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HEIcarbon management programme
your programme advisors
Anna Wieckowska (PAC)
– experienced in change managementand communications internationally as well as in the UK public sector
– worked with 15 Local Authorities on LACM7 programmes and supported PSCM
Steven Heape (PAT)
– Chartered Engineer and accredited project manager
– 12 years of experience leading engineering projects
– Worked on and led different CM programmes in the private and public sector
your programme leaders
Project Leads
– Nigel Hodgson
– Energy Manager
– Denise Shearman
– Head of Campus Services
Project Sponsors
– Prof Tony Downes
– Deputy Vice-Chancellor
– Mr Colin Robbins
– Director Estates & Facilities Management
the plan for today
programme board session (1 hour)– context of carbon management and HECM6– role and terms of reference of the board– our drivers– setting the challenge– key milestones and reporting
carbon management team and programme board (1 hour)– context of carbon management– what is HECM– our drivers and targets– what do we need to do now
carbon management team (2 hours)– who is on the team– success factors and blockages– previous and current projects– scope – actions and next steps
objectives of this session
to understand the context of carbon management and of this programme
to establish the Programme Board and its terms of reference
to confirm key drivers
to set an aspirational target
to understand milestones
the context of carbon management and of this programme
some of the key drivers
climate change diminishing fossil fuels
organisational carbon management
costs & funding
4.44.1 3.9 3.5
2.1 0.7 0.4 0.010
1
2
3
4
5
m t
CO
2
NHS bodies Schools LocalAuthorities
Gov Estate (inc MOD, Exec Agencies and NDPBs)
Higher Education
FurtherEducation
Police, Fire& Rescue
Other
size of the prize…..public sector estate England
Direct Impact
19.5m tCO2 in buildings alone 8% of non-domestic UK CO2 energy bill in excess of £2.6b PSBS own 10% of all land in the UK at ~
1m hectares & tens of thousands of buildings
Indirect Impact
public services touching key elements of private & domestic sector leadership both through education and by example policy drivers including Ni185,6 (Councils)procurement & planning policy
welcome to HECM6
the largest HECM programme yet . . .
19 large HEIs14 smaller HEIscombined energy bill of around £46millioncarbon emissions of ~ 346,000 tonnes
HECM progress to date- update!
over 264,000 tCO2 pa savings identified to date
That’s over 4,000 tCO2 per university
total cost savings identified of £52m paon average £825k per HEI per year
£ savings based on the 63 HEIs who have quantified £ savings
CO2 savings based on the 63 HEIs who have quantified CO2 savings
what will you achieve on HECM?
educated and mobilised teamestablished senior governancebaseline & future projectionidentified & quantified opportunitiesbusiness case & financing
CIF2 Compatible Carbon Management Plan
the five step process
MOBILISE
step 1: mobilise the organisation
BASELINE AND FORECAST
step 2: set baseline and forecast
IDENTIFY AND QUANTIFY PROJECTS
step 3: identify and quantify projects
CARBON MANAGEMENT PLAN
step 4: define your Carbon Management Plan (CMP)
IMPLEMENTATION
step 5: implementation
Baseline
Mobilisation and Objective Setting
Carbon Management Plan
Prioritisation of Opportunities
Costing
Opportunities Identification
Target Setting
Implement Plan
Approve Plan
Identification and Quantification
Baseline, Forecasts, Targets
Mobilise Organisation
Baseline
Mobilisation and Objective Setting
Carbon Management Plan
Prioritisation of Opportunities
Costing
Opportunities Identification
Target Setting
Implement Plan
Approve Plan
Identification and Quantification
Baseline, Forecasts, Targets
Mobilise Organisation
alignment with CIF2
carbon management programme board
why have a programme board?
what the board should do
who should be on it
why have a programme board?
brings together a number of initiatives contributing to a single aim: reducing carbon emissionsprovides regular, strategic oversight and monitoring of progress against plan and towards benefitsraises ‘blockages’ to a level where they can be removed, e.g. resourcing issuesmanages the expectations of key stakeholdersrecognizes achievements
terms of reference
champion and provide leadership on CM
set and review strategic direction and targets
own the scope of the CM Programme and prioritise carbon reduction projects
monitor progress towards objectives and targets
remove obstacles to successful completion of CM projects
review and champion plans for financial provision of CM projects
ensure there is a framework to co-ordinate projects in CM Programme
not just a committee but a driver!
who should be on the board?
