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University of Readingcarbon management programmeImplementation team workshop PL – Nigel Hodgson/Denise ShearmanPS – Prof Tony Downes/Colin Robbins
objectives of this meeting
to share with you our achievements to date
to officially launch the implementation phase
understand everyone's roles and responsibilities
ensure common understanding of the project management parameters
get key dates into diaries
2
agenda
1. background and context to the programme
2. what has been achieved
3. implementation governance and roles
4. maintaining a pipeline of projects
5. monitoring, reporting and responsibility
6. programme risks
7. what next?
3
a reminder on why you are doing this
climate change mitigationgovernment expectations and targetssector targets as communicated by Hefcelocal community partnership agreementsCIF2 requirementsthe need to cut costs– energy costs– CRC EES commitment
act in a responsible mannerraise awarenessenhancing reputation
4
the last 10 months ..
5
agenda
1. background and context to the programme
2. what has been achieved
3. implementation governance and roles
4. maintaining a pipeline of projects
5. monitoring, reporting and responsibility
6. programme risks
7. what next?
6
our baseline – a reminder
Our total carbon footprint is 45,824
tonnes CO2e
All sources
7
Liquid fuels3%
Gaseous fuels32%
Scope 1 Emissions
~0%
Grid electric-ity
56%
Business Travel6%
Waste & Water2%
CO2e Split by Scope
Scope 1 EmissionsScope 2 EmissionsScope 3 Emissions
our target
“to reduce carbon emissions by 35%
from 2008/9 levels by 31 July 2016 and by 45% by 31 July 2020”
target
8
our business case
Total investment= £3,633,000
Payback period = 2.4 years
Total Value atStake over 5years = £ 18,500,000
Total CO2 saved = xx,xxx tonnes
… when we deliver our 35% reduction
9
2008/9 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16
-
10,000
20,000
30,000
40,000
50,000
60,000
Comparison of actual emissions with BAU increases and reduc-tion targets predicted
Actual emissions BAU emissions Target
Year
Car
bo
n e
mis
sio
ns
(to
nn
es C
O2e
)
our funding streams
1. Salix loan to date £ 340,0002. Utilities budget £ 89,0003. Additional capital budget £ 268,0004. Unallocated £2,940,000
10
our key projects
1. JS20/21 replacement2. insulation3. BMS4. etc
11
2008 2009 2010 2011 2012 2013 2014 2015 -
10,000
20,000
30,000
40,000
50,000
60,000
Carbon progress against target
Predicted Business as Usual Emissions Target Emissions
Emissions in chosen plan
Year
To
nn
es C
O2
our key projects
project 1 - JS20/21
•The existing JS21 computer is to be replaced with a modern energy efficient equivalent.
•Financial saving £145,065 per year
•Carbon saving 1,110 tonnes CO2e (6.9% of target)
•Timescales Friday 25/02/2011
12
our key projects
project 2 - insulation
•Install insulation covers to pipe work, valves and flanges
•Financial saving £75,625 per year
•Carbon saving 508 tonnes CO2e (3.2% of target)
•Timescales Friday 25/02/2011
13
our key projects
project 3 - BMS
•Install and upgrade BMS at Greenlands and AMS wing
•Financial saving £15,500 per year
•Carbon saving 105 tonnes CO2e (0.7% of target)
•Timescales Friday 25/02/2011
14
our key projects
project 4 - etc
•Building rationalisation financial saving £355,442. •Carbon saving 3,316 tonnes CO2e (20.9% of target)
•Awareness financial saving £234,504. •Carbon saving 1,795 tonnes CO2e (11.3% of target)
•Timescales over life of programme15
agenda
1. background and context to the programme
2. what has been achieved
3. implementation governance and roles
4. maintaining a pipeline of projects
5. monitoring, reporting and responsibility
6. programme risks
7. what next?
16
implementation … what’s different now ?
it is important to note that there is a marked difference between the planning and implementation phases
1. writing the CMP document and building a good case for action – the compelling need for change
2. project Leader drives the project
3. identifying projects, their benefits, costs and getting sign off
4. overcoming financial and resource barriers
1. achieving the C02 and £ savings
2. The focus is on delivery and building credibility through delivery
3. the focus is on the project owners to implement their projects
4. whilst financial and resource barriers may still exist the focus is on troubleshooting implementation issues
implementation phaseplanning phase
17
implementationgovernance and responsibilities
continue with same structure– project leader– supported by cm team– reporting through sponsor
to project board
Project Owners
18
Project Sponsor
Project Leader
Project Board
Sponsoring project board
…will: champion and provide leadership on Carbon Management (CM)
set and review strategic direction and targets
own the scope of the CM Plan 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
ensure there is a framework to co-ordinate projects in CM Programme
… not just a committee but a driver!
