursue their respective

prioritized lists of small-scale installation renewable energy projects.

 Develop a strategy to ensure sufficient infrastructure is in place to support a

transition to a fleet of alternative or electric vehicles.

REGIONAL COMMANDS will:

 Identify and evaluate specific regional opportunities to implement renewable

power generation.

 Provide support to installations in developing large-scale renewable projects

based on regional energy profile, return on investment (ROI) and energy

security requirements.

 Develop and prioritize project lists within their respective region to improve

alternative and electric vehicle infrastructure and reduce the dependence of

NTV fleet inventories on petroleum based vehicles.

INSTALLATION COMMANDS will:

 Evaluate potential renewable energy sources, to provide reliable power

supplies and fuel diversification.

 Evaluate cost effective military construction and major building renovation

projects involving roof replacements that incorporate roof-top solar thermal,

photovoltaic, and/or energy-reducing coating technologies.

 Offer cost-effective alternative fuel vehicles (AFVs) and coordinate with facility

managers, and local and regional fleet managers, to ensure that any vehicle

acquisitions have sufficient infrastructure to support the intended design and

fuel source.

 Collaborate on renewable generation projects that could benefit from an

increased presence of battery electric vehicles (BEVs). BEVs can be used

to increase load for renewable power generation and can provide a ready

source of battery storage for microgrid stability.

USMC Installations Energy Strategy

ENERGY SECURITY

OBJECTIVES:

1. Assess and prioritize mission energy requirements

Critical mission requirements include those functions which

require a continuous supply of energy during an emergency.

These may include housing, life safety and health (e.g.,

hospitals), public safety (e.g., police and fire departments),

communications, environmental systems, and critical

mission support. Fossil fuel-powered back-up generators

addressed in most Continuity of Operations (COOP) plans

are short duration solutions that are manpower-intensive

and vulnerable to supply chain disruptions often associated

with disasters. As this tactical solution provides only minimal

coverage for installation mission essential functions, the

Marine Corps will pursue longer-term solutions that address

criticality, prioritization, and investment strategies to

mitigate risk.

2. Identify points of utility and delivery systems

vulnerability

Vulnerability assessments will focus on the effects of

disruptions to the availability of a specific energy supply or

service. The Marine Corps will evaluate long-range utilities

goals, objectives, and policies by local governments and

authorities to determine their impact on mission readiness.

These assessments will be incorporated into the Installation

Master Planning processes to assist in mitigating risks

to mission critical infrastructure and mission essential

functions. Specifically, they will help alleviate the impacts of

disrupted supplies and optimize response plans.

3. Mitigate unacceptable energy security risks

Gap analysis will be conducted to identify corrective actions

that remove unacceptable risks from potential failure of

energy systems and identify the planning, programming,

and budgeting actions necessary to implement the

corrections. Potential solutions to be considered include

microgrid capabilities with smart grid foundational elements,

enabling energy security through the control and distribution

of power for critical infrastructure. Distributed energy

resources for on-site generation such as micro-turbines,

fuel cells, and combined heat and power will be used

when determined to be lifecycle cost effective or to

provide flexibility and security to mitigate unacceptable

operations risk.

The Marine Corps will ensure the availability of energy supplies to maintain mission readiness on its installations. Currently, the

Marine Corps relies on commercial electrical grids and fuel and natural gas distribution systems to provide power for the majority

of its installation energy requirements. This reality presents a significant risk to Marine Corps installations and their ability to

maintain critical functions in the event of a catastrophic disaster, whether natural or man-made. The Marine Corps will move

beyond the assumption that “energy will always be there,” adopting a more proactive approach to improving its energy security

posture by reducing dependence on external suppliers of vital energy resources through conservation, efficiency, and on-site

generation, as well as improving the resiliency of energy infrastructure against physical and cyber vulnerabilities by utilizing smart

grid capabilities.