Project Sponsor (Chair)
Executive Sponsor (Senior Academic)
Finance Champion
Co-sponsors to cover main areas of the organisation undertaking CM work (e.g. Estates, Facilities, IT)
CM Project Leader
CM Reduction Project Owners attend periodically to update Board at key stages, or for project issues where the the Board can provide guidance or resource
why programmes fail
lack of real senior management support / availability
lack of resource, e.g. additional to the ‘day job’
lack of financial buy-in to invest-to-save projects
PS or PL leaves – no succession planning
seen as PL project – no wider engagement
‘energy management’ seen as contract efficiency, not proactive demand reduction
poor spread of projects
drivers for carbon management
Anerobic Digestion at Harper Adams evolving landscape of drivers
what are our key drivers?
an evolving landscape of drivers….
national drivers; – Climate Change Act 2008 (34% by 2020, 80% by 2050)– Display Energy Certificate and Building Regulations– Carbon Reduction Commitment Energy Efficiency Scheme– incentives; Feed in Tariffs & the Renewable Heat Incentive
organisational drivers; – saving money– improving reputation– leadership by example– responding to demands of staff and students
sector specific drivers;– HEFCE’s Carbon Reduction Strategy
– sector target of 48% reduction 2005-2020
CIF2
Political
Economic
Sociological
Technical
Legal
Environmental
what are your drivers?
what are the top three drivers for your organisation ?
our drivers are…
our top three drivers are:
1. ….
2. ….
3. ….
setting the challenge
the importance of setting a target
what should our aspirational target be?
wind turbines at lancaster
the importance of setting an aspirational target
bottom-up target setting has created low ambition on previous phases
top-down target setting
– sets the challenge for the team
– motivates the team to look at every area with any carbon emissions
– encourages “pro-activity”
– delivers higher carbon savings 2009 aspirational target
= 30% baseline
reduction over 5 years
5 year Carbon Reduction Targets
25%
18%16%
12%
30%
0
5
10
15
20
25
30
35
2005/6 2006/7 2007/8 2008/9 2009/10
Year
Targ
et
(%
)
setting targets
1990 20052000 20152010 20201995
100
116
60
80
70
90
tonnes
CO
2
Sector Agreed Target1990–2020 34%
reduction2005-2020 48%
Increase by 16 t or 16%
HECM425%
reduction
HECM530%
reduction
Min. CIF2 requirement – reduction
on 2005
5 year target
HECM6
Example: hypothetical HEI
meeting the reduction targets
90%
100%
50%
70%
60%
80%
30%
Better design & asset management• Low CO2 new build• Property rationalisation• Procurement changes
Good Housekeeping• Monitoring and Targeting• Behaviour change and
training• Regular inspection & Audit
Invest to Save• Insulation, heat recovery• Lighting and controls• Combined heat and power
(CHP)• Plant / fleet replacement
Renewable Technologies• Biomass boilers, Wind• Solar thermal, GSHP, etc
Organisational realignment• Policy change & process review
Zero carbon infrastructure• New ways of delivering services• Redefined objectives
10%
20%
10%
?? %
Radical: > New vision> Lifetime costs > Commercial & social partnerships > Managing new risks
Innovative:> Higher cost> Organisation-wide buy-in> New skills> Longer term
Methodical: > Good practice> Lower cost> Existing skills> Shorter term
what will our target be?
what target should we aim for within 5 years ?do we need a longer-term target ?
checking our target makes sense
does the target reflect our ambition?
does our target reflect our drivers?
do we have the organisational appetite to make it happen?
remember, the next 10 months will show if this target is practical / achievable
key milestones and reporting
Biomass at UEA
delivery dates for your diary
5th July
Within 1 week
16th July
August
30th November
Mid-February
31st March
– Internal launch completed
– Project Plan signed off
- Project Identification and Quantification Workshop
– Baseline 80% complete
– First Draft CMP produced
- Second Draft CMP produced
– CMP signed off
Throughout the programme and beyond, the CT will be tracking each HEI on progress and performance
2010
2011
proposed reporting structures
Make this specific to your organisation :
Every 6 weeks Project Board (PB) to meet
Every month Carbon Management Team (CMT) to meet
2 days before PB Project Lead to submit progress report – use RAG status reporting as min standard
questions ?
University of Readingcarbon management programme
Project Leads – Nigel Hodgson & Denise Shearman Project Sponsors – Prof Tony Downes & Colin Robbins
What is the average carbon footprint per annum for an individual in the UK?
050403020100000000
A: 11,000 tonnes B: 20 kg
C: 11 tonnes D: about 2 bags of sugar
50 : 50
How many HEIs are on this years Carbon Management Programme ?
050403020100000000
A: 129 B: 19
C: 34 D: 43
50 : 50
What was the typical target % Public Sector carbon saving target in 2010?
