Green Ice - 2014 Capstone Project (R3)

A Capstone Project
Entitled
The Green Ice Project
By
LaKesha ONeal, Benjamin Wright & Brent Webb
We hereby certify that this Capstone Project submitted by LaKesha ONeal, Benjamin Wright
& Brent Webb-- conforms to acceptable standards, and as such is fully adequate in scope and
quality. It is therefore approved as the fulfillment of the Capstone Project requirement for the
degree of Bachelors of Applied Science in Sustainability Management.
Approval:
Dr. Lynn Grinnell

Capstone Project Chair
Dr. Greg Nenstiel
Dean of Business
Date
Date
St. Petersburg College

College of Business
Certification Statement
I hereby certify that this project constitutes my own product, that where the language of others is
set forth, quotation marks so indicate, and that appropriate credit is given where I have used the
language, ideas, expressions or writings of others.
Student Name: LaKesha ONeal, Benjamin Wright & Brent Webb
Date: 12/05/2014

College of Business
Certificate for authorization for use
This is to certify the Capstone project of
Is authorized for exhibition, publication, and video recording by the

College of Business
Sustainability Management Plan for Clearwater Ice Arena
12/05/2014
THE GREEN ICE PROJECT
Table of Contents
I. Executive Summary...................................................................................................2
II. Introduction...............................................................................................................3
III. Stakeholders..........................................................................................................12
IV. Comprehensive Audit.............................................................................................17
V. Best Practices...........................................................................................................35
VI. Recommendations for Improvement.....................................................................44
VII. Implementation Plan and Change Management...................................................60
VIII. Measuring Results...............................................................................................71
IX. Standardization and Compliance...........................................................................83
X. Conclusion..............................................................................................................89
XI. Appendix A............................................................................................................92
XII. References............................................................................................................95
I. Executive Summary
The Green Ice Project was conducted by R3, Inc. (the sustainability team). They researched into
the background, trends and history of the Clearwater Ice Arena (CIA). They found out that the building
was constructed 29 years ago as a temporary ice arena. They conducted a SWOT analysis identify CIAs
strengths, weaknesses, opportunities and threats. Products and services sold to customers of CIA were
also identified. The primary stakeholders were prioritized by level of influence and the sustainability team
gained insight from them. The sustainability issues identified in the stakeholder meetings guided the
sustainability team throughout the project. Meetings concluded that CIAS inefficient operations have a
direct effect on the ice rinks water and energy usage. A LCA (life cycle analysis of refrigeration/cooling
system) water and energy audit were conducted to see what processes were most inefficient and could be
improved. The audits revealed that the facility had old outdated technology, excessive water consumption
and loose building envelope and lighting methods. CIA audits uncovered that the facility uses over one
million gallons of water per year and on average, 15 thousand dollar monthly electric bill.
Best practices in the industry included new heating recovery methods, rainwater harvesting
systems, electric Zambonis and energy management systems. Based on the best practices and water audit
revealed recommended improvements that could be implemented. Several recommendations were put
forth, which included a new heating recovery system, piping redesign, more efficient lavatory fixtures,
and rainwater system with integration of Zamboni process, new insulation, and LED lighting. Several
recommendations revealed substantial savings and considerable payback periods. Water recommendations
can yield a total savings of over $20,000 dollars and a six year payback period. The conducted energy
audit revealed savings totaling about $7,000.00 dollars. The savings can be directly linked to the LCA of
the ice rink with a temporary design and upgrades of new equipment. Implementing these
recommendations can drive the cost of CIA operation and processes down. Savings can be calculated over
time and used to renovate the newly proposed ice rink. The sustainability team learned that there are
many innovative ways of combating ice arena issues. Water and energy are a main topic of priority when
discussing ice rink efficiency.
II. Introduction
As much as people love ice-skating and playing hockey outside, sometimes it's too hot for an
outdoor rink. According to the National Hockey League 2014 Sustainability Report, Perhaps more than
any other sport, hockey is impacted by environmental issues, particularly climate change and freshwater
scarcity. This affects opportunities for hockey players of all ages to learn and play the game outdoors.
Fortunately there are indoor alternatives. Indoor ice arenas are uniquely designed and their operations
differ in many ways from standard buildings. They rely on freshwater to make ice and on energy to fuel
their operations. Understandably, the daily operation of an indoor ice arena can consume excessive
amounts of water and energy.
Water is the foundation of any ice arena. The annual water consumption for a standard rink is on
average 660,430 US gallons per year (Vaahterus, 2001).The Clearwater Ice Arena (CIA) located in
Clearwater, Florida uses more than twice that amount, 1,072,000 million gallons per year. An efficient
refrigeration system, normally run by electricity, can consume up to 50% of the total electricity use of an
ice rink facility. CIA uses an antiquated glycol based refrigeration system. Their electric bill is on average
$15,000 a month. Climate Change will only increase CIAs use of these essential resources. After the
sustainability team (R3) met with stakeholders, it was evident that CIAs growing operating costs and
excessive use of water and energy would be the focus of this 2014 Capstone titled The Green Ice
Project. While CIAs stakeholders have taken steps to reduce operating cost, they have not identified any
long-term sustainable solutions or initiatives to implement.
When deciding between implementing a sustainability initiative and the bottom-line, many small
businesses like CIA feel they have to make a choice between the two. In most cases, the decision seems
overwhelming because the stakeholders do not understand the true benefits of eco-efficiency or
sustainable development. According to the Helsinki University of technology, the challenges indoor
arenas face can be overcome using new technological advancements, to reduce consumption thus
decreasing their operating costs (Vaahterus, 2001). The Green Ice Project will assist CIA with realizing
the benefits of using Sustainable Development and technology to reduce their consumption. Furthermore,
this project will illustrate how CIA can meet the present needs of their business without compromising the
ability of future generations to meet their own needs.
COMPANY BACKGROUND
The Clearwater Ice Arena (CIA) was founded in 1985 (see Figure 1). It is located in the Icot
Industrial Park, in a unique building rarely seen in Florida, an ice arena. According to CIAs maintenance
supervisor, the rink was proposed as a temporary location when constructed. Twenty-nine years later, the
facility provides service to 800 to 1000 customers of all ages weekly. CIA offers customers a range of ice-
related activities, including figure skating, hockey and basic ice skating. The arena currently employs 17
staff members and six subcontractors.
Figure 1: Clearwater Ice Arena, located in Clearwater, Florida (Google Earth Images, 2014)
Two years ago, the arena had a serious public relations issue. The former owner allowed the
building to reach a state of disrepair that ended with, elevated levels of carbon monoxide forcing the
evacuation of the facility and sending four children to area hospitals (Sabatinelli, 2011). A year later, the
ice rink was privately purchased by Tampa Bay Lighting Radiologist, Dr. Manuel Rose. The new owner
was quoted telling Tampa Bay Times writer Waveney Moore, There was a risk of the rink closing. I
believe that with my business experience and insight, I could turn the rink around," Rose said of the
facility he described as the oldest hockey rink in the Tampa Bay area (Moore, 2012).
There are less than 20 ice arenas operating in the State of Florida (Rinktime.com). CIA has one
indirect competitor and three direct competitors. One of the direct competitors located less than 15 miles
away is the upscale Tampa Bay Skating Academy Ice Arena in Westfield Countryside Mall. The ice arena
industry in Florida can be a difficult industry to track because many of the arenas are privately owned.
Refer to Figure 2 for the results of the SWOT analysis completed to identify CIAs strengths, weaknesses,
opportunities and threats.
Figure 2: SWOT Analysis of CIA illustrates their strengths, weaknesses, opportunities and threats.
Created by Microsoft Templates, 2014.
Using Figure 3 the Sustainability Team (R3) found inefficiencies due to the age of the arena.
After analyzing the companys resources (strengths and weaknesses), the results pointed to extremely
excessive operating costs. The rising cost of resources and climate change will continue to increase CIAs
operating costs. Through innovation and technology CIAs operating costs can reduce resource
consumption. Recently, the new owner repaired and renovated key areas the arena. Dr. Rose stated that he
expects to spend about $700,000 more repairing the arena. With the purchase of the lot adjacent to CIA
circled in Figure 3, Dr. Rose is planning build an additional rink. CIA will be the only ice arena in
Pinellas County with two fully operating, industry sized rinks, under one roof. Competition is very
limited. The nearest ice arena is over 13 miles away.
Figure 3: Photo of CIA building and surrounding land. Location of new rink in red circle (Google Earth,
2008).
INDUSTRY TRENDS
In the United States, there are 1,898 indoor ice arenas currently in operation and 85
internationally located (Vaahterus, 2001). On February 12, 1879, the first indoor ice rink, in North
America, opened within Madison Square Garden in New York City (Schneider, 2014). According to the
IBIS Worlds (2014) Ice Rinks Market Research Report each year, the US ice arena collectively generate
more than $419 million dollars of revenue and provide $114 million dollars of payrolls for 11,500
Americans. The ice arena industry is mature. The expected continued growth of these businesses is
expected to mirror the general population growth plus the rate of inflation (SDFSC, 2012). According to
the Sporting Goods Manufacturers Association, ice hockey is the second-fastest-growing sport in the
country since 2008 (Klein, 2011). However, through the decades, trends in ice arena industry have shifted
due to advancements in technology and engineering.
The new trend is currently seen today in malls, diverse recreational facilities and hotels. Its a
trend thats not confined to cold-weather climates (Preer, 2011). The Dubai Mall, one of the largest in the
world, has a giant skating rink, and there are rinks at malls in such states as Florida, California, and
Nevada (2011).Indoor ice arenas serve a wide array of customers both on and off the ice. Frozen arena
surface the ability to transform into a solid floor, making it a good choice for a variety of occasions.
Future ice rink facilities not only will give customers a frozen sheet of ice to enjoy winter sports activities
but will also provide communities with a family based recreational super center. Super centers are going
to have very little impact on smaller arenas because their main focus is not ice and ice programming but
on family entertainment through the rides, games, and food service business (SDFSC, 2012).
PRODUCTS AND SERVICES

The ice arenas primary service provided for customers is direct use of the facilitys ice rink. Many
arenas provide a secondary form of recreation that include arcade machines, small fitness centers, billiard
tables and even table tennis to accommodate the entertainment nature of the rink (Powell, 2014). Figure 4
displays the different products and services CIA provides for customers of all ages. To provide customers
ice-related activities, ranging from recreation to competition, CIA uses a lot of water and energy to ensure
that their customers can enjoy their time on or off the ice.
Figure 4: Products and Services Provided by CIA. Created by Brent Webb using MS Smart Art .
SUSTAINABILITY ISSUES
Ice arenas require a lot of fresh water, energy and daily maintenance to operate. According to the
International Hockey Federations Technical Guidelines, all ice rinks usually have the same sustainability
concerns; water and energy usage, operating costs and indoor air quality (Vaahterus, 2001). The National
Hockey League just released its first sustainability report, responding to 'major environmental challenges'
posed by climate change and water scarcity (NHL, 2014). The generation and use of energy to power
NHL arenas and offices produce approximately 80% of annual greenhouse gas emissions attributed to the
League; electricity use alone represents 75% of their carbon footprint (NHL, 2014). Due to inefficiency
and maintenance issues, CIA uses excessive amounts of energy and thousands of gallons of fresh water
per month. It takes approximately 13,250 gallons of water to make a 1 1/4 inch sheet of ice on an industry
size rink (see Figure 5). When melted thats almost enough water to fill a small swimming pool five feet
deep. CIAs ice floor, if melted, would produce at least 30% more water.
Figure 5: Displays amount of water to make a 1 1/4 inch sheet of ice (Rink Magazine, 2014)
The Green Ice project directly addresses the aforementioned sustainability issues identified by
CIA stakeholders:
Inefficiency (Operations)
Excessive Water Consumption
High Energy Use
Based on the input from stakeholders, the sustainability team chose the sustainable development model to
assist with addressing identified concerns and to develop a long-term sustainability strategy.
SUSTAINABILITY THEORY
In 1983, the United Nations Secretary-General invited Norwegian Prime Minister Gro Harlem
Brundtland to chair a World Commission on Environment and Development. In 1987 the Brundtland
Commission delivered its report Our Common Future also referred to as the Brundtland Report and the
concept of 'sustainable development' was launched. Brundtland declared that only 'sustainable'
development could unite the satisfaction of human needs with the protection of air, soil, water and all
forms of life - from which, ultimately, global stability is inseparable (Ranaweera, 2010). The report
defined sustainable development as, development that meets the needs of the present without
compromising the ability of future generations to meet their own needs (1987). Clearly, sustainable
development is the road-map or action plan for achieving sustainability in any activity that uses resources.
There is no 'one size fits all' approach to addressing sustainable development. There is no set
format or template. Most businesses have to develop their own sustainable development strategies to
implement the principles of sustainability as it applies to their activities. Today, more environmentally
friendly practices can substantially increase revenues, significantly lower costs, and become a catalyst for
innovation and business growth. Rising energy costs, the depletion of natural resources, changing global
market requirements, and greater environmental awarenessamong customers and the general public
have merged to create a business climate in which green is good not just for your companys reputation,
but for the very success of a business.
Figure 6 illustrates the three main elements to sustainability - social (or community), the
environment and the economy. These issues are not mutually exclusive. Only the integration of and
balance between these areas will result in sustainability. CIA will have to embrace all these areas if it is
to secure sustainability within its staff, operations, and stakeholders. Additionally, adopting sustainable
solutions will help to ensure that CIA is aware of and take steps to comply with all relevant laws and
regulations.
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Figure 6: Sustainable Development model for CIA illustrates sustainability elements may be adopted.
Retrieved from ICLEI-Local Governments for Sustainability USA Report (Ranaweera, 2010).
COMPLIANCE ISSUES
There is an emerging tension surrounding climate change. This suggests an increasing level of
involvement through legislation and regulation. Clearly this will begin to eat into our 'consumption
culture' and, gradually require higher levels of environmental responsibility on the part of individuals,
communities and organizations alongside national and international initiatives. Currently, environmental
compliance in the ice skating industry is not a unified enforcement throughout the United States.
In 2010, high levels of carbon monoxide and/or nitrogen dioxide altering the quality of air in
CIA ice arena made employees and customers sick (Moore, 2012). Massachusetts, Minnesota, and Rhode
Island are the only states with regulations in place for their indoor ice arenas. The maximum exposure of
Carbon Monoxide is 30 parts per million while Nitrogen Dioxide is 0.5 parts per million in the three
states currently enforcing regulations, which is controlled by their local health departments (Theiler,
2011). Currently, there are no federal or state regulations in Florida for indoor air quality specific to
indoor ice rinks regarding carbon monoxide and nitrogen dioxide exposure.
The Environmental Protection Agency has mandated in 2010 the elimination of coolant R-22 in
new arenas. A complete ban on coolant R-22 either by import or manufacture will start in the year 2020.
In preparation, the agency has proposed a phase-out schedule; reducing the amount that can be
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manufactured from 30 million pounds in 2015 to 6 million in 2019 and zero in 2020 (EPA Facts Team,
2014).
All personnel who currently work in CIAs facilities are protected under the Occupational Health
and Safety Administration (OSHA, 2014). Employees and workers have the right to a safe environment
and the Occupational Health and Safety Act is to assure safe and healthful working conditions for
working men and women by setting and enforcing standards and by providing training, outreach,
education and assistance (OSHA, 2014). Some of CIAs current issues are poor air quality control,
excessive use of essential resources, exhaustive maintenance procedures and inadequate operation
processes. What does a company do when you are faced with so many challenges?
Choosing to be sustainable, can be a tough decision for a small business like the Clearwater Ice
Arena (CIA). To assist CIA with becoming a sustainable business, the sustainability team researched
CIAs background, trends and the history of the ice arena industry, performed a SWOT analysis to
understand CIA strengths, weaknesses, opportunities and threats, and examined the services CIA provides
for their customers. Based on their research and input from stakeholders, the sustainability team identified
the sustainable development model to address the companys sustainability concerns and develop a longterm sustainability strategy.
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III. Stakeholders
Once approval to implement the Green Ice Project was obtained, the sustainability team
scheduled a stakeholder meeting to ensure the needed commitment and buy-in needed to complete the
project. Since many CIA stakeholders work various shift hours, a traditional meeting with everyone could
not be scheduled. The sustainability team decided the best approach was to meet with each group
individually.
During the initial discussions, the sustainability team met separately with the assistant manager
and the maintenance team supervisor. To identify the various stakeholders affected by the companys
decision, several probing questions were asked. The assistant manager agreed to provide the
sustainability team with items needed to conduct research or audits. In addition, the maintenance team
supervisor expressed how interested he was to be part of the project.
Applying R. Edward Freemans Stakeholder Theory or the idea that each stakeholder group is
important to the success of any business or project, the sustainability team conducted a thorough
stakeholder identification assessment. In Figure 7, the team identified all stakeholder groups possibly
affected by the project, utilizing an internal/external stakeholder analysis model.
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Figure 7: Stakeholder Internal/External Stakeholder Analysis. Created by sustainability team. Model