19
project leader role
project leader is responsible for:
chairing regular carbon management team meetings
managing programme level risks and issues
advising / helping to escalate issues
collecting and reporting progress to project board
monitoring programme benefits (£ and tCO2)
reporting to the carbon trust
delivering owned projects
20
project owner role
project owners are responsible for:
successful delivery of owned projects
managing associated risks and issues
escalating major issues to PL / Sponsor/ Board
reporting of project progress against milestones
delivery and quantification of benefits (£ and tCO2)
21
agenda
1. background and context to the programme
2. what has been achieved
3. implementation governance and roles
4. maintaining a pipeline of projects
5. monitoring, reporting and responsibility
6. programme risks
7. what next?
22
ensuring a healthy project pipeline
how will this work at this institution?
if relevant this can run as a brainstorm
23
ensuring a healthy project pipeline
approaches
1. devolved responsibility for energy, carbon with appropriate KPIs
2. re-convene opportunities workshop on an annual basis to re-fresh and re-prioritise
3. set up an ‘opportunities’ inbox
4. use ‘environmental champions’ to identify opportunities
5. exploit existing expertise and networks to share successes (e.g. energy managers network, EAUC,…)
24
agenda
1. background and context to the programme
2. what has been achieved
3. implementation governance and roles
4. maintaining a pipeline of projects
5. monitoring, reporting and responsibility
6. programme risks
7. what next?
25
implementation
policy
responsibility
data management
communications and training
finance and investment
procurement
monitoring and evaluation
26
Already complete / implemented GreenAction Plan implemented and ON TRACK to meet requirement by target date AmberNo Action Plan or NOT ON TRACK to meet requirement by target date Red
Project No Title Owner R A G Date
% of Target
UoR 01 Insulation to pipe work and valves
Neale Farwell
2009/10
2.85%
UoR 02 Lighting control Carrington and Sports Park
Neale Farwell
2009/10
0.59%
UoR 03
Variable speed drives URS, Library and Palmer
Neale Farwell
2009/10
0.30%
UoR 04 BMS Installation Greenlands Campus
Colin Barwick
2009/10
0.28%
UoR 05 LED Lighting Greenow and McCrombie
Neale Farwell
2009/10
0.11%
UoR 06
Behavioural Change Whiteknights and Palmer Buildings (TCT) Tom Yearley
2009/10
0.16%
UoR 17 Switch off Blade super computer
Mark Cockshoot
2010/11
6.89%
UoR 23 Closure Bulmershe Campus Mike Evans
2011/12
4.40%
UoR 24
Switch off computers overnight and at weekends
Mark Cockshoot
2011/12
10.26%
UoR 25 Closure Sibly Hall Mike Evans
2011/12
4.34%
UoR 27 Awareness raising campaign 2013 Tom Yearley
2012/13
2.73%
UoR 28 Awareness raising campaign 2015 Tom Yearley
2014/15
2.73%
UoR 20
Upgrade BMS and install expanded coverage Greenlands
Colin Barwick
2010/11
0.99%
UoR 46 Lighting control Chemistry and Food Bio
Neale Farwell
2010/11
0.68%
UoR 21 IT Management Software
Mark Cockshoot
2011/12
0.01%
monitoring, reporting and responsibility
what do the project owners need to provide?who needs reports:– board– Stakeholders?
when and what format?what happens to this information?
27
monitoring, reporting and responsibility
how will this work at this institution?
again, this can be presented or brainstormed
28
agenda
1. background and context to the programme
2. what has been achieved
3. implementation governance and roles
4. maintaining a pipeline of projects
5. monitoring, reporting and responsibility
6. programme risks
7. what next?
29
key programme risks
Sponsors lose focus Active governance
Lack of organisational ownership Key areas engaged in CM Team
PL leaves + loss of momentum Succession planning and Deputy PL
Loss of knowledge behind CMP Clear audit trail
CM programme doesn’t deliver Project monitoring and benefits reporting
Do you have these in place?
PR
OG
RA
MM
E R
ISK
MIT
IGATIO
N
30
specific risks?
which of the risks mentioned are most relevant?
are there other risks requiring mitigation?
again, this can be presented or brainstormed
31
agenda
1. background and context to the programme
2. what has been achieved
3. implementation governance and roles
4. maintaining a pipeline of projects
5. monitoring, reporting and responsibility
6. programme risks
7. what next?
32
the programme ‘drumbeat’
Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar
PL/PO PL/PO PL/PO PL/PO PL/PO PL/PO PL/PO PL/PO PL/PO PL/PO PL/PO PL/PO
CMT CMT CMT CMT
Board Board Board Board
next CMT meeting 07/06/11
next PB meeting 21/06/11
33
on-going Carbon Trust support
account managers
follow up:– January(ish) every year– Assess progress and identify additional support
annual alumni event
Carbon Trust services:
– Public Sector Carbon Network http://publicsector.carbontrust.co.uk
– Carbon Trust library http://www.carbontrust.co.uk/publications/pages/home.aspx
Anything else you would like to discuss?
Thank you for your time and commitment!
35
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