Marine Corps Air Ground

Combat Center (MCAGCC)

Twentynine Palms

Microgrid Development

Military bases are often in isolated or

disaster-prone locations that require

reliable power in all circumstances. As

a result, MCAGCC, home to the largest

USMC training area, was an ideal

candidate for its successful microgrid

implementation program.

The MCAGCC Microgrid is a self-

contained “smart grid” capable

of islanding roughly a third of

the installation’s total load, while

simultaneously meeting cybersecurity

criteria. MCAGCC currently has 4.8

MW of photovoltaics (PV) including a

1.2 MW solar array. Additionally, the

base has a gas-fired cogeneration

plant in excess of 7 MW online with

another 9.2 MW under construction. A

complementary battery energy storage

system, under construction, will assist

in leveling out some of the PV loads.

MCAGCC’s software and controllers

allow managers to efficiently dispatch

all generation, provide real time

metering and output functions for 240+

buildings, and perform controlled

load shedding.

With this controls architecture in

place, MCAGCC energy managers can

optimize on-site resources while in

grid connect mode, but also extend its

operations capacity and maintain high

performance in an off-grid situation.

This microgrid enables MCAGCC to

perform groundbreaking energy support

to its tenant units.

RESPONSIBILITIES

HQMC LF/MCICOM will:

 Coordinate with higher and adjacent commands to define energy

security and develop policy and guidance that informs long-term

goals and requirements.

 Coordinate with higher and adjacent commands to develop an energy

security template that assists regional and installation commands with the

assessment of energy security-related impacts, to include identification of

mission critical asset sustainability requirements.

 Execute a resourcing strategy to address energy security vulnerabilities and

risk mitigation.

REGIONAL COMMANDS will:

 Determine regional energy security policy and guidance.

 Coordinate with their subordinate installations to represent local and

regional energy security concerns for current infrastructure and future

demand impacts.

 Coordinate with Major Subordinate Command (MSC) headquarters to gain

support and assistance with identifying prioritization of mission support.

 Provide technical staff support and guidance to installation commands

regarding energy security issues relevant to the geographic region, including

coordination with local and regional utilities and local and state regulators

and legislators.

INSTALLATION COMMANDS will:

 Coordinate with tenant units to conduct annual energy security vulnerability

analyses and develop action plans to remove unacceptable energy

security risks.

 Ensure that COOP plans address energy emergency preparedness and

protection and restoration of mission critical and essential functions.

USMC Installations Energy Strategy

The following appendix is intended to

supplement the USMC Installations

Energy Strategy and provide a single point

of reference for relevant energy and water

terminology. Please follow the provided

links for further information regarding

specific items.

MANDATES, GOALS AND

REGULATORY INFORMATION

EPACT 2005 – ENERGY POLICY ACT

OF 2005

 Mandates the installation of electric

meters on all facilities where

economically feasible by 2012.

 Mandates a 2% annual reduction in

energy use intensity from FY 2006-

FY 2015, totaling a 20% reduction

(FY 2003 baseline).

 Sets annual goals for electricity

consumed from renewable sources:

3% in FY 2007-FY 2009, 5% in FY 2010-

FY 2012, 7.5% from FY2013-thereafter.

 Directs new federal buildings to be

designed 30% below ASHRAE (American

Society of Heating, Refrigerating, and

Air-Conditioning Engineers) standards

if economically feasible.

 Requires 75% of light duty vehicles

acquired in metropolitan statistical

areas to be alternative fuel vehicles.

http://www1.eere.energy.gov/femp/

regulations/epact2005.html

EISA 2007 – ENERGY INDEPENDENCE

AND SECURITY ACT OF 2007

 Mandates a 3% annual reduction in

energy intensity from FY 2006-

FY 2015, totaling a 30% reduction

(FY 2003 baseline).

 Mandates the installation of meters for all

facilities for electrical, steam and natural

gas where economically feasible by

FY 2012.

 Mandates the auditing of 100% of

covered facilities every four years (25%

of covered facilities per annum, rotating).