illustrates stakeholder level of influence and those affected by project.
Using identification and prioritization model in Figure 8, the sustainability team identified the
primary and secondary stakeholders by level of priority in the project. More importantly, the
sustainability team was able to identify and communicate with the primary stakeholders utilizing the
stakeholder identification and assessment tools above.
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Figure 8: Stakeholder Identification and Prioritization Matrix. Adapted from Lean Six Sigma and
Business Performance tool.
Below are brief descriptions of each stakeholder:
Owner
Dr. Manuel S. Rose, the owner of Rose Radiology is currently the sole owner of the Clearwater
Ice Arena. He will not directly participate in the Green Ice Project. Although, Dr. Rose will be presented
with the sustainable solutions recommended to management and will make the final determination
regarding the implementation of the solutions.
Management Team
The Management Team made up of two individuals, the General Manager and Assistant Manager,
will be directly affected by the results of the project. The assistant manager will be the contact person for
this project.
Maintenance team
The maintenance team consists of five employees that currently work on the ice and the
surrounding property. These stakeholders will be directly impacted by this project. Insight from the
maintenance team was essential to the project.
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R3, Inc. (Core Team/ Sustainability Team)

The sustainability team will be directly affected by the implementation and the results of this
project. The team is responsible for conducting thorough audits and carefully documenting observations
that lead to realistic solutions to concerns identified by main stakeholders. The success of the Green ice
Project will impact the teams ability to graduate with a Bachelors Degree in Sustainability Management.
Employees and Sub-Contractors
The employees of the arena will not be directly impacted by this project. The employees are
broken up into different departments, which include the front desk, management and maintenance teams
and those running the shop.
Customers
Customers are always stakeholders because they support the income necessary to keep the
business afloat.
Vendors
The vendors that work with the arena are Cisco, Coca Cola, Budweiser, Hungry Howies, Pro
guard, and Florida Gas Lift. These vendors have a minimal effect on the sustainability teams overall
improvement project.
Coaches
The coaches are stakeholders on a different level than the employees. They have minimal input
regarding project, although they will benefit from an environment that is safe and more efficient.
Affiliated Youth Sports Team
PAL (Police Athletic League) and other community sports groups will not have any input
regarding project but will benefit from a safer and more efficient environment.
Community
The immediate community surrounding the Clearwater Ice Arena consists of the ICOT Business
Park. The Business Park comprised of both small and large scaled businesses and organizations will not
be directly affected by this project. However, will benefit from a safer and more efficient environment.
Environment
The environment is always present in the background will always benefit from more efficient
usage of resources that GHGs and usage of essential resources (water and energy).
The purpose of this section was to identify all stakeholders and determine their concerns as they
relate to CIAs operations and activities. The information obtained from the stakeholders and initial
research on the organization, aided the sustainability team with selecting which comprehensive
sustainability audits should be conducted, including both data collection methodology and data analysis.
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IV. Comprehensive Audit

During the initial data collection phase the stakeholders explained the problems they were most
concerned about. The majority of stakeholders indicated that CIAs current operation processes and use
of resources were inefficient. After analyzing the stakeholders concerns, the sustainability team
determined that CIAs inefficiency was causing exhaustive maintenance of their refrigeration system and
the excessive use of water and energy. To measure CIAs current condition the sustainability team, with
input from stakeholders, selected which assessments needed to be conducted to address identified
concerns. The group decided the best assessments to conduct were a Life Cycle Analysis (LCA) of the
refrigeration system (as defined by ISO 14000), a water audit and an energy audit. The objective of the
audits were to document the specific activities that establish the existing conditions to be improved,
allowing for a common understanding across process owners and stakeholders.
LIFE CYCLE ANALYSIS AIR-COOLED CHILLER
A processed based LCA was performed on the arenas air-cooled liquid chillers cooling process,
shown in Figure 9, which keeps the ice rink floor frozen.
Figure 9. CIAs air-cooled liquid chiller refrigeration system that uses glycol (Manchi, 2000).
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The sustainability team itemized the inputs (materials and energy resources) and the outputs
(emissions and wastes to the environment) for the air cooled liquid chillers cooling process that produces
the ice sheet for the rink as seen in Figure 10.
Figure 10. Inputs (materials and energy resources) and the outputs (emissions and wastes to the
environment) for the air cooled liquid chillers cooling process. Created using Microsoft Smart Art, 2013.
Chillers are refrigeration systems used to cool fluids or dehumidify air in both commercial and
industrial facilities. Chilled water has a variety of applications from space cooling to process uses (like
keeping an ice rink floor frozen). This systematic overview will address the environmental aspects and
impacts of the air-cooled liquid chiller in Figure 11 between individual processes (see Figure 10). The
goal of this LCA is to identify concerns in operation of CIAs current refrigeration system including
performance, efficiency, maintenance, and overall environmental impact.
CIA currently uses is a 2010 York air-cooled liquid chiller manufactured by Johnson Controls
(see Figure 11). The chiller removes heat from glycol (R13a) refrigerant via a vapor-compression or
absorption refrigeration cycle.
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Figure 11. CIA currently uses 2010 York air-cooled liquid chiller manufactured by Johnson Controls.
Photo taken by Benjamin Wright (2014).
The typical life span of CIAs chiller is generally 15 to 20 years however, thats based on the
chillers location in varying exterior conditions. In Florida the lifespan for this type of chiller is about 12
years (Rajecki, 2009). The almost 200-ton chiller operates at 0.84 kW/ton. It uses about 43% of total
energy consumption in ice rink, which can be explained by a high demand for freezing and maintaining a
quite large ice surface area up to 2000m2 at around -40C. Other energy demands are heating with 26%,
lighting 10%, ventilation and dehumidification (see Figure 12).
Figure 12. Typical energy demands for ice arena. Adapted from information retrieved from IIHF
Technical Guidelines (Vaahterus, 2001).
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This chiller is efficient and ASHRAE (American Society of Heating, Refrigerating and AirConditioning Engineers) compliant. It is a Direct Liquid System that uses glycol, which has zero Ozone
Depletion, to keep floor frozen. However, it produces about 1300 tons of greenhouse gas (GHG)
emissions and does not have an internal heat recovery system. On average 26% of the energy CIA
consumes is used for space and water heating (see Figure 12).
CIAs current rink floor requires extensive daily maintenance and upkeep just to perform tolerably.
There are visible irregularities caused by leaks that developed several years ago in the rink floor piping.
Furthermore, the ongoing corrosion of the piping will likely result in more frequent and more significant
leakage in the future if improvements are not made.
The ice rink must be able to operate sustainably in its current environment and also when the new
rink expansion is complete. CIAs current refrigeration system must be more durable and eco-efficient so
operational expenses are kept at a minimum during its life cycle. Internal microprocessor controls have
evolved over the years to monitor and tweak every aspect of the refrigerant-cycle process. Even a kink in
an oil line can throw a chiller into alarm and cause troubleshooting headaches for days.
Utilizing LCA to pinpoint the hotspots in the CIA refrigeration-cycle system, the arenas system
can be eco-designed during renovation stage, help CIA achieve cost savings by reducing energy usage
through heat recovery. Avoiding hot spots can help CIA reduce energy use. Using results of their LCA
sustainability team help generate solutions that could increase the viability of CIAs ice rink if
implemented. Additionally this will assist with reducing overall operating cost including energy and
water.
WATER AUDIT
The water audit revealed several issues related to the water usage in the ice arena. The water audit
is separated into four categories: public lobby lavatory facilities, locker room lavatory facilities, fitness
center lavatory facilities and the Zamboni ice resurfacing process for the ice rink. The water audit
includes the water bearing fixtures (showers, sinks, and urinals) located in the different lavatories within
the facility. It incorporates the number of gallons used for each fixture and the number of flushes for each
urinal. Figure 13 below shows the water audit measuring locations of CIAs lavatory facilities, ice rink
and the Zamboni.
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Figure 13. Water audit measuring locations of CIAs lavatory facilities, ice rink and the Zamboni.
Table 1
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Mens and Womens Total Lavatory Fixture Count/ Water Usage, Circle A, Figure 13
Types of Fixtures/ Count
Gallons Per Flush (GPF)/ Gallons Per
Men & Women

Four Toilets
Minute(GPM)
1.6 GPF
Four Sinks
1.5 GPM
Three Urinals
1.0 GPF
Note. Fixture criteria and GPF/ GPM related to what was found from water audit
Table 2
Locker Room Total Fixture Count/ Water Usage, Located in Circle B, Figure 13
Types of Fixtures
Gallons Per Flush (GPF)/Gallons Per

Minute(GPM)
Two Toilets
1.6 GPF
Four Showers
2.5 GPM
Four Sinks
1.5 GPM
Note. Fixture criteria and GPF/ GPM related to what was found from water audit
Table 3
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Fitness Center Total Fixture Count/ Water Usage, Circle C, Figure 13

Types of
Fixtures
Gallons per Flush (GPF)/Gallons Per

Minute(GPM)
Two toilets
1.4 GPF/ 1.28 GPF
Two Urinals
1.0 GPF
Three Sinks
1.5 GPM
Three Showers
2.5 GPM
Note. Fixture criteria and GPF/ GPM related to what was found from water audit. Showers were audited
in the fitness center.
Table 4
Clearwater Ice Arena Average Zamboni Process Ice Dumps and fills per day/year, Circle D, Figure 13
Ice Dumps
Water Fill-Ups
7 times
7 times
622 gallons (each time)
300 gal. Initial/ 175 gal. after
Total Per Day
4,354 gallons
1350 gallons
Total Per Year
1,589,210 gallons
492,750 gallons
Times dumped/ Filled Per Day

