University of Reading carbon management programme Implementation team workshop PL – Nigel...

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






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

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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

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our key projects

1. JS20/21 replacement2. insulation3. BMS4. etc

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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


•Carbon saving 508 tonnes CO2e (3.2% of target)


13

our key projects

project 3 - BMS

•Install and upgrade BMS at Greenlands and AMS wing


•Carbon saving 105 tonnes CO2e (0.7% of target)


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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






6. programme risks

7. what next?

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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

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implementationgovernance and responsibilities

continue with same structure– project leader– supported by cm team– reporting through sponsor

to project board

Project Owners

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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!

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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

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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)

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agenda






6. programme risks

7. what next?

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ensuring a healthy project pipeline

how will this work at this institution?

if relevant this can run as a brainstorm

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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,…)

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agenda






6. programme risks

7. what next?

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implementation

policy

responsibility

data management

communications and training

finance and investment

procurement

monitoring and evaluation

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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?

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monitoring, reporting and responsibility

how will this work at this institution?

again, this can be presented or brainstormed

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agenda






6. programme risks

7. what next?

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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

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specific risks?

which of the risks mentioned are most relevant?

are there other risks requiring mitigation?

again, this can be presented or brainstormed

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agenda






6. programme risks

7. what next?

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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

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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

http://publicsector.carbontrust.co.uk/

http://www.carbontrust.co.uk/publications/pages/home.aspx

Anything else you would like to discuss?

Thank you for your time and commitment!

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University of Reading carbon management programme Implementation team workshop PL – Nigel...

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