 Mandates reduction of fossil fuel usage in

new facilities: 55% by FY 2010, 65% by

FY 2015, 80% by FY 2020, 90% by

FY 2025, 100% by FY 2030.

 Requires 20% total reduction of NTV

petroleum use from FY 2005 to FY 2015.

 Requires 10% total increase in NTV

alternative fuel use from FY 2005 to

FY 2015.

 Prohibits agencies from acquiring

vehicles that are not low-GHG-

emitting vehicles.

 Requires every federal fueling center

without renewable fuel availability to

install a renewable fuel pump.

http://www1.eere.energy.gov/femp/

regulations/eisa.html

EO 13423 – EXECUTIVE ORDER

STRENGTHENING FEDERAL ENVIRON-

MENTAL, ENERGY, AND TRANSPORTA-

TION MANAGEMENT

 Mandates a 3% annual reduction in

energy use intensity from FY 2006-FY

2015, totaling a 30% reduction

(FY 2003 baseline).

 Requires federal agencies to ensure

that at least half of all renewable energy

mandated under EPAct 2005 come from

new renewable sources (developed

after January 1, 1999), and to the

maximum extent possible, renewable

energy generation projects should be

implemented on agency property for

agency use.

 Mandates that federal agencies reduce

water intensity (gallons per square foot)

by 2% each year through FY 2015 for a

total of 16% (FY 2007 baseline).

 Requires 10% annual increase in NTV

alternative fuel use (from previous year),

starting from the FY 2005 baseline

through FY 2015.

http://www1.eere.energy.gov/femp/

regulations/eo13514.html

EO 13514 – EXECUTIVE ORDER

FEDERAL LEADERSHIP IN

ENVIRONMENTAL, ENERGY, AND

ECONOMIC PERFORMANCE

 Mandates reduction in potable water

consumption intensity 2% annually

through FY 2020, or 26% by the

end of FY 2020, relative to a

FY 2007 baseline.

 Mandates reduction in agency industrial,

landscaping, and agricultural water

consumption 2% annually, or 20% by

the end of FY 2020, relative to a

FY 2010 baseline.

 Requires a report of Greenhouse Gas

(GHG) inventory for FY 2010 by 5 Jan

2011 and annually thereafter.

 Requires a plan to meet required

petroleum reduction levels and alternative

fuel consumption increases.

 Requires the development and annual

update of Sustainability Plans that must

include how agencies will achieve

sustainability goals and GHG reduction

targets (including fleet GHG reduction

targets) and how agencies will prioritize

agency actions based on life cycle return

on investment.

 Requires 2% annual reduction of NTV

petroleum use from FY 2005 to FY 2020.

http://www1.eere.energy.gov/femp/

regulations/eo13514.html

DON – SECRETARY OF THE NAVY GOALS

 Energy Efficient Acquisition - Evaluation

of energy factors will be mandatory

when awarding contracts for systems

and buildings.

 Sail the “Great Green Fleet” - DON will

demonstrate a Green Strike Group in local

operations by 2012 and sail it by 2016

 Reduce Non-Tactical Petroleum Use - By

2015, DON will reduce petroleum use in

the commercial vehicle fleet by 50%.

 Increase Alternative Energy Ashore - By

2020, DON will produce at least 50%

of shore based energy requirements

from alternative sources; 50% of DON

installations will be net-zero.

 Increase Alternative Energy Use DON-

Wide - By 2020, 50% of total DON

energy consumption will come from

alternative sources.

http://greenfleet.dodlive.mil/

files/2010/04/Naval_Energy_Strategic_

Roadmap_100710.pdf

USMC EXPEDITIONARY ENERGY

STRATEGY GOALS

 Reduce Energy Intensity - USMC will

reduce energy intensity at installations

by 30% by 2020.

 Reduce Water Consumption -

Through 2020, USMC will reduce water

consumption by 2% annually using water

awareness campaigns and water saving

APPENDIX A: Useful Information for Energy Leaders

devices and replacing inefficient

utility systems.

