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HEI carbon management programme

HEI carbon management programme. your programme advisors. Anna Wieckowska (PAC) experienced in change management and communications internationally as well as in the UK public sector worked with 15 Local Authorities on LACM7 programmes and supported PSCM. Steven Heape (PAT)

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HEI carbon management programme

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  1. HEIcarbon management programme

  2. 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

  3. your programme leaders • Project Sponsors • Prof Tony Downes • Deputy Vice-Chancellor • Mr Colin Robbins • Director Estates & Facilities Management • Project Leads • Nigel Hodgson • Energy Manager • Denise Shearman • Head of Campus Services

  4. 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

  5. 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

  6. the context of carbon management and of this programme

  7. some of the key drivers costs & funding climate change diminishing fossil fuels organisational carbon management

  8. 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

  9. welcome to HECM6 the largest HECM programme yet . . . • 19 large HEIs • 14 smaller HEIs • combined energy bill of around £46million • carbon emissions of ~ 346,000 tonnes

  10. HECM progress to date- update! over 264,000 tCO2 pa savings identified to date That’s over 4,000 tCO2per university total cost savings identified of £52m pa on average £825k per HEI per year CO2savings based on the 63 HEIs who have quantified CO2savings £ savings based on the 63 HEIs who have quantified £ savings

  11. what will you achieve on HECM? • educated and mobilised team • established senior governance • baseline & future projection • identified & quantified opportunities • business case & financing CIF2 Compatible Carbon Management Plan

  12. the five step process step 1: mobilise the organisation step 2: set baseline and forecast step 3: identify and quantify projects step 4: define your Carbon Management Plan (CMP) step 5: implementation BASELINE AND FORECAST MOBILISE IDENTIFY AND QUANTIFY PROJECTS CARBON MANAGEMENT PLAN IMPLEMENTATION

  13. alignment with CIF2

  14. carbon management programme board why have a programme board?what the board should do who should be on it

  15. why have a programme board? • brings together a number of initiatives contributing to a single aim: reducing carbon emissions • provides regular, strategic oversight and monitoring of progress against plan and towards benefits • raises ‘blockages’ to a level where they can be removed, e.g. resourcing issues • manages the expectations of key stakeholders • recognizes achievements

  16. 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!

  17. 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

  18. 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

  19. drivers for carbon management Anerobic Digestion at Harper Adams evolving landscape of driverswhat are our key drivers?

  20. 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 • sector specific drivers; • HEFCE’sCarbon Reduction Strategy • sector target of 48% reduction 2005-2020 • organisational drivers; • saving money • improving reputation • leadership by example • responding to demands of staff and students CIF2

  21. what are your drivers? what are the top three drivers for your organisation ?

  22. our drivers are… • our top three drivers are: • …. • …. • ….

  23. setting the challenge wind turbines at lancaster the importance of setting a targetwhat should our aspirational target be?

  24. 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

  25. setting targets • Increase by 16 t or 16% Example: hypothetical HEI 5 year target HECM4 25% reduction 116 100 • Min. CIF2 requirement – reduction on 2005 HECM5 30% reduction HECM6 90 tonnes CO2 • Sector Agreed Target • 1990–2020 34% • reduction 80 • 2005-2020 48% 70 60 1990 1995 2000 2005 2010 2015 2020

  26. meeting the reduction targets 100% Methodical: > Good practice > Lower cost > Existing skills > Shorter term • Good Housekeeping • Monitoring and Targeting • Behaviour change and training • Regular inspection & Audit 10% 90% Innovative: > Higher cost > Organisation-wide buy-in > New skills > Longer term • Invest to Save • Insulation, heat recovery • Lighting and controls • Combined heat and power (CHP) • Plant / fleet replacement 80% 20% 70% Radical: > New vision > Lifetime costs > Commercial & social partnerships > Managing new risks • Better design & asset management • Low CO2 new build • Property rationalisation • Procurement changes 10% 60% 50% • Organisational realignment • Policy change & process review • Renewable Technologies • Biomass boilers, Wind • Solar thermal, GSHP, etc 30% • Zero carbon infrastructure • New ways of delivering services • Redefined objectives ?? %

  27. what will our target be? • what target should we aim for within 5 years ? • do we need a longer-term target ?