Gallons dumped/Per day
Note. Zamboni dumps approximately 622 gallons of water every day. The biggest waste
uncovered is the value per year of 1,589,000 gallons. Can refill the Zamboni each time.
Lobby Lavatories. The lobby lavatories provide separate men and women facilities and are the
most utilized of the lavatory facilities at CIA. The mens lavatories contains one toilet, three urinals and
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two sinks. The three urinals were both Kohler and Briggs products. Both brands use 1.0 gallons per flush.
The toilet was an American Standard 1.6 gallons per flush and two Aqua source sinks. The womens
lavatory contained three toilets and two sinks as opposed to the mens lavatory. All toilets in the women
facility were American Standard 1.6 gallons per flush and had Aqua source sinks. The sustainability team
observed running faucets and experienced difficulty when trying to turn the sink nozzle off. The lobby
lavatory toilets and sinks were timeworn.
Locker Room. There are four locker rooms arranged in pairs with a sink in each one. The locker
rooms have a conjoined rooms that contains one toilet and two showers for each pair. This accounts for a
total of four showers, two toilets, and four sinks. The toilet brand was American Standard with 1.6 gallons
per flush, the showerheads were Moen and the sinks were Aquasource. The locker rooms are used
regularly.
Fitness Center. The fitness center built more recently and has the newest equipment when
compared to the rest of the facility. The mens lavatories contain Symmons and Moen showerheads at
2.5 gallons per minute, and Kohler toilets at 1.28 gallons per flush. The urinals are Kohler brand at 1.0
gallon per flush and the sinks are Aquasource. The womens lavatory has 1.4 gallons per flush Kohler
toilets, Symmons 2.5 gallons per minute showerhead and an automatic on/off sensor sink by Sloan. The
lavatories are located in the fitness center and contain low usage fixtures but both areas are rarely used.
The Zamboni. The process of resurfacing the ice rink is a task utilizing extensive amounts of
water. CIA has two Zambonis available for use at the facility. Although one is not in operating order,
therefore leaving only one to prepare the ice for daily scheduled tournaments and customer utilization.
For this water audit, only one Zamboni will be used for analysis in the process of laying down the ice and
refilling the tank. The Zamboni was created by Frank J. Zamboni & Company, model number 500 and
the serial number is 3007. Introduced in 1978, the Zamboni model number 500 series uses propane as its
primary fuel source. The large snow capacity and tank design allows all areas of the snow tank to be
completely filled, even to the top and rear corners (Zamboni, 2014). The average Zamboni resurfacing
takes about 12 minutes per resurfacing and is completed 9.7 times a day for a total allotted time of 116.40
minutes (Zamboni, 2014). Sustainability team member conducted an interview with the CIA maintenance
team which clarified the rink is resurfaced 7-12 times a day depending on specific ice tournaments and
events scheduled that day. The tank is filled with 300 gallons initially for the first resurface and then 150
-175 gallons for each additional time (seven times approximately) accounting for an estimated usage of
1300 to 1600 gallons of water a day. Figure 14 is a detailed picture can be seen in Figure 14 below on
how ice resurfacing works using a Zamboni.
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Figure 14. Picture illustration of current Zamboni process used by CIA. Adapted from How the Zamboni
Works (Zamboni, 2014)
The ice shavings collected off the ice rink during the resurfacing process is stored in the
Zamboni. The shaving collected in the Zambonis snow tank equal about 622 gallons of water or 2500
lbs. of wet snow (waste-ice) per 125 cubic feet of space when at full capacity. The amount of ice-waste
collected from dumping varies according to the customers activity on the ice, which can result in ice pits,
cavities and scrapes. When the resurfacing is complete the ice-waste is dumped behind building. This
Zamboni water dumping process consumes the most water in CIA.
Additional issues observed within the ice rink was the accumulation of more ice than expected in
a certain areas and the seepage of water outside the ice rink barriers. The maintenance team staff stated,
on average, the ice sheet should be about one to two inches thick but in some spots it is accumulating to
as deep as 7 inches due to glycol leaks underneath the ice. The deeper ice pits require additional overuse
of water to smooth the ice sheet out. Water seepage outside the ice rink is a common problem because the
facility was designed a temporary location (see Figure 15). The barriers are old and water seeps through
the connection of the ice sheet and rink barriers, putting water out into the surrounding staging areas. The
staging areas are elevated with wood, so a precise measurement cannot be audited.
25
Figure 15. Illustrates the water leaking outside the ice rink barrier. Photo taken by Benjamin Wright
(2014).
Below the three informational charts in Figures 16, 17, and 18 present the data collected from
CIAs water utility bills. The bills represent the water used in a bi monthly billing cycle. Graph in Figure
16 displays the arenas average number of gallons used per day. The second graph in Figure 17 compares
the total consumption of water used during the previous years billing period to the current years billing
cycle. The third graph in Figure 18 represents the overall cost of each monthly billing cycle. The total
cost of water usage and disposal from 08/17/2013 to 08/15/2014 is $15,603.27 and the total water
consumption for that same billing period is 1,072,000 gallons of water.
26
Figure 16. Average gallons used per day in each bimonthly billing cycle. Created utilizing information
obtained from CIA water
Figure 17. Total Water consumption (in gallons) of current year (dark blue) to
previous year (grey). Graphic shows the comparison in gallons used from August
2013 to August 2014 (current year) to August 2012/ 2013. The total water
consumption is significantly lower for the current year. Created utilizing
information obtained from CIA water bill.
27
Figure 18. Clearwater Ice Arena average bimonthly water bill costs. Adapted from information retrieved
from CIA energy bill. Created utilizing information obtained from CIA water bill.
The water analysis conducted raises many water consumption concerns. The older water fixtures
are low hanging fruit and the ice resurfacing process indicate priority. Overall, the water utility invoices
show tremendous amount of water usage in each bi-monthly cycle. By implementing water conservation
practices will decrease water usage and cut energy costs.
ENERGY AUDIT
In conjunction with the LCA and water audit the sustainability team also conducted an energy use
assessment. This revealed that the Clearwater Ice Arena (CIA) faces many challenges when it comes to
being energy efficient. Utilizing the location analysis map below in Figure 19, the sustainability team
pinpointed areas of concern. Each being major contributors to CIAs high energy consumption. They
found inadequate insulation surrounding the ice rink, there were air leaks in the building envelope and
multiple dehumidifying and HVAC machines working simultaneously. Much of the artificial lighting
throughout the building is outdated and there are several poorly managed electrical devices. This energy
assessment analysis along with thermal imaging will highlight the three main areas of concern. The
structural breakdown will begin with the most energy consuming area of concern to the least consuming.
1. The main lobby due to poor insulation between the ice rink and the lobby.
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2. The entire roof above the rink is insulated poorly. Exposed vent left unsealed.
3. Three dehumidifiers and a chiller are located around the building.
Figure 19. The gray areas equal most important sources of energy loss and energy usage. Adapted from
system theory tool created by Heinz-Werner Engel, founder of eco mapping.
29
Figure 20. Illustrates the inadequate insulation between the ice rink and the lobby. There is not enough
insulation to assist with temperature management in surrounding areas. Taken by Benjamin Wright
(2014).
Air leaks contribute to energy loss. Multiple exit channels were found in the building envelope.
There was a hole in the wall with noticeable sunlight entering through it. The ceiling has continuous
temperature exchange because pieces of missing reflective insulation. The exterior doors located behind
staff offices were without adequate weather stripping, resulting in condensation on door exterior as seen
in Figure 21.
Figure 21. Shows inadequate insulation in ceiling above the ice rink and exposed vent left unsealed in the
wall and exterior door with inefficient weather stripping. Photos taken by Brent Webb (2014).
There is a total of three dehumidifier machines; the one on the left in Figure 22 was purchased in
recent years and the aged Bry-Air dehumidifier is for backup. However, summer months require it to be
used more frequently. Three Advantix DuCool HVAC systems, used to heat and cool the common areas of
the building, use approximately 87,662 watts per month.
30
Figure 22. A picture of all three dehumidifier machines. Photo taken by Benjamin Wright (2014).
The lighting contributes to at least 32% of all CIAs energy usage. On a monthly average lighting
account for approximately 54,237 watts. There are only a few areas where automatic light switches
control usage when people arent in those specific rooms. Only about 50 out of 600 of the lights are not
being used at all times during operation. There is a combination of:
T12 40 watt
T8 30 watt
13 volt halogens
10 exterior halogen
In various parts of the building there are several electrical devices left on all day such as
computers, exterior light fixtures, workout machines, cable boxes, modems, a water heater, stereo
equipment and microwaves.
3/10 exterior lights

6 televisions
3 cable boxes
2 refrigerators
Fax machine
5 computers
Toaster oven, popcorn machine, pizza warmer (not always used)
CIAs hours of operation are from 5:30 AM to 10:30 PM. Customers and employees are
constantly coming in and out of the building, allowing for more air exchange in addition to the leaks. The
constant air leaks discovered result in the dehumidifiers along with the A/C unit and the glycol chiller to
run at peak hours. CIAs monthly electric bill is on average $15,000 a month (see Figure 23).
31
Figure 23. CIA electric bill that illustrates kilowatts per day and average monthly bill.
Energy loss is a huge contributor to CIAs energy consumption. Defective insulation, loss of
temperature, excessive condensation and air exchange were all recognized with the thermal imaging data.
The illustration below in Figure 24 represents the failing of the insulation above the ice rink. The
darkest spots on the pictures show that some parts are 25 degrees Fahrenheit and the holes are 66 degrees.
The temperature at the top left of every pic represents the exact temperature measured on the crosshairs.
On the right side of every pic there is a sliding scale of the highest temperature to the lowest temperature
in that general area around the crosshair measure. The hole the cross hairs are aimed at show a significant
change in temperature. This is the area where the air exchange is occurring. There were multiple places on
the ceiling that had inadequate insulation.
32
Figure 24. Thermal image of the failing insulation on ceiling above the ice rink. A drastic difference of
temperature can be seen just a few feet away due to insufficient insulation. Photo taken by Brent Webb
(2014).
Below in Figure 25 using thermal imaging the sustainability team found a significant difference
in temperature around the door frame and where doors meet. There was excessive air exchange creating
large amounts of condensation. The exterior door of this door was dripping with condensation and mold
was beginning to form around the bottom of the doorway. The thermal image on the right shows the
temperature of the air coming out was less than 70 degrees. The image also shows the temperature of door
itself was approximately between 73 and 85 degrees than around the frame because of the escaping air.
This resulted in condensation developing on the exterior of the door as illustrated in Figure 25 on the
right.
33
Figure 25. Thermal image comparison of emergency exit door behind staff offices. A lot of cool air is
escaping via the back door at Clearwater Ice Arena. Photo taken by Brent Webb (2014).
Ice rink is one of the industry that consumes a huge amount of energy every year. According
to a statistic of Sweden in 2011, average energy usage of an ice rink is around 1000MWh per year
(Rogstam 2011). The energy analysis uncovered many difficulties that have developed over the years due
to the age of the building and outdated system processes. If CIA wants to become more efficient they can
use this information to decide what areas they want to fix.
34
V. Best Practices
Analyzing best practices can help to ensure quality and efficiency are planned when purchasing
of resources used to create the product and processes needed during and thereafter. In order to be
successful and meet their objectives the sustainability team researched the best practices for improving
CIAs refrigeration process and reducing water and energy. They found several eco-friendly solutions
other organizations already implemented and outlined how those best practices could improve CIAs
sustainability efforts and reduce the current amount of resources used to keep their arena operations.
It takes lots of energy and water to keep CIAs rink floor frozen. The cycle begins in the
evaporator where a liquid refrigerant flows over the evaporator tube and evaporates, absorbing heat from
the chilled water circulating through the piping cooling the water until frozen (see Figure 26). This system
is running 24 hours a day and cooling up 7-8 inches of water collected in areas of affected by glycol leaks
in the rink piping.
Figure 26. Simple demonstration of cooling process. Image adapted from (Cooling and Heating Hire,
2014)
CIAs rink is sand based as illustrated in Figure 27. According case study conducted
rinkspecialist.com, it is advisable to maintain 1 3/4" to 2 1/2" of ice on a sand floor to reduce the chance
of puncturing pipe during ice events (Rinkspecialist, 2014). With a sand floor added attention must be
taken to ensure that no pipes are punctured while edging or re-surfacing. The operation and maintenance
of CIAs refrigeration systems cooling process is very costly and inefficient systems are consuming
excessive energy.
35
Figure 27. Image of ice floor built using sand base direct liquid system. Adapted from (Rinkspecialist,
2014).
The sustainability team researched what solutions had other organizations implemented that could
help CIA use their resources better. These solutions can help resolve the fact that CIA has tons of heat
waste yearly they could reuse and damaged cooling pipes running beneath the ice surface that need to be
replaced. Below are listed several best practices the sustainability team identified:
The Pettit National Ice Center had high-energy bills with approximately $23,000 spent on
electricity each month and heating costs reaching $9,000 a month (Lechtenberg, 2002). In
addition to the large heating bills, a substantial amount of waste heat from ice making equipment
is rejected to the environment. Different methods of heat recovery were examined to determine
which are feasible with the PNIC system. A shell and tube heat exchanger capable of transferring
2 million Btu/h of heat from the refrigeration system to the heated water system and a small
auxiliary boiler is designed. The payback period for this project was 13 months, after which the
PNIC would experience savings of approximately $90, 000 yearly in fuel costs.
In 2000 Maysa Arena Ice Rink installed heat recovery system to help conserve natural resources
while saving money in the Minot Park District. Heating from ice production was captured and the
glycol routed through pipes in the arenas ceiling and floors. The heating system is which cycles
the glycol from ice production also heats the concession area, banquet room. Domestic water is
also preheated before going to the hot water heater, which saves energy. About $1000 per month
has been saved in natural gas consumption