 Increase Alternative Energy - By

2020, USMC will increase the amount

of alternative energy consumed at

installations to 50% of total energy

consumption through the combination

of aggressive demand reduction and on-

installation renewable energy production.

 Reduce Non-Tactical Petroleum Use - By

2015, we will reduce the amount of

petroleum used in the commercial vehicle

fleet by 50% through the phased adoption

of hybrid, electric, alternative, and

flex-fuel vehicles.

http://www.marines.mil/community/

Documents/USMC%20Expeditionary

%20Energy%20Strategy%20%20

Implementation%20Planning

%20Guidance.pdf

NEPA – NATIONAL ENVIRONMENTAL

POLICY ACT

Requires an environmental analysis (can

be an environmental impact statement

(EIS) or assessment) before the initiation of

any project. An EIS describes the positive

and negative environmental effects of a

proposed project, and usually lists one or

more alternative actions that may be chosen

instead. The purpose of the NEPA EIS is to

promote informed decision-making by federal

agencies by making detailed information

concerning significant environmental impacts

available to both agency leaders and

the public.

http://ceq.hss.doe.gov/

RPS – RENEWABLE PORTFOLIO

STANDARDS

A regulation that requires the increased

production of energy from renewable energy

sources, such as wind, solar, biomass, and

geothermal. An RPS requires electric utilities

and other retail electric providers to supply

a specified minimum amount of customer

load with electricity from eligible renewable

energy sources. In the United States, RPS

requirements vary on a state-to-state basis.

http://www.epa.gov/chp/state-policy/

renewable_fs.html

NAVY 1GW TASK FORCE GOALS

In alignment with the Secretary of the Navy’s

goal to produce 50% of shore-based energy

requirements from alternative sources and

achieve net-zero status at 50% of DON

installations, the target of the 1GW Task

Force is to aid in the facilitation/production

of an additional 1 GW of renewable energy

generation capacity at DON installations

by 2020.

ENERGY SECURITY

While various definitions for energy security

exist, energy security pertains to access to

essential quantities of energy at affordable

prices. Furthermore, the required energy

should be available without disruption, and

alternative energy sources should be readily

available—also at affordable prices.

Several DoD and OSD mandates require

energy security to be taken into consideration

in day-to-day operations:

1. DoDD 3020.26 – Revises continuity

policies and assigns responsibilities for

developing and maintaining Defense

Continuity Programs to enhance the DoD

readiness posture. It is DoD policy that:

a. All Defense continuity-related

activities, programs, and requirements

of the DoD Components, including

those related to continuity of

operations (COOP), continuity of

government (COG), and enduring

constitutional Government (ECG),

shall ensure the continuation of

current approved DoD and DoD

component mission essential functions

(MEFs) under all circumstances

across the spectrum of threats.

b. All DoD continuity planning and

programming shall:

(1) Be based on the assumption that

no warning of attack or event will

be received.

(2) Ensure the performance of mission

essential functions MEFs during any

emergency for a period of up to 30

days or until normal operations can

be resumed. The capability to perform

MEFs at alternate sites must be fully

operational as soon as possible, but

no later than 12 hours after

COOP activation.

2. DoDI 4170.11 – informs DoD Components

to take necessary steps to ensure the

security of energy and water resources.

It instructs the Components to perform

periodic evaluations of vulnerabilities

that would occur as a result of energy

disruptions. It also discusses the Defense

Critical Infrastructure Program (under DoD

Directive 3020.40).

RENEWABLE AND

ALTERNATIVE ENERGY

AFV - ALTERNATIVE FUEL VEHICLE

AFVs include any dedicated, flexible-fuel,

or dual-fuel vehicle designed to operate on

at least one alternative fuel. AFVs can run

electricity, compressed natural gas (CNG),

liquefied petroleum gas (LPG), ethanol, or

hydrogen. Vehicle types include, but are not

limited to: plug-in hybrid electrical vehicles

(PHEVs), hybrid electrical vehicles (HEVs),

battery electrical vehicles (BEVs), fuel cell

vehicles, dual-, flex-, or bi-fuel vehicles.

