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University of Reading carbon management programme Implementation team workshop PL – Nigel Hodgson/Denise Shearman PS – Prof Tony Downes/Colin Robbins.

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Presentation on theme: "University of Reading carbon management programme Implementation team workshop PL – Nigel Hodgson/Denise Shearman PS – Prof Tony Downes/Colin Robbins."— Presentation transcript:

1 University of Reading carbon management programme Implementation team workshop PL – Nigel Hodgson/Denise Shearman PS – Prof Tony Downes/Colin Robbins

2 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

3 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

4 a reminder on why you are doing this climate change mitigation government expectations and targets sector targets as communicated by Hefce local community partnership agreements CIF2 requirements the need to cut costs –energy costs –CRC EES commitment act in a responsible manner raise awareness enhancing reputation 4

5 the last 10 months.. 5

6 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

7 our baseline – a reminder Our total carbon footprint is 45,824 tonnes CO 2 e All sources 7

8 our target “to reduce carbon emissions by 35% from 2008/9 levels by 31 July 2016 and by 45% by 31 July 2020” 8

9 our business case Total investment = £3,633,000 Payback period = 2.4 years Total Value at Stake over 5 years = £ 18,500,000 Total CO 2 saved = xx,xxx tonnes … when we deliver our 35% reduction 9

10 our funding streams 1.Salix loan to date£ 340,000 2.Utilities budget£ 89,000 3.Additional capital budget £ 268,000 4.Unallocated£2,940,000 10

11 our key projects 1.JS20/21 replacement 2.insulation 3.BMS 4.etc 11

12 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 CO 2 e (6.9% of target) Timescales Friday 25/02/2011 12

13 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 CO 2 e (3.2% of target) Timescales Friday 25/02/2011 13

14 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 CO 2 e (0.7% of target) Timescales Friday 25/02/2011 14

15 our key projects project 4 - etc Building rationalisation financial saving £355,442. Carbon saving 3,316 tonnes CO 2 e (20.9% of target) Awareness financial saving £234,504. Carbon saving 1,795 tonnes CO 2 e (11.3% of target) Timescales over life of programme 15

16 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

17 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 C0 2 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 phase planning phase 17

18 implementation governance and responsibilities continue with same structure –project leader –supported by cm team –reporting through sponsor to project board Project Owners 18

19 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

20 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

21 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

22 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

23 ensuring a healthy project pipeline how will this work at this institution? if relevant this can run as a brainstorm 23

24 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

25 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

26 implementation 26

27 Already complete / implementedGreen Action Plan implemented and ON TRACK to meet requirement by target dateAmber No Action Plan or NOT ON TRACK to meet requirement by target dateRed Projec t NoTitleOwnerR A GDate % of Target UoR 01Insulation to pipe work and valvesNeale Farwell 2009/1 02.85% UoR 02Lighting control Carrington and Sports ParkNeale Farwell 2009/1 00.59% UoR 03Variable speed drives URS, Library and PalmerNeale Farwell 2009/1 00.30% UoR 04BMS Installation Greenlands CampusColin Barwick 2009/1 00.28% UoR 05LED Lighting Greenow and McCrombieNeale Farwell 2009/1 00.11% UoR 06 Behavioural Change Whiteknights and Palmer Buildings (TCT)Tom Yearley 2009/1 00.16% UoR 17Switch off Blade super computer Mark Cockshoot 2010/1 16.89% UoR 23Closure Bulmershe CampusMike Evans 2011/1 24.40% UoR 24Switch off computers overnight and at weekends Mark Cockshoot 2011/1 2 10.26 % UoR 25Closure Sibly HallMike Evans 2011/1 24.34% UoR 27Awareness raising campaign 2013Tom Yearley 2012/1 32.73% UoR 28Awareness raising campaign 2015Tom Yearley 2014/1 52.73% UoR 20 Upgrade BMS and install expanded coverage GreenlandsColin Barwick 2010/1 10.99% UoR 46Lighting control Chemistry and Food BioNeale Farwell 2010/1 10.68% UoR 21IT Management Software Mark Cockshoot 2011/1 20.01% 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

28 monitoring, reporting and responsibility how will this work at this institution? again, this can be presented or brainstormed 28

29 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

30 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? PROGRAMME RISK MITIGATION 30

31 specific risks? which of the risks mentioned are most relevant? are there other risks requiring mitigation? again, this can be presented or brainstormed 31

32 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

33 the programme ‘drumbeat’ AprMayJunJulAugSepOctNovDecJanFebMar PL/PO CMT Board next CMT meeting 07/06/11 next PB meeting 21/06/11 33

34 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 http://publicsector.carbontrust.co.uk –Carbon Trust library http://www.carbontrust.co.uk/publications/pages/home.aspx http://www.carbontrust.co.uk/publications/pages/home.aspx

35 Anything else you would like to discuss? Thank you for your time and commitment! 35


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