The rink piping system is one of the most important factors in a high quality ice sheet. Ice Rink
Events redesigned their rink floor piping system, whose classic makeup consists of a chiller
connected to a header manifold from which smaller diameter pipes extend to cover the surface of
the rink. An exceptional sheet of ice depends largely on the ability of the rink piping to remove
heat in a uniform and efficient manner. The prefabricated, 16-mile long tubing system is made up
of a series of 25-modular units, or mats, configured to be unrolled and re-rolled as needed, with
each mat custom-made by CALMAC Manufacturing Corporation of Fair Lawn, NJ. the
CALMAC IceMatII system is that it provides a high flow-rate of the refrigerant solution, and
close spacing of each tube. These features not only cause the ice to freeze faster, but also to
enable it to remain frozen even when temperatures reach 90 100 F (32 38 C). Traditional
1-inch polyethylene piping is spaced farther apart and therefore cant provide effective heat
transfer for projects like this, Clayton says.
36
There are several low-cost/no-cost efficiency improvements that CIA could also implement to target
improved control and facility operational adjustments:
Increase ice temperatures during unoccupied periods, free skating, and figure skating.
Reduce ice sheet thickness.
Program night setbacks on space heating and ventilation.
Reduce coolant flow rate according to schedule and occupancy.
WATER BEST PRACTICES

An ice arenas smooth surface rink is contingent upon water usage and therefore the expense of
water is most important. Water conservation methods and practices must be implemented, especially in
certain parts of the ice arena, to balance the high water bills associated with keeping up with the ice rink.
New practices in the arena that do not essentially focus on the ice can be incorporated and involve the
water bearing fixtures customers and employees use as well as the lavatory facilities. Building upgrades,
such as water-efficient fixtures, flow restrictors on existing fixtures, and electronic sensors all contribute
to decreasing water use (NHL, 2014). Water audits assist in evaluating and implementing waterefficiency measures and are effective water-use-reduction strategies. It is distinctly clear the ice rinks
mandatory resurfacing process requires the greatest water usage but by installing certain upgrades water
gallon usage will reduce therefore resulting in lower water bills keeping down capital outlays.
Potential best practices used for arena lavatory facilities:
Low flow aerators or spring loaded faucets that automatically shut off
Shower heads that flow at no more than 2.5 gallons per minute
Install 1.6 gallons per flush toilets or lower
1.0 gallons per flush urinals or better yet waterless urinals
The National Hockey League presented in the NHL 2014 Sustainability Report completed
findings of a major water restoration project.

Through the NHL Water Restoration Project, the 2011 Stanley Cup Final became the first
championship series in League history to track total water used from restroom faucets to ice
surfaces. An equivalent amount of water was then restored to western North American rivers
through Bonneville Environmental Foundations water restoration certificates. This commitment
was renewed for both the 2012 and 2013 Stanley Cup Final. We have continued our work in
water restoration through our Gallons for Goals program. Since 2011, for every goal scored
during the regular season, we have pledged to restore 1,000 gallons of water to a critically
dewatered river. At the end of the campaigns inaugural season, the Gallons for Goals initiative
restored more than 6.7 million gallons of water. (NHL, 2014)
37
Case studies documented in 2014 NHL Sustainability Report:
In 2009 The Staples Center replaced all 178 conventional urinals with waterless urinals, for total
annual savings of more than 7 million gallons of water. In the 2011-12 season the Los Angeles
Monetary Savings
Kings restored an additional
Water and sewer cost savings
$1,226.74/ year
50,000 gallons of water as part of
Energy cost savings
$1,960.17/ year
the Leagues Gallons for Goals
Total savings
$3,186.91/ year
initiative (NHL, 2014).
Rainwater system cost
$27,000 installed
Payback period
8 years
At the Bb&t Center, the Florida

Panthers substantially reduced
water consumption by retrofitting
more than 400 hand sinks in public restrooms. By installing a water-conserving insert in each
restroom sink, the BB&T Center decreased restroom-sink water consumption by close to 75%
from baseline consumption (NHL, 2014).
RAINWATER HARVESTING SYSTEM. A rainwater harvesting system is used for many purposes
both internal and external. Reusing rainwater for irrigation purposes is the most traditional and obvious
benefit but it can also be used for the lavatory fixture facilities and even for the Zamboni resurfacing
process on the ice. This harvesting system has the added benefit of decreasing municipal water usage as it
conserves energy, and ultimately reduces the water utility bill. The Abbotsford Entertainment and Sports
Centre (AESC) is the first professional grade indoor ice arena to use rainwater. Rainwater is a natural
phenomenon and is potentially perfect for making quality ice for an arena. Table 5 below shows the
potential monetary savings for the Abbotsford arena that installed a rainwater harvesting system.
Table 5
Payback Period and Cost Savings from the Abbotsford Entertainment and Sports Centre (AESC)
38
Note. Information adapted from (AESC, 2014)

ICE RESURFACING. Methods of combatting ice resurfacing can be broken into the filling of
the water tank or the initial flood volume. The lowest amount of water should be used to fill the
Zambonis water resurfacing tank. Usually the water is fully emptied when the next ice resurface begins
because it is tepid if left in the tank. Filling up the Zamboni tank requires significant amounts of hot water
to be laid on the ice. If the current practice is to just fill the tanks, this may be both wasteful and
detrimental to the ice quality because freezing will be incomplete forming puddles on the rink that effect
ice skating ability (Sask Power, 2014). Best practices for filling the water tank is provided in Table 6
below.
Table 6
Zamboni Water Filling Best Practices
Water Flow Meter

Timing Fill
Zamboni Equipment used (if applicable)
Accurate/ expensive
Little accuracy but helps reduce water
Equipped with tank gauge, most efficient and
economical
Note. Zamboni equipped with a gauge and measuring device is the most economical. Information adapted
by (Sask Power, 2014)
It is crucial and economical to fill the Zamboni with water at a specific temperature to insure
immediate freezing. Many operators currently produce hot water at a temperature at 140-150 degrees
Fahrenheit, which is the typical factory setting on most domestic hot water heaters (Sask Power, 2014).
The degree of ice quality for the customers on the ice rink is directly influenced by how quickly the water
freezes when resurfacing. Since all ice rinks are different, experimenting with the maintenance timing
method will improve the water volume and heating for the Zamboni resurfacing process. Figure 28 below
shows the recommended best practices associated with ideal domestic hot water heating flood
temperatures.
39
Figure 28. Domestic hot water (DHW) heating ideal Zamboni flood temperatures. Adapted by (Sask
Power, 2014).
Zamboni and IAQ (Indoor Air Quality). Indoor air quality is directly affected by the use of the
Zamboni on the ice rink. Zambonis that are propane or gas filled emit harmful gases in high percentages,
which include nitrogen dioxide and carbon monoxide. The levels of harmful gases endanger the health of
the public with consequences severe enough to be hospitalized. Electric Zambonis are now readily
available on the market and are best practices proving to be the better choice over the traditional propane
or gas Zamboni. The electric Zamboni, although more expensive, is the green choice emitting many major
benefits. The benefits include little or no emissions released into the air as well as the elimination of
maintenance related to the engine (spark plugs, fuel filter etc.) Another alternative to the propane/gas
filled Zamboni is a natural gas option. Natural Gas machines reduce emissions/energy cost in comparison
to propane models, however, while natural gas reduces emissions, they are still not zero, so building
ventilation is necessary (Yang, 2008). Emission tests should continue to be conducted on fossil fuel
machines for carbon monoxide, hydro fluoro carbons and nitrogen dioxide. Gasoline and propane
machines can be transformed into natural gas machines and catalytic converters are a way to go if an
improvement is not economical.
Indoor air quality should be measured by several carbon monoxide monitors placed around the
facility to check for indoor pollutant concentration. Levels should be maintained and recorded and a
logbook created. Adequate ventilation should be built to cycle the air and prevent the buildup of toxic
levels of Carbon Monoxide and Nitrogen Dioxide. Automatic ventilation is the advanced approach when
certain levels of toxicity have been reached.
A case study was conducted by Purdue engineering on 10 ice rink arenas in the Greater Boston
area, Halifax, and Novia Scotia looking at the arenas ventilation and its effect on indoor air quality. The
case studies purpose was to find an effective ventilation method that would prove to be most efficient.
The concentration level within an ice rink facility depends highly on the fuel type of the ice resurfacer, the
frequency of resurfacing, and the degree of ventilation (Pennamen, 1998). In most cases a propane
resurfacer emits more nitrogen dioxide than a gasoline fueled resurfacer, although gasoline resurfaces
40
usually emit more carbon monoxide, hydro fluoro carbons and particles. Five of the surveyed arenas used
electric resurfaces, four used resurfacers fueled by propane or gasoline without a catalytic converter and
three arenas used propane or gasoline powered resurfacers with some type of catalytic converters (Yang,
2008). An adequate ventilation flow rate is necessary to reach an acceptable IAQ level for ice rinks that
use propane or gasoline fueled resurfacers (Yang, 2008). The case study results indicate a lower exhaust
air outlet location in the arena reduces contamination levels in the athlete/customer zone area.
ENERGY BEST PRACTICES
The applications listed below are ways for Clearwater Ice Arena to implement a new process of
energy usage. The cooling and air quality equipment will run at better efficiency if upgrades are applied
and managed. The recommendations range from easiest cost and implementation to biggest bang for buck
to re-do specific areas and enhance the building envelope making Clearwater Ice Arena more energy
efficient.
Green Power Partnership. The National Hockey League is using clean, green power
electricity derived from renewable resources like wind, solar and biomass for 100% of its annual New
York headquarters operations as well as for the entire Stanley Cup Playoffs. The NHL is the first major
professional sports league to join the U.S. Environmental Protection Agencys Green Power Partnership, a
national, voluntary program that currently includes more than 1,500 businesses, institutions, non-profits,
and agencies, all using green power for some or all of their electricity needs. Close to two-thirds of these
organizations are using 100% green power. Today, more than 1,500 Green Power Partners are collectively
using more than 28 billion kilowatt-hours of green power annually, equal to avoiding the annual carbon
pollution from the electricity use of more than three million average American homes. And today, green
power is available to every single business, institution and electricity consumer in the United States.
Saving Energy. One of the first tasks that SEDAC performs when analyzing a building, is to
benchmark (or compare) the buildings energy usage intensity (EIU) to other buildings of similar use, to
assess how well the particular facility is operating. Reducing radiative heat gains to the ice by making
adjustments to the building envelope greatly reduces the load on the refrigeration system. A very common
and effective solution is to install a low-emissivity radiant ceiling barrier. This highly reflective barrier is
usually a polished aluminum surface laminated to a vinyl, polypropylene, or fiberglass backing. The
barrier shields the ice surface from being exposed to the warm ceiling surface, thus reducing radiative
heat gains.
Efficient light. Alian Gauthier, the owner of the Montreal Canadians replaced the Bell Centres
lights with LEDs. This will save the arena approximately $125,000 a year in electricity. While other
41
sports locations use LEDs to light scoreboards, concession stands and the like, the Bell Centre is the only
major league sports site in North America to use only LEDs to light its playing surface (Belson, 2013).
Insulation upgrade. In 2009, Houghton County Ice Arena changed the insulation from
aluminum to spray. Existing ice arena with drastic condensation issues on 8,500 square feet of roof deck
(Super Polymer, 2013). This was due to the fiberglass insulation failing to stop the warm inside air from
reaching the metal components of the roof system in the winter. Removed existing fiberglass insulation
from underside of roof deck. Applied 6" of open cell spray foam directly against underside of roof sheet
metal.
The sustainability team worked with the CIA to define the current condition of the arena,
documented best practice standards and defined how CIAs could apply them in order to become a more
efficient and more environmentally conscience organization. Several recommended suggestions and
documentation may become part of CIAs project plan and will be used to transition CIAs operations
toward sustainability. Each recommendation will be reviewed to determine the cost versus benefit of
implementing the improvement and how the recommended improvement will impact the overall
operations process.
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VI. Recommendations for Improvement