050403020100000000
A: 6% B: 32%
C: 34% D: 48%
50 : 50
What is the sector target set by Hefce on the Government’s 1990 baseline?
050403020100000000
A: 6% B: 32%
C: 34% D: 48%
50 : 50
What is the 5 year target your Programme Board set for you?
050403020100000000
A: 6% B: 32%
C: 34% D: 48%D: 34%
50 : 50
Please customise this slide, feel free to change this and insert any other questions
specific to your organisation that will grab
attention
What was our annual energy bill last year?
050403020100000000
A: £ 3.0 m B: £ 3.5 m
C: £ XX m D: £ 4.5 mD: £ 4.0 m
50 : 50
the plan for today
programme board session (1 hour)– context of carbon management and HECM6– role and terms of reference of the board– our drivers– setting the challenge– key milestones and reporting
carbon management team and programme board (1 hour)– context of carbon management– what is HECM– our drivers and targets– what do we need to do now
carbon management team (2 hours)– who is on the team– success factors and blockages– previous and current projects– scope – actions and next steps
drivers and context of carbon management
evolving landscape of drivers
size of the prize
42
context
http://www.ipcc.ch/graphics/gr-ar4-syr.htm
an evolving landscape of drivers….
national drivers; – Climate Change Act 2008 (34% by 2020, 80% by 2050)– Display Energy Certificate and Building Regulations– Carbon Reduction Commitment Energy Efficiency Scheme– incentives; Feed in Tariffs & the Renewable Heat Incentive
organisational drivers; – saving money– improving reputation– leadership by example– responding to demands of staff and students
sector specific drivers;– HEFCE’s Carbon Reduction Strategy
– sector target of 48% reduction 2005-2020
CIF2
size of the prize…..public sector estate England
Direct Impact
19.5m tCO2 in buildings alone 8% of non-domestic UK CO2 energy bill in excess of £2.6B PSBs own 10% of all land in the UK at ~
1m hectares & tens of thousands of buildings
Indirect Impact
public services touching key elements of private & domestic sector leadership both through education and by example policy drivers including NI 186 procurement & planning policy
4.44.1 3.9 3.5
2.1 0.7 0.4 0.010
1
2
3
4
5
m t
CO
2
NHS bodies Schools LocalAuthorities
Gov Estate (inc MOD, Exec Agencies and NDPBs)
Higher Education
FurtherEducation
Police, Fire& Rescue
Other
538 Public Sector Carbon Management customers…..
295 Local Authorities, Fire and Police Services
102 NHS Bodies
120 Universities
21 Government Bodies
saving carbon; saving moneypublic sector progress to date
projects implemented to date…
carbon saved over project life – over 6.5m tco2 cost savings over project life – over £650maverage payback period – 2.5 years
projects in the pipeline…
identified carbon savings over project life - 34m tco2 identified cost savings over project life – over £3bnexpected payback period range - ~2-10 years
All services, all years
The Carbon Trust was set up by government as an independent company (limited by guarantee – all profits reinvested)
Mission: to accelerate the move to a low carbon economy
We cut carbon emissions now By providing business and the public sector with expert
advice, finance and accreditation By stimulating demand for low carbon products and services
We cut future carbon emissions By developing new low carbon technologies through project
funding and management, investment and collaboration By identifying market barriers and practical ways to
overcome them
about The Carbon Trust
Public Sector Services
Public Sector Carbon ManagementCollaborative strategic support to large PSBs
Revolving Fund &Energy Efficiency Loans
Carbon SurveysIdentifying opportunities
Carbon Trust Carbon TrustEnterprises
Salix Finance
Carbon Trust StandardRecognising real carbon reduction
Design AdviceNew build and refurb
Planning ToolkitSupporting planning officers
Public Sector Carbon NetworkOnline issues exchange forum
Partnership for RenewablesCommercial onsite renewables Bespoke Service
Tailored support
Carbon Management LightLight touch support for small PSBs
Low Carbon Procurement ServiceEmbedding carbon into purchasing policy
Low Carbon WorkplaceRefurbishment & occupancy
Carbon Management RevisitedFollow on support to raise the bar
why does the CT work in the HE sector?
in addition to a substantial direct CO2 impact …
long term indirect impact– wide range of responsibility– leadership and example– key to meeting climate change targets– influence across private, public and domestic sectors
HEs have a unique potential – engaging a major part of the local
community and the decision makers of the future
what is HECM ?
