proposed resulting scheme of priorities for study and implementation of the identified best practices? (7) what does a holistic representation of energy and water consumption look like within operations and maintenance?4

In short, the purpose of this workshop was not an in-depth analysis of energy reduction opportunities in all of the industrial processes being used at Air Force facilities, though some of the presentations touched upon opportunities in specific industrial operations (e.g., painting of vehicles at General Motors). Instead, the workshop participants reviewed and discussed the status of energy reduction initiatives already taken or planned, and discussed ways in which the Air Force could improve its approach in order to address the use of industrial process energy more effectively.

Most of the participants who spoke at the workshop indicated that the Air Force has a solid overall energy strategy, and that the representatives from the Air Force maintenance and test depots who attended the workshop have a nuanced and well thought out understanding of: (1) energy usage in general; (2) process energy, in particular; and (3) opportunities for addressing associated challenges without impact to the Air Force mission. It was the opinion of many in the workshop that with the right vision from leadership and access to resources, the facility managers the participants heard from are well positioned to implement improvements. The discussion focused on opportunities in seven areas: (1) management and leadership; (2) budgets and funding; (3) information resources; (4) metrics; (5) culture change; (6) personnel and training; and (7) investment opportunities.

MANAGEMENT AND LEADERSHIP

To most participants who spoke at the workshop, it appeared that the Air Force has a solid overall energy strategy, and that the representatives from bases such as Arnold Air Force Base and Tinker Air Force Base have a nuanced and well thought out understanding of energy usage in general and process energy and opportunities for addressing the associated challenges without impact to the mission. With the right vision from leadership and access to resources, the facility managers that workshop participants heard from appear to be well positioned to implement improvements.

BUDGETS AND FUNDING

No Air Force budget line is specifically devoted to energy. Several participants expressed that these diverse sources tend to lead to a fragmented, ad hoc approach to energy projects that lacks a long-term vision, is sub-optimized, and can lead to “color-of-money” constraints. Those participants generally felt that the Air Force use of Energy Savings Performance Contracts, per presidential order, is a good mechanism for

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4Finally, it is important to note that this rapporteur-authored workshop summary does not contain consensus findings and recommendations, which are produced only by ad hoc NRC study committees.



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