For many years CIA has faced operational challenges that staff and management struggle with
daily. The Arena was constructed in 1984 and many of the ice and mechanical systems constructed at that
time are still in use. The normal lifespan of the current equipment being used is 25 to 30 years, which has
been exceeded. The sustainability team determined that the replacement or renovation of many
components is required at this time. To assist with improving the conditions of their ice system, reducing
the cost of the energy and water used to operate daily, the sustainability team provided CIA the following
recommendations.
Refrigeration System Recommendations
Improving the conditions of the refrigeration system will reduce CIAs substantial operational
costs, improve the quality of the ice rink and eliminate some potential compliance issues. The
sustainability team recommends a replacement of the current air-cooled chiller with new modern, reliable
system and components that will operate efficiently, with minimal need for maintenance. According to the
International Ice Hockey Federation, the refrigeration plant is fundamental to any ice-rink facility
(Vaahterus, 2001). New technologies are emerging rapidly that make it possible to use new materials and
technical solutions that are more energy efficient. The emerging technologies can help optimize
construction and improvement costs. The sustainability team discovered that there are several sustainable
alternatives that CIA could benefit from utilizing.
The proposed recommendations for the ice rink and mechanical systems focus on improvements
that include:
Option 1- Heating Recovery Ventilation. Improve the efficiency of existing system for
refrigeration to reduce waste heat. Heat recovery ventilation (HRV - also known as a heat exchanger, air
exchanger or air-to-air exchanger) is a ventilation system that employs a heat exchanger between the
inbound and outbound air flow. HRV provide fresh air and improved climate control, while also saving
energy by reducing the heating and cooling requirements. If a complete upgrade cannot be achieved,
incremental improvements can be made by making small alterations and conducting simple maintenance
practices. This recommendation will recover useful amounts of waste heat that can be used to heat other
parts of building or melt snow in the proposed ice pit. The costs of a new refrigeration system can
sometimes quickly be recovered in energy savings over an old system.
Option 2- Piping Redesign. A structural redesign of CIA is current cooling pipes that run
beneath the ice floor. When considering the construction of a new indoor ice rink to be located adjacent to
the current site. The decided course of action on this project could influence the scope of work that is
performed and structural design for the new rink. Ice rink floors consists of several layers below the ice
43
(see Figure 28). According to the 2014 IIHF, the most common surfacing materials used to freeze the ice
on are concrete and sand. A sand surface is the cheapest but has a shorter life span than concrete and can
cost more to maintain in the long-term even though initial cost is much lower. CIAs existing ice rink
system (rink floor and refrigeration plant) is a Direct Liquid Refrigeration (DLR) system, which circulates
cold Glycol refrigerant directly through metal pipes in the sand based sub-surface of the rink floor. As
illustrated in Figure 29, it takes nearly 10 miles of piping (laid down below a sands surface) to freeze the
ice rink. Glycol (anti-freeze) is chilled by compressors and flows continuously through the pipes 24 hours
a day to keep the temperature of the ice surface at a cool 16 degrees. In Table 7 the sustainability team
recommended replacing piping under sand. This will provide a more energy efficient flow of glycol to
pipes, heat transfer and stop glycol leakage underneath ice surface.
Figure 29. Concrete Ice Rink Floor Cross Section. Adapted from (Pace Industrial, 2014)
Table 7
Options identified for improvements to the ice rink refrigeration/cooling system.
44
All options are for an NHL regulation size 85-0 width by 200-0 length, with 28-0 rounded
corners. All options also provide for mounting of the dasher boards on the rink perimeter slab rather than
directly onto the refrigerated rink surface (see Figure 29). Additionally, mounting of the dasher boards on
the rink floor would provide better ice quality on the edges of the rink, but would require major
demolition and reconstruction of the sand floor and bleachers outside the rink. All options also include a
subsoil heating system consisting of 1 polyethylene piping at 18 spacing, located within a 6 depth sand
layer below the rink floor insulation layer. The costs estimated for all options include removal and
disposal of the existing rink floor and all installation costs.
Table 8.
Payback Period for Heat Recovery System Upgrade
Heat Recovery System Cost
Simple Payback Period
Life Expectancy
$5,000 - $8,000
2 to 5 years
15 years
Currently, CIA does not have a heat recovery system. It fairly inexpensive to add to
existing system. The current chiller is about 5 years old and will not need to be replaced for at
least another ten years.
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WATER MANAGEMENT
Option 1- CIA lavatories. The water processes used and the water bearing fixtures installed in
the Clearwater Ice Arena lavatories use an extensive amount of water. Several recommendations are
recommended to decrease the arenas water usage, which will lower the overall utility water bill in the
long run. There is several water bearing alternatives to consider that can replace the current lavatory
fixtures. To maintain low water usage in the fixtures, the water sense label is recommended. Table 9
below provides CIA with alternative urinal fixture options, related costs and their benefits. Included in
Tables 9, 10, 11 below are current and optional alternatives for urinals, toilets, and sinks based on Kohler
and American Standard brands. The alternative showers listed are based on Symmons and Moen brands.
CIAs current lavatory urinals are standard using 1.0 gallon per flush. The maximum flush volume
for these fixture combinations is 0.5 gallons (1.9 liters) as called for in the approved WaterSense Final
Alternative
0.5 GPF
0.125 GPF
Waterless
Cost/ Benefits
Cost - $230 - $1000
Automatic and timed urinal types vary the cost
Most are Watersense certified
High Efficiency 0.5 GPF urinal system saves 50% of water
usage when compared to standard 1.0 GPF urinal (Watersense,
2014).
Cost -$400 - $1050
Automatic and timed urinal types vary the cost
Most are Watersense certified
Ultra High Efficiency 0.125 GPF urinal system saves 87% of
water usage when compared to standard 1.0 GPF urinal
(Watersense, 2014)
Cost - $400 - $850
No water used, Most efficient
Specification for Flushing Urinals released in 2009.

Table 9
Cost/ Benefit Analysis of Recommended Urinal Alternatives
Note. Waterless is the most economical option because of no water usage. The low flow are WaterSense
certified.
The current toilets in the CIAs lavatory facilities vary, ranging from 1.6 gallons per flush, to 1.4
and 1.28. Although the facility currently has a few low flow toilets installed, there is room for additional
improvements. The toilet flushing volume, WaterSense label, is 1.28 gallons per toilet fixture. Table 10
below shows the alternatives for toilets in the CIA lavatories
Table 10
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Cost/ Benefit Analysis of Recommended Toilet Alternatives

Alternatives
Costs/ Benefits
Cost - $250 - $650
Dual Flush
Solids 1.6 1.28 GPF/ liquids use 0.8 GPF
Cost -$230 - $820
Automatic and timed vary within the price.
High efficiency (1.28 GPF)
WaterSense toilets meet strict EPA flushing guidelines, including
using at least 20 percent less water than 1.6-gallon toilets
(Watersense, 2014).
Cost -$550 - $1000
Automatic and timed vary within the price
Most Efficient (1.0 GPF)
1.0-gallon flush setting reduces your water use by more than
30percent over 1.6-gallon toilets, adding up to water savings of more
than 5,000 gallons per toilet, per year (Watersense, 2014).
Note. Water savings accumulates as efficiency increases.
CIAs sink faucets are the manual turn nozzle type. Table 11 below provides alternative sink faucets.
Table 11
Cost/ Benefit Analysis of Recommended Faucet Alternatives
Types of Alternative Faucets
Low-Flow Aerators
Automatic (0.5 gpm)
Cost/ Benefits
Cost - $5 - $20
Inexpensive
Water conservation and reduction in energy costs
Gives pressure while preserving water
Cost - $25 - $825
Sensor based to turn on/off when being used
Wont be left running
47
Some CIA showers are equipped with standard showerheads (2.5 gallons per minute) while others are
not. For WaterSense eligibility, the showerheads must use no more than 2.0 gallons per minute. Some
recommended shower head alternatives are less GPM compared to the current 2.5 shower heads used
now. 2.0/ 1.5 GPM ones are currently on the market and can be purchased anywhere between 40 to 100
dollars. More efficient water usage can result from the added fixtures.
Table 10 below shows the estimated water usage (gallons) for the current and recommended
replacement fixtures annually. Water usage results collected from the lavatory fixtures surveyed 85
people using the facilities at CIA (see Appendix A). Table 12 shows the savings that accumulates if all
the lavatories were renovated with new WaterSense toilets, urinals, and faucet fixtures. The showers were
not included in the potential water savings but by installing lower flow showerheads an increased
efficiency rate would result.
Table 12
Current and Replacement Fixture Water Comparison Savings
Current Fixtures
Replacement Fixtures
Total Savings
Mens Public Lavatory
5938
2593
3345
Womens Public Lavatory
7436
5668
1768
Locker room
7436
5668
1768
No change
No change
No change
6188
5668
520
Mens fitness lavatory

Womens fitness lavatory
7401 Gallons saved
48
Note. Gallons saved per year if all fixtures were replaced

The Pinellas County Utilities water rate is $4.78 per 1000 gallons. A total monetary savings
of about 35 dollars would accumulate. These are estimated numbers since showerheads faucet use,
waterless urinals and arena popularity change. The higher number of people exhibit more savings.
Option 2- Rainwater Harvesting System. Collecting water in storage tanks is optimal for CIA
during the rainy summer months aiding in ice production and non-potable water use. All arenas are
different and system costs would be dependent on the labor needs/ installation (roof construction, storage
tanks, plumbing, pumps, and pressure tanks). A picture of a simple rainwater harvesting system is seen
below in Figure 30.
Figure 30. - Simple Rainwater Harvesting system displaying how a system works. Adapted by (Rain,
Wind, Sun, 2014).
The rainwater harvesting system benefits from the Zamboni used ice. The design of the storage
tank harvesting system enables the Zamboni to dump its excess water into the tank. Through the entire
process, the collected rainwater and resurfacing water scraped off by the Zamboni and lavatory fixtures is
reused. By utilizing the right filtration methods, the harvesting system process eliminates most waste.
49
When the rainwater harvesting storage tank becomes low, the alternate water choice is the municipal
water supply. Figure 31 below shows the initial cost of a large rainwater cistern tank depending on
materials.
Figure 31.Comparison of materials used for rainwater harvesting cisterns. Adapted from (Kowalsky,
2011)
The initial investment would pertain to the cistern size CIA decides on and whether its above or
below the ground. The pump will also be factored in along with piping and gutters. A steel reinforced or
concrete cistern holds the most water especially if the Zamboni dumping occurs in the cistern. On the cost
effective side waterproof corrugated metal cistern would probably be the better choice.
Seen in Figure 32 a 25,000 gallon water storage tank is suggested which can accumulate up to
757,954 gallons of water a year! The water per year is based on the average number of roof square
footage and average of 54 inches of rainfall yearly in Pinellas County. Some other investments include
hot water boilers for the Zamboni hot water and filtration. The payback period can be seen in Table 13
below.
50
Figure 32. Underground waterproof corrugated rainwater storage tank. Adapted from (CE News,
2014)
Table 13
Payback Period of Rainwater Harvesting System
Rainwater
Harvesting System
Approximate
Gallons Saved
Initial Investment
(approx.)
Savings
Payback Period
Months
757,954
$65,000.00
$14,098.00
55 (4.5 years)
Note. CIA can achieve a big savings and payback just over four years.
Option 3- Zamboni process. The current Zamboni resurface machine used in the CIA ice rink is
powered by propane. This type of equipment will heighten the level of carbon monoxide and nitrogen
dioxide in the air. Whereas an electric powered Zamboni would eliminate emissions in the air, thus
improving the air quality environment for the customers. The electric Zamboni, although costing more, is
the better green alternative regarding indoor air quality compared to the fuel powered choice.
Manufactured by Zamboni Company, the electric model 560AC and 552 are expensive. Quoted by the
Zamboni website, the Model 100 (a small tractor pulled unit) will be in the neighborhood of $10,000.00
or more and the 500 Series machines and Model 700 (which is used for large surfaces, such as speed
skating rinks) can be up to or in the low six figures (Zamboni, 2014). The company provides specific
quotes for facilities interested in purchasing the electric type models. The benefits include zero emissions,
reduced fuel costs, new durable performance and healthier indoor air quality.
51
The rainwater harvest system benefits from the accumulated ice scraped off in the Zamboni. The
initial dumping of the snow tank ice can yield up to 622 gallons of extra water with the use of proper
filtration and heating methods. The water is then fed back into the rainwater harvesting system and used
for non-potable sources such as flushing toilets, urinals, and Zamboni fill ups. Table 14 below shows the
amount of water saved over an annual period for CIAs ice resurfacing process.
Table 14
Zamboni Water waste and Fill up process with Average water bill savings
Zamboni
Average Zamboni ice dumps
Average Zamboni ice fill ups
7 times
7 times
622 gallons (each time)
300 gal. Initial/ 175 gal. after
Total per day
4,354 gallons
1350 gallons
Total per year
1,589,210 gallons
492,750 gallons
Gallons used per year
1,072,000 gallons
1,072,000 gallons
492,750/ 1,072,000 =
46% percentage savings
Times dumped/ filled per day

Gallons dumped/ filled per day
Total Formula/ Savings
46% x 1,072,000 =
$7177.00 water bill savings
Note. Total water bill savings equals about half of the water bill yearly ($15,000)
Zamboni benefits from its own wash water and reuses the ice scrapings to lay new water down on
the ice rink. As long as a heating system is used for the water it can deduct the savings by as much as half
of the water usage and bill. With an approximate 492,750 gallons of water used for Zamboni fill ups, the
gallons per year is 1,072,000 gallons. A 46% reduction of water and a savings of $7177 dollars come from
the reuse of Zamboni wash water. The excess water is recycled through for non-potable water use if a
system is designed with it in mind. More savings can be achieved through a water recycling system
design and proper filtration for the wash water.
An integrated system for the Zamboni ice recycling process and rainwater harvesting system can
be seen in Table 15 below.
52
Table 15
Rainwater Harvesting and Zamboni Integrated System Total Investment and Payback Period
Payback Period
Approximate
Gallons Saved
Initial
Investment
(approx.)
Savings
Payback Period
Months
Rainwater Harvesting
System
757,954
$65,000.00
$14,098.00
55 (4.5 years)
Zamboni Ice Pit

Water Recycling
Process
492,750
$10,000.00
$7177.00
16 (1.3 years)
1,250,704
$75,000.00
$21,275.00
71 (5.9 years)
Total
Note. Payback period is significantly low compared if integrated together with substantial savings
A decision matrix is seen below in Table 16 for recommendations put forth in the current section.
The table uses a 1 to 10 point system in each of the categories listed. One being the least and 10
being the most when it comes to the criteria point system.
Table 16
Initial
investment
Water
Savings
Required
maintenance
Option 1 Fixture replacements
Option 2 Rainwater harvesting

system
Option 3 Zamboni Resurfacing

Process
53
Decision matrix in Water Recommendations

Note. Decision Matrix classifies which recommendation would be most feasible based on the
above criteria
ENERGY MANAGEMENT IMPROVEMENTS
The applications listed below are ways for Clearwater Ice Arena to implement a new process of
energy usage. The cooling and air quality equipment will run at better efficiency if upgrades are applied
and managed. The recommendations range from easiest cost and implementation to biggest bang for buck
to re-do specific areas and enhance the building envelope making Clearwater Ice Arena more energy
efficient.
OPTION 1- INSULATION. Replace the current low E-Ceiling and replace it with 3 inch closed cell
sprayed foam. Closed cell means a more dense application making the area waterproof and offers
complete vapor barrier. The cost reaches over $100,000 because the area has to be properly cleaned after
old insulation is removed.
Table 17
Cost/Benefit Analysis of Recommended Insulation
Insulation
3 inches of closed cell foam. R-19.
Cost/ benefits
Cost- $88,290
Provided by Daniel Insulation
Makes roof stronger