MICROGRID

A localized grouping of electricity generation,

energy storage, and loads that normally

operates connected to the traditional

centralized grid. A fully functioning microgrid,

however, can completely disconnect from the

traditional grid and function autonomously.

Power generation and loads in a microgrid are

usually interconnected at low voltage.

RENEWABLE ENERGY

Energy derived from natural, non-fossil

sources, including solar, wind, biomass,

landfill gas, municipal solid waste, ocean

(including tidal, wave, current, and

thermal), geothermal, and hydroelectric

energy resources.

http://www1.eere.energy.gov/femp/

technologies/renewable_technologies.html

ENERGY FINANCE

ECIP – ENERGY CONSERVATION

INVESTMENT PROGRAM

A subset of the MILCON program, managed

by DoD and specifically designated for energy

projects that reduce Defense energy costs. It

includes construction of new, high-efficiency

USMC Installations Energy Strategy

energy systems or the improvement and

modernization of existing systems.

EIP – ENERGY INVESTMENT PROGRAM

Managed by MCICOM and provides O&M

funds to construct, repair, and replace utilities

systems and facilities. The EIP program is

run by Headquarters Marine Corps to provide

funding for energy reduction projects.

EROI – ENERGY RETURN ON

INVESTMENT TOOL

MCICOM GF-1 MS Excel Energy Project

Prioritization Model, with full eROI

implementation expected to roll out for

USMC regions and installations in FY 2013.

ESPC – ENERGY SAVINGS PERFOR-

MANCE CONTRACT

ESPCs enable federal agencies to implement

energy projects with no upfront capital

costs. An ESPC is a contract between a

consumer and an energy service company

(ESCO) for the purpose of achieving

energy cost savings. The ESCO conducts a

comprehensive energy audit for the federal

facility and identifies improvements to save

energy, and guarantees the improvements

will generate energy cost savings sufficient

to pay for the project over the term of

the contract. After the contract ends, all

additional cost savings accrue to the agency.

http://www1.eere.energy.gov/femp/

financing/espcs.html

EUL – ENHANCED USE LEASE

A method for funding construction or

renovations on federal property by allowing

a private developer to lease underutilized

property, in exchange for cash or in-kind

consideration. This authority enables

the Navy to maximize the utility and

value of installation real property and

provide additional tools for managing the

installation’s real estate assets to achieve

business efficiencies.

https://portal.navfac.navy.mil/portal/page/

portal/navfac/navfac_ww_pp/navfac_hq_

pp/navfac_bdd_pp/navyeul

FSRM – FACILITIES SUSTAINMENT, RES-

TORATION, AND MODERNIZATION

FSRM is an Operation and Maintenance,

Marine Corps (OMMC) appropriation that

is centrally managed by HQMC. FSRM

funds are generated within DoD based

on a facilities model that predicts annual

requirements to ensure that facilities are

sustained at appropriate levels over their

respective life cycles. After being allocated

to the installations, a portion of the funding is

retained at HQMC for funding of larger FSRM

projects. The installations are authorized to

use their FSRM funding for locally approved

projects. HQMC calls for the submission of

larger FSRM projects, also known as M2/R2

projects, two years in advance of the funding

becoming available. Installation commanders

will normally go out with a “call for work” to

their tenants and subordinate units, and once

received by the installation, those projects

are separated into larger (M2/R2) and

smaller (M1/R1) projects.

ITC – INVESTMENT TAX CREDIT

A U.S. federal corporate tax credit

that provides a tax break to applicable

commercial, industrial, utility, and agricultural

sectors. Eligible technologies for the ITC are

solar water heat, solar space heat, solar

thermal electric, solar thermal process

heat, photovoltaics, wind, biomass,

geothermal electric, fuel cells, geothermal

heat pumps, cogeneration, solar hybrid

lighting, microturbines, and geothermal

direct-use. The tax credit varies depending

on the technology.

http://www.dsireusa.org/incentives/

incentive.cfm?Incentive_Code=US02F

LIFECYCLE COST

The upfront cost of a project/ improvement

plus the total predicted maintenance and

energy costs for the entire expected lifetime

of the project/improvement.