public sector programme context
aims of the programme
HECM Phase 6 – 10/11
HECM Phase 6 – 10/11
aims of the HECM programme
to help you to cost effectively cut carbon emissions from your estate and operations by:– ensuring senior support for carbon management across
your organisation– providing technical know how and training on carbon
saving projects and technologies– helping you to comply with relevant regulatory
requirements– facilitating cross-sector learning so you can learn from
and support each other
the HECM certificate - criteria
CMP shows– full sign off by Senior Management Team– overall cost and carbon savings clearly stated– the investment needed to achieve savings also
clearly stated– target for reducing carbon, backed up by quantified
carbon reduction projects– all projects have owners and deadlines– policies and procedures reflect Carbon
Management
genuine partnership
us you technical & change management consultancy supportdedicated programme advisor available by phone and emailon site, regional and national workshopsmonthly webinarscarbon management toolkit
committed programme team including Project Leaderengaged senior sponsor and high level supportparticipation at workshops and webinarsoutputs: – carbon footprint– projects register, with quantified
financial & carbon savings– implementation plan to achieve
carbon and cost savingskeep to the ten month timetable with fixed milestones
HECM progress to date- update!
over 264,000 tCO2 pa savings identified to dateThat’s over 4000 tCO2 per university
total cost savings identified of £52M paon average £825k per HEI per year
£ savings based on the 63 HEIs who have quantified £ savings
CO2 savings based on the 63 HEIs who have quantified CO2 savings
what the programme entails
the five step process
MOBILISE
step 1: mobilise the organisation
BASELINE AND FORECAST
step 2: set baseline and forecast
IDENTIFY AND QUANTIFY PROJECTS
step 3: identify and quantify projects
CARBON MANAGEMENT PLAN
step 4: define your Carbon Management Plan (CMP)
IMPLEMENTATION
step 5: implementation
MOBILISEBASELINE AND FORECAST
IDENTIFY AND QUANTIFY PROJECTS
CARBON MANAGEMENT PLAN
IMPLEMENTATION
events to help you
• two national conferences – May and October/November
• webinars, approximately monthly, on topics relevant to the programme stage
• conference calls – monthly with PL/DPL - and three with sponsors
• five on-site workshops – building your CM capability
the breadth of carbon management
1. policy
2. responsibility
3. data management
4. comms and training
5. finance and investment
6. procurement
7. monitoring and evaluation
activity - where are we now ?
in groups discuss where you believe you are now and where do you want to be for each of the categories
each group to be assigned categories
be prepared to report back to the main group
you have 10 minutes
activity - where are we now ?
our drivers and targets
role of the programme board
our drivers
our targets
programme board terms of reference
champion and provide leadership on CM
set and review strategic direction and targets
own the scope of the CM Programme and prioritise carbon reduction projects
monitor progress towards objectives and targets
remove obstacles to successful completion of CM projects
review and champion plans for financial provision of CM projects
ensure there is a framework to co-ordinate projects in CM Programme
not just a committee but a driver!
our drivers are…
our top three drivers are:
1. ….
2. ….
3. ….
the importance of setting an aspirational target
bottom-up target setting has created low ambition on previous phases
top-down target setting
– sets the challenge for the team
– motivates the team to look at every area with any carbon emissions
– encourages pro-activity
– delivers higher carbon savings 2009 aspirational target
= 30% baseline
reduction over 5 years
5 year Carbon Reduction Targets
25%
18%16%
12%
30%
0
5
10
15
20
25
30
35
2005/6 2006/7 2007/8 2008/9 2009/10
Year
Targ
et
(%
)
setting targets
1990 20052000 20152010 20201995
100
116
60
80
70
90
tonnes
CO
2
Sector Agreed Target1990–2020 34%
reduction2005-2020 48%
Increase by 16 t or 16%
HECM425%
reduction
HECM530%
reduction
Min. CIF2 requirement – reduction
on 2005
5 year target
HECM6
Example: hypothetical HEI
meeting the reduction targets
90%
100%
50%
70%
60%
80%
30%
Better design & asset management• Low CO2 new build• Property rationalisation• Procurement changes
Good Housekeeping• Monitoring and Targeting• Behaviour change and
training• Regular inspection & Audit
Invest to Save• Insulation, heat recovery• Lighting and controls• Combined heat and power
(CHP)• Plant / fleet replacement
Renewable Technologies• Biomass boilers, Wind• Solar thermal, GSHP, etc
Organisational realignment• Policy change & process review
Zero carbon infrastructure• New ways of delivering services• Redefined objectives
10%
20%
10%
?? %
Radical: > New vision> Lifetime costs > Commercial & social partnerships > Managing new risks
Innovative:> Higher cost> Organisation-wide buy-in> New skills> Longer term
Methodical: > Good practice> Lower cost> Existing skills> Shorter term
our aspirational target
Using a baseline year of 2008/9 our aspirational target is to achieve a xx% reduction by xxxx
To be completed based on the outcome from the
Board session
questions ?