100% vapor barrier
Waterproof
White thermal finish paint
E-Ceiling removal
Official BASF
Cost - $16,750
54
Complete removal and cleaning to make sure spray

foam has proper surface to stick to
Note. Benefits outweigh, although cost is high
Most ice rinks use low-e ceilings because they traps the cold air closer to where the ice surface. If there
isnt sufficient insulation above that low-e then there can be huge amounts of condensation can build up
above the low-e ceiling. This condensation occurs at CIA often due to insufficient dehumidification
process that results in rain or drippings from the ceiling.
After conducting research on an airtight ceiling, spray foam would work very well with a new low-e
ceiling because according to a case study, Bulk insulations do not increase the R-Value; they reduce
convection currents. R-Value is only a measurement of the resistant to heat flow in the conductive mode
(GSR, 2012). Refer to Appendix B for Insulation R values and where CIA is represented.
Table 18
Total cost of Recommended Energy Improvements
Insulation
Cost
3 Inches of Closed Cell Foam. R-19. (Daniel Insulation, 2014)
$88,290
Removal
E-Ceiling
Fluorescent Lighting Replacement
600 LED Replacement
Cost
$16,750
Cost
$15,058
(LED Radiant, 2014)
Note. LED lighting exhibits an instant savings. Insulation will cost the most, heavily needed.
OPTION 2- LED. The approximate annual spending cost of lighting is $59,499. With an LED
replacement, it is not such a tremendous cost as to upgrading the insulation, but it has very steep rewards.
The approximate annual spending using LED lighting will be $8,975, bringing a payback period of about
4 months. LED Radiant provided the estimate and does offer financing if the upfront cost is not
manageable. The replacement does not have to be of the light fixture, just the bulb because they are
designed to fit old fixtures if they work properly.
Table 19
Cost/ Benefit Analysis of LED bulb Recommendation
Fluorescent lighting replacement
Cost/ benefits
55
600 LED replacement
Cost- $15,058
Provided by LED Radiant
Completely exchange 48 inch fluorescent

bulbs with LED
Saves $50,524 per year in light cost
Safer for environment, no mercury
Very cost effective
Note. Significant savings of over $50,000 per year
Table 20
LED Phase-out Total Cost
Fluorescent Lighting Replacement
600 LED Replacement
(LED Radiant, 2014)
Note. Cost of LED bulbs
Cost
$15,058
56
Figure 33. Impact and cost of Insulation and LED bulbs. Total savings of just over $6,000.00 Created by
Brent Webb (2014)
57
VII. Implementation Plan and Change Management

This section elaborates on the project recommendations selected by the key stakeholders. It
illustrates, in detail, the methodology, process, and approach CIA should utilize when executing their plan
to improve the quality of the ice arena floor, reduce daily water consumption and decrease energy usage.
This guide or map will help the project staff be proactive rather than reactive when advancing their
project(s) and identifying any challenges along the way. The sustainability teams implementation plan
allows any person working on the project(s), regardless of his or her level of involvement, to fully
understand the goals of the project(s) and how they are to be accomplished. To achieve the recommended
changes the sustainability team developed implementation and change management plans for CIA to
renovate their ice floor, install low-flow lavatory fixtures and LED lighting throughout the arena.
The Refrigeration System/Cooling Upgrade
Ice arenas have substantial refrigeration and heating loads, making them prime candidates for
waste heat recovery from the refrigeration process. Waste heat can be used to heat sub-slab brine, control
the temperature and humidity of the interior climate, heat resurfacing hot water, or melt ice scraped off by
the resurfacer. Heat recovery on exhaust air to preheat incoming outdoor air should also be considered.
The right piping running underneath the ice can assist with heat recovery and will stop glycol leaks.
Usinng alternative construction materials that are durable, eco-friendly and efficient. Ice rinks are a
unique environment calling for some unconventional application of materials and design according to Ice
Rink Construction Consultants (IIRC, 2011)
. To assist CIA with achieving their goal of renovating their ice floor, the sustainability team developed a
detailed plan to get the project completed successfully. The plan includes a description of the major tasks
and timeline involved in the implementation, all resources needed to support the implementation effort
(such as money, materials, staff), and a change management plan.
Timeline and Tasks. The timeline is used to plan for when tasks will be accomplished and is
important for keeping all team members from getting of task and allowing scope creep to occur during
their project. This project is slated to begin March 2014. It should take no more than three months to
accomplish all of the tasks listed in Figure 34.
Install new
heat changer
and piping
Reopen
new
energy
efficient
58
Figure 34. Timeline adapted from Microsoft Templates

2013
This implementation plan, will help CIAs project team to have a customized project plan that
will guide their activities through established timeline to completion of implementation. All tasks that
need to be completed are identified below in Figure 35.
Figure 35. Diagram was adapted from Microsoft Smart Art

When executing a project and changes within an organization occur that will affect the project
tasks must be examined and managed to ensure that they are communicated to all stakeholders if they are
approved. This called change management or the process for submitting, reviewing, and approving
changes must also be communicated to all stakeholders in order to properly set expectations. If changes
are allowed to be submitted or are implemented in and unorganized way, any project undertaken by an
organization is sure to fail. Clearly, all projects must include a Change Management Plan as part of the
overall project.
Change Management Plan
To implement these changes we will be using the Change Management approach. The Change
Management approach for the project will ensure that all proposed changes are defined, reviewed, and
agreed upon so they can be properly implemented and communicated to all stakeholders. This approach
will also ensure that only changes within the scope of this project are approved and implemented. The
Change Management approach consists of three areas:
1. Ensure changes are within scope and beneficial to the project
2. Determine how the change will be implemented
3. Manage the change as it is implemented
59
The Change Management process has been designed to make sure this approach is followed for
all changes. By using this approach methodology, we will prevent any unnecessary change from
occurring and focus its resources only on beneficial changes within the project scope.
The completed water management implementation plan is for the CIA lavatory fixtures. The
scope of the plan proposes the renovations to be completed at the same time and is limited to one area
where there are three toilets, urinals, and faucets. The implementation plans for the lavatory
improvements are shown below. The improvement start point time is January 1 st 2015.
Figure 36. Duration (in days) of implementation of lavatory fixtures

The improvement plan has different start and end times sufficient for renovating the restrooms
with new fixtures. The product look up will identify the best toilets, urinals and faucets for the existing
restrooms and will include the management team and the owner along with the assistance of the
sustainability project team. A sit down session is a basic brainstorming session involving negotiations,
quotes and various third party contractor bids that include labor and a final price to complete the job. The
demolition work will incorporate both long and short renovation periods. The restroom demolition will
entail the removal of old fixtures and equipment as well as include the remodel with possible tile and new
paint. Installation will include but not limited to possible piping, rerouting, placement, and even electrical
60
if the fixtures chosen in product lookup utilize electricity. An Inspection by stakeholders and a quality job
review will then begin along with a final touch up. The touch up might include caulking, adhesives, or
metrics to ensure sufficient fixture installation and would include the restroom fixture installations
improvement plan. An optional savings calculation can be conducted over a period of approximately three
months, plus or minus a few weeks. The figure below shows a plan of action for CIA to complete the job
using either their own maintenance team or choosing to hire a contractor.
61
Figure 37. Flow chart illustrating the implementation of lavatory fixtures

An implementation plan regarding the installation of a rainwater system can be seen below in Figure 38.
62
Figure 38. Implementation plan for rainwater harvesting system - Information adapted from (Bay
Surroundings, 2012)
Change Management
The ice arena lavatories renovation construction project will require the management team,
maintenance team, and the customers to adapt and adjust to possible construction inconveniences. The
potential people affected could be resistant to the whole renovation process due to the extreme burden it
will present. Resistances or barriers are seen in the force field analysis below along with potential driving
forces.
63
Figure 39. Force Field analysis of driving/ restraining forces

Many of the restraining forces are viewed as an inconvenience for customers and employees,
especially since a lavatory will need to close temporarily. The fixture costs are pricey and so is the cost of
hiring a contractor to perform the labor if the decision is not to use the ice rinks maintenance team. If the
choice is to use the maintenance team, a potential bonus pay raise could be provided once the demolition
work is complete prior to the installation process. The potential bonus raise to the maintenance crew will
offset the extensive work required as well as provide a learning curve especially if the crew is not familiar
with plumbing and installation. The driving forces will outweigh the barriers by saving money in the long
run with the installation of greener fixtures enhancing the facilities reputation. By updating fixtures with
reliable, durable touch-less fixtures, customers and employees experience a cleaner environment.
By negotiating to hire a contractor to perform the work, off customer/employee times and night
closing hours will benefit customers reducing disruption inside the facility. If the contractor cannot work
during off times then renovating and installing fixtures in pairs is beneficial. It is also beneficial to close
one lavatory facility at a time enabling the other facilities to accommodate the needs of those involved.
64
CIAs decision is based on the contractor hired and the negotiated work times that would be feasible for
both management and the contractor. The action plan below is on restraining forces and ways to counter
act resistance.
Table 21
Restraining forces action plan
Objectives
Cost of fixture replacements
Actions
Monthly Interval Payments
Employee/ customer
inconvenience
Schedule around important

events
Disruption in ongoing
process
Off time working hours

Maintenance team fixture
removal
Cost of contractor/ removal

& installation
Payment negotiations
Shut downs of certain ice

arena sections
Shut down sections not in

particular use
Excessive work by
maintenance / if applicable
Bonus pay/ pay raise
Dates/ Times
If applicable by the selling
company Jan 1st- Feb 1st etc.
Important dates work before
or after at time proposed dont
work at all that day
Work around maintenance and
management schedule, conduct
dates or times for fixture
removal on anti-disruption time
frame
Interval payments, less up front,
payment schedule that works for
both parties, every two weeks/
month
Work on sections that less
people use first then sections
where people use most on off
times.
Bonus at end of each pay period,
under the table bonus payments
Note. Only restraining forces were going to take action. Dates/ Times includes the recommended actions
to take.
The two options below demonstrate the push back from implementing recommendations.
Option 1- Insulation: The upfront cost is the biggest burden, but financing is available. The
same time constraints as demonstrated from option one apply to option two because in order to add new
insulation, there will need to be a lot of removal and preparation that will interfere with scheduled events.
65
Canceling of events will have to happen, or they will have to be rescheduled on a sliding scale of most
important to least important. A recommended approach is to try to schedule this for the off season so that
it doesnt cut into hockey games.
Option 3- Lighting: The push back could be from the upfront cost but that can be drawn out through
financing with a very fast payback period. Another way to deal with the cost is installing them one at a
time as each old fluorescent bulb retires, exchanging it with a new LED. The time constraints come from
the 1-2 week installation process and that could intrude on rink usage time. A planned out implementation
could prevent a majority of those issues.
Figure 40. Driver and Restraining forces switching to LED lighting
66
Forces are what drive ideas, decisions and outcomes. This is a force field analysis showing the
differences in either accepting a change or protesting it. On the left are what are called drivers; they are
for change and the numbers or points next to each sentence shows the amount of strength behind the
argument. The right is the restrainers. They are against the change and argue for their reasons. The
score at the bottom shows the points added up and which one out-weighs the other.
Figure 41. Process of implementing LED bulbs

The Gantt Chart represents the approximate time it would take to implement the installation after
receiving the cost estimate. After the application process was sent, the estimate was received after three
days. The stakeholder meeting took three days altogether to finish and come to terms with cost, benefits
and implementation. Ordering the LEDs will take about nine weeks or sixty-three days. The plan for
installation will derive of looking over the upcoming schedule and deciding what dates are best and what
schedule changes will have to be made. Especially when the installation is happening right above the rink,
there cannot be anyone skating when that is going on. The actual installation will be about one or two
weeks depending if the ballast needs to be removed. The ballast regulates the current to the lamps and
provides the sufficient amount of voltage. Without them there would be an over-abundance of voltage
given to the lamps, and they would break.
67
68
VIII. Measuring Results
In this section the sustainability team measured key sustainability recommendations. Measuring
the results of recommendations can encourage participation by stakeholders, help prepare for new
regulations and expose barriers. This process allowed the sustainability team the opportunity to analyze
the results of their recommendations. The results determined the effectiveness of each recommendation
and how it moves CIA toward efficiency. The sustainability team measured several recommendations that
could improve CIAs refrigeration system/cooling process, reduce the amount of water and energy used if
CIA applied more sustainable practices to daily operations. The results below helped the sustainability
team communicate the benefits of this project.
RESULTS FOR REFRIGERATION SYSTEM/COOLING PROCESS
The option identified for replacement of CIAs ice flooring system are described below. The costs
estimated for the identified option includes removal and disposal of the existing system, all installation
costs, and a 5% contingency factor. The sustainability team will measured the amount of overall
efficiency of a sand rink floor with indirect style 1 polyethylene piping vs. concrete rink floor with direct
style 5/8 stainless steel piping.
OPTION A:
A sand rink floor with indirect style 1 polyethylene piping Rink section to consist of the following:
2-1/2 thickness sand surfacing vs.