MILCON – MILITARY CONSTRUCTION

MILCON involves the construction of facilities

that cost in excess of $750K. MILCON

includes any construction, development,

conversion, or extension of any kind carried

out with respect to a military installation,

for all types of buildings, roads, airfield

pavements, and utility systems. MILCON

appropriations are separate from all other

appropriations approved by Congress

in that once funding is approved by

Congress, construction must begin within

three years and be completed within five

years. A MILCON project includes all

construction work necessary to produce

a complete and usable facility or complete

and usable improvement to an existing

facility. Additionally, instances may occur

when maintenance and repair work will be

accomplished as MILCON, either because

it is part of a large project or a decision has

been made to use MILCON instead of

O&M funds.

NPV - NET PRESENT VALUE

A method used to evaluate the potential

profitability of an investment or project. The

difference between the present value of

cash inflows and the present value of cash

outflows. NPV is used in capital budgeting

to analyze the profitability of an investment

or project. NPV analysis is sensitive to the

reliability of future cash inflows that an

investment or project will yield.

PAYBACK

The number of years it takes for the energy

savings from an improvement to equal the

upfront cost.

Simple Payback –

Total Cost ÷ Anticipated Savings/Year =

Payback Period (years)

Modified Payback –

incorporates an estimate of increasing

energy prices, discount rates, and other

factors to determine a more realistic value of

the savings

PPA – POWER PURCHASE AGREEMENT

On-site renewable power purchase

agreements (PPAs) allow federal agencies to

fund on-site renewable energy projects with

no up-front capital costs incurred.

With a PPA, a developer installs a renewable

energy system on agency property under an

agreement that the agency will purchase the

power generated by the system. The agency

pays for the system through these power

payments over the life of the contract. After

installation, the developer owns, operates,

APPENDIX A: Useful Information for Energy Leaders — continued

and maintains the system for the life of

the contract.

http://www1.eere.energy.gov/femp/

financing/power_purchase_agreements.

html

PPP – PUBLIC PRIVATE

PARTNERSHIP (P3)

Public-private partnerships (P3s) are

contractual agreements formed between a

public agency and a private sector entity that

allow for greater private sector participation

in the delivery and financing of energy and

water projects, and can cover both new and

existing facility builds.

PRODUCTION TAX CREDIT

An income tax credit is allowed for the

production of electricity from utility-scale

wind turbines, geothermal, solar, hydropower,

biomass, and marine and hydrokinetic

renewable energy plants. This incentive,

the renewable energy Production Tax Credit

(PTC), was created under the Energy Policy

Act of 1992 and aids renewable energy in

being priced competitively with traditional

fossil-fuel power.

http://dsireusa.org/incentives/incentive.

cfm?Incentive_Code=US13F

SIR – SAVINGS-TO-INVESTMENT RATIO

The total energy savings over the lifetime

of an improvement (Present Value) divided

by the upfront cost of the investment. This

calculation may or may not include predicted

increases in energy prices or inflation rates.

UESC – UTILITY ENERGY

SERVICE CONTRACT

Offer federal agencies an effective means

to implement energy efficiency, renewable

energy, and water efficiency projects. In a

UESC, a utility arranges funding to cover

the capital costs of the project, which are

repaid over the contract term from cost

savings generated by the energy efficiency

measures. With this arrangement, agencies

can implement energy improvements with no

initial capital investment. After the contract

ends, all additional cost savings accrue to

the agency.

http://www1.eere.energy.gov/femp/

financing/uescs.html

METERING AND DATA

MANAGEMENT/REPORTING

AMI – ADVANCED

METER INFRASTRUCTURE

An architecture for automated, two-way

communication between a smart utility meter

with the consumer and utility company. The

goal of an AMI is to provide consumers and

utility companies with real-time data about

power consumption and allow customers to

make informed choices about energy usage

based on the price at the time of use. This is

beneficial to Building Energy Managers, Unit

Energy Managers, and Installation Energy

Managers on USMC bases and stations.