  28. 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

  29. key milestones and reporting Biomass at UEA

  30. delivery dates for your diary – 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 • 5th July • Within 1 week • 16th July • August • 30th November • Mid-February • 31st March • 2010 • 2011 Throughout the programme and beyond, the CT will be tracking each HEI on progress and performance

  31. 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

  32. questions ?

  33. University of Readingcarbon management programme Project Leads – Nigel Hodgson & Denise Shearman Project Sponsors – Prof Tony Downes & Colin Robbins

  34. 05 04 03 02 01 00 00 00 00 50 : 50 What is the average carbon footprint per annum for an individual in the UK? A: 11,000 tonnes B: 20 kg C: 11 tonnes D: about 2 bags of sugar

  35. B: 19 A: 129 C: 34 D: 43 05 04 03 02 01 00 00 00 00 50 : 50 How manyHEIs are on this years Carbon Management Programme ?

  36. B: 32% A: 6% C: 34% D: 48% 05 04 03 02 01 00 00 00 00 50 : 50 What was the typical target % Public Sector carbon saving target in 2010?

  37. B: 32% A: 6% C: 34% D: 48% 05 04 03 02 01 00 00 00 00 50 : 50 What is the sector target set by Hefce on the Government’s 1990 baseline?

  38. B: 32% A: 6% C: 34% D: 48% Please customise this slide, feel free to change this and insert any other questions specific to your organisation that will grab attention 00 05 04 03 01 00 00 00 02 50 : 50 What is the 5 year target your Programme Board set for you? D: 34%

  39. B: £ 3.5 m A: £ 3.0 m C: £ XX m D: £ 4.5 m 05 04 03 02 01 00 00 00 00 50 : 50 What was our annual energy bill last year? D: £ 4.0 m

  40. 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

  41. drivers and context of carbon management evolving landscape of driverssize of the prize

  42. context http://www.ipcc.ch/graphics/gr-ar4-syr.htm

  43. 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 • sector specific drivers; • HEFCE’sCarbon Reduction Strategy • sector target of 48% reduction 2005-2020 • organisational drivers; • saving money • improving reputation • leadership by example • responding to demands of staff and students CIF2

  44. 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 • PSBsown 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

  45. 538 Public Sector Carbon Management customers….. 295 Local Authorities, Fire and Police Services 120 Universities 102 NHS Bodies 21 Government Bodies

  46. saving carbon; saving moneypublic sector progress to date All services, all years projects implemented to date… • carbon saved over project life – over 6.5m tco2 • cost savings over project life – over £650m • average payback period – 2.5 years • projects in the pipeline… • identified carbon savings over project life - 34m tco2 • identified cost savings over project life – over £3bn • expected payback period range - ~2-10 years

  47. about The Carbon Trust 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

  48. Public Sector Services Carbon Trust Enterprises Carbon Trust Carbon Surveys Identifying opportunities Partnership for Renewables Commercial onsite renewables Bespoke Service Tailored support Public Sector Carbon Management Collaborative strategic support to large PSBs Carbon Trust Standard Recognising real carbon reduction Carbon Management Light Light touch support for small PSBs Carbon Management Revisited Follow on support to raise the bar Low Carbon Workplace Refurbishment & occupancy Low Carbon Procurement Service Embedding carbon into purchasing policy Planning Toolkit Supporting planning officers Salix Finance Design Advice New build and refurb Revolving Fund & Energy Efficiency Loans Public Sector Carbon Network Online issues exchange forum

  49. 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 HEshave a unique potential – engaging a major part of the local community and the decision makers of the future

  50. what is HECM ? public sector programme context aims of the programme

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