Refrigeration piping within the concrete floor to be 1 polyethylene piping at 4 spacing, fed by
8 polyethylene header pipes located at the center of the rink vs. 11/2 metal piping at 5
spacing. All piping connections to be fusion welded to reduce leakage potential.

3 of rigid foam insulation with a 6 mil poly vapor barrier vs. no vapor barrier
OBSERVATIONS
Sand surface rink floor provides ice quality equal to concrete floor, at lower initial cost.
Polyethylene piping provides acceptable heat transfer for community rink applications at
reasonable cost. Polyethylene is highly resistant to corrosion, and fusion welded joints leak free.
Estimated construction cost of this Rink Floor Replacement is $410,000.
Direct piping system requires large quantities (approximately 5,000 pounds) of Glycol refrigerant
to operate. The manufacture of Glycol has ceased due to environmental concerns, it is expected to
be banned as a toxic substance by the year 2020 by the EPA.
69
According to atheliticbusiness.com article by Paul Steinbach, advances in refrigeration made

within the past 10 years can translate into higher-quality ice for rink users and more cost-effective
operation for rink owners. But as refrigeration systems become more sophisticated, owners must enhance
their basic understanding of refrigeration before making decisions that will affect the safety and
efficiency.
Figure 44. Plastic rink piping connections to the distribution and the collection mains.
Construct concrete rink floor with indirect style 1 polyethylene piping, construction cost of
$450,000.
Concrete floor allows multi-use of the facility in the non-ice season, at a moderate $40,000 cost
increase over sand surface floor CIA uses currently.

Polyethylene piping provides acceptable heat transfer at a cost of $169,000 less than a steel pipe
floor.
To construct ammonia indirect refrigeration, industrial quality components, construction cost of
$460,000.
Industrial quality system provides 10 year longer life than commercial quality system, and best
efficiency of the non-geothermal systems. Ammonia is also the most environmentally friendly
refrigerant available vs. using Propylene Glycol that is expected to be banned by 2020.R
Replace dasher boards, shielding, and netting with new galvanized steel framed components.
Reuse all gates, boxes, and dasher panels from the 2003 renovation, construction cost of
$133,000. Bid could be configured to also allow aluminum framing to be quoted, to increase
number of bidders.
70
Install desiccant dehumidification with waste heat reactivation, construction cost of $290,000.
Reduction in use of natural gas results in straight payback of 6.75 years compared to a unit with
gas fired reactivation.

Total project construction cost of Option 1 is $1,333,000.
A simulation by a sustainability team member was conducted on the public mens lavatory. The
simulation looked at the water usage in both the current and recommended replacement fixtures. The
simulation used a survey (see Appendix A) that was conducted over a week period (Monday- Friday) and
is on the potential water savings that can occur if recommended fixtures were installed. The water savings
is estimated annually at the end of this section to show the potential savings that could occur in the mens
lavatory if similar weekly results were observed.
The measurements were conducted on three urinals (1.0 gpf each), one toilet (1.6 gpf) and two
faucets (1.5 gpm). Exhibiting only one lavatory in the CIA, the same fixtures can be installed elsewhere
to exhibit potential savings in different lavatories and the locker room. The toilet can be replaced with a
1.28 gpf toilet ultimately reducing the water by 0.32 gallons per flush. The observed three urinals can be
replaced by waterless urinals utilizing zero amount of water in the flushing process. The faucets replaced
by 0.5 gpm compared to the current faucets that use 1.5 gpm. The measured lavatory extended water
savings is observed overtime as more people use the lavatory. The scope of the measurements can be
seen below in the flowchart picturing the measured lavatory fixture process.
71
Figure 43. Flow chart illustrating process in measuring public lobby lavatories
The observed process of someone using the lavatory was measured and tallied over a period of a
week. The people measured were drawn by a survey that is seen in Appendix A. The table below shows a
regular Monday through Friday week usage. The observed data from the survey tallied a total of 37
people used the toilet and 48 used the urinal.
The faucets were not added to the survey due to biased information that was concluded from the
survey. Based on the results obtained after searching information on hand washing percentages, the
faucets were measured choosing an average of 65 percent of people washing their hands. Since 85 people
used the lavatory between Monday and Friday an estimated 55 people washed their hands using the 65
percent ruling. The result from the current fixture water usage measurement is compared to the proposed
fixture replacements in the table below. The estimated water savings can be calculated from the data
based on the survey results.
72
Figure 44. Water usage with current and replacement fixtures (in gallons)
The graph above provides a visual of the current and replacement fixtures usage in the given
survey period. It is based on gallons used per week for each fixture. The dark blue represents the current
fixtures and the light blue is the replacement fixture. The formula below in the Table 22 was used to
calculate each persons water usage in the simulation.
Table 22
Water usage formulas used in simulation
Fixture
Formula
Toilet
Fixture gallons = Gallons per flush(GPF) x total people
Urinal
Same formula as toilets
Faucets
12 people = Gallons per minute

12/55 people = 4.6
Gallons used = 4.6 x Gallons per minute
Note. Formula used to obtain water usage results

The fixture usage was obtained using multiplication. The toilets multiplied by gpf x 37(Example
1.6 x 37). The urinals multiplied by gpf and the survey gallons used per fixture. The faucets estimated
73
with a 5 second hand wash for 55 people. There are twelve (5 second) intervals in a minute, so 12 people
per gallon per minute, although largely estimated the plus and minus are used. The totals show that the
new fixture measurements per week would be less than half of what the current fixtures are. The
substantial savings calculated over a given period of time provide results over a week usage not a
weekend usage.
Table 23
Water usage with current and replacement fixtures
Fixture
Toilet
Urinal
Faucet (12 people =
gpm)
Current fixture estimated
Replacement fixture estimated
water usage
59.2 gallons
48 gallons
water usage
47.36 gallons
0 gallons
7 gallons +/- 2 gallons
2.5 gallons +/- 2 gallons
114.2 gallons
49.86 gallons
*Based on five second hand

wash
Total (estimates)
Note. Gallon reduction is over half of the current fixture total gallons
The table above shows the water savings that can occur over an annual period. The numbers are
approximate and with one lavatory saving that many gallons, a fixture replacement to other lavatories can
exhibit even more water saving results. Replacing the fixtures may not yield a significant savings based
on a $2,000 water bill but the fixtures will pay for themselves and the savings will gradually increase over
time.
Table 24
74
Estimated water savings for mens public lavatory.
Mens Public Lavatory

Current Fixtures
Replacement Fixtures
Total
Estimated water savings annually

5938.4 +/- 500 Gallons
2592.72 +/- 500 Gallons
3345.68 Gallons
Note. Annual water savings is sufficient at over 3000 gallons
It is beneficial in the long run to use the measurement process replacing the fixtures. Water usage
will minimize immensely by installing replacement fixtures in other lavatories including the locker
rooms. The simulated results measured can benefit from a survey of focus groups pertaining to the newly
installed fixtures. A survey can be conducted on the waterless urinals, and the other fixture cleanliness.
The simulation results can be conducted over each billing cycle or a year to make a comparison over one
year with current fixtures to a whole year of replacement fixtures. Water usage can then be drawn from
the data to warrant water savings.
The energy auditor from the sustainability team measured the energy usage from devices that
were not being used because it was after closing hours. The measurements are from usual office devices
such as a computer, two lights, a computer monitor, internet modem and a copier/fax machine. The
observation happened over a 7 day period and was measured with a Kill-a-Watt meter. The Kill-a-Watt
was plugged into the wall and the Belkin surge protector was plugged into the Kill-a-Watt so that there
could be a proper recording. Below are graphs and charts demonstrating the data collected and the
analysis constructed.
75
Figure 45. Steps to take when measuring and perform energy efficiency improvements
Power strips are a way to reduce energy consumption for electronics that stay in low power
modes when they are not in use. A power strip can provide energy savings by completely disconnecting
the electronics when they are finished being used. The initial cost of the power strip/surge protector was
25 dollars. It covers up to 4120 joules (voltage spikes that can occur from lightning strikes near home or
office can destroy hardware in electronic devices). The Belkin 12-Outlet Premium Surge Protector is the
device used.
Computer
Two lights
Monitor
Internet modem
Copier/fax machine
Phone charger
Television
This accounts for eight devices that could be used in many offices; the team created a scenario to
fit multiple situations in order to lead away from biased results. The auditing device was put into place
76
after office hours to demonstrate the amount of vampire loads that are used. Vampire loads account for
energy used from devices on stand-by mode, where they are turned off but pull electricity. Also the
computers were left on sleep mode. After 7 days the Kill-a-Watt meter read $2.26 worth of electricity
charges from devices either on sleep mode or turned off and left plugged in. A payback period was not
calculated for this measure because this is strictly aimed at observation. The team is demonstrating the
amount of energy that can be used from either leaving your equipment on when not in use or leaving in
sleep mode causing what are called vampire loads. If someone in their office left all devices on sleep
mode (during after-hours) then that leads to vampire loads. Using a power strip and disconnecting the
power will prevent that.
The graph shown below in Figure 46 displays the amount of money spent on the power strip (blue
bar) and the time measured after implementation and showing the savings than can happen if vampire
loads were abolished (orange bars). This graph shows that completely turning off all devices when not
using them could save you over two dollars a week. This is not a substantial amount of money however, if
every office in CIA implemented this, the amount would triple.
Figure 46. Cost vs Savings power strip implementation
77
The dotted line that runs up from left to right represents the savings line that is leading along the
payback period if CIA used more power strips. The red line represents the amount paid in the beginning
and runs along until it meets the savings line. They intersect around 75 days. This means it will take 75
days to get a return on initial investment.
Figure 47. Accuracy, Feasibility and Utility diagram

By using a surge protector you are protecting any connected equipment from lightning strikes and
power surges that can generate randomly. If a lightning storm hits and CIAs computers were damaged,
that will cost a lot more money than a 25 dollar Belkin device. Also from losing a computer software can
be lost and important data and documents can be destroyed.
Figure 48. Belkin surge protector is recommended

Do it yourself!
This measuring can be done by the person reading this report. Just follow the steps provided below and
you can measure your own results
78
1. Designate something to measure

a. Time
b. Money
2. Get a measuring tool
a. Audit devices can be purchased online, for instance a kill-a-watt device can plug into the
wall and you can plug a device into that an it will tell you how much energy is being used
b. An example of how to use it is plug in a few devices into a power strip and plug that
power strip into the kill-a-watt meter and look at the readings when the kill-a-watt is
plugged into the wall
c. The kill-a-watt has an option where it tells you how much money is being spent on the
devices that are plugged in
3. Calculation
a. Take the amount spent on the power strip
i. Example $25.00
b. Wait a couple weeks to show the savings being applied
c. You will notice the amount of savings being added up by the kill-a-watt and you can
subtract that from the initial investment
Table 25
Power Strip Surge Protector Timely Cost to Savings
Implemented device
Time used
Cost
Savings
Power strip (surge protector)
7 days
25.00 2.26
14 days
4.52
21 days
6.78
28 days
9.04
Note. Savings increases as more time is used
79
IX. Standardization and Compliance
If you asked someone in the ice arena industry to explain the meaning of environmental
compliance, the response is complex and difficult to answer. Today, environmental compliance is not
solved by crossing a well-defined line. Over the past few years, there has been an explosion of new
environmental requirements across the globe. In addition to regulations, there are additional industrial
requirements being imposed that are often more rigid and extensive than those being pushed by
governmental agencies. These requirements are rapidly finding their way into ice arenas across the nation.
To prevent CIA from breaking new environmental regulations that are coming into effect, the core team
considered at the compliance issues that CIA may have address if their suggestions were implemented.
This section will also assist CIA with standardizing policies and processes that will prevent them from
violating EPA and OSHA regulations and excessively consuming water and energy and producing waste
mass amounts of greenhouse gas.
REFRIGERATION /COLLING SYSTEMS STANDARDIZATION
There will be needed for the suggested improvements. To upgrade the air-cooled chiller will take
about a week. After installation there may need to be some training for the maintenance team to know
how to use the system most efficiently. However is they have it programmed by the technician it will be
automated like the HVAC systems. There will need to be signs placed in the area where the hot water
from the recaptured heat is collected. This will ensure that no one is burned. See for example of sign that
should be placed in the bolier room.
REFRIGERATION/COOLING SYSTEMS COMPLIANCE & STANDARDIZATION