DSM – DEMAND SIDE MANAGEMENT

Also known as load shedding, DSM entails

monitoring electric usage continuously

(usually by automated instrumentation) and

shutting down certain pre-arranged electric

loads or devices if a certain upper threshold

of electric usage is approached. This can aid

in preventing peak demand charges and aid

utilities in managing unusually high demand.

DUERS – DEFENSE UTILITY ENERGY

REPORTING SYSTEM

An automated management information

system with which the Department

of Defense monitors its supplies and

consumption of energy.

EEIM – ENERGY ENTERPRISE ENERGY

INFORMATION MANAGEMENT

The EEIM vision is to establish a DoD-wide

capability to inform decision-making through

the systematic collection, integration and

analysis of facility energy use, production,

and project data. Implementation of

integrated facility and energy management

business processes, through which relevant

data can be collected from authoritative

source, and common business language are

important elements of this vision.

EMCS – ENERGY MANAGEMENT

CONTROL SYSTEM

An energy conservation feature that uses

computers, instrumentation, control

equipment, and software to manage

a building’s use of energy for heating,

ventilation, air conditioning, and lighting.

These systems can also manage fire control,

safety, and security.

ENERGY AUDITS

An inspection, survey, and analysis of energy

flows for energy conservation in a building

to reduce energy consumption without

negatively affecting the facility. Beyond

simply identifying the sources of energy use,

an energy audit seeks to prioritize the energy

uses according to the greatest to least cost

effective opportunities for energy savings.

There are three levels of energy audits: (1)

walk-through analysis/preliminary audit;

(2) energy survey and analysis; (3) detailed

analysis of capital intensive modifications.

EUI – ENERGY USE INTENSITY

A unit of measurement that describes a

building/area’s energy usage (KWH/KSF).

EUI represents the energy consumed by

a building/area relative to its size. EUI

is calculated by taking the total energy

consumed in one year and dividing it by

the total square footage of the area. Several

federal mandates stipulate annual reductions

in EUI.

FAST – FEDERAL AUTOMOTIVE STATIS-

TICAL TOOL

Web-based system developed to measure

the compliance of federal agencies with

a number of federal mandates, tracking

vehicle inventory, vehicle cost, miles driven,

acquisition and disposal expenses, and

fuel consumption.

GIS – GEOSPATIAL INFORMATION

SYSTEM

A collection of computer hardware, software,

and geographic data for capturing, managing,

analyzing, and displaying all forms of

geographically referenced information.

GIS capabilities can be used to manage

metered data.

IA – INFORMATION ASSURANCE

The practice of assuring information

and managing risks related to the use,

processing, storage, and transmission of

information or data, and the systems and

USMC Installations Energy Strategy

APPENDIX A: Useful Information for Energy Leaders — continued

processes used for those purposes.

Building metered data must be cleared

through IA before being used and analyzed on

installations.

MDM – METER DATA MANAGEMENT

An MDM system performs long term data

storage and management for the vast

quantities of data delivered by smart metering

systems.

M&V – MEASUREMENT AND

VERIFICATION

The process for quantifying savings delivered

by an energy efficiency/conservation project.

SMART GRID

An electrical grid that uses information and

communications technology to gather and act

on information, such as information about the

behaviors of suppliers and consumers, in an

automated fashion to improve the efficiency,

reliability, economics, and sustainability of the

production and distribution of electricity.

SUSTAINABILITY

ASHRAE – AMERICAN SOCIETY OF

HEATING, REFRIGERATING AND AIR-

CONDITIONING ENGINEERS

A building technology society that focuses on

building systems, energy efficiency, indoor

air quality, refrigeration and sustainability

within the industry. ASHRAE publishes a well

recognized series of standards and guidelines

relating to HVAC systems and issues. These

standards are referenced in several

federal mandates.