carbon management team session
the plan for today
programme board session (1 hour)– context of carbon management and HECM6– role and terms of reference of the board– our drivers– setting the challenge– key milestones and reporting
carbon management team and programme board (1 hour)– context of carbon management– what is HECM– our drivers and targets– what do we need to do now
carbon management team (2 hours)– who is on the team– success factors and blockages– previous and current projects– scope – actions and next steps
objectives
to understand the organisation’s strengths and weaknesses
to define roles and responsibilities of the CM Team
to understand what support the programme can provide
to agree the emissions baseline scope
– data requirements and who’s providing what
to begin identifying CO2 Saving Projects
– what’s already underway
– what we plan to do
– project definitions and quantification
the CM team
deputy project lead can balance skills of PLmonthly meetings, with PL leadingget CM into your annual performance objectives
the CM team:
Estates / buildings maintenanceIT servicesFinanceProcurementAcademic representative(s)Residential ServicesStudent representativeBuilding manager
Student union representativeCapital development projectsEnvironmental and sustainabilityWaste managementExternal AffairsGreenlands CampusExternal tenantCatering Servicess
roles & responsibilities
support the project leader
ensure CM is integrated across the organisation
provide baseline data
identify projects, write project definitions and quantification
implement projects
strengths and weaknesses
Exercise 1
organise into two groups
identify organisational strengths and weaknesses
what areas are likely to be most difficult and why
strategies to overcome
prepare to present back
77
what carbon trust provides
a network of peers going through the same
process at the same time
learning from past participants
software toolkit of template documents, examples, standard factors and measures, integrated spreadsheets and
‘white paper’ guidance on technical issued
experienced consultants funded by the Carbon Trust
78
software toolkit
spreadsheets
1. baseline
2. rapid assessment of potential (RAP)
3. carbon management projects register (CMPR)
deliverable templates
1. project plan
2. carbon management plan (CMP)
guidance
– webinars
– newsletters
– “deck of cards”
This afternoon
Starter Pack
software toolkit of template documents, examples, standard factors and measures, integrated spreadsheets and ’
guidance on technical issues
79
learning from past participants
previous CMPs
contacts with peers
alumni involvement
participation at national/regional events
learning from past participants
80
experienced consultants
mastery of the processactive guidancere-active advice and guidancesupport with baseline and initiatives– technical advice– quantification support– identify suitable sources
support with spreadsheets and document formats
experienced consultants funded by the Carbon Trust
81
remember!
success criteria for the plan1. Provide justified quantification of opportunities2. Define clear governance to carry through to full implementation
tips - feedback from alumni3. project leader needs good skills - communication is key4. sponsor support is very important5. align the plan with corporate priorities6. you will need broad contacts within the organisation7. don’t get stuck on the baseline!8. identify and involve ‘an assistant’ with complementary skills9. ask for help when you need it
CO2 saving projects
Discussion
1. what’s already underway across all departments/schools/faculties?
2. what is already planned and funded?
3. what is planned but not funded?
CO2 saving projects: actions
PL should compile from this discussion a list of current and planned projects and owners, to be completed by [date], [PL name]CM team to inform PL of any additional projects by [date], ALL
actions
baseline data– CM team members to provide data to PL, [date], ALL – [name] populates baseline tool, [date]
finalise identity of existing projects– let PL know about other projects and owner, [date], ALL– PL compiles list of existing projects, [date], [PL name]
quantification– PL meetings with individual team members to complete
quantification, [date of last meeting], [names]
CM team provide general support to the programme by:– talking to colleagues– direct & indirect support– being positive
timelineMay MarchJuly September
Capturing wider opportunities
MOBILISE THE ORGANISATION
SET BASELINE AND FORECAST
Write document
IMPLEMENTATION
Key CM Projects
Refine Sign OffCARBON MANAGEMENT PLAN
Existing projectsIDENTIFY AND QUANTIFY Projects
StarterPack
Nov Jan
National CM Seminar
CT Launch
Internal Launch & Stakeholder Mgt workshop
Project Identification & Quantification workshop
CMP Workshop
Cost & Priority Surgery
Project Plan Signed Off
CMP Review Day
Full draft of CMP review + feedback call
Final CMP and QA
Implementation Transition workshop
Workshop National event Milestone
Sponsor calls Monthly calls
Key
PL call
Sections 1-3 of CMP (with review for 1:1)
CMPR QA
October January
PROGRAMME ‘DRUMBEAT’
W
Webinars W
e-bulletins
W W W W W W W W W
questions ?
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