Workers have a right to a safe workplace (see Figure 49). The law requires employers to provide their
employees with working conditions that are free of known dangers. CIA will have to comply with:
Environmental Regulations. ASHRAE - founded in 1894, is a global society advancing human
well-being through sustainable technology for the built environment. The Society and its more than
50,000 members worldwide focus on building systems, energy efficiency, indoor air quality, refrigeration
and sustainability.
80
ASHRAE 90.1. (Energy Standard for Buildings (Except Low-Rise Residential Buildings) is a US
standard that provides minimum requirements for energy efficient designs for buildings except for lowrise residential buildings.
OSHA Safety Standards & Regulations - CFC Article 63
Figure 49. Retrieved prosheildsafetysigns.com. Signs are for compliance with OSHA Right-To-Know
Laws.
Water
The water management standardizing recommendations are presented in this section. The water
management recommendation improvements include new fitted lavatory fixtures, rainwater harvesting
system, and a new Zamboni. Since the three improvements require different standardization processes,
conforming to a sequential schedule may pose to be a challenge. The content in the paragraphs below
present how the improvements are standardized but continuous.
Lavatories
The newly installed standardized lavatory fixtures require a continuous audit process. This
process essentially requires maintenance to check the operating system of the fixtures by using the
lavatory every three to six months. Included in the checking process are the faucets, toilets, urinals and
showers. The simple checkup monitors how the fixture sensors are working, whether the fixture
specifications are adequate when water is flushed and to check for leaks. If management chooses to
calculate the savings of their current installed fixtures, the calculations for the auditing process should
occur every three to six months. To keep track of ongoing water consumption and energy usage, Energy
Star Portfolio Manager can be utilized to benchmark their processes. It enables to measure and track the
81
performance of your building related to other buildings in the portfolio. The ongoing audit process can be
seen below.
Figure 50. Ongoing audit process for water fixtures. Created by Smart art Microsoft Word 2013
Rainwater Harvesting System. To ensure the rainwater harvesting system is being used properly
and working continuously, a training plan for the employees is provided by the contractor.
The
informative training plan provides management and maintenance staff detailed tips on how to maintain
and operate the system for future use. The layout training plan system indicates specific areas within the
building tailored to the Clearwater Ice Arena. A procedural checklist is also instituted when a training
plan is not viable, adapting to certain situations on how/where valves, and plugs are located. A sample
checklist can be seen below on rainwater operation and usage.
Zamboni. The CIA staff can adapt a procedural checklist providing a manual and short training
plan on how the Zamboni machine operates and performs. By providing a startup process checklist
specific criteria is ruled out regarding the Zamboni, such as the dumping of the snow tank before ignition.
An electric powered Zamboni is recommended for purchase compared to the propane powered currently
used.
82
Compliance. The lavatory fixtures installed meet the requirements of the National Efficiency
Standards and Specifications for Residential and Commercial Water- Using Fixtures and Appliances Chart
(Appendix C). The commercial and residential fixture and appliance specifications must comply with the
water sense requirements to be eligible and the current federal standards propose future efficiency
standards in the table below.
Rainwater Harvesting Compliance. To install a Rainwater Harvesting System permits must be
pulled at the local level prior to construction. The Clearwater Ice Rink is in the city of Clearwater
requiring permits to be pulled in Pinellas County. The quote below discusses issue related to rainwater
harvesting systems. The Florida state and federal level does not have any prohibitions and regulations
regarding rainwater harvesting systems.
Harvested Rainwater is storm water that is conveyed from a building roof, stored
in a cistern and disinfected and filtered before being used for toilet flushing. It
can also be used for landscape irrigation.
Appendix J of the UPC deals with reclaimed water, but according to the above
definition, rainwater harvesting is not reclaimed water. Plumbing officials that do
not know how to classify rainwater harvesting systems consider it reclaimed
water systems and therefore require plumbing engineers to design systems that
conform to Appendix J of the Uniform Plumbing Code. This is due to the lack of
guidance in the code. As rainwater catchment systems are becoming more
prevalent in the United States, both the UPC and the IPC need a section
dedicated to rainwater harvesting. (Pushard, 2014)
The above quote states that when plumbing officials lack knowledge about rainwater systems
they classify them as reclaimed water systems. This requires the plumbing engineers to design systems
that adhere to appendix J in the Uniform Plumbing Code. Since the code lacks guidance, a new section
strictly for rainwater harvesting is needed.
Zamboni Compliance. Currently the state of Florida does not have any compliance associated
with an electric powered Zamboni or with mandatory indoor air quality testing. At the federal level, the
EPA has regulations on indoor air quality emissions from the CIAS current Zamboni, although it meets
compliance. Since the electric powered Zamboni requires a battery, disposal is a factor. The battery
83
disposal should be labeled and disposed of properly with a third party company. Some companies that
currently accept lead acid batteries are Home Depot, Lowes, Advance Auto Parts and Department of Solid
Waste Operations Household Electronics & Chemical Collection Center (HEC3). In association with the
ice rink, the Zamboni and ice arena go hand in hand and there is a mandatory requirement for carbon
monoxide alarms in the CIA.
ENERGY COMPLIANCE
LED bulbs do not contain mercury, but the small components can be recycled. The Florida Department of
Environmental Protection has two recommendations for compliant disposal of spent bulbs.
1. Recycle
2. Manage as a hazardous waste
a.
Preferably with a company that has registered with FDEP
b.
Universal Waste Lamp Transporter
Recycling could be done by either someone from CIA or hiring a company such as Lighting Resources,
LLC to dispose of the bulbs responsibly.
Energy Star offers a volunteer program for businesses that want to be involved with using less energy, but
not participating does not lead into compliance issues. As of right now there has not been any info found
on energy usage compliance. Even the light bulb disposal is a volunteer program.
Recently, Obama announced a target to cut U.S. emissions 26 to 28 percent below 2005 levels by 2025.
(Nakamura, 2014). The United States and China just reached an agreement that they would lower
emissions by 2030; for this to happen then big industries in the United States would need to lower their
emissions and that might lead to energy compliance laws or regulations that businesses and maybe
citizens have to follow.
STANDARDIZATION FOR ENERGY
To standardize a new efficient way to consume electricity, an implementation of reminders such
as posters and policies could be set into place. The posters could be placed in various areas for employees
and customers to view and be reminded to either turn off lights when leaving a room, or fully close doors
when leaving.
For example:
84
Figure 51. Currently there are no compliance standards on energy usage for sports buildings.
Standardization is a bigger issue with CIA because they do consume a lot of electricity. Posted
reminders will make it easier for people to remember energy saving ways.
85
X. Conclusion
The daily operation of an indoor ice arena can consume excessive amounts of water and energy.
It takes a large amount of resources to operate an ice arena in Florida. Indoor ice arenas are uniquely
designed and their operations differ in many ways from standard buildings. They rely on freshwater to
make ice and on energy to fuel their operations. Increasing concerns about the environment and climate
change has set high demands for technical solutions to be found in the ice arena industry.
Water scarcity and rising energy costs are even prompting major organizations, like the National
Hockey League, to rethink the way it does business. This year the NHL released the first sustainability
report ever produced by a national sports league. If the NHL is willing to invest capital in being
sustainable, this indicates the movement toward sustainable operations of ice arenas is trending. To
assist CIA with realizing the benefits of implementing sustainable solutions, the sustainability team
conducted a Life Cycle Analysis (LCA) of CIAs refrigeration and cooling system and a water and energy
audit. These assessments were utilized to help CIA understand how their current practices promote
excessive resource consumption. The sustainability team also researched case studies to find out what
other businesses in the industry were doing to be more sustainable and efficient. Using the information
obtained from those case studies, the team identified several recommendations that CIA could implement.
Last, the sustainability team performed simulations of those recommendations to pinpoint the most
effective and beneficial technical solutions for CIA.
The sustainability learned that indoor ice arenas are uniquely designed. Their operations differ in
many ways from standard buildings and water is the foundation to their industry. Environmental concerns
will eventually force all ice arenas to seek more efficient ways to operate. Without effective solutions
CIAs operational (maintenance, water and energy) costs will continue to increase. To reduce operating
cost the sustainability team used the results of those simulations to demonstrate how CIA can meet the
present needs of their business, without compromising the ability of future generations to meet their own
needs.
Although there are many real challenges to becoming more sustainable, the sustainability team
demonstrated that there are profitable sustainable solutions to those obstacles. According to the Helsinki
University of technology, the challenges indoor arenas face can be overcome using new technological
advancements, to reduce consumption thus decreasing their operating costs (Vaahterus, 2001). The
Green Ice Project assisted CIA with realizing the benefits of using sustainable development and
technology. Moreover, this project revealed that to reduce their consumption, CIA does not have to
choose between being sustainable and their bottom-line, they can have them both.
86
87
88
XI. Appendix A
Survey conducted for the lavatory fixtures
Appendix B
89
Below shows the zones of the US when referring to insulation needs. The CIA building would resemble a
cathedral ceiling and need between R-22 to R-38.
Appendix C
90
91
XII. References
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Specifications for Residential and Commercial Water- Using Fixtures and Appliances Chart.
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Appendix B, Recommended Insulation R-Values. (2011, March 1). Retrieved from
http://www.homeenergysavingspro.com/insulation-r-values-indiana.htm
Belson, K. (2013, Oct 8). Sports Beginning to See the Energy-Efficient Light. The New York Times.
Retrieved from. http://www.nytimes.com/2013/10/09/business/energy-environment/sportsbeginning-to-see-the-energy-efficient-light.html?_r=0
Checklist for Rainwater Harvesting. (2012, January 1). Retrieved from
http://www.baysoundings.com/legacy-archives/winter2012/downloads/pdf/BaySoundingsWinter2012.pdf
Cooling and Heating Hire. (n.d.). Retrieved December 2, 2014, from http://www.crosshire.ie/icerinks.php
Construction Services. (2011, August 4). Retrieved from http://www.icerinkconstruction.com/Phase3.html
Designs on corrugated steel pipe. (2013, September 1). Retrieved December 2, 2014, from
http://cenews.com/article/9436/designs-on-corrugated-steel-pipe
EPA Facts Team. (2014, April 15). Epa overlooks hockey in coolant regulation. Retrieved from
https://epafacts.com/epa-overlooks-hockey-in-coolant-regulation/
Ice Arena- Portable Ice Rinks. (2014, December 2). Retrieved from http://ice-america.com/current-rinksevents/
Ice Skating Rinks In Florida. (n.d.). Retrieved December 3, 2014, from http://www.rinktime.com/iceskating-rinks/state/fl/florida-ice-skating-rinks
Industry News. (2014, March 12). Retrieved from http://www.starrinks.com/news_article/show/359394?
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92
Isaac, Dave. Wells Fargo Centers new bright lights have an effect. Courier-Post. September 26, 2014.
October 5, 2014. http://www.courierpostonline.com/story/sports/nhl/flyers/2014/09/26/wellsfargo-centers-new-bright-lights-effect/16291021/
Kowalsky, G., & Thomason, K. (2011, September 1). Cistern Design Considerations for Large Rainwater
Harvesting Systems. Retrieved from http://www.conteches.com/knowledge-center/pdharticle-series/cistern-designs-large-rainwater-harvesting-systems.aspx
Klein, J. (2011, February 17). For Hockey, a Landscape That Now Includes Palm Trees. Retrieved from
http://www.nytimes.com/2011/02/18/sports/hockey/18hockey.html?_r=0
Lechtenberg, M., Matenaer, M., & Treder, N. (2002, May 2). Design of A Waste Energy Recovery System
For the Pettit National Ice Center. Retrieved from
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LED Radiant: Lighting solutions and savings. LEDRadiant, LLC. 2014. October 19, 2014.
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Low Emissivity Ceilings. (2012, June 11). Retrieved from
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Manchi. (2000, July 20). Recreational refrigeration: Skating on thick ice. Retrieved from
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Moore, W. (2012, October 2). Clearwater Ice Arena renovates, expands under new owner. Retrieved from
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Nakamura, D., & Mufson, S. (2014, November 12). China, U.S. agree to limit greenhouse gases.
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Pennanen, A.S., Vahteristo, M, & Salonen, R.O. (1998). Contribution of Technical and Operational
Factors to Nitrogen Dioxide Concentration in Indoor Ice Arenas, Environment International,
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A Capstone Project

Dr. Lynn Grinnell

St. Petersburg College

Student Name: LaKesha ONeal, Benjamin Wright & Brent Webb

St. Petersburg College

Certificate for authorization for use

This is to certify the Capstone project of

LaKesha ONeal, Benjamin Wright & Brent Webb

Is authorized for exhibition, publication, and video recording by the

Sustainability Management Plan for Clearwater Ice Arena

LaKesha ONeal, Benjamin Wright & Brent Webb

St. Petersburg College

THE GREEN ICE PROJECT

THE GREEN ICE PROJECT

THE GREEN ICE PROJECT

THE GREEN ICE PROJECT

THE GREEN ICE PROJECT

THE GREEN ICE PROJECT

THE GREEN ICE PROJECT

PRODUCTS AND SERVICES

THE GREEN ICE PROJECT

Excessive Water Consumption

High Energy Use

THE GREEN ICE PROJECT

THE GREEN ICE PROJECT

THE GREEN ICE PROJECT

THE GREEN ICE PROJECT

THE GREEN ICE PROJECT

Figure 7: Stakeholder Internal/External Stakeholder Analysis. Created by sustainability team. Model

THE GREEN ICE PROJECT

THE GREEN ICE PROJECT

R3, Inc. (Core Team/ Sustainability Team)

THE GREEN ICE PROJECT

IV. Comprehensive Audit

THE GREEN ICE PROJECT

THE GREEN ICE PROJECT

THE GREEN ICE PROJECT

THE GREEN ICE PROJECT

THE GREEN ICE PROJECT

Gallons Per Flush (GPF)/ Gallons Per

Men & Women

Gallons Per Flush (GPF)/Gallons Per

THE GREEN ICE PROJECT

Fitness Center Total Fixture Count/ Water Usage, Circle C, Figure 13

Gallons per Flush (GPF)/Gallons Per

1.4 GPF/ 1.28 GPF

622 gallons (each time)

300 gal. Initial/ 175 gal. after

Total Per Day

Total Per Year

Times dumped/ Filled Per Day

THE GREEN ICE PROJECT

THE GREEN ICE PROJECT

THE GREEN ICE PROJECT

THE GREEN ICE PROJECT

THE GREEN ICE PROJECT

THE GREEN ICE PROJECT

THE GREEN ICE PROJECT

THE GREEN ICE PROJECT

3/10 exterior lights

THE GREEN ICE PROJECT

THE GREEN ICE PROJECT

THE GREEN ICE PROJECT

THE GREEN ICE PROJECT