CEM – CERTIFIED ENERGY MANAGER

A professional certification issued by

the Association of Energy Engineers.

Professionals become eligible for this

certification after demonstrating expertise

in several areas ranging from standards, air

quality, energy audits, lighting, procurement

and financing.

ENERGY STAR®

ENERGY STAR® is a joint program of the U.S.

Environmental Protection Agency and the U.S.

Department of Energy helping save money

and protect the environment through energy

efficient products and practices. Federal

agencies are required by law to purchase

FEMP-designated or ENERGY STAR®–

qualified products. Products that meet FEMP-

designated efficiency requirements are in the

upper 25% of their class in energy efficiency.

http://www1.eere.energy.gov/femp/

technologies/eep_fempdesignated

products.html

http://www.energystar.gov/

ENERGY STAR® INTEGRATED

UPGRADE APPROACH

Contained in the ENERGY STAR® Building

Upgrade Manual to identify cost effective

energy efficiency measures. An integrated

design approach considers the energy-related

impacts and interactions of all

building components.

GHG – GREENHOUSE GAS

Any of the atmospheric gases that contribute

to the greenhouse effect by absorbing infrared

radiation produced by solar warming of the

earth’s surface. They include carbon dioxide

(CO2), methane (CH4), nitrous oxide (NO2),

and water vapor. The elevated levels of CO2

and CH4 that have been observed in recent

decades are often attributed, at least in part,

to human activities such as the burning of

fossil fuels and the deforestation of

tropical forests.

http://www1.eere.energy.gov/femp/program/

greenhousegases.html

LEED – LEADERSHIP IN ENERGY AND

ENVIRONMENTAL DESIGN

An internationally recognized, voluntary,

market-driven program that provides third-

party verification of green buildings. It

provides building owners and operators with

a framework for identifying and implementing

practical and measurable green building

design, construction, operations and

maintenance solutions.

https://new.usgbc.org/leed

USGBC – US GREEN BUILDING COUNCIL

A non-profit organization dedicated to

sustainable building design and construction.

Developers of the LEED building rating

system.

https://new.usgbc.org/

RECP – RESIDENTIAL ENERGY

CONSERVATION PROGRAM

An incentives program targeting high-energy

users living in private housing on Marine

Corps installations. Low energy users receive

refunds, while high energy users receive

bills. All privatized residences are metered

to establish baselines for proper energy

consumption. The program sends statements

to all residents, depicting energy use and

methods to reduce consumption. RECP sends

bills to consumers that use more than 10%

of the established average and grants credits

to those that use 10% less. The initiative is

expected to curb residential energy use by

12–15%, and result in an annual savings of

$4 million for the Marine Corps.

Electricity

51%

Natural Gas

29%

Coal

Fuel Oil

10%

Other 1% Other 1%

Electricity

80%

Coal 2%

Natural

Gas 6%

Fuel Oil

11%

PACIFIC REGION

2.08 Million MBTU

WESTERN CONUS

2.91 Million MBTU

EASTERN CONUS

5.57 Million MBTU

Other 0.21 Fuel Oil 0.01

Electricity

1.15

Natural Gas

1.54

Other 0.02

Electricity

1.50

Fuel Oil

0.56

Fuel Oil 0.29

Other 0.15

Electricity

2.69

Coal

0.93

Natural Gas

1.50

Total Consumption: 10.57 Million MBTU, Area of pie charts are proportional to the volume differences between the regions.

FIGURE 1: CONSUMPTION BY REGION SHOWN IN MILLIONS OF MBTU

FIGURE 2:

CONSUMPTION BY UTILITY TYPE

Shown as a % of total energy consumption

Subtotals may not perfectly sum up to totals due to rounding error since values are expressed only to the second signiticant digit.

Shown as a % of total energy cost

FIGURE 3:

COST BY UTILITY TYPE

APPENDIX B: FY2012 Marine Corps Facilities Energy Consumption

USMC Installations Energy Strategy